Turning a ship and Change Management

 

One of the biggestships I commanded as a Captain was a container ship, which was 300 meters long and 50 meters wide.  When the ship enters a small port, all operations would stop to allow her entry like a royal welcome.

While large ships are a great pride to command but are not so easy to control & maneuver.

To control the ship you need to understand the ship’s behavior and her feel in the water.

It is more complicated for big ships to turn.

… It needs a powerful engine & rudder movement to initiate the turn.

..Then learn how to encounter or maintain lateral resistance from water and wind.

..As you apply the counter and the lateral resistance reduces, the ship starts gaining momentum and turns rapidly. After learning about the momentum you need to lose counter & control the momentum, so the ship doesn’t overshoot its turn. If you don’t, it will end up going somewhere else!

.As a leader, you need to be fully aware of the feel of the organization. Thus, you need sponsorship & engagement to initiate the change, which requires the initial power and rudder movement to turn a ship.

You need to understand the resistance from employees and resistance to the lateral resistance from wind and water. You need to generate sufficient momentum to sustain the change. Then evaluate the checks & balances to measure progress & ensure long-term success and heads the ship in the right direction.

The larger the organization, the more challenging it is to drive change.

Hence,  turning a ship and organization change management is not very different.

I used to Captain of the ships, now I help leaders drive change using the same principles, and it works

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