Musings on technology, leadership, and happenings in Silicon Valley.
With regulatory, bureaucratic, technological, insurance, and market changes permanently altering the healthcare ecosystem, new models are emerging with the goal of improving access and affordability.
The challenges here are leadership challenges. Those organizations that best align their resources to meet them will be best positioned to succeed in the future. To accomplish that, leaders at every level must find ways to engage everyone in the organization and increase accountability in the effort to adapt to a world where change is happening fast.
Full-day sessions with Aegis senior strategists provide an even deeper dive into the practical application of the Leadership Roadmap for the participants and their organizations.
Inquire for more details and program descriptions. Mike reveals how the principles that led the transformation of the USS Benfold have been put into action at companies and organizations looking to harness the power of their most important asset - their people.
He shows real leaders achieving dramatic results as they work to address their most pressing people challenges: In example after example, the lessons from the Benfold clearly translate across all kinds of organizations — corporations, small business, non-profits and government.
Mike shows audiences, by example, how to use their new leadership toolkit. Just twelve months later the Benfold was ranked 1 — using the very same crew.
The lesson was clear — leadership matters and culture is everything. This inspiring talk is for every individual and organization looking for practical and usable ways to take organizational performance to new heights. Mike worked to create a culture of trust and empower his crew to take charge and use ingenuity and initiative to improve every aspect of the way things were done.
The Navy has its own bureaucracy and traditions. Worse - he could not hire and fire people, give raises or promotions, and had no choice over his missions. With no control over the external forces impacting his ship, Mike vowed to control what he could influence: Mike has addressed scores of organizations throughout the healthcare ecosystem.
They tell him his experience on the Benfold mirrors what they are experiencing every day. The lessons Mike shares about creating the best ship in the Navy transfer directly to their world.
That message is, first and foremost: Mike tailors his message for each audience — focusing on their unique challenges and showing practical ways to create an unprecedented level of accountability and ownership among everyone in the organization.
When battling the competition, you want to come out on top, if only by one more sale or maybe a few percentage points. Sometimes, someone at a higher level gives you a goal based on some median expectation set for others. When Mike Abrashoff took command of a well below-average ship in the U. Navy, his goal was to get to average.
He initially set average goals and expectations for himself and his crew until one day it struck him: Mike's eureka moment was realizing they weren't in competition with anyone but themselves to be their best.
They had to stop putting limits on what they believed was possible. Many of Mike's former crew members have gone on to accomplish great things in their careers. They write to tell him their stories.
One of Mike's sailors just ran for city council of one of the largest cities in the U."The most important thing that a commander can do is to see the ship from the eyes of the crew." (LaBarre) is a quote from Commander Mike Abrashoff of the U.S.S. Benefold. Mike Abrashoff Former Commander USS Benfold June 1, 10am or 1pm At the age of 36, Mike Abrashoff took command of the worst-performing ship in the Navy’s Pacific Fleet, the USS Benfold.
The challenges aboard this underachieving destroyer were staggering, with extremely low morale and the highest turnover rate in the Navy. "The most important thing that a commander can do is to see the ship from the eyes of the crew." (LaBarre) is a quote from Commander Mike Abrashoff of the U.S.S.
Benefold.3/5(1). Commander Mike Abreshoff. tyle to bring all levels in charge to a more decentralized organization. After doing so, the crew's dropout rate reduced and moral was raised throughout the ship. Retired Capt. Mike Abrashoff, now a corporate consultant and best-selling author, says the Navy suffers because senior officers who endorse unfit officers for command face no consequences.
Michael Abrashoff, , , Grand Central Publishing, pages. A former U.S.
Navy commander draws on interviews with leaders from every branch of the U.S. military and the business world to discuss how to honor agreements with a staff. Captain D. Michael Abrashoff Grand Central Publishing,