I'm addicted to a show on the Discovery Channel called Deadliest Catch and hadn't thought about why until I was explaining my fascination to friends. This program is as far away from my reality as anything could be, or so I thought. It centers around the crab fishing industry on the Bering Sea and the men who risk their lives every season in what is thought to be the deadliest occupation in the world. As I pondered my fascination, it came to me: this show is one of the best leadership models out there.
2. The Captain is responsible for determining the "strategic direction" for the season--where to set the pots. His plan can make or break the season (and the paycheck) for them, and at times he may have to rethink his strategy and change course when the pots come up empty. The good ones (and they're all good in this industry or they don't last) know how to ask for advice or do some additional research/planning when they hit a snag.
3. Everyone functions as part of the team. Roles, responsibilities and expectations are clear at ALL times. Everyone has a specific purpose on the team, and they know what it is.
4. Cross training occurs when a crew member shows an interest and/or proficiency in learning something new. There is enough depth in the organization through cross training to be able to function in an emergency, but not so much that anyone stands around just watching, waiting, or "supervising."
5. A less-experienced "greenhorn" is trained/mentored by the experienced crew. If they don't cut it, they don't come back. No one is "carried." This is a lean, efficient organization. The greenhorns know going in that NOTHING about this job will be easy, and they're still willing to sign up. They don't go in expecting a company car, a fancy title, a fat expense account, and so on.
6. This is the epitome of risk management and the high risk/high reward model. Personal risk is tremendous on a crab boat, but the reward can be equally tremendous. These men can make in 3-4 weeks what some people make in a year.
7. When not under deadline pressure of pulling crab pots and sorting crab, the captain allows the crew appropriate downtime. Harmless practical jokes can abound, but then it's back to business when necessary. It's kind of a bizarre work-life balance.
8. The captain knows that from time-to-time, it is necessary to come down from the wheelhouse, roll up his sleeves, and work alongside the men. It reinforces his credibility and allows him to bond with his crew, and earns a mutual respect. The captains have worked their way up on a crab boat, so they all know what it's like to fulfill any role/responsibility on the boat, and the entire crew knows that he's really paid his dues to get there. Everyone also knows that if he's no longer captain, he doesn't walk away with a huge percentage of what they'll make in the future -- no golden parachutes here or multi-bazillion dollar bonuses to "go away".
9. In an emergency, they are all willing to stop what they are doing and help out another boat. The sense of brotherhood in the industry is tremendous because at any time, they could be the ones having the emergency. Above all, they keep a clear head in an emergency, and everyone knows the drill!
10. They all have to do things they don't like from time to time before they get to do the moneymaking things. For example, some days the ice builds up so badly on the boat that they can spend 8 hours knocking off ice to prevent the boat from capsizing and/or sinking before they even begin to pull crab pots. They'll then have to work many more hours on top of that to haul the crab. And they do it. Without whining.
11. They take their breaks and meals and naps when they can, not when they want to. "Refueling" opportunities (meals, naps, cigarette breaks) may be limited if the pots are full, but the meals are hot and hearty and the coffee is strong to keep them going! A good captain knows what it takes to take care of his crew, and provides it willingly.
12. The metrics are in place and monitored by everyone. They know every step of the way how many crab are in each pot, how many are in the tanks, how many pounds they are expected to catch for the season, and where they are in relation to their goal at all times. They can all do the math when it comes to the payoff.
13. Everyone shares in the payout and they know up front what the potential is. The Captain gets the most for obvious reasons (it's his boat, his initial investment--in fuel, food, bait, etc.), the regular crew gets their percentage share, and the greenhorns get a half-share since they're inexperienced. It's very clear and no one argues about it, or talks about entitlement. There's no HR, affirmative action, lawyers, Gen X-Y-Z BS -- or whining -- on the boat.
Can you see now why I felt like this show was so far from most people's reality?
There are many in leadership positions who would do well to follow the model. See if any come to mind as you read this ...
The leadership hierarchy on Deadliest Catch is simple: there is a very clear leader--the Captain, and the crew takes its direction from this leader only.
The leadership hierarchy on Deadliest Catch is simple: there is a very clear leader--the Captain, and the crew takes its direction from this leader only.
Here's why the model works so well:
1. Everyone knows the strategic plan and the ultimate objective: finding crab and making money, lots of money.
2. The Captain is responsible for determining the "strategic direction" for the season--where to set the pots. His plan can make or break the season (and the paycheck) for them, and at times he may have to rethink his strategy and change course when the pots come up empty. The good ones (and they're all good in this industry or they don't last) know how to ask for advice or do some additional research/planning when they hit a snag.
3. Everyone functions as part of the team. Roles, responsibilities and expectations are clear at ALL times. Everyone has a specific purpose on the team, and they know what it is.
4. Cross training occurs when a crew member shows an interest and/or proficiency in learning something new. There is enough depth in the organization through cross training to be able to function in an emergency, but not so much that anyone stands around just watching, waiting, or "supervising."
5. A less-experienced "greenhorn" is trained/mentored by the experienced crew. If they don't cut it, they don't come back. No one is "carried." This is a lean, efficient organization. The greenhorns know going in that NOTHING about this job will be easy, and they're still willing to sign up. They don't go in expecting a company car, a fancy title, a fat expense account, and so on.
6. This is the epitome of risk management and the high risk/high reward model. Personal risk is tremendous on a crab boat, but the reward can be equally tremendous. These men can make in 3-4 weeks what some people make in a year.
7. When not under deadline pressure of pulling crab pots and sorting crab, the captain allows the crew appropriate downtime. Harmless practical jokes can abound, but then it's back to business when necessary. It's kind of a bizarre work-life balance.
8. The captain knows that from time-to-time, it is necessary to come down from the wheelhouse, roll up his sleeves, and work alongside the men. It reinforces his credibility and allows him to bond with his crew, and earns a mutual respect. The captains have worked their way up on a crab boat, so they all know what it's like to fulfill any role/responsibility on the boat, and the entire crew knows that he's really paid his dues to get there. Everyone also knows that if he's no longer captain, he doesn't walk away with a huge percentage of what they'll make in the future -- no golden parachutes here or multi-bazillion dollar bonuses to "go away".
9. In an emergency, they are all willing to stop what they are doing and help out another boat. The sense of brotherhood in the industry is tremendous because at any time, they could be the ones having the emergency. Above all, they keep a clear head in an emergency, and everyone knows the drill!
10. They all have to do things they don't like from time to time before they get to do the moneymaking things. For example, some days the ice builds up so badly on the boat that they can spend 8 hours knocking off ice to prevent the boat from capsizing and/or sinking before they even begin to pull crab pots. They'll then have to work many more hours on top of that to haul the crab. And they do it. Without whining.
11. They take their breaks and meals and naps when they can, not when they want to. "Refueling" opportunities (meals, naps, cigarette breaks) may be limited if the pots are full, but the meals are hot and hearty and the coffee is strong to keep them going! A good captain knows what it takes to take care of his crew, and provides it willingly.
12. The metrics are in place and monitored by everyone. They know every step of the way how many crab are in each pot, how many are in the tanks, how many pounds they are expected to catch for the season, and where they are in relation to their goal at all times. They can all do the math when it comes to the payoff.
13. Everyone shares in the payout and they know up front what the potential is. The Captain gets the most for obvious reasons (it's his boat, his initial investment--in fuel, food, bait, etc.), the regular crew gets their percentage share, and the greenhorns get a half-share since they're inexperienced. It's very clear and no one argues about it, or talks about entitlement. There's no HR, affirmative action, lawyers, Gen X-Y-Z BS -- or whining -- on the boat.
Can you see now why I felt like this show was so far from most people's reality?
When was the last time you saw this kind of clear leadership, structure, strategic vision and collective profit sharing in an organization? If you have seen it, consider yourself fortunate. If you have this kind of structure at your organization right now, sign me up!!!
This kind of clear leadership with vision, strategic focus, and collective payback is the stuff of dreams -- for employers, employees, and shareholders!
This kind of clear leadership with vision, strategic focus, and collective payback is the stuff of dreams -- for employers, employees, and shareholders!
Seriously, I'll send you my resume.
I have been watching this show since the beginning I love it and I love what you wrote. If companies were run like this we would not be in the economic mess we are in now. Too much greed everyone at the top gets a bonus and a decent raise will the rest of us do not get a raise to keep up with inflation. The people in the trenches doing the work deserve a fair wage not the scrapes we are given. Loyalty and a good work ethic do not work in a corporate world like it does on a crab boat.
Outstanding article.
Frankly, my personal expeience has been that there are many employees willing to do THEIR job. But, there are way too few bosses like that captain. In my lifetime, I've only had one. (Besides myself)
Your posting struck a chord with me, but I’m not sure why.
Perhaps it’s your enthusiasm for the subject, or perhaps it’s because you make a good case for changing the ownership structure of corporations and businesses – the people who do the actual work should get the benefits, pretty much the opposite of what most of us experience.
I’m what might be called seasoned when it comes to working in different types of organizations. So while I don’t think it’s easy to run a business or a government entity, I’m fairly cynical about “leadership models.”
But I have to say, it seems to me that much of what you write reflects what I’ve experienced at NASA.
While strategic direction may be missing from time to time, if NASA could bottle and sell how it creates a clear understanding of the mission, and communicates how even the smallest task affects that mission, it would be a rich agency.
I watch this show all of the time for the very reasons that you mentioned....