Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27 Page 28 Page 29 Page 30 Page 31 Page 3220 JULY 2016 • FOGHORN BUSINESSMATTERS “How’s Your Environment?” By Bob Shaw, Industry Consultant 2570 Beverly Dr. #128, Aurora, IL 60502 T 630.236.3500 CENTA Power trAnsmIssIon LeADIng By InnovAtIon • USA based production • Over 20 unique designs • Over 16 million sold • Torsional vibration experts Trust CENTA – The Global Innovator Since 1970 CENTALINK Carbon Fiber Driveshafts Innovative flexible couplings for marine applications As a leader in passenger vessel design, stability assessments and refurbishments, our vessels are not only beautiful, they’re also safe and efficient to operate while producing maximum profitability for owners. To bring Jensen on board for your next passenger vessel design or build, contact us at 206.332.8090 or visit our website at jensenmaritime.com. Passenger Vessel Designs: OPtimizeD fOr PrOfitability T he first “E” in Hornblower’s core values “RESPECT” acronym stands for environment. Last year, I wrote about sailing into envi- ronmental awareness at the ripe age of 22. In 1979 I was off the coast of Hawaii on a helicopter carrier that dumped a mountain of trash, one black bag at a time, into the ocean. A trail of bloated dots floated behind the carrier for miles, like Hansel and Gretel leaving breadcrumbs clear to the horizon. Eventually civil penalties became criminal penalties for oil spills, and the Navy is now an environmental steward. What a marvelous change in a generation. But Hornblower’s environment also addresses corporate culture. ”Restaurant doctor” Bill Marvin, a well-known restaurant consultant, at- tributes all the dysfunctional behavior in your organization to the result of the leader’s actions. At the National Restaurant Show, people would describe wild circumstances and Bill would turn it around to ask “what is the thinking in your organization?” Odyssey founder Michael Higgins told me the story of when he was a young 23-year-old bartender on the Spirit of Chicago. Someone in Norfolk had read a report on a national program of halfway houses that allowed companies to employ newly released convicts and pay them well below minimum wage. This enter- prising corporate gofer made the leap, extending the halfway house employ- ment model to the Spirit of Chicago. Michael recounted that the galley was suddenly populated by a rough crowd, exposed to the demands of producing 600 meals in a tight space under lots of pressure, all with little training or su- pervision. When the going got tough, the rough asserted their frustrations with knives and heavy frying pans. Every night was way too exciting. Their program might have been less exciting and more successful if the new employees were integrated in the marine department, which is para-mil- itary, has closer supervision, and less cutlery. But that wasn’t the thinking, which, as Bill Marvin might claim, hinged on saving a buck. Japanese quality guru Dr. W. Edwards Deming famously said that an organization must “drive fear out” as part of the journey to achieve quality. What he meant was that your team needs to communicate openly and honestly, without fear of reprisals or office politics complications, before it can deliver superior customer satis-