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 32JULY 2016 • FOGHORN 21 BUSINESSMATTERS About the Author Bob Shaw is a veteran industry executive, having led over 100 vessels responsible for over 10 million passengers a year. He can be reached at shawrw@gmail.com. faction. Funny how Deming was “dis- covered” in America only after being revered in Japan for decades. Sounds like American companies took much longer to drive out the fear. Stephen Covey, author of “7 Habits of Highly Successful People,” had a son Stephen who wrote “Business at the Speed of Trust.” The son put all his eggs in the basket of team trust to accel- erate progress, quality and satisfaction. So, what can you do to build the right culture in your company? In many companies, there is not a culture of reporting all safety incidents, to include near misses and other problems. In our industry, I can’t think of a better place to start transparency. Our sacred obligation is passenger and crew safety, and until we have a culture that focuses on this plainly and jointly, it can’t be achieved. Work hard on getting that data, without fear of reprisal, to make your company better. Take that same spirit to others areas of the business. Remember, all people make mistakes, and nobody comes to work to fail. Work together to improve. You have to be positive. In youth coaching we were taught that you had to give three affirmations for every correction. Recent scientific research says the ratio is probably far higher in business. You are always going to have problems in business; that’s why you are the leader. Colin Powell says when people quit bringing you their problems; you are finished as a leader. You have to be positive, no matter the challenge, and make enthusiasm your force multiplier. Don’t tolerate yellers and screamers in your organization. Historically our industry has humored Gordon Ramsay-type chefs or Captain Queegs when they blew their tops. We’d even smile, laughing at such behavior that “just comes with the business.” But the number one thing our crew wants from us, indeed, deserves from us, is to be treated with respect. And I can’t think of a better way to shut down commu- nication, lock up good ideas, and brew chaos than tolerating screamers. My father used to tell me “if you are the leader and out of control, then who’s the leader?” I have been on my soapbox a lot in this column about the importance of a service system in creating a safe and successful environment. I deeply believe that your organization’s culture stems from your actions as a leader. We all deserve the opportunity to work in a productive organization, maximize our potential as people, and make a dif- ference in the world. Start by creating a work environment that you can be proud of. n