JUNE 2017 • FOGHORN 27 managers, an executive simply needs to be a sounding board, providing resources and an occasional challenge, and step back to cheer the good results. By the way, this style is way more fun that micromanaging. I have seen countless talented indi- vidual contributors grow to be effective managers, yet struggle at the inflec- tion point when they get promoted to managing managers. When confronted with new challenges in several depart- ments, they typically double down, work even harder, and then micro manage typically well-meaning sub- ordinates struggling to keep up with an adrenaline surged boss. Alienation from the team can occur, which breeds passivity, the trailhead of the path to rejection. That was me thirty years ago, thinking I could muscle through any project if all these people weren’t around! Remember the lesson of the Monthly Business Review: Each month ask every direct report or project team to write a one-pager describing, in bullet prose, the last 30 days and the next 30 days, plus updates on key goals and metrics. Then meet religiously for an hour a month. I stand by my claim that roughly 90 percent of my paycheck ought to be allocated to that one day. These monthly meetings build ac- countability, train your farm team, and promote teamwork. You’ll be amazed how you can cycle through your goals and focus on the big picture, in addition to fostering communication, teamwork, and decision-making. Once I had a client doing a large start-up that involved merging five different corporate cultures in three geo- graphic locations. It took five painful years to merge these cultures to form a unified team. In contrast, Hornblower’s start-up of the NYC Ferry system involves integrating a number of cultures from Hornblower west coast, NYC Statue Cruises, plus leaders from other organizations. Project VP Cameron Clark has worked hard to get the culture and systems in place so there wouldn’t be the struggle of competing cultures and work practices. The initial results are encouraging. 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. BUSINESSMATTERS Navigating your risks, day and night. As the owner of a passenger vessel you face tough decisions every day, from hiring qualified crew to making sure your vessel is in prime condition. At Aon, we spend day and night thinking about your maritime risks so buying insurance doesn’t have to be another tough decision. We work with you to develop creative approaches and customized solutions that deliver more efficiencies, improved profitability and greater value. For more information, please call 1.800.730.7053 or visit passengervessel.com/member-resources.html#insurance Risk. Reinsurance. Human Resources. Navigating your Aon Risk Solutions Marine NYC Ferry was able to open a month earlier than the mayor’s schedule, and will have 16 new vessels delivered in about a year, an amazing accomplish- ment. It was something to see the first vessel sail under the Brooklyn Bridge for its future homeport in the Brooklyn Navy Yard. This project is going to transform NYC with two dozen ferry stops connecting the outer boroughs to Manhattan. More than 4.6 million riders a year will pay only $2.75 on a system that spans 60 nautical miles and operates 365 days a year. NYC Ferry will be an inspiration for the rest of the country, and not just as an emblem of awesome company culture – at least from this ops guy’s perspective. n