As I write this blog, I’ll be honest, I’m already out of here…
A few times a year I bareboat charter a 42 ft. sailboat out of Anacortes, WA for a week of sailing in the San Juan Islands. And because we’ve got room (and I need to split the cost to make it affordable), we typically invite two other couples with us. That’s me sitting behind one of our new recruits.
It may look like I’m sucking up the sun but I’m really making sure we don’t hit a log or another boat sending this quarter of a million dollar beauty to the bottom of Rosario Strait. After all, it is my name on the charter agreement.
Most of our vacation partners have never sailed before. And because of the intimidation factor, would probably stay as far away as possible from the big wheel except for one thing – I won’t let them. I’ve learned the more time they log the more experience they get, the sooner I can relax a little. You’re probably wondering where the presentation tie-in comes… I’m getting there.
Every year I sit through skipper briefings before we head out and every year I see people chartering large, expensive boats who have no business being on the water. (“What do those little numbers mean on the charts?” Yikes!) Yet they will no doubt try to mentor their crews in the art of sailing from a limited proficiency level. There’s a big difference between a jib and a jibe and they’ll probably figure it out the hard way. But the chartering service does run a sailing school and on occasion a future captain will acknowledge his/her lack of experience and learn a few things from a professional before heading out on their own.
Most management development programs I see seem to be about grooming the next generation executive in analyzing a P&L, how to impact key business metrics or principles of group leadership. But rarely do senior executives mentor their direct reports in the art of presenting. The probable reason – many aren’t so sure about it themselves and would acknowledge they are pretty average in this critical leadership skill.
In a nutshell, that’s the role we often play with our clients. We don’t want to “sail their boat”, but we do want to give them some well-seasoned insight into how to shape, design and deliver their very important presentations. And if we do that well, we can help them avoid the consequences of weakly communicated messages, tentative personal skills and inadequate planning. Some will engage us, learn the basics and partner with us to coach from the back seat – while others will be satisfied with winging it year after year – not realizing the dangers it creates for their companies.
How do your senior leaders get feedback? Is it objective? What is it costing your company because they are not developing those important skills in their future executives?
That’s it. I’m out-of-here for a week on the water. But as a good captain, there’s something I learned a long time ago… I can relinguish the helm but I never relinquish the responsibility.
