Week 24.13 Wind on the Water

As winter gradually gives way to spring, I find myself gazing out my window at the wind dancing on the Hudson River’s surface, my thoughts drifting to the joys of sailing. A significant portion of my childhood was spent on small sailboats, and it remains one of my most cherished passions and memories. There's something captivating about every aspect of sailing – the way all the elements are in constant motion, working with and against each other in perfect harmony. The wind propels the sail, which in turn drives the boat forward, while the keel pushes in opposition to the water. The wind blows in one direction, pushing the boat forward, and the water flows in its own direction, altering the boat's direction relative to the earth. When you're sailing, you become acutely aware of everything around you – the wind on the water, the wind in the sky, the motion of the surface, and the flow in the depths.

The wind is a fast-moving and ever-changing force, its effects visible on the water's surface. It demands our immediate attention, requiring us to adapt and make adjustments to harness its power effectively. In sailing and in life, the wind represents the immediate situation, demanding our focus and necessitating swift action to navigate the challenges at hand. Just as a skilled sailor must constantly trim the sails and adjust the boat's heading to optimize performance, we must remain flexible and responsive to the shifting winds of our circumstances, always ready to adapt our approach as needed.

Water, on the other hand, moves slowly and powerfully, sometimes imperceptibly and sometimes forcefully. The water represents the underlying currents and long-term trends that shape our journey, even if their effects are not always immediately apparent. In sailing and in leadership, we must be attuned to these deeper forces, understanding how they can work for or against us as we chart our course. By reading the water and anticipating its movements, we can make strategic decisions that harness its power and minimize its resistance, ultimately propelling us towards our goals with greater efficiency and effectiveness.

The true art of sailing, and indeed of leadership, lies in understanding how different forces work together, and in finding ways to harmonize their effects to achieve our objectives. Great sailors and leaders have a keen awareness of both the immediate challenges (wind) and the long-term opportunities (water), and they possess the skill and intuition to balance these competing demands in real-time. They know when to adjust their sails to catch a gust of wind, and when to trim them to minimize drag; they know when to tack against the current, and when to let it carry them forward. By working with the wind and the water, rather than against them, they are able to navigate even the most challenging conditions with grace and precision, always keeping their ultimate destination in sight.

The lessons of sailing and their application inform life and leadership, and I am reminded of the importance of remaining attuned to the world around us. By understanding the forces at play, both immediate and long-term, and by working with them in harmony, we can chart a course towards success and fulfillment for those we love and lead. Just as a skilled sailor reads the wind and the water, adapting to the changing conditions while never losing sight of the ultimate destination, so too must we, as leaders and individuals, remain flexible and focused in the face of life's challenges and opportunities. In doing so we can look at the wind on the water, mapping the tides and planning the route ahead.

With love, gratitude and wonder.

Scott

Middle Managers: The Skillful Sailors of Business by Dean Miles, MA - Executive Coach

Navigating through the complexities of today’s business environment, middle managers are the skillful sailors whose leadership capabilities are continuously honed by the rough seas of organizational challenges. The adage, "Smooth seas do not make skillful sailors," resonates deeply within the realm of middle management, where every trial and tribulation serves as a crucible for refining leadership, strategic thinking, and operational excellence. It is through these turbulent waters that middle managers emerge as indispensable navigators, guiding their teams and the organization toward success.

Middle managers are at the heart of translating strategic visions into actionable reality, bridging the gap between upper management's directives and the operational frontline. Their role is critical in ensuring the alignment of daily activities with the organization's overarching goals, making their contributions both unique and invaluable. By navigating the complexities of this role with resilience and adaptability, middle managers not only drive operational efficiencies but also foster a culture of innovation, learning, and continuous improvement within their teams.

Nr.1 Priority for Top CEOs by Marina Cvetkovic

Highly accomplished CEOs know that having a solid understanding of the personal circumstances of their team members is essential. Not only to connect better and show the 'human side' of them but also so that they can have a more holistic conversation with their leaders about their future aspirations, dreams, and goals. All of this makes their team feel like they have an interest in understanding who they are and what drives them. As a result, the CEO is much more likely to be trusted with important insights about someone's circumstances and able to support and prevent issues timely.

Like usual, all of this will not have any impact unless we receive these insights with a radically open mind and a bit of humility to acknowledge that no matter how far we've come, our leadership journey is never really over.

When you miscalculate the value of brands – a rare cautionary tale from Warren Buffett by Rita McGrath

Kraft Heinz needs to rekindle a passion for innovating to meet customer needs. Its iconic brands may be a tad tired, but they are still beloved by many. Leveraging that affection would be a great place to start. But it is time to stop it with the nostalgia-as-business-strategy approach. Put your best minds on discovering the next generation of better-for-you-and-the-environment food. Reconsider convenience: Millennials might not open cans of tuna, but they could well buy fresh tuna salad. Use your incredible manufacturing prowess to go from huge volumes of standard stuff to greater variety of niche-oriented products. Digital can really help here. And stop using earplugs when listening to critics — they may be telling you something vitally important.”

Innovation at the center of the turnaround playbook

Unsurprisingly, the CEO presiding over all this, Bernardo Hees, left, to be replaced by former Anheuser-Busch AmBev executive Miguel Patricio. Patricio announced a sharp departure from cost-cutting to reinvigorate the brands with a “culture of creativity.” As he said in an interview, “I accepted the job because the company needed a big, big transformation, and I love that.”