The Sinking of the Titanic

by Gregory P. Smith

The Titanic still rests on the bottom of the ocean, but we can resurrect the truth. The lessons we learn can help our businesses stay on course and improve our ability to lead others.

"We have struck iceberg. . .sinking fast. . .come to our assistance." Burning the airwaves came those words late in the cold evening of 1912. Before they tapped the last bit of Morse code, those words became the epitaph over the lives of the 1200 people lost on the Titanic. The ship was doomed and it was slowly sliding into its watery grave. Why did the largest, most advanced ship of the century sink? Those of us who studied the Titanic or at least saw the movie may know why. It wasn't the iceberg causing the disaster. It was something else. Clear in my mind was the real cause--leadership had failed.

The Titanic still rests on the bottom of the ocean, but we can resurrect the truth. The lessons we learn can help our businesses stay on course and improve our ability to lead others.

Leadership is Always Responsible- Leadership is more than a wooden figurehead. Leadership is not a position, a job title or in this case, merely the captain of the ship. Leadership is not just power, ego, and self-centered pride. Leadership is both science and art. Leadership is ever present, touching, motivating, talking, and checking, barrier removing, training, preparing, breathing, and heading toward one particular azimuth. Management is a 8 to 5 obligation; leadership is a 24 hour-a-day responsibility.

This was Captain E.J. Smith's retirement trip. He was headed for the easy life. All he had to do was get to New York. God only knows why he ignored the facts, why he ignored seven iceberg warnings from his crew and other ships. Responsibility can't be delegated. Leadership is responsible for everything the organization does or fails to do. In a disaster, the Captain goes down with the ship..

Biggest Is Not the Best- The larger an organization becomes, the greater its inflexibility. The more difficult and cumbersome to steer, to direct and to change. It soon becomes a bureaucracy where rules, regulations, policies, procedures and "I need permission to make a decision" becomes the norm. Today's businesses must adjust course quickly. It took over 30 seconds before the Titanic turned away from the iceberg, but then it was too late.



Rank Has It's Privileges- Ranking is good for command and control, not good for change and innovation. Ranking people limits potential. Today, businesses rank and classify people-sometimes unintentionally. However, the results are the same. Whether it is simply reserved parking spaces, blue collar, white collar, temporary, part-time, those with cubicles, those with desks etc. Ask yourself, when the ship sinks, who gets in the lifeboats first? Who gets severance pay, bonus, stock options or nice hotels. Clear the lines between the classes and make everyone feel they are rowing in the same direction for the same purpose. Make people feel like equals.

The Truth Changes- The Titanic was unsinkable. . .so they thought. So confident were they, that they only had enough life boats for half the passengers. The thinking that made us successful yesterday is the very same thinking that will cause us to fail tomorrow. Our unlearning curve must be greater than our learning curve.

Technology is Never a Substitute for Leadership- Someone said, The danger is not that computers will replace us. The real danger is when we start acting like computers. When technology fails, leadership must prevail. Captain E.J. Smith said years before the Titanic's voyage, "I cannot imagine any condition which would cause a ship to founder. Modern shipbuilding has gone beyond that." Many businesses today have replaced their leaders with technicians, their brains with a hard drive. So--when disaster strikes who is going to lead and will your technology pull you under?

Leadership is Always Training- As the stern of the Titanic lifted out of the water, the crew and passengers struggled with the lifeboats. There were no drills, no rehearsals and the crews stood unfamiliar with their responsibilities. The boats were improperly loaded and only one boat went back to try to recover survivors. Everyone is business today must be a trainer and mentor, not just the training department.

Leadership Looks Below the Surface- The greatest danger as well as the greatest opportunities lie below. The ocean in 1912 was like glass, deceptively dangerous. The biggest part of an iceberg lies below. . .unseen. Like steel fangs, it tore at the rivets along 300 feet of the Titanic's hull. Those below, the "crew and steerage," felt and saw the damage first. Like a gasping breath, the steam billowed above as chaos reigned below. Just like then and now, those who know what's wrong with your "ship" are those below. Furthermore, those below usually have the best ideas and solutions to your problems. Start looking toward those on the front-line for the ideas, problems and solutions. Do it before you hit the icebergs.

Leadership Looks Beyond the Horizon- Success gets organization's in trouble. A good "Captain" is on the lookout for changing trends, changing needs, storms and icebergs. Sam Walton identified the need and Sears didn't. Apple computer saw the need before IBM. The vision of the Sony Walkman existed in Akio Morita's mind before RCA. Mary Kay Ashe saw it and others didn't. Get the picture? Be out there looking for the next change.

The Moral of the Story- Few of us were alive when the Titanic sank, but all of us lost something that night. Hopefully, we recognize the lessons learned and chart our course toward the right direction. Let's don't make the same mistakes so to avoid our own Titanic's.

Greg new photoGreg Smith's cutting-edge keynotes, consulting and training programs have helped businesses accelerate organizational performance, reduce turnover, increase sales, hire better people and deliver better customer service.  As President and Lead Navigator of Chart Your Course International he has implemented professional development programs for thousands of organizations globally. He has authored nine informative books including his latest book Fired Up! Leading Your Organization to Achieve Exceptional Results.  He lives in Conyers, Georgia.  Sign up for his free Navigator Newsletter by visiting http://www.ChartCourse.com or call (770) 860-9464.

 

 
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