“Get your ship together”

In 1997, Captain D. Michael Abrashoff took command of the USS Benfold (DDG-65)—one of the worst-performing ships in the entire United States Navy. Morale was low, turnover intentions were high, trust was lacking, and initiative was almost nonexistent.

Internally, it was referred to as “the problem case.”

And Abrashoff did something that seemed almost paradoxical in a military context:

He listened.

He sat down with each of the 310 crew members—always asking the same question:

“What would you change if you were in charge of the ship?”

The answers were honest. Some were uncomfortable. Many were surprisingly insightful.

The difference:

He didn’t just collect them—he acted on them. And he did so quickly.

The game changers:

1. “Get your ship together”: ownership instead of chain of command.

   D. Michael Abrashoff turned the logic upside down.
   Not: “I am responsible for you.”
   But: “You are responsible for this ship.”

   He delegated responsibility. He modeled trust. And suddenly, the crew began to think along instead of simply carrying out orders.

2. “People don’t leave the Navy. They leave their bosses”: respect as a leadership strategy.

   He treated everyone on board like a talent—not like a part of the machine.

   He praised publicly.
   He criticized respectfully.
   And he created an environment in which people felt safe to use their voice.

3. “Make culture tangible in everyday actions”: culture emerges through behavior—not through mission statements.

   For him, one thing was clear:

   A poor culture does not arise from bad people—
   but from bad experiences.

   So he changed rituals, language, and decision-making processes.

Within 12 months, the USS Benfold (DDG-65) became one of the highest-performing ships in the entire Pacific Fleet.

Same crew.
Same resources.
Same mission.

“Only” different leadership.

Perhaps this old example offers an important insight for modern organizations.