As I wrote in Pursing A Vision, great performing organizations learn how to set a vision and then motivate all leaders and employees to collaborate together to follow that vision. For many organizations, building trust, between leaders, between employees, and between each other is critical to becoming a high performing organization.
Cruise ships, like the Norwegian Epic above, are getting bigger and bigger. The theory seems to be to that if you make it bigger they will come. For the cruise ship industry, that philosophy appears to be working.
Great businesses combine three critical ingredients:
We were recently in Florida for the American Trucking Association annual conference in Orlando, Florida. After working much of the weekend at the conference, Karalee and I took a day off to explore NASA’s Cape Kennedy. We are both science geeks—after all I asked Karalee out after a Chem 120 lab in our first year at the University of British Columbia.
For two years my wife and I lived on a sailboat in the Mediterranean while we home schooled our three children. That adventure gave us a legacy that our family continues to draw from. When we are “stuck” on an issue we can change the tone of the discussion by focusing on the positive, such as when we stayed in the marina in Calvi, Corsica, France, exploring the fabulous village and enjoyed views like the one above.