You hear it all the time: "Back to basics." Well… I went way back. As in, sails-and-knots-back.
A while ago, I signed up for the RYA Competent Crew course — part sailing class, part team bootcamp. I expected to learn a few knots and maybe how not to capsize. Instead, I walked away with a crash course in leadership, teamwork, communication, and — yes — competence.
Every evening, I wrote down reflections in a journal. One of those reflections hit me hard: How did a group of strangers — with wildly different skill levels and personalities — manage to perform complex, high-pressure tasks together, get lightly scolded at times, and still end the day grinning like idiots and feeling more bonded than some corporate teams I've seen working together for years?
And before you say it:
"Sure, but that was a hobby. Not the same as work."
Maybe not. But if your day job never gives you that same sense of satisfaction after hitting a goal, maybe it’s time to rethink how we work — and lead.
Situational Leadership, Live and Unfiltered
I’m not the first to make this connection. The model of Situational Leadership (and its more popular sibling, Situational Leadership II) covers much of what I experienced. But when I started googling “leadership correlation between sailing and enterprise,” it clicked. What I saw on that boat mapped almost perfectly to what should be happening in every high-functioning team. Here are the five big takeaways:
1. Assess Skill Level First
On our boat, I was the only participant doing the crew-level course. Everyone else was training to be a skipper, and they each came in with a different level of skill, confidence, and experience.
Our instructor didn’t treat us the same — and that was the point. He gauged everyone’s ability and gave instructions accordingly. I got the hands-on "Come here, watch me do it, now you do it" treatment. The skippers-in-training got minimal guidance and more autonomy.
In a corporate setting, teams are rarely at the same level across the board. The key question isn’t just “Who knows what?” It’s “Can they execute at the level required?”
2. Adapt Leadership Style to the Person, Not the Task
What impressed me most was how fluidly our instructor shifted his leadership style. At first, I needed clear, directive instruction. By the end of the course, I was sent to complete tasks without any supervision. Not because he stopped caring, but because I had demonstrated I was ready.
In dysfunctional teams, this is where things often fall apart. Leaders stick to one style regardless of who’s in front of them. On the flip side, team members sometimes get defensive when given guidance — as if being told what to do means they’re not trusted.
Reality check: You can be highly competent and still benefit from the right kind of support at the right time.
3. Know Your Role — and Stick to It
Every part of the boat needed attention: sails, lines, helm, lookout, coordination. Our skippers were learning to assign tasks — not how to do them, but who should do what. We all rotated through roles, and while some tasks were more fun than others, no one questioned why they were doing something. We just did it — because coordination depended on it.
In companies, the same applies. Clarity of roles reduces confusion and helps everyone focus. Leaders must assign roles based on skill and fairness. Team members, in turn, need to trust that delegation and execute without second-guessing.
4. Step In When It Matters — Without Ego
At one point, I was at the helm when I couldn't turn the wheel. Something felt wrong. I said so. Turns out someone had accidentally hit the autopilot.
The instructor didn’t wait for a democratic vote or a Slack poll. He told me to move. He stepped in, reassigned tasks, and fixed the situation in seconds.
Nobody’s ego was bruised. That moment needed clarity and action — not analysis.
In corporate life, this rarely happens cleanly. Why? Because it feels personal to override someone. But it shouldn’t. If a task isn’t being done effectively, leaders should step in decisively. Afterward, yes — debrief, coach, understand. But during the fire? You need someone who can take the wheel and turn.
5. Make the Objective Clear — Then Adjust as Needed
Before each outing, our trainee skippers briefed us on the plan: where we were headed, what the path looked like, what we’d likely face. But the sea is unpredictable. When the conditions changed, the skipper changed the plan. No debate, no brainstorming — just clear communication: “Follow my instructions, and I’ll update you when it’s safe.”
This dynamic leadership kept us aligned and calm. We weren’t adrift — we had confidence that someone had the bigger picture in mind.
In some companies, this is often lost. The objectives are fuzzy, the plan unclear, and the changes constant — but without enough communication to help the team recalibrate.
Leaders should break goals down into understandable, actionable plans. Not micro-manage. Just light the path. And when the path shifts? Communicate quickly and decisively.
And finally — celebrate the wins . On the boat, we got to our destination, dropped anchor, and had lunch. Reward followed accomplishment. Corporate life also needs that.
Quick Reflection: The Cheat Sheet
On Skill level
- Team Lead: Assess honestly and adjust approach accordingly
- Team Memeber: Be upfront about what you do and don’t know
On Roles
- Team Lead: Assign roles clearly and fairly
- Team Memeber: Embrace your role and trust your teammates know
On Command
- Team Lead: Step in when needed — the buck stops with you
- Team Memeber: Be humble enough to accept help or hand off
On Objectives
- Team Lead: Define the goal and the path, then respond to change
- Team Memeber: Understand the mission — and stay flexible in the face of change
Final Thoughts
All of this might sound nuanced — and it is. But when it works, it feels simple. During our course, we weren’t corporate warriors or leadership experts. We were just people with humility, focus, curiosity, and a shared purpose.
We asked for help when we needed it. We offered support when others were stuck. We accepted instruction, gave it our best, and adapted in real time.
And in the end, we walked off that boat not just with new skills, but with a sense of connection and pride that many teams wish they had.
That’s the power of trust, clarity, and the right kind of leadership.