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Washington Navy Yard: Turn the Ship Around

By: Hope
By: Hope
The Washington Post


This review has been thoroughly researched with information and testimonials that are available online to anyone in the public. Any conclusions drawn by myself are opinions.

What I Liked

What I Didn't Like

Before we get into it... who am i?

Always good to put a name to a face, so firstly, my name is Hope!

Like you, I was stuck working 8-10 hour days building someone else’s dream.

I worked at one of those cool tech companies that has omelet stations for breakfast & craft beer on tap for after hours.

To a lot of people that’s a dream, but to me… something was missing.

All I really wanted, was to actually enjoy life – more vacations, less stress, buy myself nice things without worrying about the cost… but that was something my 9-5 couldn’t provide me.

That was until a few years ago when I discovered a way to make money online by actually helping real people. 

People in this case were local business owners across the US.

Me and My Puppy

The page above is an example of how I do it. That one-page site generates $1,500/mo and I haven’t even touched it since it was put up.

That’s an $18,000/year raise from just one page.

That’s why local lead generation is my #1 business recommendation for recurring, semi-passive income. If you want to learn about that business model, click here.

Important: I am not an affiliate

for the opportunity in this review

Why Does That Matter?

A lot of course reviewers have no experience with any of the business models or programs they review, and so they’re just making stuff up.

They do that because they want you to click through their link to buy from the person that the review is about!

They have no clue what it’s actually like to run the different types of businesses they write about.
I have absolutely no relationship with this program, so you can rest easy knowing I’m going to give you my honest opinion.
This review is written based on my own experiences with this business model.

All that being said, let’s jump into things.

Washington Navy Yard: Turn the Ship Around

This morning, a shooting on the Washington Navy Yard resulted in several injuries and even some fatalities (CBSNEWS). In thinking of the people affected by this situation, our hearts are heavy. With the advents of technology, learning to penetrate a security fire-wall has become a lot more possible than it used to be and although the details behind this event’s facts are yet to be revealed, only the perpetrator(s) can be blamed at this instant.  Damage having been done, what can be done by leadership here on to facilitate progress? Situations like this have the potential to usher in great opportunities for leaders to take charge in protecting everyone involved but to also inspire them to act and become a leader. An example of this is the leadership facilitation concept promoted by retired U.S. Navy Captain L. David Marquet, and one which as trainers and educators of leadership we would like to further dissect.

Marquet, Author of the book Turn this Ship Around! How to Create Leadership at Every Level, tells the story of his unsettling experience on a Navy submarine. The ship’s engineer deliberately shutdown the reactor. This was a test for the department’s ability to find and repair the problem. In an effort to resolve the situation, Marquet gave a reasonable order, “Ahead 2/3.” His senior department leader repeated the order to the helmsmen, who sat squirming in his seat. Awkward moments passed, the helmsmen still not carrying out the order. Finally, after Marquet inquired why the order had not been carried out, the helmsmen reported, “Captain, there is no Ahead 2/3 on the EPM.”

Having just been transferred to the ship, Marquet had made a mistake. However, the bigger issue was that neither the senior department lead, nor the helmsmen immediately reported the error or displayed effective on-the-spot-decision making. In A Submarine Captain on the Power of Leadership Language, Marquet explains that the “Ahead 2/3” incident helped him to realize that top-down command and control leadership models were failing. Though they are commonly favored practices by the military, the crew experienced low morale, poor performance and retention was at the bottom of the fleet. From that point forward, Marquet encouraged his charges to use phrases such as “I intend to” and “We will.” This enabled the subordinates to take responsibility in the action.
Give Control
Senior Business Executive, F. John Reh also embraces this concept. He suggests that leaders should implement instruction giving, rather than orders. He describes that an instruction explains the result that is needed, rather than how to get it done. From making the most strategic decisions during a shooting like at the Washington Navy Yard, or keeping the submarine on track at sea, to effectively making decisions in high-stress situations in an office, leadership must be constantly brushed up, nurtured and practiced for positive outcomes. Even in smaller day to day operations, this is a crucial concept for leaders. It ultimately influences the bottom line. Creating an environment of healthy leadership should result in transforming every member of the team to a leader. They should be capable of voicing alternative solutions, taking charge when needed and making calm decisions under pressure.

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Best of The Week Testimonial

Hi, I'm Hope!

I make over $20,000/mo thanks to this platform… check it out below!