by Olimpia Ponno Training Manager at Cristiana Monina Nautical Events

Our people don’t easily adapt to change – a top manager told us during a meeting last week – and above all to the maneuvering speed we need to manage within the company processes, the sales of products and services, the integration of new human resources, the upload of contents and answers on the social networks… anyway velocity represents for us the performance indicator as competitive advantage”.

Interesting point of view, we think… considering the fact that, through the training on sailboat, the velocity assumes a double significance. If on one hand, the search for the perfect VMG (Velocity Made Good, the relation between the boat speed and the progress in the direction of the wind) in a regatta can make the difference to reach the finish line before the others, on the other hand, a fast speed can apparently make us believe to go forward and cut the line before any other, instead it moves us “faster” far from the destination pushing us to make more maneuvers. In this last case, velocity changes from a point of strength into a point of weakness: the boat goes fast in the wrong direction, people efforts are minimized, all the energies are wasted and the boat capsizes! To find the right VMG it is crucial that the crew takes the internalexternal context under control, each member is in the right place and role moving in sync, the weight is well balanced in relation to the wind and the maneuvers.

Coming back to the manager’s assertion, we wonder: increasing sales quickly – without considering the time and rhythm of production – does it really bring profits? Recruiting new skilled people does it always increase the company performance? Making many weekly appointments – without finalising the follow-ups fast enough – does it increase customers retention?

The velocity can contribute to generate efficiencyproductivityqualitycompetitiveness only when there is listening, observation, strategycommunicationclarity of languagerhythm combined with movement, sharing, role awarenesssense of responsibilityrespect of rules and valuestime managementuncertainty and stress managementconstant feedback, that’s to say a set of KPI (Key Performance Indicators), which can measure the individual and team results on a sailboat as well as in company processes, to take the lead, to capture market share and to achieve the goal.

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