The business of sailing

There are obvious similarities between sailing and entrepreneurship: it’s fun, demanding, and you sometimes have no clue where you are.. :) Other than that, these are my learnings from times of part running aground, part smooth sailing.

If business is like sailing, then entrepreneurship is akin to navigating uncharted waters. Much of the time, you have only limited signs of whether you’re doing the right thing. The team typically knows better than any individual and should therefore co-create the strategy. This gives a deep sense of purpose and steers you away from narrow-minded confirmation bias.

Keep your team updated and connected by sharing your observations, suggestions and concerns. Make sure that everyone aboard is comfortable doing the same. At times, even a simple “Arr” or “Aye matie” will do the trick to acknowledge one another, but do also plan for structured feedback. Be proactive — there’s no such thing as communicating too much.

A gybe maneuver requires full coordination of the foresail trimmers, mainsail trimmer, helmsman (and spinnaker team, if you fly one). Everyone must know what to expect of the team members. The same goes for a high-performing organization — delegate responsibility and trust each other.

Whether your colleague has the night shift at the helm or the correspondence with a key client, you must trust that they are competent and the best person for the task. Just as distrust can be detrimental, trust strengthens your crew and helps individuals grow, professionally and personally. Mutual trust is the most important organizational trait of them all.

Put together, these practices reinforce each other in a virtuous cycle. Take care of your crew members — and go find that hidden treasure!

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