This Is Your Ship:
Leadership Tips for RCFE & ARF Administrators

If you are an RCFE or ARF administrator, you already know that leadership starts with completing required paperwork, meeting state regulations, managing staff schedules, and making sure your facility is running smoothly. But, let’s face it, that’s only the beginning. 

Leadership that truly makes a meaningful difference is not that simple when you’re leading people. 

One book that offers a surprisingly practical perspective on leadership is It's Your Ship: Management Techniques from the Best Damn Ship in the Navy by Captain D. Michael Abrashoff.

When Abrashoff took command of the USS Benfold, he recognized that improving the ship's performance started with him. But his leadership approach didn't stop there. He worked to create a crew of confident problem-solvers who were willing to take initiative and responsibility for their actions.

He wanted his crew to know….

It's your ship, too!

Not just the captain's.

Everyone's.

That idea translates remarkably well to healthcare administration.

Tip 1: Your Facility Is Your Ship

As an administrator, you are responsible for setting the direction, creating the culture, and making sure your crew has what they need to succeed.

But you aren't the only person responsible for the ship.

Your caregivers, med techs, department leads, housekeepers, activity staff, and other team members are part of the crew. They experience the facility from different perspectives every day.

They see things you may not see.

They notice problems.  And they have ideas for both solutions and new opportunities.

Truth be told, because they have their own unique experience, they  may have a better way of doing something.

As an administrator, if you create an environment where your staff is encouraged to speak up, those ideas can become some of your greatest opportunities for improvement.

That's one of the most powerful lessons from It's Your Ship:

Give people ownership, and they become more invested in the outcome.

Here is a short 3 minute video where Mike Abrashoff shares his key messages that he communicated to his crew. It's simple, yet so powerful. WATCH NOW

Tip 2. Take Command, But Don't Try to Control Everything

Being in charge and being a controlling leader are not the same thing.

Your team needs to know who is steering the ship. They need clear expectations, consistent direction and guidance, and someone who is willing to make decisions at the end of the day.

But taking command doesn't mean micromanaging every task.  Yes, it’s easy to do, but when setting expectations and creating trust, you take off the stress and pressure and give your staff wings to make things happen. 

Ask yourself:

• Does my team understand where we're going?
• Do they know what is expected of them?
• Do they have the tools and training to do their jobs?
• Am I stepping in because something truly requires my attention, or because I don't trust anyone else to handle it?

An administrator who creates clarity can give their team room to get their jobs done. 

Tip 3: Lead by Example

Your staff are watching you, even when you don't realize they are.

They notice how you respond to a difficult situation, or how you speak to residents and their families.  On top of that, they pick up on how you handle mistakes and even how you communicate under pressure.  Each of those stack up and contribute to your facility's culture.

It’s as simple as this…

If you want your team to communicate respectfully, then demonstrate respectful communication.

If you expect accountability, be sure to take accountability for your own decisions.

If you want your staff to remain calm during challenging situations, then it’s up to you to demonstrate calm leadership yourself.

You can't expect your crew to behave differently from the example being set at the top.

Tip 4- Listen. Listen. Listen.

There is a saying that goes a little something like this…”You have two ears and one mouth, use them proportionally.”  This means, we should listen more than we talk.

Abrashoff likes to say, listen aggressively, meaning one should actively seek out the perspectives and ideas of the people doing the work.

This can be especially valuable in a residential care setting.

Your caregivers and direct-care staff are often closest to the residents. They may notice changes, recurring problems, inefficient processes, or opportunities for improvement long before an administrator does.

Listening doesn't mean automatically implementing every suggestion, but rather enables you to create an environment where people feel comfortable bringing ideas and concerns forward.

Try asking your staff, "What is one thing we could do better?"

Then listen to the answer.  Don’t jump in and add in your opinions, insights and reasoning because that will limit the conversation.  Likewise, don’t turn this into a conversation where you only focus on problems.

Flip the tables a bit and find out the following:

"What is working really well that we should continue?"

"What would make your job easier while still maintaining quality care?"

"Is there a process you've thought could be improved?"

Listening is more than hearing someone. It's showing them that their perspective matters.

Tip 5. Give Your Team Ownership of the Ship

This is where the title It's Your Ship becomes especially meaningful.

Abrashoff didn't want his sailors simply waiting for orders. He wanted them to think, take initiative, solve problems, and feel responsible for the success of the ship.

The same philosophy can apply to your facility.

Your staff should be able to say, "This is my facility, too."

That doesn't mean everyone gets to make every decision. Rather, it means everyone should understand that they have a role in making the facility better.

Encourage your team to bring you:

• Tips
• Ideas
• Suggestions
• Concerns
• Solutions
• Better ways of doing things

And when someone brings you a problem, try asking: "What do you think we should do about it or do you have any suggestions to make the situation better?"

That small question changes the conversation.

Instead of simply handing the problem to the administrator, the team member becomes part of solving it.

A powerful example from It's Your Ship comes from one of Abrashoff's stories that demonstrates exactly what can happen when leaders genuinely invite their people to think differently.

The ship had a recurring problem with rust and the amount of time spent repainting was daunting.  By the time they finished the task, it was almost time to start over again. A crew member looked at the situation differently and suggested replacing the rust-prone metal fasteners on the ship's exterior with stainless steel.

It was a simple idea, but it challenged the way things had always been done.

Abrashoff listened and implemented the suggestion. The change dramatically reduced how often the ship needed to be painted, and the idea eventually spread throughout the Navy, saving significant time and money.

Think about that. One person saw a problem. One person had an idea. And on top of that one leader was willing to listen.

As a result, the suggestion went far beyond that individual's job and impacted ships across the Navy.

That's what can happen when people believe their ideas are welcome.

To listen to Mike Abrashoff share this story in his own words click HERE. 

Tip 6: Create a Culture Where Speaking Up Is Safe

Here is a hard truth, but it is very real no matter what industry you’re coming from. You can't ask people to take ownership and then make them regret speaking up.

I am sure that has probably happened to most of us and it doesn’t feel good.

If you want your team to bring ideas to the table, you have to make it safe for them to do so.

As can be expected, not every suggestion will work.  In fact, some ideas won't be practical, while others may conflict with regulations, policies, budgets, or resident needs. But, the goal isn't to implement every idea.

It’s to create a culture where people know their thoughts and ideas are valued and appreciated, which will ultimately lead them to want to contribute, and participate.

So, How Is Your Ship Doing?

Perhaps the most valuable takeaway from It's Your Ship isn't one particular management technique.

It's the idea that leadership and ownership belong together.

It's easy to look around a facility and identify what other people need to do better. 

The staff member who needs more accountability.

The employee who needs more training.

The process that isn't working.

The communication problem.

The attitude problem.

As an administrator, you have to be willing to look in the mirror and see where you as a leader need to steer your ship.

Ask yourself these two questions. 

What can I do differently?

How can I help my team take ownership of the answer?

Because your facility may be your ship as the administrator. But it is also their ship, too.

The more your team understands that they have a voice, a responsibility, and a meaningful role in the success of the facility, the more likely they are to become active participants in improving it.

That's how organizations grow.

Not because one person has all the answers.

But because everyone is encouraged to bring their knowledge, experience, ideas, and perspective to the table.

Keep Learning. Keep Leading.

Leadership is a skill that can be developed, and like any other professional skill, it gets stronger with practice, reflection, and continued education.

At UCampus Group, we believe administrator education should be practical, relevant, and applicable to the work you do every day.

Whether you're an RCFE administrator or an ARF administrator, continuing to sharpen your leadership and management skills can help you lead with greater confidence, build stronger teams, and create a better environment for everyone aboard your ship.

We'd love for you to continue your learning with us. Click below to view some of our upcoming leadership CEU courses. We hope to see you in class soon.

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