From Filmmaker to Sailor
For six years before Dee and I set off to sail around the world on our own boat, we made sailing films for ESPN, The Travel Channel, and our own series, Sailing Quarterly Video Magazine. That work took us across oceans and into the cockpits of remarkable sailors.
It was an apprenticeship in leadership. Film a skipper handling a boat in 30 knots and you see character revealed. Sailing is unforgiving—so is business. Habits and attitudes show up in results, whether on a scoreboard, in the marketplace, or in a storm.
One of the most memorable people we met and filmed was Joe Vittoria.
Sailing With Joe
Joe was the former CEO of Avis Rent a Car and a passionate sailor. At the time we met him, he owned Mirabella I, a 140-foot sloop that was among the largest of its era. We sailed with him aboard Mirabella I, cameras rolling as we captured his crew in action. Years later, Joe built Mirabella V, a 254-foot sloop with a mast taller than the Statue of Liberty—the largest single-masted sailing yacht in the world at the time.
A Different Kind of Leadership
What struck me about Joe wasn’t just his passion or his yachts. It was his humility. He didn’t lead like many corporate executives. He led by serving.
On Mirabella, he insisted the crew quarters be built to the same standard as the guest cabins. The decision cost more and defied yachting norms, but it sent a clear message: you matter. Your wellbeing matters.
When he spoke about the launch of Mirabella V, he didn’t brag about dimensions. He talked about the pride of the Thai shipyard workers who built her—their tears of joy at seeing the fruit of their labor. That’s servant leadership.
What Servant Leadership Really Means
Traditional leadership says, “I’m in charge—serve me.” Servant leadership says, “I’m responsible—how can I serve you so we all succeed?” It isn’t weak. It’s strong. It’s performance built on trust.
Lessons From Mirabella
On many big yachts the atmosphere is tense. On Mirabella, the crew laughed and carried themselves with pride. They worked from commitment, not fear. That culture didn’t happen by accident. Leadership designed it.
Servant Leadership in Business
Companies where employees feel cared for outperform peers. Engaged employees are more productive, more creative, and less likely to leave. In a world where turnover is costly, servant leadership is a competitive advantage.
Three Practices for Servant Leaders
Step 1. Design With People in Mind
Find the “crew quarters” in your organization—the tools, spaces, schedules, and rituals—and design them for people.
Step 2. Celebrate the Builders
Redirect the spotlight to the people who do the work. Make heroes of your teams.
Step 3. Lead With Humility in Strength
Strength gives you the freedom to be humble. Channel authority into lifting others higher.
The Ripple Effect
When leaders serve, cultures thrive. When leaders take care of their people, results follow. When leaders lift others, they rise too.
For Leaders Today
Ask: Do my people feel seen? Do I share credit? Am I leading to be served—or leading to serve?
Final Thought
When I think back on sailing with Joe Vittoria, I don’t remember grandeur as much as humility. He showed me that servant leadership isn’t about cabins or mast height. It’s about respect, trust, and service—and its impact lasts long after the voyage ends.