Since Turn the Ship Around! Read in: 4 minutes Favorite quote from the author: David Marquet is a former U. S. Navy captain and a successful author on articles and books about leaders and leadership. is the true story of how the USS Santa Fe skyrocketed from worst to first in the fleet by challenging the U.S. Navy's traditional leader-follower approach. All errors, omissions, and representations are mine. But, “Turn the Ship Around” is a bit different. Pharaohs did it. In a leader-follower structure, the performance of the organization is closely linked to the ability of the leader. Marquet was unexpectedly assigned to take command of the Santa Fe, to turn it around – then a laughingstock of the Navy: the ship that had trouble getting under way on time, the ship with the worst retention in the submarine force. When your subordinate is telling you you're wrong, they're overcoming their fear in doing so – stop, listen, think, and always appreciate that they went so far to do so. Bosses are frustrated as well – they see a lack of passion and ownership in their workforce, and attempts to encourage them to make decisions fall flat, with most workers seeming more comfortable just doing what they are told. Teams are given greater decision-making control and have both competence and clarity. They didn’t ask for permissions. Leadership is communicating to people their worth and potential so clearly that they are inspired to see it in themselves. We will learn to divest control to others in our organization while keeping responsibility, and supporting this transition with enhanced technical competence and organizational clarity. Then, choosing a few subjects, brainstorm about what is necessary to know to make a decision about those subjects. Increased decision making will result in greater engagement, motivation, and initiative. Most of the books you’ve so far read about leadership are written by leaders and about everybody. Well, people like to follow. Be sure not to specify the method along with the goal – it's tempting but will result in diminished control. How do you raise morale quickly? In the weeks leading up to deployment, Marquet turned many practices on their head: Once employees are freed from following a prescribed way of doing things, and instead are given a goal to find the best approach to something, they are likely to come up with many ingenious ways to make it happen. 2. Crew members in the vicinity would attack with fire extinguishers, someone would announce the need for a hose which would be brought by whoever was closest, with constant chatter throughout. Will you know if you've accomplished your organizational and personal goals? Turn the Ship Around! They felt both freer and more accountable. Marquet's primary focus when he assumed command was to divest control and distribute it to the officers and crew: to push down decision-making authority (for both how they were going to work, and toward what end) to where the information lived. It can’t be stopped. delegate everything, the top structure is to only oversee, not to make judgement calls. Can you recall a recent incident where your subordinate followed your order because he or she thought you had learned secret information "for executives only"? Learn more and more, in the speed that the world demands. Instead of a “leader-follower” approach, develop a “leader-leader” strategy. Are you unintentionally protecting people from the consequences of their own behavior? Think out loud (both superiors and subordinates). Encourage a questioning attitude over blind obedience. tells the story of how Captain David Marquet successfully transformed the USS Santa Fe in less than a year, from the worst-performing submarine in its fleet to the best. And we went over the 21 laws of leadership. He and his department heads pinned it on a few causes: When you hear what your subordinates are thinking, it makes it easier for you to keep your mouth shut and let them execute their plans – it's generally when they're quiet that you feel the urge to step in. Or do you reject the inevitability of mistakes and come up with ways to reduce them? They would have weekly meetings where department chiefs and heads would go through the tickler, cataloguing what they were supposed to do and what they were delinquent on. Just giving your employees the solution deprives them of the opportunity and obligation to think – sometimes, it's best to ask for another solution and keep quiet. If you're like me, this is a huge turn-off. How do you know what is going on "at the deck plate" in your organization? This is even more important when things must be done quickly – you don't have time to "undo" something that's wrong. Do not miss out on this opportunity! So instead, Marquet created a new rule for all the crew: when greeting any visitors, to always use three names: "Good morning, Commodore Kenny, my name is Petty Officer Jones, welcome aboard Santa Fe." Emancipated teams have no more need of empowerment – they no longer rely on you as a source of power. One easy way is to talk about them – embed them into your guiding principles; use those words in efficiency reports and personnel awards. Do you have to be the smartest person in your organization? Just provide your people with the objective, and let them figure out the method. How would your middle managers react if you implemented a checkout system like the one described in this chapter? Have you assigned a team to write up the company's goals three to five years out? We’d Like to invite you to download our free 12 min app, for more amazing summaries and audiobooks. The Times They Are A-Changing 3. Turn the Ship Around! Then, ask your employees to write their own evaluations one, two, three years from now – their goals should cascade down from the organization's goals. Achieve excellence, don't just avoid errors. You must balance the courage to hold people accountable for their actions, and your compassion for their honest efforts. How deeply is the top-down, leader-follower structure ingrained in how your business operates? As Captain, Marquet needed to think out loud about where they needed to be and why; everyone else needed to think out loud with worries, concerns, and thoughts. Refresher training? Why shouldn’t you? He focused on the only thing that could be changed: how the crew and leadership acted and interacted – and without micromanagement, he saw it as his chance to do something different, to set the crew free from top-down leadership. Sometimes a fixed objective is appropriate; sometimes relative grading is appropriate. The crew wanted change, even if they didn't know how to do it. Do you have language to express doubt, ambiguity, or uncertainty? Focusing on errors is helpful to understand the mechanics of procedures and detecting major problems before they occur, but is debilitating when it's adopted as the objective of an organization – it takes your focus away from being truly exceptional. That’s why Disney is so great, in fact. When decision-making is a part of your job description, you are less likely to be efficient if you are led. Why shouldn’t you? The Leader-Follower Philosophy Is a Thing of the Past 2. Who are your company's inspectors, and how can you use them to best advantage? Have your processes become the master rather than the servant? Great leadership book! The goal is a world where we all find satisfaction in our work, one in which every human being is intellectually engaged, motivated, and self-inspired. Chapter … When writing the Santa Fe's guiding principles, he would ask: if he were a crew member and faced with deciding between two courses of action, would the principles provide the right criteria against which to select the appropriate course of action? He then set a goal for his officers: to give a sufficiently complete report so that he would have no questions, and all he had to do was to give a simple approval. Instead, have awards that are abundant, with no limit – that pits your team against the world. Instead, he decided to just start acting differently, with the hope that new thinking would follow. What can you as a subordinate do to get your boss to let you try a new way of handling a project? 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