This was the start to getting rid of the sense of being victim to circumstances, to start letting each sailor on board take charge of their own destiny. But clearly it wasn't a knowledge deficiency. Key Lessons from “Turn the Ship Around” 1. : How to Create … Have man-versus-nature instead of man-versus-man awards. Do you recognize your staff's achievements so long after the event that even they forget? Marquet decided to do certifications instead of briefs – where the person in charge asks the team questions about the plan, and at the end, decides whether the team is ready or not to go. It is a book with a much narrower audience, written by a leader for leaders. Achieve excellence, don't just avoid errors. The pervasiveness of top-down leadership resulted in a ship of 135 men but only 5 fully engaged in observing, analyzing, and problem-solving, with the rest of the crew seemingly sitting idle, lacking initiative, waiting for others, being paralyzed in decision making. Are you mentoring solely to instruct or also to learn? 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. This book focuses on leadership, culture, and strong communication. How do these images influence how you think about yourself as a leader? Their creativity and innovation go unappreciated, and eventually they just stop trying and just do the bare minimum to get by. Giving specific direction without the underlying thought processes just doesn't work in the complex and unpredictable world we are in – there are no shortcuts. 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. The way he was told to manage others wasn't the way he wanted to be managed – he was at his best when given specific goals but broad latitude in how to accomplish them, but was expected to instead give a bunch of tasks to his people. After looking for a bit, they see Flora. In short, train trailblazers – not devotees. Emergency situations do require snap decision making and clear orders – but the vast majority of situations don't require immediate decisions. Learn more and more, in the speed that the world demands. Marquet practiced less leadership, resulting in more leadership at every level of the command. It’s even more democratic than “The Leaders We Need.”. They didn’t ask for permissions. Will your people follow an order that isn't correct? Grab a book and BOOST your learning routine. How do we create resilient organizations where errors are stopped as opposed to propagating through the system? Marquet decided to eliminate the tickler, and instead transferred responsibility for whatever was due to his department heads and chiefs. From these beginnings, David Marquet molded the leadership techniques he developed on the Santa Fe into a system called Intent-Based Leadership™ for your organization to implement to create effective leaders at every level. The Leader-Follower Philosophy Is a Thing of the Past. Why is doing what you are told appealing to some? If the decision needs to be made urgently, make it, then have your team evaluate your decision after the fact. The Leader-Follower Philosophy Is a Thing of the Past Taking care of your people doesn't mean protecting them from the consequences of their own behavior. He spent time with junior crew as well, helping them with their bureaucracy-inflicted issues and worries. You would give everything to not have to go to work tomorrow! What are the things you secretly hope I do change? Not only was the tour extremely successful, retention numbers increased by an order of magnitude in just one year. The Times They Are A-Changing The Leader-Follower Philosophy Is a Thing of the Past 2. 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. Leaders wanted to be missed after leaving the premises. Old habits die hard, and to many, your initial message may have just sounded like something they had heard before – they think they know what you mean, but they don't. And when you as captain thinks out loud, you're imparting important context and experience to your subordinates, teaching them that lack of certainty is strength and certainty is arrogance. The top-down, leader-follower structure has excellent results in the short term – subordinates become comfortable with not having to do the hard work of thinking, making decisions, being responsible and accountable. Why shouldn’t you? If you treat every opportunity as one to learn, you will be calm and even eager instead of always stressing about performance. Are you doing everything you can to make tools available to your employees to achieve both professional and personal goals? Zoom out and turn around. If a new CO came on board, a good ship could become a bad one overnight – the captain would make a mistake, and the crew would, like lemmings, follow him. Don't preach and hope for ownership; implement mechanisms that actually give ownership. But there was already significant supervision; how would adding one more layer help? Do you have a recognition and rewards system in place that allows you to immediately applaud top performers? Summaries & book reviews of the year's top business books - … It's crucial to establish specific, measurable goals. Turn the Ship Around! You do this by giving them more responsibilities, and less orders. Notes, Books, Management, Culture 01 June 2017. Rather than telling everyone what to do, he asked questions about how they thought the problem should be approached. You need to be the leader yourself. How does the organization view this situation? Delegate control, or decision-making authority, to as much as is comfortable, and then add a pinch more. ", "Fewer bugs? How will you communicate your principles to others? Access a free summary of Turn the Ship Around!, by L. David Marquet and 20,000 other business, leadership and nonfiction books on getAbstract. The Skipper is distressed over Leggatt's actions and disappearance, explaining that he has been at sea for thirty-seven years and has never seen anything like what happened with Leggatt. He needed a relentless, consistent repetition of his message: day after day, meeting after meeting, event after event. Are you unintentionally protecting people from the consequences of their own behavior? Leader-leader organizations see great improvements in effectiveness, which are more resilient and enduring as they are decoupled from the leader's presence. The payoff: a workplace where everyone around you is taking responsibility for their actions, where people are healthier and happier, where everyone is a leader. How many fewer? Turn the Ship Around! Some are usually expected to follow, and the ones who lead are almost always ruthless in their leadership. But, “Turn the Ship Around” is a bit different. Doing his best to give his crew opportunities for advancement had another benefit: Marquet's crew was convinced that he was "on their team", and there were never any issues with negative responses to constructive criticism. Marquet was given a specific goal – to have Santa Fe ready for deployment – but was not told how to do it. As a result, on the Santa Fe, Marquet codified the idea of "We learn" into the creed: How do you build a training program that employees will want to go to? Here are some notes and highlights I took while reading "Turn the Ship Around! How deeply is the top-down, leader-follower structure ingrained in how your business operates? tells the story of how Captain David Marquet adopted a different leader-leader model to transform the USS Santa Fe from the worst-performing submarine in its fleet to the best. Reject the impulse to take control and attract followers – instead, give control, create leaders, and you will have powerful and enduring success. In fact, the totally opposite is true. Use guiding principles for decision criteria. If your objectives are vague or hard-to-quantify like "do better in X", ask specific questions: "How would you know if X improved? However, over time, the same people who are treated as followers in turn treat other as followers when it's their time to lead, and ultimately it results in a system with vastly untapped human potential. The idea of "We are checking up on you" has a highly detrimental effect on initiative, vitality, and passion. How can you get your project teams interacting differently but still use the same resources? It means giving them every available tool and advantage to achieve their aims in life, beyond the specifics of the job. Zoom out and turn around. Douglas », Man's Search for Meaning (Victor E. Frankl). Marquet spent his first two weeks walking around talking to people, instead of reviewing all the records on the ship. How would your middle managers react if you implemented a checkout system like the one described in this chapter? How do you respond when people in your workplace don't want to change from the way things have always been done? And although a boss's attention and time are no doubt highly valuable for your organization, weighing that against the potential inefficiencies of everyone else can often make these conversations worthwhile. This is even more important when things must be done quickly – you don't have time to "undo" something that's wrong. Review the key ideas in the book Turn the Ship Around by L David Marquet in a condensed Soundview Executive Book Summary. Eliminating top-down monitoring systems is an example of that – systems where senior personnel can easily micromanaging their juniors. Taking care of your people extends beyond their work lives. Boost your life and career with the best book summaries. A 1981 U.S. First of all, it’s not written by a businessman, but by a US Navy Captain and deals with his experiences while commandeering a submarine. There are significant benefits to thinking differently about leadership. This happened on the Santa Fe – some chiefs took their increased authority and used it to make their lives better, missing their obligation towards their men. Why shouldn’t you? If a snapshot of your business went viral on the Internet, what would it reveal about your workers? It’s the story of how he commanded a U.S. nuclear submarine and took it from one of the poor performers to one of the top performers in the fleet. We’d Like to invite you to download our free 12 min app, for more amazing summaries and audiobooks. This link is a summary of my notes on the book. But there were still skeptics among the crew, driven by both a fear of doing things different as well as a fear of the cost of failure. 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. is the consummate book on leadership for the Information Age—where unleashing knowledge workers' intellectual capital is pivotal in optimizing organizational performance: from maximizing market share and minimizing customer churn to improving margins. How do you raise morale quickly? Are you ready to take the first steps toward an empowered and engaged workforce? Book Notes: Turn the Ship Around! How do you use outside groups, the public, social media comments, and government audits to improve your organization? One easy way is to talk about them – embed them into your guiding principles; use those words in efficiency reports and personnel awards. No matter your business or position, you can apply Marquet's radical guidelines to turn your own ship around. This led to short term thinking and a focus on just not messing your own command, on avoiding errors at all costs. They provide great clarity: even thirty-second conversations can save hours of time. This book is organized into four parts: Part I, letting go of old ideas, and Parts II, III, and IV, which describe the bridge to leader-leader and its supporting pillars. Are your guiding principles referenced in evaluations and performance awards? When certifying, make it clear that it's a decision meeting – one that will result in a go/no go based on their readiness for the procedure. When an organization does worse immediately after the departure of a leader, what does this say about that person's leadership? Instead, have awards that are abundant, with no limit – that pits your team against the world. How to Create Leadership at Every Level L. David Marquet Captain, U.S. Navy [Retired] (Austin, TX: Greenleaf Book Group Press, 2012) 2. (Caring/not caring: caring deeply about the people and mission, but not caring about the bureaucratic consequences to your personal career.). Leader-leader structures spawn additional leaders throughout the organization naturally. It had raving reviews, ranked as the second-best book on leadership by “USA Today” and described as “the best how-to manual anywhere for managers” by “Fortune”. How do you embed a cultural change in your organization? You also must adjust your behavior when it violates the principles. As organizational performance is closely tied to the ability of the leader to harness their followers, it incentivizes personality-driven leadership and short-term performance, and when these leaders depart, the organization's performance can suffer significantly. How can you prepare your mid-level managers to shift from holding a "position of privilege" to one of "accountability, responsibility, and work"? He brought together his chiefs (the highest ranked non-officers; several steps below his department heads) and talked with them honestly what running the submarine would actually mean, with the sole output as concrete mechanisms for change: Marquet's ultimate worry was that interests of command wouldn't be maintained by bringing decision making downward, but this fear ended up never materializing. Do people want to be "missed" after they leave? 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