Some are usually expected to follow, and the ones who lead are almost always ruthless in their leadership. We’ve already learned a thing or two about leadership from some the past greats, such as Lincoln and Washington. How can you simplify your guiding principles so that everyone in your organization understands them? In short, a revolutionary book about leaders who want to disrupt the leader-follower paradigm by learning about the benefits from an unconventional source: The US Navy. For how far in the future are you optimizing your organization? Do others know them? Get them the right technical knowledge, understanding of your organization's goals, authority to make the decision, and responsibility for the consequences of the decisions made. Do you know your own guiding principles? Go forward across the path at the left one time. to the XO. The book follows the change of culture that the author implemented turning a "bad ship" into an award winning one. We join the accolades. 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. Are you using it? The charts for the Santa Fe's first route had this element of pressure, plus a common desire of subordinates to present their boss with a "perfect" product the first time – and so they were delivered just 48 hours before underway, perfect in terms of compliance but outlining the wrong route. 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. Leaders wanted to be missed after leaving the premises. 14 min read ⌚ 11 Essential Changes Every Leader Must Embrace In the “slow” world of yesterday, being a leader is not unlike being a captain of a ship: you need to maintain course, plan ahead and manage the crew. They felt both freer and more accountable. Some notes from “Turn the ship around” By L. David Marquet. GetNugget couldn’t agree more. So, be careful with it. The crew tried to make every operation excellent, and arrived through trial and error at a body of practices and principles drastically different from the Navy's leader-follower model. Are you content with the reason "Well, mistakes just happen" when it comes to managing your business? Have conversations with them to make their desired achievements indisputable ("How would I know?") You see, today’s leaders are not much different than the ones who managed the building of the pyramids or the Industrial Revolution. The violation meeting ended up being 8 hours long, much of which was spent discussing how to prevent it from happening again: They concluded that the mechanism should be to "take deliberate action": prior to any action, having the operator pause, vocalize, and gesture toward what he was about to do – even if no one was there to see. What kind of leadership model does your business or organization use? He spent time with junior crew as well, helping them with their bureaucracy-inflicted issues and worries. Even in emergencies, releasing control yields better results. Turn the Ship Around! ... (they can be found at the end of each chapter). Marquet was given a specific goal – to have Santa Fe ready for deployment – but was not told how to do it. But due to his unfamiliarity with the sub's technical details, Marquet engaged the crew as soon as he got on board – he walked around, asked questions about their equipment and what they were working on, focusing on understanding the people and their interactions and starting to rely on the crew much more than he normally would have. When they get to the other side of the lake, they see the boat, exactly as the governess had expected. Pharaohs did it. 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"? Marquet decided to eliminate the tickler, and instead transferred responsibility for whatever was due to his department heads and chiefs. The issues lies with our current leadership model: dividing the world into leaders and followers, with the former controlling the latter. Do your awards pit some employees against others? It was all but slavery, but it was also efficient. Or do you reject the inevitability of mistakes and come up with ways to reduce them? Upon deployment, Marquet gathered his chiefs and officers to discuss what they wanted to accomplish. The result of increased technical competence is the ability to delegate increased decision making to employees. Do people take action to protect themselves or to make the outcome better? Naval Academy graduate, he commandeered the nuclear-powered USS Santa Fe submarine from 1999 to 2001, turning its crew from “worst to best” by disturbing the standard practices. Do your guiding principles serve as decision-making criteria for your people? How can you prepare your mid-level managers to shift from holding a "position of privilege" to one of "accountability, responsibility, and work"? He ended up having to bark lists of orders anyway, people complained that they missed the old engineer who would just tell them what to do, and giving decision-making control to his people only produced many maintenance and engineering errors, embarrassing him and his department. Don't like something about the "culture" in your organization and want to change it? Turn the Ship Around! 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. Department heads were expected to go over what was still "owed" at the end of the day with their reports – essentially becoming responsible for their employees' jobs. And we went over the 21 laws of leadership. Turn This Ship Around! 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 level of buzz that developed actually became a good gauge of how well the ship was running, whether everyone was sharing information. When you investigate the criteria that went behind decisions, do you find that avoidance of negative outcomes far outweighs accomplishing positive outcomes? Marquet's job as the commander was to tap into the existing energy of the command, discover the strengths, and remove barriers to further progress. 041614. 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. Will you know if you've accomplished your organizational and personal goals? What can you do in your organization to add "a little rudder far from the rocks" to prevent needing "a lot of rudder next to the rocks"? Although he was given an untested, unempowered, uninspired crew with the worst performance in the whole fleet, Marquet ended up firing no one – an important action in retrospect, as it sent the message to each crew member that he wasn't screwed up; only the leadership was. Summaries & book reviews of the year's top business books - … Boost your life and career with the best book summaries. I can’t deny that the cover photograph of a US nuclear-powered submarine didn’t sway my decision to pick up and read this book. Are your guiding principles useful to employees as decision-making criteria? Marquet was at the time engineer officer on the ship, and instituted a plan to give control, rather than orders, to his engineering department. My definition of leadership is this: Leadership is communicating to people their worth and potential so clearly that they are inspired to see it in themselves. No matter your business or position, you can apply Marquet's radical guidelines to turn your own ship around. They wanted to encourage each person to establish personal goals – take courses, read books, exercise, etc. When the Santa Fe violated an important electrical docking procedure, Marquet could have tried to handle it just "in-house" to avoid future additional oversight and procedures – but instead, chose to be as transparent as possible to all outside inspectors, scheduling a meeting with everyone to discuss the violation. In retrospect, Marquet realized what was missing. Taking care of your people extends beyond their work lives. How does the perspective of time horizon affect our leadership actions? This review of Turn The Ship Around by L. David Marquet (Portfolio Penguin, 2015) is written by Richard Simpson, MD of STEM-focused PR agency Six Degrees.. Instead of giving specific lists of tasks to his division officers, he gave broad guidance and told them to prepare the task lists. 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