Repeat the message of change until it fully sinks in. The exercise was designed to send a message of deterrence to potential U.S. adversaries. The US Navy operates with a traditional “leader-follower” management structure. Brief summary of. : A True Story of Turning Followers into Leaders. In the Navy, officers make decisions and enlisted personnel carry them out. While many leaders claim they want managers and employees to take ownership of their work, the company’s top-down systems of controlling and monitoring work prevent this. If the purpose isn’t clear, the criteria on which decisions are made may be off base, leading to bad decisions. But Marquet needed to quickly change the way they operated. Turn the Ship Around! Most people are enthusiastic when they start new jobs—they have energy and ideas, but their initiative is quickly squelched by bosses and coworkers who tell them, “We tried that before” and “Just do what you’re told.” Consequently, they fall in line and do the minimum required. Here are the mechanisms Santa Fe adopted to ensure clarity: Santa Fe was ready to deploy, two weeks early. Turn the Ship Around! They wanted the principles to help crew members use the right criteria when making decisions. However, he didn’t realize that Santa Fe’sbackup engine differed from those of other submarines in his experience and lacked a speed-up function. He gave up the traditional command-and-control model and instead inspired every … Competence: Increase the crew’s technical competence and knowledge so they could make good decisions. This approach can be applied to any organization to unlock the energy and potential of people at all levels. The workbook, Turn Your Ship Around! 2015/12/14 2014/10/23 Business Hacker Book summaries. This has been the basis of our thinking about leadership for hundreds of years because it has worked. The incident underscored to Marquet that it wasn’t enough for people to be empowered—they also needed to be competent to perform better. We rate each piece of content on a scale of 1–10 with regard to these two core criteria. In discussing the torpedo exercise, in which Santa Fe needed to intercept and sink an enemy submarine, Marquet pointed to the chart and said, “We need to be at 0600,” based on where he thought the enemy would be. 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. Take care of your team. There was also a lot of work ahead. In contrast, Marquet pushed control down to where the information originated. The Navy’s attitude about leadership – like the approach of the typical boss – can also foster disenchantment. Any organization can use Marquet’s principles for developing leaders at all levels to create a passionate, high-performing workforce. This nearly cost Santa Fe a key crew member. The crew focused on following procedure (in this case, performing assigned duties) rather than putting the fire out. Marquet called a surprise drill and it went poorly. Analytical – You’ll understand the inner workings of the subject matter. First Edition:2012. Control: Decentralize decision-making to increase the crew’s initiative and motivation. But this made the XO, not the department head, responsible for each department head’s work; the XO thus “owned” the task. Eighteen months after Covey’s visit, Santa Fe was on deployment again, operating in the Strait of Hormuz at periscope depth, when the submarine developed a problem. Turn The 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. Marquet needed to get Santa Fe ready for deployment in six months; it was to join a battle group for a torpedo exercise in the Arabian Gulf, demonstrating combat effectiveness. Being on deployment gave Santa Fe’s officers the opportunity to finalize a set of guiding principles. Be inspired by your organization’s legacy. The leader-leader model treats employees as valued assets, which increases individual motivation and organizational success. However, based on several frustrating early experiences, Marquet began questioning this model of leadership and ultimately rejected it. Turn the Ship Around! Bold – You’ll find arguments that may break with predominant views. A photo of the control room crew carrying on instead of paying attention had gone viral the previous year. The leader-leader structure is based on a different assumption about people: everyone can be a leader, and an organization is most effective when everyone thinks and acts like a leader. Focus on the following - Zero down on the central problem and two to five related problems in the case study. The Naval Academy leadership book defines Leadership as “Leadership is the art, science or gift by which a person is enabled and privileged to direct the thoughts, plans and actions of others in such a manner as to obtain and command their obedience their confidence, their respect and their loyal cooperation”. Intrigued by his compelling story, I linked over to his book, Turn the Ship Around! Eloquent – You’ll enjoy a masterfully written or presented text. that provides a more detailed account of the events described in the A and B cases. Begin with the end in mind: Set long-term goals. With little room for error, a nuclear submarine is an unlikely setting for trying out a new leadership model. Focus on achieving excellent results, not on rotely following procedures in order to avoid errors. The typical leader-follower structure is designed to push information up the chain of command to the people who make the decisions. Leaders in any organization—business, nonprofit, or government—can apply them as well. From TURN THE SHIP AROUND! This inspirational tale is now available as a Soundview Executive Book Summary. The officers reviewed the binder once a week to forward requests and keep track of the work, but sometimes they dropped the ball. Inspiring – You’ll want to put into practice what you’ve read immediately. Would you say that your managers and employees have a sense of ownership for their work? He asked supervisors to identify the end-of-tour awards they were striving for, or write their own personnel evaluation for the next year, indicating what they would accomplish. However, Santa Fe’s empowerment culture saved the day. Hoping to generate the passion he felt on Sunfish, Marquet gave the crew more control over their work. On the way to San Diego, Marquet learned that when you give middle managers control over their teams, you can’t assume they’ll act in the team’s interest. How to Create Leadership at Every Level L. David Marquet Captain, U.S. Navy [Retired] (Austin, TX: Greenleaf Book Group Press, 2012) 2. Mining coal people at all levels shortform book Summary – Turn the Ship Around for... Test of the USS Santa Fe was to join a battle Group for a torpedo in. So that the department head, responsible for day-to-day maintenance and operation turn the ship around summary! 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