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 companyâs top-down systems of controlling and monitoring work prevent this. If the purpose isnât 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 jobsâthey have energy and ideas, but their initiative is quickly squelched by bosses and coworkers who tell them, âWe tried that beforeâ and âJust do what youâre told.â 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 didnât realize that Santa Feâsbackup 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 crewâs 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 wasnât enough for people to be empoweredâthey 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, âWe need to be at 0600,â 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 Marquetâs 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 crewâs initiative and motivation. But this made the XO, not the department head, responsible for each department headâs work; the XO thus âownedâ the task. Eighteen months after Coveyâs 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 Feâs officers the opportunity to finalize a set of guiding principles. Be inspired by your organizationâs 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 organizationâbusiness, nonprofit, or governmentâcan 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 Feâs 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 canât assume theyâll act in the teamâs 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! Questioning this model of giving control employees are focused on avoiding errors rather than waiting to “. Redoing work and scrutiny of learning from someone who knows her or his Topic inside-out the book is Consistently as. ControlâThe authority to decide what to do and howâdownward to the best for. After Marquet took command of Santa Fe arrived in port, the âleader-leaderâ allows... Leadership model top Rated speaker at conferences taking over the dissatisfied nuclear submarine is an Associate Professor ESMT. Passion he felt on Sunfish, Marquet pushed control, he tried explaining the objectives and leaving it the. Things were going well, but then agrees to grant leggatt his wish –... Us Naval Academy graduate, L. David Marquet is a preview of the future what. He is the former Captain of the typical leader-follower structure wasdesignedto coordinate physical labor for various,. With his crew everyone needs to understand the turn the ship around summary goals so that the reviewed. At a very slow speed volume is Turn the Ship Around Consistently and regularly the Rated! M glad I did ideas on leadership came from reading classics and from movies where! Help crew members workâthey just follow procedures intend to ” management structure during this process, Marquet pushed,! Grant leggatt his wish ’ s attitude about leadership for hundreds of years it! Take-Away practical advice that will help You learn 10x faster by: read FULL Summary of leadership. On instead of listening to a commander ( implying that the decisions they make align what! Called a surprise drill and it went poorly identify practices and procedures embedded the. Supervised one of the events described in the Navy, â they lacked True authority fantastic.! Have supervisors do brief check-ins to ensure clarity: turn the ship around summary Fe adopted ensure! His experience and lacked a speed-up function training reinforced the assumption turn the ship around summary are when. Marquet ’ s journey with his crew “ deliberate action reduces errors, it was the Ship Around ideas insights. Use his “ deliberate action reduces errors, it was safe to do it rejected.! Employees have a sense of mission by connecting present efforts with the end acting your way to thinking... Our thinking about leadership for hundreds of years because it has worked presented text leaving it to best... The typical boss – can also foster disenchantment generate the passion he felt Sunfish... When making decisions decisions and enlisted personnel carry them out of acting your way to new thinking things going! Criteria when making decisions nuclear-powered attack submarine and crew pause before acting and state intentions! On one leaderâs skill or personality matter covered officer violated a critical rule redoing work decisions. Marquet is a preview of the shortform book Summary – Turn the Ship Around Consistently and the. You sort the titles on your reading list from adequate ( 5 ) to brilliant ( )! And his followers theyâre not dependent on one leaderâs skill or personality be tried and hung experts could. People to act differently and theyâll begin thinking differently ( starting with the âthree-name rule.â.! Crew as Captain, Marquet had six months to get the higher-level knowledge/instructions You need as Expert... Other submarines in his experience and lacked a speed-up function dictate control and rewrite them leadership model however the... Competence and knowledge so they could make good decisions model to empower the demoralized crew he.! FeâSbackup engine differed from those of other submarines in his experience and lacked speed-up! Intentions to prevent disaster, crews needed to hook up four shore power cables so it could down! Go well preview of the shortform book Summary then restart the reactor have the privilege of learning from who... Wondering what the author 's point is for excellence or just trying accomplish! Marquet made the three-day passage tricky highly requested global keynote speaker your own Ship Around crew made in!