He transformed the demoralized crew into an empowered, motivated fighting force in just a year by replacing the militaryâs traditional âleader-followerâ or command-and-control structure with a âleader-leaderâ model that gave crew members control over their work. Many workplaces are demotivating and job satisfaction is at an all-time low because they use a traditional leader-follower model, where employees follow direction rather than making their own decisions. Turn the Ship Around! Santa Feâs crew performed flawlessly without Marquetâs involvement. Although thereâs a Navy axiom that âthe chiefs run the Navy,â they lacked true authority. Get people to act differently and theyâll begin thinking differently (starting with the âthree-name rule.â). The theme they came up with was âLeadership at every levelâ and the principles included: Santa Fe moved on the surface through the crowded Strait of Malacca, between Singapore and Indonesia, because it was shallow. Also, the improvements that come with the leader-leader model are lasting because theyâre not dependent on one leaderâs skill or personality. Identify practices and procedures embedded in the organizationâthe âgenetic codeââthat dictate control and rewrite them. Marquet and his officers used the following mechanisms to strengthen the crewâs technical competence: On Saturday morning, Santa Fe officers and observers from Squadron Seven and Naval Reactors gathered to critique the petty officerâs âred tagâ mistake. When L. David Marquet became captain of USS Santa Fein 1999, it was the worst-performing nuclear-powered attack submarine and crew by Naval standards. One of the best examples of a veteran-penned volume is Turn the Ship Around! Corporations call this command and control. The book is full of great insights and advice on how to slowly incorporate these leadership concepts into your organization without too much dramatic change all at once. The Take care of your team. Coveyâs visit, during a short proficiency training run in the Hawaiian Islands, offered Marquet an opportunity to reflect on what his team had accomplished under the leader-leader empowerment model. Decentralizing control under a leader-leader system only works when the people receiving increased control have the technical competence or knowledge to make decisions. It promotes the new "leader-leader" philosophy. QuickRead presents a summary of "Turn the Ship Around" by L. David Marquet: If you've ever found yourself wondering how to motivate a group of people who just don't care or you'd simply like to improve your own leadership qualities, Turn the Ship Around (2013) is just the book for you! If crews only have to do what theyâre told, they donât need a deep understanding of how things workâthey just follow procedures. Shortform summaries help you learn 10x faster by: READ FULL SUMMARY OF TURN THE SHIP AROUND. For experts – You’ll get the higher-level knowledge/instructions you need as an expert. A 1981 US Naval Academy graduate, L. David Marquet served in the US submarine force for 28 years. Do the SWOT analysis of the Turn the Ship Around! No matter your business or position, you can apply Marquet's radical guidelines to turn your own ship around. With scant decision-making ability, they have little motivation to contribute their ingenuity and energy. e Jan.Hagen@esmt.org . Marquetâs early ideas on leadership came from reading classics and from movies, where plots centered on a heroic leader and his followers. Marquet needed a success to convince skeptics that his leader-leader model would work. Insider’s take – You’ll have the privilege of learning from someone who knows her or his topic inside-out. Eloquent – You’ll enjoy a masterfully written or presented text. He went to grab some sleep and when he woke up, he found the ship was several miles off position and headed away from the enemy. Be inspired by your organizationâs legacy. For instance, a sailor made a mistake in the torpedo room that deliberate action didnât preventâthe problem occurred because he didnât understand the effects of what he was doing and how certain systems worked together. Corporate Scandals – Crime in the Age of Big Business, a book on the dark side of business. As the crew got ready to submerge the ship, it seemed to be taking a long timeâthey were out of practice on submerging rapidly, which was a key combat skill. Hot Topic – You’ll find yourself in the middle of a highly debated issue. 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. is the story of how he did it. Such disengagement costs US firms $300 billion annually. The exercise torpedo scored a hit, which Marquet announced... Marquet and his officers had read and discussed Stephen Coveyâs book, The 7 Habits of Highly Effective People, so he was pleased when Covey, who had sought Navy permission to ride a submarine, was assigned to Santa Fe. When he took over as commander, Marquet had six months to get the submarine ready for deployment. Taking over the dissatisfied nuclear submarine crew as Captain, Marquet transformed them into one of the most respected teams in the US Navy. And Organizational Design, is the former Captain of the shortform book Summary of had gone viral the previous.! The chiefsâ new authority generated excitement and strengthened the connection between the chiefs accountable for work. With department heads should use check-out to report what theyâd accomplished and planned to do.. Penguin Random House LLC no matter your business or position, You can expect some truly fresh ideas insights. 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