Before long, each member of Marquet's crew became a leader and assumed responsibility for everything he did, from clerical tasks to crucial combat decisions. The crew became fully engaged, contributing their full intellectual capacity every day, and the Santa Fe started winning awards and promoting a highly disproportionate number of officers to submarine command. This terrific read actually provides new and valuable insights into how to lead. And nothing important gets done without leadership. Captain Marquet takes you through his life of learning how to lead, and presents you with a winning formula: not leader-follower, but leader-leader. It's about leading by getting others to take responsibility--and like it. It works for business, politics, and life. (Leslie H. Gelb, president emeritus of the Council on Foreign Relations, a member of several business boards, and a former columnist for The New York Times) I owe a lot to Captain David Marquet ... not only for turning the Santa Fe around during some REALLY bad times but I learned many lessons on leadership from him that have been invaluable in my post-Navy life. I preach the three legs (control, competence, clarity) of Leader-Leader everyday to empower my people and move the decisions to where the information lives.... I used these principles to turn around the GE Dallas Generator Repair Department, which was in crisis when I arrived in 2010 and now is the best Generator Repair Department in the GE Network.... Now I am tasked with turning around the Dallas Steam Turbine Repair Department.... (Adam McAnally, Steam Turbine Cell Leader at the GE Dallas Service Center and former crewmember, USS Santa Fe)

One of the 12 best business books of all time…. Timeless principles of empowering leadership.” – USA Today The author found out this himself while being a captain of the USS Santa Fe. While he was the commander, the submarine was awarded the most improved ship in the fleet, and the crew went from being the worst to one of the best around. Leaders knew so much and the workers so little. Leaders wanted to be missed after leaving the premises. With little room for error, a nuclear submarine is an unlikely setting for trying out a new leadership model. But to turn around the beleaguered Santa Fe, Marquet felt he had no other option. It doesn't try patronizing you, doesn't pretend there's a magic sequence of works, secret super-efficient technique or just a new "framework" to free good spirits of self-organization within your team :) It's just a story (not complete one, just particular, representative scenarios) of developing leader (Captain - Commanding Officer of LA-class submarine) who've managed to elevate its crew from far beyond average to top notch performers by applying careful, highly aware leadership practices in so called leader-leader model, where everyone can contribute in highly autonomic way that utilizes her/his potential & skills.

Fake it til you make it" - or, as the author says "Acting your way to new thinking" as a mechanism for control. Even if you feel bad - smile - that will eventually make you feel better. Over time, Marquet and his officers came up with 20 “mechanisms” (Navy terminology for methods practices) to transform Santa Fe from a leader-follower to a leader-leader organization. The mechanisms focused on three key areas: Las lecciones que presenta son aplicables a muchos ámbitos por lo que cualquier lector podrá extraer ideas aprovechables de un libro que se lee muy fácilmente. No voy a destripar el libro porque sería muy injusto, pero me gustaría destacar como la parte de delegar la autoridad y la responsabilidad dentro del nivel de competencia de las personas es una de las mejores formas de fomentar la motivación. Si esto lo acoplamos con claridad en la visión y en lo que estamos intentando conseguir estratégicamente, tenemos un buen plan para que una organización pueda llegar a sus objetivos y tengamos equipos contentos y motivados.

When the performance of a unit goes down after an officer leaves, it is taken as a sign that he was a good leader, not that he was ineffective in training his people properly.” But then it is good to read a business book based on real incidents, not anonymised case studies, and which shows how the approaches were developed, and indeed the mistakes made and corresponding learnings along the way. And Marquet does provide top and tail each chapter with the key learning points and with templates for how to apply this to other situations.

About the Author(s) of Turn the Ship Around!

Within a year of taking over command of Santa Fe, he had turned the ship around with a marked improvement in performance, a huge jump in enlistments and retention and crew members were visibly advancing in their careers. To incorporate the 3 sets of mechanisms above into your organization:

WE LEARN (EVERYWHERE, ALL THE TIME) is a mechanism for COMPETENCE." This was a great section on learning from mistakes without coming down really hard on the team members - everything is a learning opportunity. Along with competence, a leader-leader model that decentralizes control also requires clarity. Everyone needs to understand the organization’s goals so that the decisions they make align with what the organization is trying to accomplish. If the purpose isn’t clear, the criteria on which decisions are made may be off base, leading to bad decisions.

Competence could not rest solely with the leader. It had to run throughout the entire organization.” Speechify AI Avatars & Video Create polished videos without any actors or equipment. Turn any text into high-quality videos with AI avatars and voiceovers – in minutes. As Brave Leaders, we can certainly use one of these simple techniques to improve or turn our own business around. 1. Instead of Leader / Follower : LEADER / LEADER Turn the Ship Around! by David Marquet was given to me by Dom and Jed, two former Royal Marine Commanders and successful business people from the consultancy Albany York, whose work I would throughly recommend to companies looking for coaching on building high performance teams. ( https://www.albanyyork.com/about-us#team) For people at all levels to make effective decisions, they must be fully aligned with the organization’s purpose, and thoroughly understand the organization’s goals and decision-making criteria. You can learn about the range of mechanisms to develop clarity, build trust, inspire people and develop clear guiding principles at all levels, in our Turn the Ship Around summary bundle. Conclusion GETTING STARTED

In Marquet’s opinion, one thing that may help you is creating a tradition and a shared goal. That’s why Disney is so great, in fact. And that’s why Apple shares the “think differently” motto many times a year with its employees.

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BUILDING TRUST AND TAKING CARE OF YOUR PEOPLE is a mechanism for CLARITY." Providing them opportunities and materials to improve themselves both in their professional and personal goals builds a much stronger, competent and empowered team.