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Turn the Ship Around!: A True Story of Turning Followers into Leaders, by L. David Marquet

Get Free Ebook Turn the Ship Around!: A True Story of Turning Followers into Leaders, by L. David Marquet

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Product details

Hardcover: 272 pages

Publisher: Portfolio; 1 edition (May 16, 2013)

Language: English

ISBN-10: 1591846404

ISBN-13: 978-1591846406

Product Dimensions:

5.8 x 1 x 8.6 inches

Shipping Weight: 9.9 ounces (View shipping rates and policies)

Average Customer Review:

4.7 out of 5 stars

817 customer reviews

Amazon Best Sellers Rank:

#3,928 in Books (See Top 100 in Books)

First, I am a 30 year U.S. Navy veteran. I want to say I'm lucky I was never involved in the part of the Navy bent on blind followership that David Marquet describes as the starting condition of the USS Santa Fe but I don't think it was luck. Don't get the wrong impression of the entire U.S. Navy based on his experience. There are elements of the Navy that operate just as Marquet describes though and I am impressed that he could codify the mechanisms and activities that turned his ship around. I had successful tour after successful tour of duty in the Navy using many, not all, of the techniques Santa Fe adopted in a short period with such dramatic results. I just did what seemed right to me but never took the time to codify what it was that made it right. This book really outlined and clarified what it was that made it work over and over for me. I truly appreciate the courage and the intelligence it takes to make such a drastic positive change. You may not have ever experienced life in military service but I can tell you that what Marquet describes here works in both military service and the private sector. Now that Marquet has taken the time to tell the story of what worked, how the mechanisms were developed and has published the recorded methods and results I feel I have a been given a compass to help guide me in the future. I've been a successful leader on highly successful teams for a long time and I see attaining even greater success in the future with this information. The book is written in easily understood language, using brilliant analogies and clear, concise prose that anyone can appreciate. Start on page 1 and read all the way through. I highly recommend the book and suggest learning and sharing widely.

I found this book fascinating in its challenge of the well established leadership model assumption. The eloquent dismantling of the leader-follower model is wonderful. The leader-leader model that replaces it is even better! I served in the submarine fleet more than 12 years after Mr. Marquet commanded his boat, but the effects of his success are still readily apparent. My fellow nukes don't need to be told why that is so impressive but let me elaborate for others. Our culture in the Nuclear Navy is so unique and forcefully strong it's hard for an outsider to understand. In short, the devotion to excellence is so severe we have operated hundreds of reactors over millions of nautical miles, for over 60 years without a single process safety accident. This culture of excellence is so ingrained and so strong that for anything to change it those changes would have to be unquestionably profound. Mr. Marquet provided exactly that. He put those things in his book and translates them well to business, but I assure you, the proof of their value is in the fact that the Nuclear Navy has incorporated his concepts, and become better for it.

I am skeptical about books on leadership. Most are written by persons who have reached positions of hierarchical authority in organizations and then anointed themselves "leaders." They don't talk about the political infighting and maneuvering that got them the job. Instead they wax eloquent about their skill in developing people - skills that frequently exist only in their imagination and the book they have written which book is often fiction parading as non-fiction. I was a contributing editor for one of the major business magazines and have met plenty of CEOs. I will leave it to you to guess how many times insiders have told me that the book their chief has written is wildly off the mark.I have not met any of the persons that David Marquet commanded, but I will lay a substantial wager that many will follow him wherever they can.Full disclosure: I am biased. I think that David is a leader, not a commander or a CEO or a senior officer but an authentic leader, for two reasons: 1) his views conform largely to my own, and 2) He undeniably moved a top of the line US nuclear submarine form bottom of the heap to the top by many objective measures.David's views on leadership, and I repeat I heartily endorse these, are:1) "Our greatest struggle is within ourselves. Whatever sense we have of thinking we know something is a barrier to continued learning."2) The way to build a great team is to push decision making down, way down. The more each person feels he has the ability to do what he needs to in his immediate working environment, the more he will "own" his job and the more engaged he will be.3) Engaged people will bubble with ideas about how to make the whole enterprise better. Some of these ideas will be relevant to a particular section and some for the entire organization. For the larger scope ideas, the originators will go out and get the cooperation/approval of others necessary to make the improvement happen.4) It is not enough to push the decision making way down. You also have to send down responsibility, authority and the requisite resources. If you do not do this simultaneously, you simply increase the frustration level. Would you invite some one to come and smell dinner but not eat it? Case closed.5) The mission is critically important. What is it, how is it defined and communicated, and is it a critical determinant of what decisions are made and how they are made? The answers to these questions will determine the success of the organization.There is much more but these give you the picture. There are wonderful anecdotes throughout the book. For example, Marquet relates an incident where he was denied the opportunity to sail with a submarine whose command he was to assume within a month. He just wanted to get a quick read on what he would soon be facing. The departing captain refused to take him for many reasons mostly unexplained. One explained reason was that Marquet would have taken up scarce sleeping space. What is interesting is the lesson Marquet draws from this incident and how it shapes his own future actions. I will quote directly from the book to illustrate this:"Even though this 2-day underway period would be greatly useful in sustaining Olympia's quality performance after he departed, he apparently had no interest in helping facilitate that. Could I fault him? In the navy system, captains are graded on how well their ships perform up to the day they depart, not a day longer. After that it becomes someone else's problem.I thought about that. On every submarine and ship, and in every squadron and battalion, hundreds of captains were making thousands of decisions to optimize the performance of their commands for their tour and their tour alone. If they did anything for the long run it was because of an enlightened sense of duty, not because there was anything in the system that rewarded them for it. We didn't associate an officer's leadership effectiveness with how well his unit performed after he left. We didn't associate an officer's leadership effectiveness with how often his people got promoted 2, 3 and 4 years hence. We didn't even track that kind of information. All that mattered was performance in the moment."To truly understand how valuable this type of thinking and approach is, ponder this question: If the "leaders" of our financial institutions knew that their bonuses were dependent on how the executive decisions they made would play out over the next five years, and those bonuses were subject to being recovered within that period, do you think we would still have had the blow-ups that wrecked so many venerable institutions and nearly destroyed our financial sector?There is one other reason I find this book invaluable. We all know that a good question is worth more than an hour of detailed instruction. Socrates certainly thought so. Each chapter has several profoundly thought provoking questions at the end. If you grapple with these questions, you may well find that your view of the world is being turned around. Here is a random example: "Are your people trying to achieve excellence or just avoid making mistakes?" Think about the implications of this for your organization.Get this book and read it with your highlighter in hand. Probably a good idea to get two highlighters.

Using a leader-follower model of leadership may have worked in the past when tasks were primarily physical, but a leader-leader approach is far more effective and resilient in a more cerebral and technical society. This is the story of how a Navy captain took command of a nuclear sub (the Santa Fe), whose crew was unempowered, uninspired, and performing poorly, and how that captain literally turned things around in short order by treating followers as leaders. This is a worthy read, but I caution that such personal stories have inherent biases and may not be generalizable to every organization. However, this is an excellent example of applying much less of a top-down, heroâ€™s model and much more of a collaborative, coaching model to leadership practice. Risking such a paradigm shift for a military officer at the height of his career is ironically heroic. The bookâ€™s simple message: Control-Competence-Clarity. Push down (distribute) authority and control, ensure competence to execute, and communicate with clarity for consistency. One favorite quote: â€œDonâ€™t move information to authority, move authority to the information.â€

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