Turn The Ship Around!: A True Story of Turning Followers Into Leaders

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Take “deliberate action”: Officers and crew pause before acting and state their intentions to prevent acting without thinking. In short, a revolutionary book about leaders who want to disrupt the leader-follower paradigm by learning about the benefits from an unconventional source: The US Navy. About L. David Marquet

These questions open up as individuals develop and become more skilled. The Cascading Effect of Intent Based Leadership Enhance opportunities for informal communication - encourage team members to think out loud as a mechanism for control and organizational clarity. As a leader, this involves discussions about their technical capability. Do they currently have the skills to make decisions I’m asking of them?Marquet supervised one of two 60-person crews operating the control room and nuclear reactor. Hoping to generate the passion he felt on Sunfish, Marquet gave the crew more control over their work. Instead of involving himself in details, he tried explaining the objectives and leaving it to the crew to determine how to meet them. But things went badly—the crew made mistakes in maintenance that required redoing work. They missed deadlines and fell behind schedule.

Does your Scrum Team have control? If not, who does? The Scrum Master? Scrum Masters are not there to make decisions or give commands, but to give control to the team so that the team grows in self-management. Scrum Masters influence, facilitate, and help make things transparent so that the team can inspect and adapt the why, what, and how of their work. They also are resolved on removing impediments to self-management and cross-functionality so that their team can thrive. A leader-follower Scrum Master is a non sequitur. Scrum Masters must be leader-leaders. They must give control away so that one day they are almost not even needed. In Conclusion No matter your business or position, you can apply Marquet's approach to create a workplace where everyone takes responsibility for their actions, people are healthier and happier - and everyone is a leader.The typical leader-follower structure is designed to push information up the chain of command to the people who make the decisions. In contrast, Marquet pushed control down to where the information originated.

Focusing on avoiding mistakes takes our focus away from becoming truly exceptional. Once a ship has achieved success merely in the form of preventing major errors and is operating in a competent way, mission accomplished, there is no need to strive further.”To say I'm a fan of David Marquet would be an understatement.... I'm a fully fledged groupie. He is the kind of leader who comes around only once a generation. He is the kind of leader who doesn't just know how to lead, he knows how to build leaders. His ideas and lessons are invaluable to anyone who wants to build an organization that will outlive them. (Simon Sinek, optimist and author of Start with Why)

The best how-to manual anywhere for managers on delegating, training, and driving flawless execution.” —FORTUNE There’s no better way to inspire your subordinates than making them an equal part of the same decades-long story. That way, they will feel as part of a family.

Key Lessons from “Turn the Ship Around”

People who are treated as followers become passive. With scant decision-making ability, they have little motivation to contribute their ingenuity and energy. The Leader-Leader Model The next part of the pillar is to ensure they are doing the right thing. It may be safe to submerge, but should the sub be submerged right now? This is the story of Captain David Marquet's unprecedented experiment in the most rigid of environments on the Santa Fe, a U.S. Navy nuclear-powered submarine. He had the courage to operate counter-culture, reengineering the very definition of leadership accepted by the U.S. Navy for as long as it has existed. He took huge risk to do this. The outcome was revolutionary - within a few short months, the crew of the Santa Fe went from worst to first. In today's information age, Human Capital is our most precious resource. It is the 21stCentury weapon of choice. Captain David Marquet's experiment in leadership has far greater application to the entire business world. This is thought leadership. (Charlie Kim, Founder & CEO of Next Jump, Inc.)