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

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For now, we’ll go straight into a short overview of the Leader-Leader approach. Turn the Ship Around with The Leader-Leader Approach The traditional leader-follower model practiced in the U.S. Navy and most companies and organizations assumes there are two types of people: leaders who make decisions and followers who implement them.

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.” I was told this book explicitly is a foundation one successful organization has built its engineering culture upon, drawing strongly from its wisdom & principles 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 completely engaged, contributing their full intellectual capacity every day. The Santa Fe set records for performance, morale, and retention. And over the next decade, a highly disproportionate number of the officers of the Santa Fe were selected to become submarine commanders. Leadership should mean giving control rather than taking control and creating leaders rather than forging followers." 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.

Turn the Ship Around! Audiobook Summary

Leaders and managers face an increasingly complex world, where precise execution, teamwork and enabling of talent are competitive advantages. David Marquet provides a blue print, along with real-life examples and implementation mechanisms. Anyone who is charged with leading and making a difference needs to read this. (John Cooper, President and CEO, Invesco Distributors) Break down what’s required to help your employees to make those decisions (e.g. technical knowledge, goal-clarity, decision-making authority and accountability) and make it happen. Getting the Most from “ Turn The Ship Around!” 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. 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 The leader-leader structure is fundamentally different from the leader-follower structure. At its core is the belief that we can all be leaders and, in fact, it’s best when we all are leaders. Leadership is not some mystical quality that some possess and others do not. As humans, we all have what it takes, and we all need to use our leadership”

One can raise some arguments that the environment was specific (military, elitist, non-typical supply:demand in "job market", etc.), but in fact author's ideas are applicable in different contexts, sometimes with re-adjustments (SKIN IN THE GAME!), but they remain quite valid. 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.”Besides pushing authority downward to the chiefs, here are the other mechanisms or methods Marquet used to spread control throughout the organization: Four department heads, or officers overseeing weapons, engineering, navigation/operations, and supply 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.