Turn The Ship Around Summary – Home > Book Summary – Turn the Ship! : A true story about turning followers into leaders
Turn the ship around! Tells the story of how Captain David Marchey managed to turn the USS Santa Fe from the worst submarine in his fleet to the best in less than a year. It proposes a different approach to leadership, using a “leader-leader” model rather than a “leader-follower” model. This approach can be applied to any organization to unleash the energy and potential of people at all levels. In this turnaround summary, we provide a brief overview of the leader-leader model. For more details, examples and tips, get our full book summary pack, in text, infographic and audio format.
Turn The Ship Around Summary
The book is written chronologically, from how Marquette shaped his leadership theory to how he implemented a new leadership paradigm to turn things around. Marquet struggled with traditional leadership models for years before successfully transforming Santa Fe. In our full 13-page review, we outline Marquet’s leadership journey and insights, including (i) the limitations of a top-down layered model, (ii) why/how he stepped up early in his career His team, and (iii) how the environment in Santa Fe was perfect for him to experiment with a new leader-leader approach.
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Most people unconsciously divide the world into leaders and followers and make assumptions about what each group can/cannot do. These assumptions shape our thoughts and actions, which affect individual employee and organizational performance.
It’s not uncommon for enthusiastic employees to come up with new ideas, only to be told “that won’t work” or “that’s not your job.” People get frustrated and eventually stop trying or leave the organization altogether. Bosses can also get frustrated when employees would rather do the least than innovate or take responsibility.
The leader-leader model recognizes that everyone has the ability and potential to lead. It harnesses individual potential at all levels, reduces dependence on a single leader and provides sustained performance. This model works across all organizations and management levels – it allows senior managers to unleash the energy and potential of their employees and helps junior/middle managers move up in a way that encourages their bosses to let go.
To implement a manager-manager approach, you need 3 key elements: control, competence and clarity. Decentralized control is at the heart of the model, but it only works when it’s backed up with competence and clarity. Without these two pillars, decentralization can only lead to chaos. When all 3 components are installed correctly, they will reinforce each other in a positive helical fashion.
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Control is the freedom and power to decide why, what and how to work. The aim is to delegate as much decision-making control as possible in the organization. In our full turnaround summary (click here for the full summary), you can learn about the various mechanisms of how to decentralize control, such as rewriting your control strategy, using behavior to change your mindset, thinking out loud, using regular check-ins – for tuning and educating people etc.
For decentralized control to work, people at all levels must have the technical ability to make the right decisions. If you give people extra responsibilities without equipping them with the necessary knowledge and resources, things will fall apart. In the book, Marquet covers a variety of tools/techniques you can use to improve technical ability at every level, including: instilling deliberate action, employing continuous learning, using certifications (rather than directions), defining goals (rather than not a method), etc. You can read more about these mechanisms in our 13-page full summary.
In order for people at all levels to make effective decisions, they must be fully aligned with the purpose of the organization and have a solid understanding of the organization’s goals and decision-making criteria. In our full Turn the Ship Around wrap-up, we’ll detail a range of mechanisms for creating clarity, building trust, motivating people, and developing clear guiding principles at every level.
In his one year at the helm of the Santa Fe, he has transformed the ship dramatically, with dramatic improvements in performance, a huge leap in recruitment and retention, and a career-ready crew. Here’s how to integrate the above three sets of mechanisms into your organization:
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• Identify the types of decisions that will affect the organization’s ability to excel in these areas.
• Break down and make reality what it takes to help your people make these decisions (for example, technical knowledge, clear goals, decision rights and responsibilities).
In this article, we provide a brief overview of the manager-manager model. The book is interspersed with many other Navy anecdotes and Marquette’s personal reflections. Each chapter also comes with a list of questions for you to reflect on your management approach and where your organization stands. For more information, get a copy of this book, download our text/infographic/audio summary pack or visit https://davidmarquet.com. This book tells the story, with a special focus on an American ship named Santa Fe, one of the worst nuclear-powered submarines in the entire fleet. The story tells the story of how the ship made a complete U-turn under the leadership of L. David Marquet. By challenging conventional management methods, David Marquet revives and restores the morale of the crew. In just a few months, Santa Fe rose to the top of the fleet, excelling and improving in almost every aspect. In addition, Marquet’s unique application and establishment of the manager-manager management model has also attracted widespread attention. Various individuals, groups and businesses have adopted this approach with astonishingly successful results in different fields and industries such as business and e-commerce.
L. David Marquet is widely recognized as the most distinguished and distinguished submarine commander of Seventh Squadron. He currently teaches at Columbia University’s School of Professional Studies. During his command of the USS Santa Fe, he successfully upended the U.S. Navy’s traditional leader-follower approach, giving the crew greater responsibility and higher levels of decision-making authority. Under his leadership, Santa Fe’s performance has grown by leaps and bounds and won many awards. After leaving the Navy, Marquet joined Next Jump and provided various consulting services to well-known multinational corporations such as Bank of America and JPMorgan Chase.
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Hello and welcome. Today we unlock the book Turn the Ship Around! A true story about turning followers into leaders. It tells the story of how L. David Marquet revived the morale of the crew and made the worst performing Santa Fe even better by adopting an unconventional but highly successful management model while delegating power to his subordinates. How long does it take for a bottom-ranked submarine to become the top of its fleet? One or two years, right? Well, surprisingly, it took L. David Marquet less than a year to achieve this magnificent and unprecedented feat. The Santa Fe is the submarine at the heart of the story. Before Marquette took office, she ranked last in the entire U.S. Navy nuclear attack submarine fleet. Its negative reputation preceded her for quite some time and was known for its sloppy and unprofessional crew. Worse, in the training of potential commanders, the Santa Fe was used as an example of how not to command the aircrew, which was the opposite of what the commanders were after, and the Santa Fe was basically a lost cause. That’s the question Marquet had to face. Prior to this assignment, Marquet served on the aircraft carrier USS Sunfish as a junior officer. One day, during their regular training cycle, he spotted a large merchant ship, but couldn’t say its exact location unless the sub could use its active sonar technology to track the merchant ship. However, the crew did not have any authorization to use their active sonar technology. Just when Marquette was anxious about this big event, his captain appeared beside him and said, “Why don’t you say, ‘Captain, I’m going to active sonar training’?” This was the first time Marquette attack. His captain put him in charge of operating the active sonar, and the opportunity ignited his passion for the job. This experience also taught him important things about management, especially the leader-leader style of management, especially as it relates to decentralization and crew empowerment. After taking over Santa Fe as the boss of the black sheep, Marche adopted a new management model that suited his situation and turned things around in just a few months. Santa Fe gets even more merit for its combat prowess and great crew. Since then, Marche’s approach has caught the attention of the masses. He described his experience as chief of Santa Fe in this book, which quickly became popular and popular with readers. Stephen Covey, author of The Seven Habits of Highly Effective People, even discusses Marquette’s work and leadership style in his bestselling book, The Eighth Habit. It begs the question: how extraordinary
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