This inspirational tale is now available as a Soundview Executive Book Summary. Your highlights will appear here. is the consummate book on leadership for the Information Age–where unleashing knowledge workers’ intellectual capital is pivotal in optimizing organizational performance: from maximizing market share and minimizing customer churn to improving margins. Bold – You’ll find arguments that may break with predominant views. To prevent disaster, crews needed to have hoses on a fire within two minutes. This has been the basis of our thinking about leadership for hundreds of years because it has worked. In discussing the torpedo exercise, in which Santa Fe needed to intercept and sink an enemy submarine, Marquet pointed to the chart and said, “We need to be at 0600,” based on where he thought the enemy would be. Competence: Increase the crew’s technical competence and knowledge so they could make good decisions. by retired United States Navy Captain L. David Marquet. The theme they came up with was “Leadership at every level” and the principles included: Santa Fe moved on the surface through the crowded Strait of Malacca, between Singapore and Indonesia, because it was shallow. In short, the “leader-leader” model allows staff to take responsibility for problems and solutions rather than waiting to be told what to do. Take care of your team. View a full … Turn the Ship Around –A true story of turning Followers into Leaders. The book is consistently listed as a “top read” and is a #1 best seller on Amazon. Instead of involving himself in details, he tried explaining the objectives and leaving it to the crew to determine how to meet them. Besides being ineffective, the system meant that the officers were taking responsibility for the work of others below them. As a result, team members see themselves as leaders instead of followers. If crews only have to do what they’re told, they don’t need a deep understanding of how things work—they just follow procedures. The leader-leader structure is based on a different assumption about people: everyone can be a leader, and an organization is most effective when everyone thinks and acts like a leader. They wanted the principles to help crew members use the right criteria when making decisions. (A) Once you finished the case analysis, time line of the events and other critical details. However, based on several frustrating early experiences, Marquet began questioning this model of leadership and ultimately rejected it. Most people are enthusiastic when they start new jobs—they have energy and ideas, but their initiative is quickly squelched by bosses and coworkers who tell them, “We tried that before” and “Just do what you’re told.” Consequently, they fall in line and do the minimum required. Turn the Ship Around! Marquet was driving the submarine from the... Marquet decided to have a one-hour mentoring session with a key supervisor each day focused on long-term issues and goals. The incident underscored to Marquet that it wasn’t enough for people to be empowered—they also needed to be competent to perform better. Intrigued by his compelling story, I linked over to his book, Turn the Ship Around! To keep the mentoring from falling into a leader-follower format, Marquet developed it as a mentor-mentor program, where both he and the officer shared ideas on what Santa Fe needed to accomplish and what the officer could do for himself and to support the ship. Marquet thought the inspection had gone well, but he was still concerned about how involved he had to be in suggesting solutions to problems. Here's a preview of the rest of Shortform's Turn the Ship Around summary: When L. David Marquet became captain of USS Santa Fe in 1999, it was the worst-performing nuclear-powered attack submarine and crew by Naval standards. How proactive are senior managers and employees in your organization? A photo of the control room crew carrying on instead of paying attention had gone viral the previous year. They identified several possible reasons for the insufficient initiative. 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. His Naval Academy training reinforced the assumption people are either leaders or followers. Comprehensive – You’ll find every aspect of the subject matter covered. A rear admiral was on board observing the exercise, which would demonstrate not only Santa Fe’s abilities, but also the ability of a U.S. submarine to attack and sink a submarine in shallow water. Copyright © 2020 ShortForm™ | All Rights Reserved, This is a preview of the Shortform book summary of. In the book Turn the Ship Around, Captain L. David Marquet describes how he took the submarine, the USS Santa Fe, from “worst to first” in the United States fleet by transforming the leadership structure from “leader-follower” to “leader-leader.” Summary The author divides the book into four sections. tells the story of how Captain David Marquet successfully transformed the USS Santa Fe in less than a year, from the worst-performing submarine in its fleet to the best. Turn the Ship Around! Being on deployment gave Santa Fe’s officers the opportunity to finalize a set of guiding principles. The book is full of great insights and advice on how to slowly incorporate these leadership concepts into your organization without too much dramatic change all at once. Covey’s visit, during a short proficiency training run in the Hawaiian Islands, offered Marquet an opportunity to reflect on what his team had accomplished under the leader-leader empowerment model. Marquet needed to radically change the way officers and crew operated. Focus on the following - Zero down on the central problem and two to five related problems in the case study. Making port calls in six countries without any behavior problems. We rate each piece of content on a scale of 1–10 with regard to these two core criteria. Turn the Ship Around! Corporations call this command and control. This structure is a tremendous source of frustration and inefficiency while giving leaders the illusion they are “in charge.” These limitations were at a breaking point aboard the USS Santa Fe – once the worst performing nuclear submarine in the US fleet. Numerous large vessels, as well as ferries and fishing boats, used it daily, which made the three-day passage tricky. Create a sense of mission by connecting present efforts with the past accomplishments. This nearly cost Santa Fe a key crew member. How can you tell? getAbstract recommends his hard-earned, applicable lessons to executives, HR managers, entrepreneurs, business students and professors, and anyone at sea. However, the crew ignored the bureaucratic process, which was unheard of, and simply contacted the... Santa Fe’s achievements and innovations under Marquet’s leadership lasted long after his departure and spread throughout the submarine force. When they reached the port, a junior quartermaster, nicknamed “Sled Dog” for his work ethic, went AWOL (left the boat without permission), after saying he couldn’t take things anymore. The initial focus was on decentralizing control. They had been tracking the messages and filing them in a three-ring binder. In contrast, Santa Fewelcomed inspectors as experts who could help the crew improve. Marquet needed to get Santa Fe ready for deployment in six months; it was to join a battle group for a torpedo exercise in the Arabian Gulf, demonstrating combat effectiveness. Turn The Ship Around From these beginnings, DAVID MARQUET molded the leadership techniques he developed on the Santa Fe into a system called Intent-Based Leadership™ for your organization to implement to create effective leaders at every level. Brief summary of. Its lessons are applicable to any organization—business, nonprofit, or government. What we say here about books applies to all formats we cover. Leaders in any organization—business, nonprofit, or government—can apply them as well. With scant decision-making ability, they have little motivation to contribute their ingenuity and energy. Turn the Ship Around! Pages: 272. In this summary of Turn the Ship Around!, you will learn:. Turn The Ship Around! Engaging – You’ll read or watch this all the way through the end. Leggatt asks the Captain to maroon him on a nearby shore, since he will not return to England to be tried and hung. Leaders develop throughout the organization. But most inadvertently shut down their new employees pretty quickly, telling them to be “team players” and follow instructions. Control: Decentralize decision-making to increase the crew’s initiative and motivation. QuickRead presents a summary of "Turn the Ship Around" by L. David Marquet: If you've ever found yourself wondering how to motivate a group of people who just don't care or you'd simply like to improve your own leadership qualities, Turn the Ship Around (2013) is just the book for you! In charting the route out to sea, they focused on the procedures for avoiding buoys, shallows, boats, and other hazards rather than on determining a route that would take them to where the enemy submarine was likely to be. The speech changes the crew's mind, but Walton fears only temporarily. Learn constantly: Officers and crew approached every activity as a chance to learn and improve. Summarized by arrangement with Portfolio, an imprint of Penguin Publishing Group, a division of Penguin Random House LLC. He asked supervisors to identify the end-of-tour awards they were striving for, or write their own personnel evaluation for the next year, indicating what they would accomplish. David Marquet. Marquet had been in command for 12 days when Santa Fe headed out to sea after repairs and maintenance, to further prepare for the Commodore’s four-day inspection. But it also encapsulated the problem and the attitude pervasive among the crew. The leader-follower model doesn’t manage cognitive work effectively. Many organizations get defensive about audits and inspections, and during them, they say as little as possible. Although there’s a Navy axiom that “the chiefs run the Navy,” they lacked true authority. (A) . They have innovative ideas and suggestions to share with their supervisors. Inspiring – You’ll want to put into practice what you’ve read immediately. One of the best examples of a veteran-penned volume is Turn the Ship Around! The submarine’s crew decided it would be safest to follow closely behind an empty tanker, which other vessels would avoid. In a year, he turned the crew into one of the best by replacing the military’s traditional “leader-follower” or command-and-control structure with a “leader-leader” organizational model. Do they use follower language such as, “May I have permission to,” “I’d like to,” “Could we,” “What should I do about,” “Do you think…”? is the story of Marquet’s journey with his crew. While waiting for the final inspection report, he discussed his concerns with department heads. So he instituted a change in the crew’s language to create a proactive mindset. In the first instance, he learned that if you tell people to do something specific, you should also explain why you made your decision. This drains energy and initiative and results in mediocre performance. Have supervisors do brief check-ins to ensure crew members are on the right track so time isn’t wasted. The Captain initially refuses, but then agrees to grant Leggatt his wish. Who are your company’s inspectors and how do you and your organization typically respond to them? Struggling against his own instincts to take control, he instead achieved the vastly more powerful model of giving control. This has been the basis of our thinking about leadership for hundreds of years because it has worked. Whatever we select for our library has to excel in one or the other of these two core criteria: Enlightening – You’ll learn things that will inform and improve your decisions. Marquet discovered that the underlying problem was that Sled Dog and the other quartermasters were being overworked.... At sea again, Santa Fe was heading back to San Diego. Concrete Examples – You’ll get practical advice illustrated with examples of real-world applications or anecdotes. When Santa Fe arrived in port, the crew needed to hook up four shore power cables so it could shut down its reactor. that provides a more detailed account of the events described in the A and B cases. Cdr. Here are the mechanisms Santa Fe adopted to ensure clarity: Santa Fe was ready to deploy, two weeks early. and former commander of the USS Santa Fe. The primary one was a lack of informal verbal communication—for instance, no one gave a heads up that the time to download the radio broadcast was approaching. Twelve years after Marquet took command of Santa Fe, Commander Dave Adams, former weapons officers under Marquet, took charge. Focus on achieving excellent results, not on rotely following procedures in order to avoid errors. Santa Fe picked up Commodore Kenny and the inspection team and headed out for the inspection exercise. The department heads decided to actively encourage greater communication and call it “thinking out loud.” When the captain made a decision, he’d go through his thought processes and reasons out loud. The Navy divides people into “leaders and followers,” the traditional leadership model. It’s responsible for successes ranging from the construction of the pyramids in ancient Egypt to the factories of the Industrial Revol… He shares the phases of struggle from his frustration, questioning, and ultimate rejection of the leader-follower model, to the trials and tribulations adopting the new model, to the ultimate overwhelming success with the leader-leader model. Hoping to generate the passion he felt on Sunfish, Marquet gave the crew more control over their work. Fire is potentially catastrophic on a submarine. They were halfway through the deployment, and were preparing to fire the first submarine-launched torpedo in the Arabian Gulf. Step 4 - SWOT Analysis of Turn the Ship Around! What kinds of mistakes have your employees made by acting on autopilot? It’s the story of how he commanded a U.S. nuclear submarine and took it from one of the poor performers to one of the top performers in the fleet. e Jan.Hagen@esmt.org . Each chapter in the workbook emphasizes a key leadership principle, references specific pages in the original book for the reader to review, then asks a series of questions or (in some cases) proposes an activity, exercise, or “to do” with your organization. : A True Story of Turning Followers into Leaders by L. David Marquet. At getAbstract, we summarize books* that help people understand the world and make it better. Decentralizing control under a leader-leader system only works when the people receiving increased control have the technical competence or knowledge to make decisions. The workbook, Turn Your Ship Around! Santa Fe was to join a battle group for a torpedo exercise in the Arabian Gulf intended to demonstrate combat effectiveness. is the story of how he did it. The officer on deck knew this, but he passively passed Marquet’s order... To get Santa Feofficers and crew members thinking proactively rather than seeking permission or orders, Marquet required everyone to state their intended actions, beginning with the phrase, “I intend to…”. For beginners – You’ll find this to be a good primer if you’re a learner with little or no prior experience/knowledge. former U.S. Navy Captain David Marquet introduced a bold new approach to leadership, based on his experiences turning around the troubled submarine USS Santa Fe. What are the signs indicating it’s one or the other? Marquet believed that the department heads should use check-out to report what they’d accomplished and planned to do, thereby taking ownership. Turn the Ship Around! He decided not to replace anyone on the crew, to send the message that he believed Santa Fe had a leadership problem, not an incompetent crew. The chiefs’ new authority generated excitement and strengthened the connection between the chiefs and the sailors. But this made the XO, not the department head, responsible for each department head’s work; the XO thus “owned” the task. Marquet’s early ideas on leadership came from reading classics and from movies, where plots centered on a heroic leader and his followers. Turn the Ship Around! Santa Fe’s crew performed flawlessly without Marquet’s involvement. An executive officer (XO) or second in command, Four department heads, or officers overseeing weapons, engineering, navigation/operations, and supply. That if you want people to think, you need to "give control, create leaders" not "take control, attract followers." Eighteen months after Covey’s visit, Santa Fe was on deployment again, operating in the Strait of Hormuz at periscope depth, when the submarine developed a problem. Identify practices and procedures embedded in the organization—the “genetic code”—that dictate control and rewrite them. It was an insulting comment to a commander (implying that the leadership was incompetent). In 1999, Commander L. David Marquet assumed command of the Santa Fe and developed an innovative management system known as “leader-leader.” This transformed the Santa Fe into a top-performing sub. He authored the bestselling book Turn the Ship Around! When he took over as commander, Marquet had six months to get the submarine ready for deployment. Turn the Ship Around! In the Navy, officers make decisions and enlisted personnel carry them out. Background – You’ll get contextual knowledge as a frame for informed action or analysis. The petty officer’s reply revealed he was an unhappy follower who wasn’t taking any responsibility for his unhappiness. Taking over the dissatisfied nuclear submarine crew as Captain, Marquet transformed them into one of the most respected teams in the US Navy. Many workplaces are demotivating and job satisfaction is at an all-time low because they use a traditional leader-follower model, where employees follow direction rather than making their own decisions. Home > Book Summary – Turn the Ship Around! It functions particularly badly for intellectual work. Marquet was tempted to handle the violation in house because reporting it up the chain of command would result in additional monitoring and scrutiny. Books we rate below 5 won’t be summarized. He gave up the traditional command-and-control model and instead inspired every … is the consummate book on leadership for the Information Age—where unleashing knowledge workers' intellectual capital is pivotal in optimizing organizational performance: from maximizing market share and minimizing customer churn to improving margins. How have you responded? It promotes the new "leader-leader" philosophy. I finally got around to reading it, and I’m glad I did! As the crew got ready to submerge the ship, it seemed to be taking a long time—they were out of practice on submerging rapidly, which was a key combat skill. Such top-down direction destroys initiative and turns motivated, positive employees into depressed cynics who go through the motions. Overview – You’ll get a broad treatment of the subject matter, mentioning all its major aspects. They missed deadlines and fell behind schedule. Everyone needs to understand the organization’s goals so that the decisions they make align with what the organization is trying to accomplish. Some ran past a fire hose instead of grabbing it because others were assigned to handle hoses. First Edition:2012. Besides pushing authority downward to the chiefs, here are the other mechanisms or methods Marquet used to spread control throughout the organization: Unlock the full book summary of Turn the Ship Around by signing up for Shortform. Turn the ship around book summary. Does your organization follow a top-down, leader-follower model or a leader-leader model? The crew had to locate and fix the problem, then restart the reactor. The Navy’s attitude about leadership – like the approach of the typical boss – can also foster disenchantment. In a letter on September 5, Walton says that his crew have demanded that he turn the ship around and head for home as soon as the ice frees them. 041614 1. : A True Story of Turning Followers into Leaders. In the process, Marquet learned two more lessons about decentralizing control. So they charted the... During an engineering propulsion drill, Marquet learned how a passive leader-follower mindset on Santa Fe could lead everyone off course. From TURN THE SHIP AROUND! As a former commanding officer in the US Navy’s submarine fleet, Captain L. David Marquet has firsthand experience with disenchanted employees who perform at substandard levels. Turn the Ship Around! In a year, he turned the crew into one of the best by replacing the military’s traditional “leader-follower” or command-and-control structure with a “leader-leader” organizational model. Turn the Ship Around tells the story of how a mediocre Navy submarine crew became a highly respected crew by the works of a new navy captain. When people see themselves as followers, they stop thinking and do as their bosses say. ISBN: 9781591846406. This frustrates both bosses and followers. Jan Hagen is an Associate Professor at ESMT Berlin, Germany. Analytical – You’ll understand the inner workings of the subject matter. Turn the Ship Around! Scientific – You’ll get facts and figures grounded in scientific research. The engineering drill involved a simulated problem that shut down the submarine’s reactor. The crew focused on following procedure (in this case, performing assigned duties) rather than putting the fire out. Shortform summaries help you learn 10x faster by: READ FULL SUMMARY OF TURN THE SHIP AROUND. Marquet called a surprise drill and it went poorly. It’s responsible for successes ranging from the construction of the pyramids in ancient Egypt to the factories of the Industrial Revolution. Old habits die hard. But things went badly—the crew made mistakes in maintenance that required redoing work. Get people to act differently and they’ll begin thinking differently (starting with the “three-name rule.”). : A True Story of Turning Followers into Leaders and bought it almost immediately to learn more. He believed that if they took responsibility for problems and solutions rather than waiting to be told what to do, they’d see themselves as leaders instead of followers. By instituting a “Chiefs in Charge” program, Marquet made the chiefs accountable for the performance of their divisions and crew members. He went to grab some sleep and when he woke up, he found the ship was several miles off position and headed away from the enemy. Why or why not? Marquet ordered an engine speedup to make the exercise more challenging. Turn the Ship Around! Protocol required making a supply request 36 hours in advance. : How to Create Leadership at Every Level is a leadership book by David Marquet. 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. Leggatt eats tins of preserves stored in the Captain's locker and drinks the Captain's morning coffee. It presents a different approach to leadership, using a “leader-leader” model instead of a “leader-follower” … Eye opening – You’ll be offered highly surprising insights. Turn the Ship Around! For instance, a sailor made a mistake in the torpedo room that deliberate action didn’t prevent—the problem occurred because he didn’t understand the effects of what he was doing and how certain systems worked together. While observing the torpedo exercise, the inspection team also reviewed Santa Fe’s administrative procedures and found that officers hadn’t responded to several messages and requests from higher authorities. Well structured – You’ll find this to be particularly well organized to support its reception or application. Turn the Ship Around! Competence: Increase the crew’s technical competence and knowledge to make good decisions. by L. David Marquet is the story of how a captain turned the U.S. Navy’s worst-performing nuclear submarine crew into one of the best. While many leaders claim they want managers and employees to take ownership of their work, the company’s top-down systems of controlling and monitoring work prevent this. But to turn around the beleaguered Santa Fe, Marquet felt he had no other option. Cutting out the fluff: you don't spend your time wondering what the author's point is. “Leadership is communicating to people their worth and potential so clearly that they are inspired to … The case is based on the personal account of co-author L David Marquet, Captain, US Navy (Ret.) No harm was done but he'd violated a “red tag.” Red tags are attached to critical controls on a submarine so that they can’t be removed to activate the controls without going through clearance procedures. Hot Topic – You’ll find yourself in the middle of a highly debated issue. When L. David Marquet became captain of USS Santa Fein 1999, it was the worst-performing nuclear-powered attack submarine and crew by Naval standards. Here is a brief summary of ‘Turn the Ship Around” by David Marquet – a great leadership book which talks about how great leaders follow a “Leader-Leader” structure instead of a “Leader-Follower” structure by giving up control, by being competent by pushing decision making to the lower levels of the organization and providing a clarity of purpose. No matter your business or position, you can apply Marquet's radical guidelines to turn your own ship around. Author of Turn The Ship Around Consistently and regularly the Top Rated speaker at conferences. It also was a test of the leader-leader model. Marquet ran some unexpected drills simulating malfunctioning gauges, which didn’t go well. The US Navy operates with a traditional “leader-follower” management structure. They learned to think and act proactively, determining what needed to be done and the best way to do it, rather than waiting for direction. Officers would think out loud about concerns. When they discussed how things went, one sailor remarked that no one listened to briefings because they felt they already knew the steps to take. Are your employees striving for excellence or just trying to avoid mistakes? In contrast, Marquet pushed control down to where the information originated. However, Santa Fe’s empowerment culture saved the day. Capt. Be inspired by your organization’s legacy. They spotted a navy resupply (combat support) ship, USS Rainier , several miles away and decided to ask for oil. Read full summary of Turn the Ship Around. To... To reduce errors made by people acting on autopilot, Santa Fe used a procedure called taking “deliberate action.” Before acting, a crew member would pause and verbally state what he intended to do. tells the story of how Captain David Marquet adopted a different leader-leader model to transform the USS Santa Fe from the worst-performing submarine in its fleet to the best. is the consummate book on leadership for the Information Age--where unleashing knowledge workers' intellectual capital is pivotal in optimizing organizational performance: from maximizing market share and minimizing customer churn to improving margins. Marquet explains how to implement leader-leader and how to use his “deliberate action” and “I intend to” management strategies. The typical leader-follower structure is designed to push information up the chain of command to the people who make the decisions. Victor speaks up in his defense, telling the rebellious crew members they should "be men," for they had set out to be the "benefactors of [their] species." After beginning his career as a junior officer on USS Sunfish, Marquet was assigned as an engineer on USS Will Rogers, a nuclear-powered ballistic missile submarine known as a boomer, armed with 16 Poseidon missiles. In contrast, Marquet pushed control, or decision-making authority, down to where the information originated. He started in the middle of the operation with the 12 chiefs, the senior enlisted personnel equivalent to middle managers, who supervised the crew members responsible for day-to-day maintenance and operation of the submarine. David Marquet is an expert on leadership, a former submarine commander, and author of the Amazon #1 bestseller: Turn the Ship Around! His new boss, Commodore Mark Kenny, had pushed for him to get the job of turning around Santa Fe because of Marquet’s hunger for learning during commanding officer training. Marquet’s goal was to create a leader-leader structure by pushing control—the authority to decide what to do and how—downward to the officers and crew. Take “deliberate action”: Officers and crew pause before acting and state their intentions to prevent acting without thinking. This approach can be applied to any organization to unlock the energy and potential of people at all levels. Supervisors should build trust and motivation by putting the team’s interests first. *getAbstract is summarizing much more than books. Both the chiefs and crew became more engaged in their work. We look at every kind of content that may matter to our audience: books, but also articles, reports, videos and podcasts. parallels the structure of the main book. There was an oil leak the crew couldn’t fix at sea and the submarine was running out of oil. Marquet supervised one of the control room crew carrying on instead of involving himself in details, tried... On the pier when he took over as commander, Marquet made the chiefs accountable for the inspection.. As valued assets, which increases individual motivation and Organizational Design, is the story of Marquet ’ s –. – like the approach of the world ’ s attitude about leadership – like the of. Employees are focused on following procedure still took precedence over achieving results became Captain of USS Santa Fein,! Some ran past a fire hose instead of listening to a briefing or review instructions. Solutions rather than moving to the officers reviewed the binder Once a week to forward requests and keep track the! Marquet pushed control, he instead achieved the vastly more powerful model of giving control © 2020 |. 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