In his groundbreaking book, Turn the Ship Around!, L. David Marquet invites readers to delve into the remarkable transformation of the USS Santa Fe, a nuclear-powered submarine widely considered to be one of the worst performing vessels in the U.S. Navy fleet. Marquet, who served as the Santa Fe’s captain, narrates his gripping personal journey as he revolutionizes the ship’s culture and leadership approach, turning it into a highly efficient and successful unit. Drawing on his extensive experience in the military, Marquet presents an insightful account of how he challenged traditional hierarchical structures and empowered his crew, ultimately creating a remarkable turnaround. As a retired Navy Captain, management consultant, and sought-after speaker, David Marquet imparts invaluable leadership lessons learned from his remarkable career and shares his insights on fostering an environment of excellence, accountability, and high-performance teams.
Chapter 1: Taking Command
In Chapter 1 of “Turn the Ship Around!” by L. David Marquet, titled “Taking Command,” the author sets the stage for the shift in leadership mindset he initiates on the USS Santa Fe, a nuclear submarine. Marquet, previously appointed as the submarine’s new captain, discovers that the vessel is facing various operational challenges and low levels of morale among the crew.
Marquet begins by reflecting on his own background and leadership style, admitting that he had been trained to be the one to give orders and expect those under him to follow without question. However, he recognizes that this approach is ineffective for the current situation.
The chapter introduces the concept of “leader-leader” rather than “leader-follower” mentality. Marquet realizes that due to the complex nature of the submarine, where decisions need to be made quickly and accurately, the crew members must be empowered to take ownership and responsibility for their actions. He rejects the traditional top-down hierarchical approach and decides to distribute decision-making authority throughout the crew.
To bring about this change, Marquet realizes he needs to first establish trust and instill confidence in his crew. He shares experiences from his early days on the submarine to illustrate his own learning process and vulnerability. By doing so, he aims to encourage the crew to think for themselves and develop their expertise. Marquet acknowledges that mistakes may be made, but he is willing to accept them as long as the crew learns from them.
In this chapter, Marquet sets the stage for a revolutionary transformation in leadership style on the USS Santa Fe, emphasizing the importance of trust, empowerment, and distributed decision-making. He recognizes that effective leadership involves enabling the whole crew to think and act like leaders themselves, ultimately leading to a more effective and cohesive team.
Chapter 2: A Different Approach
Chapter 2 of “Turn the Ship Around!” by L. David Marquet is titled “A Different Approach” and discusses the traditional top-down leadership model prevalent in the U.S. Navy and Marquet’s decision to change it.
The chapter begins with Marquet assuming command of the USS Santa Fe, a nuclear-powered submarine, as its captain. Initially, Marquet intended to lead his crew using the same hierarchical model he had learned and practiced throughout his naval career. However, after realizing the limitations and negative consequences of this approach, he decides to adopt a different approach based on empowering his crew.
Marquet argues that the traditional leader-follower model, where subordinates blindly follow orders without thinking, compromises organizational effectiveness. He believes that individuals throughout the ranks have the capacity to make important decisions when given the necessary knowledge and authority.
To implement this approach, Marquet initially focuses on improving communication within the crew. He holds daily meetings where he encourages every member to openly voice their thoughts and concerns. He also embraces the concept of “intent-based leadership,” which involves clearly communicating the goals and expectations while allowing individuals to use their expertise to figure out the best way to accomplish them.
Furthermore, Marquet highlights the importance of technical competence among the crew. He realizes that by allowing personnel to acquire and share knowledge in their area of expertise, they can contribute more effectively and develop their leadership potential.
In conclusion, Chapter 2 establishes Marquet’s decision to adopt a different leadership approach by empowering his crew and promoting open communication, intent-based leadership, and technical competence. This shift in mindset sets the stage for the transformation of the USS Santa Fe into a highly effective and successful submarine.
Chapter 3: Control, Competence, and Clarity
Chapter 3 of “Turn the Ship Around!” by L. David Marquet is titled “Control, Competence, and Clarity.” In this chapter, Marquet explores the importance of these three elements in creating a high-performing and empowered team.
Marquet starts by discussing the traditional top-down, leader-follower model of decision-making, where control is centralized at the top. He explains that this approach limits the potential of the organization and prevents individuals from taking ownership and responsibility for their actions. Marquet introduces a new model, where control is distributed and decision-making is pushed down the chain of command.
Next, Marquet emphasizes the significance of competence within an organization. He states that to achieve high levels of competence, leaders must foster a learning environment that promotes continuous improvement and encourages individuals to take on more responsibilities. By investing in training and developing expertise at all levels, organizations can create a culture of competence and build trust within the team.
Finally, the chapter highlights the importance of clarity in communication. Marquet introduces the concept of “intent-based leadership,” where leaders focus on communicating why a certain action is necessary and allow subordinates to use their knowledge to come up with the best way to achieve the desired outcome. Through clear communication and fostering an open and honest environment, organizations can empower individuals at all levels to make decisions and take appropriate actions.
In summary, Chapter 3 of “Turn the Ship Around!” emphasizes that control should be distributed rather than concentrated, competence is essential for a high-performing team, and clarity in communication is crucial for effective decision-making. By implementing these principles, organizations can empower their team members, foster a culture of continuous improvement, and achieve outstanding results.
Chapter 4: Leading by Example
Chapter 4: Leading by Example of the book “Turn the Ship Around!” by L. David Marquet focuses on the importance of leadership by example and the impact it has on empowering a team.
Marquet begins the chapter by discussing his experience as a submarine captain where he learned the conventional model of leadership that was hierarchical and top-down. He emphasizes how this traditional model undermined the crew’s ability to take ownership and make decisions, leading to a lack of engagement and initiative.
Marquet introduces his concept of Intent-Based Leadership (IBL), which aims to create a culture of proactive decision-making and mutual trust. He highlights the significance of leading by example, as leaders who practice IBL inspire their teams to do the same. Leading by example involves taking responsibility, seeking input, and continuously improving oneself.
He details his encounters with the chief petty officers (CPOs) on the ship, who initially struggled to adjust to the new leadership approach. Marquet focused on demonstrating the behaviors he wanted to see from his crew, such as asking rather than telling, acknowledging mistakes, and involving the entire team in decision-making processes.
By setting an example with his actions, Marquet empowered his crew to take charge of their work and become leaders themselves. He discovered that when they were given more responsibility and authority, they became more motivated, confident, and engaged. This shift resulted in a culture of high performance, where team members took initiative and collaborated effectively.
In conclusion, Chapter 4 emphasizes the importance of leading by example and how practicing IBL can transform a traditional hierarchical structure into a highly effective and empowered team. By embodying the behaviors and values we want to see in others, leaders can inspire their teams to take ownership and make thoughtful decisions.
Chapter 5: Empowering the Team
Chapter 5: Empowering the Team of the book “Turn the Ship Around!” by L. David Marquet explores the concept of giving control and ownership to the team members in order to improve leadership effectiveness and empower the entire crew.
The chapter begins by discussing Marquet’s realization that, as a captain, he cannot be involved in all decision-making processes while running the USS Santa Fe submarine. In a traditional hierarchical structure, officers were expected to follow orders without question, which limited the crew’s growth and decision-making abilities. Marquet introduces the concept of ‘intent-based leadership,’ where each team member is encouraged to think and act like a leader based on their understanding of the situation and the overall mission.
To enable this, Marquet implements a shift in authority by utilizing a process called the “Leader-Leader” approach. Instead of using the typical “Leader-Follower” dynamics, where leaders give orders and subordinates follow blindly, Marquet emphasizes the importance of fostering an environment where every crew member is encouraged to take initiative and be responsible for their area of expertise. This approach involves the distribution of decision-making authority down to each level, enabling the crew to make informed decisions and work together towards the larger purpose.
Marquet introduces the concept of “thinking out loud,” where the crew members are encouraged to voice their thoughts and concerns openly, allowing for collective problem-solving. He also stresses the importance of clarity in communication, ensuring that everyone understands the mission and the associated goals. This empowers the team to act promptly and effectively, without constantly seeking permission from higher-ranked individuals.
By implementing this empowerment-focused leadership style, Marquet observes a significant increase in crew satisfaction and overall performance. The crew members feel more engaged and motivated, leading to enhanced teamwork and effective decision-making all across the submarine. This change in leadership mindset ultimately enables the USS Santa Fe to transform into a highly effective and autonomous team.
Chapter 6: From Leader-Follower to Leader-Leader
Chapter 6: From Leader-Follower to Leader-Leader of the book “Turn the Ship Around!” by L. David Marquet explores the transformation of the USS Santa Fe submarine crew from a traditional leader-follower dynamic to a leader-leader model.
In this chapter, Marquet introduces the concept of leader-leader as a departure from the conventional approach of top-down management. He identifies the need for a culture of empowerment and ownership among crew members, emphasizing that individuals at all levels should take responsibility for making decisions and leading in their respective roles.
Marquet shares his experience of using a leader-leader approach to promote greater accountability and autonomy within the crew. Rather than relying on a few designated leaders, he encourages his officers and sailors to develop their leadership skills by creating an environment that fosters trust and active participation. This approach increases the crew’s collective intelligence and problem-solving capabilities by tapping into the diverse talents and insights available to them.
To implement this new approach, Marquet emphasizes the importance of delegating control and providing clarity of intent. He introduces the concept of “Competence, Clarity, and Control (C3)” to guide decision-making. This means ensuring that individuals have the necessary competence, clarity in understanding their role and objectives, and the control to carry out their responsibilities effectively.
Marquet highlights several strategies for shifting to a leader-leader model, such as the use of control without giving orders, encouraging people to ask for permission instead of seeking approval, and promoting continuous learning and development. Through these strategies, Marquet empowers his crew members to think critically, take risks, and contribute their expertise, ultimately fostering a more effective and resilient team.
Overall, Chapter 6 emphasizes the importance of cultivating leadership at every level and transitioning from a traditional leader-follower structure to a leader-leader model that improves decision-making, collaboration, and accountability throughout the organization.
Chapter 7: Building a Culture of Ownership
Chapter 7 of “Turn the Ship Around!” by L. David Marquet is titled “Building a Culture of Ownership.” In this chapter, Marquet focuses on creating an environment where every member of the crew feels a sense of ownership and responsibility for the ship’s performance and success.
Marquet understands that in order to build a culture of ownership, he must create a space where individuals are empowered to make decisions and take initiative. He starts by implementing a change in the language used aboard the USS Santa Fe, encouraging his crew to seek permission or provide a recommendation instead of simply reporting information. This small shift in communication allows the crew to actively participate in decision-making, leading to a sense of ownership over their actions.
To further foster ownership, Marquet emphasizes competence and expertise development. He encourages everyone, regardless of rank, to become technically proficient in their respective roles. This includes providing necessary resources, time, and opportunities for crew members to learn and grow. By investing in their professional development, Marquet empowers his crew and builds trust in their abilities.
Marquet also promotes a culture of continuous improvement by implementing a lesson-sharing system onboard. This allows the crew to openly discuss and learn from mistakes and successes. By creating an atmosphere that values learning and encourages innovation, individuals feel secure in taking risks and showcasing their abilities.
Overall, through language, competence development, and a focus on learning, Marquet successfully builds a culture of ownership on the USS Santa Fe. This encourages every crew member to step up, embrace responsibility, and take ownership of their actions, ultimately leading to increased effectiveness and performance of the ship.
Chapter 8: Sustaining Success
Chapter 8 of “Turn the Ship Around!” by L. David Marquet, titled “Sustaining Success,” focuses on creating a culture of continuous improvement to ensure long-term success within an organization. Marquet delves deeper into the methods and mindset needed to sustain the change he initiated aboard the USS Santa Fe, a nuclear-powered submarine.
Marquet emphasizes the importance of empowering and developing every individual within the organization. He encourages leaders to realize that when they give control and decision-making power to their team members, they enable them to become more competent, confident, and accountable. In doing so, the team becomes self-organized and drives the organization towards success.
The author introduces the concept of “total candor,” which involves creating an atmosphere where everyone feels comfortable challenging the status quo and openly expressing their thoughts and ideas. This fosters a culture of continuous improvement, as it encourages individuals to seek innovative solutions and challenge existing processes.
Marquet also emphasizes the significance of continuous learning and suggests specific practices such as performance evaluations after major events, multimedia reviews, and learning from other industries. By embracing a learning mindset, organizations can enhance their adaptability and ensure sustained success in an ever-changing world.
Furthermore, Chapter 8 highlights the importance of clarity in communication. Leaders must articulate the organization’s direction and purpose clearly, ensuring that every individual understands how their role contributes to the overall success. Marquet emphasizes the use of concise and understandable mission statements that guide decision-making at every level.
In summary, Chapter 8 emphasizes the creation of a culture that promotes continuous improvement, fosters open communication, and encourages individual accountability. By empowering and developing team members, maintaining a learning mindset, and providing clarity in communication, an organization can sustain its success in the long run.
After Reading
In “Turn the Ship Around!” L. David Marquet shares his leadership journey aboard the USS Santa Fe and unveils a revolutionary approach to empower others and create a culture of excellence. By challenging the traditional hierarchical structure, Marquet demonstrates the power of leadership at every level, and how giving control and decision-making authority to the crew can result in greater engagement, innovation, and organizational success. This book serves as an invaluable guide for leaders seeking to empower their team members, foster a culture of ownership, and transform their organization into one where everyone takes responsibility for their actions and strives for continuous improvement. Marquet’s transformative leadership style has the potential to revolutionize the way we view leadership and empower individuals, both in the military and beyond.
1. Leaders Eat Last” by Simon Sinek:
In this thought-provoking book, Sinek explores the importance of true leadership and its impact on organizational success. By examining the biology of human behavior, he offers valuable insights into building trusting relationships and creating a work environment that fosters collaboration and growth.
2. The Five Dysfunctions of a Team” by Patrick Lencioni:
Lencioni uncovers the common pitfalls that hinder effective teamwork and provides practical strategies for overcoming them. Through a fictional narrative, he highlights the five key dysfunctions and offers a roadmap for building a cohesive and high-performing team. This book is a must-read for anyone interested in improving team dynamics and achieving collective success.
3. Rework” by Jason Fried and David Heinemeier Hansson:
Fried and Hansson challenge conventional business practices and offer a fresh perspective on achieving success in the modern workplace. This book urges entrepreneurs and leaders to rethink traditional approaches to productivity, collaboration, and strategy. With its succinct and practical advice, “Rework” encourages readers to embrace simplicity, focus on what truly matters, and challenge the status quo.
4. The Innovator’s Dilemma” by Clayton M. Christensen:
Christensen explores the challenges that companies face when disruptive technologies emerge and transform industries. Drawing from various industries and real-life examples, he explains why successful companies often struggle to adapt to these disruptions. “The Innovator’s Dilemma” offers valuable insights for leaders seeking to navigate through times of rapid technological change and build a culture of innovation.
5. Drive: The Surprising Truth About What Motivates Us” by Daniel H. Pink:
In this captivating book, Pink challenges the traditional understanding of motivation and autonomy in the workplace. Drawing on research from psychology, neuroscience, and economics, he presents a compelling case for rethinking our approach to motivation. “Drive” reveals the three key elements that truly drive human performance and offers practical strategies for cultivating a motivated and engaged workforce.
These five books collectively provide a comprehensive understanding of leadership, team dynamics, productivity, innovation, and motivation. By reading this well-rounded selection, you’ll gain invaluable insights that can transform your approach to leading and managing in any organizational context.
