The solution is the leader-leader structure – which at its core contains a belief that we can all be leaders, and it's best when we all are leaders. How do you use outside groups, the public, social media comments, and government audits to improve your organization? Do you recognize your staff's achievements so long after the event that even they forget? Will employees in your workplace revert to acting hastily and automatically in a real-life situation? Retired Captain of the U.S. Navy L. David Marquet talks about how an organization where everyone is a leader in their work is ultimately more enjoyable, efficient, and flexible than the … He spent time with junior crew as well, helping them with their bureaucracy-inflicted issues and worries. What programs have you instituted to supplement control with competence and clarity? As a result, on the Santa Fe, Marquet codified the idea of "We learn" into the creed: How do you build a training program that employees will want to go to? Will you know if you've accomplished your organizational and personal goals? What are the good things here we should build on? How comfortable are people in your organization with talking about their hunches and their gut feelings? And wouldn’t it be even better if there are no rigid hierarchies, so that you can be both a leader and a follower, depending on the situation? His reliance on his crew for the specifics of how the boat operated prevented him from falling into old leader-follower habits. (yes, complete with the irritating exclamation point in the title) is marketed to the business and management non-fiction market, which is clogged with books claiming to provide simple techniques to be a great manager or fix an organization. With only 48 hours left, Marquet decided that for now, at each phase in the review process, the navigator or assistant navigator would have a brief conversation with Marquet himself – a trade-off that was worthwhile early on to get all levels of the chain of command to work towards accomplishing operational excellence. When you ask people what their jobs are, do they answer in terms of reducing errors? To begin exploring this new way of leadership and organizational structure, we must first clear any preconceptions we have in our minds – our greatest struggle is within ourselves. As he took official command of the Santa Fe, Marquet thought through a few things they had going for them: Marquet realized he needed to shift the focus, their primary goal, from avoiding errors to achieving excellence. What happens in your workplace every day that reinforces the notion that the guys at the top are the leaders and everyone else is simply to follow? How effectively do you learn from mistakes? The costs of "We're not ready" are high, but not as high as messing up. The goal is a world where we all find satisfaction in our work, one in which every human being is intellectually engaged, motivated, and self-inspired. What are you willing to personally risk? Knowing that they would be asked questions incentivizes people to prepare ahead of time, to think about what they will be required to do, and gives every individual responsibility for knowing his job. The Turn of the Screw: Chapter 19 Summary & Analysis Next. The pervasiveness of top-down leadership resulted in a ship of 135 men but only 5 fully engaged in observing, analyzing, and problem-solving, with the rest of the crew seemingly sitting idle, lacking initiative, waiting for others, being paralyzed in decision making. Think out loud (both superiors and subordinates). Upon deployment, Marquet gathered his chiefs and officers to discuss what they wanted to accomplish. The two then go around the lake to see if they can find Flora. Go forward one more time. In the weeks leading up to deployment, Marquet turned many practices on their head: Once employees are freed from following a prescribed way of doing things, and instead are given a goal to find the best approach to something, they are likely to come up with many ingenious ways to make it happen. These are my reading notes from this book. More attention to detail? Old habits die hard, and to many, your initial message may have just sounded like something they had heard before – they think they know what you mean, but they don't. But, people follow other people only to a certain extent. Are you unintentionally protecting people from the consequences of their own behavior? There’s no other way. Turn the Ship Around! He ended up having to bark lists of orders anyway, people complained that they missed the old engineer who would just tell them what to do, and giving decision-making control to his people only produced many maintenance and engineering errors, embarrassing him and his department. How can you as a leader help your people accomplish it? If the decision needs to be made urgently, make it, then have your team evaluate your decision after the fact. Passive followers will use these "disempowered phrases": Active doers, on the other hand, use these "empowered phrases": Do you like to help your people come to the right answers? Eliminating top-down monitoring systems is an example of that – systems where senior personnel can easily micromanaging their juniors. Marquet's job as the commander was to tap into the existing energy of the command, discover the strengths, and remove barriers to further progress. When the performance of a unit went down after an officer left, it was because he was a good leader, not because he hadn't trained his people properly. Mistakes just happen? Search for the specific organizational practices and procedures (even unwritten ones) that need to be changed to make this happen. We’ve already learned a thing or two about leadership from some the past greats, such as Lincoln and Washington. The purpose of this mechanism was to show the crew of Santa Fe that they were responsible for Santa Fe. How does that legacy shed light on your organization's purpose? But, “Turn the Ship Around” is a bit different. How deeply is the top-down, leader-follower structure ingrained in how your business operates? Focusing on who was put in charge was more important than trying to evaluate all the ways the event could go wrong. Could your mid-level managers think through and defend their plan of action for the company's next big project? Book Notes: Turn the Ship Around! Doing his best to give his crew opportunities for advancement had another benefit: Marquet's crew was convinced that he was "on their team", and there were never any issues with negative responses to constructive criticism. Control without competence is chaos. Instead of giving specific lists of tasks to his division officers, he gave broad guidance and told them to prepare the task lists. Is your organization spending more energy trying to avoid errors than achieving excellence? is the true story of how the USS Santa Fe skyrocketed from worst to first in the fleet by challenging the U.S. Navy's traditional leader-follower approach. How can you "use" the inspectors to help your organization? Have you tried to divest control without first making sure your organization is competent to handle more decision-making authority? That way, they will feel as part of a family. Leader-leader structures are significantly more resilient, and they do not rely on the designated leader always being right. “Turn the Ship Around” doesn’t conform to this standard. Increased decision making will result in greater engagement, motivation, and initiative. ... my name is ” to boost support and respect for each other and the ship and caring about the culture around the place. Capt. Some notes from “Turn the ship around” By L. David Marquet. Since this reduced his XO's decision making power, he then gave his own final approval powers for officer leave, etc. Secondly, it suggests turning your business strategy upside down – creating leaders instead of followers, developing the talent of those around you instead of using it. As Captain, Marquet needed to think out loud about where they needed to be and why; everyone else needed to think out loud with worries, concerns, and thoughts. Leader-leader structures spawn additional leaders throughout the organization naturally. The principles the book teaches are both timeless and inspiring, encouraging and groundbreaking. Things went horribly. How would you counter any reluctance on the part of your team to have early, quick discussions with you, the boss, to make sure projects are on course? "Instead of looking at each task as just a chore, look at it as an opportunity to learn more about the equipment, the procedure, or if nothing else, about how to delegate or accomplish tasks. All errors, omissions, and representations are mine. Encourage answers to be specific and measurable, e.g. This resulted in an atmosphere of learning and curiosity among the crew, instead of one of defensiveness. GetNugget couldn’t agree more. Although he was given an untested, unempowered, uninspired crew with the worst performance in the whole fleet, Marquet ended up firing no one – an important action in retrospect, as it sent the message to each crew member that he wasn't screwed up; only the leadership was. This encouraged them to outline their complete thought process and rationale for what they were about to do, forcing them to think at the next higher level, and so on down the line. Then, choosing a few subjects, brainstorm about what is necessary to know to make a decision about those subjects. Responsibility for preparation shifts from the briefer to all participants. You can reach him at his website: A True Story of Turning Followers into Leaders" by David Marquet. Walton turns his ship around because he feels responsible for his crew. Highly recommended for those looking to empower and influence employees to become leaders. e He is a contributor to “Forbes”, and publishes the weekly YouTube motivational, “Leadership nudges”. Turn the Ship Around! Employees start each new job full of ideas and eager to offer their whole intellectual capacity, only to be told to follow instructions and not rock the boat. They had a very supportive chain of command – it was very outcome focused; they didn't care or need to know the specifics of what was actually done. How do these images influence how you think about yourself as a leader? What can we do to incentivize long-term thinking? : How to Create Leadership at Every Level is a leadership book by David Marquet. Refresher training? The leader-leader model not only achieves great improvements in effectiveness and morale but also makes the organization stronger. Boost your life and career with the best book summaries. Continually and consistently repeat the message. Do you have a recognition and rewards system in place that allows you to immediately applaud top performers? Marquet was at the time engineer officer on the ship, and instituted a plan to give control, rather than orders, to his engineering department. 2. How would your middle managers react if you implemented a checkout system like the one described in this chapter? Brief summary of. We will learn to divest control to others in our organization while keeping responsibility, and supporting this transition with enhanced technical competence and organizational clarity. Walton is motivated by the same ambition that motivates Frankenstein to create the Monster: “My life might have been passed in ease and luxury; but I preferred glory to every enticement that wealth placed in my path.” Turn the Ship Around! First of all, it’s not written by a businessman, but by a US Navy Captain and deals with his experiences while commandeering a submarine. Humans are naturally empowered, and empowerment programs seemed to be a reaction to having actively disempowered people. to the XO. Don't preach and hope for ownership; implement mechanisms that actually give ownership. He asked questions like the following: When you walk around your organization talking to people, be as curious as possible. The captain got good marks for being very involved, but he took away any decision-making opportunities his crew would have had. If a snapshot of your business went viral on the Internet, what would it reveal about your workers? How can you get your project teams interacting differently but still use the same resources? What can you as a subordinate do to get your boss to let you try a new way of handling a project? How can you ensure adherence to procedure while at the same time ensuring that accomplishing the objective remains foremost in everyone's mind? #BLACKFRIDAY 12min - Get your career back on track! Are you inadvertently sending a message that erodes ownership and responsibility among subordinates? You would give everything to not have to go to work tomorrow! During his time off, he went through a post-mortem of his time on the Will Rogers and came across three contradictions: He liked the idea of empowerment, but didn't understand why empowerment was needed. Managers feel like they have to babysit employees to get anything done, and are often disappointed at the results anyway. Instead, officers would state their intentions with "I intend to...", and optimally he would say, "Very well", and each man would execute his plan. This led to short term thinking and a focus on just not messing your own command, on avoiding errors at all costs. Factories in 19 th century England did it as well. Some are usually expected to follow, and the ones who lead are almost always ruthless in their leadership. ... (they can be found at the end of each chapter). This sucked up a lot of valuable time, both in maintaining the tickler and having the supervisory meetings. They continue to spawn additional leaders throughout the organization, creating a long-lasting, virtuous cycle that cannot be stopped. Not only was the tour extremely successful, retention numbers increased by an order of magnitude in just one year. The 20th century was the century of workers. The reason why the “leader-follower” philosophy worked for them was very simple: the workers were physical laborers, and they didn’t have to make any decisions for themselves.