The book was suggested to me on the topic of leadership and being a leader that inspires greatness in organisations and people. 6) Why is Walton trying to reach the... Robert Walton is a well-to-do explorer from England. 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.” We strive to grow each day. If the decision needs to be made urgently, make it, then have your team evaluate your decision after the fact. How do you raise morale quickly? Most of the books you’ve so far read about leadership are written by leaders and about everybody. 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. 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. Filed under: Business Essentials, Human Resources, Innovation, Leadership, Management. And if you develop an extensive pool of talent via your leader-leader structure, you will have more wiggle room in giving people personal time when they need it most. Marquet decided he needed to not only have an initiative for the chiefs, but something for the entire ship. Finding out daily how the crew's time was being wasted and their talents ignored provided a tremendous call to action for Marquet – an eagerness to turn everything on its head. Also the whole idea of such programs was inherently contradictory – power needed to come from within, not from one's boss. Do you have a rich organizational legacy? Have your processes become the master rather than the servant? Are they rewarded for the success of their people? Do you recognize situations in which you need to resist the urge to provide solutions? Marquet was at the time engineer officer on the ship, and instituted a plan to give control, rather than orders, to his engineering department. Do others know them? Empowerment is needed to undo all the to-down, do-what-you're-told, be-a-team-player messages that result from leader-follower. 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. It was never a "me versus you" issue. 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? “Leadership is communicating to people their worth and potential so clearly that they are inspired to … What kind of leadership model does your business or organization use? I can’t deny that the cover photograph of a US nuclear-powered submarine didn’t sway my decision to pick up and read this book. When the Santa Fe violated an important electrical docking procedure, Marquet could have tried to handle it just "in-house" to avoid future additional oversight and procedures – but instead, chose to be as transparent as possible to all outside inspectors, scheduling a meeting with everyone to discuss the violation. Capt. It is more likely to make things worse. If you're like me, this is a huge turn-off. Then sort and prioritize then answers, and discuss how to code the behavior into the organization's practices. The attitude of "Whatever they tell me to do" was pervasive on the Santa Fe. e david@turntheshiparound.com tw @idavidmarquet. Will employees in your workplace revert to acting hastily and automatically in a real-life situation? Of course, many times, Marquet would have to ask a bunch of follow up questions to make sure the plan was sound. 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. It's crucial for everyone to see the ultimate, noble purpose of the organization for them to do anything to support the mission – instead of coming to work with only the hope of not screwing up. Leader-leader structures are significantly more resilient, and they do not rely on the designated leader always being right. And this is especially true for leaders and managers! In the “fast” world of today, however, being a leader is much more like being a […] Turn the Ship Around! The little girl takes her job seriously, and shows her new governess around Bly's many rooms and hallways. », We attempt or avoid difficult conversations every day – whether dealing with an underperforming employee, disagreeing with a spouse, or negotiating with a client. And that’s why Apple shares the “think differently” motto many times a year with its employees. But telling someone to pay attention hadn't worked in the past. Pharaohs did it. Because, if there’s one thing people like more than following is being followed. In short, a revolutionary book about leaders who want to disrupt the leader-follower paradigm by learning about the benefits from an unconventional source: The US Navy. Turn the Ship Around! 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 does that legacy shed light on your organization's purpose? Now, delegating is not a magical stick. What are the things you are hoping I don't change? How comfortable are people in your organization with talking about their hunches and their gut feelings? What would you and your team like to accomplish? 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 impediments do you have to doing your job? Are your staff complying with procedures to the neglect of accomplishing the company's overall objectives? When writing the Santa Fe's guiding principles, he would ask: if he were a crew member and faced with deciding between two courses of action, would the principles provide the right criteria against which to select the appropriate course of action? They didn’t ask for permissions. In a leader-follower structure, the performance of the organization is closely linked to the ability of the leader. How do these images influence how you think about yourself as a leader? e Jan.Hagen@esmt.org A good organizational measure of improving health is to ask your employees how many minutes a week they spend learning on their own – this is how you get ownership, or employee engagement. To promote long-term success, you must ignore short-term reward systems. But how do you reduce mistakes, especially those made unconsciously? The way he was told to manage others wasn't the way he wanted to be managed – he was at his best when given specific goals but broad latitude in how to accomplish them, but was expected to instead give a bunch of tasks to his people. During emergency drills, Marquet watched the eyes of his watch officer: If they went down, to a written procedure, or looked unfocused, it was bad; if they were focused on the indications that would provide the necessary information for making the next decision, it was good. Go forward one more time. Do you have a recognition and rewards system in place that allows you to immediately applaud top performers? When they get to the other side of the lake, they see the boat, exactly as the governess had expected. David Marquet is a former U. S. Navy captain and a successful author on articles and books about leaders and leadership. He is a contributor to “Forbes”, and publishes the weekly YouTube motivational, “Leadership nudges”. 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. Their creativity and innovation go unappreciated, and eventually they just stop trying and just do the bare minimum to get by. He gave his chiefs sole responsibility for the performance of their divisions, by giving them final approval over leave, on-call responsibilities, training enrollment, qualification schedules – eliminating six steps of the approval process above the chiefs. The purpose of this mechanism was to show the crew of Santa Fe that they were responsible for Santa Fe. Supervision? The top-down, leader-follower structure has excellent results in the short term – subordinates become comfortable with not having to do the hard work of thinking, making decisions, being responsible and accountable. How can you get your project teams interacting differently but still use the same resources? 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. Are your guiding principles referenced in evaluations and performance awards? How do we create resilient organizations where errors are stopped as opposed to propagating through the system? All teams will then be collaborators working against a common external goal. A 1981 U.S. How many did you have last year?" Turn the Ship Around –A true story of turning Followers into Leaders. Junior crew members often looked to see what their chiefs did to get a sense of whether they wanted to stick around and have that job – and the chiefs on Santa Fe had an amazing job: direct power and responsibility over 135 sailors and a $2B warship. Because at least 1 in 2 Americans doesn’t like his or her job! 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? For how many of your workers can you say that? The Leader-Leader Philosophy Is the Future. There’s no better way to inspire your subordinates than making them an equal part of the same decades-long story. Marquet's primary focus when he assumed command was to divest control and distribute it to the officers and crew: to push down decision-making authority (for both how they were going to work, and toward what end) to where the information lived. The Skipper of the Sephora arrives on board the Captain's ship, looking for any sign of Leggatt. How do you embed a cultural change in your organization? How do you react when an employee admits to doing something on autopilot, without deliberately thinking about the action or its consequences? Do things to reinforce the principles and make them real, e.g. Notes, Books, Management, Culture 01 June 2017. It was clear the crew was in a downward spiral: poor practices resulted mistakes which resulted in poor morale which resulted in avoiding initiative and doing only what was necessary. Some notes from “Turn the ship around” By L. David Marquet. The violation meeting ended up being 8 hours long, much of which was spent discussing how to prevent it from happening again: They concluded that the mechanism should be to "take deliberate action": prior to any action, having the operator pause, vocalize, and gesture toward what he was about to do – even if no one was there to see. In retrospect, Marquet realized what was missing. Increased decision making will result in greater engagement, motivation, and initiative. To what degree does technical competence form the basis for leadership? One easy way is to talk about them – embed them into your guiding principles; use those words in efficiency reports and personnel awards. Everyone can be a leader, in its own fashion. But you can do both: assign the grade based on the fixed objective, and also provide data on how the team stacks up against other teams. The Times They Are A-Changing You will never have zero errors, and so you will always feel bad about yourselves. How would your middle managers react if you implemented a checkout system like the one described in this chapter? The two then go around the lake to see if they can find Flora. Why is doing what you are told appealing to some? Marquet then began observing the ship's routines, and found a trend of top-down micromanagement – the captain leaving his fingerprints everywhere, telling people what to do + exactly how and when to do it. Most of the companies today are filled with smart and confident people who can add value to the company if given more freedom and responsibilities. Or do we think first, and then change our actions? Have you assigned a team to write up the company's goals three to five years out? He brought together his chiefs (the highest ranked non-officers; several steps below his department heads) and talked with them honestly what running the submarine would actually mean, with the sole output as concrete mechanisms for change: Marquet's ultimate worry was that interests of command wouldn't be maintained by bringing decision making downward, but this fear ended up never materializing. Just having a strong personality as leader doesn't make for good leadership – you need your followers to be just as independent, energetic, emotionally committed, and engaged. Just giving your employees the solution deprives them of the opportunity and obligation to think – sometimes, it's best to ask for another solution and keep quiet. Do your guiding principles help people in your organization make decisions? All errors, omissions, and representations are mine. This approach can be applied to any organization to unlock the energy and potential … Encourage a questioning attitude over blind obedience. Find the genetic code for control and rewrite it. “Turn the Ship Around” doesn’t conform to this standard. To change employees' behaviors, you can either change your own thinking and hope this leads to new behavior, or change your behavior and hope it leads to new thinking. Apparently, Count Dracula himself is "residing" in one of these boxes. Teams are given greater decision-making control and have both competence and clarity. Do you ever walk around your facility listening solely to what is being communicated through informal language? 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." Are you ready to embrace the changes that will unleash the intellectual and creative power of the people you work with? Will you know if you've accomplished your organizational and personal goals? Focusing on errors is helpful to understand the mechanics of procedures and detecting major problems before they occur, but is debilitating when it's adopted as the objective of an organization – it takes your focus away from being truly exceptional. He then set a goal for his officers: to give a sufficiently complete report so that he would have no questions, and all he had to do was to give a simple approval. People need to be technically competent to make the decisions they make. Use "I intend to..." to turn passive followers into active leaders. Supervisors also need to recognize that the demand for perfect products the first time they see them results in significant waste and frustration – well-meaning yet erroneous translations of intent can lead to significant wastes of resources if not caught early. They wanted to encourage each person to establish personal goals – take courses, read books, exercise, etc. They required fewer reports and inspection points. When you investigate the criteria that went behind decisions, do you find that avoidance of negative outcomes far outweighs accomplishing positive outcomes? The crew lost perspective about what was important. Worker satisfaction is now at an all-time low. Hold off on questioning or being critical until after you've established trust. Well, people like to follow. Falseness in what the org is about will cause problems when making decisions, as they won't be aligned with the org's goals. What we need instead is release, or emancipation – we recognize the inherent genius, energy, and creativity in all people, and allow those talents to emerge. Just provide your people with the objective, and let them figure out the method. Previous Next ... she asks Flora to show her around the place. The Leader-Follower Philosophy Is a Thing of the Past As the importance of doing things right increases, so does the need to act deliberately. How can you minimize errors but not make that the focus of your organization? How can you improve your team's cooperation with those inspectors? As Marquet explained, the state of the ship was poor because everyone was waiting to be told what to do, as well as working o… The workbook, Turn Your Ship Around! How deeply is the top-down, leader-follower structure ingrained in how your business operates? Guiding principles have to accurately represent the principles of the real organization, not an imagined one. That way, they will feel as part of a family. What are some of the costs associated with doing things differently in your industry? Its outlook, however, is groundbreaking even in that area. The issues lies with our current leadership model: dividing the world into leaders and followers, with the former controlling the latter. This happened on the Santa Fe – some chiefs took their increased authority and used it to make their lives better, missing their obligation towards their men. You would give everything to not have to go to work tomorrow! 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? To what degree does trust factor in the above? What will it take to redesign your management team's schedule so you can mentor one another? 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. 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. They can't see in their imagination how this new culture will work, until you tell them enough times that something breaks through. He found it useful to ask the others to write their performance evaluations or awards in the next year or the end of their tour – specific and measurable goals that you can plan against. The leader-leader model not only achieves great improvements in effectiveness and morale but also makes the organization stronger. In your organization, are people rewarded for what happens after they transfer? When problems occur, do you immediately think you just need to manage everything more carefully? It’s even more democratic than “The Leaders We Need.”. The 20th century was the century of workers. Have you reviewed your operations manual lately to replace general terminology with clear, concise, specific directions? when writing awards or evaluations, couch behaviors in the language of the principles. “Turn the Ship Around” is an unconventional book about leadership in any possible way. Could your mid-level managers think through and defend their plan of action for the company's next big project? Rather than telling everyone what to do, he asked questions about how they thought the problem should be approached. There are significant benefits to thinking differently about leadership. Here are some notes and highlights I took while reading "Turn the Ship Around! When certifying, make it clear that it's a decision meeting – one that will result in a go/no go based on their readiness for the procedure. This link is a summary of my notes on the book. 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. Emancipated teams have no more need of empowerment – they no longer rely on you as a source of power. It's important to note the difference between trust, the faith that the subordinate believes they are making the right decision, and the actual merit and tactical value of that decision compared to other decisions. Marquet had a system (a binder, in this case, called the tickler) that was focused on understanding the status, instead of actually getting the work done. Leader-leader structures spawn additional leaders throughout the organization naturally. Jan Hagen is an Associate Professor at ESMT Berlin, Germany. How comfortable are you with showing your gut feelings to your staff? Turn the Ship Around! Finally, it wasn’t received the way you would expect it to be! The charts for the Santa Fe's first route had this element of pressure, plus a common desire of subordinates to present their boss with a "perfect" product the first time – and so they were delivered just 48 hours before underway, perfect in terms of compliance but outlining the wrong route. Deliberate action had continuous benefits in reducing errors and signaling intent. What are you willing to personally risk? What can you as a subordinate do to get your boss to let you try a new way of handling a project? How could you implement a "we learn" policy among your junior and senior staff? Have you ever uncovered a "reason why" that wasn't a reason at all – one that was chosen arbitrarily or just based on what was convenient at the time? On the Santa Fe, instead of openly tracking, reporting, and discussing errors to identify causes, the culture was one where mistakes were avoided at all costs – and the easiest way to not make errors was to just not make any decisions. This sucked up a lot of valuable time, both in maintaining the tickler and having the supervisory meetings. Finally, distributing control by itself wasn't enough – the new decision makers were now required to have a higher level of technical knowledge and sense of organizational purpose than before. Go Around the lake, they see the boat operated prevented him from falling into old leader-follower.! Man 's search for the chiefs, but he took away any decision-making opportunities his crew the... Absence of informal communication, of `` Whatever they tell me to do '' was on! 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