Turn The Ship Around A True Story Of Turning Followers Into Leaders
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“One of the 12 best business books of all time…. Timeless principles of empowering leadership.” – USA Today Since Turn the Ship Around! was published in 2012, hundreds of thousands of readers have been inspired by former Navy captain David Marquet’s true story. Many have applied his insights to their own organizations, creating workplaces where everyone takes responsibility for his or her actions, where followers grow to become leaders, and where happier teams drive dramatically better results. Marquet was a Naval Academy graduate and an experienced officer when selected for submarine command. He faced a new wrinkle when he was assigned at the last minute to the Santa Fe, a nuclear powered submarine that he hadn't been trained for. Facing the high-stress environment of a sub where there’s little margin for error, he was determined to reverse the trends he found: poor morale, poor performance, and the worst retention rate in the fleet. Almost immediately, Marquet ran into trouble when he unknowingly gave an impossible order, and his crew tried to follow it anyway. When he asked why, the answer was “Because you told me to.” Marquet realized that while he had trained for a different submarine, his crew had been trained to do what they were told -- a deadly combination. So Marquet flipped the leadership model and began to push for leadership at every level. Turn the Ship Around! reveals how the Santa Fe skyrocketed from worst to first in the fleet by challenging the Navy’s traditional leader-follower approach. Struggling against his own instincts to take control, he instead achieved the vastly more powerful model of giving control to his subordinates. Before long, each member of Marquet’s crew became a leader and assumed responsibility for everything he did, from clerical tasks to crucial combat decisions. The crew became fully engaged, contributing their full intellectual capacity every day. The Santa Fe set records for performance, morale, and retention. And over the next decade, the officers of the Santa Fe were selected to become submarine commanders in highly disproportionate numbers. Whether you need a major change of course or just a tweak of the rudder, you can apply Marquet’s methods to turn your own ship around.
Wall Street Journal Bestseller From the acclaimed author of Turn the Ship Around!, former US Navy Captain David Marquet, comes a radical new playbook for empowering your team to make better decisions and take greater ownership. You might imagine that an effective leader is someone who makes quick, intelligent decisions, gives inspiring speeches, and issues clear orders to their team so they can execute a plan to achieve your organization's goals. Unfortunately, David Marquet argues, that's an outdated model of leadership that just doesn't work anymore. As a leader in today's networked, information-dense business climate, you don't have full visibility into your organization or the ground reality of your operating environment. In order to harness the eyes, ears, and minds of your people, you need to foster a climate of collaborative experimentation that encourages people to speak up when they notice problems and work together to identify and test solutions. Too many leaders fall in love with the sound of their own voice, and wind up dictating plans and digging in their heels when problems begin to emerge. Even when you want to be a more collaborative leader, you can undermine your own efforts by defaulting to command-and-control language we've inherited from the industrial era. It's time to ditch the industrial age playbook of leadership. In Leadership is Language, you'll learn how choosing your words can dramatically improve decision-making and execution on your team. Marquet outlines six plays for all leaders, anchored in how you use language: • Control the clock, don't obey the clock: Pre-plan decision points and give your people the tools they need to hit pause on a plan of action if they notice something wrong. • Collaborate, don't coerce: As the leader, you should be the last one to offer your opinion. Rather than locking your team into binary responses ("Is this a good plan?"), allow them to answer on a scale ("How confident are you about this plan?") • Commit, don't comply: Rather than expect your team to comply with specific directions, explain your overall goals, and get their commitment to achieving it one piece at a time. • Complete, not continue: If every day feels like a repetition of the last, you're doing something wrong. Articulate concrete plans with a start and end date to align your team. • Improve, don't prove: Ask your people to improve on plans and processes, rather than prove that they can meet fixed goals or deadlines. You'll face fewer cut corners and better long-term results. • Connect, don't conform: Flatten hierarchies in your organization and connect with your people to encourage them to contribute to decision-making. In his last book, Turn the Ship Around!, Marquet told the incredible story of abandoning command-and-control leadership on his submarine and empowering his crew to turn the worst performing submarine to the best performer in the fleet. Now, with Leadership is Language he gives businesspeople the tools they need to achieve such transformational leadership in their organizations.
'David Marquet is the kind of leader who comes around only once in a generation ... his ideas and lessons are invaluable' Simon Sinek, author of Start With Why Captain David Marquet was used to giving orders. In the high-stress environment of the USS Santa Fe, a nuclear-powered submarine, it was crucial his men did their job well. But the ship was dogged by poor morale, poor performance and the worst retention in the fleet. One day, Marquet unknowingly gave an impossible order, and his crew tried to follow it anyway. He realized he was leading in a culture of followers, and they were all in danger unless they fundamentally changed the way they did things. Marquet took matters into his own hands and pushed for leadership at every level. Before long, his crew became fully engaged and the Santa Fe skyrocketed from worst t first in the fleet. No matter your business or position, you can apply Marquet's approach to create a workplace where everyone takes responsibility for their actions, people are healthier and happier - and everyone is a leader.
Now revised and expanded - the companion workbook to former submarine captain David Marquet's acclaimed leadership book, Turn The Ship Around! In Turn the Ship Around! 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. He gave up the traditional command-and-control model and instead inspired every member of his crew to embrace accountabliity. Santa Fe rapidly improved its dismal performance record and started winning awards as the best ship in its class. In this workbook -- now a revised and expanded second edition, with a new title -- Marquet helps readers apply his methods to their own organizations. Featuring extensive questions and exercises on how to delegate and inspire, this workbook will help readers build a work community based on personal responsibility and trust. As Marquet writes: Imagine a workplace where everone engages and contributes their full intellectual capacity, a place where people are happier and healthier because they have more control over their work -- a place where everyone is a leader.... All of this is possible, but not with the current leadership paradigm.
Imagine every employee...galvanized around a common vision and a shared purpose, treating the company as if it were their own, clearly understanding their specific role, managing the day-to-day chaos, and staying focused on the goals that matter most. Now imagine being the transformational and visionary leader of this company. Leading with Purpose gives you the blueprint to make this happen. It steps you through the creation of a simple, but powerful "one-page" plan and then shows you how to use it to develop an engaged and empowered team that collectively drives success, solves problems, and manages change. The book’s one-page plan coordinates with the Leading with Purpose online platform (www.leadwithpurpose.com) to which all readers get a free trial.
Read this million-copy bestseller for leadership insights about top-down change to improve productivity in your business starting with the most important person: You. When Captain Abrashoff took over as commander of USS Benfold, it was like a business that had all the latest technology but only some of the productivity. Knowing that responsibility for improving performance rested with him, he realized he had to improve his own leadership skills before he could improve his ship. Within months, he created a crew of confident and inspired problem-solvers eager to take the initiative and responsibility for their actions. The slogan on board became "It's your ship," and Benfold was soon recognized far and wide as a model of naval efficiency. How did Abrashoff do it? Against the backdrop of today's United States Navy, Abrashoff shares his secrets of successful management including: See the ship through the eyes of the crew: By soliciting a sailor's suggestions, Abrashoff drastically reduced tedious chores that provided little additional value. Communicate, communicate, communicate: The more Abrashoff communicated the plan, the better the crew's performance. His crew eventually started calling him "Megaphone Mike," since they heard from him so often. Create discipline by focusing on purpose: Discipline skyrocketed when Abrashoff's crew believed that what they were doing was important. Listen aggressively: After learning that many sailors wanted to use the GI Bill, Abrashoff brought a test official aboard the ship-and held the SATs forty miles off the Iraqi coast. From achieving amazing cost savings to winning the highest gunnery score in the Pacific Fleet, Captain Abrashoff's extraordinary campaign sent shock waves through the U.S. Navy. It can help you change the course of your ship, no matter where your business battles are fought.
Instability, disturbance, emergence, networks, informal learning, trial, error, adaptability, low growth, fl uctuation and momentum – these are the experiences that dominate the lives of today’s business leaders. There is a growing awareness that the old industrial constructs of detailed planning, perfection and process are no longer working as e ectively as we might wish in our large, established organizations. This book is a challenge to the way we relate to each other and lead businesses in the post-industrial age; it is full of passionate stories, refl ections and insights. The writing inspires the practice of alternative forms of courage, acceptance of our imperfections and new methods of contact with each other as we navigate the changing nature of the workplace.
The commander of the USS Santa Fe provides leadership lessons from his experiences in implementing an empowerment style of command, giving crew members more decision making authority and accountability, with a focus on accomplishments.
A former U.S. Navy commander draws on interviews with leaders from every branch of the U.S. military and the business world to discuss how to honor agreements with a staff, develop employees, and work on one's own terms.
FOREWORD BY LEGENDARY DUKE BASKETBALL COACH MIKE KRZYZEWSKI On the Edge is an engaging leadership manual that provides concrete insights garnered from various extreme environments ranging from Mt Everest to the South Pole. By reflecting on the lessons learned from her various expeditions, author Alison Levine makes the case that the leadership principles that apply in extreme adventure sport also apply in today's extreme business environments. Both settings require you to be able to make crucial decisions on the spot when the conditions around you are far from perfect. Your survival -and the survival of your team-depend on it. Featuring a Foreword from legendary Duke University basketball coach Mike Krzyzewski who knows all about leadership, On the Edge provides a framework to help people scale whatever big peaks they aspire to climb-be they literal or figurative-by offering practical, humorous, and often unorthodox advice about how to grow as a leader.