Turn the Ship Around Summary

Leadership is not about retaining power, but about empowering others to lead alongside you.

1. Traditional Leadership Structures Are Outdated

For centuries, organizations operated under a leader-follower model. This structure was effective for tasks requiring menial labor, such as building the pyramids or fueling the Industrial Revolution. Leaders gave orders, and workers followed.

However, the modern workplace requires cognitive skills and decision-making, not just physical effort. With these changes, the leader-follower model has become less effective, often leaving workers disengaged and undervalued. Today, people don't just want to follow orders; they want to contribute meaningfully.

This disconnect has noticeable effects. Job satisfaction is disturbingly low among U.S. workers, with less than half feeling content. Additionally, productivity issues are widespread, costing companies billions annually. It's time for leaders to challenge outdated models and rethink how they lead.

Examples

• Ancient Egypt operated with a strict top-down leader-follower approach while building the pyramids.
• During the Industrial Revolution, factories thrived on hierarchical systems to manage large-scale production.
• In modern workplaces, these models often fail to engage employees, as evidenced by low satisfaction and productivity levels.

2. The Leader-Leader Approach Empowers Everyone

Unlike the leader-follower approach, the leader-leader model distributes decision-making across the organization, tapping into the leadership potential of every team member. This system assumes everyone can lead, given the right environment.

In this model, information flows freely. Individuals are empowered to act on new data without waiting for instructions from higher-ups. As a result, decision-making becomes more agile, and teams gain ownership of their work.

On the USS Santa Fe, this approach dramatically turned things around. Once infamous for its poor performance, it became one of the highest-rated submarines in the U.S. Navy after adopting the leader-leader style. Crew satisfaction, retention, and effectiveness soared under this new system.

Examples

• On the USS Santa Fe, navigators could make real-time decisions without waiting for a captain's command.
• Crew retention increased as sailors took greater pride in their work.
• This shift earned the submarine the Arleigh Burke Trophy, recognizing it as the most improved ship in the fleet.

3. Empower Employees Through Responsibility

Empowerment starts by giving employees more control over their work. When you allow team members to take charge of decisions, they become more invested in the outcomes.

On the USS Santa Fe, captains traditionally controlled processes like leave approvals. Shifting this responsibility to division leaders streamlined operations and made chiefs more accountable. They became proactive in optimizing workflows and ensuring their teams performed well.

The phrase “I intend to” also encouraged autonomy. Team members informed the captain of their decisions rather than seeking approval, fostering a sense of ownership. This slight but powerful change encouraged accountability and reduced unnecessary bureaucracy.

Examples

• Chiefs approved leave requests, cutting out a complex chain of command.
• Division leaders improved team efficiency by owning outcomes.
• Sailors used the “I intend to” phrase to confidently communicate decisions, allowing for quicker actions.

4. Competence Must Back Responsibility

While empowering employees is key, you must ensure they have the knowledge and skills to handle their added responsibility. On the USS Santa Fe, deliberate action became a standard approach to minimize errors and increase focus.

When crew members performed a task, they paused, vocalized their intent, and gestured before taking action. This moment of deliberate thought helped others catch potential mistakes before they occurred.

Additionally, task certification replaced traditional briefing practices. Crew members were asked questions to prove their understanding of an assignment. This ensured that everyone involved was prepared, reducing mistakes and improving performance.

Examples

• Implementing deliberate action avoided repeated errors, such as shutting off circuit breakers prematurely.
• Certification processes revealed gaps in understanding and ensured readiness for high-stakes tasks.
• The nuclear-reactor inspection on the USS Santa Fe earned its highest-ever grade thanks to a skilled, attentive team.

5. Clarity Unites Teams Around Shared Goals

For a leader-leader model to function, every team member must understand and align with the organization’s goals. Clarity creates purpose and boosts motivation.

The USS Santa Fe reinforced its mission by connecting its work to the U.S. Navy’s noble legacy. Announcements of sunken submarines reminded the crew of their shared purpose – protecting their country. This sense of history helped build pride and focus.

Similarly, companies like Apple use their legacy to inspire employees. By consistently highlighting their culture of innovation, they encourage creativity and reinforce their brand identity.

Examples

• Sailors on the USS Santa Fe were deeply moved by historical reminders of sunken submarines.
• Apple’s “think different” philosophy underscores its commitment to innovation for its staff.
• Core values, like teamwork and service, are bolstered when directly tied to a clear organizational mission.

6. Recognition and Rewards Should Be Immediate

Delayed praise can dilute the power of recognition. Celebrating achievements as soon as they happen has a much greater impact and reinforces desired behaviors.

On the USS Santa Fe, successful decisions were acknowledged right after incidents. This immediate feedback energized sailors and provided a clear link between their actions and the success of the submarine.

Reward structures also need careful planning. If employees compete individually, teamwork can suffer. By setting collective goals, like a company surpassing a competitor’s stock price, you inspire collaboration and group success.

Examples

• Sailors received division-wide praise for quick thinking following successful maneuvers.
• Immediate recognition led to an energized and confident crew.
• Group rewards, such as stock-related bonuses, encouraged employees to collaborate around a shared target.

7. Top-down Oversight Isn’t Necessary for Great Decisions

Hierarchy often delays critical decisions. Rigid chains of command can prevent fast, effective responses in situations requiring immediate action.

On the USS Santa Fe, a shift in leadership meant even junior crew members could make important decisions. This trust in their judgment allowed the team to quickly resolve issues, avoid disasters, and operate efficiently.

Clear protocols and robust training supported this decentralized decision-making. While leaders remained available for guidance, trust and competence empowered individual action.

Examples

• Crew members sprang into action when observing potential risks, avoiding delays from waiting on senior approval.
• Proper training ensured decisions were consistently sound and well-informed.
• Leaders acted as facilitators rather than micromanagers, letting their team take the reins.

8. Answering Questions Builds Competence

Instead of relying on briefings, under which listeners might disengage, organizations should adopt certification methods that force active participation.

In certification sessions, team members are quizzed on their understanding of tasks. Their ability to answer confidently determines readiness to proceed. This ensures higher accountability and identifies gaps in skills or knowledge early on.

On the USS Santa Fe, this method replaced passive learning, dramatically improving the crew’s competence and preventing errors in demanding tasks.

Examples

• Sailors were required to answer questions about reactor protocols before being allowed to proceed.
• Certification conversations allowed inexperienced crew members to get the training they needed.
• Teams operated more independently and efficiently, knowing everyone was well-prepared.

9. Leadership Is About Building Other Leaders

True leadership focuses on developing the leadership potential of others. By empowering team members, leaders raise the entire organization’s performance and morale.

The USS Santa Fe became significantly more effective by requiring every sailor to think and act like a leader. This distributed structure not only improved outcomes but also provided personal fulfillment to every crew member.

Organizations that operate with leader-leader systems find long-term success because they build whole teams of leaders rather than relying on a few authoritative voices.

Examples

• The USS Santa Fe transitioned from a low performer to one of the highest-rated submarines.
• Sailors gained confidence and inspiration through decision-making roles.
• Businesses that adopt this model foster innovation and employee growth, as leadership potential is nurtured at every level.

Takeaways

1. Use “I intend to” statements to foster accountability and reduce unnecessary bottlenecks in decision-making.
2. Shift from briefings to certification sessions to actively engage team members and raise competence.
3. Recognize and reward successes immediately to motivate employees and reinforce desired behaviors.