Turn the Ship Around

Introduction

In "Turn the Ship Around," L. David Marquet shares his inspiring journey of transforming one of the U.S. Navy's worst-performing submarines into a highly effective and motivated team. As a former submarine commander, Marquet discovered that encouraging others to lead made him a better leader and empowered his entire crew to perform at their best. This book offers valuable insights into leadership, organizational structure, and employee empowerment that can be applied to various industries and situations.

The Leadership Crisis in America

Marquet begins by highlighting a concerning trend in the United States: a crisis of leadership that's negatively impacting businesses and the workforce. He points out several alarming statistics:

1. Job satisfaction in the U.S. has reached an all-time low, with less than half of workers feeling satisfied with their jobs between 2004 and 2012.
2. Productivity issues have led to losses of up to $300 billion in the United States alone.
3. Unemployment rates remained high for an extended period, sitting at 9% for a record 31 months until November 2011.

These symptoms indicate a deeper problem within organizational structures and leadership approaches. Marquet argues that the traditional leader-follower model, which has been used for centuries, is no longer suitable for modern workplaces.

The Outdated Leader-Follower Approach

The leader-follower approach has been the dominant leadership style for centuries, used in building the pyramids and driving the Industrial Revolution. This model is characterized by:

1. Decisions made by a leader (boss) and carried out by followers (workers).
2. Suitability for physical labor and menial tasks.
3. Ineffectiveness in modern workplaces that require cognitive skills and decision-making.

Marquet emphasizes that while this approach worked well for tasks like building pyramids, it's ill-suited for operating complex systems like nuclear submarines or running technology businesses. The author suggests that a radical change in leadership philosophy is necessary to address the current crisis and empower workers.

The Leader-Leader Approach: A New Paradigm

Marquet introduces the leader-leader system as an alternative to the traditional leader-follower model. This approach is based on the idea that leadership is not a quality reserved for a select few but something that exists in everyone. Key aspects of the leader-leader approach include:

1. Distributed decision-making power throughout the chain of command.
2. Empowering individuals to act on new information without waiting for approval from the top.
3. Recognizing and nurturing leadership potential in all team members.

To illustrate the effectiveness of this approach, Marquet shares his experience as the commander of the USS Santa Fe, a nuclear-powered submarine with a poor performance record. By implementing the leader-leader structure, he transformed the submarine from one of the worst-performing in the fleet to one of the best. The results were impressive:

1. Tactical effectiveness improved from "below average" to "above average to excellent" in inspections.
2. 36 crew members chose to re-enlist, significantly improving retention rates.
3. The USS Santa Fe was awarded the Arleigh Burke Trophy for most-improved ship in the fleet.

Implementing the Leader-Leader Approach

Marquet provides practical advice on how to implement the leader-leader system in an organization:

1. Rewrite the organizational DNA: Change the fundamental structure of decision-making to involve employees at all levels.

2. Give up some power as a manager: This may be uncomfortable but is necessary to create change in a hierarchical system.

3. Empower employees with greater responsibility: On the USS Santa Fe, Marquet gave chiefs more control over their divisions, including the ability to approve leave time without going through multiple layers of approval.

4. Use empowering language: The phrase "I intend to..." was introduced on the submarine to encourage crew members to take initiative and make decisions.

5. Ensure competence through deliberate action: Implement policies that require team members to pause, vocalize, and gesture toward what they're doing before taking action, reducing errors and improving safety.

6. Shift from briefing to certifying: Instead of simply giving information, require team members to answer questions about their assigned tasks to ensure they're prepared and attentive.

Building Competence and Clarity

Marquet emphasizes the importance of ensuring that employees can handle increased responsibility. He suggests two key mechanisms for building and maintaining competence:

1. Taking deliberate action: This involves pausing, vocalizing, and gesturing before performing a task. This practice helps reduce errors by allowing others to monitor and correct mistakes before they occur.

2. Certifying instead of briefing: Rather than simply providing information, leaders should ask questions to certify that team members understand their tasks and are prepared to carry them out.

These practices helped the USS Santa Fe achieve the highest grade ever given on nuclear-reactor operations inspections, demonstrating their effectiveness in improving competence and performance.

Clarity of Purpose and Goals

In a leader-leader organization, it's crucial that everyone is aligned with the same goals and values. Marquet suggests several ways to achieve this:

1. Inspire employees with the company's legacy or history: On the USS Santa Fe, the crew was reminded of their purpose by announcing when they passed sunken U.S. submarines, reinforcing their mission to serve and protect.

2. Use corporate history to reinforce core values: Companies like Apple hold employee conferences that highlight their philosophy of "thinking differently" through their history of innovation.

3. Provide immediate recognition and praise: Acknowledge good performance as soon as possible to reinforce core values and desired behaviors.

4. Structure rewards to build camaraderie: Focus on "man-versus-nature" rewards that pit employees against external challenges rather than against each other, fostering teamwork and a stronger work ethic.

The Impact of the Leader-Leader Approach

Marquet's experience on the USS Santa Fe demonstrates the power of the leader-leader approach in improving both productivity and employee satisfaction. By changing the way leadership is perceived and practiced, organizations can achieve remarkable results:

1. Increased job satisfaction and engagement among employees.
2. Improved performance and productivity across the organization.
3. Better retention rates and a more motivated workforce.
4. Enhanced problem-solving capabilities at all levels of the organization.
5. A more agile and responsive team that can adapt to changing circumstances.

Applying Leader-Leader Principles in Different Contexts

While Marquet's experience comes from a military setting, the principles of the leader-leader approach can be applied to various industries and organizations:

1. Technology companies: Empowering developers and engineers to make decisions can lead to more innovative solutions and faster problem-solving.

2. Healthcare: Giving nurses and support staff more autonomy can improve patient care and hospital efficiency.

3. Education: Encouraging teachers to take leadership roles in curriculum development and school management can enhance the quality of education.

4. Retail: Empowering store managers and front-line employees to make decisions can improve customer service and store performance.

5. Manufacturing: Implementing leader-leader principles on the factory floor can lead to increased efficiency and quality control.

Overcoming Challenges in Implementing Leader-Leader

Transitioning to a leader-leader approach may face some obstacles:

1. Resistance from traditional leaders who are uncomfortable giving up control.
2. Initial confusion or uncertainty among employees who are used to following orders.
3. The need for additional training and support to build competence at all levels.
4. Potential short-term inefficiencies as the organization adapts to the new structure.

To address these challenges, Marquet suggests:

1. Gradual implementation of leader-leader principles, starting with small teams or departments.
2. Consistent communication about the benefits and expectations of the new approach.
3. Providing ample training and support to help employees develop leadership skills.
4. Celebrating early successes to build momentum and buy-in across the organization.

The Long-Term Benefits of Leader-Leader

Adopting a leader-leader approach can have far-reaching positive effects on an organization:

1. Increased innovation and creativity as more people are empowered to contribute ideas.
2. Improved adaptability to market changes and challenges.
3. Enhanced employee retention and easier recruitment of top talent.
4. A more resilient organization that can withstand leadership changes.
5. Sustainable growth and performance improvements over time.

Final Thoughts

"Turn the Ship Around" presents a compelling case for rethinking traditional leadership models. L. David Marquet's experience on the USS Santa Fe demonstrates that empowering employees at all levels can lead to remarkable improvements in performance, job satisfaction, and overall organizational success.

The leader-leader approach offers a solution to the leadership crisis facing many organizations today. By recognizing the leadership potential in every team member and creating an environment where decision-making is distributed, companies can tap into the full potential of their workforce.

As we look to the future of work and leadership, the principles outlined in this book provide a roadmap for creating more engaged, productive, and satisfied teams. Whether in the military, corporate world, or any other organizational setting, the leader-leader approach has the potential to transform how we think about and practice leadership.

By embracing these ideas and implementing them thoughtfully, leaders can create a ripple effect of positive change that extends far beyond their immediate team or organization. In doing so, they contribute to building a more empowered, innovative, and resilient workforce that is better equipped to face the challenges of the 21st century.