When he took over as commander, Marquet had six months to get the submarine ready for deployment. Santa Fe was to join a battle group for a torpedo exercise in the Arabian Gulf intended to demonstrate combat effectiveness. Marquet needed to radically change the way officers and crew operated. Besides pushing authority downward to the chiefs, here are the other mechanisms or methods Marquet used to spread control throughout the organization: One of my favorite all-time leadership books is in fact titled Turn the Ship Aroundby L. David Marquet.

Marquet was assigned to command USS Santa Fe. His new boss, Commodore Mark Kenny, had pushed for him to get the job of turning around Santa Fe because of Marquet’s hunger for learning during commanding officer training. Un libro excelente sobre liderazgo, ese concepto tan vacío de significado y tan manipulado. David Marquet nos lleva por el viaje que recorrió en lo que era el peor de los submarinos de la Armada estadounidense y su transformación en el mejor en poco más de 3 años. Speechify AI Avatars & Video Create polished videos without any actors or equipment. Turn any text into high-quality videos with AI avatars and voiceovers – in minutes. Get people to act differently and they’ll begin thinking differently (starting with the “three-name rule.”). In the quote from the Scrum Guide above, we see competence and control clearly. The team is cross-functional, meaning they are competent to do the work required in delivering a valuable product. Second, they are self-managing, meaning they have control over what to work on and how to accomplish it. Third, not mentioned in the quote above, but the PO brings clarity through a clear and attainable product goal.

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Most people unconsciously divide the world into leaders vs followers, and make assumptions about what each group can/can’t do. Such assumptions influence our thoughts and actions to impact the performance of individual employees and the organization. That’s why “Turn the Ship Around” suggests that you think outside the box! Instead of a “leader-follower” approach, develop a “leader-leader” strategy. In short, train trailblazers – not devotees.

No matter your business or position, you can apply Marquet's radical guidelines to turn your own ship around. The payoff: a workplace where everyone around you is taking responsibility for their actions, where people are healthier and happier, where everyone is a leader.Break down what’s required to help your employees to make those decisions (e.g. technical knowledge, goal-clarity, decision-making authority and accountability) and make it happen. Getting the Most from “ Turn The Ship Around!” It starts with an uncomfortable thing: giving away some of your power. And there are two important ways in which you can do this: giving your employees greater responsibilities and allowing them to make decisions on their own. The traditional leader-follower model practiced in the U.S. Navy and most companies and organizations assumes there are two types of people: leaders who make decisions and followers who implement them. Control, we discovered, only works with a competent workforce that understands the organization’s purpose. Hence, as control is divested, both technical competence and organizational clarity need to be strengthened”

The leader-leader structure is fundamentally different from the leader-follower structure. At its core is the belief that we can all be leaders and, in fact, it’s best when we all are leaders. Leadership is not some mystical quality that some possess and others do not. As humans, we all have what it takes, and we all need to use our leadership” The typical leader-follower structure is designed to push information up the chain of command to the people who make the decisions. In contrast, Marquet pushed control, or decision-making authority, down to where the information originated. When we encourage our people to push the envelope on what has been done or achieved, there is a likelihood that they will stumble, fall and make some mistakes. In David’s book he talks about developing a “Leader / Leader” model instead. This structure requires each individual to think like a leader.Does your Scrum Team have control? If not, who does? The Scrum Master? Scrum Masters are not there to make decisions or give commands, but to give control to the team so that the team grows in self-management. Scrum Masters influence, facilitate, and help make things transparent so that the team can inspect and adapt the why, what, and how of their work. They also are resolved on removing impediments to self-management and cross-functionality so that their team can thrive. A leader-follower Scrum Master is a non sequitur. Scrum Masters must be leader-leaders. They must give control away so that one day they are almost not even needed. In Conclusion Leaders and managers face an increasingly complex world, where precise execution, teamwork and enabling of talent are competitive advantages. David Marquet provides a blue print, along with real-life examples and implementation mechanisms. Anyone who is charged with leading and making a difference needs to read this. (John Cooper, President and CEO, Invesco Distributors) David Marquet's book discusses 'successful motivation' that provided his people the energy to overcome difficult obstacles. The values that he imbued in his folks provided a 'burst of energy' that positively energized them by satisfying their needs for achievement, providing appropriate recognition, providing a sense of belonging, developing self-esteem, permitting a feeling of control, and permitting an ability to live up to appropriate standards. This type of leadership energizes the work force and allows senior management to 'paint the future and light a path that takes the entire team to it.' This is a must read for all who desire good moral influence on the work force! (Vice Admiral Al Konetzni, (USN, ret.) Former Pacific Fleet submarine commander.) But then it is good to read a business book based on real incidents, not anonymised case studies, and which shows how the approaches were developed, and indeed the mistakes made and corresponding learnings along the way. And Marquet does provide top and tail each chapter with the key learning points and with templates for how to apply this to other situations. What? Yet another book on leadership, filled with generic statements focused on WHAT (which is quite straightforward) instead of HOW (the hard part ...)? Not really, not this time.