by L. David Marquet is the story of how a captain turned the U.S. Navy’s worst-performing nuclear submarine crew into one of the best. First Edition:2012. Are your employees striving for excellence or just trying to avoid mistakes? Besides pushing authority downward to the chiefs, here are the other mechanisms or methods Marquet used to spread control throughout the organization: Unlock the full book summary of Turn the Ship Around by signing up for Shortform. Encourage questions, not blind obedience. that provides a more detailed account of the events described in the A and B cases. The initial focus was on decentralizing control. Turn the Ship Around tells the story of how a mediocre Navy submarine crew became a highly respected crew by the works of a new navy captain. Upon inspection, he found that bolts on a seawater heat exchanger had been improperly installed to save time.... 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. Create guiding principles to aid decision-making. As a result, team members see themselves as leaders instead of followers. It presents a different approach to leadership, using a “leader-leader” model instead of a “leader-follower” … The book is full of great insights and advice on how to slowly incorporate these leadership concepts into your organization without too much dramatic change all at once. Besides being ineffective, the system meant that the officers were taking responsibility for the work of others below them. Over time, Marquet and his officers came up with 20 “mechanisms” (Navy terminology for methods practices) to transform Santa Fe from a leader-follower to a leader-leader organization. Here's what the ratings mean: Applicable – You’ll get advice that can be directly applied in the workplace or in everyday situations. The speech changes the crew's mind, but Walton fears only temporarily. Marquet called a surprise drill and it went poorly. Turn the Ship Around! He decided not to replace anyone on the crew, to send the message that he believed Santa Fe had a leadership problem, not an incompetent crew. They identified several possible reasons for the insufficient initiative. We look at every kind of content that may matter to our audience: books, but also articles, reports, videos and podcasts. Supervisors should build trust and motivation by putting the team’s interests first. is the story of Marquet’s journey with his crew. Decentralizing control under a leader-leader system only works when the people receiving increased control have the technical competence or knowledge to make decisions. But to turn around the beleaguered Santa Fe, Marquet felt he had no other option. Read full summary of Turn the Ship Around. When L. David Marquet became captain of USS Santa Fein 1999, it was the worst-performing nuclear-powered attack submarine and crew by Naval standards. But the crew was still focusing on complying with procedures and avoiding mistakes rather than on combative effectiveness. It also was a test of the leader-leader model. The chiefs’ new authority generated excitement and strengthened their connection with the sailors responsible for day-to-day maintenance and operation of the submarine. Take care of your team. To... To reduce errors made by people acting on autopilot, Santa Fe used a procedure called taking “deliberate action.” Before acting, a crew member would pause and verbally state what he intended to do. Innovative – You can expect some truly fresh ideas and insights on brand-new products or trends. We rate each piece of content on a scale of 1–10 with regard to these two core criteria. The crew had to locate and fix the problem, then restart the reactor. Well structured – You’ll find this to be particularly well organized to support its reception or application. He asked supervisors to identify the end-of-tour awards they were striving for, or write their own personnel evaluation for the next year, indicating what they would accomplish. It functions particularly badly for intellectual work. Specify goals, but let crew members decide the best methods for reaching them. Most people are enthusiastic when they begin new jobs. But most inadvertently shut down their new employees pretty quickly, telling them to be “team players” and follow instructions. The leader-follower model promotes rote followership. This book describes the specific methods Marquet used on Santa Fe to transform the organization. For beginners – You’ll find this to be a good primer if you’re a learner with little or no prior experience/knowledge. Would you say that your managers and employees have a sense of ownership for their work? 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. Begin with the end in mind: Set long-term goals. In discussing the torpedo exercise, in which Santa Fe needed to intercept and sink an enemy submarine, Marquet pointed to the chart and said, “We need to be at 0600,” based on where he thought the enemy would be. Any responsibility for his unhappiness the most respected teams in the Captain initially refuses, but Walton fears only.. Has worked in House because reporting it up the chain of command to the factories of world! 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