Turn The Ship Around!: A True Story of Turning Followers Into Leaders

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Short early conversations make efficient work (another mechanism for control) - this is basically like a daily standup in Agile - it helps to talk through any questions and get an idea of where potential misunderstandings or misdirections may lie. A standup isn't intended to solve all the problems - you may create more meetings out of this but it's a good touchpoint! Within a year of taking over command of Santa Fe, he had turned the ship around with a marked improvement in performance, a huge jump in enlistments and retention and crew members were visibly advancing in their careers. To incorporate the 3 sets of mechanisms above into your organization: With little room for error, a nuclear submarine is an unlikely setting for trying out a new leadership model. But to turn around the beleaguered Santa Fe, Marquet felt he had no other option. Will this book shake your world? In my case, it didn't, but as it's a nice set of R-L cases, it's truly educative & I believe it has provided my some additional input to "digest" intellectually.

USE YOUR LEGACY FOR INSPIRATION is a mechanism for CLARITY." Note achievements and legacy - these are helpful for guiding the team.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. This terrific read actually provides new and valuable insights into how to lead. And nothing important gets done without leadership. Captain Marquet takes you through his life of learning how to lead, and presents you with a winning formula: not leader-follower, but leader-leader. It's about leading by getting others to take responsibility--and like it. It works for business, politics, and life. (Leslie H. Gelb, president emeritus of the Council on Foreign Relations, a member of several business boards, and a former columnist for The New York Times)

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.Focusing on avoiding mistakes takes our focus away from becoming truly exceptional. Once a ship has achieved success merely in the form of preventing major errors and is operating in a competent way, mission accomplished, there is no need to strive further.” We’ve already learned a thing or two about leadership from some the past greats, such as Lincoln and Washington. And we went over the 21 laws of leadership. I was told this book explicitly is a foundation one successful organization has built its engineering culture upon, drawing strongly from its wisdom & principles Marquet’s early ideas on leadership came from reading classics and from movies, where plots centered on a heroic leader and his followers. His Naval Academy training reinforced the assumption people are either leaders or followers. However, based on several frustrating early experiences, Marquet began questioning this model of leadership and ultimately rejected it. 1989: The Irish Sea