Introduction

“Turn the Ship Around!: A True Story of Turning Followers into Leaders” by L. David Marquet recounts his experience as a Navy Captain who applied unconventional leadership methods aboard the USS Santa Fe, a nuclear-powered submarine. The book details his transformation of a poorly performing crew into one of the Navy’s best by fostering a culture of leadership at every level. This is achieved by empowering individuals to take initiative and assume responsibility, shifting from a leader-follower to a leader-leader model. The principles Marquet advocates can be applied in various organizational settings to enhance performance, engagement, and morale.

Point: Traditional top-down leadership creates bottlenecks and stifles initiative.

Action: Engage your team in decision-making. Encourage them to contribute ideas and make decisions within their areas of expertise to prevent delays and improve morale.

Example: When Marquet was unexpectedly assigned to the USS Santa Fe, a submarine he was not intimately familiar with, he realized the traditional command-and-control structure would be ineffective. Instead, he began to involve his officers in the decision-making process, leveraging their specific knowledge.

Point: Shifting from giving orders to declaring intent empowers teams and builds accountability.

Action: Rather than issuing directives, leaders should articulate their intentions and encourage team members to explain how they plan to achieve these goals.

Example: Marquet’s hallmark approach was to change the communication style on the submarine. Instead of giving orders, he would express his intent, such as, “I intend to submerge the ship to periscope depth.” This required subordinates to explain and think through their actions before proceeding, fostering a sense of ownership.

Point: Decentralizing control can develop leadership at all levels.

Action: Distribute power and control to lower levels of the organization to develop their leadership skills and confidence.

Example: Marquet found that by giving control to his crew members, such as allowing them to decide the specific tactics for maneuvers and operations, they became more engaged, made better decisions, and felt more accountable for the outcomes.

Point: Building a competent team requires clear communication and consistent training.

Action: Ensure that all members understand their roles and regularly invest in skill development and training.

Example: Marquet systematically invested in training and consistently communicated the importance of understanding tasks, systems, and the broader mission to his crew. He made sure that every crew member understood the operational and strategic implications of their duties.

Point: Creating an environment where it is safe to make mistakes and learn openly enhances team performance.

Action: Encourage a culture where mistakes are seen as opportunities for learning and not grounds for punishment.

Example: On the USS Santa Fe, Marquet emphasized learning from mistakes rather than punishing them, fostering a culture where crew members felt safe to innovate and suggest improvements.

Point: Aligning team actions with the organization’s purpose increases motivation and performance.

Action: Share the organization’s mission and values regularly to ensure all team members understand how their work contributes to the larger goals.

Example: Marquet ensured every sailor understood the mission of the USS Santa Fe and how their individual actions contributed to the security and operational success of the submarine. This understanding motivated them to perform at higher levels.

Point: Encouraging team members to think critically enhances problem-solving and innovation.

Action: Regularly challenge your team to question assumptions and think critically about the processes and strategies in place.

Example: Marquet would often ask his crew probing questions about their tasks and decisions, encouraging them to think deeply and critically about their actions and the potential outcomes.

Point: Leadership requires a solid understanding of the technical aspects of the work.

Action: Continuously educate yourself on the technical details of your field to lead more effectively.

Example: Despite initially not being familiar with the specifics of the USS Santa Fe, Marquet dedicated time to learning about the submarine’s systems. This effort gained respect from his crew and better-informed his strategic decisions.

Point: Breaking the status quo is essential for cultural transformation.

Action: Actively seek opportunities to challenge and improve existing practices and processes.

Example: Marquet did not accept “business as usual” aboard the USS Santa Fe. By challenging outdated practices and actively seeking innovations, he energized his team to strive for excellence rather than merely maintaining the status quo.

Point: Everyone should be a leader within their sphere of influence.

Action: Provide opportunities for team members to lead projects or initiatives, regardless of their formal titles or positions.

Example: Marquet empowered even the least-experienced sailors to take on leadership roles in their domains, such as leading maintenance tasks or developing new protocol suggestions, which cultivated a broader sense of responsibility and initiative.

In “Turn the Ship Around!”, David Marquet offers a compelling narrative on the transition from a leader-follower to a leader-leader model of operation. His innovative strategies fostered accountability, initiative, and engagement throughout his crew, transforming the USS Santa Fe’s performance and morale. The principles he shares—empowering subordinates, encouraging intentional actions, and promoting a culture of continuous learning and psychological safety—are broadly applicable across various organizational contexts. Leaders seeking to cultivate a high-performing, motivated team would benefit immensely from adopting Marquet’s empowered leadership approach.

Integrate Marquet’s Leadership Principles into Your Organization:

By embedding these practices, organizations can achieve improved performance, greater innovation, and a more engaged workforce, much like the transformation seen on the USS Santa Fe under Marquet’s leadership.