“Turn the Ship Around!” by L. David Marquet is a compelling narrative about leadership and organizational performance, grounded in Marquet’s experience as a commander of the USS Santa Fe, a nuclear-powered submarine. The book diverges from traditional, top-down leadership concepts and advocates for a leader-leader approach, empowering every member of the team to take ownership and responsibility. This summary explores the major points and actionable advice from the book, including practical examples Marquet used to transform the USS Santa Fe into an exceptionally performing vessel.

Marquet assumed command of the USS Santa Fe, a submarine plagued by poor morale and subpar performance. Initially trained to lead with a command-and-control style, Marquet quickly realized that this traditional approach would not suffice on the Santa Fe, where subordinates were accustomed to merely following orders. Faced with a difficult situation, he embarked on a transformation journey to create a culture of leadership at every level.

Marquet describes how he abolished the convention of asking for permission to act. Instead, he began encouraging his crew to state what they intended to do. For example, instead of subordinates asking, “Captain, may I submerge the ship?”, the crew would say, “Captain, I intend to submerge the ship.” This linguistic shift promoted ownership and personal accountability.

When Marquet first implemented this approach, he did so by encouraging the chief engineer to state his intentions about conducting maintenance. Initially hesitant, used to seeking explicit orders, the chief engineer eventually adapted to the new system and began taking more proactive steps.

Marquet stressed the importance of competence for empowerment to be effective. He invested heavily in training and education, ensuring that every crew member was confident and knowledgeable in their roles.

He initiated a program where sailors were regularly quizzed on various technical aspects of the submarine and related operations. These knowledge checks weren’t punitive but designed to foster a culture of continuous learning and improvement.

An instance highlighting the impact of this approach was when a junior sailor identified a potential hydraulic fluid leak that could have compromised the submarine’s operation. Empowered and knowledgeable, the sailor was confident enough to flag the issue, averting a possible crisis.

Marquet recognized that withholding information stifled operational efficiency and trust. He worked to ensure that information flowed freely across all levels of the organization.

One effective practice was the regular “Pre-Engineer Officer of the Watch” (Pre-EOW) briefs. Instead of top brass discussing issues in isolation, various team members, including the most junior officers, were invited to participate and contribute. This practice ensured that more viewpoints were considered, often leading to better-informed decisions.

He placed significant emphasis on ensuring that the crew understood the “why” behind every command or operational objective. By explaining the rationale behind decisions and fostering a sense of common purpose, Marquet built trust and alignment.

During a critical readiness drill, instead of merely instructing the team to follow protocol, Marquet took the time to explain the strategic importance of each step in the drill. This clarity empowered the crew to think critically and act decisively under pressure, rather than blindly following orders.

One of Marquet’s key edicts was that authority should be delegated to those with the most relevant information, rather than the highest rank. This principle ensured that decisions were made more quickly and based on the most accurate, real-time insights available.

Marquet recounts an operation where the navigation officer made a crucial decision to alter the vessel’s course in response to rapidly changing conditions. Empowered with decision-making authority and equipped with real-time data, the officer’s prompt action was vital in navigating a potentially hazardous situation.

Marquet worked tirelessly to align the crew’s personal motivations with the submarine’s mission, fostering a powerful sense of joint ownership and responsibility.

A poignant moment in the book describes how, during a particularly challenging deployment, a junior officer suggested a small but significant procedural change that led to substantial improvements in operational efficiency. Empowered to take ownership, team members increasingly began contributing innovative ideas, enhancing overall performance.

Action: Encourage team members to state their intentions rather than seek permission.

Impact: Fosters personal accountability and rapid decision-making.

Action: Implement ongoing education and knowledge checks.

Impact: Builds a knowledgeable, confident team capable of proactive problem-solving.

Action: Dismantle barriers to information flow and include broader participation in briefings and decision meetings.

Impact: Enhances decision quality and team alignment.

Action: Clearly explain the reasons behind decisions and operational objectives.

Impact: Strengthens team cohesion and ensures aligned purpose.

Action: Delegate decision-making to those with the most relevant information.

Impact: Improves decision speed and accuracy.

Action: Align individual motivations with organizational objectives.

Impact: Creates a committed, innovative, and high-performing team culture.

“Turn the Ship Around!” is more than a guide to leadership; it’s a testament to the power of trust, accountability, and empowerment in transforming an organization’s culture and performance. Marquet’s experiences provide a rich tapestry of concrete examples, showing that even organizations steeped in tradition can pivot to new, more effective leadership paradigms. By adopting Marquet’s principles, any leader can enhance their team’s engagement, agility, and overall success.