BOOK SUMMARY 319 Turn the Ship Around!
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Summary written by: Jill Donahue
“I imagine a world where we all find
satisfaction in our work. It is a world where every human being is
intellectually engaged, motivated and self-inspired.”
- Turn the Ship Around! page xxx
David Marquet, an experienced naval officer, had an idea
to turn his ship around. He shares the story of how, by challenging the navy’s
traditional leader-follower approach, he propelled his ship, within one year,
from worst to first in the fleet. How? He rejected leader-follower as their
model.
The idea came to him when he gave an impossible order to
his crew (of more than 100 sailors aboard the USS Santa Fe, a nuclear-powered
submarine) and they blindly followed him because “he told them to.” What if,
instead, they were each empowered to challenge and to lead?
Turn the Ship Around! is
the story of Marquet’s journey with his crew. He shares the phases of struggle
from his frustration, questioning, and ultimate rejection of the
leader-follower model, to the trials and tribulations adopting the new model,
to the ultimate overwhelming success with the leader-leader model. As he says,
the steps are evolutionary while the result is revolutionary.
His book is a call to action for all those frustrated
workers and bosses for whom the leader-follower model just doesn’t cut it! You
will find answers in these pages and those answers will lead you to greater
success.
The Golden Egg
Thinking Anew
"At its core is the belief that we can all be
leaders and in fact, it’s best when we all are leaders."- Turn the Ship
Around! page xxvii
Leadership in the navy, and perhaps in your organization,
is typically about controlling people. It divides your team into two groups:
leaders and followers. This model worked well in the physically demanding
factories of the Industrial Revolution. But today’s work is less physical and
more cognitive. Should we still be using a model developed for physical labor
for our intellectual work? David Marquet doesn’t think so.
He proposes the leader-leader model is far superior to
the leader-follower model. Why? It achieves greater improvements in
effectiveness and morale and makes the organization stronger. These
improvements endure beyond the tenure of the current leader. They are
independent of the leader’s personality or presence. They are resilient and
don’t require the leader to always be right.
As Stephen Covey says in the forward “Our world’s
bright future will be built by people who have discovered that leadership is
the enabling art” (xxi).
Gem #1
Three keys to leader-leader
"The core of the leader-leader model is giving
employees control over what they work on and how they work."- Turn the
Ship Around, page 206
The mechanisms outlined in this book to turn passive
followers into active leaders can be summarized into three C’s:
1. Control
o
Resist the urge to provide solutions
o
Eliminate top-down monitoring systems
o
Think out loud (both superiors and
subordinates)
o
Use “I intend to….”
o
Short, early conversations make efficient
work
2. Competence
o
Don’t brief people, rather certify them
o
Learn (everywhere, all the time)
o
Continually and consistently repeat the
message
o
Specify goals, not methods
3. Clarity
o
Build trust and take care of your people
o
Achieve excellence, don’t just avoid errors
o
Encourage a questioning attitude over blind
obedience
o
Use immediate recognition to reinforce
desired behaviors
Marquet also includes ideas to start to achieve the
above. For example, to work on Control, ask people to complete this
sentence “Our company would be more effective if [level] management
could make decisions about [subject].” Then ask them what,
technically, do the people at this level of management need to know in order to
make that decision?
To achieve Clarity, have people write their ‘end-of-tour’
awards (3 years into the future) or at a minimum, their performance evaluation
for the next year.
To identify the specific changes needed to achieve the
broader ‘cultural shift’, he suggests that people complete the following
sentence: “I’d know we achieved [this cultural change] if I saw
employees [what specifically]”. I work with pharmaceutical teams to
help them achieve a more patient-focused culture, and this question helps them
clarify what exactly this patient-focused mindset means to them and what they
do each day.
He also offers ideas to help measure the above. For
example, to measure competence, ask people how many minutes a week they spend
learning on their own. Typically, it’s a small number. An organizational
measure of improving health would be to increase that number. Isn’t it true,
when you look around, the people and teams who are self-directed learners are
the most successful?
Gem #2
Do this not that!
"I believe that rejecting the impulse to take
control and attract followers will be your greatest challenge and, in time,
your most powerful and enduring success"- Turn the Ship Around! page 216
Marquet provides a description of the three-step
exercise he uses to help organizations achieve leader-leader outcomes.
1. Identify where excellence is created in your company
(what internal and external interfaces generate excellence).
2. Determine what decisions the people responsible for those
interfaces need to make to achieve excellence.
3. Understand what it would take to enable those people to
make the decisions that lead to the excellence.
To achieve leader-leader instead of leader-follower think
‘partner’ not ‘control.’ Here are the top ten mind shifts. Which ones do you
need to work on?
Don’t do this
|
Instead do this!
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Take control
|
Give control
|
Give orders
|
Avoid giving orders
|
Brief (tell)
|
Certify (train)
|
Have meetings
|
Engage in conversations
|
Focus on technology/products
|
Focus on people
|
Think short term
|
Think long term
|
Want to be missed after you depart
|
Want not to be missed after you depart
|
Protect information
|
Pass information
|
Increase monitoring / inspection
|
Reduce monitoring / inspection
|
Have a mentor-mentee program
|
Have a mentor-mentor program
|
Are you ready to take the first steps toward an empowered
and engaged team? Are you ready to embrace the changes that will unleash the
intellectual and creative power of your team members? Do you have the stamina
for long-term thinking?
No matter your business or position in that business, you
can apply Marquet’s ideas. Your reward? A team of leaders where everyone takes
responsibility. They will not only be more effective at their work, they will
be more engaged, happy and healthy. For most of our organizations, that’s a
ship turned around!
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