Leadership Is Language

About the Author

L. David Marquet is a highly respected leadership expert, former U.S. Navy captain, and the author of the bestselling book Turn the Ship Around!. Marquet is known for his revolutionary approach to leadership, which he developed during his command of the USS Santa Fe, a nuclear-powered submarine. When Marquet took command, the Santa Fe was one of the worst-performing submarines in the fleet, plagued by low morale and poor performance. However, through his innovative leadership techniques, he transformed the Santa Fe into the top-performing submarine in the U.S. Navy, earning it numerous accolades.

Marquet’s leadership philosophy, known as "Intent-Based Leadership," emphasizes the importance of decentralizing decision-making and empowering individuals at all levels of an organization to take ownership of their work. This approach is a radical departure from traditional command-and-control leadership models, which centralize authority in the hands of a few. Marquet’s work has had a profound impact on the way organizations think about leadership and has been widely adopted by companies around the world.

Main Idea

In Leadership Is Language, Marquet challenges the conventional wisdom surrounding leadership communication. He argues that the language used by leaders plays a critical role in shaping the behavior, attitudes, and performance of their teams. According to Marquet, traditional leadership language, which is often authoritative and directive, stifles creativity, discourages collaboration, and undermines employee engagement.

Marquet advocates for a new approach to leadership communication—one that is based on collaboration, experimentation, and empowerment. By adopting this new language of leadership, Marquet believes that organizations can foster a more adaptive, innovative, and high-performing workplace where employees are fully engaged and motivated to contribute their best efforts.

Table of Contents

1. Introduction to Leadership and Language
2. The Problem with Traditional Leadership Language
3. The Cost of Outdated Communication
4. The Power of Collaborative Language
5. Building a Culture of Experimentation
6. Empowering Teams Through Language
7. Encouraging Psychological Safety and Trust
8. The Role of Reflection in Continuous Improvement
9. Conclusion: The Future of Leadership

Introduction to Leadership and Language

The central premise of Marquet’s work is that the language leaders use is not merely a tool for communication, but a powerful force that shapes the culture, dynamics, and outcomes of their teams. Traditional leadership models, particularly those rooted in the industrial era, emphasize control, authority, and efficiency. These models often rely on language that is directive and authoritative, which Marquet argues is not only outdated but also counterproductive in today’s rapidly changing and complex business environments.

In the modern workplace, success is no longer determined solely by efficiency or output but by the ability to adapt, innovate, and learn. This requires a shift in how leaders communicate with their teams. Rather than issuing orders and expecting compliance, leaders must engage in dialogues that encourage participation, foster creativity, and empower employees to take initiative. This new language of leadership is characterized by open-ended questions, collaborative decision-making, and a focus on learning and improvement.

The Problem with Traditional Leadership Language

Traditional leadership language is often rooted in the command-and-control model, where leaders are expected to have all the answers, make all the decisions, and give orders that are to be followed without question. This approach to leadership, while effective in certain contexts, can be highly limiting in dynamic and complex environments. Marquet argues that such language reinforces a hierarchical structure that discourages employees from speaking up, sharing their ideas, or questioning decisions.

"The way many leaders speak and many modern workplaces function is based on the leadership model developed during the early 1900s—one that prioritized maximizing output from workers and maintaining strict control over all decisions and operations." – L. David Marquet

This traditional language of leadership creates a divide between "thinkers" (leaders) and "doers" (employees). Leaders make decisions based on their own perspectives and experiences, while employees are expected to execute those decisions without offering input or raising concerns. This division not only stifles innovation but also leads to poor decision-making, as it excludes the valuable insights and expertise of those closest to the work.