Turn the Ship Around

About the Author

L. David Marquet, a former Captain in the U.S. Navy, is renowned for his pioneering leadership methods that revolutionized how we think about command and control in organizations. Marquet graduated from the U.S. Naval Academy and served in various naval capacities before being assigned to command the USS Santa Fe, a nuclear-powered attack submarine. His assignment was unusual; originally prepared to command a different submarine, Marquet had only a few weeks to familiarize himself with the Santa Fe—a submarine notorious for its poor performance and demoralized crew. Despite these challenges, Marquet’s leadership transformed the submarine from the worst in its fleet to one of the most successful.

Marquet’s leadership style, which he details in his book Turn the Ship Around!, is grounded in the belief that organizations function best when everyone is empowered to lead. His approach is not merely theoretical; it was tested and proven under the most demanding conditions aboard the Santa Fe. After retiring from the Navy, Marquet became a sought-after speaker and consultant, sharing his insights with organizations worldwide. His work has had a profound impact on leadership practices across industries, proving that the principles he developed are as applicable in the corporate world as they are in the military.

Main Idea

At its core, Turn the Ship Around! advocates for a radical shift in how leadership is understood and practiced. The traditional “leader-follower” model, where a single leader makes decisions and the rest of the team executes them, is contrasted with the “leader-leader” model. Marquet’s primary argument is that organizations thrive when control is decentralized, enabling all members to think and act like leaders.

The book is a narrative of transformation. It details how Marquet implemented this new leadership philosophy aboard the USS Santa Fe, overcoming the deep-seated habits of a command-and-control culture. The result was a dramatic turnaround in the submarine’s performance and the morale of its crew. Marquet’s experiences serve as a practical guide for leaders in any field, offering actionable strategies to foster leadership at all levels of an organization.

In today’s complex and fast-paced world, where knowledge work is increasingly prevalent, the need for adaptive and decentralized decision-making is more critical than ever. Marquet’s leader-leader model addresses this need by empowering individuals, fostering a culture of continuous improvement, and aligning the organization’s goals with the actions of its members. By challenging conventional wisdom, Turn the Ship Around! provides a blueprint for sustainable success in any organization.

Table of Contents

1. The Leader-Follower Model
2. The Leader-Leader Model
3. A Leadership Revolution on the USS Santa Fe
4. Mechanisms for Success
5. Decentralizing Control
6. Increasing Competence
7. Creating Clarity
8. Long-Term Success

The Leader-Follower Model

The leader-follower model is a hierarchical approach to leadership that has been the dominant paradigm in organizations for centuries. In this model, a single leader at the top makes decisions, which are then passed down the chain of command to be executed by followers. This structure was effective in the past, especially in environments that required strict coordination of physical labor, such as military operations and industrial production. However, in modern organizations, particularly those involving knowledge work, the leader-follower model has significant limitations.

Marquet identifies several key problems with the leader-follower model. First, it creates a dependency on the leader for decision-making, which can slow down the organization’s ability to respond to changes and challenges. Second, it stifles creativity and innovation among team members, as they are expected to follow orders rather than think critically and contribute their ideas. Finally, it leads to disengagement and a lack of motivation, as individuals do not feel a sense of ownership or responsibility for the outcomes of their work.

The leader-follower model also assumes a fixed division between leaders and followers, which can limit the development of leadership skills among team members. As Marquet notes, “People who are treated as followers have little motivation to contribute their ingenuity and energy.” In environments where agility and adaptability are crucial, this rigid structure can be a significant hindrance.

The shortcomings of the leader-follower model became evident to Marquet when he took command of the USS Santa Fe. The submarine was struggling with low morale and poor performance, issues that were exacerbated by the traditional command-and-control leadership style. Marquet realized that to turn the ship around, he would need to implement a new approach—one that empowered every crew member to take on a leadership role.

The Leader-Leader Model

The leader-leader model is a fundamental departure from the traditional leader-follower approach. Instead of concentrating decision-making power at the top, this model distributes authority throughout the organization, enabling everyone to lead. Marquet’s leader-leader model is based on the belief that people are more engaged, motivated, and effective when they have control over their work and are trusted to make decisions.