Turn the Ship Around!

About the Author

L. David Marquet, a top graduate of the U.S. Naval Academy, commanded the nuclear-powered, fast-attack submarine USS Santa Fe. Under his leadership, the Santa Fe transformed from "worst to first," earning numerous awards for being the most improved ship in the Pacific and the most combat-effective ship in its squadron. Marquet's groundbreaking leadership approach, which emphasizes creating leaders at every level, is captured in his book Turn the Ship Around!

Main Idea

The main idea of Turn the Ship Around! is to challenge the traditional leader-follower model and replace it with a leader-leader approach. This model empowers every member of the team to take responsibility and initiative, thereby enhancing overall performance, morale, and engagement. Marquet illustrates how this approach can lead to remarkable transformations, using his experience aboard the USS Santa Fe as a case study.

Table of Contents

1. Introduction
2. Starting Over
3. Control
4. Competence
5. Clarity
6. Combat Effectiveness
7. Conclusion

Introduction

Marquet begins by recounting his own journey in the Navy, including a pivotal moment when he was allowed to take initiative for the first time. This moment shaped his views on leadership and set the stage for his later achievements. He introduces the core concept of his book: the leader-leader model, which he contrasts with the traditional leader-follower approach.

"We need to reject leader-follower as a model and view the world as a place for leaders everywhere." – L. David Marquet

Starting Over

Marquet details his initial struggles when he took command of the USS Santa Fe. Faced with a demoralized crew and a ship plagued by poor performance, he realized that the traditional leadership methods would not suffice. He began to question everything he had been taught about leadership and decided to implement a radical change.

Transformation Begins

Marquet's first step was to engage with the crew and understand their frustrations. He found that the leader-follower model was deeply ingrained and contributed to a lack of initiative and ownership. By involving the crew in decision-making processes and encouraging open communication, he began to shift the culture on board.

"I resolved that we would turn everything on its head." – L. David Marquet

The Initial Struggles

When Marquet took command, he was unprepared for the specifics of the USS Santa Fe since he had trained for a different submarine. This unfamiliarity forced him to rely on his crew for technical expertise, a scenario that facilitated his leader-leader approach. He began to delegate decision-making authority, but it wasn't without challenges. The crew was initially skeptical, and mistakes were made.

"I began to seriously question the image of sea captain as 'master and commander.'" – L. David Marquet

Control

The concept of control is central to Marquet's leadership philosophy. He argues that control should be distributed throughout the organization, allowing decisions to be made at the level where the information resides. This approach contrasts sharply with traditional hierarchical structures where decisions are made at the top.