“Turn the ship around!” — The military tale of how giving up control leads to success
I was handed a copy of “Turn the Ship Around!” at the end of an inspiring company leadership on-site earlier this year, and — to be honest — I was hesitant to read it at first. My inclination towards American military content is minimal at best, but this book by L. David Marquet promised something different. And it sure delivered on its promise.
Unlike the typical militaristic leadership book, this one pledges practical insights into transforming any organizational team into a high-performing powerhouse. In this article, I’ll share with you the top 5 learnings from the book that resonated deeply with me, offering a glimpse into why control undermines ownership in teams, and how technical competence, though valuable, pales in comparison to the power of curiosity and authentic leadership in the journey towards organizational excellence.
#1 Leadership at every level
“Turn the Ship Around!” challenges the conventional command-and-control hierarchy, advocating for a model where leadership is exercised at every level. This decentralization of power is not about arbitrarily giving up control but empowering team members to make decisions. The Santa Fe’s (that’s the name of the nuclear submarine) transformation under Marquet’s command is a testament to the effectiveness of this approach, showcasing that when competent individuals are given autonomy, coupled with clarity on goals, they not only perform better but are also more invested in the outcome.
“Those who take orders usually run at half speed, underutilizing their imagination and initiative.” — L.David Marquet, Turn the ship around!
#2 Technical competence is not the be-all and end-all
A striking aspect of Marquet’s narrative is the demystification of technical competence as the key quality of a leader. While expertise is undoubtedly important, the book illustrates that a leader’s ability to foster a culture of learning and curiosity is paramount. This approach not only broadens the collective knowledge base but also encourages a more resilient and adaptable organization. The Santa Fe’s journey from the lowest to the highest performing submarine in the fleet was not the result of Marquet’s technical prowess but his willingness to challenge the status quo and to encourage his crew to do the same through continuous learning.
#3 Curiosity as a core quality
Curiosity is a recurring theme in Marquet’s philosophy. He posits that a leader’s role is as much about asking the right questions as it is about providing answers. This shift from a directive to a curious approach fosters a culture of continuous learning and improvement. It’s about moving away from a fixed mindset to a growth mindset, where challenges are seen as opportunities to learn rather than noisy setbacks. The transformation of the Santa Fe’s crew from passive followers to active problem-solvers and innovators is a powerful endorsement of curiosity’s role in leadership.
“Leadership is communicating to people their worth and potential so clearly that they are inspired to see it in themselves.” — L.David Marquet, Turn the ship around!
#4 The power of communication and language
Language, Marquet argues, plays a crucial role in shaping the mindset and behaviors of a team. By altering the way orders were given on the Santa Fe, from direct commands to intent-based leadership, Marquet was able to shift the responsibility of solving the “HOW” from the leader to the team members. This seemingly simple change in language encouraged a deeper engagement with their work and a stronger sense of ownership over the outcome. It’s a potent reminder of how the nuances of communication can significantly impact team dynamics and performance.
#5 Trust and respect as cornerstones
Finally, the book highlights the importance of trust and respect in building a high-performing team. Marquet’s leadership style was rooted in the belief that trust begets trust. By showing faith in his crew’s abilities and treating them with respect, he was able to foster an environment where everyone felt valued and empowered to contribute their best. This foundation of mutual respect and trust was critical in transforming the Santa Fe into a model of excellence.
Conclusion
“Turn the Ship Around!” is more than just a fluffy leadership book; it’s a compelling narrative that challenges conventional wisdom and provides practical insights into creating a culture of empowerment, learning, and innovation.
Reading it reminded me of the importance of staying true to my instincts, nurturing curiosity, and leading with authenticity and respect. It’s a must-read for anyone aspiring to lead, not by asserting control, but by unlocking the potential within their team.
As I reflect on the lessons learned, I can’t help but wonder: How might we apply these insights into our daily practices beyond guiding our teams towards achieving organizational goals? How can we inspire them to own the ship and help turn it around?
