No matter your business or position, you can apply Marquet's radical guidelines to turn your own ship around.
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The crew became fully engaged, contributing their full intellectual capacity every day, and the Santa Fe started winning awards and promoting a highly disproportionate number of officers to submarine command. Before long, each member of Marquet's crew became a leader and assumed responsibility for everything he did, from clerical tasks to crucial combat decisions. Struggling against his own instincts to take control, he instead achieved the vastly more powerful model of giving control. Navy's traditional leader-follower approach. Turn the Ship Around! is the true story of how the Santa Fe skyrocketed from worst to first in the fleet by challenging the U.S.
That's when Marquet took matters into his own hands and pushed for leadership at every level. When he asked why the order wasn't challenged, the answer was "Because you told me to." Marquet realized he was leading in a culture of followers, and they were all in danger unless they fundamentally changed the way they did things. Marquet acted like any other captain until, one day, he unknowingly gave an impossible order, and his crew tried to follow it anyway. In this high-stress environment, where there is no margin for error, it was crucial his men did their job and did it well.īut the ship was dogged by poor morale, poor performance, and the worst retention in the fleet. As newly appointed captain of the USS Santa Fe, a nuclear-powered submarine, he was responsible for more than a hundred sailors, deep in the sea. "Leadership should mean giving control rather than taking control and creating leaders rather than forging followers." David Marquet, an experienced Navy officer, was used to giving orders.
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