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Turn The Ship Around! Paperback – January 1, 2001
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Frequently bought together
- Publisher : Penguin Books Ltd; 1st Printing edition (January 1, 2001)
- Language : English
- ISBN-10 : 0241250943
- ISBN-13 : 978-0241250945
- Item Weight : 6.7 ounces
- Dimensions : 5.08 x 0.67 x 7.8 inches
- Best Sellers Rank: #34,715 in Books (See Top 100 in Books)
- Customer Reviews:
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Top reviews from the United States
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1. Starting Over - the assumption behind the leadership structure, so fundamental that it becomes subconscious
2. Control - Don't move information to authority, move authority to the information
3. Competence - Deliberate action, learn all the time, don't brief - certify, specify goals and not methods
4. Clarity - People at all levels of an organization understand what the organization is about
Marquet's methods are backed by his results by taking the worst Navel Sub in US history to the best in less than one year. A must have for understanding true Empowerment within teams.
Marquet is convinced of hidden genius and ambition in every person, and of the leader’s responsibility to unlock those things. It’s good that he believed this, because when his commanding officer and mentor tasked him with turning around the struggling Santa Fe’s fortunes, he was told that replacing crew members with “better” ones was not the preferred approach. Like many middle managers, Marquet was forced to play the cards he was dealt. But a nuclear sub commander is not a middle manager.
A few of the many thought-provoking nuggets in this book that run counter to more “old-fashioned” ideas of running an organization:
- “We are in the middle of one of the most profound shifts in human history… from the Industrial Age of “control” to the Knowledge Worker Age of “release.”
- “You may be able to “buy” a person’s (physical labor) with a paycheck, position, power, or fear, but a human being’s genius, passion, loyalty, and tenacious creativity are volunteered only.”
- “Leadership is a choice, not a position.”
What distinguishes Marquet’s pithy, and perhaps far from unique insights are 1) the conceptual frameworks they’re hung on; and 2) the many concrete examples of how Marquet breathed new life into a crew, a ship, and many careers. Marquet talks about moving his own officers and crew from a “leader-follower” culture to “leader-leader.” His three C’s of building a great organization – Competence, Clarity, and Control, are woven across the chapters so readers can connect the dots easily between the three and see how they mutually support each other.
It’s possible that Marquet was a no less demanding leader aboard Santa Fe than any “old salt” who ever commanded a ship (or coached a team, or led a company). However, the things he demanded and his style in demanding them, underscored his desire to give every shipmate as many opportunities for leadership and responsibility as possible. In return, he expected a commitment to excellence.
“Turn the Ship Around!” speaks frankly of risks and fears. For any of us “Captains of Our Enterprise” to truly delegate authority as well as responsibility as far down our chains of command as possible may be difficult for anyone who is schooled in the leader-follower approach (many of us!) Turning your ship around Marquet’s way, may require sharing the glory with others when things turn out well, while still accepting the responsibility (and consequences) for your team’s failures. Marquet talks us through situations aboard Santa Fe when he was tempted to function as a more traditional leader, and situations when he caught himself “backsliding” away from the leader-leader model. He doesn’t portray himself as a superhuman, and maybe that’s why one comes away from the read realizing that we can actually do many of the things he did. A realization strong enough that we might decide on a few new approaches as we translate his stories from the submarine, to our own workplaces.
Top reviews from other countries
If the answer is 'yes' then this book should perk you up and give you some ideas to change things for the better.
It's a clear and simple read but also grounded in painful honesty about the times when plot-loss occurred and mistakes were made.
The message is so simple.
With a clear mission & strategy in place so everyone in a company knows what the goals are, give your team autonomy and not only will they feel pride in the work they do & enjoy their work, but they will achieve so much more.
If David can achieve ceding control on a nuclear submarine, then there is no reason why we can't all lead our companies in the same way.