David Marquet's Turn The Ship Around
General Summary
David Marquet’s turn the Ship Around: a true Story of Turning Followers into Leaders is one part biography, one part self-reformation, and one part business recommendation. Marquet was a long-time Navy officer and later was appointed as captain of the U.S.S. Santa Fe. Once he deliberately gave associate impossible order, simply to check his soldier. When they, of course, followed it without cross-questioning, Marquet realized that he was leading a culture of followers.
Marquet straight off launched to cultivate leadership at all levels and in doing therefore he ultimately raised the standing of the Santa Fe from a troubled ship to a victory operation. The military is usually a place where the culture dictates that some individuals …show more content…
He tells ways that to push pro-activity, reverse a pessimistic culture, enhance cooperation, minimize errors, eliminate top-down leadership, and introduce learning in every place. Together, these tips can assist you transform any culture of followers into a productive, proactive culture of leaders. Although the Navy is clearly an area for efficient leadership, you would probably never expect it to be a place where everybody is treated as a frontrunner. Marquet explains that if that is a prospect in the Navy, it can be a prospect in your organization or business …show more content…
We learn what they did, how the crew reacted – good or bad – and the way the mechanisms matured with time. The good news is that these mechanisms are regarding how we act as individuals, and are universally applicable. We can apply them in organizations such as business, school, and family.
Third, the book presents a comprehensive paradigm shift for how we think about leadership. Captain Marquet has coined the phrase “leader-leader” to differentiate from the leader-follower approach. I feel that laying out this distinction in such opposing terms is a smart approach. Having personally witnessed by reading the book on how Santa Fe operated, I can say that this new approach is not a nuanced modification of how we have a tendency to do business now – it is fundamentally different, and that is where its power lies.
The book explains how Marquet got his sub to this level. Another thing I took from this book that is particularly appropriate to project environments is delegating
David Marquet’s turn the Ship Around: a true Story of Turning Followers into Leaders is one part biography, one part self-reformation, and one part business recommendation. Marquet was a long-time Navy officer and later was appointed as captain of the U.S.S. Santa Fe. Once he deliberately gave associate impossible order, simply to check his soldier. When they, of course, followed it without cross-questioning, Marquet realized that he was leading a culture of followers.
Marquet straight off launched to cultivate leadership at all levels and in doing therefore he ultimately raised the standing of the Santa Fe from a troubled ship to a victory operation. The military is usually a place where the culture dictates that some individuals …show more content…
He tells ways that to push pro-activity, reverse a pessimistic culture, enhance cooperation, minimize errors, eliminate top-down leadership, and introduce learning in every place. Together, these tips can assist you transform any culture of followers into a productive, proactive culture of leaders. Although the Navy is clearly an area for efficient leadership, you would probably never expect it to be a place where everybody is treated as a frontrunner. Marquet explains that if that is a prospect in the Navy, it can be a prospect in your organization or business …show more content…
We learn what they did, how the crew reacted – good or bad – and the way the mechanisms matured with time. The good news is that these mechanisms are regarding how we act as individuals, and are universally applicable. We can apply them in organizations such as business, school, and family.
Third, the book presents a comprehensive paradigm shift for how we think about leadership. Captain Marquet has coined the phrase “leader-leader” to differentiate from the leader-follower approach. I feel that laying out this distinction in such opposing terms is a smart approach. Having personally witnessed by reading the book on how Santa Fe operated, I can say that this new approach is not a nuanced modification of how we have a tendency to do business now – it is fundamentally different, and that is where its power lies.
The book explains how Marquet got his sub to this level. Another thing I took from this book that is particularly appropriate to project environments is delegating