The author found out this himself while being a captain of the USS Santa Fe. While he was the commander, the submarine was awarded the most improved ship in the fleet, and the crew went from being the worst to one of the best around. This is kind of an autobiography, but it's also an in-detail description of changing a ship's structure from 'one leader, many followers' (leader-follower) to 'one leader, many leaders' (leader-leader) - instead of having one guy saying what's to be done, you shift decision making power downwards so you get independent layers and groups. That's the basic gist, but there's much more here, how to get people to politically, emotionally, socially accept such changes, how Marquet himself struggled to implement these changes, what went well, what went wrong, really good thoughts on empowerment vs. emancipation within organisations, the strange benefits of deliberate action [1], and so on.

Enroll for the Nudge - David Marquet Enroll for the Nudge - David Marquet

Use "I intend to... " to turn passive followers into active leaders. Avoid disempowered phrases such as "Request permission to . . . I would like to . . . What should I do about . . . Do you think we should . . . Could we . . ." Enough context (justification) should be provided with this statement so that there would be no need for additional clarification and you can just approve the statement.David Marquet has written an incredibly clear and easy to understand book - that happens to be about submarines and their crews. The details about life on the submarine are sometimes a bit more than my interest can tolerate but overall the message about process and changing the structure from leader-follower to leader-leader is crystal clear. His writing style is incredibly well structured and meticulous -- all the examples work really well for his story.

Turn the Ship Around ! A True Story of Turning Followers Into Turn the Ship Around ! A True Story of Turning Followers Into

Also the cat. A short, multi-tailed whip or flail kept by the bosun's mate to flog sailors (and soldiers in the army) who had committed infractions while at sea. When not in use, the cat was often kept in a baize bag, a possible origin for the term "cat out of the bag". [38] "Not enough room to swing a cat" also derives from this. catamaran Any vessel with two hulls. Compare trimaran. catboat A cat-rigged vessel with a single mast mounted close to the bow and only one sail, usually on a gaff. catenary Turn the Ship Around! by David Marquet was given to me by Dom and Jed, two former Royal Marine Commanders and successful business people from the consultancy Albany York, whose work I would throughly recommend to companies looking for coaching on building high performance teams. ( https://www.albanyyork.com/about-us#team)Also charter ship. A term used by the British East India Company from the 17th to the 19th centuries for a merchant ship it chartered to make a single, often one-way, voyage between England (later the United Kingdom) and ports east of the Cape of Good Hope, a trade over which the company held a strict monopoly. A charter ship during its single voyage was employed in much the same way as what the company called an extra ship, though the company usually hired charter ships on special terms and for much shorter periods. [42] charthouse A compartment from which the ship was navigated, especially in the Royal Navy. chartplotter An electronic instrument that places the position of the ship (from a GPS receiver) onto a digital nautical chart displayed on a monitor, thereby replacing all manual navigation functions. Chartplotters also display information collected from all shipboard electronic instruments and often directly control autopilots. chase gun

Turn The Ship Around!: A True Story of Turning Followers Into

That made the members of the USS Santa Fe crew much more motivated and trustworthy. They didn’t ask for permissions. But they didn’t shy away from taking the blame either. They felt both freer and more accountable. The book, by a former US nuclear submarine commander, is based on his real-life experience of turning around an underperforming ship, the Santa Fe, by turning the traditional top-down management model upside down. Leaders knew so much and the workers so little. Leaders wanted to be missed after leaving the premises. Nichols, David L (2014). The Working Guide to Traditional Small-Boat Sails: A How-To Handbook for Owners and Builders. Halcotsville NY: Breakaway Books. ISBN 978-1-62124-017-4.

About L. David Marquet

As often with business books, much of the key content can be found in an online summary, TED talk or in this case, this excellent animation my link text, which is how I was introduced to the book.

Turn the Ship Around!: A True Story of Building Leaders by

USE YOUR LEGACY FOR INSPIRATION is a mechanism for CLARITY." Note achievements and legacy - these are helpful for guiding the team.

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Also simply auxiliary. A naval ship designed to operate in any number of roles supporting combatant ships and other naval operations, including a wide range of activities related to replenishment, transport, repair, harbor services and research. avast Stop, cease or desist from whatever is being done. From the Dutch hou' vast ("hold on"), the imperative form of vasthouden ("to hold on to") or the Italian word basta. [9] Compare Ya basta. aviso This article needs additional citations for verification. Please help improve this article by adding citations to reliable sources. Unsourced material may be challenged and removed. But then it is good to read a business book based on real incidents, not anonymised case studies, and which shows how the approaches were developed, and indeed the mistakes made and corresponding learnings along the way. And Marquet does provide top and tail each chapter with the key learning points and with templates for how to apply this to other situations. It’s not uncommon for enthusiastic employees to suggest new ideas, only to be told “that won’t work” or “it’s not your job”. People feel frustrated and eventually stop trying or leave the organization altogether. Bosses also feel frustrated when their staff would rather do the bare minimum rather than to innovate or take responsibility.