Podcasts about captain marquet

This episode confronts the leadership trends of planting one's practice in only one model without room for growth and agility. Someone has to lead, AND there should be collaborative moments for team member contributions. We need both. Models referenced: situational, servant, transformational leadershipBooks referenced: Turn the Ship Around by L. David Marquet and Servant Leadership Characteristics in Organizational Life by DeGraaf, Tilley, and NealYouTube Interview with Captain Marquet: https://youtu.be/PbqTbGHd5K8?si=GmkQAvaBRiBO1-Fc

Kyle Pierson leads a discussion of the leadership principles found in the book "Turn the Ship Around!" a book all about how Captain Marquet transformed a struggling submarine crew by giving them more control and responsibility, instead of micromanaging. The book is a practical guide for leaders who want to empower their teams and foster a culture of ownership and innovation.*** Show Notes and Resources ***

In this episode, Dr. Shaunta Scroggins reviews Turn the Ship Around! A True Story of Turning Followers Into Leaders by retired Navy Captain L. David Marquet. Learn more about the process of moving people from followers to leaders. Learn more about Captain Marquet's work at https://davidmarquet.com/. The Leaders Lead, Leaders Read Podcast with Dr. Shaunta Scroggins is sponsored by the Center for Legacy Driven Leadership, LLC. ~Sharing the language of leadership and training the future through theory-driven leader development and toxic leadership awareness.~ Let's stay connected: @LegacyLeadershipCenter on IG, Facebook, and YouTube --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/drshaunta-scroggins/message

In this episode, Dr. Shaunta Scroggins interviews retired Navy Captain L. David Marquet to learn more about his book Turn the Ship Around! A True Story of Turning Followers Into Leaders. To take in the interaction, click here to watch the interview on the Center for Legacy Driven Leadership's YouTube channel. Listen as Captain Marquet explains parts of the journey that inspired him to implement a leader-leader model with lasting results. Moving people from followers to leaders is possible. Listen to learn how, and stay tuned for my review of Turn the Ship Around! in the next episode. Learn more about Captain Marquet's work at https://davidmarquet.com/. The Leaders Lead, Leaders Read Podcast with Dr. Shaunta Scroggins is sponsored by the Center for Legacy Driven Leadership, LLC. ~Sharing the language of leadership and training the future through theory-driven leader development and toxic leadership awareness.~ Let's stay connected: @LegacyLeadershipCenter on IG, Facebook, and YouTube --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/drshaunta-scroggins/message

We feel honored and privileged to be speaking to a fascinating leader today! Captain L. David Marquet is the founder and owner of a company called Intent-Based Leadership International. He is a former nuclear submarine Commander, a Wall Street Journal bestselling author of the books Turn the Ship Around, and Leadership is Language. He is also a global keynote speaker. In this episode, he shares his fascinating and inspiring story and describes his leadership structure, which frees people to think for themselves. We are sure you will enjoy this episode! David Marquet's bio: David Marquet is the author of the Amazon #1 Best Seller: Turn the Ship Around! A True Story of Turning Followers Into Leaders. He is also the author of The Turn the Ship Around Workbook, a companion workbook for implementing Intent-Based Leadership. David's newest book, Leadership is Language, is a Wall Street Journal Bestseller and Financial Times book of the month selection for February 2020. David imagines a workplace where everyone engages and contributes their full intellectual capacity, a place where people are healthier and happier because they have more control over their work–a place where everyone is a leader. A 1981 U.S. Naval Academy graduate, Captain Marquet served in the U.S. submarine force for 28 years. After being assigned to command the nuclear-powered submarine USS Santa Fe–then ranked last in retention and operational standing–he realized the traditional leadership approach of “take control, give orders,” would not work. He “turned the ship around” by treating the crew as leaders, not followers, and giving control, not taking control. This approach took USS Santa Fe from “worst to first,” achieving the highest retention and operational standings in the Navy. After Captain Marquet's departure, the USS Santa Fe continued to win awards and promoted a disproportionate number of officers and enlisted men to leadership positions, including ten subsequent submarine captains. Stephen R. Covey said it was the most empowering organization he had ever seen, and he wrote about Captain Marquet's leadership practices in his book, The 8th Habit. Captain Marquet retired from the Navy in 2009 and now speaks to audiences both virtually and in-person around the globe who want to create empowering work environments that release the passion, initiative, and intellect of each person. This bold and highly effective framework is summarized as “give control, create leaders.” He is a student of leadership and organizational design and was named one of the Top 100 Leadership Speakers by Inc. Magazine.               There is nothing better than a submarine for an introvert David grew up during the Cold War. Although he did not have the profile of a typical military guy, he felt passionate about the Cold War situation. He also felt strongly about liberal democracy and wanted to do his part. So, even though it scared him, as an introvert, he could think of nothing better than a submarine because he could go underwater and hide from people, and he felt that was the place to be during the Cold War. A submariner He applied at the Naval Academy to be a submariner and became one. He always felt a bit like an outsider, however.  Getting promoted David kept getting promoted for the ability to make decisions and get the team to do what he wanted them to do.  A standard organizational design structure In the Navy, there is a standard organizational design structure. Senior people make decisions, and junior people do what senior people tell them to do. That gets done without thinking, so nobody even realizes that there are other ways to design hierarchies in organizations.  The USS Santa Fe David was sent to the USS Santa Fe, which had a reputation for being the worst submarine, with the worst morale. She was the laughing stock of the fleet. David had to go there because the Captain quit. A different kind of submarine The USS Santa Fe was a different kind of submarine. David tried using his usual ability to sort things out and make things better, but he made a technical mistake with an order he gave. In carrying out that order, the officer repeated the mistake. When David asked him why, the officer explained that although he knew better, he followed the order because he was told to do so.  People are conditioned and trained to do what they are told David explains that those things do not only happen in the military. They happen in many different organizations because people are conditioned and trained to do what they are told. Eight out of ten times, people do not speak up even when encouraged to do so.  David Marquet's view of leadership That realization changed David's view of leadership. He understood that because he was the most senior person in the organization, he had to get out of making decisions. The team had to make the decisions for two reasons: They knew more about the mechanics than he did, and they knew which buttons to push. He also needed them to take ownership and initiative without waiting for him to tell them what to do. A new journey So David and his team set off on a journey where David would not make any decisions. His team would tell him what to do. They would tell him what they saw, thought, liked to do, and what they intended to do. The core The core was the intent to create ownership. The senior person As the senior person at a meeting, don't say what you think. Let people vote first. Asking the right questions David became adept at asking his team the kind of questions that would help them and ultimately allow them to feel safe in making their own decisions. They had to learn to get out from behind their eyeballs and look back at themselves. The problem The problem with modern hierarchical structures is that they were designed to be stressful. Curiosity We need to learn to react to new ideas with curiosity. Intent Intent is a magic word for David. With intent, you get your team to align, and you get them to think.  David Marquet's thoughts on thinking out loud Leaders and team members should practice thinking out loud so that they share what is going on in their heads with others, according to David. That includes talking about how they feel about things. A structure The leader is doing things right when they create the structure for how the team will interact. Then the team can decide how they will carry out the project. Burnout Burnout comes from continuously having someone try to control you and continuously trying to control someone else. When the leader does not know All learning starts with the admission that “I don't know.” If the leaders cannot admit that they don't know, the team will not be able to admit when they don't know. When the team does not admit they don't know, you will not learn anything. The best performing submarine They became the best performing submarine in the fleet, with the highest score ever in the history of the Navy for operating a ship on the strength of the team being able to admit it when they did not know something more often than on any other submarine. Creating more leaders For David, the strength of what they achieved with the USS Santa Fe was that they created more leaders. Ten of the officers in the wardroom became submarine commanders because they were thinking like Captains when they were still junior officers. Connect with Eric On LinkedIn On Facebook On Instagram On Website Connect with David Marquet On Website We simplify the concepts and mechanisms from the books into 1-minute bite-sized pieces on our YouTube channel because the reminders help people. It's called "Leadership Nudges" and I invite you and your team to subscribe: Leadership Nudges with David Marquet on YouTube

David Marquet (MAR-KAY) was assigned to command the nuclear-powered submarine USS Santa Fe, then ranked last in retention and operational standing. He “turned the ship around” by treating the crew as leaders, not followers, and giving control, not taking control. This revolutionary approach not only took the Santa Fe from “worst to first” in the rankings, but also created more subsequent leaders than any other submarine. Stephen R. Covey called the Santa Fe “the most empowering organization [he'd] ever seen” and wrote about Captain Marquet's leadership practices in his book, The 8th Habit.Student of leadership and organizational design, former nuclear submarine Commander, and named one of the Top 100 Leadership Speakers by Inc. Magazine. David is the author of the Amazon #1 Best Seller: Turn the Ship Around!, and The Turn the Ship Around Workbook. Fortune magazine named it the #1 must-read business book of the year, and USA Today listed it as one of the top 12 business books of all time. David's latest book, Leadership is Language, is a Wall Street Journal Bestseller.  David imagines a workplace where everyone engages and contributes their full intellectual capacity, a place where people are healthier and happier because they have more control over their work–a place where everyone is a leader.Find Out More:DavidMarquet.comRecommended Books:Turn the Ship Around!: A True Story of Turning Followers into LeadersThe Turn The Ship Around! Workbook: Implement Intent-Based Leadership In Your OrganizationLeadership Is Language: The Hidden Power of What You Say--and What You Don'tMansfield Park

Minter Dialogue Episode #383David Marquet, speaker and author of the best-selling Turn the Ship Around! A True Story of Turning Followers Into Leaders as well Leadership is Language. A graduate of the Annapolis Naval Academy, he became a celebrated commander of a nuclear-powered submarine, the USS Santa Fe, for a remarkable turnaround performance. He left the Navy in 2009 and has developed a system called Intent-Based Leadership which could be summarized as “give control, create leaders.” In this conversation, we'll hear about how to let go, galvanise your team, deal with conflicts and develop a practical purpose.If you've got comments or questions you'd like to see answered, send your email or audio file to nminterdial@gmail.com; or you can find the show notes and comment on minterdial.com. If you liked the podcast, please take a moment to rate/review the show on RateThisPodcast. Otherwise, you can find me @mdial on Twitter.Support the show (https://www.patreon.com/minterdial)

Tell us what you like or dislike about this episode!! Be honest, we don't bite!As the Captain of a nuclear submarine, David Marquet created Intent-based Leadership. He is an internationally recognised speaker and after retiring from the US navy in 2009, wrote the Amazon bestseller Turn the Ship Around! A True Story of Turning Followers Into Leaders.Fortune magazine called the book the “best how-to manual anywhere for managers on delegating, training, and driving flawless execution.” Captain Marquet's Intent-Based Leadership model is turning around all types of organisations—from big manufacturers to start-ups and sport teams to government.He helps leaders build environments where people contribute and feel valued —where everyone is a leader.—Thanks for watching!SUBSCRIBE NOW FOR MORE TIPS—WebsiteInstagramTik TokFacebookTwitterLinkedIn—LISTEN TO THE PODCAST!SpotifyApple—Who Is Matt Haycox? - Click for BADASS TrailerAs an entrepreneur, investor, funding expert and mentor who has been building and growing businesses for both myself and my clients for more than 20 years, my fundamental principles are suitable for all industries and businesses of all stages and size.I'm constantly involved in funding and advising multiple business ventures and successful entrepreneurs.My goal is to help YOU achieve YOUR financial success! I know how to spot and nurture great business opportunities and as someone who has ‘been there and got the t-shirt' many times, overall strategies and advice are honest, tangible and grounded in reality.

'David Marquet is the kind of leader who comes around only once in a generation... His ideas and lessons are invaluable' – Simon Sinek Few of us realize that our language in the workplace inhibits creative problem-solving and escalates uncertainty and stress. In both high-pressure situations and everyday scenarios, in each meeting and email, we have the opportunity to empower our colleagues by using the right words. David Marquet is a man who understands first-hand the power of words to make change happen. As commander of the nuclear-powered, fast-attack submarine USS Santa Fe, he transformed the worst-performing submarine in the fleet to the best. Now he applies the same skills to businesses as an expert in leadership. In this conversation with LBC Presenter Matthew Stadlen, Marquet shows managers and leaders how to enable their team through communication. He outlines a set of principles and tools that help leaders inspire their people to take responsibility and address challenges without waiting to be told what to do, highlighting how small changes in language can lead to dramatic changes in a team's success and happiness. Praise for L. David Marquet: 'I don't know of a finer model of this kind of empowering leadership than Captain Marquet. And in the pages that follow you will find a model for your pathway'’ Stephen R. Covey, author of The 7 Habits of Highly Effective People 'To say I'm a fan of David Marquet would be an understatement... I'm a fully fledged groupie. He is the kind of leader who comes around only once a generation. He is the kind of leader who doesn't just know how to lead, he knows how to build leaders. His ideas and lessons are invaluable to anyone who wants to build an organization that will outlive them'’ Simon Sinek, optimist and author of Start with Why

This is the second in a series of conversations co-sponsored by Agile Velocity and Agile Uprising that explore effective leadership from a number of different viewpoints. Panelists are L. David Marquet and Andy Worshek both with Intent-Based Leadership. Expert on leadership, former submarine commander, and author of Amazon #1 Best Seller: Turn the Ship Around!, Captain David Marquet imagines a workplace where everyone engages and contributes their full intellectual capacity, where people are healthier and happier because they have more control over their work, and where everyone is a leader. Andy Worshek is a keynote speaker, guest contributor and Intent-Based Leadership expert. He served with Captain Marquet on the USS Sante Fe as Combat Systems Department Chief, later advancing to Chief of Boat on the USS Cheyenne. Please support the Agile Uprising by making a contribution via patreon.com/agileuprising Links IntentBasedLeadership: https://intentbasedleadership.com/ AgileVelocity: https://agilevelocity.com/ Path to Agility: https://pathtoagility.com/ Contact Information (LinkedIn / Twitter) Andy Cleff / @justsitthere@andycleff David Marquet / @ldavidmarquet Andy Worshek / @andy_worshek Erik Cotrell / @whassupe Agile Uprising / @agileuprising Agile Velocity / @agilevelocity Support the Agile Uprising by making a contribution via patreon.com/agileuprising

The Pulse team is honored to have as our guest speaker Captain David L. Marquet. You're sure to enjoy this episode as we explore new leadership paradigms for a world that has outgrown an old leadership mindset. A little about our guest: Captain Marquet retired from the Navy in 2009 and is now the author of Turn the Ship Around! A True Story of Turning Followers Into Leaders. Fortune magazine called the book the “best how-to manual anywhere for managers on delegating, training, and driving flawless execution.” Captain Marquet's Intent-Based Leadership model is turning around all types of organizations—from big manufacturers to start-ups and sport teams to government. He helps leaders build environments where people contribute and feel valued —where everyone is a leader. Recorded at Cannon AFB, New Mexico PULSE is designed to provide you with honest and productive conversations about a variety of topics – from fitness to leadership, how to bounce back from pitfalls, and keep effective habits; all in an effort to aid you, and us in a journey toward becoming a better version of ourselves. The views expressed within this podcast are those of the speaker(s) and do not necessarily represent the views of the DoD or its Components.

In this episode, Nick sits down with David Marquet a former US Navy officer who commanded the USS Santa Fe, a nuclear submarine, and literally turned the ship around. Captain Marquet began treating his crew as leaders, not followers, and giving control, not taking control. It wasn't long before operations took a dramatic turn. Santa Fe went from “worst to first,” achieving the highest retention and operational standings in the Navy. Nick and David discuss the language of leadership and words we do and do not use with the people we work with, whether it is our students, parents, or colleagues. 

Learn from L. David Marquet, a retired U.S. Navy Captain.  He served in the U.S. for 28 years and shared his leadership lessons in his first book Turn the ship around.  Stephen R. Covey said it was the most empowering organisation he'd ever seen and wrote about Captain Marquet's leadership practices in his book, The 8th Habit. In his latest book, Leadership is Language, David focuses on giving control to the doers, to allow them decide. David tells me,  it's time to ditch the industrial age playbook of leadership. In Leadership is Language, you'll learn how choosing your words can dramatically improve decision-making and execution on your team. Marquet outlines six plays for all leaders, anchored in how you use language:   •  Control the clock, don't obey the clock: Pre-plan decision points and give your people the tools they need to hit pause on a plan of action if they notice something wrong.   •  Collaborate, don't coerce: As the leader, you should be the last one to offer your opinion. Rather than locking your team into binary responses (“Is this a good plan?”), allow them to answer on a scale (“How confident are you about this plan?”)   •  Commit, don't comply: Rather than expect your team to comply with specific directions, explain your overall goals, and get their commitment to achieving it one piece at a time.   •  Complete, not continue: If every day feels like a repetition of the last, you're doing something wrong. Articulate concrete plans with a start and end date to align your team.   •  Improve, don't prove: Ask your people to improve on plans and processes, rather than prove that they can meet fixed goals or deadlines. You'll face fewer cut corners and better long-term results.   •  Connect, don't conform: Flatten hierarchies in your organization and connect with your people to encourage them to contribute to decision-making.   David Marquet – www.davidmarquet.com Read Leadership is Language Join our Leadership Hacker Tribe and connect with us: Twitter Instagram Facebook LinkedIn (Steve) LinkedIn (The Leadership Hacker)  Music: " Upbeat Party " by Scott Holmes courtesy of the Free Music Archive FMA Click below for the Transcript  ----more---- Introduction   Steve Rush: Some call me Steve, dad, husband or friend. Others might call me boss, coach or mentor. Today you can call me The Leadership Hacker.   Thanks for listening in. I really appreciate. My job as the leadership hacker is to hack into the minds, experiences, habits and learning of great leaders, C-Suite executives, authors and development experts so that I can assist you developing your understanding and awareness of leadership. I am Steve Rush and I am your host today. I am the author of Leadership Cake. I am a transformation consultant and leadership coach. I cannot wait to start sharing all things leadership with you.   So join me on location today in London with bestselling author of two books. Turn the Ship Around and Leadership is Language. David Marquet, we are looking forward to speaking to David today, but before we do that, it is The Leadership Hacker News.   The Leadership Hacker News   Steve Rush: This year, 50 years ago, in 1970, an on-board explosion crippled Apollo 13 spacecraft. The surface module was damaged, forcing the ground crew and astronauts to abandon their original mission of landing on the moon. Now, most of you will be familiar with the story portrayed in 1995 movie with Tom Hanks, but less of you will know the leadership activity. That has really stood this mission, aside from others, then that is a run.   The debriefing sheet cited the successful return of the crew down to the importance of organization, leadership and innovation as part of NASA's operations and remains one of the best examples of that trade to this day. On April 11, 1970, the Apollo 13 mission blasted off from Cape Canaveral, headed towards the from morrow formation, which has a number of major craters. Not long after lift-off, the mission suffered its first problem, a shutdown of one of the main engines with four main engines still working and firing. The spaceship was able to make its way into space. Two hundred thousand miles and two days later was getting ready for their moon-shot short in a wire between the auction hydrogen tanks on board the ship caused the explosion to the service module. With oxygen running out fast, the crew had to shut down a few cells to save power and used the lunar module to survive it. They then used this as a vessel to get them home as directed and coached from mission control on earth. The crew used the pull of the moon's gravity to break back into the atmosphere and get back to earth safely, despite observers watching the inferno engulf craft plunge into the sea.   Mission Control was led by flight director Gene Kranz. He coined the phrase failure is not an option. And when interviewed, he said the rescue was executed calmly and deftly without any doubts that it would succeed. However, the mission control logs say something else. When the Apollo 13 crew got into difficulty, the 20 plus mission control team had no idea what happened. Was a meteorite blast? Was it an explosion? And in their panic, they looked to Kranz for orders who, whilst under fire of questions and pressure, remained calm.   When those about him start to lose structure and discipline. Gene Kranz kept his head, Krantz was ahead of his time as a leader, but few at that time in the military would have recognized that calm, lack of instant order would have been leadership. Kranz calmness was a barometer for others, which steadied the mission control room much quicker than it would have done had he added loads more commands on top. During an hour of asking questions and evaluating the situation. Kranz was running low on energy and ideas, he recognized that he did not have all the answers and needed to unlock that from those who did. So what did he do? He gave control to the incoming team. He knew they had the information and therefore merely moved the authority to where the information was. He empowered junior officers to take control. He empowered others in his mission control room to think differently, great leaders create more leaders. They give control to others who are better placed and I have often said that if you are a leader, you should only control only what you can control. And someone who's epitomized this through their work and know that life as a leadership coach is David Marquet.   David Marquet was the commander of the nuclear submarine Santa Fe and realized during a simple drill, having one point of command was not only limiting to the efficiency of the operations of the submarine was downright dangerous. David's go on to write bestselling book, Turn the Ship Around and he's also now the bestselling author of Leadership is Language and know David also the president of the Intent Based Leadership Institute.   Start of Interview   Steve Rush: David, welcome to the show.   David Marquet: Thank you, Steve, for having me on your show.   Steve Rush: It is absolutely my pleasure. I have been a fan of your work for some time, so I appreciate you taking some time out in your busy schedule to be with us, too. So, David, I know that he spent 28 years in the U.S. Navy and that's obviously where you developed your leadership theories and you your thinking. But a started much younger for you, didn't it, when you were spending some time with your grandparents back in Pittsburgh?   David Marquet: Well, I was sort of this library kid. I was an introvert and my parents shipped me off to my grandparents in the summer. And Pittsburgh, which was this industrial town. It was a steel making town, and it really was not a lot of fun. They lived in sort of this urban area, but there was a library nearby, so I would kind of scoot out and go hide in the library and do all this reading.   I like history books. I would read all these history books. I read about submarines and the role that they play World War 2 and at the same time, the country was going through…this was the 70s. So the country was going through this sort of malaise and depression of…It doesn't seem like things are going right. Inflation was bad, oil shocks were there, Iranians taken Americans hostage. You could not get it back, blah, blah, blah. We are in the Cold War and all these things kind of gelled together for me, and even though I was probably an unlikely candidate to join, the military. I was born in Berkeley, California, a hotbed of radicalisms.   I called my parents. That is what I was going to do and of course, they tried to hide their… well, they were worried for me, I think a little bit, because I was kind of a sensitive, introverted. But submarine force worked out well because you hide from people there, so it's a natural fit for introverts.   Steve Rush:  So how do you go from being introverted to then being a US captain of a nuclear submarine?   David Marquet: Oh, you got me an introvert on base. In fact, I think it is a benefit because some of the extroverts I knew they sort of got away with just the sort of grand personality and I was forced to really be thoughtful about what I said. I did not like to speak, so I would say as few words as possible, but I felt there were quality words and the idea is, but my burden was I thought I was really smart, because everyone was telling me that at every step.   I was on the math team when I was in high school, and so there was this sense that I knew the answer and it fed this structure of leadership where a leader as decision maker and it got me promoted, and it probably is the right place to be when I was starting out. But a submarine commander, the complexity of the ship foiled that aspect of what I wanted to be. It is psychologically very seductive. You make decisions, people line up outside your door all day long. It feels good, but it is really depleting. It is very short term is a short-term win. It is like eating cotton candy. It is a high and then it just feels bad after that. And that was the change I had to go through.   Steve Rush:  And would you say that your introversion was almost a propeller to start giving control to other leaders to slow?   David Marquet: It was an enabler, but it was not the catalyst. The catalyst was I screwed up. I gave an order that could not be done on my ship. The story is I was trained for 12 months to go to one submarine at the very last minute. I should have said, no, you got to go to this other one Santa Fe because it was the worst performing ship in the fleet. The captain has quit and so we need someone over there in two weeks. It is you and I was just unbelievably despondent over this news because the Santa Fe was had this reputation of being the clown ship. It was terrible and it was a different kind of submarine. That was the kicker.   The patterns. Captains give orders, crew follow them is what we fell into, but immediately broke apart. It fell apart because you cannot orders, you don't know the details of the ship. It did not work, but I tried. Kind of candle light and sort of this very stark event, and where I embarrass myself by giving an order that could be done and I got the team together.   Two things, number one is in the past. I said, you know, I have to get better orders. But now it's like, no. I got to stop giving orders. It is me giving orders is the problem. Not the fact it was bad. Then the second thing was. I wanted to tell the team. Oh, you guy's be proactive. You guy's take initiative, but it's really you. You can only change your own behaviour.   Steve Rush:  And what was the other moment for you when you realized you needed to change that behaviour?   David Marquet: When I gave this order and I suggested to the officer, hey, let's go and speed up on them back up…we were running on backup because we had shut down a reactor for an exercise on ourselves. And I said, let's speed up and he orders at second gear, and the sailor just kind of turns around in his chair and he looks at this quizzical eye, You guys are idiots look and I said, what?   On the Santa Fe, It is a one-speed motor, no second gear, I look at the officer, and it said, did you notice that? Yes, sir. And he give me this, like, really annoying smile and I'm like, why did you? But we all know it's because we do what we are told. That is how it is. Yeah, we did the same thing everyone else does, which I called sprinkling the fairy dust of empowerment. But we don't really mean it because structurally embedded in the organization, I'm going to tell you what you do, but fairy dust…speak up if you think it's wrong. This makes it hard to speak up.   Steve Rush: What do you think it causes people not to speak up in that environment, given your experiences?   David Marquet: Why?   Steve Rush: Yeah.   David Marquet: Because you corrected speed barriers. Sometimes very subtle. So, for example. Let's say you raise your hand and I say, what is it? It sends a signal. You are really annoying us for slowing the thing down.   We also have inherited from the industrial age this idea of a bang the clock and continuing the production line as long as possible. In that environment, anyone who stops the production line is a problem; they are creating waves because then you have idle time. There are huge cultural barriers and the team does not have the tools. We actually don't have language in many teams for what to say to stop the clock. We are in a meeting and we say, oh, well, everybody has a chance to speak up, we don't practice.   Okay, if you don't agree with this. How do you voice that? And then even better, the way we run the meeting is don't talk about it and then vote, vote and then talk about it, because as soon as you start talking about it, you're narrowing variability and diversity of thought. The structures, then the language are designed to reduce variability and run away from uncertainty as quickly as possible, even though it is premature in many cases.   Steve Rush:  And it is indicative isn't it of that kind whole leader follower philosophy that you might have experienced it in your early career in the Navy.   David Marquet: So we have words. The industrial age organization design was this. One group of people will make decisions and one group of people will execute the decisions made by the first group of people. And we have labels because they all look like humans, but we need to know which tribe you're in and we call them leaders and followers or thinkers and doers or management and workers, and we pay people by salary or by hourly. White collar, blue collar. We wear different uniforms but there is this whole cultural industry. With artefacts and rituals to put us in one of these, two groups, and this is one of the things that is suddenly embedded in our language and in minor organization design, which is totally unhelpful.   Steve Rush: Yeah, and you talk about this in your new book. Leadership is Language.   David Marquet: Yeah.   Steve Rush: And you give the type to behave as colour, don't you? Just tell us a little bit more about that.   David Marquet: Yeah. As an author, you have to create a new term. No one gets credit for there is a bunch of great ideas. Aristotle said everything let me reiterate them. I call them red work and blue work. So the doing work is what we call red work. Red being typically the colour of focus and action and blue work the colour of creativity, and the difference is when red work. I want to narrow my perspective, but in blue work, I want to broaden my perspective so I am using my brain in two fundamentally different ways and industrial organizations solve the problem by not asking people to change. The thinkers were just do thinking and the doers just did doing. And we didn't need the thinkers to do doing and the doers to do thinking. Now we say let the doers be the deciders. So what we're going to do is say this group to the organization at the bottom who used to just do what they're told. We are now going to pause and give them the chance to think and actually make decisions, but that requires them to use their brain in different way. That requires us if we are in the leading group, to talk in a different way.   Steve Rush: And as leaders, it is our responsibility, isn't it? I guess through our language will influence and either help new ideas and creativity or we will stifle them.   David Marquet: You can only control yourself. So when you say, oh, well, this person does not speak up, it the really frustrating working with them. The unhelpful behaviours is to go give them a lecture. How can I give you some feedback i.e. can I permission to be a jerk? You really need to speak up more. Well, how about this? How you look inside yourself and you figure out. You know what, the way we are running the meeting, the way I am asking the questions, if someone comes to me and says, well, I am not sure about this decision, and I said, why would you say that?   Again. Subtle, but it sends a signal you are wrong. Justify yourself, not, oh, tell me about that. I am really interested in that. We really need to know before we go ahead, launch this product. If you think, we are off track.   Steve Rush: And one I guess create coaching culture as well, doesn't it? So the more questions you ask. The more evidence and inside you have from people to develop thinking and ideas. Right?   David Marquet: Yeah, so it is dicey because I do think that. Teaching is not telling and we can take moments to teach people. I think what happens is leaders don't do the hard work of building a decision-making factory. Putting structures in the team so that when a team has to make a decision or a person who owns a decision that the decision is going to consistently come out of quality decision, i.e. is going to help the organization do something and learn something. And, so if you don't do that, then what happens is I'm getting sucked into being the decision maker all the time, then evaluate and approve all these decisions. So what I think you want to do if you want to be a leader. Is to build decision-making factory.   Steve Rush:  I love that. If you can imagine what this decision, making factory would look like. Just describe them for our listeners.   David Marquet: Well, best thing is what the book is about because. So the question is when do teams and people make bad decisions? And so we look at some industrial accidents and what are the conditions? And it turns out the basis the overall pattern is we're adapting its industrial age playbook where we're trying to narrow variability. The problem is we use it we do spare variability language. To embrace variability game, so one of the stories in the book is there is a ship in 2015 sails into Hurricane. Sank, all 33 people die. This is a ship that is seven hundred ninety feet long.   How did that happen? Well, fortunately, we were able to recover the black box, and so we have a 500-page transcript. It is the way teams talk for real. Not how we wish they talk or one or some fantasy world how they talk, but it is the actual language. Now, what you see is. All the behaviours that I saw in the Navy and to go back later and say, well, they are just bad people, they are oh, so they have been mariners for 30 years, most of the senior people were in the 50s. And they were promoted over the last 30 years based on a set of behaviours that they exhibited, those behaviours they exhibited over the last 30 years are exactly the behaviours they are exhibiting on this tape. So it is not them it's, its good people, but with the wrong playbook and it's a playbook that excludes variabilities, so there's a moment when two officers separated by two hours, they're coming up to a point where they can turn away from the storm and go behind the Bahamas. And it's this very halting, stilted, painful anguish language.   Steve Rush: Right.   David Marquet: And blaming them is wrong. Because the question is, why is the language like that? And if you go back earlier, we can see the playbook of continue at all costs. Don't stop because they deviating will take longer and burn more fuel.   Steve Rush: In my experience of coaching leaders as well. Is that being brave to try new things, to testing things, really we get to learn about ourselves. I mean, in your kind of experience of working with others and other leaders as well as working in the Navy, what would you say would be the one thing you have learned the most about being brave and trying new things?   David Marquet: Being brave and trying new things comes first and foremost from a place of security and safety. If you don't feel secure and say… at the extreme, if you have a lion running at you, you can run in a different direction, maybe but if you don't feel secure and safe. Then you are always in a constant. I'm proving myself mode, and that gets in the way of running experiments and being a little bit playful and trying some different things. If you are on a rugby team and you feel we have to win every game, then you are not going to be able to try different things and try different combinations of players then when you get to the final tournament, you'll have just done what you did versus another team, which maybe took some more.   They will know better. There may be a better way of setting up your players, but you will never know it. But it might be worse, so if you try it and then you lose one game, how do you respond to that? Oh my gosh, everyone kill themselves, so dreadful, like no.   Steve Rush: So cross your new playbook. You got six plays that you refer to…   David Marquet: Yeah.   Steve Rush: And there is some really interesting things in there. You have a principle in there call complete not to continue, so tell us a bit about that.   David Marquet: So when the industrial age, Imagine you are on an assembly line making cars. So there's a cost to tooling the assembly line. Once the deciders just figured out the quote, optimal way or an optimal way. We don't want downtime, just keep going and so every day feels like the next and there's never a moment to pause and celebrate, and there was never a moment to reflect on our work. Is making cars the right thing is making…. so, like, why did Elon Musk have to come from left field? To build the viable electric car.   Yeah, I know there were some electric cars in the traditional auto industry, but they really never did anything, and it's because we just continue…we make cars with four wheels and internal combustion engines. And so there's just not pause and reflect. If there is no complete. There is no pause and reflect. So what we want to do…let say you want to treat strategy like a hypothesis. Hey, here is what we are going to do and do it for five years. We know the world's going to change. I mean, 200 years from now. Who knows?   Steve Rush: So isn't a habit, though. Good for discipline and creating that routine and consistency.   David Marquet: Yeah. So when you do your thing, get into the habit. So, for example, let's say I start a yoga program. I like to do 20-minute yoga program in the morning, and so I don't know how I'm going to feel about it. Just thinking about it is not going to answer the question. I have to actually do it; I can't just do it twice.   Okay, so let's do it. I am going to do it for 100 days in a row. Then I can ask my wife. Do I seem calmer? Do I feel more in control of my life? How do I feel about this? Is it worth the extra 20 minutes that happens in the morning, which is a busy time for most people?   Two mistakes I see. One is obviously twice, and then when I evaluate it, the other mistake is, yeah, I am going to start doing yoga and you don't put an end point and then it's just forever and then it feels heavy and burdensome.   Steve Rush: So the other one of the six plays, it really intrigued me. And it's also something I experience a lot, too, in my world, is that people seem to shy away from emotion, but its emotion what really drives behaviour, right?   David Marquet: For people to make decisions, all decisions are emotional. We can do all the rational work we want, but at the end of the day, it going to passed a little emotional circuitry in our brain. And you know this, who am I marrying? Where am I living? Which house am I going to rent? The spreadsheet says this, but I can see us living here.   Steve Rush: Yeah. People want more sure than not sure, don't they? In their world too.   David Marquet: Well they want certainty, but I think there is an emotional component to decision. Well we know it. I don't think it, we know it from science. So, hell, if you want.   So in the past, I didn't care about your emotions because you were just a doer and I don't need you to be self-reflective, so if you had a screwed up emotional life, it didn't cost me anything. First of all, it's immoral, but the second thing is. If you let the doers be the deciders, which is going to be better for you, the company and the people who are doing the work. Then we have to have healthy emotions and healthy emotions only come from being feeling like a human being, so that's why the last play is connect and it kind of underpins everything. That this idea that until you feel a sense of connection. The connection is not trivial. Hey, would you do this weekend? And it's not. I agree with everything that you say. I don't want everyone from one party in one company. That would definitely not work, it violate the diversity thing. Connection is I actually give a shit about you in a deep…   Steve Rush: Meaningful level.   David Marquet: I want you to be successful in your life, because once you have that. If I need to go to you and say. You kind of showed up like a jerk in that meeting, it does not sting. Deep in my heart, I believe and I feel that you really love me. You want me to succeed and I want the same for you, so it comes across as an embrace, not a stick in the eye.   Steve Rush: Really powerful, isn't it? Really emotional, too. When you make that connection.   David Marquet: Yeah, listen to me. I am a submarine commander. That is the last place you find emotion.   Steve Rush: Does that changed too. When you were on-board, the Santa Fe?   David Marquet: Yeah, I think we did. If you asked me on my last day, I would say. Oh, yeah, we did really, really well. We made such a big change. I think now we made a change and we did well, but I think there is so much more we could do.   Steve Rush: And talking about emotional connections whilst on board the Santa Fe. Not many of our listeners might know this, but Stephen Covey, the famous author of Seven Habits of Highly Effective People, spent some time with you on board the ship, right?   David Marquet: Yeah, and that was a magic day. His book had a huge impact on me, and my life. He helped me understand what we were actually doing by putting it into words, and I was very sad when he passed away a couple of years ago.   Steve Rush: Sure, and he cited, you actually as being partly responsible for his eight habit. I just wondered how that felt when you heard that words from somebody with such a broad experience at that time.   David Marquet: Well, I was amazing and when he was on a ship, he said, this is amazing. It is the most empowering place I have ever seen. I want to write about you in my next book. And I'm like, sure, sure. Right. Then, sure enough, you know a couple of years later, this big box of books and I am like, no way.   Steve Rush: Did that inspire you somewhat to put pen to paper yourself?   David Marquet: Yeah, Plus my wife told me I needed to do it. After I left the Navy, I really wanted to tell the story. Not like here we were, how great we were, how great was I? But by doing this, we ended up creating so many more leaders. They have gone out and had much better lives.   Steve Rush: That is great. It is awesome stuff. And Dave just to finish it off. Could you just give us a few top leadership hacks?   David Marquet: Steve, my top leadership Hack. Start your question with how. How sure are you? Not are you sure. When you are running a meeting, a decision meeting. Vote first, then discuss.   Steve Rush: David thanks ever so much for spending time with me, really grateful. Good luck with leadership is language.   David Marquet: Thanks, Steve, for coming into town and doing this in person.   Steve Rush: You are very welcome. And if you'd like to learn a little bit more about David and what he's up to at the moment, check that out in our show notes. Also, head over to davidmarquet.com and Intent Based Leadership Institute. Closing Steve Rush: I genuinely want to say heartfelt thanks for taking time out of your day to listen in too. We do this in the service of helping others, and spreading the word of leadership. Without you listening in, there would be no show. So please subscribe now if you have not done so already. Share this podcast with your communities, network, and help us develop a community and a tribe of leadership hackers. Finally, if you would like me to work with your senior team, your leadership community, keynote an event, or you would like to sponsor an episode. Please connect with us, by our social media. And you can do that by following and liking our pages on Twitter and Facebook our handle there: @leadershiphacker. Instagram you can find us there @the_leadership_hacker and at YouTube, we are just Leadership Hacker, so that is me signing off. I am Steve Rush and I have been the leadership hacker.

Today, I am bringing you an interview with former Navy Captain, best-selling author, and a true leadership expert, David Marquet.  Here are a few quotes about David Marquet: “I don’t know of a finer model of this kind of empowering leadership than Captain Marquet." Dr. Stephen R. Covey, author of 7 Habits of Highly Effective People “To say I’m a fan of David Marquet would be an understatement. I’m a fully-fledged groupie. He is the kind of leader who comes around only once in a generation. He is the kind of leader who doesn’t just know how to lead, he knows how to build leaders. His ideas and lessons are invaluable to anyone who wants to build an organization that will outlive them.”  Simon Sinek, author of Start with Why, Leaders Eat Last, and The Infinite Game I can relate to Dr. Covey and Simon’s thoughts on David.  He is a true leadership hero for me, so it was really special to get to do this interview.  A little bit of David’s story for those that are unfamiliar.  He graduated in the top of his class at the US Naval Academy, graduated #1 from his nuclear power school class and the submarine officer basic course.  David has always been a brilliant guy, but over his years in the Navy, he learned that being a great leader is not all about being the smartest guy in the room.  After years of proving his competence, David was awarded his very own command of a nuclear submarine.  He was told he’d be taking over the USS Olympia, so he spent an entire year studying every aspect of the ship, becoming an expert on all the ship's capabilities.  But about two weeks before taking over the Olympia, he was reassigned to take over the Santa Fe.  He knew nothing about the Santa Fe, for its crew had a reputation for being the worst in the fleet.  With only two weeks before taking over, he knew his typical leadership approach of being the smartest person in the room and just giving orders wasn’t going to work.  So aboard a nuclear submarine – a place that few would feel comfortable taking a lot of risk and doing experiments – David tried an entirely different approach to leadership.  Instead of viewing his crew as followers that simply followed his orders, David empowered them to think, to take initiative, and he ultimately developed them into leaders.  He moved from the leader-follower model he had been taught to viewing everyone as a leader.  And the results were truly remarkable.  His leadership turned the ship around.  They went from worst in the Navy to receiving the best evaluation in Navy history. Even after David departed the Santa Fe, it continued to win awards and promoted a disproportionate number of officers and enlisted men to positions of increased responsibility, including 10 subsequent submarine captains.  When Stephen R. Covey visited the ship, he said it was the most empowering organization he’d ever seen and wrote about David’s leadership practices in his book, The 8th Habit. David first shared his leadership principles in the #1 Amazon Bestseller, Turn the Ship Around!  A True Story of Turning Followers into Leaders.  Fortune magazine named it the #1 must-read business book of the year, and USA Today listed it as one of the top 12 business books of all time.  And, on February 4th, David is releasing his new book, Leadership is Language: The Hidden Power of What You Say and What You Don't, which I have had the chance to read and it is truly an incredible book.  Some books given you a nugget of wisdom here and there, but David’s books challenge me in a special way and help me take my leadership approach to a new level.  His books are transformational and paradigm-shifting.  Leadership is Language has been endorsed by Adam Grant, General (ret.) Stanley McCrystal, and Liz Wiseman, author of Multipliers.  You can connect with David Marquet at his website, Twitter, Facebook, and LinkedIn.  Find full notes at calwalters.me. 

I absolutely loved this conversation with David who is the first person to come back onto the Value through Vulnerability for a 2nd time. Please fond as follows some of the rich insights and their timings in the podcast: - “The realisation I had was all of my leadership training was about telling people what to do; telling them nicely, telling them precisely, telling them so they thought it was there idea, but fundamentally about telling people what to do” – 02.45 - “First of all, I had to get away from this idea that I was controlling other peoples behaviour. We live in a world where we think that the way to have success in your job, is to get other people to do stuff” – 05.20 “I think there is a real limitation here which is they are only going to be as good as you, they are only going to be as proactive as you, and they’re not going to give that discretionary effort” - 05.40 - “just imagine if you needed to spend zero time managing people. You need to coordinate people, their efforts should to be coordinated, but what if you didn’t have to manage any of them, they just managed themselves.” – 07.05 - “It’s good people, trying to do the right thing, but with the wrong playbook of the industrial, playbook” – 19.10 David can be contacted via the followings means: Bio: Student of leadership and organizational design, former nuclear submarine commander, Author of Amazon #1 Best Seller: Turn the Ship Around!, Leadership is Language, and The Turn the Ship Around! Workbook, and one of Inc. Magazine’s Top 100 Leadership Speakers. David Marquet imagines a workplace where everyone engages and contributes their full intellectual capacity, a place where people are healthier and happier because they have more control over their work–a place where everyone is a leader. A 1981 U.S. Naval Academy graduate, Captain Marquet served in the U.S. submarine force for 28 years. After being assigned to command the nuclear powered submarine USS Santa Fe–then ranked last in retention and operational standing–he realized the traditional leadership approach of “take control, give orders,” wouldn’t work. He “turned the ship around” by treating the crew as leaders, not followers, and giving control, not taking control. This approach took the Santa Fe from “worst to first,” achieving the highest retention and operational standings in the navy. After Captain Marquet’s departure, the Santa Fe continued to win awards and promoted a disproportionate number of officers and enlisted men to leadership positions, including ten subsequent submarine captains. Stephen R. Covey said it was the most empowering organization he’d ever seen and wrote about Captain Marquet’s leadership practices in his book, The 8th Habit. Captain Marquet is the author of Turn the Ship Around! A True Story of Turning Followers Into Leaders. Fortune magazine named it the #1 must-read business book of the year, and USA Today listed it as one of the top 12 business books of all time. He is also the author of The Turn the Ship Around Workbook, which is a companion workbook for implementing Intent-Based Leadership. In 2020 PenguinRandomHouse will publish David’s next big idea book: Leadership is Language. This is a re-engineering of the language we use at work and a new playbook for leaders. Please find my Interpersonal Catalyst brochure here in case I can support you at all -> https://my.visme.co/projects/rxyz4jpo-garry-turner-interpersonal-catalyst --- Send in a voice message: https://anchor.fm/valuevulnerability/message

As the Captain of a nuclear submarine, David Marquet created Intent-based Leadership. He is a nationally recognized speaker and authored the Amazon bestseller Turn the Ship Around. Overcoming the obstacle that restricts leaders from admitting that they don’t know something can be very difficult. David attributes this to leaders often thinking that leadership is a theoretical skill and provides a comparison that simplifies the type of skill that it really is.  People learn more from failure than they do from success. David shares some of the failures that have shaped him into who he is today and reflects on what he learned from them. We also hear about the two types of ego that are competing inside of us whenever we are put under pressure. BIO:  David Marquet (MAR-KAY) was assigned to command the nuclear powered submarine USS Santa Fe, then ranked last in retention and operational standing. He “turned his ship around” by treating the crew as leaders, not followers, and giving control, not taking control. This revolutionary approach not only took the Santa Fe from “worst to first” in the rankings, but also created more subsequent leaders than any other submarine. Stephen R. Covey called the Santa Fe “the most empowering organization [he’d] ever seen” and wrote about Captain Marquet’s leadership practices in his book, The 8th Habit.  Captain Marquet is the author of Turn the Ship Around! A True Story of Turning Followers Into Leaders. Fortune magazine named it the #1 must-read business book of the year, and USA Today listed it as one of the top 12 business books of all time.  David Marquet is here today to deliver the powerful message that in highly effective organizations, leadership is not for the select few at the top; he will tell you how he and the crew of Santa Fe developed a way to create leaders at every level.  More about guest can be found here: Website: https://www.davidmarquet.com YouTube: Leadership Nudges-https://www.youtube.com/channel/UCM6PvFiH_weNCMCnFynTNdg Even More about the guest:  Student of leadership and organizational design, former nuclear submarine commander, Author of Amazon #1 Best Seller: Turn the Ship Around! And The Turn the Ship Around! Workbook, and one of Inc. Magazine’s Top 100 Leadership Speakers for 2018.  David Marquet imagines a work place where everyone engages and contributes their full intellectual capacity, a place where people are healthier and happier because they have more control over their work–a place where everyone is a leader.  A 1981 U.S. Naval Academy graduate, Captain Marquet served in the U.S. submarine force for 28 years. After being assigned to command the nuclear powered submarine USS Santa Fe–then ranked last in retention and operational standing–he realized the traditional leadership approach of “take control, give orders,” wouldn’t work. He “turned the ship around” by treating the crew as leaders, not followers, and giving control, not taking control. This approach took the Santa Fe from “worst to first,” achieving the highest retention and operational standings in the navy.  After Captain Marquet’s departure, the Santa Fe continued to win awards and promoted a disproportionate number of officers and enlisted men to leadership positions, including ten subsequent submarine captains. Stephen R. Covey said it was the most empowering organization he’d ever seen and wrote about Captain Marquet’s leadership practices in his book, The 8th Habit.  Captain Marquet is the author of Turn the Ship Around! A True Story of Turning Followers Into Leaders. Fortune magazine named it the #1 must-read business book of the year, and USA Today listed it as one of the top 12 business books of all time. He is also the author of The Turn the Ship Around Workbook, which is a companion workbook for implementing Intent-Based Leadership.  Captain Marquet retired from the Navy in 2009, and now speaks to audiences around the globe who want to create empowering work environments that release the passion, initiative, and intellect of each person. This bold and highly effective framework is summarized as “give control, create leaders.”  He is a life member of the Council on Foreign Relations, and in 2015 was named to the American Management Association’s “Leaders to Watch” list.  Selected Articles:  Fast Company: A Submarine Captain on the Power of Language.  99U: Why Motivating Others Starts with Using the Right Language  Shanghai American Chamber of Commerce: Take Control by Giving Control  INC: HowtoInspireGreatness:StopLeading  Selected Videos: What is Leadership? Creating Leaders  Simon Sinek| How to be a Great Leader with Lessons from David Marquet Speakers Spotlight: Expert on Leadership and Innovation| Author, Retired US Navy Captain Links: Connect with the Passing the Torch podcast: ---> Facebook: https://www.facebook.com/passingthetorchwithmartinfoster/ ---> SUBSCRIBE on iTunes: https://itunes.apple.com/us/podcast/passing-the-torch/id1338122884?mt=2  

Check out the full interview with David Marquet - https://youtu.be/lfxSAi8vdls Captain David Marquet is the author of Turn the Ship Around! His book is the story of how Captain Marquet began treating his crew as leaders, not followers, and giving control, not taking control. It wasn’t long before operations took a dramatic turn. His ship, the Santa Fe went from “worst to first,” achieving the highest retention and operational standings in the Navy.

DAVID MARQUET ONLINE: leadership nudge channel on YouTube: https://www.youtube.com/channel/UCM6PvFiH_weNCMCnFynTNdg website: www.davidmarquet.com website: www.intentbasedleadership.com book: Turn the Ship Around: https://www.amazon.com/Turn-Ship-Around-Turning-Followers/dp/1591846404 New book, Leadership is Language: https://www.amazon.com/Leadership-Language-Hidden-Power-Say/dp/073521753X Captain David Marquet is the author of Turn the Ship Around! His book is the story of how Captain Marquet began treating his crew as leaders, not followers, and giving control, not taking control. It wasn’t long before operations took a dramatic turn. His ship, the Santa Fe went from “worst to first,” achieving the highest retention and operational standings in the Navy. When Stephen R. Covey spent time aboard the Santa Fe, he referred to it as the most empowering organization he’d ever seen. He wrote about Captain Marquet’s leadership practices in his book, The 8th Habit. After Captain Marquet’s departure from the USS Santa Fe, it continued to win awards and promote more officers and enlisted men to positions of increased responsibility than any other submarine—including ten subsequent submarine captains. #leadership #leaderseatlast #navy Submarine Captain David Marquet: Intent-Based Leadership with Brendan Carr

The Learning Leader Show With Ryan Hawk Episode #257: David Marquet - Intent Based Leadership (Turn The Ship Around!) Captain Dave Marquet is a 1981 U.S. Naval Academy graduate.  He served in the U.S. submarine force for 28 years. After being assigned to command the nuclear powered submarine USS Santa Fe, then ranked last in retention and operational standing, he realized the traditional leadership approach of “take control, give orders,” wouldn’t work. He “turned his ship around” by treating the crew as leaders, not followers, and giving control, not taking control. This approach took the Santa Fe from “worst to first,” achieving the highest retention and operational standings in the navy. Stephen R. Covey said it was the most empowering organization he’d ever seen and wrote about Captain Marquet’s leadership practices in his book, The 8th Habit. Captain Marquet is the author of Turn the Ship Around! A True Story of Turning Followers Into Leaders. Fortune magazine called the book the “best how-to manual anywhere for managers on delegating, training, and driving flawless execution.” "Leadership is not for the select few at the top. In highly effective organizations, there are leaders at every level. When we give our people more authority, we actually create more effective leaders." Show Notes: Sustaining excellence: "The ability to decouple from their personal feelings their personality. It can't all depend on one person. In a consistent organization, the leader is part of it, but not all of it." How parenting helps you become a better leader: "That's really interesting. As a parent, you're trying to create an independent decision maker." The United States Naval Academy definition of leadership = Leadership can be defined as directing the thoughts, plans, and actions of others... So as to obtain their command and obedience, their confidence, their respect, and their loyal cooperation." --> Why this is wrong and not effective. "I intend to..." -- Intent based leadership How to create the environment for the team to make decisions Intent based environment: People don't need to be told what to do. Lean back, team leans forward. Don't make yourself (as the leader) a bottleneck. Risks = Tune level of control to competence or confidence of the team... Expose my thought process (as the leader) to you to see how I put it together. Ask "what" and "how" questions... If you get hired as a new manager and did not get to choose anyone on your team? "Focus on what you can control.  Do we welcome each other? Do we care? Do we connect?" Making the jump from individual contributor to manager: "Talk less, don't have all the answers... Listen." "Push information to authority.  Be knowing, not telling." The job of the leader is to determine how the team works Minimize cognitive burden -- "The leader defines the structure." "We act our way to new thinking, not think our way to new acting."   Social Media: Read: Turn The Ship Around! Follow Captain Marquet on Twitter: @ldavidmarquet Connect with me on LinkedIn Join our Facebook Group: The Learning Leader Community To Follow Me on Twitter: @RyanHawk12  

Software Process and Measurement Cast 491 features our essay titled, Can “Done” Be Allowed To Break Production?  The most succinct answer to the question is always no, the story is not done. The reason is that the story is not implementable, and unless the goal of the story is to blow up production and anger customers it can’t be considered to be done. Susan Parente brings her Not a Scrumdamentalist column to the cast this week.  Susan discusses Kanban for You and Me.  The discussion focuses on personal Kanban and how to use it to guide your day to day activities effectively and efficiently. Kim Pries, the Software Sensi, anchors the cast this week.  Kim’s essay is titled Real Software Quality.  In this column, Kim warns us of the dangers of interventionism on quality. Re-Read Saturday News In week six of the re-read of L. David Marquet’s Turn the Ship Around! we tackle chapter 7, titled I Relieve You. I am breaking the two chapter pattern to layup so that we can have a clean start the second part of the book next week Chapter Seven completes Part One of the book.  Part one serves tells the story of how Captain Marquet came to be in command of the USSN Santa Fe rather than the Olympia. Much of Marquet’s leadership model was emergent (like design in agile). Change may occur even without a shock, such as Marquet’s reassignment, but adding energy will hasten change. In this case, the shock made the development of Marquet’s leadership model inevitable. Current Installment: Week 6: I Relieve You - https://bit.ly/2F7C5ag Previous Installments: Week 5: Call to Action and Whatever they tell me to do! - https://bit.ly/2IXZugS Week 4: Change of Course and Frustration - https://bit.ly/2qbPzgK Week 3: Pain and Business as Usual - https://bit.ly/2qfd74g Week 2: Forward and Introduction - https://bit.ly/2H8K4Jg Week 1: Game Plan - https://bit.ly/2HgCdqW Upcoming Webinars and Conferences QAI Quest 2018 The Three Amigo’s Role in Agile May 21-25, 2018, San Antonio, Texas ISMA 15 May 11 Rome, Italy Next SPaMCAST SPaMCAST 492 will feature our recent interview with Murali Chemuturi.  Murali has just published a new book tilted Software Design: A Comprehensive Guide to Software Development Projects (Link https://amzn.to/2qMAgKW). The book offers practical design advice for anyone involved in software development.  We discussed the impact of design on usability, security and data architecture to name just a few areas. Note Murali and I co-authored Mastering Software Project Management (buy a copy! https://amzn.to/2F5LWxB).  

In 1981, David graduated top of his class from the U.S. Naval Academy—an institute renowned for developing “leaders to serve the nation.” Thereafter, he joined the submarine force. Along his journey, one thing bothered him: the traditional leader-follower model. Used by the Navy and most companies around the world, the goal of leader-follower is to influence people to comply, not think. David experienced first-hand how this practice makes people feel marginalized. He knew in his gut that there had to be a better way. He’d soon discover that to prove his theory he’d have to break some rules. As engineer officer aboard the USS Will Rogers (SSBN-659), a nuclear powered ballistic missile submarine, David tried empowering his team. He provided broad guidance, giving the team intent rather than orders. It was … a disaster. His team made poor decisions that led to errors. He had to stop and revert to the traditional leader-follower method. Taking Command Ultimately, David was selected to captain the USS Olympia (SSN-717), a nuclear powered attack submarine. He studied for over a year to take command, understanding on a deep level every detail of how that submarine operated. Unexpectedly, David was diverted to take command of the USS Santa Fe (SSN-763) when its captain quit. Santa Fe was the worst performing submarine in the fleet and a different type of submarine that he knew little about. Troubled Waters Less than a month later the Santa Fe was running a simple drill to simulate a fault with the reactor. In this scenario, propulsion is shifted from the main engines to a smaller, electric propulsion motor. The captain ordered, “ahead two-thirds.” The officer on deck repeated the order, “ahead two-thirds.” Nothing happened. Captain Marquet noticed the helmsman who was to execute the order looked unsettled. When asked what the problem was, the helmsman pointed out that there was no two-thirds in the electric propulsion mode unlike all his previous submarines. When asked, the officer on deck said he repeated the command knowing it was wrong. David realized that the leader-follower environment meant his crew would do anything he said—even if it was wrong. That could be catastrophic. He decided to try Intent-Based Leadership again. Turning the Ship Around Captain Marquet began treating his crew as leaders, not followers, and giving control, not taking control. It wasn’t long before operations took a dramatic turn. Santa Fe went from “worst to first,” achieving the highest retention and operational standings in the Navy. When Stephen R. Covey spent time aboard the Santa Fe, he referred to it as the most empowering organization he’d ever seen. He wrote about Captain Marquet’s leadership practices in his book, The 8th Habit. After Captain Marquet’s departure from the USS Santa Fe, it continued to win awards and promote more officers and enlisted men to positions of increased responsibility than any other submarine—including ten subsequent submarine captains. A Time for Change Captain Marquet retired from the Navy in 2009 and is now the author of Turn the Ship Around! A True Story of Turning Followers Into Leaders. Fortune magazine called the book the “best how-to manual anywhere for managers on delegating, training, and driving flawless execution.” Captain Marquet’s Intent-Based Leadership model is turning around all types of organizations—from big manufacturers to start-ups and sport teams to government. He helps leaders build environments where people contribute and feel valued —where everyone is a leader.      Links http://www.davidmarquet.com/ amazon.com/Turn-Ship-Around-Turning-Followers/dp/1591846404/ref=pd_sim_b_1?ie=UTF8&refRID=1W4YCMRP4SGJHASF736G (Amazon) LinkedIn: linkedin.com/in/davidmarquet Twitter: ldavidmarquet Email: chuck@turntheshiparound.com   Advertisers www.emweekly.com www.titanhst.com www.thebluecell.com  

In 1981, David graduated top of his class from the U.S. Naval Academy—an institute renowned for developing “leaders to serve the nation.” Thereafter, he joined the submarine force. Along his journey, one thing bothered him: the traditional leader-follower model. Used by the Navy and most companies around the world, the goal of leader-follower is to influence people to comply, not think. David experienced first-hand how this practice makes people feel marginalized. He knew in his gut that there had to be a better way. He’d soon discover that to prove his theory he’d have to break some rules. As engineer officer aboard the USS Will Rogers (SSBN-659), a nuclear powered ballistic missile submarine, David tried empowering his team. He provided broad guidance, giving the team intent rather than orders. It was … a disaster. His team made poor decisions that led to errors. He had to stop and revert to the traditional leader-follower method. Taking Command Ultimately, David was selected to captain the USS Olympia (SSN-717), a nuclear powered attack submarine. He studied for over a year to take command, understanding on a deep level every detail of how that submarine operated. Unexpectedly, David was diverted to take command of the USS Santa Fe (SSN-763) when its captain quit. Santa Fe was the worst performing submarine in the fleet and a different type of submarine that he knew little about. Troubled Waters Less than a month later the Santa Fe was running a simple drill to simulate a fault with the reactor. In this scenario, propulsion is shifted from the main engines to a smaller, electric propulsion motor. The captain ordered, “ahead two-thirds.” The officer on deck repeated the order, “ahead two-thirds.” Nothing happened. Captain Marquet noticed the helmsman who was to execute the order looked unsettled. When asked what the problem was, the helmsman pointed out that there was no two-thirds in the electric propulsion mode unlike all his previous submarines. When asked, the officer on deck said he repeated the command knowing it was wrong. David realized that the leader-follower environment meant his crew would do anything he said—even if it was wrong. That could be catastrophic. He decided to try Intent-Based Leadership again. Turning the Ship Around Captain Marquet began treating his crew as leaders, not followers, and giving control, not taking control. It wasn’t long before operations took a dramatic turn. Santa Fe went from “worst to first,” achieving the highest retention and operational standings in the Navy. When Stephen R. Covey spent time aboard the Santa Fe, he referred to it as the most empowering organization he’d ever seen. He wrote about Captain Marquet’s leadership practices in his book, The 8th Habit. After Captain Marquet’s departure from the USS Santa Fe, it continued to win awards and promote more officers and enlisted men to positions of increased responsibility than any other submarine—including ten subsequent submarine captains. A Time for Change Captain Marquet retired from the Navy in 2009 and is now the author of Turn the Ship Around! A True Story of Turning Followers Into Leaders. Fortune magazine called the book the “best how-to manual anywhere for managers on delegating, training, and driving flawless execution.” Captain Marquet’s Intent-Based Leadership model is turning around all types of organizations—from big manufacturers to start-ups and sport teams to government. He helps leaders build environments where people contribute and feel valued —where everyone is a leader.      Links http://www.davidmarquet.com/ amazon.com/Turn-Ship-Around-Turning-Followers/dp/1591846404/ref=pd_sim_b_1?ie=UTF8&refRID=1W4YCMRP4SGJHASF736G (Amazon) LinkedIn: linkedin.com/in/davidmarquet Twitter: ldavidmarquet Email: chuck@turntheshiparound.com   Advertisers www.emweekly.com www.titanhst.com  

David Marquet graduated from the U.S. Naval Academy in '81 and led a distinguished career in the United States' Submarine Force, culminating in command of the nuclear-powered fast-attack submarine USS Santa Fe. In command of Santa Fe, Captain Marquet completely turned around the submarine, which went from being "worst to first."  Noted author Dr. Stephen Covey rode USS Santa Fe and discusses one of Captain Marquet's leadership practices in his book, The 8th Habit.  David currently runs the leadership program he founded, "Turn the Ship Around!" In this episode, you'll learn: Unconventional practices that will help you write a book faster How to build a team to support you through the writing process How to leverage a book to grow a speaking and consulting business How to find clients you love to serve Enjoy!  -Scott Mackes, USNA '01

After graduating from the U.S. Naval Academy at the top of his class, David Marquet was asked to become the Captain of a nuclear-powered attack submarine. One year later, Captain Marquet was given an opportunity to lead a different submarine, one which had the worst performance record in the fleet. It was on that ship Captain Marquet realized the leader-follower environment was inadequate for his organization to perform at a top level. He shares his story with us today and takes us through the journey which is documented in his book, Turn the Ship Around, a book USA Today has named one of the Top 10 Business Books of all time.   Key Takeaways: [1:30] Captain Marquet describes his leadership experience on the worst performing submarine in the Navy, at the time. [7:24] How did eliminating the task and report policy help to turn the ship around? [14:14] What are the rituals, habits and protocols of all organizations? [18:03] What is wrong with being told to “Be Empowered”? [22:20] Defining businesses in a two-dimensional space and why your team should function diagonally. [28:50] Ask your people “What is the timeframe you want to win over?” [34:21] Giving up control in very small steps and evaluating the outcome is the first step to implementing Captain Marquet’s practices. [39:38] Give people permission to give you feedback about your performance.   Mentioned in This Episode: Captain David Marquet Turn the Ship Around

David's bio: Former captain of a nuclear submarine. Captain Marquet retired from the Navy in 2009 and is now the author of Turn the Ship Around! A True Story of Turning Followers Into Leaders. Fortune magazine called the book the “best howto manual anywhere for managers on delegating, training, and driving flawless execution.” Captain Marquet's Intent-Based Leadership model is turning around all types of organizations— from big manufacturers to start-ups and sport teams to government. He helps leaders build environments where people contribute and feel valued —where everyone is a leader.

Episode 047: David Marquet – Turn The Ship Around! Going From Worst To First This episode was absolutely packed full of action oriented takeaways to help us all improve in each of our environments. I love the strategy David has employed to empower and grow leaders… You’ll learn about his thought process on leadership in the Navy and in the civilian world as well.  David realized that the leader-follower environment meant his crew would do anything he said—even if it was wrong. That could be catastrophic. He decided to try Intent-Based Leadership again. Captain Marquet began treating his crew as leaders, not followers, and giving control, not taking control. It wasn’t long before operations took a dramatic turn. Santa Fe went from “worst to first,” achieving the highest retention and operational standings in the Navy. When Stephen R. Covey spent time aboard the Santa Fe, he referred to it as the most empowering organization he’d ever seen. He wrote about Captain Marquet’s leadership practices in his book, The 8th Habit. Captain David Marquet retired from the Navy in 2009 and is now the author of Turn the Ship Around! A True Story of Turning Followers Into Leaders. Fortune magazine called the book the “best how-to manual anywhere for managers on delegating, training, and driving flawless execution.” Captain Marquet’s Intent-Based Leadership model is turning around all types of organizations—from big manufacturers to start-ups and sport teams to government. He helps leaders build environments where people contribute and feel valued —where everyone is a leader. Episode 047: David Marquet – Turn The Ship Around! Going From Worst To First Subscribe on iTunes or Stitcher Radio   The Learning Leader Show “Do you want to be good or do you want to get better.” – David Marquet Some Questions I Ask: What one common characteristic do all high achievers leaders share? Which rules are okay to break? How do you know? How do you ensure proper execution on what you train? What are the actions of a true learning leader? What are some ways to give decision making power to others? Why did you get rid of “To Do” Lists? In This Episode, You Will Learn: The power of having a growth mindset Why using the phrase “I intend…” is a key to success His book “Turn The Ship Around” was labeled by USA Today as one of the 12 best business books of all time Why you should get up and leave the room if the leader of the meeting won’t allow you to start without them and then they show up late Examples of learning leaders and how a true learning leader doesn’t take all the credit  “My first step was to stop telling everyone what to do.” – David Marquet Continue Learning Read:  "Turn The Ship Around" Go To: davidmarquet.com   Follow David on Twitter: @ldavidmarquet You may also like these episodes: Episode 001: How To Become A Master Connector With Jayson Gaignard From MasterMind Talks Episode 002: How To Take Over And Set Bigger Goals With Chris Brogan Episode 004: How Todd Wagner (and Mark Cuban) Sold Broadcast.com To Yahoo! For $5.7 Billion Episode 010: Shane Snow – How To Accelerate Success Using Smart Cuts Did you enjoy the podcast? This was a jam packed episode full of great content.  David Marquet is leader who is constantly learning in order to help us all live a better life.  He also strives to constantly help others. Who do you know that needs to hear this?  Send them to The Learning Leader Show! Episode edited by the great J Scott Donnell  Bio From DavidMarquet.com David was selected to captain the USS Olympia (SSN-717), a nuclear powered attack submarine. He studied for over a year to take command, understanding on a deep level every detail of how that submarine operated. Unexpectedly, David was diverted to take command of the USS Santa Fe (SSN-763) when its captain quit. Santa Fe was the worst performing submarine in the fleet and a different type of submarine that he knew little about. David realized that the leader-follower environment meant his crew would do anything he said—even if it was wrong. That could be catastrophic. He decided to try Intent-Based Leadership again. Captain Marquet began treating his crew as leaders, not followers, and giving control, not taking control. It wasn’t long before operations took a dramatic turn. Santa Fe went from “worst to first,” achieving the highest retention and operational standings in the Navy. When Stephen R. Covey spent time aboard the Santa Fe, he referred to it as the most empowering organization he’d ever seen. He wrote about Captain Marquet’s leadership practices in his book, The 8th Habit. Captain Marquet retired from the Navy in 2009 and is now the author of Turn the Ship Around! A True Story of Turning Followers Into Leaders. Fortune magazine called the book the “best how-to manual anywhere for managers on delegating, training, and driving flawless execution.” Captain Marquet’s Intent-Based Leadership model is turning around all types of organizations—from big manufacturers to start-ups and sport teams to government.    He helps leaders build environments where people contribute and feel valued —where everyone is a leader.

Healthcare Executives Network interviews Captain David Marquet Captain Marquet retired from the Navy in 2009 and is now the author of Turn the Ship Around! A True Story of Turning Followers Into Leaders. Fortune magazine called the book the “best how-to manual anywhere for managers on delegating, training, and driving flawless execution.” Captain Marquet’s Intent-Based Leadership model is turning around all types of organizations—from big manufacturers to start-ups and sport teams to government. He helps leaders build environments where people contribute and feel valued —where everyone is a leader. Motley Fool called Captain Marquet’s book: “One of the 12 best business books of all time.” In this interview Captain Marquet talks about his philosophies and how they relate to healthcare.

Superhero Academy Podcast Simon Sinek - Start With Why For full notes and key points, please visit LINKSOON Summary In this podcast, Marc Coppola interviews Simon Sinek, the author of two books, 'Start With Why' and 'Leaders Eat Last'. His new book 'Start With Why' sheds more light into a world of profit versus a world based on relationships with people. Every single organization in the planet, even our own careers, always functions on the same three levels: what we do, how we do it, and why we do it. All those leaders in organizations with the capacity to inspire, every single one of them starts with 'why'. Leadership is about creating the right environment and prioritizing the people rather than the numbers. Simon says that in order to be good and effective leaders, we should start with the 'why', and stand up and be the leader we wish we had. Main Questions Asked • What is the Golden Circle? [00:43] • Tell us about yourself. [00:44] • What is this concept of 'starting with why'? [00:48] • Can you tell us the story of Captain Marquet? [02:46] • What is the right environment? [07:32] • Most organizations are not starting with the ‘why’; do you think this is going to change? [15:20] • How do you make people more conscious of what they're doing when they're feeding that addiction? [17:47] • What do you think about the community as a whole? [22:23] • How can a business manage to be socially responsible? [22:25] • What is the best way to create that circle of safety and group mentality? [23:24] • Is there a responsibility to be a follower? [24:24] Powerful Quotes • "You can't lead a company. You can only run a company; you have to lead people." - Simon Sinek [12:10] • "We are designed to look after each other. By ourself, we are junk." - Simon Sinek [19:23] Links Mentioned Leaders Eat Last http://www.amazon.com/Leaders-Eat-Last-Together-Others/dp/1591845327 Contact Information for the Guest, Simon Sinek twitter.com/simonsinek facebook.com/simonsinek startwithwhy.com Come check out more of what we do on www.valhallamovement.com www.superheroacademy.net

A top graduate from the U.S. Naval Academy, David Marquet led a distinguished career in the U.S. submarine force. He commanded the nuclear-powered fast-attack submarine USS Santa Fe, stationed in Pearl Harbor, Hawaii. Captain Marquet completely turned around Santa Fe, where the crew went from being “worst to first.” Santa Fe continued to win awards after his departure and promoted a disproportionate number of ... Read More

Welcome to the Software Process and Measurement Cast 202!   Software Process and Measurement Cast 202 features my interview with David Marquet.  We discussed his book Turn the Ship Around!: How to Create Leadership at Every Level.  I have already begun to put his advice to work!  I think you will get a lot out of this interview. BIO:A U.S. Naval Academy graduate, David Marquet served in the U.S. submarine force. He commanded the nuclear-powered fast-attack submarine USS Santa Fe, stationed in Pearl Harbor, Hawaii. Captain Marquet completely turned around Santa Fe, where the crew went from being "worst to first." Santa Fe continued to win awards after his departure and promoted a disproportionate number of officers and enlisted men to positions of increased responsibility, including 9 subsequent submarine captains. After riding USS Santa Fe, noted author Stephen R. Covey said it was the most empowering organization he'd ever seen and wrote about Captain Marquet's leadership practices in his book, The 8th Habit. Since completing his military service David speaks to businesses and groups who want to create empowering work environments that release the passion, initiative, and intellect of each person. He has lectured on leadership at Columbia University. This bold and highly effective leadership approach can be summarized as "give control, create leaders." The result embeds the goodness of the organization in the people and practices instead of the personality of the leader, building enduring and resilient organizations. He is a life member of the Council on Foreign Relations and lives in Florida with his wife, Jane. I highly recommend Turn the Ship Around!: How to Create Leadership at Every Level.  Required reading if you are or want to be a leader.  Buy the dead tree version or the Kindle Version SPaMCAST 202 is sponsored by LeanKit Kanban! LeanKit's visual management tools provide a great way to smoothly manage organizational change. They allow you to easily map your current processes as sticky notes on a series of interconnected virtual whiteboards, watch how work is flowing through those processes, measure your capabilities via industry leading analytics, and then re-measure as you make process changes. LeanKit provides the roadmap for organizational change management. For a free trial go to leankit.com. Use "Turn the Ship Around" as a coupon code when you sign-up for a 10% discount. Also in SPaMCAST 202 I continue featuring elevator speaches for the upcoming AgileTrek and TesTrek Conferences. This time we hear from Christin Wiedemann. Shameless Ad for my book!  Mastering Software Project Management: Best Practices, Tools and Techniques co-authored by Murali Chematuri and myself and published by J. Ross Publishing. We have received unsolicited reviews like the following: "This book will prove that software projects should not be a tedious process, neither for you or your team." NOW AVAILABLE IN CHINESE! Have you bought your copy? Contact information for the Software Process and Measurement CastEmail:  spamcastinfo@gmail.comVoicemail:  +1-206-888-6111Website: www.spamcast.netTwitter: www.twitter.com/tcagleyFacebook:  http://bit.ly/16fBWV Upcoming Conferecnes Conference season is coming.  I will be speaking at the following conferences and look forward to meeting up with all SPaMCAST listeners and contributors. AgileTrek, November 9th in Toronto http://www.qaiagiletrek.org/2012/agiletrek-at-a-glance/ TesTrek, November 5 - 8 in Torontohttp://www.qaitestrek.org/2012Toronto/ ISMA 7, October 28 - 31 in Phoenix, AZhttp://www.ifpug.org/?page_id=252 Next: The Software Process and Measurement Cast 203 will feature my essay on compliance cultures.