Turn the Ship Around!

Found it very repetitive and very cheesy.

Pretty great exposition of leadership challenges and novel solutions with an ever-present positivity and wit. Definitely recommended to all leaders of people and process.

I really enjoyed this book and gave me a lot to think about on how to build effective organisations.

An amazing book! It took me quite some time to read it, even though it's short. The reason is there's a lot to think about.

Mainly from the manager's perspective, still worth reading regardless of your rank. I wish more managers read books like this one!

I rarely read this kind of “professional career guide” type of book. They're all too often fairly dry, are strongly dependant on the cultural and social environment they're based upon (e. g. US/Europe) and, honestly, range from “difficult to apply” to “impossible to adapt”.Luckily, this book is completely different! David Marquet tells us in plain words how he metaphorically “turned the ship around” from one of the worst to one of the top performers. I would never have believed that the military of all organisations was actually able to apply a culture of “thinking out loud”, (constructively) questioning orders and, generally, turn a culture of classic “command & control” into something much more open and productive.Marquet doesn't ever preach, though, but expertly demonstrates each of his already simple-to-grasp (but not necessarily easy-to-implement!) points by telling us about how he actually implemented them on a nuclear-powered attack submarine.Not only does he display good general insights...»You may be able to “buy” a person's back with a paycheck, position, power, or fear, but a human being's genius, passion, loyalty, and tenacious creativity are volunteered only. The world's greatest problems will be solved by passionate, unleashed “volunteers.”«... but turns those into useful ideas which he is able to communicate clearly:»My definition of leadership is this: Leadership is communicating to people their worth and potential so clearly that they are inspired to see it in themselves.«He also does away with some well-meaning but annoying misconceptions by some leadership approaches like “empowerment programs”:»Additionally, it seemed inherently contradictory to have an empowerment program whereby I would empower my subordinates and my boss would empower me. I felt my power came from within, and attempts to empower me felt like manipulation.«There are a whole lot of inherently simple ideas that Marquet drives home clearly and in a very well-structured manner while not forgetting about us, his readers, who usually appreciate a well-presented big picture. He writes clearly without frills and yet engagingly. I actually found his writing strangely attractive and pulled in.To actually put some of the ideas presented to the test, I “sneakily” applied some of the easier ones at work and was pleasantly surprised how well that turned out.When all is said and done, this is a really well-done book on leadership which I highly recommend for any kind of leader!Five out of five stars. Blog Facebook Twitter Instagram

Great book on how to build autonomy in a hierarchical organization. It still have control through the hierarchy but can use some of the agency of a decentralized organization.

Some points.
1: delegate authority and train for that responsibility
2: speak out actions, I intend to. . instead of requesting or waiting for orders
3: focus on purpose over process.

A lot of good points. Emphasizes creating a “leader-leader” dynamic between managers and managees, as opposed to the standard “leader-follower” dynamic.

Discusses some of the challenges in getting to a real “leader-leader” situation. Specifically: How to make people feel empowered to not have to ask permission all the time (allow them to make mistakes, don't jump in and correct them). How to make people think consciously before taking actions with severe consequences (say the action aloud to yourself). How to inspire people to connect the information they're receiving to the higher level objectives of the team, in order to make good decisions without needing to send everything up the chain of command (teach them concrete, applicable principles for how this team makes decisions). How long to expect this dynamic-shift to take (a few years).

Usually I don't get much out of management books that promise to have it all figured out (organizations are complex beasts) but this one outlined a bunch of principles the author applied to push competent control deep into the organization, to great success. Some of the principles I already apply to my teams, others I can learn from or more intentionally employ.

Overall a great read for all who want to lead, not command.

An insightful book about leadership. The author covers a leader-leader model that he used to move his submarine to the top of the list of well run ships in the Navy. Many models are discussed that are illustrated by his Naval experience. The author also suggests how the leader-leader model has applications that go beyond the Navy into other workplaces.