Turn The Ship Around! 041614

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Great book about leadership and management by the captain of a nuclear submarine, L. David Marquet. Modern, interesting, classic, tangible, and demonstrated effectiveness. Very interactive with applicable questions to your people and your organizations.

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  • p.xiii, xiv
  • pp. 3,5
  • p. 26
  • pp. 32, 33
  • p. 29
  • p,. 34
  • p. 34
  • pp. 34, 35
  • p. 36, 37
  • pp. 44, 48, 49
  • p. 53
  • p. 53, 55
  • p. 56
  • pp. 54, 55
  • p.57, 58
  • p.63, 66, 71
  • pp. 72, 73
  • p.77, 80, 82, 83,
  • p.84, 85, 88, 89,
  • p.91
  • p. 97, 99
  • p.98
  • p.102, 104, 105
  • p.82, 111
  • p.112
  • p.111
  • p.117
  • p. 119. “Commander’s Intent” drawn from Made to Stick by Chip Heath & Dan Heath, p. 26-28.Published by Random House in 2007.
  • pp. 123, 124
  • p.130
  • p. 132, 133
  • p. 135, 136
  • pp. 140, 141
  • p. 143
  • p.151
  • p. 152
  • pp. 143, 157
  • p. 161. 162
  • p. 165
  • p. 165, 166
  • p. 165, 166
  • p. 172
  • pp. 175, 176
  • p. 177
  • pp. 33, 50, 163,
  • pp. 173, 195, 201
  • p. 201, 202
  • p.202
  • p. 205
  • Turn The Ship Around! 041614

    1. 1. Turn the Ship Around! How to Create Leadership at Every Level L. David Marquet Captain, U.S. Navy [Retired] (Austin, TX: Greenleaf Book Group Press, 2012)
    2. 2. Foreword by Stephen R. Covey  Here top leaders will learn how they can release the passion, intellect, and energy of their people. Front lines will find ways to embrace decision making, making it easier for bosses to let go of control.  We are in a profound shift from the Industrial Age of “control” to the Knowledge Worker Age of “release.”  Leadership is communicating to people their worth and potential so clearly that they are inspired to see it themselves. 4/17/2014 jgillis767@aol.com 2
    3. 3. 4/17/2014 jgillis767@aol.com 3 THE PROBLEM LEADER – FOLLOWER THE SOLUTION LEADER – LEADER
    4. 4. Questions to Consider  In your organization, are leaders rewarded for what happens (in their group) after they transfer (or is that the next leader’s problem?)  Do leaders want to be “missed” after they leave?  When an organization does worse after the departure of a leader, what does this say about that person’s leadership? 4/17/2014 jgillis767@aol.com 4
    5. 5. 4/17/2014 jgillis767@aol.com 5 USS SANTA FE – SSN-763 $2 BILLION NUCLEAR SUBMARINE LOS ANGELES CLASS – SECOND FLIGHT 688 Second Flight 688s have bow planes, twelve vertical-launch Tomahawk land-attack missile tubes, four torpedo tubes, and a redesigned nuclear reactor plant that has enough fuel to last the entire life of the ship.
    6. 6. 4/17/2014 jgillis767@aol.com 6 USS SANTA FE – 135 CREW MEMBERS CAPTAIN L. DAVID MARQUET (CO) COMMANDER, UNITED STATES NAVY EXECUTIVE OFFICER (XO) (SECOND IN COMMAND) FOUR DEPARTMENT HEADS (WEAPONS, ENGINEERING, NAVIGATION/OPERATIONS, AND SUPPLY) JUNIOR OFFICERS (NAVAL ACADEMY AND ROTC) TWELVE CHIEFS (THE SENIOR ENLISTED MEN) ENLISTED SAILORS
    7. 7. Questions from the Captain  What are the things you hope I don’t change?  The things you secretly hope I do change?  What are the good things we should build on?  If you were me, what would you do first?  Why isn’t the ship doing better?  What are your personal goals for your tour here on Santa Fe? 4/17/2014 7jgillis767@aol.com
    8. 8.  What’s keeping you from doing your job better?  What are our biggest challenges?  What are your biggest frustrations about how Santa Fe is currently being run?  What is the best thing I can do for you? 4/17/2014 8jgillis767@aol.com Questions from the Captain
    9. 9. Answers  “Admin disappears into a black hole.”  “The duty officers delay getting maintenance started.”  “The junior officers are the source of low standards.”  “I was previously qualified for this watch station, transferred ship to ship, and now have to start over with a blank qualification card.”  “I’ve been waiting for 4 weeks to get a test so I can qualify.”  “There’s no participation in the wives’ club.”  “The radio installation and upgrade we just received left us with less capability than what we had before.”  “I was promised a certain job when I came here”  “I just keep my head down and try to stay out of trouble. When things go badly, I secretly hope someone else will screw up next.” 4/17/2014 jgillis767@aol.com 9
    10. 10. Questions to Consider  Are you asking questions to make sure you know, or to make sure they know?  Do you have to be the smartest person in your organization?  How do you know what is going on “at the deckplate” in your organization? 4/17/2014 10jgillis767@aol.com
    11. 11. “Whatever they tell me to do.”  Do people take action to protect themselves or to make the outcome better?  Does leadership in you organization take control or give control?  Why is “doing what you are told” appealing to some? Do people really just want to do as they are told?  Do your procedures reinforce the leader-follower model? 4/17/2014 jgillis767@aol.com 11
    12. 12. Don’t focus on Avoiding Errors  The crew was in a self-reinforcing downward spiral. Poor practices resulted in mistakes, mistakes resulted in poor morale, which resulted in avoiding initiative and doing only what was absolutely necessary.  “I needed to radically change the daily motivation by shifting the focus from avoiding errors to achieving excellence.” 4/17/2014 12jgillis767@aol.com
    13. 13. Don’t focus on Avoiding Errors  Focusing on avoiding errors is useful for understanding procedures and detecting major problems before they occur; but it is a debilitating approach as the objective of an organization.  Connecting our day-to-day activities to something larger was a strong motivator for the crew. 4/17/2014 13jgillis767@aol.com
    14. 14. Questions to Consider  Are your people trying to achieve excellence or just avoid making mistakes?  Has your organization become action-averse to avoid errors?  Do you spend more time discussing errors than celebrating success?  How do you minimize errors but not make that the focus of your organization? 4/17/2014 14jgillis767@aol.com
    15. 15. AchieveExcellence 4/17/2014 jgillis767@aol.com 15 I believe the personal freedoms, respect for human dignity, and economic prosperity we enjoy in the United States are unique throughout the history of mankind and across the span of the globe. I believe that this is not a natural state but one which must be worked for relentlessly, and, if necessary, defended. I believe the men who sallied forth from these very piers in boats like Tang, Wahoo, and Barb were engaged in an honorable and worthwhile endeavor. I believe those eternally on patrol beyond the reef did not die in vain. The future depends on those willing to continue that honorable and worthwhile endeavor. Accordingly, I reaffirm my vow to defend the Constitution of the United States against all enemies, foreign and domestic. Shipmates of Santa Fe, I will be proud to sail will you. Thank you. (Captain Marquet)
    16. 16. CONTROL  FIND THE GENETIC CODE FOR CONTROL AND REWRITE IT.  ACT YOUR WAY TO NEW THINKING.  SHORT EARLY CONVERSATIONS MAKE EFFICIENT WORK.  USE “I INTEND TO…” TO TURN PASSIVE FOLLOWERS INTO ACTIVE LEADERS.  RESIST THE URGE TO PROVIDE SOLUTIONS. 4/17/2014 jgillis767@aol.com 16
    17. 17. CONTROL  THINK OUT LOUD (EVERYBODY).  “EYEBALL ACCOUNTABILITY”  PUSH DECISIONS TO THE NEXT LOWER LEVEL IN THE COMPANY.  “WHEN I THINK ABOUT DELEGATING THIS DECISION, I WORRY THAT…”  ISSUES OF COMPETENCE,  ISSUES OF CLEAR UNDERSTANDING. 4/17/2014 jgillis767@aol.com 17
    18. 18. Act Your Way to New Thinking  Example: the “Three-Name-Rule”  When any member of the crew saw a visitor on our boat, he was to greet the visitor using three names – the visitor’s name, his own name, and the ship’s name.  For example, “Good morning, Commodore Kenny, my name is Petty Officer Jones, welcome aboard Santa Fe.” 4/17/2014 jgillis767@aol.com 18
    19. 19. Perfect But Irrelevant  Short early conversations make efficient work.  Good chopping, wrong forest. (Covey)  Don’t you trust me? (I trust you’re telling the truth, but verify for me you know the truth).  Is your staff spending time and money creating flawless charts that are irrelevant?  “…a little rudder far from the rocks vs. a lot of rudder near the rocks.” 4/17/2014 jgillis767@aol.com 19
    20. 20. “I intend to…”  Disempowered Phrases:  Request permission to…?  What should I do about…?  Do you think we should…?  Could we…  Don’t ask “If you can do” – say what you are going to do!  Empowered Phrases*:  I intend to…  I plan on…  I will…  We will…  Empowered phrases “take control.”  Clarify verbally why you are ready, so the Chief just needs to say, “Very well.” 4/17/2014 jgillis767@aol.com 20
    21. 21. Questions to Consider  What causes us to take control when we should be giving control?  What would be the biggest obstacle to implementing “I intend to…” at your business?  Could your mid-level managers think through and defend their plan of action for the company’s next big project? Or would they say “this is what I was told to do.” 4/17/2014 jgillis767@aol.com 21
    22. 22. Don’t Provide Solutions  Resist the urge to provide solutions.  How deeply is the top-down leader-follower structure ingrained in your company?  What can you do at your next meeting with senior staff to create a space for open decision making by the entire team?  Seriously. 4/17/2014 jgillis767@aol.com 22
    23. 23. Don’t Provide Solutions  If the decision is urgent, make it, then have the team evaluate (“red-team”) it.  If the decision must be made soon, get team input, even briefly, then make the decision.  If the decision can be delayed, force the team to provide inputs. Do not force the team to come to consensus, which whitewashes differences. Cherish the dissention. 4/17/2014 jgillis767@aol.com 23
    24. 24. Who’s Responsible?  Eliminate top-down monitoring systems.  Bosses frequently “bemoan” the lack of ownership in their employees.  Are you under-using the creativity and passion of your midlevel managers who want to be responsible for their department’s output?  “We are checking up on you” is a vitality, initiative, and passion killer. 4/17/2014 jgillis767@aol.com 24
    25. 25. Think Out Loud  “When I heard what my watch officers were thinking, it made it much easier for me to keep my mouth shut and let them execute their plans. It was generally when they were quiet and I didn’t know what they would do next that I was tempted to step in.”  Short early conversations make efficient work.  “Show me what you are working on…” 4/17/2014 jgillis767@aol.com 25
    26. 26. Think Out Loud  Do you ever walk around your facility listening only to what is being communicated through informal language?  How comfortable are your people with talking about their hunches and gut feelings?  Are you willing to let your staff see that your lack of certainty is strength, and that certainty is arrogance? 4/17/2014 jgillis767@aol.com 26
    27. 27. Think Out Loud  “I can tell you that forward or aft, attack submarine or ballistic missile submarine, there is a tremendous reluctance for the junior officers to tell their superiors anything other than 100 percent certified information.”  No room for content-rich conversations critical to good team performance.  This is hard to change. 4/17/2014 jgillis767@aol.com 27
    28. 28. Questions to Consider  How do you use outside groups, the public, social media comments, and government audits to improve your company?  What is the cost of being open about problems in your company, and what are the benefits?  How can you “use” the inspectors to help? 4/17/2014 jgillis767@aol.com 28
    29. 29. COMPETENCE  TAKE DELIBERATE ACTION, DON’T OPERATE “ON AUTO-PILOT.”  LEARN (EVERYWHERE, ALL THE TIME).  DON’T BRIEF, CERTIFY.  CONSISTENTLY, REPEAT THE MESSAGE.  SPECIFY GOALS, NOT METHODS.  “COMMANDER’S INTENT” (HEATH) 4/17/2014 jgillis767@aol.com 29 “Commander’s Intent” Made to Stick by Chip Heath & Dan Heath, p. 26-28. Random House, 2007.
    30. 30. Take Deliberate Action  “He didn’t engage his brain before he did what he did; he was just executing a procedure.”  We wanted people to act deliberately, and “take deliberate action” was our mechanism.  This meant prior to any action, the operator paused and vocalized and gestured toward what he was about to do. Only after a deliberate pause would he execute the action. 4/17/2014 jgillis767@aol.com 30
    31. 31. “We Learn”  “We had been taking actions that pushed authority down the chain of command and empowered the officers, chiefs, and crew; but we realized that as more authority is delegated, technical knowledge at all levels takes on a greater importance. It created an extra burden for technical competence, which created a need for more learning.” 4/17/2014 jgillis767@aol.com 31
    32. 32. USS Santa Fe Creed* 4/17/2014 jgillis767@aol.com 32 What do we do on a day-to-day basis? Why is “learning” better than “training”? We learn. Training implies passivity; it is done to us. We are trained. Learning is active, it is something we do. How does the work get done? We do the work. But, we learn by doing – maintenance, evolutions, casualty drills, studying. So, when we are working, even doing field day, we are learning. * excerpt
    33. 33. Questions to Consider  Which areas of your business are mistake- prone because lower-level employees don’t have enough technical competence to make good decisions?  How could you implement a “We learn” policy among your junior and senior staff?  Can you “divest control” and “increase competence” in your organization? 4/17/2014 jgillis767@aol.com 33
    34. 34. Don’t Brief, Certify  A briefing is a passive activity. You just listen.  A certification differs from a brief in that the person in charge asks questions.  At the end of a certification, a decision is made whether the team is ready to perform.  If the team has not demonstrated the necessary knowledge, the operation should be postponed. 4/17/2014 jgillis767@aol.com 34
    35. 35. Questions to Consider  How do you shift responsibility from the briefer to the participants.  When was the last time you had a briefing on a project? Did listeners tune out the details?  What would it take to start certifying that your project teams know what the goals are and how they are to contribute to them? 4/17/2014 jgillis767@aol.com 35
    36. 36. Consistently Repeat the Message  “After 2 months, how could they not get what we were trying to do? I’d given them much greater authority with Chiefs in Charge.”  “They’d heard me talk a hundred times about how we were going to run things on Santa Fe.”  “What I realized, however, is the need for a relentless, consistent, repetition of the message.” 4/17/2014 jgillis767@aol.com 36
    37. 37. Questions to Consider  Any of your employees about to go AWOL from overwork and underappreciation? Is it okay to overturn protocol to rescue a single stressed-out subordinate?  What messages do you need to keep repeating in your company to make sure your management team doesn’t take care of themselves first, to the neglect of their teams and their people. 4/17/2014 jgillis767@aol.com 37
    38. 38. Specify Goals, Not Methods  In leader-follower the procedure often becomes the master and not the servant.  Are you under-using the creativity and passion of your midlevel managers who want to be responsible for their department’s output?  Are you ready to assume more responsibility within leader-leader to identify near-term goals and the roles of each team member? 4/17/2014 jgillis767@aol.com 38
    39. 39. CLARITY  ENCOURAGE A QUESTIONING ATTITUDE.  BUILD TRUST, TAKE CARE OF YOUR PEOPLE.  USE IMMEDIATE RECOGNITION TO REINFORCE DESIRED BEHAVIORS.  USE YOUR LEGACY FOR INSPIRATION.  USE GUIDING PRINCIPLES FOR DECISION CRITERIA.  BEGIN WITH THE END IN MIND. 4/17/2014 jgillis767@aol.com 39
    40. 40. 4/17/2014 jgillis767@aol.com 40 FROM : USS SANTA FE SUBJECT : SANTA FE DEPLOYMENT OBJECTIVES REMARKS: 1. SANTA FE EXPRESS IS NOW HEADED WEST. MY OFFICERS AND CREW ARE LOOKING FORWARD TO THE CHALLENGES AND OPPORTUNITIES OF BEING DEPLOYED ON THE FRONT LINES FOR OUR NATION’S SECURITY . . . 2. WORKING WITH MY DEPARTMENT HEADS AND SENIOR ENLISTED ADVISORS . . . I HAVE SET EMPOWERMENT, EFFICIENCY, AND TACTICAL EXCELLENCE AS THE GUIDING THEMES FOR CONTINUOUSLY IMPROVING OUR PERFOR- MANCE DURING THE DEPLOYMENT. A. EMPOWERMENT: I INTEND TO EMPOWER THE CREW TO ACHIEVE THEIR PERSONAL AND PROFESSIONAL GOALS THROUGH INITIATIVES SUCH AS A FOCUSED EFFORT TO IMPROVE ADVANCEMENT EXAM PERFORMANCE, ENCOURAGING PACE (PROGRAM FOR AFLOAT COLLEGE EDUCATION)
    41. 41. 4/17/2014 jgillis767@aol.com 41 AND OTHER INDEPENDENT STUDY PROGRAMS, AND PROVIDING INCENTIVES FOR INCREASED PHYSICAL CONDITIONING. I FURTHER INTEND TO PUSH AUTHORITY AND RESPONSIBILITY DOWNWARD WHEREVER PRACTICAL TO IMPROVE JOB SATISFACTION. THIS IS A CONTINUATION OF A THEME I HAVE ALREADY STARTED TO WORK ON AND I THINK WE ARE HAVING SOME SUCCESS. I ALREADY HAVE TEN CREWMEN WHO HAVE SUBMITTED REENLISTMENT REQUESTS FOR THE GULF. (REENLISTING IN THE ARABIAN GULF CARRIED TAX BENEFITS.) B. EFFICIENCY: REACHING OUR EMPOWERMENT GOALS WILL REQUIRE US TO SIGNIFICANTLY IMPROVE CREW EFFICIENCY IN EVERYTHING FROM RUNNING TIGHTER DRILL SCENARIOS TO REMOVING INEFFICIENCIES IN MEAL
    42. 42. 4/17/2014 jgillis767@aol.com 42 C. TACTICAL EXCELLENCE I INTEND TO CONTINUE OUR PURSUIT OF TACTICAL EXCEL- LENCE BY ENCOURAGING INNOVATIVE METHODS OF LEVER- AGING SANTA FE’S COMBAT POWER WITH PARTICULAR EMPHASIS ON SUBMARINE SUPPORT TO THE BATTLE GROUP, NATIONAL TASKING, STRIKE WARFARE AND SPECIAL OPERATIONS . . . 3. I AM WORKING TO ESTABLISH MEASURES OF EFFECTIVENESS FOR EACH OF OUR GOALS. I WILL KEEP YOU POSTED ON OUR PROGRESS TOWARD EMPOWERMENT, EFFICIENCY, AND TACTICAL EXCELLENCE. 4. VERY RESPECTFULLY, CDR DAVID MARQUET.
    43. 43. Questions to Consider  What would you and your team like to accomplish?  How can you as a leader help your people accomplish it?  Are you unintentionally protecting people from the consequences of their own behavior? 4/17/2014 jgillis767@aol.com 43
    44. 44. Use your Legacy for Inspiration  “Attention to port.”  “We are now passing the approximate location of where the USS Grayling was sunk in September 1943.”  “Carry on.”  Grayling was one of the 52 American submarines that were sunk in World War II. 4/17/2014 jgillis767@aol.com 44
    45. 45. Questions to Consider  What is the legacy of your organization?  How does that legacy shed light on your organization’s purpose?  What kind of actions can you take to bring this legacy alive for individuals in your company? 4/17/2014 jgillis767@aol.com 45
    46. 46. Underway  15 DECEMBER 1998 USS SANTA FE PEARL HARBOR, HAWAII (25 DAYS TO THE CHANGE OF COMMAND)  8 JANUARY 1999 SUBMARINE BASE, PEARL HARBOR (172 DAYS TO DEPLOYMENT)  18 JUNE 1999 PEARL HARBOR, HAWAII (DEPLOYED) 4/17/2014 jgillis767@aol.com 46
    47. 47. Deployment  2 JULY 1999 WESTERN PACIFIC OCEAN (IN COMMAND)  SEPTEMBER 1999 SOMEWHERE IN THE ARABIAN GULF  JANUARY 2000 AT ANCHOR OFF LAHAINA, MAUI 4/17/2014 jgillis767@aol.com 47
    48. 48. Accomplishments  We steamed 40,000 miles safely.  We made 9 port calls in 6 countries, and the crew had acted as perfect ambassadors.  We hadn’t had a single liberty incident.  We maintained the submarine at 100 % operational readiness, with 0 operational impact due to repair, maintenance, personnel, or any other issue.  While on deployment, we reenlisted 19 crew members for a total of over $500M in reenlistment bonuses, a record at the time. 4/17/2014 jgillis767@aol.com 48
    49. 49. Accomplishments  We awarded 22 submarine qualifications (dolphins) and the crew qualified 290 individual watch stations, an average of 2.4 qualifications for each crew member.  Operationally, we had demonstrated some key capabilities, including our torpedo exercise in the Arabian Gulf, transiting the Strait of Hormuz several times and the Strait of Malacca twice, and picking up the U.S. Navy Seals. 4/17/2014 jgillis767@aol.com 49
    50. 50. Don’t Do This – Do This Leader-follower Leader-leader Take control Give control Give orders Avoid giving orders When you give orders, be confident, unambiguous, and resolute. When you do give orders, leave room for questioning. Brief Certify Have meetings Have conversations Limit communications to terse, succinct formal orders. Augment orders with rich, contextual, informal communications. Be questioning Be curious Want to be missed after you depart. Want not to be missed after you depart. Protect information Pass information Make inefficient processes efficient. Eliminate processes that don’t add value. 4/17/2014 jgillis767@aol.com 50
    51. 51. 4/17/2014 jgillis767@aol.com 514/17/2014
    52. 52. 4/17/2014 jgillis767@aol.com 52 Extracted, excerpted, quoted, paraphrased, selected and otherwise handpicked verbiage for this PowerPoint presentation is from the book: Turn the Ship Around: How to Create Leadership at Every Level by L. David Marquet. Published by Greenleaf Group Book Press in Austin, TX, 2012. www.greenleafbookgroup.com PowerPoint created by John Gillis First Light, LLC jgillis767@aol.com Veritas 4/17/2014

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