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

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However, the leader-follower structure was designed to coordinate physical labor for various purposes, whether building pyramids and roads, or mining coal. In contrast, many of today’s employees are knowledge workers who work independently to develop and apply information. The leader-follower model doesn’t manage cognitive work effectively. Within a year of taking over command of Santa Fe, he had turned the ship around with a marked improvement in performance, a huge jump in enlistments and retention and crew members were visibly advancing in their careers. To incorporate the 3 sets of mechanisms above into your organization: He increased clarity on his ship by coming up with guiding principles for the ship--things like courage, openness, etc. Nothing revolutionary--who hasn’t seen this in an organization? But to ensure that this list of principles did not just become a piece of paper on the wall, Marquet embedded the principles in the wording of the ship’s awards and evaluations. So, for example, when someone received an award, the reasoning behind it was given in the language of the ship’s principles: “Petty Officer M exhibited Courage and Openness when reporting…” (Marquet 182). This brought the principles to life. It embedded the language and thinking of the principles into the actions of the crew. Use "I intend to... " to turn passive followers into active leaders. Avoid disempowered phrases such as "Request permission to . . . I would like to . . . What should I do about . . . Do you think we should . . . Could we . . ." (and I was always told "hopefully"). In empowering the officers to be responsible for their work - "the goal for the officers would be to give me a sufficiently complete report so that all I had to say was a simple approval." Marquet’s early ideas on leadership came from reading classics and from movies, where plots centered on a heroic leader and his followers. His Naval Academy training reinforced the assumption people are either leaders or followers. However, based on several frustrating early experiences, Marquet began questioning this model of leadership and ultimately rejected it. 1989: The Irish Sea

To be honest - I have never had a strong interest in military-oriented reading material, fiction or non-fiction. Aside from my interest in pre 20th century piracy on the high seas (more of social class/mobility angle here) - I haven't really read any books about life on boats or submarines. Wouldn’t it be great if everybody in the world has equal chances and opportunities? And wouldn’t it be even better if there are no rigid hierarchies, so that you can be both a leader and a follower, depending on the situation? After beginning his career as a junior officer on USS Sunfish, Marquet was assigned as an engineer on USS Will Rogers, a nuclear-powered ballistic missile submarine known as a boomer, armed with 16 Poseidon missiles. Discover how to cultivate leaders in all levels of your organization to create sustainable results! The traditional leader-follower model practiced in the U.S. Navy and most companies and organizations assumes there are two types of people: leaders who make decisions and followers who implement them.What? Yet another book on leadership, filled with generic statements focused on WHAT (which is quite straightforward) instead of HOW (the hard part ...)? Not really, not this time.

From 1999-2001, Captain L. David Marquet served as Captain of the USS Santa Fe, a nuclear submarine stationed in Pearl Harbor. At the beginning of his tenure, Santa Fe was one of the worst subs in the fleet. His book Turn the Ship Around! is the phenomenal story of how the ship turned from poor to excellent during his tenure and beyond through his leadership. If you haven’t read it, I hope this article inspires you to do so. I will summarize it and then briefly relate the book’s principles to Scrum. Leader-Follower vs. Leader-LeaderWhen he took over as commander, Marquet had six months to get the submarine ready for deployment. Santa Fe was to join a battle group for a torpedo exercise in the Arabian Gulf intended to demonstrate combat effectiveness. Marquet needed to radically change the way officers and crew operated. With the holiday decision an obvious concern of the change in approach was that a sailor’s immediate supervisor might not know the overall context in granting leave (say, was an inspection coming up that might require all hands) but the solution to that is to push that context down. Indeed my biggest take away from the book is the need to cascade context, to push information down that people need to make good decisions, and then let the decisions come up, rather than the other way round. Well, people like to follow. But, people follow other people only to a certain extent. When decision-making is a part of your job description, you are less likely to be efficient if you are led. You need to be the leader yourself. Most of the companies today are filled with smart and confident people who can add value to the company if given more freedom and responsibilities.

No matter your business or position, you can apply Marquet's approach to create a workplace where everyone takes responsibility for their actions, people are healthier and happier - and everyone is a leader.

So, that’s the leader-leader model. Push control further down, ensure a growth and learning mindset to increase competence, and keep the purpose and goals of the organization crystal clear. But how does the leader-leader model apply to Scrum teams? Does Scrum encourage Marquet’s leader-leader model? Scrum Teams The book, by a former US nuclear submarine commander, is based on his real-life experience of turning around an underperforming ship, the Santa Fe, by turning the traditional top-down management model upside down. David Marquet is a former U. S. Navy captain and a successful author on articles and books about leaders and leadership. A 1981 U.S. Naval Academy graduate, he commandeered the nuclear-powered USS Santa Fe submarine from 1999 to 2001, turning its crew from “worst to best” by disturbing the standard practices.

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