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

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As they developed their capabilities, they would discuss their intent and next steps with the Captain or their Officer. Each time they did this, they learned more things. You see, today’s leaders are not much different than the ones who managed the building of the pyramids or the Industrial Revolution. In fact, a pharaoh might do just as good as a company CEO today. The problem is that this good is not good enough. BUILDING TRUST AND TAKING CARE OF YOUR PEOPLE is a mechanism for CLARITY." Providing them opportunities and materials to improve themselves both in their professional and personal goals builds a much stronger, competent and empowered team.

Leadership should mean giving control rather than taking control and creating leaders rather than forging followers." They do it with clarity and competency, because they have been trained and coached into leading this way. The 6 Principles to Help Implement Intent-Based Leadership This is kind of an autobiography, but it's also an in-detail description of changing a ship's structure from 'one leader, many followers' (leader-follower) to 'one leader, many leaders' (leader-leader) - instead of having one guy saying what's to be done, you shift decision making power downwards so you get independent layers and groups. That's the basic gist, but there's much more here, how to get people to politically, emotionally, socially accept such changes, how Marquet himself struggled to implement these changes, what went well, what went wrong, really good thoughts on empowerment vs. emancipation within organisations, the strange benefits of deliberate action [1], and so on. These questions open up as individuals develop and become more skilled. The Cascading Effect of Intent Based LeadershipSeveral principles from Covey's 7 Habits and 8th of Habit were covered throughout the book and Covey was a big fan of the author's success in empowering his organization. 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 As they improve their competence and develop in their role, it’s now time to lead by asking questions around clarity – “Is it the right thing to do?” Turn the Ship Around” doesn’t conform to this standard. It is a book with a much narrower audience, written by a leader for leaders. And it’s got a lot to do with military skills. Its outlook, however, is groundbreaking even in that area.

That’s why “Turn the Ship Around” suggests that you think outside the box! Instead of a “leader-follower” approach, develop a “leader-leader” strategy. In short, train trailblazers – not devotees.Scrum Teams are cross-functional, meaning the members have all the skills necessary to create value each Sprint. They are also self-managing, meaning they internally decide who does what, when, and how.” -Scrum Guide 2020 Naturally, to progress them up the ladder, and as they become more skilled, the leader should ask questions around,

The leader-leader structure is fundamentally different from the leader-follower structure. At its core is the belief that we can all be leaders and, in fact, it’s best when we all are leaders. Leadership is not some mystical quality that some possess and others do not. As humans, we all have what it takes, and we all need to use our leadership”Examine your internal processes to identify key sources of excellence, e.g. specific interfaces with customers. Above all, you want them to think for themselves and make decisions for themselves. To be leaders. Each and every one of them.