Turn the ship around! By L. David Marquet
WHAT THE BOOK IS ABOUT
This might be one of the best books about leadership I’ve read in along time. It is the thoughts of a US Navy submarine commander who dared to take a different approach to leading a nuclear submarine as parent of the US fleet. The book describes the different approach taken, what worked about it and why it worked. This is a practitioner’s guide to leadership.
FIVE KEY TAKEAWAYS:
We tend to operate from a paradigm of leader-follower. If we adopt a paradigm that there are no followers, only leaders, it shapes a new way of approaching our role.
If we link performance of an organisation to the leader, we forgo the opportunity to develop a long-term, sustainable platform of excellence. It can’t be a cult of personality for long term success.
Performance follows measurement. If you measure success by the number of mistakes, then all you’ll get is a culture of mistake avoidance and adherence to regulations.
We tend to act as though passing on information is the same as having someone act on that information. Rather than just passively taking information, challenge your team to interact. Rather than having a presentation, hold a question session, where everyone needs to prepare - because they know they are going to be engaged.
Think deeply about the questions you ask. Are you asking to be heard, or asking so that you can hear? If you already know the answer, don’t ask the question.
THINGS TO GUIDE A NEW LEADER:
The best takeaway from this book for a new leader - and there are MANY - is that the best way to lead is to treat everyone in the team the way you would want to be treated in their shoes. Think about the times you were overlooked or not trusted, when you knew you were ready to step up. Then give your team the opportunity to step up. If you treat people like followers - not leaders - then when they are in charge, the only pattern of learning they have to fall back on is as a follower.
THINGS TO REMIND AN EXPERIENCED LEADER:
The most poignant reminder for an experienced leader might well be that you can’t empower a team from the top. It’s an oxymoron - if you have to empower them, then you have the power, not them. Don’t empower; delegate and trust. And engage with your people at every level.
THE QUOTE I’D TWEET:
People who are treated as followers treat others as followers when it’s their turn to lead. A vast untapped human potential is lost as a result of treating people as followers.
3 THINGS TO PUT INTO PRACTICE:
Stop briefing people. Ask questions instead.
Treat your team like leaders. Expect them to behave like leaders.
Engage with everyone on the team. If you don’t know their job - ask them.
INSPIRED READING
The Language of Leadership by L. David Marquet.