L. David Marquet Introduction
Summary of the book Turn the Ship Around by L. David Marquet. Let’s begin by briefly exploring the book’s overview. : Imagine stepping into a workplace where everyone is energized and eager to take initiative, where every team member feels truly valued and trusted to make important decisions. In such a setting, people aren’t just following orders; they’re guiding themselves and one another toward a common purpose. This isn’t a distant dream—it’s a realistic approach to leadership that can transform any organization. Inspired by the remarkable story of a U.S. Navy submarine crew once considered the worst in the fleet, this way of thinking has proven itself in high-pressure environments where mistakes are never an option. If even a military submarine, with its strict hierarchy, can embrace a system that turns followers into leaders, imagine what can happen in businesses, schools, and communities. As you read further, you’ll discover how traditional top-down authority models are crumbling and learn fresh methods of giving people the freedom and responsibility to truly shine.
Chapter 1: Understanding Why Traditional ‘Leader-Follower’ Models Struggle in Today’s Rapidly Changing World .
For centuries, organizations have relied on a simple model: a single person at the top makes decisions, and everyone else follows. This leader-follower style once fit the needs of building grand monuments or producing goods in a predictable assembly line. In those times, success depended on carefully executing repetitive tasks with little need for individual creativity. But today’s world is vastly different. We’ve moved from heavy, muscle-powered work to a landscape filled with knowledge work, technology-driven innovation, and constant change. Our economies thrive on fresh ideas, swift adaptation, and people thinking on their feet. As industries shift and evolve, having everyone wait for a single boss to make the call wastes potential and slows down progress. Young workers especially crave meaningful involvement. They want to influence how their workplaces run, not just follow orders like robots or cogs in a machine.
The problems with the leader-follower approach show up everywhere: in declining job satisfaction rates, lagging productivity, and workers who disengage from their roles. When employees feel unimportant, like they’re simply there to carry out tasks, their motivation slips away. In the United States, research has shown alarmingly low job satisfaction levels over recent decades. Many people dread going to work, feeling trapped in a dull routine with no say in the decisions affecting them. This climate breeds uncertainty and prevents fresh talent from sticking around. It’s not just about feeling good—there are huge economic costs, measured in billions of lost dollars. Modern challenges—rapid technological changes, fierce competition, unpredictable markets—demand not just more from leaders, but more from everyone on the team.
Think about the pace at which information moves today. Innovations spread with lightning speed, markets shift overnight, and unexpected problems arise with little warning. A system where only those at the top have authority to decide cannot respond with agility. Communication lines become clogged as every decision travels up and down the chain, causing delays and confusion. Vital details might get lost, and by the time a final order is given, the opportunity may have passed. This rigidity worked well enough for building pyramids or running 19th-century factories, but it’s ill-suited to running a cutting-edge tech company or navigating the complex systems of a nuclear-powered submarine. To meet modern challenges, a new approach is needed—one that harnesses the potential in every person.
When the environment is stable, a top-down hierarchy might feel safe. But in times of rapid change, placing all decision-making power in a few hands simply isn’t effective. The frustration builds: employees see problems but feel powerless to fix them. Leaders feel the weight of every choice, knowing they might not have all the right information. Meanwhile, the entire organization suffers. The good news is that change is possible. By stepping away from the comfort zone of leader-follower structures and exploring new models, we can ignite innovation, boost morale, and achieve breakthroughs previously thought impossible. The lessons from one struggling submarine crew show us that even in the most rigid, high-stakes environment, shifting to a more empowering approach can yield remarkable results—results that we can apply anywhere.
Chapter 2: Exploring the ‘Leader-Leader’ Philosophy that Transforms Everyone into Empowered Decision-Makers .
The leader-leader approach takes a bold step away from the old patterns. Instead of treating leadership as a rare trait found only in special individuals at the top, it embraces the idea that leadership qualities exist throughout an organization. Each person, regardless of rank, has insights and capabilities to share. By rethinking authority, we create an environment where responsibility and problem-solving are not bottled up at the highest levels. Instead, decisions are made closer to where the information lives. This is not about chaos or everyone doing what they want. It’s about granting the freedom to act while maintaining a strong sense of purpose and discipline, so that every person on the team contributes meaningful solutions in real time.
Imagine a workplace where the moment someone notices a problem, they feel empowered to fix it without waiting for a manager’s green light. Consider a situation aboard a submarine where a skilled navigator realizes the vessel is veering off course. In a leader-follower model, he’d report up the chain and wait for permission to adjust. In a leader-leader model, he says, I intend to correct our heading, and takes action after a simple acknowledgment. This tiny shift in language and mindset signals that he is not a passive follower but a trusted leader in his own right. The payoff? Faster responses, fewer mistakes, and a more engaged crew that feels they own the success of the mission, rather than just fulfilling orders.
The story of the USS Santa Fe—a submarine once known for poor performance and low morale—proves that the leader-leader approach isn’t a wishful theory. Under the command of L. David Marquet, the Santa Fe crew reversed its fortunes dramatically. Crew members who once dreaded their duties became enthusiastic experts eager to improve every aspect of their work. Efficiency rose, mistakes dropped, and ultimately, the submarine became a top performer. The transformations were measurable: higher retention rates, improved inspection scores, and a ship-wide shift in energy. What made this possible was allowing sailors at all levels to think, decide, and act like leaders. They no longer waited passively for instructions; they shaped their own paths forward.
Shifting from leader-follower to leader-leader requires a deep cultural change. It’s not simply a new policy or a fresh training program. It involves rethinking the very core of how decisions are made and how people understand their roles. As soon as you empower individuals to speak up, to say I intend to… instead of May I? you start building an environment of shared ownership. Over time, this approach cultivates more confident, forward-thinking individuals who view themselves as creators of outcomes, not just recipients of orders. They become watchful stewards of the organization’s mission, alert to opportunities and dangers long before they would have ever reached the eyes of a distant boss. This is what separates a team that just gets by from one that thrives in any situation.
Chapter 3: Practical Steps to Distribute Decision-Making Authority and Ignite Team Ownership .
To shift an organization’s culture, simply telling people to be leaders is not enough. Concrete steps must be taken so that everyone, from seasoned managers to fresh recruits, knows their contribution matters. On the USS Santa Fe, the first major step was granting more responsibility to those who worked closest to the problems. For example, officers traditionally reserved the right to authorize leave. Marquet allowed chiefs—the senior enlisted supervisors who worked daily with their crew—to handle leave approvals entirely. This change gave chiefs real authority, turning them into effective stewards of their team’s well-being. They took greater care in balancing schedules, ensuring both operational readiness and personal needs were met. By handing down genuine power, trust began to flow in both directions—up and down the chain of command.
Another technique that helped foster the leader-leader spirit was changing the language around decision-making. Instead of seeking permission at every turn, team members learned to express their plans confidently. Instead of saying, Can I do this? they said, I intend to do this. This subtle shift encouraged them to think through their decisions thoroughly before speaking up. Each individual learned to present not just a request but a reasoned plan, showing confidence and careful judgment. In this environment, a superior’s response often changed from lengthy directives to a simple, supportive confirmation. The message was clear: You are trusted to think for yourself. Over time, these linguistic shifts retrained people’s minds, conditioning them to solve problems rather than wait for orders.
Real empowerment also means providing people with tools, training, and clarity. Handing over authority to someone ill-prepared can lead to confusion or errors. Therefore, managers need to ensure that each person understands the organization’s goals, has the skills to carry out tasks, and knows the boundaries of their decision-making power. On the USS Santa Fe, this meant extra attention to detail: carefully grooming junior leaders, ensuring they had the technical expertise and the understanding of the submarine’s mission. Similarly, in a business setting, if a marketing specialist gains the authority to shape campaigns, they must also have the right data, resources, and guidance to do it effectively. Without proper support, the newfound authority can become an overwhelming burden rather than a source of motivation.
These steps might feel unfamiliar, especially in organizations used to rigid hierarchies. It’s normal to worry that spreading authority too broadly might result in chaos. Yet the leader-leader model is not about loosening standards. It’s about giving capable people the room to apply their judgment. Over time, this distribution of decision-making creates an adaptable, self-sustaining system. When unforeseen challenges arise, no one has to wait for instructions from a distant figure. Instead, teams rapidly identify, analyze, and address issues on their own. This adaptability leads to sharper performance, greater resilience, and a sense of shared accomplishment. Gradually, traditional top-down hierarchies transform into cultures where everyone feels respected and valued, not just for their labor but for their ideas and initiative.
Chapter 4: Strengthening Skills, Building Confidence, and Ensuring Competence through Deliberate Action .
Empowerment is risky if people lack the competence to make good decisions. If everyone can choose their course of action, how can you trust the results? On the USS Santa Fe, a strategy known as deliberate action helped address this worry. Before turning a valve or flipping a switch, crew members would pause, announce their intended action, and physically indicate what they were about to do. This extra step allowed everyone nearby to verify correctness and prevent mistakes. It slowed the pace just enough to ensure accuracy without stifling initiative. The result was a remarkable reduction in errors, greater team awareness, and a sense of collective responsibility for safety and efficiency. With deliberate action, competence was both tested and continuously reinforced.
Deliberate action trains people to stay alert rather than drifting into autopilot. In routine tasks, it’s easy to become numb, going through the motions without truly engaging. By vocalizing intentions, individuals are forced to think: Is this correct? Does it align with our goals? Meanwhile, their peers pay attention too, catching slip-ups early. Imagine this approach in a tech startup: before rolling out a new software update, the programmer announces their intended changes to a colleague who double-checks the logic. Errors get caught when they’re small, not after causing costly setbacks. The process builds everyone’s confidence as they become comfortable in active roles, critiquing and refining their work together rather than passively waiting for orders.
Beyond deliberate action, developing competence also involves shifting from one-way briefings to two-way certification. In many organizations, a manager explains a task and expects silent nods of understanding. But this doesn’t confirm that everyone truly grasps the instructions. On the USS Santa Fe, the crew switched to a certification model. Instead of simply listening, team members had to explain the task back, demonstrating their knowledge. If they struggled, it signaled a need for more training or clarification before the operation began. This prevents misunderstanding and ensures each member is genuinely prepared. The same idea can easily transfer to any environment—before a marketing plan launches, each team member might recite their part of the strategy, ensuring no one is merely pretending to understand.
These methods—deliberate action, certification, and a focus on competence—work together to shape a skilled, confident team. They address a central concern: can you trust people with more authority if you’re not sure they’re ready? By building competence systematically, the leader-leader approach doesn’t just rely on blind faith. It creates a cycle of learning, performing, and refining. Over time, the entire workforce becomes more knowledgeable, careful, and engaged. Instead of imposing heavy oversight, you trust people because they’ve proven their abilities. Rather than micromanage, you guide, mentor, and continuously improve the team’s competence. Eventually, these practices become second nature, ensuring that even as new challenges emerge, the collective skill and vigilance of the group remain strong.
Chapter 5: Creating a Shared Purpose and Aligning Every Team Member toward Common Goals .
Even the most empowered, skillful team can struggle if they don’t share a clear sense of direction. A leader-leader organization ensures that everyone understands the overarching mission and values driving their work. On the USS Santa Fe, this meant emphasizing the submarine’s purpose: protecting the United States and honoring those who served before. Each time the ship passed over a sunken submarine from history, an announcement reminded the crew of their legacy. This heartfelt tradition wasn’t just ceremonial—it forged a deeper connection to their mission. Each sailor felt they were part of a grand story, not just doing isolated tasks. In any company, reminding employees of the organization’s history and larger purpose—like how Apple highlights its think differently credo—motivates them to align their actions with a shared vision.
Clarity of purpose works like a compass. When authority is spread out, people need a guiding star to ensure everyone moves in a consistent direction. Without a common understanding of what matters most, decentralized decision-making could feel chaotic. But when goals are crystal clear—when everyone knows what success looks like—team members make decisions that support those goals, even when nobody is watching. Consider a media company aiming to spread trustworthy information. If every journalist, editor, and fact-checker understands the mission of honest reporting, they’ll make ethical decisions on their own. In contrast, if workers only know that they should increase clicks or pump out content, they might choose short-term strategies that hurt credibility. A well-defined purpose encourages people to choose actions that strengthen the organization’s core values.
Shared purpose also benefits creativity and innovation. When people understand what the organization strives for, they can propose ideas and improvements that support those goals. Instead of a closed system controlled from above, ideas flow in all directions. Team members at any level might come up with a better process, a clever marketing angle, or a design tweak that delights customers. This constant stream of improvements builds a resilient, forward-facing culture. People feel confident suggesting bold solutions because they know what they’re aiming for. The result is a healthy balance between independence and unity. There’s freedom to make choices, but those choices aren’t random—they’re guided by a moral and strategic compass that keeps everyone on track.
In a well-aligned team, recognition and rewards reinforce purpose. On the USS Santa Fe, celebrating immediate successes reminded everyone that their work mattered. When a crew member’s quick thinking averted a problem, the praise wasn’t delayed by paperwork. This immediate feedback loop fueled enthusiasm and strengthened the commitment to shared ideals. Similarly, in a company, acknowledging employees who embody the organization’s values is a powerful message. This isn’t about pitting people against each other; it’s about reminding everyone of the standards they collectively uphold. Over time, alignment with a clear purpose makes it easier to trust each other, make decisions confidently, and navigate uncertainty. Everyone, knowing where they’re headed and why, can push forward with courage and creativity.
Chapter 6: Reinforcing Core Values, Celebrating Quick Wins, and Sustaining Positive Momentum .
Once an organization starts shifting to a leader-leader model, the first successes often come quietly. Maybe a team member steps up, solves a tricky problem without waiting for permission, and the improvement is subtle but real. Recognizing these small wins is critical because it encourages more of the same behavior. On the USS Santa Fe, positive examples were highlighted as soon as possible. A sailor who prevented an error by speaking up or a technician who found a more efficient routine would be acknowledged. This immediate recognition taught everyone that paying attention, being proactive, and exercising leadership at any level was valued. Over time, these small, consistent celebrations build positive momentum, strengthening the team’s belief in the new system.
Reinforcing values means not just praising good work, but also clearly explaining why that work matters. If someone makes a decision that saves time, it’s important to connect that action to the broader mission—faster operations might mean safer missions, happier customers, or increased profitability. In doing so, leaders ensure that teams don’t just perform tasks blindly. They understand the cause-and-effect relationships between daily actions and long-term success. By repeatedly linking everyday achievements to the organization’s core values, a powerful learning culture emerges. People learn to make decisions that not only solve immediate problems but also align with the bigger picture. This sense of purpose and pride in one’s role can become a self-sustaining engine for excellence.
This momentum extends beyond immediate situations. Over time, as people grow more comfortable with making decisions, the organization’s culture transforms. Employees no longer feel they are merely following someone else’s script. They become active players who anticipate challenges and seize opportunities. Their involvement makes the organization more nimble and inventive. Surprises become less threatening and more like puzzles that everyone is eager to solve. The sense of shared ownership helps people adapt even as markets change, technologies evolve, and customers demand new solutions. The leader-leader model doesn’t guarantee stability by locking in strict rules; it fosters resilience by making everyone responsible for improvement and learning.
However, sustaining this momentum requires consistent effort. It’s not a one-and-done shift. Leaders must remain vigilant, continuously reinforcing the message that everyone’s contributions matter. Periodic reflections, team workshops, and open discussions about what’s working and what’s not help maintain alignment. The organization should publicly celebrate not only the people who lead but also those who support leaders effectively. By maintaining transparency and open lines of communication, everyone understands that the transition to leader-leader is not a fad. It’s a permanent cultural shift that demands regular attention. In this environment, even when some people leave and new members join, the core principles remain intact—so the momentum for positive, empowered behavior continues moving forward.
Chapter 7: Embracing Long-Term Cultural Shift, Overcoming Setbacks, and Continuously Improving Leadership Approaches .
A true leader-leader culture is not built overnight. It emerges through steady commitment, through celebrating what works and learning from what doesn’t. Inevitably, there will be moments when team members revert to old habits. Leaders may find themselves slipping back into top-down instructions. At such times, it’s essential to remember why the shift began: to unleash human potential, encourage responsibility, and navigate complexity with agility. Overcoming these setbacks means reinforcing training, re-examining structures, and reminding everyone of the core mission. Just as a ship needs regular maintenance to stay seaworthy, a leader-leader culture requires ongoing care to remain strong.
When setbacks happen, they can be used as valuable learning opportunities. If a decision made by a front-line team member leads to a minor mistake, don’t treat it as proof that the system failed. Instead, view it as a chance to refine training, clarify goals, or improve communication. Mistakes, when properly analyzed, strengthen the system rather than undermine it. Think of it like learning a new sport: occasional missteps are part of mastering new skills. Over time, the organization will make fewer errors and handle challenges more gracefully. This approach to setbacks keeps morale high, because people understand that making decisions is encouraged and that honest mistakes are stepping stones toward mastery.
Continuous improvement is at the heart of the leader-leader approach. Just as technology, markets, and social expectations evolve, so must leadership models. Periodic reviews, feedback sessions, and even outside perspectives can all help fine-tune the organization’s approach. Leaders can ask: Are we still empowering people effectively? Are we providing the right training for new responsibilities? Have we maintained clarity of purpose, or do we need to refresh it? By staying curious and open to changes, a leader-leader culture can adapt to new challenges without losing its core principles. This adaptability ensures long-term relevance and keeps employees engaged and excited about their roles.
As this cycle of learning and improving continues, the benefits ripple outward. Organizations that embrace the leader-leader model often see higher employee retention because people enjoy environments where they feel valued and influential. Productivity often improves as individuals make smarter, faster decisions. Innovation blossoms because everyone feels safe bringing up new ideas. Ultimately, the success of this approach isn’t just measured by efficiency or profit. It shows up in the sense of fulfillment that people feel at work, knowing they are respected contributors, not passive followers. In a world that changes faster every year, the ability to empower every mind in an organization becomes a defining strength. By continuously refining leadership models, we can build workplaces that inspire everyone to lead and excel, together.
All about the Book
Discover transformational leadership in L. David Marquet’s ‘Turn the Ship Around.’ This essential guide empowers organizations to shift from traditional command-and-control hierarchies to an inspired, decentralized leadership model for greater effectiveness and engagement.
L. David Marquet is a former submarine commander and leadership expert who inspires individuals and organizations to unlock their full potential through innovative leadership practices and empowering work environments.
Business Executives, Team Leaders, Educators, Coaches, Military Personnel
Leadership Development, Public Speaking, Organizational Behavior, Motivational Writing, Team Building
Leadership Ineffectiveness, Employee Disengagement, Communication Barriers, Organizational Hierarchies
Leadership is not about being in charge. It’s about taking care of those in your charge.
Adam Grant, Jim Collins, Tony Robbins
Amazon Best Seller, Harvard Business Review Must Reads, Forbes Top 10 Leadership Books
1. How can we empower others to take ownership? #2. What does leading with intent look like in practice? #3. How can questions foster a culture of learning? #4. What strategies enhance decision-making at all levels? #5. How can we promote accountability within our teams? #6. What is the impact of giving control to others? #7. How do we create a shared vision for success? #8. What role does transparency play in leadership effectiveness? #9. How can we encourage innovation through team dynamics? #10. What methods help combat the fear of failure? #11. How can communication enhance trust within an organization? #12. What practices improve the psychological safety at work? #13. How do we develop leaders instead of followers? #14. What benefits come from challenging the status quo? #15. How essential is clarity of purpose for teams? #16. What techniques foster collaboration among diverse team members? #17. How do we measure success beyond traditional metrics? #18. What are the keys to effective feedback and reflection? #19. How can we instill a mindset of continuous improvement? #20. What practices create a resilient and adaptable workforce?
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https://www.amazon.com/Turn-Ship-Around-Leaders-Naval/dp/1591846404
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