Turn the Ship Aroundsummary

Marquet highlights communication as a pivotal aspect of dynamic leadership that enables teams to flourish. Within the confines of the Navy, where the stakes are often life and death, clear communication can make the difference between success and failure. Marquet's experience demonstrates that instilling trust within the crew can lead to improved teamwork and a more engaged workforce.

A standout example from Marquet's journey is how he initiated ‘the two-way street’ of communication. Instead of merely issuing commands, he encouraged every member of the crew to provide feedback on decisions and strategies. This fostered a culture where everyone felt heard and respected. One critical aspect he introduced was the practice of 'I intend to...' statements, where instead of saying, ‘Do this,’ crew members would announce their intention to perform a task, inviting input and potentially crucial challenges from their peers. This practice not only enhanced teamwork but also ensured that decisions were thoroughly considered and discussed.

Trust is built through transparency and consistency. Marquet's efforts to keep the crew informed about the 'why' behind decisions ensured that they felt more connected to the mission and objectives. In instances where crew members felt uncertain about a decision, the open lines of communication allowed for clarification and discussion, reinforcing the idea that everyone was part of a cohesive unit working towards shared goals. This nurturing of trust ultimately resulted in a more adaptable and resilient crew capable of facing challenges effectively.

Marquet passionately discusses the need for a culture of continuous learning as integral to high performance. Organizations, particularly in the fast-paced, ever-evolving world we live in, must prioritize learning and adaptability. Within the context of the Navy, where protocols and technologies frequently change, Marquet’s crew needed to be not only reactive but proactive in honing their skills and knowledge.

Marquet introduced regular training exercises that promoted critical thinking and situational awareness, ensuring the crew was always prepared to tackle unforeseen circumstances. In traditional environments where orders are followed blindly, learning is stifled as there is often no room for questioning or exploration. Marquet turned this model on its head by instituting simulations and debriefings, allowing the crew to learn from both successes and failures.

For instance, after every maneuver or operation, the crew would engage in a thorough review process where they’d openly discuss what went well and what needed improvement. This practice not only fostered a safe space for honesty but also cultivated a learning mindset where failures were not stigmatized but treated as opportunities for growth. By pivoting from a compliance-based approach to one that values innovation and improvement, Marquet demonstrated how a learning culture can dramatically enhance performance and morale, ultimately propelling teams toward excellence.

A central theme of Marquet’s approach in Turn the Ship Around is the relationship between accountability and autonomy. He stresses that in order to build high-performing teams, leadership must cultivate an environment where individuals feel both accountable for their work and empowered to make decisions about their tasks. This balance is essential in high-pressure environments where precise execution can be critical.

Marquet explicitly discusses how he shifted the mindset from ‘I was told to do this’ to ‘I did this’ among his crew members. By redefining accountability in this way, every individual became responsible for the outcomes of their decisions. This was critical on submarines, where team members often operated in isolated conditions, executing complex tasks that required a high level of initiative and quick decision-making.

An illustrative moment was when Marquet allowed a subordinate to take the lead in maneuvering the submarine. This not only tested the crew member’s skills but also showed that Marquet trusted them to perform and lead effectively under pressure. The result was a significant boost in confidence and capability across the crew, transforming their mindset from dependence on authority to a more empowered state of initiative. This shift illustrates how accountability, when appropriately aligned with autonomy, can drive individuals to higher levels of performance and responsibility.

In exploring what makes great leaders, Marquet emphasizes the importance of vision in inspiring teams. Without a shared vision, team members may find themselves disengaged and disconnected from their collective objectives. Marquet learned that establishing a clear and compelling vision for the USS Santa Fe was critical in unifying the crew toward common goals, especially during challenging missions.

Marquet crafted a vision that emphasized not only operational excellence but also the well-being of each crew member. This holistic approach fostered loyalty and commitment as crew members understood their roles and how they contributed to the broader scope of the mission. By regularly communicating this vision and the values behind it, team members were kept aligned with their purpose.

When crew members are able to visualize the outcomes of their actions and how they contribute to the overall mission, their dedication increases multi-fold. For example, during high-pressure situations, reminding the crew of their shared vision and goals allowed them to remain focused and resilient, making decisive contributions rather than succumbing to uncertainty. Marquet’s focus on vision illustrates that effective leadership must encompass not only the tactical aspects of command but also an emotional and inspirational connection to a cause greater than oneself.

Marquet discusses the criticality of continuous feedback loops in achieving sustained high performance. In environments such as submarines where conditions can change rapidly, the ability to receive and act on feedback is essential for teams to refine their processes and establish best practices. By promoting a culture that values and actively seeks feedback, organizations can ensure that they remain adaptable and alert to the need for change.

One significant example of this from Marquet’s leadership was the implementation of regular after-action reviews, where team members would collaboratively analyze outcomes after exercises and missions. These discussions enabled the crew to dissect what strategies worked, what didn’t, and why—providing critical insights that led to improved operations in the future. Unlike traditional environments where feedback might be seen as criticism, Marquet reframed it as an integral element of the learning process.

This iterative improvement cycle not only empowers individuals to take ownership of their performance but also cultivates a broader organizational philosophy of excellence. By normalizing feedback discussions, Marquet helped to eliminate the fear surrounding mistakes and prioritized growth, acknowledging that errors are part of the journey toward mastery. This approach underlines the significance of feedback in maintaining a sharp, responsive team ready to navigate the complexities of their roles successfully.

Change is a constant theme within organizations, especially within the Navy's continuously evolving environment. Marquet addresses the importance of embracing change as a fundamental component of effective leadership. By fostering resilience among his crew, he enabled them to adapt to challenges without becoming paralyzed by uncertainty.

Marquet explained that a resilient team, one that sees change as an opportunity rather than a threat, can navigate transitions more effectively. He emphasized the necessity of preparing crew members for unexpected events proactively rather than reactively. In practice, this involved simulations that mimicked likely scenarios, allowing crew members to develop strategies for managing change.

This concept of resilience is not solely about coping; it also involves employing adaptability by modifying approaches based on real-time feedback and experiences. For example, when a new piece of equipment was introduced, Marquet ensured that crew members were involved in the integration process, allowing them to become familiar and comfortable with any adjustments required to operate effectively. By encouraging flexibility and supporting a mindset that embraces learning and adaptation, Marquet positioned his crew to excel in any situation and emerge stronger after encountering obstacles.