Leadership Wisdom from the US Navy

I recently read the book Turn the Ship Around by L. David Marquet. This book written in 2012 chronicles Capt. Marquet’s experiences in leading a nuclear submarine with a new approach. Frustrated with a top-down, unquestioning approach by most military leaders, he set out to modify his submarine. He believed in a leader-leader approach of full empowerment of he staff. For me, this book was a hard read because of all the US Navy terminology such as XO, Nav, Sonarman, or Yeoman, but some of the principles that he explains do have application to other industries. As you can imagine, most Navy staff were accustomed to an authoritarian leadership style and an unquestioning response by all subordinates. So, Capt. Marquet’s approach was met with much resistance up and down the chain of command. This is what he wrote when he took the helm of the submarine:

“I believe the personal freedoms, respect for human dignity and economic prosperity we enjoy in the US are unique throughout the history of mankind and across the span of the globe. I believe that this is not a natural state but one which must be worked for relentlessly and if necessary, defended….I believe those eternally on patrol beyond the reef did not die in vain. The future depends upon those willing to continue that honorable and worthwhile endeavor. Accordingly, I reaffirm my vow to defend the Constitution of the US against all enemies, foreign and domestic.”

Control, competence, and clarity are the keys to success!

CONTROL:

• Find the “genetic code” and “rewrite it” is a mechanism for control.

• Acting your way to new thinking is a mechanism for control.

• Short, early conversations are a mechanism for control.

• “I intend to…” was a powerful mechanism for control.

• Resist the urge to provide solutions is a mechanism for control.

• Eliminating top-down monitoring systems is a mechanism for control.

COMPETENCE:

• Embrace the inspectors is a mechanism for control. This is a chance to enhance competence.

• Take deliberate action is a mechanism for competence.

• We learn (everywhere, all the time) is a mechanism for competence.

• “Don’t brief, certify” is a mechanism for competence.

• Continually and consistently repeat the message is a mechanism for competence.

• Specifying goals, not methods is a mechanism for competence and clarity.

CLARITY:

• Achieve excellence, don’t just avoid errors is a mechanism for clarity

• Think out loud is a mechanism for control and organizational clarity.

• Building trust and taking care of your people is mechanism for clarity.

• Use your legacy for inspiration is a mechanism for clarity.

• Use guiding principles for decision criteria is a mechanism for clarity.

• Innovation, technical knowledge, courage, commitment, continuous improvement, integrity, empowerment, teamwork, openness, and timeliness

• Use immediate recognition to reinforce desired behaviors is a mechanism for clarity.

• Begin with the end in mind is an important mechanism for organizational clarity.

• Encourage a questioning attitude over blind obedience is a mechanism for clarity.

He sums up his experiences on the submarine by demonstrating increased reenlistment levels in both officers and crew. He also demonstrated a ripple effect that impacted how other submarines operated in the US Navy. His final piece of advice is “Ultimately, the most important person to have control over is yourself – for it is that self-control that will allow you to “give control, create leaders.” I believe that rejecting the impulse to take control and attract followers will be your greatest challenge and, in time, your most powerful and enduring success.”

Do you agree with these recommendations? Do you think this approach would work in your organization?