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Articles by L. David
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Don't say "people are disengaged." Say "We've got an environment that creates disengaged people."
Don't say "people are disengaged." Say "We've got an environment that creates disengaged people."
Posted by L. David Marquet
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Bosses "fix" people. Leaders fix the environment. #intentbasedleadership
Bosses "fix" people. Leaders fix the environment. #intentbasedleadership
Posted by L. David Marquet
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Hey folks, here's an opportunity to hear from one of our top Intent-Based Leadership practitioners and coaches.
Hey folks, here's an opportunity to hear from one of our top Intent-Based Leadership practitioners and coaches.
Shared by L. David Marquet
Publications
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Leadership Is Language: The Hidden Power of What You Say--and What You Don't
Penguin
You've been programmed to speak an industrial age language. Learn the patterns so you can change the patterns. This is the playbook for high performance teams.
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The Turn The Ship Around! Workbook: Implement Intent-Based Leadership In Your Organization
Penguin
A companion workbook filled with workshop activities for individuals and groups, tools and lessons based on the acclaimed leadership book, Turn The Ship Around! by David Marquet. Now with sections "from the chief" from Master Chief Andy Worshek.
In Turn the Ship Around! former U.S. Navy Captain David Marquet introduced a bold new approach to leadership, based on his experiences turning around the troubled submarine USS Santa Fe. He gave up the traditional command-and-control model and…A companion workbook filled with workshop activities for individuals and groups, tools and lessons based on the acclaimed leadership book, Turn The Ship Around! by David Marquet. Now with sections "from the chief" from Master Chief Andy Worshek.
In Turn the Ship Around! former U.S. Navy Captain David Marquet introduced a bold new approach to leadership, based on his experiences turning around the troubled submarine USS Santa Fe. He gave up the traditional command-and-control model and instead inspired his crew to assume responsibility for every individual action. Santa Fe rapidly improved its dismal performance record, and started winning awards as the best ship in its class.
Now Marquet returns with a workbook so readers can apply his methods to their own organizations. With extensive questions and exercises on how to delegate and inspire, this workbook will help readers build a work community based on personal responsibility and trust.Other authorsSee publication -
Leadership Nudge (TM) series
Turn the Ship Around, LLC
Be a better leader in 1 minute a week! This is a series of "nudges" -- little reminders and creative things to do to train your brain to be a better leader. Check out the archive on our YouTube channel. Enroll here: davidmarquet.com
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Turn the Ship Around! A True Story of Turning Followers into Leaders
Penguin
Named one of Motley Fool’s "The 12 Best Business Books of All Time"
Fortune Magazine's #1 Must Read Book of 2012
800 CEO READ best leadership book of 2012, runner up.
Soundview Executive Book Summary, #2 of 30 best books of 2012. -
What Was the Process, and Who Was the Owner?
5 Minutes to Process Improvement Success
"We had a very basic rubric, which was to ask the following question when something went wrong, What was the process, and who was the owner?” - David Marquet
Other authorsSee publication -
Turn the Ship Around! How to Create Leadership at Every Level
Greenleaf Book Group
Fortune Magazine's #1 Must Read Book of 2012!
Stephen Covey inspired millions with his writings but where did Dr. Covey get his inspiration? This is the story of one such source, one that Dr. Covey himself called the most empowered organization he had ever seen - and a nuclear powered submarine no less.
From the vantage point of the commander of the USS Santa Fe, read how the crew completely turned the ship around, going from worst to first by questioning many of our basic leadership…Fortune Magazine's #1 Must Read Book of 2012!
Stephen Covey inspired millions with his writings but where did Dr. Covey get his inspiration? This is the story of one such source, one that Dr. Covey himself called the most empowered organization he had ever seen - and a nuclear powered submarine no less.
From the vantage point of the commander of the USS Santa Fe, read how the crew completely turned the ship around, going from worst to first by questioning many of our basic leadership assumptions and shifting from take-control authority to give-control empowerment.
Share the author's insights as the crew gains unprecedented decision making authority, the risks of doing so, and the reward of an exponentially more effective and more resilient organization.
Learn how to achieve astounding results by applying the author's practical steps, such as
- Release proactivity and initiative with ''I intend to...''
- Build teamwork and minimize errors with ''deliberate action''
- Enhance responsibility and ownership by eliminating top-down monitoring
- Improving morale by focusing on excellence rather than errors.
See what it's really like to operate a nuclear submarine -- from navigation to missile launching -- and learn the mechanisms used to propel Santa Fe not only to the top but to achieve a lasting transformation, one that resulted in the ship's continued operational excellence and the highly disproportionate promotion rate among Santa Fe's crew long after Marquet had left command. -
Complexity as the Forcing Function for Submarine Operations
Proceedings of the Undersea Human Systems Integration
Abstract: The U. S. Submarine Force is increasingly tasked to operate in an expanded variety of ocean areas, executing a broader spectrum of missions, against a wider assortment of targets, and processing an ever-increasing amount of acoustic and non-acoustic data. This increased complexity is causing strain on features of submarine operations that heretofore have served as bulwarks
against catastrophe. The cognitive capacity of the crews is consumed in the basics of safety and stealth…Abstract: The U. S. Submarine Force is increasingly tasked to operate in an expanded variety of ocean areas, executing a broader spectrum of missions, against a wider assortment of targets, and processing an ever-increasing amount of acoustic and non-acoustic data. This increased complexity is causing strain on features of submarine operations that heretofore have served as bulwarks
against catastrophe. The cognitive capacity of the crews is consumed in the basics of safety and stealth, leaving little for pursuit of the mission. The traditional response of using more people to solve the problem no longer serves in today’s complex environment. The legacy information architecture
that remains in place, with centralized decision-making, and deterministic solution representation for contacts, must be reexamined from first principles, with the decision-maker and operator information requirements driving the designOther authorsSee publication
Projects
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How Great Leaders Serve Others, a TEDx speech
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Great leaders don't take control and attract followers. They give control and create leaders. Unfortunately, humans are programmed for social dominance. It's the struggle against that instinct that will define your leadership type.
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Join now to viewMore activity by L. David
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I'm delighted to annouce that, in collaboration with Intent-Based Leadership International, we shall be running an online workshop on the…
I'm delighted to annouce that, in collaboration with Intent-Based Leadership International, we shall be running an online workshop on the…
Liked by L. David Marquet
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What a great post about L. David Marquet's book #TurnTheShipAround! Following the writing of this book, David named his highly effective leadership…
What a great post about L. David Marquet's book #TurnTheShipAround! Following the writing of this book, David named his highly effective leadership…
Liked by L. David Marquet
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