Turn the Ship Around! is the true story of the commander of the nuclear submarine USS Santa Fe, who transformed the traditional “leader-follower” command model and created a leadership culture where every team member becomes a responsible and proactive leader.
“My definition of leadership is this: Leadership is communicating to people their worth and potential so clearly that they are inspired to see it in themselves.”
The Main Idea of the Book
Marquet shows that a true leader is not the one who gives orders from the top down, but the one who gives people the power to make decisions themselves and feel accountable for them.
This approach not only improves efficiency but also builds trust and enthusiasm within the team.
Marquet’s Key Leadership Principles
- Reject Commanding by Orders
The traditional “I command — you obey” model doesn’t work in complex situations requiring quick and smart decisions.
Marquet teaches how to delegate responsibility and authority. - Create Leadership at All Levels
Every team member should think and act as a leader, not just as a follower.
This is achieved through training, trust, and a culture of continuous development. - Use Questions Instead of Orders
Instead of giving direct commands, Marquet asked questions that stimulated independent problem solving and thinking development. - Continuous Competence Development
Authority transfer requires confidence that people have the knowledge and experience to decide. Training and practice are essential. - Feedback and Support
A leader is not just a source of commands but a support system, helping the team grow and correct mistakes.
Practical Advice from the Book
- Delegate decisions and authority — don’t fear imperfect choices. Mistakes are part of growth.
- Learn to ask the right questions — stimulate thinking and discussion instead of dictating.
- Invest in your team’s development — build leadership skills and expertise.
- Build a culture of trust — mistakes are learning opportunities, not reasons for punishment.
- Encourage and support initiative — recognize those who take ownership.
Why This Matters for Modern Business and IT
In a fast-changing world, rigid top-down command structures are outdated. Marquet shows how to build flexible, adaptive teams where responsibility and leadership belong to everyone.
This helps teams react faster to change, reduce risks, and motivate employees.
Key Quotes from the Book
“The leader-leader structure is fundamentally different from the leader-follower structure. At its core is the belief that we can all be leaders and, in fact, it’s best when we all are leaders.”
“Leadership is not some mystical quality that some possess and others do not. As humans, we all have what it takes, and we all need to use our leadership abilities in every aspect of our work life.”
“Leadership is giving control, not taking control.”
“My definition of leadership is this: Leadership is communicating to people their worth and potential so clearly that they are inspired to see it in themselves.”
Additional Insights and Examples from the Book
1. The “I intend to…” Mechanism
Officers declare their intent before acting, e.g.:
“I intend to take the submarine to 400 feet.”
This increases accountability while allowing freedom to act.
2. Moving Control to Where the Information Is
Marquet eliminated the habit of routing all decisions upward, instead empowering those closest to the knowledge.
Example: Signing of leave requests was delegated to the senior enlisted leader (Chief of the Boat), cutting through layers of approval.
3. Culture of “Do It Yourself”
When every member feels responsible and able to influence outcomes, efficiency grows dramatically.
Example: The Santa Fe team became the most successful and recognized in the submarine fleet, despite starting from the lowest point.
4. Rejecting Micromanagement
Marquet taught to trust people by giving them authority and responsibility, which increased initiative and engagement.
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