MindSpring Presents: "Greatness" by David Marquet
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- Опубліковано 2 жов 2024
- This MindSpring animation was adapted from Captain David Marquet's talk on Greatness, and is based on his book, Turn the Ship Around!
Get Captain Marquet's book at amzn.to/1aKj4G5
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I was on the Santa Fe during Captain Marquet's tenure. EVERYTHING he says is absolutely TRUE. I was a beneficiary of his leadership and went from barely passing high school to now being an Operations Manager with an MBA.
+Chris Peck Were you also there when his tenure ended? I was wondering how it would work with a "thinking" crew, and a traditional order-issuing captain?
I was not still on the boat when he left. I was there before and saw how bad things were and was amazed at the change in morale and performance when Captain Marquet came aboard.
His book details how the Santa Fe has performed since he left. It remains, to this day, one of the top performing boats in the fleet. His leadership has been proven and has passed the test of time.
It´s great to know that he was part of this process and that he lived in person. congratulations
Thanks for the testimony. It's uplifting to hear how great leaders bring out the best in people.
I was on that submarine and lived this story first hand, Dave Marquet and everyone on that crew changed the way I approached everything in life, especially the times you faced challenges. Not saying I never made mistakes, but this philosophy paved the way for greatness for so many young men. When Dave left and the crew moved on to other stations so many of us were operating at such a higher level than most people were use to seeing for people of the rank they held. I will never forget the time I got to spend with Dave Marquet.
That's awesome, Lee. Dave seems like a really cool guy to be around!
Hello Lee, That's an interesting one. What David did was truly outstanding, but we rarely hear about other people on the Submarine.
I have sent you a connection request on LinkedIn. It will be great to really talk about this further on my weekly podcast, you all went on to be great leaders too, huge lessons here for scaling leadership. Let's connect if that's ok with you. Kind regards Mary Laniyan
Awesome!!!
In the video, "Turn the Ship", it gave a great point of view on what a great leader entails. David had gave great examples on how a leader can be effective but he has also brought up a point on how a leader can be intelligent but also lazy. He developed a strategy where all decisions were made through the captain and in this case; the leader. In his example he presented how the captain on the submarine was the one to give orders and no order should be given without the leaders "approval". In this scenario the captain had changed the image of how the captain should only be allowed to make the decision. In the end this has showed how the most successful could go either way. It has showed that the there are different ways to become a leader and develop a team where everyone is on the same page with one in charge and everyone doing their share to become successful.
Lol looks like some teacher told their students to write 200 words about the video in the comments. This is a great video though.
As a fellow Naval Academy graduate ('85), I can say that what David accomplished in changing the leadership model on the Sante Fe is truly amazing! Tradition in the Navy is everything, even more so in the elite Nuc Sub fleet...Thankfully one of the pillars of Navy leadership is that the Captain owns it all...David was put into an impossible situation and humbly empowered his entire crew...A true servant-leader!
Watching this several years ago was an "A-HA" moment and helped me understand what leadership style I am most comfortable employing. Highly recommend this especially for the totalitarian authoritative style leaders
I love this video and agree with all of it. INTENT - Exactly! I see only one thing missing - communication... even though those down the chain (lower ends of the 'totem pole') have the latest info, I think there should be one last check with those higher up to make sure the intent has not changed, or new information has not become available that was given directly to the Org leader directly (~ 'stovepipe' of info to the boss). All too often someone has a nugget of info and wants to be recognized for the nugget, and gives it directly to the boss without communicating to the rest of the organization. So, one last check to make sure the intent has not changed, then proceed with the empowered decision authority to implement the boss's intent.
WONDERFUL VIDEO!
I was home-schooled and my parents' favourite phrase and the mantra they lived by when educating me was 'We are facilitating you to learn for yourself'
I am so glad that was your experience, mine was so constricted at home we might as well have been in a public school 😂😂😂😂
Excellent summary from an outstanding book. It took a lot of courage for David to implement these changes on a Navy Submarine where trying something new is a not a normal practice.
This is also a brilliant lesson in parenting :)
The thing that struck me the most about this video was how he eliminated orders and change them into intent. Giving the crew the ability to make their choices and clearly formulate what they wanted to do was a very outstanding characteristic for a leader. By giving intent to them they will give intent to you. By Giving people psychological ownership you are creating leaders as they are developing the process of making choices and decisions. With this tactic, you are creating a framework towards success because part of it is working as a team to solve the problem not just relying on the boss for answers. I also found it interesting how he mentions that the ultimate decision he kept to himself was launching a missile as that is one decision that affects others. As a boss in an organization the ultimate decisions are up to you and that is something that I saw in this video.
I enjoyed watching the video “Greatness” by David Marquet. In this video he describes his experience on the Santa Fe submarine as the captain. I found it interesting how when he was a captain he admitted to making the mistake of not delegating any responsibilities to the other employees, therefore leading to a tragic event. He later stated that he would not give any more orders so that the staff could think and make decisions for themselves. This gives them confidence in their decisions. This then leads into what he believes is a good leader. A good leader encourages everyone to be dedicated and excited for the goal of the company. By having the mindset that the employees below the CEO have the same responsibilities as the CEO or work as if the CEO is always there checking in, it will lead to a more empowered staff. Another important point mentioned was to give intent as a leader. This will allow the employees to think and come up with new decisions and ideas on their own. This will bring growth and diversity to the company. By giving the staff the confidence to do what they believe is right, will allow the company to strive.
This was a captivating narration by David Marquet. His method of leadership is one of the most nurturing forms of leadership that I can think of. It is also one that goes under notice very often. It was clear David did not care to be recognized as a person in power, nor abuse the authority he had but rather use his position to nurture his crew. I use the word nurture because rather than being the figure that simply tells his crew what to do, he allows them to cultivate questions and solutions themselves. David does this so that they will be prepared and capable to take on future tasks by themselves. In many ways, David’s approach to leadership is like a mother and child. Where the role of a mother is to nurture the child’s mind, body, and spirit, so that they too can be ready for the world that’s out there. This can only be accomplished by holding space and allowing the child to learn themselves, rather than always telling them what to do. It also contributes to their self confidence and defines their personality. I very much enjoyed this clip, it uncovered yet another layer of what leadership truly means.
After watching this video, I really appreciated the non-traditional ways of leadership and also how a team functions together. This type of leadership allows the employees to build trust throughout the workplace and this would create an incredibly healthy work space. I really appreciated how Marquet allows his crew to make some important decisions that are approved of him. I think this also helps the team build a sense of accountability when making these tough decisions through their career. From here, they can recognize the things they do right and wrong when making some of these decisions. Another thing that I realized through this style of leadership is how this would enable companies to grow larger than they have ever imagined. This fluidity of power allows companies to expand larger and also internationally easier because this trusted behavior allows decisions to be made on a most constant level. Lastly, it creates an importance among the team and allows them to have a sense of responsibility when working for that certain company.
This is where the business world is going. It's not a fringe idea, but a mainstream tidal wave. The old military model David described is the Industrial Age business model that is still in use by a majority of companies. But we are now in the Participation Age, where everyone will PARTICIPATE in the building of great companies and SHARE in the results. Those companies that don't adapt will be left behind. Here's my recent book on this subject - Why Employees Are ALWAYS a Bad Idea. amzn.to/1o4eH3q
David is dead on, and it's great to hear it from a military mind.
Also available wit French subtitles at ua-cam.com/video/6rt9HDfYdPg/v-deo.html
This video outlines how a captain is trained to give orders; whereas officers are trained to obey the captain’s orders. In this case, the video explains where a captain should give intent to officers so that they may collaborate on ideas, which allows for the officers to think like the captain. The video gives the example where the submarine has to pass inspection in six months. The captain decides to create an environment for thinking, where competence and clarity come into play. These two pillars are important to any business because they allow for the subordinates to make decisions as if the CEO was there watching them make the decisions. This type of environment led to there being 135 people (in this scenario) that are thinking, active, passionate, creative, proactive and taking initiative. The key thing that struck out to me is the fact that it is mentioned that as human beings, we have been programmed to take control and attract followers; where it should be us wanting to give control and create leaders. This struck me because creating leaders would be great due to subordinates of an organization being able to think like the manager or CEO, allowing for the organization to maximize productivity.
Really enjoyed this video until I realised not a single female was depicted.... thats not David's fault though but MindSpring? do better
The best boss I ever had was a chief engineer on Britian's nuclear deterrent subs and this resonated with his personality to a tee! must be something about submariners! Respect!
My Battery recommended to watch this . It was one of the best thing the military has ever ask us to watch. It also applies to any daily life.
I really learned a lot from the video “Greatness,” by David Marquet. In the video he illustrates his story of his time on the Sante Fe submarine. The narration illustrated that in his time as a Captain on the submarine he used various different leadership techniques and tactics to get the most out of his crew. David was key on trust and by vowing to never give an order again, he entrusted his crew to perform at their highest level and with the utmost success. By not giving orders this forced his crew members to discover solutions themselves and not soley rely on the captain for orders. This challenged the intellect of his crew and led them to work together and develop rather than blindy taking the orders of the captain without blinking an eye. One of the biggest takeaways from this video I had was when he stated to “move authority to where the information is.” This really sparked my interest and reflects the ideology of a good leader in that the best leader is not only intelligent, but knows how to effectively use that information to bring out the best in his team. The best leaders are knowledgeable not only on the task at hand but also at training their subordinates to be able to work in a way that is beneficial to all without needing their hand held the entire way.
Came after Ali Abdaal's email
yeet me too
I found this approach to leadership fascinating, that instead of being the "answer man" who everyone goes to for everything, the leader in this case places the responsibility of decision making on every person in the crew. This creates a level of accountability within the crew so that every member of the crew is making decisions that have direct effects on each and every crew member. Each crew mate must think like a leader and on this level, they are able to know what is going on in general, instead of looking up to a centralized leader for answers, the answers to questions are all around them. This creates a much more cohesive work environment than one where there is a centralized leader who you must go to for confirmation of every action. As a result of this crews actions, under inspection they received the highest grade ever awarded, that is no accident.
David Marquet's understanding of leadership and teamwork is completely opposite to what the traditional explanation is. Rather than a manager telling their employees what to do, or even a leader telling their followers what to do, everyone has a voice and the leader instead, sparks interest and intent in the community they are working within. In class, we learned that a good percentage of the workforce feels as though they did not have a good boss who sparked interest in them. Last year, in my own work, I was the manager. I directed a sailing program at a large yacht club in Connecticut and in through this course and watching this video, I am proud at some of the abilities I gained and used in my workplace. However, there are times, especially during this video, that I notice small mistakes I made in my work that could have been better handled. I believe open, honest, and respectful communication is important in a workplace where employees can share with those around them, rather than up a chain. If everyone has the same goal, in this situation to drive a submarine well for the most part, then each worker in each position can work together rather than just focusing on their separate tasks. If each employee understand each position, they will also be able to understand the tasks and difficulties their team endures.
This was an incredibly fascinating short video. Having let my curiosity get the best of me, I decided to do a little research on who exactly David Marquet is. Without doing too much of an extensive look on the web, it soon became clear that Marquet's reputation obviously precedes him. Having garnered quite a few accolades during his time as a US Navy Captain, and an incredible following post-military service as well, Marquet can be seen as, simply put, a great leader. What does this mean? Long story short, there are clear grounds for what he is explaining in this video, because it not only allows for a shining example of what leadership looks like in one person, but also through ways that literally offer a breeding ground for the next generation of leaders as well. One fascinating theory that I love to ponder is what do the numbers look like for leaders who are built as opposed leaders who are born with natural inclinations to become leaders. This is a question that I've had to write extensively on in the past, and one thing that I've learned is that just because a person is put in a leadership position, it does not necessarily mean that they have garnered the respect of their subordinates. What it seems is that former Captain David Marquet not only demands respect due to his extensive career in the military, but demands even more due to his avant garde form of leadership practice, which gives room for even more leaders to form naturally.
Hi is it possible to get a copy of the completed graphic to print out? I would like to use it as memory jogger for the team.
Fantastic example of effective leadership and empowering your people👏🏾
The graphic of the blind person leading the soldiers into a bomb is offensive. In your depiction, the blind person has a white cane and is therefore able to avoid any obstacles, including a bomb. Blind people aren't stupid and they aren't always running into things.
As a boss, I am trying to work in this way (it's up to my team to judge, how well I succeed :-)). I think that we achieve better results because everybody is trying to find the best solution, not only me.
For some odd reason. I come back. No idea why. I just do
Great video! Love that I continue to keep learning this trade! CWO2 Browne
Brilliant! Somehow he packed into 10 minutes a vision of becoming a True Learning Organization, an organization of leaders who are empowered to think. Couldn't agree more. Reminds me of Hoshin Planning in the Lean vernacular and the corporate intent set thereby. Brilliant.
There really are significant breakthroughs.
E equals MC squared
judgment not by the color of his skin but the content of his character
And turn this ship around
Excellent animated video, from an insightful and useful book - so relevant in an agile business environment, where change is complex and continual. I intend (Captain) to lead in this way in my agile projects :-)
The illustration work is AMAZING!
"Greatness" By David Marquet was an interesting video by first introducing his first error as a captain, which was allowing himself to make all of the decisions and leading everyone into disastrous events. So, how does a manager, captain, or any other type of leader make decisions for the whole entire team? Well, David Marquet shares the value of listening, depending, and giving control to the team because by doing that it makes you are great leader and giving everyone the ability to create greatness. Allowing the team to make decisions and having the manager behind them to support and guide them is the best of kind of leadership out there. In essence, if a manager improves the way a team member should think then decision making and the qualities of being a leader is created which attracts the followers. Overall, I really liked how he said people, families, organizations, and businesses create greatness because the leader has sent an environment to achieve and be great. Leaders are not only people that are smart and intuitive yet are people that have ways to create an environment for thinking and allows other to feel like they matter. Leaders should work smart and not harder within the environment and let people do their job!
I really liked how the video starts off by explaining that leadership is when the staff learns to develop the personality traits and qualities of the leader. In this video we can see how the ship captain takes control by using leadership. I believe that he was a good leader because not only did he give tasks to his crew, but also he made them think and find solutions by themselves. He wanted his crew to think for themselves and find solutions, so he as the captain just executed the major decisions. Also he is teaching them to be independent since at the beginning everyone depended on the captain's decisions. It talks about how the crew is always taught to follow the leader, no matter what situation they are facing. I believe that the staff should not always rely on the leader, instead they should anticipate, organize, and lead to have a successful organization. So, the captain decided to never give orders again and started listening to his crew. His job was to decide only the most important decisions, and the rest it was part of his staff to work on. And the the captain of the ship followed intent leadership. Intent leadership is a way of leadership that lets the staff think without the leader giving them instructions. The captain used intent in a mutual way, the crew gives intent to the captain and the captain gives intent to the crew members. They both agree and decide what is the best decision to take. I believe that this is very efficient because more minds together think and develop more. This gives the opportunity for everyone to be a part in the process of decision making. And to have a good process of decision making and an effective organization, the staff has to think and look for the answers. People have to be proactive and have initiative for an organization to be successful. In the video the solution of a succesful leadership is to move authority where information is, and I totally agree. This is because people that have the information can make better decisions at the end of the day. There has to be an environment where people feel confident in themselves to make decisions as if the CEO was next to them. The most important takeaway from this video is that leadership has to do with giving control and creating successful leaders in the world.
This video brings out a lot of key components of good leadership. A good leader is able to inspire those below them. They are able to get everyone to buy into a mission or goal . In this video, it talks about getting those below the CEO to think as if they were also a CEO or as if the CEO were right there. It allows people to begin thinking innovatively. I agree that when leaders take on this role, it often results in huge success for the team and the organization. Although, I think an important point to note here is the the new importance of hiring when approaching leadership in this fashion. It is so critical to build a team full of people who will be able to adapt to this environment and begin thinking creatively. Not everyone is able to fit into a system like this well. If a leader were to fail to assemble a proper team, his methods will not work. Overall, this video brings to attention how effective this leadership is, but it also shows how important the hiring process is. It can make or break a team because the people hired will ultimately have to be able to step outside their comfort zone. This form of leadership makes this even more important than ever.
This is such a great and brief informative video. David Marquet's leadership style can be seen as being one of the most direct forms of leadership. I mention it is one of the most direct forms of leadership since it's clear he did not focus mainly on the position of power he withheld. Also, he did not negatively take advantage of his authority over others. It is important to note that a great leader must be transparent and create communication among the team. Marquet's leadership perspective is interesting since it contradicts what we usually see a good leader as. In his position, he strongly assumes that an exemplary leader is not an individual who commands or takes control over others but instead diffuses the power to those around him. Overall it gave a different perspective of leadership, and it is interesting to learn more about the importance of leadership.
One of the absolute must-study aspects of leadership. Marquet was my introduction to intent-based leadership and I've reaped the rewards of adopting his approach. Empowering your people pays dividends every time.
After watching this video illustrating the leadership methods used by Captain Marquet, I have learned many new things. First, he begins by discussing this idea of intent. The captain discussed how using intent with his officers was the best way to accomplish the task at hand as he was not ordering his team around but rather allowing them to think for themselves. Promoting this trust in those you lead is very beneficial as it allows for them to create their own solutions to problems. He explains that there are two pillars when "giving control" or delegating tasks to those you lead. These two pillars that must be under control when delegating tasks are competence and clarity. One must be able to accomplish the task at hand and must be able to explain his/her rationale, any potential weaknesses or consequence, and the course of action needed. This implementation of intent leadership changed the culture of the team and promoted cohesion among all members. All members of the team were able to give input and present ideas if it was "the right thing to do". On other ships, there was one captain in charge who gave orders to the 134 members of the team. The captain explained that his crew was different than the rest because he had 135 thinking, creative, and competent people who were able to find solutions to problems.
I served on the USS PASADENA as a nuclear mechanic in my younger days, during that time period, and I remember being shocked to death when that boat stole the Battle-E Award in the squadron. Everyone knew it was (previously) the worst boat in the fleet. 20 years later I'm still in the Navy and learning a lot about leadership, and I came across his book, Turn Your Ship Around. I implemented it at my first command and I can see how he used the tenets described to enact change.
Thank you
I am a non native english speaker and listening to that guy is *terrible*
Thank you, guys. I enjoyed this video.
That is absolutely FANTASTIC! People want their own space, responsibilities and chance of making a difference. It is so NOT complicated but often missed.
I really like this video because it helps me understand that a leader is not only a person who makes decisions. A leader should be a person that leads their teams to greatness by giving control to the team. By doing this, the whole team thinks simultaneously, and it is not only the leader who does it. Also, the team will feel more part of the organization, and they will know that they matter because they can have a saying on what and what not to do. Also, this gives more control to each department, and it is more efficient because each department knows the information of what to do and what not to do due. As the video intends to explain, managers are not only there to give orders but help team members to think and find solutions by themselves. This will allow employees to think about their decisions and make them as if the manager were in the room. This gives the opportunity for everyone to be a part of the process of decision making. The most important message that we need to take away from this video is that leadership has to give control to their team and create successful leaders in the world.
This is basically how the leadership in the German Wehrmacht worked and remained the main leadership principle ever since not only in the German Armed Forces but e.g. also in France and Switzerland. Interestingly enough even the U.S. Armed Forces had already known this principle since the WW I, learned it from the British Armed Forces back then. General George S. Patton once said: _„Don't tell people _*_how_*_ to do things. Tell them _*_what_*_ to do and let them surprise you with their results."_ Alas for whatever reason the U.S. had been adapting it on a larger scale first during the 3rd Gulf War. German soldiers are given the task, the schedule and the available resources, that's it. How to complete the task is then up to them. The order is the task, of course it's still an order, that's how armies work, since somebody has to coordinate the actions, but we don't tell them *how* to accomplish their tasks. They are in charge, appropriately trained and they are responsible. They lead from the front. They have the best and latest informations, no one else has. And to adapt it in modern economy you just have to forget about the order-part. Tell your people what you want them to achieve - not how - and then let them work on it to achieve it and _'... surprise you with their results.'_ .
I am intrigued by the Captain’s Leadership Model. I think the “Leader-Leader” model is interesting, however, it will not work in all circumstances. In order for the model to work out, a manager needs to be confident in his employees. The employees need to be competent, because if they are not competent, if they cannot be trusted, “the ship will sink.” If the employees are competent and highly motivated than this method of leadership can work. However, thinking about my past work experience, I feel this method of leadership could work and could improve motivation.
Captain David Marquet describes his implementation of a more productive leadership style briefly after taking the reigns of a nuclear submarine. The stakes are high. The environment is tense. Marquet does not understand how this submarine functions. It took him a year to learn how the previous submarine he was stationed on operated. He did not have the time to learn everything and lead effectively. The stakes were too high to spend so much time leading blindly. He decided to “give the authority to the information.” The submarine previously was made up of one thinking captain and 134 followers. By changing the expectations and giving each member the authority to act in their level of expertise and responsibility, the submarine makeup became a smooth functioning collection of 135 thinking individuals. One thing Captain Marquet said that stuck with me was that the initial leadership expectation was to “take control and attract followers” when in reality it should be to “give control and create leaders.”
Greatness . How do I know ur original page.someone was asking me to send cashapp money.was told by a younger person that it wasn't from u. . Can u comfirm ur main page.
Creating the right environment around you is essential to making the team successful. The idea of a leader moving the authority to where the information lies is making everyone in the group or organization better. Leaders who can make everyone around them succeed and think for themselves create a functioning and working environment. What makes David Marquet’s nuclear submarine example great is the flawed idea of a single person making all the moral decisions of a functioning crew. Questions such as how the crew should act if the captain is out of commission are essential. During the Cuban Missile Crisis, Vasily Arkhipov was essentially responsible for saving the world from a nuclear holocaust. When the Captin and the Political Officer of the submarine believed that firing at the Americans was appropriate, Arkhipov sensibly voted against the decision. Great leaders aren’t individuals who control everything but people who actively include everyone around them. What sets apart a good and a great submarine captain is the group’s creative, active, and involved members. There are so many moments in history where ordinary people committed evil acts without ever questioning it. Members of a group or organization need to prepare to take the lead if the leader is out of commission.
A great leader is not defined as being a boss…a great leader may be defined as being a delegator. Why is this? First, this video makes the vital point to emphasize the importance of trust in one another. Can a team become great without trusting in the ability of each of the teammates? If your answer was no, what is a way to encourage internal confidence and trust among team members? As the presenter shares, it is by “bringing the authority to the information.” In other words, enabling those with skills to make decisions. No matter rank or status in an organization, this style of leadership demands that team members take ownership of their work and grow in their knowledge. It provides opportunities for the delegator (leader) to act in a “foreman” capacity rather than a “director.” This kind of leadership is a process. In an American business culture which largely still revolves around following the boss’s orders, this style of leadership promotes the unique skills of each team member. This style of leadership promotes ownership, specialization, and most importantly, trust.
Well said Sir! This is where people's thinking need to change and would create much growth for all parties.
They have the information. What a concept. I knew a way at a new job for the owner to save some extra money. I brought it to the attention of the lead manager. She said "that's not how we do things here" I said, but it's gonna save some money for the company and it's more efficient and takes up less space. I've been doing this for 30 years.....she didn't care. Didn't listen. I didn't last long there.
The absolute truth of David's hypothesis can be found in "It's Your Ship" a wonderful supporting read by Commander (Ret) Michael Abrashoff Captain of the Benfold - what is not the best ship in the navy having beat all records going back to 1908. We have distributed this to hundreds of manufacturing infrastructure leaders. He and his message (totally aligned with David's message) was the top hit at the world's largest Lean Conference in 2008 - and he has appeared at more since. Superb Message!
i did not get nothing english is not my mother tangue - what to do???))))
The talk by Captain David Marquet was talking about his time as a captain on a nuclear submarine. He talked about how he didn't have all the answers on how to run a nuclear submarine and how to get it ready for inspection. The problem was that what he needed to learn would have taken a year but the sub had to be ready in 6 months. He then goes to talk about how he went on to never give and order again. The only one he gave was the one to fire a missile because of the ethical and moral responsibility he did not want to put on someone else. He changed the word order with the word intent. when someone would come up to him they would ask what they should do and he would turn around and ask them the best course of action and in return lets them make the decision. Captain Marquet broke the image of leaders having to make all the decisions and the idea that they have all the answers. A good leader knows that they are not the smartest they don't have all the answers. Sometimes they need to call on others to make a good decision. The most successful teams are the ones that can rely on each other to be successful. Teams that have one person who thinks they need to know everything will lead the team into unrest and possible destruction.
Great video, really important message. However I am confused why every single person featured in the illustration is male and white?
This video shows the importance of the leader to not only be organized in his/her thoughts, but create a vision that can be supported by the entire organization. As we have learned, a leader should be intelligent, but "lazy", meaning the leader should not take control of every matter, but allocate resources and workers to maximize efficiency. In order for this to be successful, the workers under the leader should not have to question the motives or objective, and the entire "ship" should be on one unified course. For this example, the submarine received the highest grade ever given. This is because the leader of the ship did not create ranks of authority, rather than a community which allowed for effective communication. Each individual had the ability to opportunity to discuss personal opinions so that there are no objections. This is how a business should work. A leader should have a clear vision, but allow for interaction among rank to integrate this vision for a lasting effect that will only benefit the company in the long-term.
Many believe that management is for hard-working and intelligent people. They’re wrong. The truth is that most successful managers are intelligent and LAZY. Even Marque admits this. This video does an excellent job of explaining why this is the case. Marque’s strategy of instilling competence and organizational clarity in his staff turned the efficiency of his ship around. The proof of Marque's strategy’s effectiveness can be seen after Marque received the highest rating a naval ship has ever earned post-inspection. There are a lot of variables to consider when making a decision when it comes to war strategy which is why it is crucial to have staff educated in ways in which you are not. In any case, it seems that the organizational strategies used by the military are most effective when replicated in the office place. First, many military commands demonstrate leadership skills managers should aspire to have. Second, using Marque’s strategy gives staff the skills to make good decisions and allows the manager to determine if that is the right direction. This is the definition of Completed Staff Work. In most instances, management strategies and military strategies have the same endgame: to make the most effective and efficient decision.
It is interesting how Captain Marquet turned the typical naval leadership on it's head through his deployment. At first it seems like the normal way to lead is the best way, but after watching this video I can appreciate his perspective on leading. By asking for and giving intent he allowed more people to impact the way that missions were carried out. This is a good thing. Yes, he's the captain, but all the collective knowledge that he acquired from his crew allowed for more effective actions from the submarine. If he were to simply be giving orders and shutting down the individual perspectives from the people below him then he may have made more mistakes or carried out missions in a less effective manner. Also, the crewmembers that were below him in status were more specialized in what their job was then him. For example, the crewmember who loads the torpedos probably knows how to do this job better than anyone on the submarine. Allowing these subordinates to make decisions on their own and think for themselves relieved pressure off of the captain. It made the submarine more sustainable and not dependent on one person. All of these displays of leadership from Captain Marquet can be applied to business with similar positive results.
Greatness by David Marquet is about a submarine captain who instead of giving commands, gives intent. That is to say, his police ceased asking for permission. The psychological ownership changes to them with this single modification, allowing them to figure out the proper answer without having to consult the captain. You can then provide control after establishing competence and clarity. Once that is in place, the employees would inform the captain of their plans, and the captain would interrogate them to verify that they understood what they were doing and why they were doing it. They were therefore able to make the best decisions for themselves, resulting in a more productive workforce. It took some time to implement, but once it was done, everyone was on the same page. To achieve greatness, move the authority to where the knowledge is.
David Marquet comes up with the ability to let his men under his leadership make their own decisions while still leading them. Before, when he was just giving orders, his men would mindlessly do whatever he told them however, when he started letting them make their own decisions while giving the confidence they needed to act on those decisions. Through this, they take on their own personal responsibility in the submarine. This means they put more attention and thought into what they are doing and Marquet can still lead them in the right direction. I think its great to let your men do what they think is correct. However, Marquet had to be able to trust them. He'd ask his men what they were thinking and then he would ask them questions. Technical Confidence and Organizational clarity allows people to make their own decisions under a leader. Now the leader is projecting his thought process, allowing everyone to know whats going on by being on the same page.
In this video, David Marquet explains how an effective leader is intelligent yet lazy. Marquet did not act traditionally as a captain, where all orders were made through the captain. Instead, he enforced new changes to their organizational structure, such as vowing to never give an order, except for the decisions of the utmost importance, such as sending missiles. He left the power of decision-making for many tasks traditionally for the captain in the hands of his staff to empower them to make those decisions. This gave his team the confidence to trust themselves. A good leader allows their staff to complete their tasks and not try to take on the load of the entire team to reach perfection. This type of leader can create a team environment where the staff takes no initiative, and the leader is constantly fixing their mistakes. Instead of enforcing a structure where his staff would always rely on him for the answer, Marquet wanted to enforce psychological ownership. By giving his team control, they could practice competence and seek clarity in intense situations, which makes the entire operation run more smoothly. His implementation of this new system created a favorable psychological climate for the team, which maximized their efficiency.
This video starts off by explaining how David Marquet thought his guys were trained to just follow whatever he ordered. The captain was viewed as “being smarter and give better orders” to figure out their solution. The real solution was that the captain shouldn’t give orders. David only kept the one ethical and moral responsibility, to be in control of the weapons. What you need to do as a leader is to give intent. Giving intent will allow “your people to think”. This allows intent to work both ways. Having your employees think will allow them to figure out the solutions themselves, which can give them confidence. This goes into developing confidence and clarity in decision making. It gives a domino effect in which the people under you think like you and the people under them think like them, and so on. “Move the authority to where the information is”. This creates a situation in which your employees will think about their decisions and make them as if the CEO were in the room or standing next to them. This environment makes the employees feel that they are important and that they matter to the company. Following this plan creates greatness in the fact that the employees achieve greatness.
The presenter opened by outlining the things that make leaders attract followers. For instance, by taking control and centrally making all the decisions, other people are left with the option to become followers. The presenter cautioned that followers are not a good thing to leadership, and thus a good leader should focus on empowerment instead of commanding followership.
To become a good leader, one should stop giving orders and instead give intent. As explained by the presenter, giving goal opens the followers' minds, allowing them to think with you. A leader should also create situations to enable people to think and contribute to decision-making; instead, they should make decisions. The essence of it all is to improve on the decisions since collaborative choices are better than a single person's decision. As explained by the presenter, giving control creates leaders, whereas taking control an attract followers. I agree with the presenter that it is good for the leader to control other people, developing more group leaders. It improves the organization's leadership and ensures continuity in its activities if the leader is no longer in the organization. Finally, the presenter stated that greatness was achieved by making people, their families, school, organizations, and businesses great. I agree with the statement. Empowerment is a crucial ingredient for success in any organization. (Cheima Aouati)
This video, in which Captain David Marquet discusses greatness, is beneficial to understanding leadership and development. He draws a picture of the crew acting like puppets under the instruction of the captain. He points out the need to avoid blinding following the leader. He focuses on the concept of giving intent rather than giving instruction. If we give intent to one another, we create this powerful concept of psychological ownership. This concept makes it so the right people for the job were doing the thinking. They have the most comprehensive set of information to complete the job. Captain Marquet discusses his two pillars of support for giving control, technical competence, and organizational clarity. In this scenario, once the crew exhibited these pillars, they were given control to give intent to others. Everyone on the boat is contributing to the same mission by properly utilizing and acknowledging their talents. The authority to make decisions must be where the information lies to ensure a more efficient and effective work environment is fostered. Captain Marquet acknowledges that leaders must want to give control to create new leaders. The best way to achieve greatness is when you can share in and celebrate the greatness of those around you.
In Captain David Marquet's speech to his ability to create greatness through a team, we can see how delegation can improve any environment. Whether you're a submarine captain, a VP of sales, or a restaurant manager, you are better off putting your subordinates in a position to use their knowledge and expertise to make decisions for you. When you act as a sole leader, you are seen as the person with all of the answers. This doesn't create a place for unified work amongst individuals, but a heard of sheep who can't manage to perform tasks themselves with out looking for their leader.
When you're in a submarine, or any war-like scenario, the act of staying alive is the underlying goal at hand, all the time. In order to ensure that things run properly in that kind of scenario, each individual on the team must be prepared to do what is necessary to save their life and everyone else as well. When they know what their job is, and that they have the ability to make decisions, they remove a lot of the stress from the leader, and provide them with a better opportunity to succeed as a whole.
I found that this video related a lot back to our first discussion board post on leadership traits. As we learned from that assignment, the most effective leaders are intelligent and lazy. This video lets viewers in to David Marquet's untraditional leadership style, that is much different than simply giving the leader all of the authority. We see in the video that rather than depending on the "big boss" (in this case, the captain), to be the one to make all of the important decisions, the subordinates (the crew members) are trusted enough by the boss to communicate with one another, bounce different ideas off of each other, and ultimately present their boss with an effective decision(s). Then, it is up to the boss to either accept or decline that decision. In other words, the subordinates within a company must anticipate what the boss needs and work cohesively to ensure both efficiency and effectiveness. In a similar sense, the "big boss" must be willing to allow his/her subordinates to have autonomy within the company. Ensuring that there is a strong sense of autonomy given in a company is ultimately the key to having a successful and high-performing team. I think that this video did a great job of displaying this!
The video begins with a captain having to lead a crew when he doesn't really know what he is doing. He acknowledges this much to the crew. The Captain then refused to give orders except for the most serious decisions- life or death. Instead he replaced it with intent, which is distinct.
The captain wanted his underlings to take ownership of their decisions. He asked for their intent and not for them to ask permission. The basis of this leadership ideology is ‘giving control’, which is defined as allowing others to make decisions based on competence and clarity. The captain predicted that this would force officers and lower level sailors to think like a commander. He compares it to one person thinking and 134 crew following orders whereas he managed to have all 135 people on his crew think. The captain wanted to keep decision making in the hands of the most knowledgeable member of his team. Localization of decisions seems key to his success.
The captain thinks that this management style changes people's attitude and improves morale. When people working for you feel that they can make decisions, they will ultimately be better for it. After creating an environment where his crew felt empowered, they were able to produce great results for the organization.
This video is Captain David Marquet's talk on Greatness, where he shows a great leader does not tell his team what to do but rather creates an environment where his team has the ability to make decisions. Captain David and his crew had to inspect an entire ship to be ready for deployment. As a captain, he did not have the expertise to know every aspect of the ship that needed to be inspected. Nor did he have the time to learn everything about the ship in his six-month time constraint. Rather than just giving orders to his crew, he challenged them to take ownership of their work. This created an environment where every member of the crew played a role in the success of the ship rather than just one person. As a result, the crew was able to operate more efficiently by putting all their minds together. Rather than just being a leader himself, Captain Marquet gave control to others and created leaders by doing so. People feel a greater sense of achievement when they play a role in the tasks at hand. Overall, Captain Marquet was able to build trust amongst his crew which led to success that they would not have been able to attain had he only been the one giving orders.
In this video David Marquet takes the time to explain his view on leadership and how changing a few simple things has done wonders. Marquet was a Captain of submarine and when he first started, his was in charge of 135 men and they wouldn't do anything without his orders. He realized how inefficient this truly was. Marquet decided to no longer give orders but rather give his men have intent on doing something. This way the men would learn to ins and outs of the submarine and the protocols without relying on Marquet to tell them. This gave the men a new mindset to start thinking for themselves, like a leader/coworker, and less of a follower. Marquet's whole idea is to give people who have the information the authority so that more can achieve greatness without having to rely on a leader. By giving control to employees and allowing them to think and perform based on the information they hold allows them learn how to be a leader rather than just being a follower.
In this video we see the example of leaders making every decision for their subordinates and the issues which it could cause. The video goes on to tell that this is a very dangerous scenario and that leaders should be empowering their crews to make decisions and always be asking questions or giving feedback. The best leaders will encourage their people to ask questions and always be looking for ways to help. The story “Greatness” shows how successful a team can be if a leader allows his crew to make important decisions and empowers them to do their jobs. This is an example of truly amazing leadership and should be followed by other leaders worldwide. The captain was also willing to accept that he was making a mistake by not allowing others to make decisions. This is another important part of leadership, you must be willing to learn from your mistakes. Mistakes are inevitable, but you must view them as learning curves and ensure that you will not make the same mistake twice. A great leader will focus more upon learning from their mistakes rather than from their victories.
This clip describes how to better lead people to get more efficient outcomes. The shift form leaders handing out orders to leaders allowing their subordinates to take psychological ownership allowed this captain to perform better on inspections of his ship. This gives a concrete number to back up the concept of giving authority to those who have the information. While the leader should provide the goal and outcome to his subordinates, the leader should allow for the freedom for those with information to create the best path to carry out that goal. Allowing people to think for themselves and use their specialized training or unique backgrounds is essential. This creates a more fulfilling experience for employees, but also a more efficient workplace. An intelligent and lazy leader tends to be successful and by allowing subordinates to use their skills and make the more detailed decisions, the leader is able to focus on the big picture of reaching the final goal. By giving control to those with information and creating leaders who are able to carry on with authority, the organization should achieve a healthy and thriving environment. This goes against traditional methods but has statistically proven to be a more effective way of leading.
I do agree with the Captain Marquet's philosophy of "Give control and create leaders". No one leader is great at everything. Every leader has strengths and weaknesses, and a great leader is someone who can admit their weaknesses and surround themselves with other's that can fill in those downfalls. While it would be easier for the enlisted men and officers to just do as the Captain said, this Captain saw his weakness in knowledge of the submarine, and had all of his men rise. Reading through the comments on this video, I saw replies from men who served under Captain Marquet, stating how this type of leadership challenged them to rise, and be better. As he stated in the video, this created "Thinking, Active, Passionate, Creative, Proactive, Taking initiative" sailors. These sailors were then able to take all of those things and implement them into the rest of their lives and careers.
In most Naval ships and submarines, only a handful of people actually know what is going on, at any given time. However, under Captain Marquet's leadership, every sailor knew what was happening, at any given time. This created ownership in their work. Allowing work to be done at the correct time based on their location or position to the enemy. When you bring authority to where the information is, you can guarantee that the best decisions are being made and there is a "better speed of execution".
Also, when you have created the environment for thinking throughout an entire command, the command will still be successful when a new Captain is appointed to the ship. Looking at different organizations, leadership positions can be changed often. But if every worker in the organization has ownership in their work, and confidence in their decisions- the company/ organization will be successful, no matter the current leader's strengths or weaknesses.
Unlike many captains, the submarine captain described in this video did not give orders. Instead, he wanted to lead and act with intent. The captain gave intent to his crew and with that came personal ownership for each individual involved. Each officer is indirectly encouraged to think like a leader and captain themselves, despite their rank. It was contagious. Each person on the submarine took personal leadership, accountability, and responsibility, contributing to monumental success. The authority was where the information was, leading to smarter and more effective decisions for the organization. Great leaders are able to lead by creating an environment in which everyone with the information is empowered to make the right decisions. Everyone under a great leader is encouraged to be a leader himself.
This video was really interesting to watch and especially to get the point of view of a great leader and what he did was engaging. I liked how David recognized on his submarine how his current system was not working and came up with a more efficient strategy for his crew; displaying his leadership and trust in his crew, he vowed to never give an order again. I thought David displayed great leadership when he said he was the only one to make the decision to fire a weapon because it was his moral and ethical responsibility alone. A great leader also challenges his staff and David did this by not giving orders anymore, but by talking with intent and making his crew find solutions on their own. On his ship, Captain Marquet created a staff that was thinking actively, passionate, creative, proactive, and taking initiative; this change started from the top and it sparked from great leadership style. Instead of having a crew or staff that just blindly takes orders, they are able to make their own decisions. My favorite takeaway from this was when he said “move the authority to where the information is” because a great leader trusts their trained staff to make critical decisions and act as if the CEO is looking over your shoulder when making those decisions.
This video does an exemplary job explaining the psychological benefits of structuring leadership in a manner which promotes autonomy and self respect. The best leader is one who can trust and respect those around him, and count on them to perform to their best ability. Being a leader seems to provide a role of over compassing all operations and corporate tasks, but as we've discussed, leadership requires appropriate allocation of roles in order to lead effectively and efficiently. I feel that this specifically is a principle which can be applied here in this video. Of course the captain of this submarine realizes he must count on those "below" him, and therefore structures the hierarchy in a way which looks to them for guidance. This is an incredibly inclusive and considerate way to view your subordinates in any context. A leader should look to other's just as they look to him. This promotes the best working relationships, and cultivates a great deal of trust and respect.
I like the intro of the video, defining leadership as a way of empowering greatness in people and in the organizations using the leader’s personality. As many people know, in business and in life you have two kinds of people: the leader and the follower, where the follower just does what the leader says. But what happens when the leader is doing something wrong? Well, all the followers are doing the exact same thing, as it happened on World War II with Hitler and his followers. As we can see in the video, the leader, or captain in this case, always has the last call; they have to make the final decision, and that decision come with a great accountability. As the leader you have to be responsible of the decisions you make and the consequences they may have. But what David Market is trying to tell us is that even though the leader has the final decision, they have a lot of people under his/her command. Maybe these people know better what to do in a specific situation, and all of those people are not there just to do what the leader says, they are a team. A great leader must hear what the followers think and empower them to make important decisions.
This video on leadership reminded me of a particular quote, I'm not sure who said it but it has to do with measuring success. They said not to measure success by how successful the individual is, but to measure it via how successful the individual is in addition to the success of those nearest to the person. This reminded me exactly of what was going on in this example, the captain could've barked orders for all eternity and run his ship fairly well, with minimal issues, as long as he was giving the correct orders. But the people around him would be lost, they would be doomed if the captain were to fall overboard. In the explanation here, instead of having one man doing all the thinking, there were 135 people thinking, being active, being passionate, creative, proactive, and taking initiative because they know what needs to be done They are the thing for themselves rather than having the leader does all the thinking for him. This is a higher measure of success, not only is the captain successful for running a great ship, but all his subordinates are successful as well because they know what also needs to be done. The idea in this video was to give the crew members intent, they were able to not just listen to orders, but understand the reasoning for the orders, and even begin to come up with their own "orders" as a result.
The talk, “Greatness” by Captain David Marquet, is about his experience on a submarine when he and his crew were tasked with inspecting the entire ship for deployment. The problem here was that Captain Marquet did not know the ship well enough and didn’t have the time to learn the ship to inspect everything within the six-month frame. He goes on to talk about the image of a captain and how this person is the most knowledgeable, most decorated, and is the one to give out all the orders. Captain Marquet breaks this image by focusing on intent and vowing to never give another order (besides the order to use deadly force). He does this so that his subordinates gain psychological ownership and instead of asking for the answer, they figure out a potential answer or solution on their own. This helped his submarine gain the highest inspection grade ever seen because instead of one man thinking and telling people what to do, he had an entire team/fleet of people thinking, working together, and coming up with solutions. In conclusion, the most successful teams are the ones who collectively work together to find solutions and promote environments where people have their own control and the potential to achieve their own greatness.
In this video, I learned that there are many aspects of what a person in a leadership role can and should do to maintain proper order. In this example of a captain on his ship, it may seem like he should always be in charge, know every area like the back of his hand, have the final say, etc. However only parts of those jobs are true. I learned that the captain wants his job to be more of an interaction with his men and wants them to prove to him that whatever jobs need to be completed, is in fact safe to do. The captain wants to see what his crew members' ideas are first and wants them to give reason as to why the captain should approve of it. Thinking about the role of the captain, one might say he is lazy because he does not give orders all the time, however being lazy and intelligent are the two main characteristics that a leader should possess to complete tasks. This is much like how a manager or head boss should work in a business setting. There should not be ranks claiming one person is superior and smarter than another. All things should be communicated effectively and have the ability to be discussed to reach the end goal. To give control, you must also have competence and clarity in place. The captain may think he is ignorant of his crew members’ jobs, but by his actions and words, he has proven to be a strong commander.
Greatness by David Marquet is about a submarine captain who refuses to give orders but instead gives intent. Which means that his officers stopped requesting permission. With this simple change the psychological ownership shifts to them which allows them to figure out the correct answer without having to ask the captain. By putting competence and clarity in place, you are then able to give control. Once that is in place, the workers would tell the captain what they were going to do and the captain would ask them questions to ensure they knew what they were doing and why. They were then able to make the right decisions on their own, which in turn created a more productive workforce. The implementation took a while but once that was done, they were all on the same page. Move the authority to where the information is, creating greatness.
In the video, we have a submarine captain explaining how he took his own role of leadership and spread it out to his entire crew. The captain keeps calling himself dumb and not up to the task at hand but that was all a façade as he knew exactly what he was doing. By taking a step back, he got the most out of his employees because he empowered them to not second-guess their decisions but to be confident in them and trust their instincts. These are the best kind of employees a business, in this case a submarine, can have as they are firing on all cylinders without someone questioning them or their methods. The captain is also forming these employees to be leaders in their own right one day whether that is at work or at home. The captain is empowering them to be better overall people in the process too as they will take this confidence from work and apply it to their everyday life. This is also shown the results of the submarines voyage as they were given the highest grade that has ever been given. Overall, for how many times this captain called himself dumb he is actually an example of a perfect leader.
In brief summary, David Marquet outlines how to achieve greatness, greatness in leadership and greatness for every individual in your organization. Is this ambitious? Maybe. But it is a real and realizable goal that starts with the concepts of empowerment and intent. No matter how smart a leader is, he has to understand that the combined brains of his staff will always be greater.
It is easy to lead through orders for several reasons. You maintain control. You can monitor the quality of all operations. You are always in the know. And your ego gets stroked a little on the way. But really, people lead themselves best, if you will let them and if you will trust them. This leads to Marquet’s primary practice: leadership by intent. Intent-based leadership means allowing your staff to shine in their talents and contribute their own completed staff work. It is closely linked to humility and trust. The leader must acknowledge his staff’s personal expertise alongside his own. He must encourage his staff to be competent, and his contribution is to give clear orders and take responsibility. Not only does this make for efficiency, it makes for human fulfillment. People feel realized when they are pioneering their own acts and contributions.
“Greatness” by David Marquet described the moral and ethical responsibilities that have to be in place in order for a leader or in this case, the captain, to disperse power. If you want your people to think you have to give intent. When you give intent, they give intent. This video stressed psychological ownership. It showed it is not the brightest captain who leads the most successful crews, but the captain who is able to move authority to where information is. For example, the person in sales will close the deals. If the captain was to take on each and every responsibility as his own, he wouldn’t sleep at night and lead at well. It is the captain that is open to his workers achieving greatness that is the most great.
If the two pillars in this video, competence and clarity, are in place; then you can give control. When people feel like they matter and are in control of their expertise, they will achieve more. While this may feel hard, the only thing hard is you. It will feel wrong. This action of giving control creates leaders. Greatness happens because of the environment you set. Everyone then achieves greatness.
In this short, yet packed, visually appealing video, Captain David Marquet shares a profound insight on leadership. Usually, it would take many years in the school of hard knocks to learn what the captain says. Instead, we benefit for free! Through sharing his own story as a submarine captain, we learn that when he was switched to a submarine that he didn’t know well, he had to quickly adapt his leadership style or else he would have led his men into disastrous situations. Shockingly, he soon vowed, “never to give another order.” While this may seem to to result in everyone going in different directions and doing their own thing, it turned out to be the best thing that ever happened to the submarine as a whole and to each individual. By not giving orders, he gave the men under his command the freedom to be great. He asked them questions like, “what do you think we should do?” The burden of both locating a problem and finding a solution was transferred back to the person who knew the situation best and could make the best recommendation to the captain. The submarine rapidly outperformed all the others in the fleet because the captain exercised subsidiarity, that is, pushing the responsibility of a decision to the lowest possible level, which is directly opposed to the quasi-micromanaging model that most submarines follow.
I really enjoyed this video because it shows a very different form of a leader than what we are typically taught is correct. A lot of people think that the leader is the smartest guy in the room and that they need to know how to do everything to a high level, but you do not want that, the smartest guy that is able to work at such a high level should be out doing the tasks. The leader is there to help things run smoothly, but as this man said, he does not know the information the way his men and women do. By doing as he says and moving the decision-making through the chain of command, it actually will bring about better results because you have the people who have done those jobs for years knowing what needs to be done. This, with the communication he has established with his men and women, actually can make things run not only smoother but faster. Having more than one person being able to inform on the best courses of action creates a healthier and better team and work environment. Everyone feels seen, heard, and important, and their talents are all brought to the surface. Working as a unit and not a pyramid works to provide stability and create strong leaders to come.
Early on in the video it shows how often a manager is trained to do a certain amount of tasks and many employees are also taught to just do what they are told. This is not the recipe to success for multiple reasons because if a manager is pushed to do something out of his or her comfort zone they will not have a staff capable of assisting in this new task because all they know how to do is ‘follow the leader’ and that is a problem for many organizations. I found that when the captain made the decision to hold one final authority for himself (launching torpedoes) it showed how great of a leader he is. As he said in the video he did not want his crew to have the decision to launch a torpedo because he understood that the launching of torpedoes would result in a loss of human life and the only one he was comfortable with having that on their conscience was himself. This shows that a true leader will take all the pressure and hardships that come from being a leader. This video goes a long way to show how leadership is important and how it needs to be done the right way to be impactful.
My greatest take away from this video is giving employees or subordinates the initiative in decision making. It reminds me very much of the article we read regarding what makes a good leader. A good leader is capable of dividing the workload amongst his staff so it enables him to make decisions. Going further with this idea, and the example of the sub commander, he understood his staff or crew had a skill set that was superior to his. Since he was not familiar with their system of doing, he allowed them to make decisions with the sole duty of alerting him beforehand so he could give permission. With time, they began making decisions on their own. My take away from this is when you give autonomy to individuals it does two things. You are increasing the knowledge of your team by allowing input from others who may know more on a particular field than the leader. Again, giving the leader or manager more time to handle bigger issues or decisions. Secondly, it allows a level of pride when it becomes someones own work in a way. The grunts are now forced to take priority in their tasks or labor.
This video highlights many of the important factors of leadership: the importance of information and greatness. The point of this video was to show the importance and the benefits of less hierarchy. Marquet argues that the decision-making process of an organization needs to take place where the information is. As we have learned throughout this course, information is essential to decision-making, and decision-making is essential to leadership. Control must be given to those with the technical competence and organizational clarity. These individuals that make up the organization may not have control of the organization, but since they have control of the information, they are the ones that are closest to the situation and therefore best equipped to make decisions for the best of the company.
With less hierarchy and more control given to lower individuals, more leaders are created. The organization can then run smoother and with more assertiveness. At the same time, the original leaders who have give up some authority, have created leaders themselves and have therefore “embedded the capacity for greatness.” While making decisions based on information is the essential role of the leader, building up men and women is also an important role of a leader, and having created greatness in the men and women who work for you is one way to measure your success as a leader.
David Marquet’s approach to leadership is very interesting. He believes that a leader is not someone that takes control and leads the crowd but instead someone who hands control to others and steps back to let them lead. Although this is something that I’ve heard over and over again in many of my classes, this lecture really opened my ideas to the meaning of delegate. If delegating is done right, it won’t just force people to do the work for you, it will teach your employees to think for themselves, have an opinion, and become leaders themselves. Marquet created an environment where his crew members were able to think for themselves and make decisions without his approval. They knew when things were right or wrong, and if they made a wrong decision then they knew they had to take accountability. But when it came to the major decisions, like firing torpedoes, that landed on the leader, as it should. These tactics allow for the leader to trust his employees and have less stress, and it allows the employees to have a say in the day-to-day activities and decisions. I think this is such a great way to empower your employees or underlings and keep a great work environment.
The main thing that struck me in this video was the idea of intent and how powerful intent is when looking for a leader. A good leader must have strong decision making skills. Before actually making any decision, one must show intent, or a feeling that they should go a certain way. From this video, instead of the leader making the decision, the idea of intent was given to the crew. David Marquet went on to say that by giving intent to the crew you give them psychological ownership. This allowed the crew to find the answer and made the job of the captain more simple.
Another significant detail that I found from the video was the strategy of moving the authority to where the information was. This means that there is an element of trust between the leader and the subordinates. The leader trusts that the follower can make an even better decision than the leader possibly could because they are essentially the expert at what they do. It makes the employee feel like they matter, which helps them do an even better job than they would have without this decision making power.
I like and agree with the way Captain David ran the Santa Fe submarine. I agree with his method of psychologically putting the ownership of the submarine onto the other sailors. I also liked one way Captain David found out if the submarine was doing was by going to ask the engine room lower-lever repair watch and asking for his input. I agree with doing this because no one will know when the best time is to work on the submarine than him. His knowledge about moving the authority to where the information is, is genius and more managers should learn about this and the benefits it has.
From what was presented by the Admiral during the video, it is similar to the assembly line, but instead of waiting for the foreman (or in this case, the captain) to belay orders, its up to the individual workers to maintain the process, and the overall status of production, while the foreman controls a few key tasks which should always fall to him. The “intent” part is what sews it all together. Because human beings are a complexity of psychological and emotional aspects, we all desire the feeling of being worthy, whether it be sports, education, jobs etc. In the normal captain, who belays orders because it’s his job, sailors fail to acquire intent and even though they perform as commanded, they never reach their full potential. The Admiral, by allowing his men to make the calls, to used what they were trained to do when they saw fit, ensured they performed beyond their basic capacity, and felt worthy of their positions. The same goes for all fields. When you give an individual control of their decisions, they are likely to develop beyond their comfort zones, in order to become more effective at what they do best.
This video does such a clear and quality job of illuminating David Marquet's leadership style, as one that is honest, frank, and direct in leadership. It is really clear that his style is one of the most direct forms of leadership, because it's clear he did not mainly key in on on the position of power he controlled and garnered. Also, he did not negatively take advantage of his authority over others. It is really intriguing to see that a great leader like David Marquet, was totally honest and transparent in his communication with his team. Which is crucially important in building a cohesive connection and trust with the people you rely on daily. David Marquet's is also interesting, because to most, he probably defies most people's idea of a true strong leader. In his stance, he strongly promotes that successful leaders are not always individuals who strives to command his presence or takes control when wanted. David Marquet instills trust in others by delegating and showing confidence and power to the people he values around him. David Marquet's leadership style provides great insight on how integral true leadership is to a team, and how everyone's leadership style can be successful and unique from others.
The ship captain gives an account of two different leadership models that he experienced while leading a ship. Initially, he had a top down approach where he gave orders and his men executed the orders without questioning. This made them dependent on the captain to provide day to day direction which was risky as all decisions relied on his leadership. The other form of leadership is the intent-based leadership. In this case the leader does not give orders to his juniors but instead the juniors state what they intend to do their leader so that they can deliberate and agree on the best course of action. The captain found that this kind of participatory leadership makes every person autonomous in their section, making the best form decisions for their respective sections. In this kind of leadership, decision is made not by the highest-ranking person but by the person who is most knowledgeable on the matter at hand. This results to greater efficiency and reliability and consequently a better ranking of the organization. [Rayan AlKefari]
What about if someone is doing something wrong or illogical? If someone has a bad idea or is doing something that has no benefit. I'm trying to translate this philosophy to coaching kids.
This is a wonderful explanation of Servant Leadership and Empowerment - and beautifully sketched
David Marquet discusses greatness on his ship with his team members. He learned that he did not want to give orders because it was not efficient. Intent is a powerful tool for employees to succeed. Replacing orders with intent changed the ownership psychologically. Your team will give you intent and you (the leader) will give intent to your team members. Rather than the leader having all of the answers, his team members have the opportunity to find and discover the answers themselves. In order for a leader to give control, their team members must have competence and clarity. It is important that the leaders trust their team members to give control. Team members have the opportunity to transform and think like their leader does and achieve greatness. This allows tasks to get done more quickly by eliminating steps if the leader just simply gave orders. Furthermore, team members increase their motivation and drive. This separates other teams from yours. Marquet's ship was better than other because of the team members' drive and greatness. Control creates leaders. Leaders create greatness by setting an environment where the people around them can achieve.