Scan barcode
dgignac's review
5.0
I really liked the concepts presented in this book. I have worked in both leader-follower and leader-leader environments, and have always preferred leader-leader. It’s hard to achieve and maintain, but definitely worth it.
catherineabarrett's review
4.0
Read this for a work book club and enjoyed it. Most of Marquet's leadership philosophy jives with what I already felt, but some aspects were new and thought provoking, and all of it resonated with me.
bcobb's review
3.0
Quick read. It put terms behind some of my favorite aspects of pair programming, like "deliberate action" and prefacing an action with "I intend [to do X in order to achieve Y]" -- specific ways of thinking out loud that are productive while collaborating. I also closed with book with some bullets on how to improve my one-on-ones and group meetings. Certainly much of the advice in this book depends on having a motivated team with the right mindset, but in such circumstances I think the ideas in this book would be transformative.
sukitato's review
4.0
Notes:
- Don’t move information to authority, move authority to the information.
- Trust == I believe you don’t lie, but you can still be wrong.
- Use “I intend to … ” to turn passive followers into active leaders. Has to include all the rationale of the decision which helps team members to think at the next higher and broader.
- Adherence to the process frequently becomes the objective, as opposed to achieving the objective that the process was put in place to achieve.
- A briefing is a passive activity for everyone except the briefer. Think about how to make briefings more active
Competence mechanisms:
Take deliberate action.
We learn (everywhere, all the time).
Don’t brief, certify.
Continually and constantly repeat the message.
Specify goals, not methods.
Clarity mechanisms:
Achieve excellence, don’t just avoid errors.
Build trust and take care of your people.
Use your legacy for inspiration.
Use guiding principles for decision criteria.
Use immediate recognition to reinforce desired behaviours.
Begin with the end in mind.
Encourage a questioning attitude over blind obedience.
- Don’t move information to authority, move authority to the information.
- Trust == I believe you don’t lie, but you can still be wrong.
- Use “I intend to … ” to turn passive followers into active leaders. Has to include all the rationale of the decision which helps team members to think at the next higher and broader.
- Adherence to the process frequently becomes the objective, as opposed to achieving the objective that the process was put in place to achieve.
- A briefing is a passive activity for everyone except the briefer. Think about how to make briefings more active
Competence mechanisms:
Take deliberate action.
We learn (everywhere, all the time).
Don’t brief, certify.
Continually and constantly repeat the message.
Specify goals, not methods.
Clarity mechanisms:
Achieve excellence, don’t just avoid errors.
Build trust and take care of your people.
Use your legacy for inspiration.
Use guiding principles for decision criteria.
Use immediate recognition to reinforce desired behaviours.
Begin with the end in mind.
Encourage a questioning attitude over blind obedience.
tylercritchfield's review
5.0
I don't normally write reviews on here, but this book deserves one. I thoroughly enjoyed learning from Captain Marquet's style of leadership. He focused on turning everyone else into their own leaders. While set in the US Navy, I think these principles and mechanisms can have widespread application in our professional, spiritual, personal and family life. I highly recommend this to everyone, it's a great read. I originally read this for a course assignment, but now hope to add it to my personal collection for future reference.