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A review by sukitato
Turn the Ship Around! by L. David Marquet
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.