Are you intrigued by the transformational power of decentralized leadership? Do you want to learn how a struggling submarine, the USS Santa Fe, became a top-performing vessel with an empowered and efficient crew? Ever wondered how unconventional practices can lead to remarkable results? Dive into this captivating journey of leadership transformation, spearheaded by Captain David Marquet, where traditional command models are overturned, and the Leader-Leader model takes the helm.

Turn the Ship Around!

Inner battles often impede growth. David Marquet's perception of leadership, shaped by Western classics and military training, was one of the individual hero. However, his stint as a department head on the USS Will Rogers submarine forced him to rethink this notion.

In 1989, aboard the Will Rogers in the Irish Sea, Marquet aimed to implement a more democratic leadership style. He gave his team more control and decision-making power, unlike the top-down approach he witnessed on other submarines. This shift led to several errors and delays, causing frustration among the crew and himself. The submarine’s reputation suffered, and he began to doubt his methods.

After a failed maintenance inspection highlighted a critical mistake, Marquet reverted to micromanaging. Although this prevented further issues, it left him feeling exhausted and dissatisfied. His experience taught him that true competence must permeate the entire organization, not just rest with the leader.

When assigned to the On-Site Inspection Agency, Marquet explored leadership theories, aiming to rectify his failures. He realized empowerment programs were often a reaction to disempowerment. True empowerment should stem from within, and effective leadership required more than just technical competence.

In December 1998, Marquet was set to command the USS Olympia but was abruptly reassigned to the struggling USS Santa Fe. His new mentor, Commodore Mark Kenny, believed that Marquet's curiosity would help turn Santa Fe around. The task was daunting: preparing the submarine for deployment with a demoralized crew.

Kenny’s hands-off approach empowered Marquet to consider a radical leadership change. Instead of dictating orders, he aimed to foster collaboration and creativity. Despite the risk to his career, he saw this as an opportunity to transform Santa Fe’s culture.

Can Redefining Leadership Transform a Sinking Submarine?

On December 15, 1998, Marquet approached the USS Santa Fe with a mix of curiosity and anxiety. His previous tours had left him questioning, but not truly curious. As he descended the narrow hatch, he felt the stark difference between the Santa Fe, a second-flight 688-class submarine, and his previous command, the Olympia. The crew seemed beaten down, embarrassed, and avoided eye contact—a stark contrast to the confident men on Olympia.

Marquet had no designated space, so he wandered around the ship, genuinely curious about the equipment and the crew. This genuine curiosity opened up a new way of interacting with the crew. Instead of questioning to ensure they knew their equipment, Marquet asked to ensure he understood it, relying more on the crew’s knowledge.

His conversations revealed deep frustrations and systemic issues: administrative black holes, delayed maintenance, and a lack of participation. A chat with Fire Control Technician Chief David Steele, who had asked for a transfer, highlighted the disservice done to the crew. Evaluations were delayed, and promises were broken, leading to a demoralized team.

Marquet decided to focus on understanding the crew through physical inspections and interviews, asking questions like, "What are the things you secretly hope I change?" and "What are your personal goals?" The responses painted a picture of a ship struggling under top-down management, where the crew avoided mistakes rather than striving for excellence.

Walking around with a bright Maglite, Marquet noticed a lack of punctuality and engagement in meetings. Lieutenant Dave Adams, the weapons officer, shared his frustration at not being able to implement his vision due to a lack of support. This highlighted the inherent problem with the leader-follower model.

The pervasive attitude of "whatever they tell me to do" was indicative of a deeper issue. Everyone below the captain and department heads had their brains shut off, resulting in a passive crew. This leader-follower structure had to change.

On January 8, 1999, Marquet took command of the Santa Fe. The crew wanted change, and he had a supportive chain of command. His reliance on the crew’s technical expertise prevented him from falling into old habits. They shifted their focus from avoiding errors to achieving excellence.

They connected their daily activities to the larger mission, reminding the crew of the noble purpose of their work. This connection to a legacy of service motivated the crew far more than merely following checklists or avoiding mistakes.

In essence, transforming the USS Santa Fe required a radical shift in leadership, fostering curiosity, and focusing on excellence. This change was not just about avoiding errors but about achieving greatness together.

Turning the Tide: The Remarkable Leadership Transformation of the USS Santa Fe

When Marquet took command of the USS Santa Fe, his goal was to shift control from the top down to the officers and crew. Traditionally, submarines channel information up to decision-makers, but Marquet and his team turned this on its head: "Move authority to the information." To achieve this, they focused on three areas: control, competence, and clarity.

On January 8, 1999, Marquet met with the chiefs in a dilapidated WWII periscope repair facility. These men were the backbone of the submarine, but their authority had eroded over time. Marquet asked them if they wanted to truly run Santa Fe. Their initial enthusiasm waned when they realized it meant more accountability. They discussed practical changes, starting with delegating leave approvals to the Chief of the Boat (COB). This simple change symbolized a shift in control.

By January 11, the atmosphere on Santa Fe had already improved. The chiefs, now in charge of their men, were more engaged and the crew's discipline improved. Marquet introduced the "three-name rule" to boost morale: sailors were to greet visitors using their name, their own name, and the ship’s name. This small act fostered a sense of pride and ownership.

As they prepared for deployment, they faced another challenge: chart preparations. The charts were perfect but irrelevant for their mission. They realized the need for "short, early conversations" to ensure alignment with operational goals. This approach saved time and resources, promoting efficiency over perfection.

These changes were not just about shifting procedures but also about building trust. For example, some crew members felt early check-ins implied a lack of trust. Marquet clarified that trust was about honesty in communication, not about the tactical soundness of their decisions.

In short, by decentralizing control, fostering early and open communication, and encouraging proactive behavior, Marquet and his team transformed Santa Fe into a more effective and engaged crew. This shift wasn't just a program but a fundamental change in how they operated, leading to sustained success.

Can Decentralizing Control and Fostering Open Communication Transform a Submarine Crew's Efficiency?

On January 21, 1999, aboard the USS Santa Fe, Marquet and his crew were preparing for a crucial deployment. Amidst rigorous training and drills, the engineer deliberately shut down the reactor to test their response to a simulated fault. As they navigated through this drill, Marquet, as the new captain, learned a profound lesson about leadership and the dangers of a top-down command structure.

During the drill, Marquet ordered an increase in speed, but the helmsman hesitated, revealing there was no such speed setting on their electric propulsion motor. His experienced officer had followed Marquet's incorrect order simply because he was the captain. This incident highlighted the flaw in the traditional command model: when leaders are wrong, everyone suffers.

Inspired by a past mentor, Marquet decided to transform their approach. Instead of giving orders, he encouraged his officers to state their intentions with "I intend to..." This simple linguistic shift significantly boosted proactivity and ownership among the crew. 

Dr. Stephen Covey, author of "The 7 Habits of Highly Effective People," visited their submarine and witnessed this change firsthand. Officers would present their plans with thorough justifications, seeking only Marquet's approval. This method required them to think at a higher level, effectively acting as leaders in their roles.

One striking example occurred during an inspection. Marquet initially gave a specific tactical directive, but later realized he deprived his team of critical thinking opportunities. In a crucial moment, faced with the decision to attack an enemy submarine or raise a radio antenna, Marquet resisted giving a direct solution. Instead, he allowed his officers to brainstorm, leading them to the right decision and a successful simulated attack.

This experience underscored the importance of resisting the urge to provide solutions and fostering a culture of independent, proactive thinking. On the Santa Fe, this approach led to a disproportionate number of promotions and a more empowered crew. By encouraging open decision-making and valuing diverse perspectives, they transformed from a reactive organization into a team of active leaders.

Shifting Tides: How 'I Intend To' Transformed Leadership Aboard the USS Santa Fe

During a routine inspection, Marquet discovered that his team had failed to respond to several important messages. They had a system in place—a three-inch binder known as the "tickler"—meant to track these messages. 

However, the system was more about cataloging tasks than completing them. This tickler process consumed valuable time but didn't actually get the work done. It was a classic example of a top-down monitoring system that stifled initiative and responsibility.

Marquet decided to turn this system on its head. At the next tickler meeting, He asked the department heads who was responsible for their departments. When they acknowledged their responsibility, Marquet eliminated the tickler system and meetings. The department heads were now fully accountable for their own tasks. This shift in responsibility was risky, but it paid off. Work was completed more efficiently, and the team felt a stronger sense of ownership.

Similarly, driving a submarine from the bridge offers a great view but limited information compared to the control room. As they navigated back to Pearl Harbor, Marquet noticed Lieutenant Dave Adams hesitated to turn the submarine even after receiving clear instructions. When Marquet intervened, it became clear that his involvement was undermining Adams' confidence and control. Adams had lost his initiative because Marquet hadn't let him think out loud and share his plan.

To address this, they adopted a "think out loud" approach. Officers and crew were encouraged to verbalize their thoughts, concerns, and plans. This improved communication and reduced the need for Marquet to step in, fostering a more resilient and collaborative environment. It also built trust and enhanced organizational clarity.

Upon returning to port, they faced a significant issue: a sailor had violated a red tag during the shore power hookup, a critical safety procedure. Despite the temptation to handle the problem internally, they chose transparency. They reported the issue to higher authorities and invited them to their critique session. This openness, which they termed "embrace the inspectors," turned out to be a powerful tool for learning and improvement.

By welcoming external scrutiny, they not only addressed their shortcomings but also showcased their strengths. This approach led to better inspection grades and a more knowledgeable, proactive crew. Embracing inspectors helped them maintain control over their destiny, turning potential setbacks into opportunities for growth.

These experiences taught Marquet valuable lessons about leadership and management. Eliminating top-down systems and fostering open communication can significantly enhance team ownership and efficiency. Embracing external scrutiny can lead to continuous improvement and greater control over organizational outcomes.

Are You Killing Team Initiative Without Realizing It? A Lesson From The Santa Fe Submarine

On the USS Santa Fe, competence wasn’t just a buzzword; it was a necessity. The crew needed a thorough understanding of physics, electricity, and more to make informed decisions. The emphasis was on pushing control to lower levels, but control alone wasn’t enough. They needed mechanisms to enhance technical competence.

A memorable incident in January 1999 highlighted this need. During a critique session on a red tag violation, Marquet realized blaming individuals wasn’t the solution. A sailor had inadvertently moved a red tag, a serious mistake, but he was honest about it. Instead of punishment, they focused on preventing future errors. 

The solution was "take deliberate action"—pausing, vocalizing, and gesturing before any operation. This wasn’t for show but to instill deliberateness and reduce mistakes. Implementing this concept, they saw errors corrected before they happened, transforming the Santa Fe into a resilient organization.

Another challenge arose with a hydraulic issue in the torpedo room. The root of the problem was a lack of technical competence. Pushing authority down the chain meant they needed to elevate technical knowledge at all levels. Marquet consulted Commodore Mark Kenny, who encouraged him to persist despite setbacks. This led to adopting a new creed: "We learn."

Learning became an integral part of daily operations. They didn’t just train; they extracted learning from every task, whether maintenance or drills. This approach unified the crew and transformed their training program into a key enabler for passing decision-making authority down the chain. 

The Santa Fe’s new approach bore fruit. Deliberate action reduced errors, and their learning culture boosted technical competence. This not only improved operational excellence but also morale and engagement. The crew’s eagerness to learn impressed inspection teams, often tipping borderline grades in their favor.

By focusing on competence through deliberate action and continuous learning, Marquet created a culture where every sailor was both a learner and a teacher, ensuring the USS Santa Fe operated at its best.

Enhancing Competence and Reducing Errors on the USS Santa Fe

In 1999, during Marquet's command of the USS Santa Fe, he faced a leadership challenge that required innovative thinking to enhance crew performance. 

One pivotal moment came when they transitioned from conventional briefings to a certification process. Briefs had become a passive exercise where crew members would tune out, leading to poor preparation. Instead, certifications required active participation, ensuring everyone was prepared and accountable. This shift dramatically increased intellectual engagement and proficiency.

A pressing example of the new approach's effectiveness was during their transit to San Diego. Lieutenant Dave Adams coached a junior officer through his first conning of the submarine. The team’s seamless communication and trust highlighted the benefits of their new methods.

However, the first submerging drill post-maintenance revealed lapses in readiness. Despite detailed briefings, unexpected scenarios led to confusion and errors. This underscored the need for active certification over passive briefings.

Another critical incident involved a sailor, nicknamed Sled Dog, who went AWOL due to exhaustion from relentless watch rotations. This prompted a deep dive into the watch schedule, revealing systemic issues where senior staff enjoyed easier rotations while junior sailors were overworked. Addressing this required enforcing equitable watch rotations and reinforcing the message of shared responsibility.

In emergencies, like dealing with fires, they shifted focus from strict procedures to goal-oriented actions. This enabled the crew to respond more effectively, self-organizing to tackle issues promptly. Marquet encouraged clear communication and immediate action, leading to improvements in their damage control practices.

By continually and consistently repeating the new leadership principles, they fostered a culture of responsibility and initiative. This transformation was validated when the crew excelled during major inspections, proving that empowering the team led to superior performance.

These experiences reinforced that clear goals and active participation drive competence and readiness, essential for any high-stakes operation.

Can Active Participation and Clear Goals Transform Leadership and Boost Team Performance?

When authority is pushed down the chain of command, it becomes crucial that everyone within the organization understands its purpose – this is called clarity. Clarity means that everyone, at all levels, understands what the organization stands for. It factors into decision-making, as decisions are made against the organization's objectives. If the organization's purpose is misunderstood, decisions will be skewed and suboptimal. 

In 1999, the USS Santa Fe was ready for deployment. The crew was prepared and eager to serve their country. However, Marquet realized his job was not just to command these men in combat but to ensure their safe return to their families. This realization renewed his sense of purpose and underscored the importance of clarity in his role. 

The crew of Santa Fe set personal and professional goals for the six-month deployment, focusing on empowerment, efficiency, and tactical excellence. They also made efforts to improve their performance on advancement exams, empowering themselves to determine their own success. 

Marquet also took care of his people beyond their work lives. When one officer's wife was due to give birth and another's father fell ill, he ensured they could be with their family at these critical times. This built trust within the crew and reinforced the belief that their leader was on their side. 

Legacy was also an important factor in maintaining clarity. The crew of Santa Fe took time to remember and pay tribute to the submarines that were lost in World War II. They used their rich legacy to inspire their work and provide a clear understanding of their purpose. 

Finally, the crew developed guiding principles for their work, including initiative, innovation, technical knowledge, courage, commitment, continuous improvement, integrity, empowerment, and leadership at every level. These principles served as decision-making criteria and were integrated into every aspect of their work, from evaluations to awards. 

Clarity: The Compass of Success - Lessons from the USS Santa Fe Submarine Crew

Navigating the treacherous Strait of Malacca, near Singapore, the submarine Santa Fe faced a tough three-day transit. The plan was to draft behind a large westbound oil tanker, avoiding smaller vessels and cross-traffic. 

While passing Singapore, a dimly lit tugboat suddenly appeared, forcing an emergency maneuver. The throttleman acted quickly, preventing a collision. Recognizing his quick thinking, the captain promptly awarded him a Navy Achievement Medal during breakfast, emphasizing the importance of immediate recognition.

Immediate recognition reinforces desired behaviors. Traditional administrative processes often delay this, but instant acknowledgment boosts morale and collaboration. Instead of limited awards that foster competition, abundant recognition encourages teamwork and pits the team against external challenges.

This same principle of proactive management and forward-thinking was evident in Santa Fe's early deployment, which was made possible by long-term planning. By preparing three weeks early, they achieved a true pre-deployment stand-down. This forward-thinking approach allowed them to meet an unexpected early deployment request.

Long-term planning ensures readiness and clarity. By setting specific, measurable goals, leaders can guide their teams toward clear, achievable outcomes. This approach fosters a mentor-mentor relationship, encouraging mutual learning and collaboration.

During a crucial exercise, Santa Fe demonstrated its capabilities by launching a torpedo in the Arabian Gulf. The crew's autonomy and preparation paid off, impressing Rear Admiral Joseph Krol. This success was a testament to the leader-leader model, where crew members took initiative and responsibility.

Later, in a SEAL extraction exercise, the crew's proactive preparations ensured readiness. When a yellow sounding indicated shallow water, the captain initially ordered the wrong maneuver. A young sailor, Sled Dog, corrected him, preventing a potential disaster. This highlighted the importance of fostering a questioning attitude over blind obedience.

Encouraging a questioning attitude builds resilient organizations. By empowering team members to speak up, leaders can prevent errors and enhance effectiveness. This culture of clarity and mutual respect ensures that the right decisions are made, even in high-pressure situations.

By embracing these mechanisms, leaders can cultivate a motivated, collaborative, and resilient team, ready to face any challenge.

Can Immediate Recognition and Encouraging Questioning Attitude Boost Team Performance?

In January 2000, the USS Santa Fe returned from deployment to a joyous reunion with families before embarking on a short proficiency training in the Hawaiian Islands. The ship had a special visitor: Dr. Stephen Covey, the renowned author of "The 7 Habits of Highly Effective People." Covey was keen to experience submarine life and assess the ship's accomplishments.

Captain Marquet proudly listed Santa Fe’s achievements:
- 40,000 miles steamed safely.
- Nine port calls in six countries without any liberty incidents.
- Maintained 100% operational readiness.
- Reenlisted 19 crew members for record bonuses.
- Awarded 22 submarine qualifications and 290 individual watch stations.

However, Marquet noted that the most significant progress was in retention and the shift to a "chiefs in charge" model. Chiefs were now working harder and making essential decisions affecting the crew and the ship's combat readiness. This new responsibility made their roles more appealing and led to higher retention rates.

The Santa Fe's innovative approach to leadership culminated in receiving the prestigious Arleigh Burke Fleet Trophy for the greatest improvement in battle efficiency. Dr. Covey recognized the ship as one of the most empowered organizations he had ever seen. This was the birth of the leader-leader model, replacing the traditional leader-follower structure.

A year later, Santa Fe received the highest grade ever seen on a reactor operations examination. The senior inspector attributed this success to the crew’s practice of deliberate action, which minimized errors and fostered teamwork and signaling intent.

Captain Marquet reflected on their practices, which often contradicted traditional leadership norms. For instance:
- Instead of giving orders, the crew was encouraged to say, "I intend to..."
- Meetings were replaced with conversations.
- Focus shifted from technology to people and from short-term to long-term thinking.

This leader-leader model, emphasizing control, competence, and clarity, proved highly effective.

Later, in the summer of 2001, while navigating the Strait of Hormuz, Santa Fe faced an oil shortage. Ensign Armando Aviles, a fresh graduate, suggested asking the nearby USS Rainier for oil—a break from protocol. Captain Marquet agreed, and the Rainier, led by Captain Kendall Card, responded promptly.

The crew executed a meticulously coordinated operation to surface, retrieve the oil, and even take advantage of medical checkups and fresh supplies from Rainier. This initiative demonstrated the crew's autonomy and efficiency, hallmarks of the leader-leader model.

Captain Marquet realized that empowerment alone wasn't enough. True leadership required emancipation—recognizing and unleashing the inherent genius and creativity of the crew. This shift led to unprecedented levels of competence and clarity, transforming Santa Fe into a top-performing and enduringly excellent submarine.

Years later, in January 2011, Marquet witnessed the long-term impact of the leader-leader model. Commander Dave Adams, a former Santa Fe officer, took command of the submarine. Many Santa Fe alumni went on to command their own submarines or achieve high ranks, showcasing the enduring power of this leadership approach.

The leader-leader model's success on the USS Santa Fe proves that it can work in any organization. By giving control and fostering competence and clarity, leaders can create empowered teams capable of achieving remarkable results.

Unconventional Leadership at Sea: The Transformational Journey of the USS Santa Fe

Leadership, as shaped by Western classics and military training, often emphasizes the role of an individual hero. However, this perception of leadership was challenged when David Marquet put it into practice on a submarine. 

Shifting to a more democratic leadership style, where team members were given more control and decision-making power, led to several errors and delays, causing frustration and doubt. This experience taught that true competence must permeate the entire organization, not just rest with the leader. 

True empowerment should stem from within, and effective leadership requires more than just technical competence. Rather than dictating orders, fostering collaboration and creativity proved to be a more effective leadership approach. Genuine curiosity about the team and their work can open up new ways of interacting and reveal deep-seated frustrations and systemic issues. 

After taking command of USS Santa Fe, Marquet shifted the focus from avoiding errors to achieving excellence. Connecting daily activities to the larger mission reminded the crew of the noble purpose of their work. This connection to a legacy of service motivated the crew far more than merely following checklists or avoiding mistakes. 

Transforming a team required a radical shift in leadership, fostering curiosity, and focusing on excellence. This change was not just about avoiding errors but about achieving greatness together. 

Three key areas of focus were control, competence, and clarity. By decentralizing control, fostering early and open communication, and encouraging proactive behavior, the team was transformed into a more effective and engaged crew. This shift wasn't just a program but a fundamental change in how they operated, leading to sustained success. 

By encouraging open decision-making and valuing diverse perspectives, the team transformed from a reactive organization into a team of active leaders. Eliminating top-down systems and fostering open communication can significantly enhance team ownership and efficiency. Embracing external scrutiny can lead to continuous improvement and greater control over organizational outcomes. 

Focusing on competence through deliberate action and continuous learning created a culture where every sailor was both a learner and a teacher. Clear goals and active participation drive competence and readiness, essential for any high-stakes operation. 

When authority is pushed down the chain of command, it becomes crucial that everyone within the organization understands its purpose – this is called clarity. Having clear goals and a shared purpose can drive decision-making and align the team towards a common objective. 

Immediate recognition reinforces desired behaviors and boosts morale and collaboration. Long-term planning ensures readiness and clarity. Encouraging a questioning attitude builds resilient organizations. 

Empowerment alone isn't enough. True leadership required emancipation—recognizing and unleashing the inherent genius and creativity of the crew. The leader-leader model's success proves that it can work in any organization. By giving control and fostering competence and clarity, leaders can create empowered teams capable of achieving remarkable results.

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Turn the Ship Around!

L. David Marquet

Are you intrigued by the transformational power of decentralized leadership?

Do you want to learn how a struggling submarine, the USS Santa Fe, became a top-performing vessel with an empowered and efficient crew?

Ever wondered how unconventional practices can lead to remarkable results?

Dive into this captivating journey of leadership transformation, spearheaded by Captain David Marquet, where traditional command models are overturned, and the Leader-Leader model takes the helm.

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