'Turn the Ship Around!' Emancipation Leadership

Review by Bill Doughty

Here's a paradox:

More leadership creates more unthinking followership; less top-down leadership creates more engaged leadership – at every level of an organization.

How can a Navy leader build trust, ownership, competency and passion in their workforce?  "Tap into the existing energy of the command, discover the strengths, and remove barriers to further progress." That's the advice of L. David Marquet, Captain, U.S. Navy (retired), author of "Turn the Ship Around: A true story of Turning Followers into Leaders," published in 2012 and added this year to the CNO's Professional Reading Program as an essential Navy read under "Be Ready."

Marquet takes us aboard the nuclear-powered attack submarine USS Santa Fe (SSN 763) and shows us how his leader-leader philosophy succeeded over a traditional top-down, do-as-I-say focus on procedures rather than objectives and goals.

Among his revelations, in no particular order:

• Learning is better than training.
• "Control without competence is chaos."
• To change the organization, "change the genetic code."
• Celebrate the workforce's or individual's success immediately.
• Communicate goals and intents all the time at every level.
• Find the courage to change and tolerate (and learn from) failure.
• "Encourage dissent and a questioning attitude over blind obedience."
• "Take deliberate action" – no autopilot nonthinking.
• Celebrate the organization's legacy and traditions.
• Eliminate top-down monitoring systems and administrative disincentives.
• Don't brief; instead, certify.
• "Giving control is a deliberate act of courage."

From http://davidmarquet.com 

As Captain of Santa Fe, Marquet discovered that the old top-down leader-follower model was a disincentive to ownership and eroded the authority of the chief petty officers, who are generally recognized as the backbone of the Navy's chain of command, especially at the deckplates.

With less authority and responsibility, chiefs lost "eyeball accountability." But, with Marquet, "Being the chief would no longer mean a position of privilege but a position of accountability, responsibility and work." His pillars are control (give control), competence, clarity and courage.

Under the new paradigm, leaders at all levels moved from a focus of avoiding errors to achieving goals and objectives in order to become "truly exceptional."

In 2000, Stephen Covey rode USS Santa Fe (SSN 763) with then CDR Marquet.

Marquet was inspired by Stephen R. Covey ("7 Habits for Highly Effective People"), who stressed, "begin with the end in mind." Covey writes in the introduction: "My definition of leadership is this: Leadership is communicating to people their worth and potential so clearly that they are inspired to see it in themselves. I don't know of a finer model of this kind of empowering leadership than Captain Marquet's."

In fact, Marquet moves beyond empowerment, preferring the term "emancipation," allowing the natural tendency of the individual to have freedom and control over their destiny and to be part of the greater whole.

Another author who influenced his thinking is G. Edwards Deming ("Out of Crisis"), father of Total Quality Management and Total Quality Leadership. Deming believed that people have an inherent desire to do a good job, but processes often get in their way. To improve performance, improve the processes. Marquet writes:

"This had a big effect on me. It showed me how efforts to improve the process made the organization more efficient, while efforts to monitor the process made the organization less efficient. What I hadn't understood was the pernicious effect that 'we are checking up on you' has on initiative, vitality and passion until I saw it on Santa Fe."

Marquet asks, "How many top-down management systems are in play within your organization. How can you eliminate them?"

Santa Fe's creed, included in this book, is a work of art. The ship's guiding principles under Marquet are clear and concise. This leadership bible includes lists of before and after – reenlistments, retention, advancement, qualifications and certifications – that demonstrate the success of the leader-leader philosophy. His "don't do this, do this" list is a great snapshot reminder that I intend to keep at my desk.

"Turn the Ship Around!" begins, "Our greatest struggle is within ourselves. Whatever sense we have of thinking we know something is a barrier to continued learning."

Reading, thinking, learning and listening can help us achieve what Marquet discovered: "A truly better way for humans to interact."

Thinking Habits - Stephen Covey

By Bill Doughty

Stephen Covey died this week, leaving a legacy of helping people. The Navy recognized Covey's themes of ethics, leadership and good habits by choosing his "Seven Habits of Effective Leadership" as a key title in the Navy Professional Reading Program.

It was the first book to be reviewed here at Navy Reads in 2009.

He bonded with the Navy because he could see -- aboard the submarine USS Santa Fe or applied aboard the aircraft carrier USS Abraham Lincoln -- how the Navy recognized the difference between leadership and management.

In good times or bad, Covey's insights can be applied to help individuals or families.  His principle-centered leadership theories are used by schools interested in furthering science, technology, engineering and mathematics (STEM) by developing good leadership techniques and habits.

No doubt Covey, who helped people after Columbine, would be trying to help Aurora, Colorado in the wake of the tragic shooting at the showing of Batman "The Dark Knight Rises" this week.

A fitting tribute to Covey was aired by National Public Radio the day he died, well before the tragedy in Aurora.

NPR's story shows how Covey will be remembered:

Covey's ideas have also been embraced by more than 800 schools worldwide. The first was A.B. Combs Elementary School in Raleigh, N.C. Following the Columbine shootings, the school was looking for a way to improve its environment and performance.
"Our children are making better decisions [and] we're seeing a huge decline in discipline [problems]," says Muriel Summers, the school's principal.
Summers says the school also saw an increase in test scores and more engaged families, since it also taught Covey's 7 Habits to the students' parents.
"It's pretty amazing what is happening," she says.
Her words would most likely be music to Covey's ears. He loved inspiring and working with young children and had more than 50 grandchildren of his own. His publicist said Monday that she thinks Covey would most want to be remembered for being a good family man.

Reading Stephen Covey -- thinking about values, ethics, good habits and leadership -- may be the best way of honoring his memory and legacy and remembering what's really important.

Stephen Covey on the meaning of life: "Live, love, laugh, leave a legacy."

Among the victims of the tragedy in Aurora were at least two people with direct ties to the Navy,  Petty Officer Third Class John T. Larimer and Navy veteran Jonathan T. Blunk; Air Force Sgt. Jesse Childress; and former Airman Rebecca Wingo.

According to Secretary of Defense Leon Panetta:

“I know that many are struggling to understand why these innocent lives were taken from us, and how such a tragedy could occur in this country. Even as we try to make sense of this evil act, we are also moved to learn more about the actions of men and women like SSgt. Childress, who threw himself in front of his friend in the movie theater to shield her from the gunman. His selflessness saved her life, at the cost of his own.
“These acts of heroism and sacrifice are the essence of what military service is about -- putting your life on the line to defend those who are part of the American family.
“Let us all honor the victims of this tragedy by committing ourselves to the hard work and sacrifice of protecting this country. Bravery, courage, and dedication are the hallmarks of our men and women in uniform -- our heroes..."

How would Covey have wanted us to honor the victims of the shooting in Aurora?  How would he have wanted us to analyze the root cause and take action?

Hōkūle‘a

This week I had the privilege of participating in a Native Hawaiian Cultural Communications Course at Mokapu -- Marine Corps Base Hawaii (Kaneohe), sponsored by DoD. Key points: Our similarities outweigh our differences; understanding each other helps build trust and partnership.

We all respect and protect our environment: Malama kekahi i kekahi; Malama Aina. We respect and protect the earth: Malama Honua.

I've had the link to the Hokule‘a blog on Navy Reads (under Maritime/Voyages) since shortly after starting these reviews and discussion.

The most recent posting on the Hokule‘a blog is a Q&A about their recent voyage to Palmyra. Fascinating insights and brilliant imagery.

From the Hokule‘a blog:

"For more than 30 years, voyagers aboard Hokule‘a – the iconic traditional Hawaiian open-ocean canoe – have combined the wisdom of their ancestors with modern insights to navigate a course for our future. Embracing the concept of Malama Hawai‘i (caring for and protecting Hawai‘i), these explorers have reconnected to their heritage while helping to foster a community committed to peace, caring and a healthier world.

"Now, Hokule‘a and her sister vessels will begin an eight year voyage to circumnavigate the globe to find answers, through exploration, on our journey toward a shared destination – a healthy and sustainable Earth for future generations. With Hokule‘a as a catalyst for global attention and local action, the worldwide voyage is a journey that will chart a new course for sustainability."

(Photo: Mike Taylor)

By the way, two books from the Navy Reading Program came up in discussions or as an actual part of Native Hawaiian Cultural Communications presentation: Covey's 7 Habits of Highly Effective People and Malcolm Gladwell's Tipping Point. Both were brought up in the context of relationships/connections and developing and building trust. Maritime Strategy!

The 7 Habits of Highly Effective People 

By Stephen R. Covey 

Review by Bill Doughty

This is more than a book review. That’s because the ‘7 Habits’ is more than a book...

Covey calls his groundbreaking work a “companion in the continual process of change and growth.” He challenges readers to take his “companion” with them on life’s journey, integrating his seven habits at home and at work to build relationships, strengthen leadership and chart a course.

No wonder The 7 Habits of Highly Effective People was selected for the CNO’s recommended reading list. Covey’s insights about character often dovetail with senior leaders’ strategic guidance; the Navy’s core values of honor, courage, and commitment; and Navy Ethos. In fact, he spends a lot of time talking about courage. “High courage and consideration (of others) are both essential to win/win,” Covey says. 

Think of the best leaders you’ve known, the most respected colleagues and co-workers. Chances are, they have a win/win approach to leadership (more about that later). . . 

Using diagrams and models Covey takes us through the interlocking pieces of his 7 habits. 

Habit 1, “Be Proactive,” is all about empowerment, the ability to control your environment – making good choices and determining the course you will navigate. 

Habit 2, “Begin with the End in Mind,” gets deeper into character and values, recognizing that people who have a sense of purpose are indeed highly effective. For Sailors, Marines and civilians serving in the Department of the Navy, the CNO’s Guidance for 2009 reinforces the Maritime Strategy as the Navy’s purpose – “sustaining combat readiness, building a fleet for the future and developing 21st Century leaders.” The Maritime Strategy, “A Cooperative Strategy for 21st Century Seapower,” puts the ‘operative’ in ‘cooperative’ for “Security, Stability, Seapower.”

 

Habit 3, “Put First Things First,” discusses organization and implementation or, as CNOs and Fleet Commanders have put it, “focus on execution.” Covey says that principle-centered leadership comes from practicing the principles of personal management, and draws this distinction: “Management, remember, is clearly different from leadership. Leadership is primarily a high-powered, right brain activity. It’s more of an art; it’s kind of a philosophy.” He shows us that we have to manage our lives and our selves before we can lead others. 

Habit 4, “Think Win-Win,” begins the evolution to independence and eventually to the ultimate goal, interdependence. Here it’s all about cooperation, teamwork, and consideration for others – creating a paradigm of high trust and a vision that is positive and proactive. 

Habit 5, “Seek First to Understand, Then to Be Understood,” is Covey’s very powerful communication message about the importance of listening, summed up in the popular maxim: “People need to know how much you care before they care how much you know.” 

Habit 6, “Synergize,” talks about the creativity that comes from bringing all the habits together to open new possibilities for us, our parents and children, and our leaders and coworkers. Covey thinks this can change people and society itself. “Could synergy not create a new script for the next generation – one that is more geared to services and contribution, and is less protective, less adversarial, less selfish; one that is more open, more trusting, more giving, and is less defensive, protective and political; one that is more loving, more caring and is less possessive and judgmental?”

 

Habit 7, “Sharpen the Saw,” is the habit of balanced self-renewal, completely in line with the Navy’s emphasis on continually training, maintaining, educating, and learning. These are the basics of the seven habits in what Covey calls his “companion.” For many readers, this is not new information, but it can reinforce and strengthen already good habits. 

Personally, I re-read one or two chapters from time to time, once after a 2007 podcast of “Talk of the Nation – Science Friday” with Ira Flatow on National Public Radio.  The show’s topic was “Can Thoughts and Actions Change Our Brains” – a fascinating discussion of some pioneering work in neuroscience called neuroplasticity (changeability of the brain).

In essence, science is showing how our brain can change in response to our life experiences and even the very thoughts we think. 

Behavior can change the way our brain works – even structurally. Whether it’s called “mind over matter,” “the power of positive thinking,” “the power of prayer and meditation” or “cognitive behavior therapy (CBT),” it is thinking about thinking in a different way for a better outcome. CBT might as well be called “Covey’s Better Thinking.” 

Neuroscientists are proving that cognitive behavior therapy can help people suffering from depression, obsessive-compulsive behavior and post-traumatic stress disorder. (Check out the great discussion about PTSD and traumatic brain injury, mentioning neuroplasticity, in a Bloggers Roundtable discussion on PTSD from Jan. 2009.)

CBT can even help with brain motor cortex functions in stroke victims. Interestingly, the development of neurons occurs in patients who are self-motivated, not forced . . .  which brings us back to managing ourselves and leading others. 

Nearly everyone can benefit from knowing we can have a lot of control over our own destiny. New discoveries in neuroplasticity reinforce the importance of a positive worldview and the value of education and reading . . . which brings us back to the Covey “book.” 

Covey’s philosophy really is more than a book. It has become synonymous for open and trusting management systems and with how individuals can make good choices about behavior and lifestyle, based on a win-win model of leadership and a positive view of the world . . . which brings us to Covey's blog, a good 7th habit tool.

Stephen R. Covey’s The 7 Habits of Highly Effective People is in the “Management and Strategic Planning” section of the Navy Professional Reading Program Guide.