A top graduate of the U.S. Naval Academy, L. David Marquet commanded the nuclear-powered, fast-attack submarine USS Santa Fe from 1999 to 2001. Santa Fe earned numerous awards for being the most improved ship in the Pacific and the most combat-effective ship in the squadron. Since leaving the Navy he has worked with businesses nationwide as a leadership consultant. David also teaches graduate level leadership at Columbia University. He is a life member of the Council on Foreign Relations and lives in Florida with his wife, Jane.
“Leadership should mean giving control rather than taking control and creating leaders rather than forging followers.”
David Marquet, an experienced Navy officer, was used to giving orders. As newly appointed captain of the USS Santa Fe, a nuclear-powered submarine, he was responsible for more than a hundred sailors, deep in the sea. In this high-stress environment, where there is no margin for error, it was crucial his men did their job and did it well. But the ship was dogged by poor morale, poor performance, and the worst retention in the fleet.
Marquet acted like any other captain until, one day, he unknowingly gave an impossible order, and his crew tried to follow it anyway. When he asked why the order wasn’t challenged, the answer was “Because you told me to.” Marquet realized he was leading in a culture of followers, and they were all in danger unless they fundamentally changed the way they did things.
That’s when Marquet took matters into his own hands and pushed for leadership at every level. Turn the Ship Around! is the true story of how the Santa Fe skyrocketed from worst to first in the fleet by challenging the U.S. Navy’s traditional leader-follower approach. Struggling against his own instincts to take control, he instead achieved the vastly more powerful model of giving control.
Before long, each member of Marquet’s crew became a leader and assumed responsibility for everything he did, from clerical tasks to crucial combat decisions. The crew became fully engaged, contributing their full intellectual capacity every day, and the Santa Fe started winning awards and promoting a highly disproportionate number of officers to submarine command.
No matter your business or position, you can apply Marquet’s radical guidelines to turn your own ship around. The payoff: a workplace where everyone around you is taking responsibility for their actions, where people are healthier and happier, where everyone is a leader.
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評分我是用瞭一整夜的時間讀完《你就是艇長》這本書的,因為身體的原因,我現在很少通宵讀書瞭。是怎樣一種神奇的力量讓大衛•馬凱特在短短幾個月時間把全海軍戰鬥力排名倒數第一,被海軍列為反而典型的“聖塔菲”號核潛艇改造成戰鬥力排名第一的呢?帶著強烈的好奇心,我打...
評分上世紀80年代,在我爸的書架上看到過一本寫船長的書,叫《僅次於上帝的人:阿波丸傳奇》。雖然那會兒太小瞭,書沒看過,但爸給告訴我船長的權力很大僅次於上帝就是比神差一點點。多年之後我明白瞭,船在海上幾個月、環境封閉而壓抑、船員的情結會齣現波動(在黑暗時代還經常嘩...
評分授權是一項管理技巧 《你就是艇長》賞析 著名管理大師傑剋·韋爾奇說,“管得少就是管得好”。但許多管理者習慣於相信自己,總是不放心他人。事必躬親的結果,不但自己纍得身心疲憊,下屬也是滿腹牢騷,工作成瞭一種煎熬。正如L.大衛·馬凱特在《你就是艇長》一書中所言,“...
錯誤都是一樣的。唯有成功纔各有不同。
评分錯誤都是一樣的。唯有成功纔各有不同。
评分錯誤都是一樣的。唯有成功纔各有不同。
评分錯誤都是一樣的。唯有成功纔各有不同。
评分錯誤都是一樣的。唯有成功纔各有不同。
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