David Marquet U.S Navy Speaker

Speaker, L&D


David Marquet

Retired US Navy Captain | Expert on Leadership and Organizational Design | Bestselling Author of Turn The Ship Around

Captain David Marquet imagines a work place where everyone engages and contributes their full intellectual capacity, a place where people are healthier and happier because they have more control over their work–a place where everyone is a leader.

A 1981 U.S. Naval Academy graduate, Captain Marquet served in the U.S. submarine force for 28 years. After being assigned to command the nuclear powered submarine USS Santa Fe–then ranked last in retention and operational standing–he realized the traditional leadership approach of “take control, give orders,” wouldn’t work. He “turned his ship around” by treating the crew as leaders, not followers, and giving control, not taking control. This approach took the Santa Fe from “worst to first,” achieving the highest retention and operational standings in the navy.

After Captain Marquet’s departure from the ship, the Santa Fe continued to win awards  and promoted a disproportionate number of officers and enlisted men to positions of increased responsibility, including ten subsequent submarine captains. Further, having been on the ship, Stephen R. Covey said it was the most empowering organization he’d ever seen and wrote about Captain Marquet’s leadership practices in his book, The 8th Habit.

Captain Marquet is the author of Turn the Ship Around! A True Story of Turning Followers Into Leaders. Fortune magazine called the book the “best how-to manual anywhere for managers on delegating, training, and driving flawless execution.”

Captain Marquet retired from the Navy in 2009, and speaks to those who want to create empowering work environments that release the passion, initiative, and intellect of each person. His bold and highly effective framework is summarized as “give control, create leaders.”

He is a life member of the Council on Foreign Relations, and in 2015 was named to the American Management Association’s “Leaders to Watch” list.


Creating Leadership and Engagement at Every Level

David Marquet delivers the powerful Intent-Based Leadership message: that leadership is not for the select few at the top. In highly effective organizations, there are leaders at every level.

Creating Intent-Based Leadership organizations results in a work place where everyone engages and contributes their full intellectual capacity. A place where people are healthier and happier because they have more control over their work – a place where everyone is a leader.

Intent-Based Leadership organizations create an environment for people to contribute so that they feel valued. They set clear goals so their people know how to do their jobs. They push control and decision making down the organization so people take responsibility and rise to the occasion. They maintain unity of effort by ensuring the supporting pillars of technical competence and organizational clarity are in place.

As a result, they achieve:

  • A highly effective organization with superior morale.
  • The capacity for greatness in the people and practices of an organization, and remove it from the personality of leaders.
  • An organizational culture that creates of additional leaders throughout every level of the organization.

Intent-Based Leadership starts with rejecting the idea that leadership is for the select few at the top and instead embracing in highly effective organizations, there are leaders at every level. This method of leadership is based on empowerment, not ego, and process, not personality.

  1. Practical Empowerment: When we give our people more authority, we actually create more effective leaders.
  2. Technical Competence: When we engage our minds in what we are doing, we perform with better results.
  3. Organizational Clarity: When leaders set clear goals and people know how to do their jobs, we can take deliberate action.

Objectives:

  • Think afresh about what leadership means.
  • Practice language that empowers your people.
  • Understand organizational design in the context of how to push decision making downward.
  • Commit to change behaviors tomorrow.

What you will learn from attending:

  • How to create an environment where people actively engage and think.
  • Have a personal commitment to talk with to their co-workers in an empowering way.
  • Implement the idea of leadership as creating more leaders – not more followers.
  • Implement the idea of leadership as giving control – not taking control.

Intentionally Safe: Changing Safety from Compliance to Culture

In this interactive and multimedia delivered, fast moving keynote, David takes your team on a story about creating a culture of safety. Safety does not come from “wanting to be safe” but rather from an interlocking set of organizational practices and individual behaviors that create optimal conditions for thinking, responsibility, and team intervention.

Based upon proven principles and practices from the nuclear submarine operations, David covers key practices that embed safety into the culture of the organization and move from a compliance approach to safety.

  • Always be thinking. Safety results when everyone is engaged and thinking.
  • Brake pedal leadership: the person at the top can only say stop.
  • Certify, Don’t Brief. Instead of telling people what to do before an operation, certify the team’s readiness.
  • Deliberate Action. Apply a deliberate pause before operating a switch, valve, or breaker and how that works.
  • Embrace dissent. Avoid trap of building consensus, instead embrace dissenting viewpoints. In most accidents, someone saw a warning sign but didn’t share it.

These practices apply at the strategic, operational, and tactical levels in the organization.

When done, your team will have a better perspective of what makes people safe as well as a toolbox of practices for immediate implementation.

Move your people up the Ladder of Leadership.

Duration: 90 minutes
Target Audience: Managers, Leaders
Group Size: 30-120

When we give our people more authority, we create more leaders.

The words we use shape our work environments. Our mission is to focus on the words we use and how they shape the environment we are in. It starts with understanding the impact of our language and then practice using the right words. After we understand the impact of our words we will use them to coach our teams to ask the right questions, share information and make decisions.

In this workshop, David will walk the group through conversations they have with their employees every day. He will introduce language to encourage employees to think and scale the ladder of leadership. Each participant will use a set of Ladder of Leadership cards. Groups will role play bosses and workers at differing levels of empowerment, writing a short company specific scenario, and discuss what words they should use to move this person up the ladder. [Includes Ladder of Leadership cards for each participant.]

At the end of this workshop, your group will be able to apply what they have learned immediately in order to:

  • Create an environment where people feel valued.
  • Discover mechanisms to practice using the right words that build leadership capacity.
  • Develop scenario template for roleplaying, continuous training.
  • Have a plan to give control, for pushing authority to where the information lives.
  • Implement the idea of leadership as creating more leaders – not more followers.
  • Implement the idea of leadership as giving control – not taking control.

Change Your Culture

Duration: 90 minutes
Target Audience: Managers, Leaders
Group Size: 20-60

Leaders embed the capacity for greatness in the people and practices of an organization, and remove it from the personality of leaders.

Learn how to develop mechanisms to create engaged workplaces where people will naturally grow into leaders. Based upon the science that we can rewire our brains, along with practical examples in real organizations, this workshop lays out the framework for a no-fail approach to changing culture.

Learn key frameworks including:

  • Act your way to new thinking.
  • Move authority to information.
  • Give intent, not instructions.
  • Develop a process for changing your culture.
  • Apply the process to your organization and develop action steps to start the change.