Uncategorized – David Marquet
David Marquet - Intent Based Leadership: Create Leaders at Every Level

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Leadership Nudge® – Give Information, Not Instructions

Hey, I’m here in Dublin; across from St. Stevens’ Square and in front of the Royal College of Surgeons.

There are a lot of signs I don’t like, but I actually like this sign.

Bicycles attached to these railings will be removed.

It doesn’t say, “Don’t attach your bicycle”, it just says you’re going to lose it if you do.

So, it’s simply stating the consequences of your action.

Now, I would like it a little bit more if there were the natural consequences of your action but this still is a pretty good sign.

State the consequences of your action. Don’t tell people what to do.

Give them information, not instructions.

I’m David Marquet. That’s your Leadership Nudge.

Leadership Nudge® – How Leaders Manage Change – With Jenni Jepsen

Today, I’m at my favorite local grocery store and they’ve just finished a complete remodel.

It has been a confusing and frustrating process for me, because I used to know where everything was – now I don’t.

The thing is, the employees here have been wonderful about recognizing that frustration that their customers are having and supporting and encouraging people through the change.

So, they’ve been going around and asking, “Hey, have you found what you’re looking for? Can I help you with something?”

So, the next time you’re going through a change in your organization, acknowledge where your people are at. Acknowledge that there’s some frustration with this change, that there’s confusion around what we’re supposed to do.

Then, support and encourage them through the change.

I’m Jenni Jepsen with your Leadership Nudge. Let us know how it goes.

Leadership Nudge® – Praise the Behavior

Praise the behavior that you want repeated.

Carol Dweck wanted to know if the kind of praise that children received affected their desire to challenge themselves. It turned out that it did.

Brooklyn 5th graders were given an easy puzzle to solve, which they did. They were then randomly praised in one of the following ways:

  • Half were praised for their intelligence – “Oh, you must be smart at this.”
  • Half were praised for their efforts – “Oh, you must have worked hard at this.”

The children were then given a second test and a choice – they could choose either a harder test, which they were told they might not succeed at, or the same easy test that they had before.

Of the children who were praised for their intelligence, less than half chose the harder test.

Of the children who were praised for their effort, over 90% chose the harder test.

So, when giving praise, praise people for their effort, like resourcefulness, attention to detail or grit, – and not for their intelligence.

Praise the behavior that you want repeated.

Leadership Nudge® – What Was I Thinking? – With Peter Russian

Lots of organisations have sign in Boards which help us know whether people are in or out.

If you spend a lot of time out of the office or you want to go on holiday, how do you make sure that decision making doesn’t just grind to a halt?

Well, one of the lightbulb moments for me on the What Is Leadership video (which you can view on David Marquet’s YouTube channel) was the moment in which the officer said, “Captain, I intend to submerge the ship” to which Captain Marquet responded with two questions:

Firstly, “is it safe?” representing the technical competence and secondly, “is it right?” representing the clarity, the overall purpose.

So, here’s something to try:

Think about a recent decision which you have made and you’ve communicated to the team but maybe they don’t understand the rationale behind the decision. Ask them to guess what you were thinking when you made that decision. This is called making the invisible, visible.

Share your thinking and put the two together – your thinking and their thinking – to see whether you could improve the decision making criteria.

Because giving up control isn’t just about allowing people to go off and do whatever they want, it’s about ensuring that people understand: is it safe and is it the right thing to do?

I’m Peter Russian of Remarkable, the UK and Ireland partner for Intent-Based Leadership. Let us know how you get on?

Leadership Nudge® – The Impact of Level 1

Some of the power of Intent-Based Leadership is when the team is trained and conditioned to operate at Level 5 (Intent), if they need to take action without a boss around, they’ll do it.

If a team is at Level 1 (Tell me what to do) they are not going to stretch to level 5.

Let me give you an example:

This is the government investigation on the Deep Water Horizon explosion and oil spill that happened in the Gulf of Mexico in 2010. This is the BP oil well.

Let me read what happens. Now, where I pick up the story, the back-rush has already happened. There has already been an explosion and the platform has already been engulfed in flames.

“[The executive] began to wonder why the derrick was still roaring with flames. Hadn’t the blowout preventer been activated, sealing off the well and thus cutting off fuel for the conflagration? … [the chief engineer was] at his station on the bridge and he noticed [an operator] standing next to the [button button] the emergency disconnect switch (ESD).”

This is a switch that activates these big pincers which basically cut the well line.

“[He] hollered to [the operator]: ‘Have you [disconnected]?’
[The operator] replied he needed permission.”

The Chief Engineer then looked at the executive and said “Is it ok?” and the executive said “Yes.”

Then, someone ELSE on the bridge said, “No, no. He can’t emergency disconnect without the Offshore Installation Manager’s approval.

Not only does he need approval, but it needs to come from somebody offshore. Again, explosions have already happened. The platform is in flames.

At that point the captain who was on the bridge, dazed, confused and somewhat blinded and deafened, said “No, no. It’s fine! Disconnect! Disconnect!”

At that point, finally, we pushed the button to activate the emergency disconnect.

Unfortunately, by that point, it was too late. There had been too much pressure built up in the well and the emergency disconnect didn’t actually cut the well.

11 people died.

This is the impact of having a team that’s at Level 1 (Tell me what to do.) They won’t stretch to Level 6 (This is what I need to do) when you need them to.

I’m David Marquet. That’s your Leadership Nudge.

Leadership Nudge® – Out of Office – With Jeff Leap

Here is a thought experiment for you:

What would happen if you weren’t available to tell your people what to do? Maybe you need to go on vacation, or you need to take a business trip. You’re not there to tell them what to do.

What can you do today to help them practice so that they continue to feel that sense of accomplishment and purpose even when you aren’t there?

I’m Jeff Leap and that’s your Leadership Nudge.

Leadership Nudge® – The Ladder of Leadership At Home

Today I want to talk about using the Ladder of Leadership, which we talk about in our work environment, at home, with our children.

It’s all the same. Invite them to higher levels of ownership and empowerment.

So, instead of saying “Clean up your room”, remember that level two is observation.

Level 2

  • “Hey, what do you see here?”
  • “Oh, there’s a box of crayons here. There’s a game and a puzzle there.”

Level 3

  • “Ok, what do you think we should do?”
  • “Oh, I guess we should pick up.”

So, you’re applying the same rule at home.

We’ve had some great stories of parents who turned bedtime or bath-time from a fight into a fun game and a ritual where the kids are owning it and are engaging in it.

How cool is that?

I’m David Marquet and that’s your Leadership Nudge

Leadership Nudge® – True But Useless – With Jenni Jepsen

Recently, a friend of mine was complaining about a project that she was working on. I thought to myself, “Hmm. Maybe you should have thought about that before you took on this project.”

Luckily, those words didn’t come out of my mouth. They were true, but useless.

How many times have you heard similar statements, or maybe even said them yourself? They’re true, but not helpful.

So, the next time someone is telling you about their situation and you want to comment, think before you speak. Is what you’re about to say helpful? Does it provide another, maybe, more positive perspective? If not, perhaps consider keeping your mouth shut and just listen.

Keep those true, but useless comments to yourself.

I’m Jenni Jepsen with your Leadership Nudge. Let us know how it goes.

Leadership Nudge™ – Take Risks On People

I’m here in Vegas to talk about taking risks.

There are two kinds of risks you can take. You can take risks on mother nature, or you can take risks on your people.

Taking risks with mother nature is not a good idea. This is like driving a ship into a hurricane and hoping the hurricane turns or abates. Mother Nature won’t change her behavior because you “took risks”.

Your people will.

When you change the system, when you trust them and say “Hey, it’s your call. It’s your decision.”, they up their game. They fulfill those higher expectations.

Take risks on your people, not on mother nature.

I’m David Marquet, that’s your Leadership Nudge.

Leadership Nudge™ – Change Your Perspective

I’m here at the Great Arch in St. Louis – “The Gateway to the West” – to talk about perspective.

We all know that things that are further away look smaller. The architect here wanted to exaggerate that with this arch. The arch is tall – 630 feet – so it’s the second tallest monument on the planet. To exaggerate that, the architect made the segments at the top smaller than the ones on the sides so it looks like it goes event higher than it does.

Changing perspective is an important go-to play for leaders. You can do it a couple different ways. Generally, it means stepping away from your current position and looking back at it.

  • You can do this in time. Imagine your future self looking back to today.
  • You can also do this with position. “Hey, sit in my seat.”. Or, imagine you’re sitting in someone else’s position. How would it look?
  • You can also do that by going outside your organization. “Hey, how would others do this?”

Changing perspective is a very important go-to tool for leaders.

I’m David Marquet and that’s your Leadership Nudge.

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