New Releases by L. David Marquet

Distance gives you perspective. Bestselling author of Turn the Ship Around! former US Navy Captain David Marquet and professor of psychology Michael Gillespie show you how to make better decisions by becoming your own coach. Be yourself. Be fully present. Be in the moment. This is a message we hear constantly. While this may be beneficial some of the time, the biggest obstacle to making wiser decisions that actually drive lasting success is ourselves. Being fully immersed in our own limited point of view biases our decisions toward defending our previous actions and maintaining our self-image. We need to exit our me-here-and-now self and get an outside perspective that sees us and the situation we are in objectively. We need a coach. This book shows us how to become our own coach by using a mental technique called psychological distancing. We do this in three ways: self-distancing, spatial distancing, and temporal distancing. First, we can be someone else, inhabiting another’s perspective. This activates the neutral observer’s outside point of view. Second, we can be somewhere else. We zoom out and see ourselves from afar, as just another person who is part of a larger context. Third, we can be sometime else, imagining that we are our future selves who are thinking back to what we wish we had done today. In each case, we can coach ourselves from this distanced perspective. The result is a powerful and immediate reframe of how we see ourselves, our situation, and what we should do. Featuring compelling scientific research, business cases, and exercises, Distancing equips us with effective practical tools to reduce anxiety, see more clearly, and make better decisions for ourselves and for our organizations.

CENTENAS DE MILHARES DE LEITORES se inspiraram com a história de vida do ex-capitão David Marquet. Muitos já se beneficiaram com seus insights aplicando-os em suas empresas ao criar ambientes de trabalho no qual todos assumem responsabilidades por suas ações. Os seguidores se desenvolvem e se tornam líderes e equipes mais alegres, entregando melhores resultados. Marquet já era graduado na Academia Naval e um oficial experiente quando foi escolhido para comandar um submarino. Treinado para dar ordens da maneira tradicional de liderança "saiba tudo, diga tudo", enfrentou um novo contratempo quando foi realocado para o Santa Fe, um navio movido a energia nuclear. Enfrentando ambientes de estresse elevados de um submarino, no qual a margem para cometer erros é mínima, Marquet estava determinado a reverter a tendência que encontrou no Santa Fe: moral baixa, performance precária e a pior taxa de retenção da frota. Marquet se deparou com problemas quando deu uma ordem impossível de ser cumprida e sua tripulação tentou cumpri-la mesmo assim. Quando questionados sobre o porquê dessa atitude, a resposta foi a seguinte: "Porque você ordenou." Marquet percebeu que, enquanto ele havia sido treinado para estar em outro tipo de submarino, sua tripulação havia sido treinada para fazer o que lhes fosse ordenado, uma combinação desastrosa. Foi quando Marquet modificou o modelo de liderança que havia na cabeça de sua tripulação e se empenhou para alcançar níveis de liderança cada vez maiores. Mude de Direção! revela como o Santa Fe foi do pior para o primeiro de sua frota, desafiando a tradicional abordagem do líder e do seguidor. Ajuste seu leme, aplique os métodos de Marquet e mude sua própria direção!

本书针对对旧式的领导力提出一些崭新建议,尤其对不同类型的人进行了分类,提出了有趣的论述.本书拒绝强人领袖,并举例说明了领导为什么应该鼓励大家踊跃发言.本书告诉我们要根据情况调整风格,给人言之有理的直观感受.

Де би ви не стояли в ієрархії своєї компанії -- ця книга вам потрібна. Людям з верхівки буде корисно дізнатися, як вивільнити пристрасть, інтелект і енергію тих, хто стоїть нижче. Можливо, вони, самі того не бажаючи, так поводяться чи роблять щось таке, що заважає цьому. Люди на передовій знайдуть тут для себе способи навчитися приймати рішення й допомогти босам відпустити повідці. Ми знаходимося в процесі однієї з наймасштабніших змін в історії людства, коли головна робота людей переходить від індустріального віку "контролю" до віку працівників інтелектуальної галузі, віку "вивільнення". Як говорив Альберт Ейнштейн: "Ті великі проблеми, з якими ми стикаємось, неможливо вирішити, якщо лишатися на тому ж рівні мислення, на якому ми були, коли їх створили". Одна людина точно не зможе їх вирішити; особливо цього не зможе зробити людина з "вершечка". Яскраве майбутнє нашого світу збудують люди, які зрозуміли, що лідерство -- це мистецтво надання можливості. Це мистецтво вивільнення людського таланту й потенціалу. Може, у вас і вийде "купити" людину зарплатнею, посадою, владою або страхом, але геній, пристрасть, лояльність, і міцну креативність люди віддають тільки добровільно. Найбільші проблеми світу вирішать тільки пристрасні, рознузданні "волонтери".

Leadership auf allen Ebenen: Willkommen an Bord der Santa Fe! US-Bestseller zum Thema Leadership für alle, die sich mit agiler Führung und Selbstorganisation auseinandersetzen (möchten), selbst in stark regulierten Bereichen mit dem »Intent-Based Leadership«-Führungsansatz den Wandel in Organisationen einleiten Der Marineoffizier David Marquet hat das Atom-U-Boot Santa Fe von den miserablen Bewertungen zur Beurteilung als bestes Schiff der US-Flotte geführt. In seinem Buch schildert er die Ereignisse, Entscheidungen und Prinzipien, die seinen herausragenden Führungsstil und Leadership auf allen Ebenen begründet haben. Mit diesem Ansatz können Sie unabhängig vom Typ Ihrer Organisation und von Ihrer Position Arbeitsplätze gestalten, an denen jeder Mitarbeiter Verantwortung für sein Handeln übernimmt, im Sinne der Ziele der Organisation handelt und wo jeder Einzelne zum Leader wird. Zitat: "David Marquet ist die Art von Führungskraft, die nur einmal in einer Generation auftauchen ... seine Lehren sind von unschätzbarem Wert' - Simon Sinek, Autor von 'Start With Why'

Wall Street Journal Bestseller From the acclaimed author of Turn the Ship Around!, former US Navy Captain David Marquet, comes a radical new playbook for empowering your team to make better decisions and take greater ownership. As a leader in today's networked, information-dense business climate, you don't have full visibility into your organization or the ground reality of your operating environment. In order to harness the eyes, ears, and minds of your people, you need to foster a climate of collaborative experimentation that encourages people to speak up when they notice problems and work together to identify and test solutions. In Leadership is Language, you'll learn how choosing your words can dramatically improve decision-making and execution on your team. Marquet outlines six plays for all leaders, anchored in how you use language: • Control the clock, don't obey the clock: Pre-plan decision points and give your people the tools they need to hit pause on a plan of action if they notice something wrong. • Collaborate, don't coerce: As the leader, you should be the last one to offer your opinion. Rather than locking your team into binary responses ("Is this a good plan?"), allow them to answer on a scale ("How confident are you about this plan?") • Commit, don't comply: Rather than expect your team to comply with specific directions, explain your overall goals, and get their commitment to achieving it one piece at a time. • Complete, not continue: If every day feels like a repetition of the last, you're doing something wrong. Articulate concrete plans with a start and end date to align your team. • Improve, don't prove: Ask your people to improve on plans and processes, rather than prove that they can meet fixed goals or deadlines. You'll face fewer cut corners and better long-term results. • Connect, don't conform: Flatten hierarchies in your organization and connect with your people to encourage them to contribute to decision-making. In his last book, Turn the Ship Around!, Marquet told the incredible story of abandoning command-and-control leadership on his submarine and empowering his crew to turn the worst performing submarine to the best performer in the fleet. Now, with Leadership is Language he gives businesspeople the tools they need to achieve such transformational leadership in their organizations.

Now revised and expanded - the companion workbook to former submarine captain David Marquet's acclaimed leadership book, Turn The Ship Around! In Turn the Ship Around! former U.S. Navy Captain David Marquet introduced a bold new approach to leadership, based on his experiences turning around the troubled submarine USS Santa Fe. He gave up the traditional command-and-control model and instead inspired every member of his crew to embrace accountabliity. Santa Fe rapidly improved its dismal performance record and started winning awards as the best ship in its class. In this workbook -- now a revised and expanded second edition, with a new title -- Marquet helps readers apply his methods to their own organizations. Featuring extensive questions and exercises on how to delegate and inspire, this workbook will help readers build a work community based on personal responsibility and trust. As Marquet writes: Imagine a workplace where everone engages and contributes their full intellectual capacity, a place where people are happier and healthier because they have more control over their work -- a place where everyone is a leader.... All of this is possible, but not with the current leadership paradigm.

Una historia real que demuestra que el liderazgo debería implicar delegar el control más que controlar, y crear líderes en lugar de seguidores. «El mejor manual práctico sobre cómo delegar, formar y conseguir procesos sin errores.» Fortune David Marquet, oficial de la Navy con una gran experiencia, estaba acostumbrado a dar órdenes. Cuando accedió al cargo de capitán del submarino nuclear USS Santa Fe, tenía bajo su mando a más de cien marines en las profundidades del mar. Marquet seguía el modelo tradicional de liderar el barco, hasta que un día, involuntariamente, dio una orden imposible y, pese a ello, su tripulación intentó cumplirla. Marquet descubrió entonces que estaba rodeado de seguidores, y que todos estarían en peligro hasta que no se produjera un cambio radical. ¡Cambia el barco de rumbo! es la historia real de cómo el Santa Fe, tras cuestionarse el tradicional modelo líder-seguidor de la Navy, pasó de ser el barco peor valorado de toda la flota a convertirse en el mejor de todos. Su tripulación empezó a sentirse plenamente comprometida y a desarrollar todo su potencial. Independientemente del lugar que ocupe en su empresa, usted también podrá aplicar el modelo de Marquet para cambiar radicalmente el rumbo de su barco. Su recompensa: una organización en la cual las personas asumen plenamente sus responsabilidades, y donde son, en definitiva, más felices. Reseñas: «No conozco un modelo mejor de liderazgo que el del capitán Marquet. En las páginas de este libro, tú también encontrarás un modelo para tus retos.» Stephen R. Covey, autor de Los 7 hábitos de la gente altamente efectiva «Lea ¡Cambia el barco de rumbo! y aprenderá a generar personas resistentes y comprometidas, deseosas de ponerse manos a la obra.» Almirante Thomas B. Fargo, U.S. Navy retirado, excomandante de la flota del Pacífico y presidente de Huntington Ingalls Industries «Esta es la historia del capitán David Marquet y de su aventura sin precedentes en uno de los ambientes más rígidos, a bordo del Santa Fe, un submarino nuclear de la Marina de los Estados Unidos. Tuvo el coraje de reformular su definición de liderazgo y obtuvo unos resultados revolucionarios; en cuestión de meses la tripulación pasó de ser la peor valorada a ser la mejor considerada.» Charlie Kim, fundador y CEO de Next Jump, Inc. «Este libro es un feliz cruce entre La caza del octubre rojo y la Harvard Bussiness School.» Joe Debono, fundador y presidente de MBA Corps y gestor de patrimonios en Merrill Lynch

Beschrijving van een nieuw model van leiderschap in organisaties en bedrijven, dat ieder motiveert en verantwoordelijkheid geeft.

"Former U.S. Navy Captain David Marquet introduced a bold new approach to leadership, based on his experiences turning around the troubled submarine USS Santa Fe. He gave up the traditional command-and-control model and instead inspired his crew to assume responsibility for every individual action. Santa Fe rapidly improved its dismal performance record, and started winning awards as the best ship in its class.

A new mechanism for first-class leadership forged on board a nuclear submarine.