Turn the Ship Around

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Turn the Ship Around: How to Create Leadership at Every Level

by L. David Marquet , Captain, U.S. Navy (Retired)

Capt. Marquet writes about implementing a profoundly different management approach when he took command of the worst performing submarine in the U.S. Navy. “Within a year, the situation was totally turned around. We went from worst to first in most measures of performance, including the one I valued the most—our ability to retain our sailors and officers.”

“Disengaged, dissatisfied, uncommitted employees erode an organization’s [productivity] while breaking the spirits of their colleagues.” Marquet found the root cause of the problem to be the leader-follower structure, in which subordinates “have limited decision-making authority and little incentive to give the utmost of their intellect, energy, and passion… We had 135 men on board and only 5 of them fully engaged their capacity to observe, analyze, and problem solve.” Continue reading

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The Lost Art of General Management

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The Lost Art of General Management

by Rob Waite

In The Lost Art of General Management, Rob Waite shares practical insights from his career as a hands-on general manager for various building materials manufacturers in the U.S., Canada, Latin America, and Europe.  Like a good executive communicator, he gets straight to the point.

Waite contends today’s managers have become functionally myopic. A general manager needs to take a broader view, while understanding how the company makes its money and how its customers make money. Continue reading

Good to Great

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Good to Great: Why Some Companies Make the Leap… and Others Don’t

by Jim Collins

Jim Collins previously co-authored Built to Last, which studied common attributes of enduringly great companies. Good to Great studies companies which made a transition to greatness: 15 years of lagging stock performance followed by 15 years of cumulative stock returns 3 times the overall market. Continue reading