Turn the Ship Around


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


The Lost Art of General Management


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


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