This presentation is based on L.David Marquet's book, "Turn the Ship Around", a semi-autobiography on how he managed a crew of 135 men in a $2 billion nuclear submarine. Empowering your staff to become an elite in their career path can be an almost impossible process - quite akin to leading a horse to water. Marquet details the four elements of what it takes to truly and permanently guide your team mates into transforming their outlook on work in a very meaningful, effective way.

1. Turn Your Followers into Leaders
“How to permanently empower your
team without creating chaos.”
By Pam Cheing, Marketing Manager at iconnect360

2. “TURN THIS SHIP AROUND!”
This presentation is based on the true story of the USS Santa Fe

3. “Leadership is the art, science or gift by
which a person is enabled and privileged
to direct the thoughts, plans and actions
of others in such a manner as to obtain
and command their obedience, their
confidence, their respect and their loyal
cooperation.”
- Naval Academy leadership book

4. FACT:
The Leader-Follower model does not work.

5. traditionallyWhy is it still used at work?

6. Because the leader-follower model
worked very well in the beginning.

7. It’s great for building pyramids.

8. It was a smash hit during the industrial age.

9. But it’s a lousy model if you’re doing
intellectual work.

10. The biggest problem with the
leader-follow model:
• No leader, no business
• The leader is not allowed to make
any mistakes

11. Leader-leader model
So this book is all about how we can implement the:

12. START OVER CONTROL
4 Pillars of the Leader-Leader model
COMPETENCE CLARITY

13. You need all four elements to convert
a follower into a leader.
Just encouraging “empowerment” is not enough.

14. START OVER CONTROL
Let’s talk about starting over.
COMPETENCE CLARITY

15. Some leaders are guilty of over
using the word, “EMPOWERMENT”

16. Does this sound familiar?
“You guys should show more
initiative”
“Think outside the box”
“Take leadership” “Be more responsible”

17. And then what do you think happens when
you do decide to do something on your own?
“You don’t show enough teamwork”
“You don’t respect management”
“Why are you wasting time on this?”
“Your method is wrong.”
“No one will care.”
“Just do what you’re told.”

18. Why does everybody avoid
empowerment
(including the person in charge)?
Because of FEAR.
(If it fails, it’s YOUR fault)

19. YOUR FAULT
YOUR FAULT
YOUR FAULT
YOUR FAULT YOUR FAULT
YOUR FAULT
YOUR FAULT
YOUR FAULT
YOUR FAULT
YOUR FAULT
YOUR FAULT
YOUR FAULT

20. Because they do it for the wrong
reasons.
e.g. Just following the SOP, doing it to
please somebody, for a promotion, to
avoid problems

21. Find an ultimate purpose
This is the reason why everyone will
work towards something special, every
day for the rest of their lives.

22. START OVER CONTROL
Let’s talk about control.
COMPETENCE CLARITY

23. Control for
who?
You or me?
WHO? YOU!

24. What decisions can be moved down?

25. #DMM360

26. Let’s work out why this is difficult
to delegate to others.
“When I think about delegating,
I WORRY that…”

27. #DMM360
“When I think about delegating,
I WORRY that…”

28. You see what we did? We just
worked together as
a team of leaders.

29. More about CONTROL
i. Have short, early discussions
ii. Start using active words

30. From today onwards, when you want
something, say:
“I intend to…”

31. Instead of:
“What should we…”
“I would like to…”
“I would like to request for…”
“How about…”

32. “Hey, if the
manager already
knows the answer,
why can’t he/she
tells us and save us
time and effort?!”

33. Slow to respond, prone to mistakes
You don’t want to be a
REACTIVE TEAM.

34. “But this will be painful for
me (to learn)
and for
the manager (to watch).”

35. Yes. But then you will learn. You
cannot be a leader if you don’t
experience failure.

36. More about CONTROL
i. Think out loud.
I won’t know until you say it.
ii. Embrace the inspectors
(e.g. embrace the Sydney team)

37. What is your first reaction to this?
NO WAY!

38. Why?
Because
they’re scary.

39. Why?
Because they could
affect my future in this
company.

40. But they are already affecting your future in the company
according to the things you do or do not do.

41. Just like you, they want a better way of
doing business, too.
Don’t be afraid to ask:
What is it like in the Sydney office?
What would you do in this situation?
Could you advise me on …

42. Find opportunities to meet new
people, be in new environments.

43. START OVER CONTROL
Let’s talk about competence.
COMPETENCE CLARITY

44. Because without competency, you’ll be
in CHAOS!

45. Practice deliberate action in everything you
do. This will avoid you from saying:
“Mistakes just happen.”

46. If it can be avoided, it’s not a mistake.

47. Let’s discuss how we can implement
this in the Marketing team.

48. Here’s my suggestion (not an order)
Peer review for each Trello card

49. Keep learning everyday, even when
you’re working.

50. See the distributed paper on the new
marketing creed

51. Repeat the message.
Repeat the message.
Repeat the message!
X Infinity
(this is not a quarterly goal, not a yearly goal, it’s a forever goal)

52. Focus on goals, not methods
“Goodbye, top-down
approach!”

53. START OVER CONTROL
Let’s talk about clarity.
COMPETENCE CLARITY

54. Build trust, take care of your people.
But that doesn’t mean
you need to protect
them.

55. Actually, don’t protect them.
They will learn faster from mistakes.

56. Begin with the end in mind
Seriously, where do you
see yourself in five
years?

57. Actually, don’t protect them.
They will learn faster from mistakes.
What would you like to achieve in the next
12 months?
Stop and think about how much you’ve changed
in the past 12 months.

58. OK guys, three more slides left, I promise

59. Here’s what we’re going to start
working on:
• Give more control to each other
• Avoid giving orders
• When you do give orders, leave room for questioning
• Focus on people
• Aim to not be missed when (if) you leave the company
• Be curious
• Pass information
• Get rid of steps that don’t add value

60. Of course it’s not going to be easy. Being a
leader is not easy. There is going to be a lot
of trial and error.
But let’s do it anyway.

61. As the founding members of the marketing
team, let’s create a legacy at iconnect360.