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It was one of the best Christmas gifts of my life. My girlfriend handed me a small package. It was certainly a book. I ripped open the paper and a note fell off the top of the book. The note said… 
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Scoop.it!
Scoop.it!
From
leadx
Practice giving up control in some small, small way. It doesn't need to be at work.
Mickael Ruau's insight:
I realized that all my training about leadership was about getting people to do what they were told, and that was not what I needed in this situation. What I needed was for people to think. I needed to figure out how to get people thinking. Finally, I thought, “Well actually, I can only control myself, and what can I do?” The thing that I can do is stop telling them what to do. As I leaned back and gave them the space, they can lean forward. We came up with a phrase, and the phrase is very simple: It's, “I intend to.” We said, “Look, don't, don't ask questions. Don't come to me with a problem without a solution. Come to me, you can describe problems, but then say at the end, ‘And here's what I intend to do. I intend to submerge the ship, start up the reactor, lower the torpedo.'” This was unbelievably successful. Kruse: In your model of intent-based leadership, what’s the role of the leader? Marquet: I think the leader does a couple really important things. First of all, if there's dissent on the purpose of the intent, the leader has to set the intent. They say, “Look, let's be clear. Here's what we're trying to do here, and we're not trying to do everything. This is the most important thing.” Number two, the leader creates structure. The leader creates an environment so that it's easy for the people to participate. The idea is not to solve the problem. The idea is to create an environment where everybody's views and perspectives come out on the table, because that will result in the best problem solving by the team. Because the mindset is normally, “I'm right. Let me coach you to the correct answer,” as opposed to, “I'm gonna learn along with you.” When someone comes to you, like a guy would come to me and say, “Yeah. The machine's starting to vibrate a lot…So we're just gonna keep running it until it breaks.” In my head, I'm thinking, “No. That's a boneheaded idea.” But instead of voicing that, I encourage leaders to say, “Yeah, tell me more,” in a very sort of non-judgmental way. Because you'll learn something. Even if what you learned is that your person doesn't have any idea about how machines work. Hopefully that's not it, but these people are closer to the action. They're the ones standing on the deck, feeling the vibration in their shoes, looking into the client's eyes. Whatever it happens to be, they're closer to the problem. They know something you don't know, and your job at that point is to make it easy for them to tell you what that is. Whether they end up shutting down the machine or not, at the end of the day, they feel like you listened to them. Then, they're going to be more likely to share their thoughts, beliefs, and feelings in the future. Kruse: When something goes wrong in an organization, what do you think has gone wrong with leadership? Marquet: I think if you want a resilient system where errors don't get propagated through the system, you really need to create an environment where it's okay for people to tell you you're wrong.
Scoop.it!
Imagine you are a nuclear submarine captain that is about to take control of the Navy's best ships with the best crew. Shortly before taking command you are given new orders to take control of a different submarine with low company morale, high levels of disengagement, and a turnover rate [...]
Mickael Ruau's insight:
What you will learn in this episode
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Captain David Marquet imagines a work place where everyone engages and contributes their full intellectual capacity, a place where people are healthier and happier because they have more control over their work–a place where everyone is a leader.
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David Marquet, retired US Navy Captain and Expert on Leadership and Organizational Design, is the bestselling Author of Turn The Ship Around. David Marquet (MAR-KAY) was assigned to command the nuclear powered submarine USS Santa Fe, then ranked last in retention and operational standing. He “turned his ship around” by treating the crew as leaders, not followers, and giving control, not taking control. This revolutionary approach not only took the Santa Fe from “worst to first” in the rankings, but also created more subsequent leaders than any other submarine. Stephen R. Covey called the Santa Fe “the most empowering organization [he’d] ever seen” and wrote about Captain Marquet’s leadership practices in his book, The 8th Habit.
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David Marquet led a distinguished career in the United States' Submarine Force, culminating in command of the nuclear-powered fast-attack submarine USS Santa Fe. In command of Santa Fe, Captain Marquet completely turned around the submarine, which went from being "worst to first." Noted author Dr. Stephen Covey rode USS Santa Fe and discusses one of Captain Marquet's leadership practices in his book, The 8th Habit. He currently runs the leadership program he founded, "Turn this Ship Around!"
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Sommaire
Mickael Ruau's insight:
Il existe 5 leviers principaux, sur lesquels agir pour faire progresser la dynamique d’équipe :
Nous vous proposons ici une liste d’idées pour agir sur ces leviers, qui vous aidera aussi à rendre plus concret le contenu de chacun d’entre eux. Nous ne suggérons pas que vous devriez faire tout ce qui est écrit ci-dessous, mais plutôt utiliser cette énumération comme une source d’inspiration à relire de temps en temps, pour faire votre marché avec quelques idées qui vous mettront sur la piste d’autres idées encore…
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What happens when the leader is wrong in a top-down culture? Everyone goes over the cliff. I vowed henceforth never to give an order, any order. Instead, subordinates would say “I intend to….”
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Table of Contents
Mickael Ruau's insight:
The text presents the theory, concepts, and applications with particular emphasis on the impact that individuals and groups can have on organizational performance and culture. An array of recurring features engages students in entrepreneurial thinking, managing change, using tools/technology, and responsible management; furthermore, the unique chapter on Social Media and Communication contextualizes the importance and implications of various platforms and communications methods.
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Points Clés
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Turn the ship around is the book from captain David Market who implemented radical delegation when he took charge of the submarine Santa Fe. The summary of this approach called the Leader-Leader model aims at giving the control to the staff by building mastery, aka competence, and providing clarity, in other words purpose.
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This is a story that can change the way we think about leadership. This story of a United States Navy Captain David Marquet who transformed a dissatisfied submarine crew into a formidable and respected team gives us insights about how strong leadership can make a big difference to an "underperforming" team. Turning Around The USS
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face a une proposition, une réaction pourra être catégorisée en :
Seule l’objection est bloquante et doit être traitée. les concerns sont traités si on a le temps, et les opinions ne sont pas traitées, s’il y a eu une phase de réflexion (transparente) préalable.
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Should we be surprised when we treat leaders as followers and followers as leaders if you have different levels of engagement?
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From
www
Valuable leadership lessons can come from all sorts of interesting places, including a nuclear submarine!
Mickael Ruau's insight:
To create a cohesive environment with distributed decision-making that doesn't turn into chaos, Marquet highlights three important principles:
Marquet's model embraces differences of opinions and thoughts. After all, if everyone had the same opinion, all of the workers except one would be useless. In an organization that empowers workers through strong leadership and thought-provoking decision-making, everyone can come up with the solution they think is best.
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David Marquet - Retired US Navy Captain | Expert on Leadership and Innovation
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Guide pédagogique pour la sécurité des patients : édition multiprofessionnelle : Publié par l’Organisation mondiale de la santé en 2011 sous le titre Patient Safety Curriculum Guide Multi-professionnal, ce guide a été traduit en français par le Ministère des Affaires sociales, de la Santé et des Droits des femmes (Direction générale de l’offre de soins-DGOS) avec la supervision éditoriale par un comité scientifique comprenant des membres de la HAS.
Mickael Ruau's insight:
Cette formation contient des modules très documenté sur la dynamique d'équipe, le leadership et l'amélioration de la qualité.
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This video is used for presentation purposes only.
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Le leadership est une composante essentielle parmi les compétences du travail en équipe : les leaders impactent l’équipe non pas en leur donnant les solutions, mais plutôt en facilitant la résolution de problèmes grâce notamment à la motivation, au processus de coordination, etc.
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Despite those who dismissively think their organization is incapable, it’s been my experience that given the right environment and after removing the usual series of tedious bottlenecks, people will create great software. Then, innovation is easy: all you have to do is ask."
Mickael Ruau's insight:
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Table of Contents
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Table of Contents
Mickael Ruau's insight:
‘Visuals for influence: in project management and beyond’ is a practical guide with 24 visuals to download, adapt and deploy to engage your stakeholders. This practical guide will build your confidence and practical skills to quickly and effectively leverage the benefits of visuals to maximise your influence.
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4. Make the default answer useful. If a boss asks, “Do you get it?” the subordinate will want to immediately say, “Yes!” and appear competent. The problem is that this default answer is a hurdle when the answer is, “No.” An open-ended question, such as, “What am I missing?” creates space for clarification.
For more from David Marquet, you can find our video interview by clicking here to go to my YouTube channel.