Intent-Based Leadership Manifesto
We live by these principles:
We view people as our purpose, not as a means.
We commit to leading in a way that helps people think, not in a way that gets people to do.
We commit to creating environments where people can be great, just the way they are, instead of trying to “fix” people.
We focus on creating environments where people aspire to greatness and taking initiative, and by doing so not fixating on avoiding errors but on creating chances.
We recognize that we don’t see everything and commit to being curious about what others see and think.
We commit to leadership that creates additional leaders and reject the idea that leaders attract followers.
We commit to pushing authority to information, instead of pushing information to authority.
We understand that we will fail to live up to our commitment and appreciate our own fallibility, resolving to try again.
We will frequently evaluate what we do and how we do it. Anything not awesome will be improved.
We always will get better, never settling for becoming just good.
L. David Marquet
Expert on leadership, former submarine commander, Author of Turn the Ship Around!
David was a teenager when he first discovered his passion for leadership. He was spending the summer with his grandparents in Pittsburgh. One day, he wandered down the street to the local library. He discovered a series of books – History of United States Naval Operations in World War II by Samuel Eliot Morison.
He returned to the library each day until he had devoured each of the 15 volumes – more than 6,500 pages in total. David’s dream came alive; he wanted more than anything to one day captain a Navy vessel on which people thrived.
Embarking on the Journey
In 1981, David graduated top of his class from the U.S. Naval Academy – an institute renowned for developing “leaders to serve the nation.” Thereafter, he joined the submarine force.
Along his journey, one thing bothered him: the traditional leader-follower model. Used by the Navy and most companies around the world, the goal of leader-follower is to influence people to comply, not think. David experienced first-hand how this practice makes people feel marginalized. He knew in his gut that there had to be a better way.
He’d soon discover that to prove his theory he’d have to break some rules.
As engineer officer aboard the USS Will Rogers (SSBN-659), a nuclear powered ballistic missile submarine, David tried empowering his team. He provided broad guidance, giving the team intent rather than orders. It was … a disaster. His team made poor decisions that led to errors. He had to stop and revert to the traditional leader-follower method.
Ultimately, David was selected to captain the USS Olympia (SSN-717), a nuclear powered attack submarine. He studied for over a year to take command, understanding on a deep level every detail of how that submarine operated.
Unexpectedly, David was diverted to take command of the USS Santa Fe (SSN-763) when its captain quit. Santa Fe was the worst performing submarine in the fleet and a different type of submarine that he knew little about.
Less than a month later the Santa Fe was running a simple drill to simulate a fault with the reactor. In this scenario, propulsion is shifted from the main engines to a smaller, electric propulsion motor. The captain ordered, “ahead two-thirds.” The officer on deck repeated the order, “ahead two-thirds.”
Captain Marquet noticed the helmsman who was to execute the order looked unsettled. When asked what the problem was, the helmsman pointed out that there was no two-thirds in the L. David Marquet’s Story electric propulsion mode unlike all his previous submarines. When asked, the officer on deck said he repeated the command knowing it was wrong.
David realized that the leader-follower environment meant his crew would do anything he said— even if it was wrong. That could be catastrophic. He decided to try Intent-Based Leadership again.
Turning the Ship Around
Captain Marquet began treating his crew as leaders, not followers, and giving control, not taking control. It wasn’t long before operations took a dramatic turn. Santa Fe went from “worst to first,” achieving the highest retention and operational standings in the Navy.
When Stephen R. Covey spent time aboard the Santa Fe, he referred to it as the most empowering organization he’d ever seen. He wrote about Captain Marquet’s leadership practices in his book, The 8th Habit.
After Captain Marquet’s departure from the USS Santa Fe, it continued to win awards and promote more officers and enlisted men to positions of increased responsibility than any other submarine – including ten subsequent submarine captains.
A Time for Change
Captain Marquet retired from the Navy in 2009 and is now the author of Turn the Ship Around! A True Story of Turning Followers Into Leaders. Fortune magazine called the book the “best how-to manual anywhere for managers on delegating, training, and driving flawless execution”. Captain Marquet’s Intent-Based Leadership model is turning around all types of organizations – from big manufacturers to start-ups and sport teams to government.
David Marquet helps leaders build environments where people contribute and feel valued -where everyone is a leader
David has written two books and one workbook. You can buy them at their website store: http://davidmarquet-com.3dcartstores.com/ or where you normally buy books. You will find the ISBN numbers beneath the books. We recommend that you start with the book Turn the ship around!
Turn the Ship Around!
Turn the Ship Around! Workbook
Leadership Is Language
We know a place where you can find over 300 leadership nudges!
IBL International has over the years created a lot of Leadership nudges®.
They give both insight and inspiration.
You can find them on their webpage: Leadership Nudge Archives – Intent Based Leadership
How the partnership began
After I’d seen the YouTube clip about Turn the ship around I bought and read the book.
The book was really inspiring and I could really relate to the leadership style described in the book.
After a while I wrote an email to David and his team, asking if they had any training program that I could attend. I was very surprised when the answer was an Intake Document for Potential Partners!
So I pitched the idea to our owner and CEO and he got hooked on the idea as well. We started to fill in the forms, send them back to the US, got an agreement in return and started discussion on how we would like to implement the concept.
I´m a big fan of the USA and often travel there for vacation so I had a scheduled vacation in Florida during Christmas. Since we never met any of the persons except via Zoom I asked if I could visit them in their office. The answer was – of course!
So one of the days on my vacation I drove across Florida and met with almost the whole team. I got to present our Company and what our intentions was. I have to confess that I got a little star struck when I met David in person. And as icing on a cake the same day I was there Davids new book: Leadership is language had arrived from the printers. And David gave me a signed copy. This copy is actually the first one outside precopys for internal use. Quiet proud of that book. (Have bougth a second copy so that I don’t use the signed one).
Then in February 2020 Peter Russian came over and had a three day training with us about the concept. And now we have developed our knowledge into a three day open program in both Swedish and English!
Jesper Andersson Project Manager of IBL at Consentio Ledarskap
L. David Marquet and Jesper Andersson
Part of a Global Network
As a partner to IBL International we are part of a global network. Please contact us if you need help in other places than Sweden.