How to Turn Passive Followers Into Active Leaders
You aren’t worthy of leadership if fear of giving control controls you.
Successful leaders move away from “permission mode.”
Permission:
Don’t you hate it when someone asks permission to do something?
Real leaders give authority not permission.
Stop controlling, outdoing, and limiting. Release by giving control, developing competence, and providing clarity of purpose.
Command and control systems create followers.
Capt. L. David Marquet, former commander of the nuclear-powered attack submarine USS Santa Fe, embraces a leader-leader model and rejects a leader-follower model. In other words, his goal is turning passive followers into active leaders.
Permission or intention:
“Use ‘I intend to …’ to turn passive followers into active leaders.” David Marquet
Followers ask permission.
- Request permission to…
- I would like to…
- What should I do about…
- Do you think we should…
- Could we…
Leaders have intentions.
- I intend to…
- I plan on…
- I will…
- I’m moving forward…
- Our next steps include…
Followers ask permission. Leaders have intention.
First time:
Marquet explained that his first encounter with, “I intend to…” was pivotal in his leadership journey. As the Officer On Deck, he asked his Captain for permission. The Captain chided, “Just tell me what you are going to do.”
Marquet says, “I started saying, ‘I intend to…’
In his own words (1:12):
Intention on a nuclear-powered attack submarine:
“Captain, I intend to submerge the ship. We are in water we own, water depth has been checked and is four hundred feet, all men are below, the ship is rigged for dive, and I’ve certified my watch team.”
“Very well.” (Turn the Ship Around, pg. 82.)
Next time:
The next time someone asks, “Is it alright if I …” say, “Tell me what you intend to do.”
Ask, “What do I need to know?” Then, if appropriate, sign off.
How can you minimize permission-giving and maximize intention-making in your organization?
***
This post is based on my interview with Capt. L. David Marquet and his book, Turn the Ship Around. (Recommended reading)
Added resource: Turn Your Ship Around: A workbook for Implementing Intent-Based Leadership in Your Organization
Twitter: @ldavidmarquet
Do you think non-leaders have intentions while leaders have direction? I heard a good quote that said “direction, not intention, determines destination”.
I know of someone that has been working on adopting leadership traits and only operates on intention. The hesitate to act on their intentions. Just curious of your thoughts. Love your posts!
Bradley D. Smith Sent from my iPhone Be>Yesterday
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But, intentions need to be followed up by meaningful action
Hi Rajiv;
I most definitely agree. When problems arise that need addressed, talk to those with direct involvement and insight, analyze the issue’s, establish a plan, then PUT THE PLAN INTO ACTION…
Thanks
SGT Steve
I think by applying this to myself too and my leaders. See how this works out and apply in with my own team members. Practice is practice.
I like this a lot as I recognize myself doing the opposite often so this a good comment and post for me.
Furthermore I think by building leader-leader relationships you remove space among people and create an open environment to discuss many things and be critical.
Thanks.
Excellent Post Dan, thank you…I will read the book!
Pepper the team copiously with empowerment and you teach the skill of ‘ownership’. If you own that home, you are going to take care of it; if you own that car, you are going to take care of it…if you own that career/profession/occupation…you are going to take care of it.
KAPOW Melanie! Well stated I’m on board with Melanie.
To attract and maintain great people clearly requires reliquishing control as you so beautifully point out. But underlying the leader-leader relationship has to be a willingness on the part of leadership to relinquish not just responsibility but authority. Unless I see that someone is about to bring down the organization I let leaders lead. . .
Thanks, Dan. This is a great example of the intricate relationship so many leaders fail to understand. A responsibility to decide and act (in this case, navigate the Sub) may be delegated, but accountabilty may not be fully delegated, only shared. The Captain (CEO) is ultimately accountable for the safety and mission of the ship (business). Intentions and acknowledgements (“Very well”) are fast, effective ways to get the job done (and build more capable leaders).
The respect and discipline of the military is a beautiful thing: Everything and everyone depends on everything and everyone. In the military a directive suggested is one abided.
In civilian leadership we still grapple with this paradox: If only respect, honor and obedience were the RULE, there would be no need for LAW…(or enforcement).
Perhaps the difference and answer is in the words respect and discipline: Both leaders and staff must be able to handle their own freedom and empowerment of responsibility and authority.
Good morning Dan;
Good one today my friend. Your advice and direction is spot on. I have however found that when lower level leaders or subordinates work under a ‘Power driven authority figure’ I believe it’s imperative that you tone your assertiveness down a bit. I think like you do Dan, once trust and integrity are established leaders need to back off and let their people go. Yes, there will be the occasional mistake, but that’s how we ALL learn. As the saying goes, “Sometimes you win, sometimes you learn”! Every organization ‘needs’ Go-Getter’s, without em, your average at best. To the Go-Getter’s out there,get to know your Superior’s well before you “unleash the Kraten”. So if your a go-getter remember, if your Superior is an Authority/Power driven leader, chances are good, they DO NOT always appreciate your unbridled enthusiasm. Thier fear is this, they believe THEIR authority & power is diminished when they give it away.
TONE IT DOWN A BIT…
Cheers Dan
SGT Steve
Nice post, Dan. I have always noticed that organizations tend to have two types of followers. Level I are those whom I would call “Armor Bearers.” They have your back, but they are completely capable of stepping up into the gap. On the other hand, Level II followers are more like “Lemmings,” and on the best of days for some they don’t appear to know where they are, how they got there, or where they are going, and if they happen to be promoted, they create more of the same, http://wp.me/p2k440-fy. I like the leader-leader terminology as its clear intent is to develop Armor Bearers.
Oops, sorry: http://wp.me/p2k440-fY
Great 10 min video on this…https://www.youtube.com/watch?v=OqmdLcyES_Q
One of my favorite posts from Leadership Freak. Thank you very much for this, Dan.
I definitely agree with you that a good leader needs authority instead of permission. It is better for a leader to be charismatic which makes others willing to follow and to be influenced. In this sense, it is more likely to avoid conflicts and rebellion.
I’ll add that besides intentions, leaders have action.
Leaders LEAD because they DO.
I once had a leader tell me that,
“Was going to”, never actually “did anything useful.”
At the time, it was an unappreciated but needed kick in the tail. 🙂
I have never forgotten that quote.
Those I have opportunity to lead, don’t get to forget it.
🙂