What is *Turn the Ship Around!* by L. David Marquet about?

*Turn the Ship Around!* chronicles Captain David Marquet’s transformation of the USS Santa Fe submarine from the Navy’s worst-performing vessel to its best using a "leader-leader" model. This approach replaces hierarchical control with empowerment, enabling teams to take ownership, make decisions, and excel through competence and clarity. The book blends firsthand naval experiences with actionable strategies for fostering leadership at all organizational levels.

Who should read *Turn the Ship Around!*?

This book is ideal for leaders, managers, and entrepreneurs seeking to decentralize decision-making and build resilient teams. It’s particularly valuable for those in hierarchical organizations (e.g., corporate, military, or nonprofits) aiming to boost innovation, retention, and accountability by shifting from a top-down "leader-follower" structure to collective leadership.

Is *Turn the Ship Around!* worth reading?

Yes, *Turn the Ship Around!* offers a proven blueprint for organizational change, backed by real-world results. Marquet’s leader-leader model has been adopted globally across industries, making it a practical guide for fostering autonomy, reducing errors, and improving performance. The engaging storytelling and actionable frameworks ensure relevance for both new and experienced leaders.

What is the “leader-leader” model in *Turn the Ship Around!*?

The leader-leader model empowers individuals at all levels to lead by granting authority, encouraging proactive problem-solving, and prioritizing competence over compliance. Unlike the traditional leader-follower approach, it focuses on distributing control, fostering clarity of intent, and building technical mastery to create self-reliant teams capable of thriving without micromanagement.

How did L. David Marquet turn the USS Santa Fe around?

Marquet transformed the USS Santa Fe by replacing orders with intent-based leadership. He trained crews to articulate plans with “I intend to…” statements, delegated decision-making, and prioritized technical competence. This shift led to improved operational performance, higher retention rates, and a legacy of promoted crew members, including nine future submarine captains.

What are the key leadership principles in *Turn the Ship Around!*?

- **Give control, create leaders**: Delegate authority to build ownership. - **Clarity over certainty**: Communicate goals clearly, not instructions. - **Embrace learning**: Encourage mistakes as growth opportunities. - **Certify competence**: Ensure teams have the skills to act autonomously.

What critiques exist about *Turn the Ship Around!*?

Some argue the leader-leader model may struggle in rigid, risk-averse environments where accountability structures are weak. Critics also note the Navy’s unique context (e.g., life-and-death consequences) might limit direct applicability to corporate settings without significant cultural adaptation.

How does *Turn the Ship Around!* compare to *Extreme Ownership*?

While both books emphasize accountability, *Extreme Ownership* (by Jocko Willink) focuses on top-down responsibility, whereas *Turn the Ship Around!* advocates decentralizing leadership. Marquet’s approach prioritizes empowering teams, while Willink stresses leaders bearing ultimate responsibility for outcomes.

最軽量のマネジメント

L・デイビッド・マルケ

4.23(20516 Reviews)

『最軽量のマネジメント』の概要

失敗続きの原子力潜水艦はいかにして海軍最高の艦へと変貌を遂げたのか。デイビッド・マルケ氏の革命的な「リーダー・リーダー」モデルは、全員にリーダーシップを持たせることで組織を根底から変革します。トップエグゼクティブから支持され、バンク・オブ・アメリカも採用した本書の「私は〜するつもりです（I intend to）」というテクニックは、世界中でリーダーシップ革命を巻き起こしました。

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第1章

From Worst to First: Transforming Leadership through Trust and Empowerment

In 1999, a nuclear submarine with the worst performance metrics in the fleet underwent a radical leadership transformation. Within a year, USS Santa Fe rose from the bottom to the top of the Navy's rankings. The secret? Commander L. David Marquet rejected the traditional leader-follower model in favor of what he called "leader-leader" - a revolutionary approach that distributed decision-making authority throughout the crew. This wasn't just another management fad; it created enduring excellence that continued long after Marquet departed. The book became a Wall Street Journal bestseller and one of Stephen R. Covey's favorite leadership texts. Covey himself visited Santa Fe and declared it "the most empowered organization I've ever seen." The principles have since been adopted by organizations ranging from Fortune 500 companies to hospitals, with leaders like Simon Sinek championing its message of distributed authority and shared responsibility.

第2章

Breaking Free from Leader-Follower Chains

The traditional leadership model taught at institutions like the Naval Academy defines leadership as directing others' thoughts and actions to command obedience. This leader-follower structure divides people into two groups and has dominated Western leadership for centuries. While effective for physical work like building pyramids or running factories, it's poorly suited for today's cognitive work environment. People treated as followers operate at reduced capacity, underutilizing their imagination and initiative. This might be acceptable when rowing a galley but proves disastrous for operating a nuclear submarine. The fundamental problem with empowerment programs is that their method contradicts their message: "I empower you" fundamentally disempowers. Marquet's journey to this realization began with failure. As engineer officer aboard USS Will Rogers in 1989, he attempted to implement a more empowering leadership approach against the Navy's top-down culture. The results were disastrous - work errors, missed deadlines, and ultimately the discovery of improperly installed nuts on a critical seawater heat exchanger that could have caused catastrophic failure. After this incident, Marquet abandoned his empowerment approach, reverting to micromanagement where all decisions required his approval. This painful experience opened him to questioning everything he'd been taught about leadership. He identified three troubling contradictions: First, empowerment programs seemed unnecessary since humans are naturally empowered until actively disempowered. Second, the way he was instructed to manage others contradicted how he himself wanted to be managed. Third, organizational performance was tightly coupled to the technical competence of the leader, creating vulnerability when leadership changed. When unexpectedly assigned to command USS Santa Fe instead of the submarine he'd spent a year preparing for, Marquet faced a crisis. His technical expertise - the foundation of his planned leadership approach - was now for the wrong submarine. This limitation became a blessing in disguise, forcing him to rely on his crew's knowledge rather than micromanaging based on his own expertise.

聴きながら、すべての言葉を目で追えます

『最軽量のマネジメント』の一語一語が音声に合わせてリアルタイムでハイライトされ、自然に読み進められます。

第3章

The Santa Fe Transformation: Control, Competence, Clarity

Aboard Santa Fe, Marquet encountered a deeply troubled vessel. The submarine had the worst retention rate in the fleet, with only 3% of crew members choosing to reenlist - a stark indicator of the pervasive demoralization. When he asked a first class petty officer what he did on board, the cynical reply stunned him: "Whatever they tell me to do." This response encapsulated the passive, disengaged follower mentality that had infected every level of the ship's operations. Marquet's transformation strategy rested on three interconnected pillars: control, competence, and clarity. Rather than maintaining the traditional submarine hierarchy where information flowed upward and orders cascaded down, he systematically pushed decision-making authority to where the information naturally resided - with the operators and technicians doing the actual work. This required simultaneous progress across all three areas, as each reinforced the others. For control, Marquet implemented several revolutionary mechanisms. The first was identifying and rewriting what he called the "genetic code" of control embedded in the ship's procedures and culture. When chiefs voiced frustration about their inability to truly run their divisions, Marquet made a deceptively simple but profound change: he made the Chief of the Boat (COB) the final signature authority for enlisted leave requests, eliminating the requirement for three officer signatures. This one-word modification in regulations - replacing "XO" with "COB" - fundamentally shifted power dynamics, putting chiefs in genuine control of managing their personnel's leave, watch schedules, qualification processes, and training programs. The introduction of "I intend to..." language proved to be the most transformative mechanism. Instead of seeking permission for every action, officers would state their intentions, to which Marquet would typically respond with a simple "Very well." This linguistic shift forced officers to think and operate at the next level of leadership - Officers of the Deck began thinking like captains, department heads like commanding officers. The result was dramatic: rather than one captain giving orders to 134 passive followers, Santa Fe developed 135 proactive, thinking leaders at every level. Marquet implemented additional control mechanisms that reinforced this cultural transformation. He deliberately resisted the urge to provide immediate solutions, even when he knew the answers, forcing his crew to develop their own problem-solving capabilities. He eliminated cumbersome top-down monitoring systems, including the notorious "tickler" system for tracking message responses that created more bureaucracy than value. He encouraged all crew members to think aloud during operations, sharing their uncertainties and reasoning to build shared understanding and context. Perhaps most notably, he transformed the crew's relationship with inspectors from one of fear to one of engagement, viewing inspections as opportunities for improvement rather than threats to be managed. These changes began producing measurable results within months, as crew members at all levels started taking genuine ownership of their responsibilities and thinking independently about how to improve ship operations. The transformation would eventually lead Santa Fe from worst to first in most performance metrics across the submarine fleet.

第4章

Building Competence: From Following Orders to Making Decisions

As authority was delegated downward, technical knowledge became increasingly crucial for effective leadership at all levels. In a traditional top-down structure where sailors merely followed orders, deep understanding wasn't essential. However, when empowered to make decisions, intimate technical knowledge became absolutely vital. The stark reality emerged: attempting to exercise control without proper competence inevitably leads to chaos and potential disaster. This critical lesson crystallized after a serious incident in the torpedo room where improper valve operation caused significant equipment malfunction. During the subsequent investigation, Marquet discovered troubling gaps in knowledge - crew members couldn't provide clear answers about basic systems, and understanding of fundamental procedures was alarmingly superficial. This mirrored his earlier failure on the USS Will Rogers, where he had pushed for delegated authority without first ensuring adequate technical competence among the crew. The Santa Fe crew responded by adopting a powerful yet simple creed centered on two words: "We learn." This wasn't just a slogan - it became their daily operational philosophy. Rather than viewing training as a passive requirement to check boxes, they transformed every task into an active learning opportunity. The submarine effectively became a "learning and competence factory" where each sailor simultaneously served as both student and teacher, product and producer of knowledge. One of their most effective competence-building mechanisms was "take deliberate action" - a structured approach to task execution. Before any operational action, sailors would pause, clearly verbalize their intended action, physically gesture toward the relevant equipment or control, and then execute only after a purposeful pause. This wasn't mere ceremony; it created a crucial cognitive break that allowed operators to catch potential errors before they occurred. The effectiveness of this approach was later validated when an inspector observed: "Your guys tried to make the same number of mistakes as everyone else. But the mistakes never happened because of deliberate action." The team also revolutionized their approach to operational readiness by replacing traditional passive briefings with active certifications. Standard briefings had allowed crew members to simply show up and zone out, without meaningful engagement or preparation. In contrast, certifications became dynamic sessions where the person in charge actively verified readiness through targeted questioning. These leaders had both the responsibility and authority to postpone operations if the team demonstrated insufficient preparation. This fundamental shift forced crew members to study independently, truly understand their systems, and take genuine ownership of their responsibilities. The transformation extended to daily operations, where technical discussions became more detailed and nuanced. Senior crew members were expected to mentor junior sailors not just in procedures, but in the underlying principles and engineering concepts. This created a culture where asking questions was encouraged and continuous learning was viewed as a mark of professionalism rather than a sign of weakness.

『最軽量のマネジメント』をもっと深く楽しむ

毎日の新しい気づきを10万件以上のレッスンから
言葉をハイライトして音声と同期
ライブラリを保存して、どの端末からでも利用

第5章

Creating Clarity: Shared Purpose and Vision

The final pillar of Marquet's transformation was clarity - ensuring everyone throughout the organization understood what the organization was about. This became increasingly important as decision-making authority moved down the chain. Rather than focusing on avoiding errors, Santa Fe shifted to achieving excellence. The traditional approach of tracking errors created a culture where avoiding mistakes became the prime focus, making the crew gun-shy. Success became merely the absence of failure, and as the crew joked, "Your reward is no punishment." To build trust and care for his people, Marquet took concrete actions. When his engineer's wife was due to deliver their baby, he arranged for him to return home despite the unusual timing, explaining to their commander that their leader-leader structure had developed enough talent to handle his absence. The crew trusted him because they knew he was genuinely working for their benefit. The submarine's rich legacy provided inspiration. While transiting the South China Sea, Lieutenant Dave Adams announced: "Attention to port. We are now passing the approximate location of where the USS Grayling was sunk in September 1943." This powerful moment connected them to the submarine force's history. They adopted several practices to strengthen this connection - posting notes in the Plan of the Day, reading Medal of Honor citations when qualifying new submariners, making announcements when passing sunken submarines, and visiting submarine museums. The Santa Fe developed guiding principles that served as practical decision-making tools rather than wall decorations. These included initiative, innovation, intimate technical knowledge, courage, commitment, continuous improvement, integrity, empowerment, teamwork, openness, timeliness, and leadership at every level. To make these meaningful, they incorporated them into awards and evaluations, describing behaviors using the language of these principles.

第6章

Immediate Results and Enduring Impact

The results of Santa Fe's transformation were nothing short of remarkable. Within just twelve months, the submarine achieved an unprecedented turnaround in performance metrics. Enlisted reenlistments soared from a mere 3 to 36 sailors, representing a twelve-fold increase. Officer retention, which had bottomed out at 0%, reached a perfect 100%. The submarine's tactical effectiveness, previously rated below average, climbed to excellent across all measured parameters. This dramatic improvement earned Santa Fe the prestigious Arleigh Burke Fleet Trophy, awarded annually to the single unit demonstrating the greatest improvement in battle efficiency across the entire fleet. The endurance of these changes proved even more impressive than their initial impact. In the years following Marquet's departure, Santa Fe maintained its excellence, establishing new benchmarks for submarine performance. The vessel won the award for best chiefs' quarters for seven consecutive years - an unprecedented achievement in submarine force history. The Battle "E" award for most combat-effective submarine, which Santa Fe had never won in the previous decade, was secured three additional times in the following ten years, demonstrating sustained operational excellence. The leader-leader structure created a remarkable leadership pipeline that transformed careers throughout the ranks. Both executive officers who served under Marquet went on to command their own submarines and achieved the rank of captain. All three department heads who were eligible for command positions became executive officers and eventually submarine commanders. The impact extended deep into the enlisted ranks, where numerous sailors advanced to senior positions such as chief of the boat. Many others pursued advanced degrees in engineering and business administration, taking their leadership skills into the corporate world. A particularly telling demonstration of the approach's effectiveness occurred during a high-stakes simulated jam dive drill. As the submarine pitched downward at high speed toward the ocean floor, the crew's response illustrated the power of empowered decision-making. Without waiting for explicit orders, crew members initiated multiple critical actions simultaneously: engaging all back emergency propulsion, applying full rise on bow planes, and emergency blowing of forward ballast tanks. In a subtle but significant moment, the chief of the watch positioned his hand near the forward vent switch, using non-verbal communication to signal readiness to the officer of the deck, who then confirmed the correct sequence of actions. This practice of "anticipatory deliberate action" became a hallmark of Santa Fe's operations, allowing complex coordinated responses without the need for excessive verbal communication during high-pressure situations. This technique proved especially valuable in emergency scenarios where clear, quick action was essential but verbal orders might have added confusion or delay.

聴きながら、すべての言葉を目で追えます

『最軽量のマネジメント』の一語一語が音声に合わせてリアルタイムでハイライトされ、自然に読み進められます。

第7章

Beyond Empowerment to Emancipation

Marquet ultimately concluded that empowerment alone is insufficient for true leadership transformation. While necessary to counteract the disempowerment of traditional top-down structures, it has two fundamental limitations: it's incomplete without competence and clarity, and it still operates within a leader-follower paradigm where the leader "grants" power to followers. This traditional empowerment model creates a subtle dependency, as people wait for permission or authority to be bestowed upon them rather than recognizing their inherent capability to act. What organizations truly need is emancipation - recognizing the inherent genius, energy, and creativity in all people. Unlike empowerment, emancipation acknowledges that leaders don't bestow talents on others but merely remove barriers preventing their natural expression. A truly emancipated team no longer needs empowerment because they don't rely on leaders as their source of power. This shift fundamentally changes how people view their role and responsibilities, moving from asking "What should I do?" to declaring "This is what I see needs to be done." The power of emancipation was dramatically demonstrated during Santa Fe's second deployment in the Strait of Hormuz. A small hydraulic oil leak threatened to cut their mission short - a situation that would typically force a return to port and mission abandonment. Ensign Armando Aviles, a new Naval Academy graduate unconstrained by traditional thinking, spotted a Navy fast-resupply ship and suggested asking them for oil - an unprecedented move that typically required formal requests 36 hours in advance. His willingness to challenge conventional procedures exemplified the mindset shift from waiting for orders to taking initiative. The crew's response illustrated the full potential of emancipated thinking. Within minutes, the deck was alive with coordinated action, with crew members at all levels initiating necessary steps through "I intend to" statements: retrieving transfer equipment, preparing to surface, mustering boat handling parties, gathering outgoing mail, and preparing for oil transfer. Each team member understood not just their task but the broader mission context, allowing them to make informed decisions without constant supervision. This spontaneous, complex operation demonstrated the power of the leader-leader approach in ways that exceeded Marquet's expectations. There was no way he could have directed each piece individually - the operation required dozens of synchronized decisions and actions happening simultaneously. The crew's autonomous response, built on technical competence and organizational clarity, allowed them to continue their mission rather than limping into port. This incident became a defining example of how emancipated teams can respond to challenges with greater speed, creativity, and effectiveness than traditionally managed ones. The success of this operation validated Marquet's belief that true organizational excellence comes not from empowerment granted from above, but from unleashing the natural initiative, intelligence, and capability already present in every team member. When people are truly emancipated, they don't wait for permission to solve problems or improve processes - they simply act with the organization's best interests in mind.

第8章

The Legacy: Leadership at Every Level

The leader-leader model consistently produces three transformative outcomes that traditional leadership approaches struggle to achieve: exceptional top performance, sustained excellence over time, and the systematic development of new leaders throughout the organization. The success of this model on a nuclear submarine - arguably one of the most technically complex and high-stakes environments imaginable - demonstrates its potential effectiveness in any organizational context. The practices pioneered aboard the USS Santa Fe have created lasting ripples throughout the U.S. Navy's submarine force. "Deliberate action," which involves physically pointing at instruments while verbalizing actions, has been formalized as "point and shoot" in nuclear power training programs. The "I intend to..." protocol has been widely adopted as a standard communication practice, fundamentally changing how orders are given and received. The principle of "Don't brief, certify" has influenced military language and culture, though its full implementation remains a work in progress in some areas. At its foundation, the leader-leader model revolves around a radical redistribution of control and decision-making authority. Employees are given genuine control over their work domains, supported by two essential pillars: technical competence and crystal-clear organizational clarity. This approach often stands in direct opposition to conventional leadership wisdom in several key ways: it favors distributed leadership over centralized control, emphasizes giving control rather than maintaining it, minimizes direct orders, encourages questioning and dialogue even when orders are necessary, requires certification of understanding rather than passive briefings, transforms formal meetings into interactive conversations, prioritizes human development over technological solutions, and demands long-term thinking over quick fixes. Organizations seeking to implement the leader-leader model must follow a systematic approach. First, they must precisely identify where excellence is created within their operations. Then, they must carefully map out what specific decisions frontline employees need to make to achieve and maintain that excellence. Finally, they must ensure these employees possess four critical elements: detailed technical knowledge of their domain, clear understanding of organizational goals and context, genuine authority to make decisions, and explicit responsibility for outcomes. The most challenging aspect of this transformation lies in self-control - specifically, leaders must consistently resist the deeply ingrained impulse to take control and cultivate followers. This requires constant vigilance and often goes against years of conditioning and traditional management training. As Marquet emphasizes, the real question isn't about readiness to begin this transformation - it's about having the determination and commitment to sustain the long-term thinking and consistent behavior required to truly unleash the intellectual and creative potential within your organization. The model's success extends beyond military applications, with numerous civilian organizations adopting these principles to transform their cultures and achieve breakthrough performance. From healthcare systems to manufacturing facilities, organizations that have embraced leader-leader principles have reported increased engagement, improved decision-making at all levels, and stronger overall performance metrics.

『最軽量のマネジメント』をもっと深く楽しむ

毎日の新しい気づきを10万件以上のレッスンから
言葉をハイライトして音声と同期
ライブラリを保存して、どの端末からでも利用

第9章

Leadership Mechanisms for Organizational Transformation

The beauty of Marquet's approach lies in its practicality. Rather than abstract leadership philosophy, he developed concrete mechanisms that any organization can adapt, tested and proven in high-stakes environments: For control: Organizations must systematically identify and rewrite the genetic code of control embedded in policies, procedures, and daily practices. This means examining everything from approval processes to communication protocols. Rather than waiting for mindsets to evolve naturally, leaders should institute new practices that force different behaviors. The "I intend to..." language protocol, for instance, requires team members to state their intentions rather than ask for permission, immediately shifting responsibility and decision-making authority. Leaders must actively resist their natural tendency to provide solutions, even when they know the answer, as this builds dependency and undermines growth. Traditional top-down monitoring systems, like excessive reporting requirements or micromanagement practices, should be eliminated in favor of peer accountability systems. Organizations should normalize thinking aloud during decision-making processes, sharing uncertainties and context that build collective understanding. External evaluations and inspections should be reframed as valuable learning opportunities rather than threats. For competence: Organizations must systematically address potential errors at the human-machine interface through robust training and system design. This includes creating detailed checklists, implementing redundancy where critical, and ensuring clear communication protocols. Learning should become embedded in daily operations through regular skill-building sessions, knowledge-sharing forums, and practical exercises. Instead of passive briefings, implement certification processes that require demonstrated mastery of critical skills and knowledge. Change initiatives require persistent, consistent communication through multiple channels - from formal presentations to informal conversations, written materials, and practical demonstrations. When assigning tasks, leaders should specify desired outcomes while leaving methods flexible, allowing teams to leverage their expertise and creativity in execution. For clarity: Excellence should be the standard, not merely the absence of errors. This requires setting ambitious goals and celebrating progress toward them. Leaders must demonstrate genuine care for their people through actions - investing in their development, considering their well-being in decisions, and supporting their career growth. Organizations should actively connect current work to their historical legacy and future vision, helping people understand their role in a larger purpose. Guiding principles should be specific enough to inform daily decisions, not just wall decorations. Recognition for desired behaviors should be immediate and specific, reinforcing the connection between actions and outcomes. Long-term planning and mentoring programs should focus on developing future leaders at all levels. Organizations should actively encourage questioning and challenge conventional wisdom, building resilience through diverse perspectives and critical thinking. These mechanisms transformed a nuclear submarine from worst to first, demonstrating their power in even the most hierarchical environments. The journey to leader-leader requires courage to challenge deeply ingrained leadership assumptions, patience to consistently reinforce new behaviors despite setbacks, and unwavering faith in people's inherent capacity for leadership at every level. Success comes through systematic application of these mechanisms, not through sporadic or partial implementation.

★★★★★

『最軽量のマネジメント』を最後まで読み終えました

100万人以上の学習者に愛用されています

“23日間、毎日使い続けています。今では日課の一部です。”

jayallen

『最軽量のマネジメント』の主要テーマ

distributed authority
intent-based leadership
decentralized decision making
organizational empowerment
leader-leader model

『最軽量のマネジメント』の名言

"Whatever they tell me to do."
"I empower you" fundamentally disempowers.
Humans are naturally empowered until actively disempowered.
We learn.
The fundamental problem with empowerment programs is that their method contradicts their message

『最軽量のマネジメント』の登場人物

L. David MarquetCommander of USS Santa Fe and author
Stephen R. CoveyLeadership expert who studied the Santa Fe

著者について

L. David Marquetは、ベストセラー『Turn the Ship Around!（邦題：最後の一人までがリーダー）』の著者であり、革新的なリーダーシップへのアプローチで知られるアメリカ海軍の退役大佐です。彼は従来のリーダーシップモデルを再定義し、新世代のリーダーたちにインスピレーションを与えてきました。

ビジネスとリーダーシップの両分野において金字塔とされる彼の代表作は、原子力潜水艦サンタフェの艦長としての経験に基づいています。彼の指導の下、同艦は海軍で最も成果の上がらない部隊から、最も多くの表彰を受ける部隊へと変貌を遂げました。この驚異的な立て直しは、権限を分散させ、乗組員一人ひとりに当事者意識を育むことによって達成されました。

コロンビア大学の講師を務め、元潜水艦隊司令官でもあるMarquetは、その教えに豊富な知識をもたらしています。チームのエンパワーメントに関する彼の洞察は、28年にわたる輝かしい軍歴、エンジニアリング・マネジメントと国際関係の修士号、そしてレジオン・オブ・メリット（功労勲章）の受章に裏打ちされています。次作『Leadership is Language』では、組織の変革を促進するためのコミュニケーション戦略についてさらに深く掘り下げています。

Marquetの影響力は文学の世界にとどまりません。彼のコンセプトはスティーブン・コヴィーの『第8の習慣』でも紹介され、『フォーチュン』誌は『Turn the Ship Around!』をビジネスパーソンが読むべき必読書第1位に選出しました。彼のリーダーシップ・フレームワークは現在、フォーチュン500企業や主要なテクノロジー企業、世界中の教育機関で導入されています。15か国語に翻訳された『Turn the Ship Around!』は、軍隊の精密さと現代の職場環境の複雑さを融合させた名著として、リーダーシップの分野で不動の地位を築いています。

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@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

BeFreedがウェブ上でどのように話題になっているかをもっと見る

コロンビア大学卒業生がサンフランシスコで開発

LOVED BY

1,000,000+ curious minds.

4.7

avg rating

1M+ learners

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

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@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

BeFreedがウェブ上でどのように話題になっているかをもっと見る

今すぐ学習の旅を始めよう

第9章

最軽量のマネジメント

概要『最軽量のマネジメント』の概要

1冊の本。さまざまな聴き方。

From Worst to First: Transforming Leadership through Trust and Empowerment

Breaking Free from Leader-Follower Chains

聴きながら、すべての言葉を目で追えます

The Santa Fe Transformation: Control, Competence, Clarity

Building Competence: From Following Orders to Making Decisions

『最軽量のマネジメント』をもっと深く楽しむ

Creating Clarity: Shared Purpose and Vision

Immediate Results and Enduring Impact

聴きながら、すべての言葉を目で追えます

Beyond Empowerment to Emancipation

The Legacy: Leadership at Every Level

『最軽量のマネジメント』をもっと深く楽しむ

Leadership Mechanisms for Organizational Transformation

『最軽量のマネジメント』を最後まで読み終えました

『最軽量のマネジメント』の主要テーマ

『最軽量のマネジメント』の名言

『最軽量のマネジメント』の登場人物

著者について

最軽量のマネジメントの要約をダウンロード

他のユーザーのお気に入り

この本に関するよくある質問

What is Turn the Ship Around! by L. David Marquet about?

Who should read Turn the Ship Around!?

Is Turn the Ship Around! worth reading?

What is the “leader-leader” model in Turn the Ship Around!?

もっと見る

1,000,000+ curious minds.

1,000,000+ curious minds.

1冊の本。さまざまな聴き方。

From Worst to First: Transforming Leadership through Trust and Empowerment

Breaking Free from Leader-Follower Chains

聴きながら、すべての言葉を目で追えます

The Santa Fe Transformation: Control, Competence, Clarity

Building Competence: From Following Orders to Making Decisions

『最軽量のマネジメント』をもっと深く楽しむ

Creating Clarity: Shared Purpose and Vision

Immediate Results and Enduring Impact

聴きながら、すべての言葉を目で追えます

Beyond Empowerment to Emancipation

The Legacy: Leadership at Every Level

『最軽量のマネジメント』をもっと深く楽しむ

Leadership Mechanisms for Organizational Transformation

『最軽量のマネジメント』を最後まで読み終えました

他のユーザーのお気に入り

もっと見る

『最軽量のマネジメント』の概要