“Whatever They Tell Me to Do!”

Observations and Interactions on USS Santa Fe

During a quiet day at Pearl Harbor, David Marquet reflects on the prevailing leader-follower dynamic aboard the USS Santa Fe. His exploration of the ship leads to a startling conversation with a first class petty officer who expresses his role as simply doing "whatever they tell me to do," underscoring his dissatisfaction and sense of powerlessness within the strict hierarchical structure.

Rigid Hierarchies and Leadership Limitations

Marquet identifies a deep-seated issue where most crew members do not engage their full potential, effectively leaving only the top officers actively making decisions. This systemic flaw significantly limits the ship’s operational effectiveness by underutilizing the intellectual and observational capacities of the majority of the crew.

Everyday Reinforcement of Leader-Follower Model

Examples of the entrenched leader-follower model are evident in routine operations and interactions, including the structured end-of-day checkouts with the Executive Officer (XO) and the manner in which department heads manage their responsibilities. These routines highlight a disturbing norm where responsibility and autonomy are concentrated at the top, while passivity and lack of initiative permeate the rest of the crew.

Proposed Shift to Empower Department Heads

Marquet proposes a new approach where department heads assume more autonomy over their tasks, detailing their progress and challenges directly, thus fostering a sense of responsibility and ownership of their roles. Despite the potential risks to his career and the operations of Santa Fe, he believes this shift is crucial due to the current ineffective status quo.

Conclusion and Forward Look

The pervasive "leader-follower" culture is critiqued as being too dominant and stifling, leading to passive, unengaged personnel who wait for directions rather than taking initiative. Marquet is determined that radical changes are necessary to improve both the morale and operational efficiency of the crew.

Reflective Questions

The chapter concludes with questions intended to provoke thought about the attractiveness of merely following orders, the potential revelations of an organization’s internal issues through a public lens, and the implications of culturally ingrained leadership models on the dynamics within a workplace.