How One Submarine Crew Became the Navy’s Best
Few stories in leadership literature are as dramatic as the turnaround of the USS Santa Fe. When Captain David Marquet took command, the submarine was plagued by low morale, poor performance, and a culture of passive compliance. But within a few years, the Santa Fe rose to become the Navy’s top-performing sub—a transformation that offers profound lessons for leaders everywhere.
The secret? Marquet abandoned the leader-follower model, instead building a leader-leader culture. He started by delegating real control to those closest to the work. Chiefs were given authority over leave approvals, and every sailor was expected to be present and accountable for their area. This visible ownership, reinforced by mechanisms like accountability boards, made responsibility unmistakable and inescapable.
Technical mastery was non-negotiable. Crew members didn’t just receive briefings—they had to certify their understanding before operations. Mistakes were openly discussed in no-blame debriefs, turning every error into a learning opportunity. Over time, these practices built a culture of psychological safety, where sailors felt empowered to speak up, take initiative, and support one another.
Clarity of purpose was the glue holding it all together. Every task was linked to the submarine’s broader mission, fostering unity and motivation even during long, challenging deployments. Rituals like the three-name greeting and daily check-ins reinforced the sense of belonging and pride in the team’s identity.
Business leaders have taken note. Organizations from tech giants to healthcare systems have adopted similar practices, seeing boosts in engagement, innovation, and adaptability. The Santa Fe’s story proves that with the right mindset, tools, and trust, any team can move from worst to first.
Ready to start your own turnaround? The lessons are clear: give control, build competence, clarify purpose, and embrace learning. The rest will follow.
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