Why Most Leaders Get It Wrong: The Surprising Power of Letting Go

Unlocking Team Potential by Giving Up Control

Imagine a workplace where every team member waits for orders, innovation is stifled, and only the boss makes decisions. For decades, this was the norm in both business and the military. But what if the secret to extraordinary results isn’t tighter control, but letting go? ‘Turn the Ship Around’ by David Marquet offers a radical new approach—one that has become a blueprint for modern leadership.

Marquet’s story begins aboard the USS Santa Fe, a nuclear-powered submarine with a reputation for poor performance and low morale. The traditional leader-follower model left sailors disengaged and passive, simply executing commands without understanding the bigger picture. But Marquet, thrust into command with no technical familiarity with the ship, realized he couldn’t possibly make every decision. Instead, he flipped the script: What if everyone on board acted as a leader?

The transformation started with language. Instead of asking for permission, sailors began to state their intent: 'I intend to submerge the ship.' This subtle shift encouraged ownership, responsibility, and critical thinking. Marquet delegated control to those closest to the information, trusting chiefs and junior sailors to make decisions within their areas of expertise. The result? Engagement skyrocketed, errors plummeted, and the Santa Fe quickly became the best-performing submarine in the fleet.

This new model—intent-based leadership—isn’t just for submarines. Companies like Google and Netflix have adopted similar approaches, empowering teams to innovate and adapt rapidly. Studies reveal that organizations with empowered employees outperform their peers in profitability, retention, and customer satisfaction.

The key is embedding empowerment into daily practice. Marquet’s crew used rituals like accountability boards, three-name greetings, and regular debriefs to reinforce the culture. Mistakes were openly discussed in a no-blame environment, turning setbacks into learning opportunities. Over time, these small behaviors became habits, and habits became culture.

For leaders seeking to transform their teams, the lesson is clear: Letting go is not about losing control, but about creating more leaders. When you trust your people, give them the tools and clarity they need, and encourage them to act with intent, you unlock potential far beyond what any one person can achieve alone. The Santa Fe’s story is a testament to the enduring power of distributed leadership—a model that continues to gain traction in organizations worldwide.

As the world of work evolves, the most successful leaders will be those who have the courage to step back and let others step up. Are you ready to turn your ship around?