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Top 20 L. David Marquet Quotes (2024 Update)

L. David Marquet Quote: “You may be able to “buy” a person’s back with a paycheck, position, power, or fear, but a human being’s genius, passion, loyalty, and tenacious creativity are volunteered only.”

1. “You may be able to “buy” a person’s back with a paycheck, position, power, or fear, but a human being’s genius, passion, loyalty, and tenacious creativity are volunteered only.”

— L. David Marquet

L. David Marquet Quote: “A little rudder far from the rocks is a lot better than a lot of rudder close to the rocks.”

2. “A little rudder far from the rocks is a lot better than a lot of rudder close to the rocks.”

— L. David Marquet

L. David Marquet Quote: “Begin with the End in Mind.”

3. “Begin with the End in Mind.”

— L. David Marquet

L. David Marquet Quote: “David Marquet’s message in Turn the Ship Around! inspires the empowerment of engaged people and leadership at all levels. He encourages leaders to release energy, intellect and passion in everyone around them. Turn the Ship Around! challenges the paradigm of the hierarchical organization by revealing the process to tear down pyramids, create a flat organization and develop leaders, not followers.”

4. “David Marquet’s message in Turn the Ship Around! inspires the empowerment of engaged people and leadership at all levels. He encourages leaders to release energy, intellect and passion in everyone around them. Turn the Ship Around! challenges the paradigm of the hierarchical organization by revealing the process to tear down pyramids, create a flat organization and develop leaders, not followers.”

— L. David Marquet

L. David Marquet Quote: “Ultimately, the most important person to have control over is yourself – for it is that self-control that will allow you to “give control, create leaders.” I believe that rejecting the impulse to take control and attract followers will be your greatest challenge and, in time, your most powerful and enduring success.”

5. “Ultimately, the most important person to have control over is yourself – for it is that self-control that will allow you to “give control, create leaders.” I believe that rejecting the impulse to take control and attract followers will be your greatest challenge and, in time, your most powerful and enduring success.”

— L. David Marquet

L. David Marquet Quote: “One of the things that limits our learning is our belief that we already know something.”

6. “One of the things that limits our learning is our belief that we already know something.”

— L. David Marquet

L. David Marquet Quote: “Those who take orders usually run at half speed, underutilizing their imagination and initiative.”

7. “Those who take orders usually run at half speed, underutilizing their imagination and initiative.”

— L. David Marquet

L. David Marquet Quote: “The problem with specifying the method along with the goal is one of diminished control. Provide your people with the objective and let them figure out the method.”

8. “The problem with specifying the method along with the goal is one of diminished control. Provide your people with the objective and let them figure out the method.”

— L. David Marquet

L. David Marquet Quote: “The leader-leader structure is fundamentally different from the leader-follower structure. At its core is the belief that we can all be leaders and, in fact, it’s best when we all are leaders. Leadership is not some mystical quality that some possess and others do not. As humans, we all have what it takes, and we all need to use our leadership.”

9. “The leader-leader structure is fundamentally different from the leader-follower structure. At its core is the belief that we can all be leaders and, in fact, it’s best when we all are leaders. Leadership is not some mystical quality that some possess and others do not. As humans, we all have what it takes, and we all need to use our leadership.”

— L. David Marquet

L. David Marquet Quote: “Control, we discovered, only works with a competent workforce that understands the organization’s purpose. Hence, as control is divested, both technical competence and organizational clarity need to be strengthened.”

10. “Control, we discovered, only works with a competent workforce that understands the organization’s purpose. Hence, as control is divested, both technical competence and organizational clarity need to be strengthened.”

— L. David Marquet

L. David Marquet Quote: “If all you need to do is what you are told, then you don’t need to understand your craft. However, as your ability to make decisions increases, then you need intimate technical knowledge on which to base those decisions.”

11. “If all you need to do is what you are told, then you don’t need to understand your craft. However, as your ability to make decisions increases, then you need intimate technical knowledge on which to base those decisions.”

— L. David Marquet

L. David Marquet Quote: “Leadership is not some mystical quality that some possess and others do not. As humans, we all have what it takes, and we all need to use our leadership abilities in every aspect of our work life.”

12. “Leadership is not some mystical quality that some possess and others do not. As humans, we all have what it takes, and we all need to use our leadership abilities in every aspect of our work life.”

— L. David Marquet

L. David Marquet Quote: “People who are treated as followers treat others as followers when it’s their turn to lead.”

13. “People who are treated as followers treat others as followers when it’s their turn to lead.”

— L. David Marquet

L. David Marquet Quote: “QUESTIONS TO CONSIDER In your organization, are people rewarded for what happens after they transfer? Are they rewarded for the success of their people? Do people want to be “missed” after they leave? When an organization does worse immediately after the departure of a leader, what does this say about that person’s leadership? How does the organization view this situation? How does the perspective of time horizon affect our leadership actions? What can we do to incentivize long-term thinking?”

14. “QUESTIONS TO CONSIDER In your organization, are people rewarded for what happens after they transfer? Are they rewarded for the success of their people? Do people want to be “missed” after they leave? When an organization does worse immediately after the departure of a leader, what does this say about that person’s leadership? How does the organization view this situation? How does the perspective of time horizon affect our leadership actions? What can we do to incentivize long-term thinking?”

— L. David Marquet

L. David Marquet Quote: “Don’t Empower, Emancipate.”

15. “Don’t Empower, Emancipate.”

— L. David Marquet

L. David Marquet Quote: “But leadership is about making the lives of others easier, not blaming them. Leadership is about the hard work of taking responsibility for how our actions and words affect the lives of others.”

16. “But leadership is about making the lives of others easier, not blaming them. Leadership is about the hard work of taking responsibility for how our actions and words affect the lives of others.”

— L. David Marquet

L. David Marquet Quote: “Taking care of your people does not mean protecting them from the consequences of their own behavior. That’s the path to irresponsibility. What it does mean is giving them every available tool and advantage to achieve their aims in life, beyond the specifics of the job.”

17. “Taking care of your people does not mean protecting them from the consequences of their own behavior. That’s the path to irresponsibility. What it does mean is giving them every available tool and advantage to achieve their aims in life, beyond the specifics of the job.”

— L. David Marquet

L. David Marquet Quote: “A vast untapped human potential is lost as a result of treating people as followers.”

18. “A vast untapped human potential is lost as a result of treating people as followers.”

— L. David Marquet

L. David Marquet Quote: “Don’t move information to authority, move authority to the information.”

19. “Don’t move information to authority, move authority to the information.”

— L. David Marquet

L. David Marquet Quote: “When an organization does worse immediately after the departure of a leader, what does this say about that person’s leadership?”

20. “When an organization does worse immediately after the departure of a leader, what does this say about that person’s leadership?”

— L. David Marquet

L. David Marquet Quote: “When the performance of a unit goes down after an officer leaves, it is taken as a sign that he was a good leader, not that he was ineffective in training his people properly.”

21. “When the performance of a unit goes down after an officer leaves, it is taken as a sign that he was a good leader, not that he was ineffective in training his people properly.”

— L. David Marquet

L. David Marquet Quote: “The leader-leader model not only achieves great improvements in effectiveness and morale but also makes the organization stronger. Most critically, these improvements are enduring, decoupled from the leader’s personality and presence. Leader-leader structures are significantly more resilient, and they do not rely on the designated leader always being right. Further, leader-leader structures spawn additional leaders throughout the organization naturally. It can’t be stopped.”

22. “The leader-leader model not only achieves great improvements in effectiveness and morale but also makes the organization stronger. Most critically, these improvements are enduring, decoupled from the leader’s personality and presence. Leader-leader structures are significantly more resilient, and they do not rely on the designated leader always being right. Further, leader-leader structures spawn additional leaders throughout the organization naturally. It can’t be stopped.”

— L. David Marquet

L. David Marquet Quote: “People who are treated as followers have the expectations of followers and act like followers. As followers, they have limited decision-making authority and little incentive to give the utmost of their intellect, energy, and passion.”

23. “People who are treated as followers have the expectations of followers and act like followers. As followers, they have limited decision-making authority and little incentive to give the utmost of their intellect, energy, and passion.”

— L. David Marquet

L. David Marquet Quote: “As you work with individuals in your organization to develop their vision for the future, it is crucial that you establish specific, measurable goals. These goals will help the individuals realize their ambitions. In addition, you as a mentor have to establish that you are sincerely interested in the problems of the person you are mentoring. By taking action to support the individual, you will prove that you are indeed working in their best interest and always keeping the end in mind.”

24. “As you work with individuals in your organization to develop their vision for the future, it is crucial that you establish specific, measurable goals. These goals will help the individuals realize their ambitions. In addition, you as a mentor have to establish that you are sincerely interested in the problems of the person you are mentoring. By taking action to support the individual, you will prove that you are indeed working in their best interest and always keeping the end in mind.”

— L. David Marquet

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