Four years ago the Second Sea Lord of the Royal Navy asked Andrew St George to spend time with every level of the Navy staff, from junior sailors in the engine room of an aircraft carrier, to handlers of landing craft, through to Royal Marines, ships’ commanders, and Royal Navy staff right up to Navy Board and Cabinet level, with the aim of creating a book which distils the leadership culture of perhaps the most highly respected and efficient organization in the world. This book charts that journey – representing the largest piece of research on Royal Navy leadership ever done – and it is the current state of the art leadership framework for the Navy. St George writes about how to plan and execute, how to exercise judgment and how to motivate people. Everything in the book is here because it works, tested over thousands of hours of hard training, rigorous assessment and absolute measurement. The book’s messages are deceptively simple. In order to succeed we must have: the clarity of intent; the strategy; the resources; a contingency plan; an emotional investment. These tenets stand in all walks of business and personal life. The Royal Navy’s way of getting things done depends on soft skills, high emotional intelligence and an understanding of how people work in small teams.This book (15,000 copies) will be issued to every Royal Navy officer and Senior Rate (middle manager) in the Service. The book’s insights are profound and their applications are wide-ranging: for industry, for finance, for professional services, for commerce, for academia and for the public sector these methods of planning, executing and inspiring make a tried, tested and effective way of leadership.

Four years in the writing with complete access to the Royal Navy at all levels, this is the definitive book on leadership in business and life from one of the UK's foremost leadership practitioners.

The naval leader has taken centre stage in traditional naval histories. However, while the historical narrative has been fairly consistent the development of various navies has been accompanied by assumptions, challenges and competing visions of the social characteristics of naval leaders and of their function. Whilst leadership has been a constant theme in historical studies, it has not been scrutinised as a phenomenon in its own right. This book examines the critical period in Europe between 1700 -1850, when political, economic and cultural shifts were bringing about a new understanding of the individual and of society. Bringing together context with a focus on naval leadership as a phenomenon is at the heart of this book, a unique collaborative venture between British, French and Spanish scholars. As globalisation develops in the twenty-first century the significance of navies looks set to increase. This volume of essays aims to place naval leadership in its historical context. An electronic version of this book is freely available, thanks to the support of libraries working with Knowledge Unlatched. KU is a collaborative initiative designed to make high quality books Open Access for the public good. The Open Access ISBN for this book is 978-1-911534-76-1. More information about the initiative and details about KU’s Open Access programme can be found at www.knowledgeunlatched.org

SSN 14 is a dramatic and honest account of a year in the life of HMS Turbulent, the Royal Navy nuclear powered attack submarine led by Ryan Ramsey. During 2011 Turbulent participated in the Libya intervention and passed through the Suez Canal to take up patrol in the Indian Ocean against the extraordinary political backdrop of the Arab Spring, in the period where both Colonel Gaddafi and Osama Bin Laden were killed and piracy and terrorism was rife. Turbulent suffered a catastrophic failure of its cooling systems. The fight to survive tested Ryans command to its limits. Although the suffering was immense, the entire crew survived intact. Ryan also had to deal with constantly changing crew and transform them into a tight-knit, smoothly functioning team that could meet, and exceed, any challenge thrown at them. This books documents his failures, as well as his successes and offers a unique insight into leadership in the most challenging of environments. No matter where your business battles are fought, this will help you be phenomenal at what you do.

This book marks the first comprehensive history of Britain's naval bulwark, the Home Fleet. It illuminates the vital role that fleet played in preserving Britain as a base of operations against Hitler. We see portrayed the hard days of blockade, patrol, and battle that encompassed the Home Fleet's war. And we see how that war was made harder by weaknesses at the Admiralty and by the damaging interference of the Minister of Defence - Winston Churchill.

Lord Nelson's widely admired approach to leadership and management is distilled into a series of practical insights for today's managers.

""The art of command is...to be the complete master, and yet the complete friend of every man on board; the temporal lord and yet the spiritual brother of every rating; to be detached and yet not dissociated.' A Seaman's Pocket-Book, 1943', has found huge appeal with the British public. Presented in the same format, the Officer's Handbook gathers together useful advice and instruction for those naval officers fighting the Second World War on all aspects of their job, expressed in the benevolent language of the day, when authority was respected. The Handbook has been compiled and edited by Brian Lavery, who provides commentary and an introduction. Sections include: the Officer's Aid Memoire containing notes of the training course at one of the officer training schools; Notes for medical officers and treatment of battle casualties afloat; Notes for captains on taking command of their first ship; Notes for commanding officers; Notes on the handling and safety of ships and notes on dealing with disobedience and mutiny. While suffused with nostalgia and charm, the various contents of this book are an authentic presentation of matters of training, authority and deportment in the wartime navy. The book is sure to appeal not only to those who served in the war or had a relative who was in the officer class, but also to anyone who wants to gain a greater understanding of the day-to-day administration of the wartime navy.

“One of the 12 best business books of all time…. Timeless principles of empowering leadership.” – USA Today "The best how-to manual anywhere for managers on delegating, training, and driving flawless execution.” —FORTUNE Since Turn the Ship Around! was published in 2013, hundreds of thousands of readers have been inspired by former Navy captain David Marquet’s true story. Many have applied his insights to their own organizations, creating workplaces where everyone takes responsibility for his or her actions, where followers grow to become leaders, and where happier teams drive dramatically better results. Marquet was a Naval Academy graduate and an experienced officer when selected for submarine command. Trained to give orders in the traditional model of “know all–tell all” leadership, he faced a new wrinkle when he was shifted to the Santa Fe, a nuclear-powered submarine. Facing the high-stress environment of a sub where there’s little margin for error, he was determined to reverse the trends he found on the Santa Fe: poor morale, poor performance, and the worst retention rate in the fleet. Almost immediately, Marquet ran into trouble when he unknowingly gave an impossible order, and his crew tried to follow it anyway. When he asked why, the answer was: “Because you told me to.” Marquet realized that while he had been trained for a different submarine, his crew had been trained to do what they were told—a deadly combination. That’s when Marquet flipped the leadership model on its head and pushed for leadership at every level. Turn the Ship Around! reveals how the Santa Fe skyrocketed from worst to first in the fleet by challenging the U.S. Navy’s traditional leader-follower approach. Struggling against his own instincts to take control, he instead achieved the vastly more powerful model of giving control to his subordinates, and creating leaders. Before long, each member of Marquet’s crew became a leader and assumed responsibility for everything he did, from clerical tasks to crucial combat decisions. The crew became completely engaged, contributing their full intellectual capacity every day. The Santa Fe set records for performance, morale, and retention. And over the next decade, a highly disproportionate number of the officers of the Santa Fe were selected to become submarine commanders. Whether you need a major change of course or just a tweak of the rudder, you can apply Marquet’s methods to turn your own ship around.

In September 1931 the Royal Navy experienced its biggest modern mutiny. The largest warships in the Atlantic Fleet were gathering in Cromarty Firth, for their autumn exercises. Meanwhile Ramsay MacDonald’s newly formed national Government announced its emergency budget, introducing means tests, cutting umeployment benefit and reducing public sector pay. On arrival at Invergordon the sailors discovered the scale of the cuts they were supposed to bear. Their resulting strike, co-ordinated from ship to ship, swiftly achieved its objective. The Navy was badly shaked by the extraordinary efficiency of the action, and Britiains’ financial credit was so seriously damaged that within a few days the country was forced off the Gold Standard. Until this book was published little of the story was known; officially dexcribed as a case of ‘unrest’ it was hushed up and no Courts-Martial or Commission of Inquiry followed. This is the first detailed account of the Invergordon mutiny based on the personal testimony of those involved on the lower deck. Particular attention is given to the way the affair was organized, both centrally and in individual ships, to the structure of command and to the flash points when the use of force was considered and attempted. The dramatic story is hereput into its historical context: the background to the budget crisis of 1931, the implications of the cuts imposed, the conditions of the Fleet at the time: themes which remain as pertinent today as they were in 1931.