“If you want team members who take initiative, critically think about their actions, and align those actions to the needs of the organization, then you need a team of leaders. You need intent-based leadership.” – David Marquet
Tombstone is the quintessential 90s movie western: stylish, action-filled, and so quotable that the film’s most memorable lines have persevered for more than 30 years. And no single line piece of dialog proves more powerful or enduring that Doc Holliday’s iconic, “I’m your huckleberry.” Three decades after the film premiered, you can find those three words on t-shirts, hats, coffee mugs, and stickers. It’s also the title of Val Kilmer’s memoir, who brilliantly portrayed Holliday in the movie.
INTENT-BASED LEADERShIP
The film itself – which takes some grand historic liberties on the events surrounding the legendary gunfight at the O.K. Corral – is a MasterClass on intent-based leadership. Wyatt Earp – arguably the most renowned lawman in the American West – prosecuted a campaign to restore order to the mining town of Tombstone that culminated with the Vendetta Ride. The film juxtaposes the distinct leadership styles of Earp – a relatively quiet man with a fiery temper – and Holliday – who was fiercely loyal to his longtime friend.
While Earp reluctantly assumed the mantle of frontier lawman in Tombstone, Holliday was quick to lend his services to the fight against the Cowboys, the lawless Clanton Gang that brought violence and bloodshed to the area. Both men shared an intent-based approach to leading, empowering those around them to step up in the moment. And nowhere is this more evident than in Doc Holliday’s impactful quote from the film. In those three words – “I’m your huckleberry” – Holliday declares his willingness to assume the mantle of leadership, prepared to step up to the task at hand.
TURN THE SHIP AROUND
When David Marquet first addressed the concept of intent-based leadership in his 2013 book, Turn the Ship Around!, the idea didn’t seem particularly complicated. On the surface, the principles translate to BFOs – blinding flashes of the obvious that are painfully clear to anyone actually paying attention. However, as most of us have learned, many leaders are simply oblivious to the obvious.
1. Don’t be good, get better.
Successful leadership is rooted in the ability to influence others, and successful teams are built on continuous growth and development. Don’t just be good. Commit to the time and effort required to be great.
2. Make it safe, not add stress.
People flourish when they feel safe, when they feel supported enough to challenge conventional thinking and question the status quo. Fear achieves the opposite effect.
3. Push authority to information, not information to authority.
Too often, leaders delegate responsibility without authority, leaving people with key information unable to affect outcomes. Instead, empower others by pushing the authority to make decisions to the people with the information.
4. Tune control based on the level of competence and clarity.
Empowerment alone is not a solution; not everyone possesses the competence and clarity necessary for decision-making authority. Delegate authority based on the appropriate levels of competence and clarity, and challenge people to get better where it matters most.
5. Fix the environment, not the people.
“Culture eats strategy for breakfast.” Peter Drucker challenges us to build a positive, productive environment that brings out the best in people. If people aren’t performing to your expectations, it might just be the culture.
6. Act your way to new thinking, not think your way to new action
.Visualize where you want the organization to be and emulate the behaviors that will get you there. As you develop those new behaviors, you’re rewiring the mindset of the organization, and the necessary changes will follow.
Marquet developed the model while commanding the USS Santa Fe, a Los Angeles-class fast attack submarine that ranked last in the Unites States Navy in terms of retention and operational standing. Diverted from his designated command to replace another captain who resigned suddenly, Marquet quickly realized that the boat and its crew needed a more purposeful style of leadership, one that would treat the crew as leaders, not followers, and give control, not take it.
In short order, Marquet turned the ship around, transforming the Santa Fe into the boat with the highest retention and operational standing in the fleet. Officers and enlisted crew were promoted at a disproportionately higher rate than their peers, the submarine won numerous awards, and ten subordinate leaders were selected to command boats of their own. For the Santa Fe, Marquet was their huckleberry: the right person for the job, willing to step up in the moment, assume the mantle of leadership, and transform the boat from worst to first.
