Leadership is Language: The Hidden Power of What You Say -- and What You Don't
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- Create Date：2021-06-06 09:54:18
- Update Date：2025-09-06
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- Author：L. David Marquet
- ISBN：0241373662
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Summary
Wall Street Journal Bestseller。
Amazon "Best Business and Leadership" books of 2020
Few of us realize that our language in the workplace inhibits creative problem-solving and escalates uncertainty and stress。 In both high-pressure situations and everyday scenarios， in each meeting and email， we have the opportunity to empower our colleagues by using the right words。
In Leadership is Language， Former US navy captain David Marquet expands on his bestselling leadership book Turn the Ship Around！ and shows managers and leaders the next step in their development: how to enable their team through communication。
Marquet outlines a set of principles and tools that help leaders inspire their people to take responsibility and address challenges without waiting to be told what to do， highlighting how small changes in language can lead to dramatic changes in a team's success and happiness。
Praise for Turn the Ship Around！:
'I don't know of a finer model of this kind of empowering leadership than Captain Marquet。 And in the pages that follow you will find a model for your pathway' Stephen R。 Covey， author of The 7 Habits of Highly Effective People
'To say I'm a fan of David Marquet would be an understatement。。。 I'm a fully fledged groupie。 He is the kind of leader who comes around only once a generation。 He is the kind of leader who doesn't just know how to lead， he knows how to build leaders。 His ideas and lessons are invaluable to anyone who wants to build an organization that will outlive them' Simon Sinek， optimist and author of Start with Why
Amazon "Best Business and Leadership" books of 2020
Few of us realize that our language in the workplace inhibits creative problem-solving and escalates uncertainty and stress。 In both high-pressure situations and everyday scenarios， in each meeting and email， we have the opportunity to empower our colleagues by using the right words。
In Leadership is Language， Former US navy captain David Marquet expands on his bestselling leadership book Turn the Ship Around！ and shows managers and leaders the next step in their development: how to enable their team through communication。
Marquet outlines a set of principles and tools that help leaders inspire their people to take responsibility and address challenges without waiting to be told what to do， highlighting how small changes in language can lead to dramatic changes in a team's success and happiness。
Praise for Turn the Ship Around！:
'I don't know of a finer model of this kind of empowering leadership than Captain Marquet。 And in the pages that follow you will find a model for your pathway' Stephen R。 Covey， author of The 7 Habits of Highly Effective People
'To say I'm a fan of David Marquet would be an understatement。。。 I'm a fully fledged groupie。 He is the kind of leader who comes around only once a generation。 He is the kind of leader who doesn't just know how to lead， he knows how to build leaders。 His ideas and lessons are invaluable to anyone who wants to build an organization that will outlive them' Simon Sinek， optimist and author of Start with Why
Reviews
Arua Caselli
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Muito repetitivo， poderia ter 1/3 do tamanho。 Comparacoes com Factory Work。。。
Nacho Bassino
，
Good tips and great stories。 After the first part， it starts repeating the same concepts， so I would say that it can deliver the same value in probably half of the size。
Sidharth Das
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Some books you do not want to finish reading， and you keep highlighting， keep revisiting some of the older chapters， and keep pondering some of the statements and relate to what you do in your day to day life。 And this is one such book。 I relished every page of it。 I do not how much of it I would be able to implement in my day-to-day activities， but I choose to keep trying and keep going back to this book for inspiration。 The book's title initially threw me off， and I assumed that it would stres Some books you do not want to finish reading， and you keep highlighting， keep revisiting some of the older chapters， and keep pondering some of the statements and relate to what you do in your day to day life。 And this is one such book。 I relished every page of it。 I do not how much of it I would be able to implement in my day-to-day activities， but I choose to keep trying and keep going back to this book for inspiration。 The book's title initially threw me off， and I assumed that it would stress more about being sympathetic and empathetic。 But this was so much more than that。 It's about the words you use to make a subtle difference which can do wonders later on。 This book talks about six plays that one can employ， and all of them makes sense as you go through them。A MUST read！ 。。。more
Dylan Stephens
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A slow start， but lots of good practical advice that I was able to apply in my team conversations。
Kaitlynn
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Good ideas， could be shorter
James Allenby
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Great book with many great insights and ideas that can be applied in pretty much any busiseness environment or sector
Krzysztof
，
It's a great book on leadership， it just seems to be at least 20 years late in the game。 If you missed the whole agile movement， never heard about Deming， Goldratt， and Lencioni， then it's definitely a book for you！The author finds the root of all evil in the "industrial era work" that divided the workforce into doers and thinkers。 Then proposes a set of rules， which more or else match agile principles， to combine those two groups in a meaningful way。 However， this definition of the problem simp It's a great book on leadership， it just seems to be at least 20 years late in the game。 If you missed the whole agile movement， never heard about Deming， Goldratt， and Lencioni， then it's definitely a book for you！The author finds the root of all evil in the "industrial era work" that divided the workforce into doers and thinkers。 Then proposes a set of rules， which more or else match agile principles， to combine those two groups in a meaningful way。 However， this definition of the problem simplifies reality too much and creates a false dichotomy that falls apart as the book progresses。 In the end， it seems just an elaborate cover-up for traditional， hierarchical， ego-driven work culture。So if you know a manager or executive， that works in such a workplace， and seem to miss the last two decades of leadership evolution， and is allergic to anything that contains "agile" - this is a perfect book for him or her。 It will provide a wide range of stories and anecdotes to explain in an easy and persuasive way that today's teams need more trust， autonomy， and open communication while requiring less hierarchy， upfront planning， and micromanagement。The book is written well and I enjoyed it， even though it's full of repetitions and self-references a lot。 As a book that promises discussion about language， it uses language in a kind of irritating way。 The author repackages many known management and leadership concepts by creating new names and catchphrases for them。 Sometimes it works， more of the times it seems needlessly forced。 。。。more
Florence Dambricourt
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Easy to read。 Great insight on the power of language。 I love how it is an invitation to really consciously think about the impact of the words we are using， the context it creates， and the doors whose words can open or close。 A book to read several time to keep every tips at hand 😁🤗
Azeem Putra
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A book that nicely summarizes tools to apply bluework-redwork both in workplace and home。 A great compliment to those who practices Agile。 It also provides very useful nuggets that we can refer to and practice afterwards。 Unfortunately， the author kept repeating the same point over and over （on Agile， on blues and reds） that it became too unbearable to read。
Manouane Beauchamp
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Ouvrage fort intéressant qui fait le lien entre le travail et le langage。 L'auteur distingue deux modes de travail， à savoir l'agir et le réfléchir。 Il appelle le premier redwork et le second bluework， et souligne à juste titre que les deux sont mutuellement exclusifs - il est impossible de travailler et d'effectuer une analyse réfléchie en même temps。 Puis， il démontre comment le monde du travail a évolué de la chaîne de montage de Henry Ford （les gestionnaires font uniquement du bluework tandi Ouvrage fort intéressant qui fait le lien entre le travail et le langage。 L'auteur distingue deux modes de travail， à savoir l'agir et le réfléchir。 Il appelle le premier redwork et le second bluework， et souligne à juste titre que les deux sont mutuellement exclusifs - il est impossible de travailler et d'effectuer une analyse réfléchie en même temps。 Puis， il démontre comment le monde du travail a évolué de la chaîne de montage de Henry Ford （les gestionnaires font uniquement du bluework tandis que les ouvriers font uniquement du redwork） à l'approche Agile （où tous les employés alternent entre bluework et redwork）。 L'essentiel de la démonstration de l'auteur consiste à souligner comment le langage du travail n'a pas évolué et est uniquement orienté vers le redwork， avec toutes les conséquences que cela comporte。 Très intéressant。 。。。more
William
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Good content。 Stresses the importance of our words as look to delineate thinking vs doing efforts。 I liked Turn the Ship Around better
Kevin
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The initial chunk of the book was interesting and thought-provoking， while the last third or so was a bit of a struggle for me to get through。 Too much reliance on describing things as Red Work and Blue Work and things like using the "Stop-The-Clock Play"。 It quickly lost all meaning to me。。。 Other than that， though， the overall message was relevant and applicable to pretty much any business。 The initial chunk of the book was interesting and thought-provoking， while the last third or so was a bit of a struggle for me to get through。 Too much reliance on describing things as Red Work and Blue Work and things like using the "Stop-The-Clock Play"。 It quickly lost all meaning to me。。。 Other than that， though， the overall message was relevant and applicable to pretty much any business。 。。。more
Vikram Mohan R
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Not as binding as i thought it would be given the reviews。 However there are some very specific examples and errors that have been highlighted which i think we in the corporate world do unconsciously。 took me longer than i thought to finish it。
Ruben
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I found it worse than Turn the Ship Around。 At points it seemed to be just a rehashing of Agile development principles but applied to other areas。 If you are doubtful between this and TtSA， go for the other one。
Mandy
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Lots of good information， but a slow， dense read。
Jen
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This wasn't a straight 1-star， it was more like a 1。5 star。 I really like Marquet's "Turn the Ship Around" and was hopeful that this would be another winner。 From my perspective， there were some serious flaws in this attempt， however。 First， he is speaking from a place of extreme privilege， such that it was hard to take some of what he had to say seriously。 Example， "If they （the boss） doesn't listen to what you say， maybe you shouldn't work there because it'll affect your health"。 This is me pa This wasn't a straight 1-star， it was more like a 1。5 star。 I really like Marquet's "Turn the Ship Around" and was hopeful that this would be another winner。 From my perspective， there were some serious flaws in this attempt， however。 First， he is speaking from a place of extreme privilege， such that it was hard to take some of what he had to say seriously。 Example， "If they （the boss） doesn't listen to what you say， maybe you shouldn't work there because it'll affect your health"。 This is me paraphrasing but it was breathtakingly naïve and privileged to assume that people just have the power to switch jobs if the company or your boss isn't progressive enough。 Secondly， the Agile Manifesto is TWENTY years old。 In 2-3 separate instances， he tries to explain it like some new hotness to support his theories。 This is no longer cutting edge。 He spends a lot of time talking about the Industrial Age but then he doesn't really spend much time on current business theories and practices and are helpful and relevant。 Thirdly， this could have used a rigorous editing。 The structure of the book is all over the place。 He pulls in various examples which seemingly don't make sense to the current thing he's discussing。 He goes back to things later but you have no idea how he decided to pull that in。 It could have been structured a lot more cleanly。 And， another thing， this one isn't totally on him but it was aggravating。 Yes， I know that when you are writing leadership books for execs， you tend to add in a LOT of gray boxes with the expectations that they're only going to read the gray boxes。 This made half of the book feel like reiteration。 Not in a helpful， here's what I'm going to tell you， tell you， here's what I said way that makes memory easier but literally full on pockets of repetition。 No， thank you。 Lastly， just so we're on the same page， stereotyping is bad and that is EVERYWHERE in this。 I really struggled with the whole 'red work/blue work' concept he's got going in general。 I'd highly recommend not engaging with this and instead reading （or re-reading） Turn the Ship Around。 。。。more
Andrea Seydel
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You may be doing something that is inhibiting creative problem solving and escalates uncertainty and stress。 Many of us don't realize that our language in the workplace plays a bigger role than we realize。 In both high-pressure situations and everyday scenarios， in each meeting and email， we have the opportunity to empower our colleagues by using the right words。 OUR LANGUAGE HAS INFLUENCE。Leadership is Language drives home the idea that leadership is about people， and the author argues that lea You may be doing something that is inhibiting creative problem solving and escalates uncertainty and stress。 Many of us don't realize that our language in the workplace plays a bigger role than we realize。 In both high-pressure situations and everyday scenarios， in each meeting and email， we have the opportunity to empower our colleagues by using the right words。 OUR LANGUAGE HAS INFLUENCE。Leadership is Language drives home the idea that leadership is about people， and the author argues that leaders cannot lead effectively without an appropriately balanced interplay using words。In this book， he talks about how he changed how he talked to people and the words that were used and the impact they had on others。 His suggestions are: 1。 clearly strive to remove barriers of interaction between leaders and the led。 2。 He also suggests vastly increase curiosity and strongly encourages the leader to get their teams to think， not just do and not just react。 3。 he makes it explicitly clear that a ‘rhythmic dance’ between the leader and followers’ thinking and doing cycles must be well balanced。IN SUMMARY: Marquet makes it feel simple; ask questions in different ways to get different answers。 Be curious。 He delivers a crystal clear understanding that language creates the environment where teams can assertively state their queries， concerns， problems， and anxieties — and that they can perform highly as an outcome。Full Book Highlight on Live Life Happy Podcast！！ 。。。more
Anjali
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It talks about actions you can take everyday， impact of the words we use， industrial age conformance and it's debilitating cultural aspects like not questioning but conforming。 Blue Red blue cycle is a great communication tool talked in here。 Thankyou Mr。 David。 It talks about actions you can take everyday， impact of the words we use， industrial age conformance and it's debilitating cultural aspects like not questioning but conforming。 Blue Red blue cycle is a great communication tool talked in here。 Thankyou Mr。 David。 。。。more
Ashley "yourac" Ehmer
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Great simplistic insight and reminders to what we say and how we say it。
Teresa
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Excellent book helping you understand why language matters， and how to choose your language when communication。Control the clock， don’t obey the clock。1。 instead of preempting a pause， make a pause possible2。 instead of hoping the team knows what to say， give the pause a name3。 instead of pressing on with redwork， call a pause4。 instead of relying on someone to signal a pause， preplan the next pauseCollaborate， don’t coerce1。 vote first， then discuss2。 be curious， not compelling3。 invite dissent Excellent book helping you understand why language matters， and how to choose your language when communication。Control the clock， don’t obey the clock。1。 instead of preempting a pause， make a pause possible2。 instead of hoping the team knows what to say， give the pause a name3。 instead of pressing on with redwork， call a pause4。 instead of relying on someone to signal a pause， preplan the next pauseCollaborate， don’t coerce1。 vote first， then discuss2。 be curious， not compelling3。 invite dissent rather than drive consensus。4。 give information， not instructions。Commit， don’t comply1。 commit to learn， not （just） do2。 commit actions， not beliefs3。 chunk it small but do it allComplete， not continue1。 chunk work for frequent completes early， few completes late2。 celebrate with， not for3。 focus on behavior， not characteristics4。 focus on journey， not destinationImprove， don’t prove1。 forward， not backword2。 outward， not inward3。 on the process， not on the person4。 on achieving excellence， not avoiding errors。Connect， don’t conform1。 flatten the power gradient2。 admit you don't know3。 be vulnerable4。 trust firsthttps://www。penguinrandomhouse。com/bo。。。https://www。thegrowthfaculty。com/blog。。。https://thefutureorganization。com/lea。。。 。。。more
Johnathan
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Good book at looking how as a leader， the way you word things can effect the way your employees respond。
BB May
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There is a solid message within the book， and along the way some hood techniques to providing better progress and communication。 However， there are sooo many suggestions and tools and most renamed versions of another skill that ot is hard to conceptualize the steps as a whole。 Fast read， appreciated the additional book recommendations。
Melissa L。
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Well written and engaging book！
Ben Johnson
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Fantastic！ Practical tips to grow yourself and others as leaders， primarily through better language and a shift in approaching work scheduling。 Highly recommend！
Amir Shahzeidi
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Perhaps the best leadership book I've ever read。 Perhaps the best leadership book I've ever read。 。。。more
George
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Language is a Huge impact from Leadership， how and what is said。Shows how to stop， listen and evaluate instead of just pushing onward with inertia。 Many aspects of Agile called out in everyday actions。
Dan
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A cut above most management books。 Practical， down-to-earth。
Gable Roth
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I read this because my employer requested that all employees read it。 However， it really is geared toward leaders。 I honestly wish my management actually followed the principles in this book。 Maybe they are getting there since they are asking everyone to read it。As far as the book goes。 It is relatively engaging and interesting。 I didn't hate it but I wouldn't ever read it again either。 Also， it is， essentially， a self-help book。 Which means that it is repetitive。 But it is not as repetitive as I read this because my employer requested that all employees read it。 However， it really is geared toward leaders。 I honestly wish my management actually followed the principles in this book。 Maybe they are getting there since they are asking everyone to read it。As far as the book goes。 It is relatively engaging and interesting。 I didn't hate it but I wouldn't ever read it again either。 Also， it is， essentially， a self-help book。 Which means that it is repetitive。 But it is not as repetitive as other self-help books so that is a bonus。 。。。more
Yong
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This review has been hidden because it contains spoilers。 To view it， click here。 https://srinathramakrishnan。files。wor。。。Blue work vs。 red work， control the clock vs。 obeying， collaborate vs。 coerce， commitment vs。 compliance， complete goals vs。 continuous indefinitely， improve outcome vs。 prove ability， connect with people vs。 conform to role https://srinathramakrishnan。files。wor。。。Blue work vs。 red work， control the clock vs。 obeying， collaborate vs。 coerce， commitment vs。 compliance， complete goals vs。 continuous indefinitely， improve outcome vs。 prove ability， connect with people vs。 conform to role 。。。more
Toni Tassani
，