Former Nuclear Submarine Captain Shares Tips on Reframing and Staying “Super Calm”

In the mid-80s, Intel’s leadership, including CEO Gordon Moore and President Andy Grove, confronted a pivotal choice reminiscent of Blockbuster and Kodak’s later struggles. The challenge was whether to continue focusing on memory chips or pivot towards microprocessors, which were more complex and expensive to manufacture.

After much deliberation, Grove recounts in his book “Only the Paranoid Survive” a breakthrough moment with Moore. Questioning their direction, they realized that if a new CEO were brought in, the first action would likely be to exit the memory business. This epiphany prompted them to take the leap themselves.

The decision catalyzed Intel’s trajectory, leading it to become one of the largest companies globally, currently boasting a market capitalization of $111 billion.

This transformation is explored in-depth in the new book “Distancing: How Great Leaders Reframe to Make Better Decisions,” co-authored by L. David Marquet, a former U.S. Navy submarine commander, and organizational psychologist Michael Gillespie. The book discusses the concept of psychological distancing, a vital tactic for making sound decisions.

“Distancing” is described by Marquet as a ‘superpower’ that rises above cognitive biases and emotional traps, enabling individuals to make better choices both personally and professionally.

Key Information

• **Authors:** L. David Marquet & Michael Gillespie
• **Book Title:** Distancing: How Great Leaders Reframe to Make Better Decisions
• **Published:** August 2023
• **Market Capitalization of Intel:** $111 billion
• **Key Concept:** Psychological distancing to enhance decision-making.

Out of the way

A significant theme in the book aims to help leaders recognize when their personal biases cloud judgment. Marquet cites examples like Blockbuster and Kodak, where leaders’ reluctance to adapt led to their companies’ decline.

He also notes that self-immersion can have dire consequences, highlighting incidents such as hikers on Everest who ignore their own limits, risking their lives.

Another example mentioned pertains to the Asiana Airlines Flight 214 crash, where the pilot’s focus and immersion in the situation led to tragic consequences. The authors stress the need to step back from our immediate reactions to see the broader picture more clearly.

They argue that recognizing self-immersion as a default state allows individuals to consciously adopt a distanced perspective, addressing biases that may skew judgment. This shift can help leaders align their decisions with overarching values.

Marquet suggests that moments of stress or public evaluation trigger the instinct to react quickly, which may short-circuit rational decision-making. Thus, practice in recognizing these moments can be essential for effective leadership.

Better clarity

Marquet emphasizes the importance of self-distancing, asserting that leaders can always find the time for it. With his naval background, where he transformed the USS Santa Fe from underperforming to award-winning, he attests to the power of empowering team members to take initiative instead of relying solely on his expertise.

He often posed distancing questions like, ‘What would you do if you were me?’ This approach enhanced clarity and decision-making quality within his team.

Through these techniques, Marquet adopted a ‘learning vector’ mindset, viewing challenges as opportunities for growth, which mitigated stress and encouraged a composed atmosphere for decision-making. Calmness became contagious, allowing teams to operate at their best during challenges.