[xg15]

> Leader: "What do you think I'm wondering right now?" (This was D. Marquet's default question)

> Leader: "Exactly. Convince me it's the right move."

> Leader: "Is it the right thing to do?"

I think the general approach is the right one - but I can say, I personally find it extremely annoying if superiors talk like this. For me it comes across as wanting to play mind games or leaving me with an unclear state of responsibility.

By all means, give me more autonomy to choose tasks to work on and also expect a good justification from me. But at the end, I'd like at least clear feedback if my proposal was accepted and we should be moving in that direction (and I should be getting to work) or not.

[Alupis]

In the book "Turn the Ship Around", these questions are only temporary, and are part of how the leader transforms the team from traditional Leader-Follower into Leader-Leader.

These questions condition people to think ahead, and eventually present the information unprompted.

This ultimately is part of Intent-Based Leadership, where "followers" present the "leader" with their intentions, information and reasoning - and the "leader" just agrees usually. This in essence transforms "followers" into leaders, since they are the ones deciding what happens, when and why.

Marquet goes so far as to even avoid giving orders, instead just approving or questioning the intentions of his team. It took him a long time to get to that point in reality, but it's a really interesting take on leading highly intelligent, skilled teams.

[tikhonj]

Part of the idea—which requires non-trivial effort from the leaders to build up sufficient trust—is that people should believe that their proposals (for their own work) are accepted by default. People don't have to wait for their idea to be accepted, but they have to communicate enough so that leaders can surface specific issues or mismatches only if they have them.