{"id":43916,"date":"2025-12-22T23:36:43","date_gmt":"2025-12-23T03:36:43","guid":{"rendered":"https:\/\/www.shortform.com\/blog\/?p=43916"},"modified":"2026-04-27T15:26:12","modified_gmt":"2026-04-27T19:26:12","slug":"improve-competence","status":"publish","type":"post","link":"https:\/\/www.shortform.com\/blog\/improve-competence\/","title":{"rendered":"4 Ways to Improve Competence in Yourself & Others"},"content":{"rendered":"\n

Building a team where everyone can make decisions sounds great in theory. But it works only when people have the skills and judgment to back up those choices. L. David Marquet<\/a> discovered this firsthand as a submarine commander, and his observations reveal how leaders can systematically improve competence in their teams.<\/p>\n\n\n\n

Continue reading to learn how to develop the kind of competence that makes distributed authority powerful instead of risky.<\/p>\n\n\n\n\n\n\n\n

Originally Published: August 8, 202<\/em>1
Last Updated: December 22, 2025<\/em><\/p>\n\n\n\n

How to Improve Competence<\/h2>\n\n\n\n

In his book Turn the Ship Around!<\/a><\/em>, L. David Marquet argues that, as people gain decision-making<\/a> authority, they must also develop the technical knowledge and the judgment to use that authority wisely. Without this foundation, distributed control becomes dangerous rather than empowering. To mitigate this risk, Marquet makes several recommendations that can improve competence in others.<\/p>\n\n\n\n

#1: Pause, and Then Act Deliberately<\/h3>\n\n\n\n

Marquet recommends teaching people to take deliberate <\/em>action by pausing before acting, which consciously engages their minds. <\/strong>He instituted this procedure after a crew member violated a safety rule because they were operating on autopilot, requiring each person to pause and state what they intended to do. If someone said, \u201cI\u2019m about to turn the valve to the right,\u201d saying it out loud required them to consciously confirm this was correct.<\/p>\n\n\n\n

#2: Be Active, Not Passive<\/h3>\n\n\n\n

Importantly, Marquet found that, to increase their competence, workers\u2019 learning must be active, not passive<\/strong>. The Navy traditionally uses briefings where someone reads procedures aloud and everyone listens. On the Santa Fe<\/em>, Marquet replaced these by having the team leader ask members questions about their roles, the operation, and potential problems. The team had to demonstrate their readiness for an operation, and only if the team leader was satisfied would they proceed.<\/p>\n\n\n\n

#3: Expect to Learn<\/h3>\n\n\n\n

Building competence<\/a> also requires making learning a core expectation. <\/strong>Marquet found that this expectation creates a reinforcing cycle: Greater competence enabled more delegation, which required more learning, which built more competence.<\/p>\n\n\n\n

#4: Engage in Problem Solving<\/h3>\n\n\n\n

Marquet argues that, to help workers build the competence to use decision-making authority wisely, leaders should specify goals but let people determine the methods they\u2019ll use to achieve them. <\/strong>When Marquet set an objective on the Santa Fe<\/em>\u2014such as extinguishing a simulated fire as quickly as possible\u2014he didn\u2019t prescribe how<\/em> to do it. The crew organized themselves and found the most effective approach. This developed competence because people had to actively problem-solve rather than follow prescribed steps.<\/p>\n\n\n\n

Competence Develops in Stages<\/strong>

Research on how medical students improve competence\u2014both technical knowledge and good judgment\u2014suggests these abilities develop in stages. Students start with analytical thinking<\/a>, move to intuitive thinking<\/a>, and then they learn to operate under pressure. Let’s look at these stages in detail.

Stage 1: Analytical thinking<\/strong>\u2014Early in their training, students use slow, deliberate analysis for every decision<\/a>, consciously working through diagnostic steps and treatment options.

Stage 2: Intuitive thinking<\/strong>\u2014As students gain experience, they build a library of \u201cillness scripts\u201d\u2014saved patterns they can quickly compare to new cases. Expert physicians rely heavily on this fast, intuitive pattern recognition<\/a>, which lets them make efficient and confident decisions about their patients\u2019 care. This progression from analytical to intuitive thinking requires psychological safety. Medical students report that, although they understand that medical uncertainty exists in theory, during clinical training they fear appearing unknowledgeable<\/a>, which prevents them from asking questions or admitting gaps in their knowledge. Research shows that students can better develop competence when they can practice in \u201clow stakes\u201d environments, where they\u2019re expected to learn and to make mistakes. Marquet\u2019s emphasis on creating a learning culture reflects this need\u2014people must feel comfortable admitting uncertainty and asking questions to move from analytical novice to intuitive expert.

Stage 3: Operating under pressure<\/strong>\u2014Finally, students must build the competence to perform under realistic workplace pressures. Even medical students who can reason through problems successfully when focused on one issue struggle when interrupted or managing multiple demands<\/a>. Many students report they\u2019ve never been trained to maintain good judgment<\/a> while juggling competing priorities, despite this being constant in actual practice. This explains why Marquet\u2019s approach of gradually increasing responsibility works: People need time to develop not just decision-making ability, but the capacity to maintain that ability under pressure.<\/td><\/tr><\/tbody><\/table><\/figure>\n","protected":false},"excerpt":{"rendered":"

Building a team where everyone can make decisions sounds great in theory. But it works only when people have the skills and judgment to back up those choices. L. David Marquet discovered this firsthand as a submarine commander, and his observations reveal how leaders can systematically improve competence in their teams. Continue reading to learn how to develop the kind of competence that makes distributed authority powerful instead of risky.<\/p>\n","protected":false},"author":9,"featured_media":43924,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[14,43],"tags":[439],"class_list":["post-43916","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-management","category-self-improvement","tag-turn-the-ship-around","","tg-column-two"],"yoast_head":"\n4 Ways to Improve Competence in Yourself & Others - Shortform Books<\/title>\n<meta name=\"description\" content=\"Learn the five ways submarine captain David Marquet improved competence in his team, preparing them for combat and turning them into leaders.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.shortform.com\/blog\/improve-competence\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"4 Ways to Improve Competence in Yourself & Others\" \/>\n<meta property=\"og:description\" content=\"Learn the five ways submarine captain David Marquet improved competence in his team, preparing them for combat and turning them into leaders.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/www.shortform.com\/blog\/improve-competence\/\" \/>\n<meta property=\"og:site_name\" content=\"Shortform Books\" \/>\n<meta property=\"article:published_time\" content=\"2025-12-23T03:36:43+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2026-04-27T19:26:12+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/www.shortform.com\/blog\/wp-content\/uploads\/2021\/08\/improve-competence.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"750\" \/>\n\t<meta property=\"og:image:height\" content=\"375\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Elizabeth Whitworth\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Elizabeth Whitworth\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"4 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\/\/www.shortform.com\/blog\/improve-competence\/#article\",\"isPartOf\":{\"@id\":\"https:\/\/www.shortform.com\/blog\/improve-competence\/\"},\"author\":{\"name\":\"Elizabeth Whitworth\",\"@id\":\"https:\/\/www.shortform.com\/blog\/#\/schema\/person\/d2928cf6c11a69ced1491d6a5b74fb13\"},\"headline\":\"4 Ways to Improve Competence in Yourself & Others\",\"datePublished\":\"2025-12-23T03:36:43+00:00\",\"dateModified\":\"2026-04-27T19:26:12+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\/\/www.shortform.com\/blog\/improve-competence\/\"},\"wordCount\":717,\"commentCount\":0,\"publisher\":{\"@id\":\"https:\/\/www.shortform.com\/blog\/#organization\"},\"image\":{\"@id\":\"https:\/\/www.shortform.com\/blog\/improve-competence\/#primaryimage\"},\"thumbnailUrl\":\"https:\/\/www.shortform.com\/blog\/wp-content\/uploads\/2021\/08\/improve-competence.jpg\",\"keywords\":[\"Turn the Ship Around\"],\"articleSection\":[\"Management\",\"Self-Improvement\"],\"inLanguage\":\"en-US\",\"potentialAction\":[{\"@type\":\"CommentAction\",\"name\":\"Comment\",\"target\":[\"https:\/\/www.shortform.com\/blog\/improve-competence\/#respond\"]}]},{\"@type\":\"WebPage\",\"@id\":\"https:\/\/www.shortform.com\/blog\/improve-competence\/\",\"url\":\"https:\/\/www.shortform.com\/blog\/improve-competence\/\",\"name\":\"4 Ways to Improve Competence in Yourself & Others - 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