On many occasions one prevailing feedback from seafarer respondents in our Safety Delta surveys is that leaders are not always good at giving clear instructions. Why can the face-to-face instruction sometimes be so difficult, even if the leaders make an effort? Perhaps the leaders overlook the cultural variations in our way of communicating. One may be an excellent communicator when dealing with people from the same or a homogeneous culture, but what works in one culture may not be effective in others. This article provides a practical approach to this challenge.Read more >
Does your performance appraisal process provide the intended effect? If this question catches your attention you are probably not sure whether the performance appraisal in your company provides positive effect, what type of effect to expect or how to actually measure a possible effect from the performance appraisal efforts. This article highlights how a good/bad rating should change focus into objective focused evaluation that contributes to engagement, development and overall improvementRead more >
Seafarer training often focuses on the technical and operational part of the work process, and when placed in a situation where interpersonal skills are to be applied, many seafarers feel they are in deep water. Still, they do not always see the reason why they need this training. As a soft skills instructor I sometimes hear negative comments in the beginning of a course – mostly turning into positive feedback at the end.Read more >
A successful leadership development strategy must be aligned with the business goals of the shipping company. If the shipping company is paying for its officers to attend a leadership course, does the shipping company have a plan for how that is going to benefit the business? If leadership development efforts are not tied to a strategy, there is no telling whether they will help the shipping company in the long term. Therefore, the course facilitator’s first task is to connect the company strategy to the leadership development strategy, only then will the participants understand WHY it is important for them to attend.
Therefore, shipping companies must establish why they want to develop their officers, and it is more important than ever to demonstrate a clear line between investments and desired organisational outcomes.
Resilience is on everyone’s lips – also in the shipping industry. But what does it entail? Originally deriving from biology as a term for how plants through evolution have become resilient and managed to sustain growth even in hard conditions, resilience has spread to the business management lingo as a term for new ways of structuring business to match the requirements in the fast paced business arena of our time and age.
In Green-Jakobsen we help clients build (primarily safety-) resilience in shipping companies worldwide. This article is an introduction to the main characteristics of a resilient organisation in Green-Jakobsen’s perspective. It heads up one or more articles specifically on organisational resilience in shipping companies.
Green-Jakobsen is an International Marine Safety and HR Consultancy company. Our services cover consultancy, courses and training, multimedia production and safety performance measurement.Read more >
Do many years of experience automatically give senior officers all necessary leadership skills? At our leadership courses we often hear the statement: “If I had known this before there were things I would have done differently”, and: “I will go back on board and apply these methods immediately”. This article tells about Jacek, a captain and participant at one of our leadership courses.
If you want to hear more about maritime leadership you are welcome to join our workshop on 25th October at Danish Maritime Days – read more here: http://www.green-jakobsen.com/why-us/join-our-workshops/ or here: http://www.danishmaritimefair.dk/leadership/
A constantly returning request from the participants enrolled in the Green-Jakobsen safety leadership courses is advice on how to cultivate/change crew safety behaviour and awareness. This article argues that leaders who are consciously capable of creating/showing unexpected, different, grotesque or even wrong actions can stimulate change. It also argues that the strongest change is achieved when humans are fully aware of their own actions, beliefs and perception.
Based on these beliefs and to help leaders develop these skills five simple behaviour change strategies will be presented.
In a way our industry forms its Captains and Chief Engineers in such way that they become pretty conservative in their way of thinking. This means that it can be difficult to introduce new ideas and new ways of doing. How do we face this challenge when we wish to introduce a new concept of leadership to this group of officers? How can we persuade them to adopt new and different mindsets?Read more >
Conducting a series of leadership courses brings us in contact with a lot of different people – some more motivated for learning than others. But also experienced leaders can discover new perspectives, and however challenging a training course can be it is important to leave with a good result. And when it even creates ripples in the water everyone is happy.Read more >
This article argues that multiple inputs providing information on a range of H&S activities are required and that we need to find a supplement to the use of lagging and leading indicators. This article therefore introduces the Safety Condition Indicator (SCI) as defined by Green-Jakobsen.Read more >
This article is an interview with Spinnaker Consulting’s Chairman, Mr. Phil Parry. We have discussed the role of the superintendents and the variety of skills and experience they should have to perform in their position. What is needed in order to get a cooperative instead of combative relationship between ships and office? The answer is training – leadership and management trainingRead more >