by Captain E.M. Soott RNR RD** FNI
Martin ScoU has had a long and varied career at sea spanning some 38 years, the last 23 years in command afa varie9-' afships includingpassenger roroferries, an Arctic research vessel, container ships and cruise liners.
He presently commands within the Holland-America LinelWindstar cruise fleet and retired as a captain in the Royal Naval Reserve last year, having served in a variety of naval unit.s including frigates, minelayers and three of the UK's aircraft carriers. For the last 75 years afhis career he was lnvolved in Amphibious Operations, latterly as the Staff Officer, STUFT to the Comrmdore, Amphibious Warfare.
Introduction
Managing people on board any ship requires some very special skills and strengths to be successful.
However, there are anumber of areas in this complex subject that really are common to any management situation.
In the style of management required for the merchant navies of the world, some leanings towards the military were required. This leant towards the theory that "leadership" was a better title. Nowadays even I have to agree that the overall picture of the captain or senior officer's position on board is better described as management. This is really due to much greater invo lvem en t in the complex technical, budgeting and planning requirements, mostlybrought about by computer generated communication with one's principals.
However, leadership remains one of the most significant skills that can affect the efficiency of any ship.
Managing, especially for the captain, means being seen to involve all concerned in any decision·making process. This not only allows you to use your senior officers' or crew members' knowledge or ideas to enable you to reach the best decision, but also makes them feel their professionalism is respected, their knowledge is useful and they are in your confidence.
For a captain or senior officer it is sometimes quite a surprise to realise how much your crew "look up" to you for guidance, advice and decision making.
Whether they are looking up ... or down ... depends to some degree on the example you set, both privately and professionally, in your life on board. This, quite often, can be the hardest part of a successful senior officer'sjob as you are really on duty 24 hours a day, seven days a week while you are on board or in the vicinity of your ship and your actions and personal habits can be noted by members of the ship's company.
It is crucial that the captain is always in a position to be able to expect obedience to his orders and instructions. This requires motivation and, to some degree, agreernentwith the order or instruction given.
It is not unusual on any ship that you require that extra bit of effort, those extra hours of overtime, the quick response to an emergency and one cannot reasonably expect this to happen unquestionably without some sort of "reward".
The best sort of reward is one that you already have in the bank. For instance, during a quiet period of a voyage, you have been able to give some extra time offfor shore leave - or maybe allow a special party or anniversary celebration on board.
The other must is that the crew are fairly treated regarding their living accommo dation and personal entitlements. Make sure their cabins are properly appointed-clean, usablemattresses,lightfittings and furnishings in good order, the bathroom properly maintained and a clean water supply.
To be seen to be fair is also agoodmorale booster.
Any disciplinary action, decision or style must be seen both by officers and by crew members to be evenly applied - for example, should a senior officer miss the ship's sailing time his investigation should be as thorough as that applied to the most junior rating.
There has, of course, to be some reward for senior staff on board in recognition of their status and additional responsibilities. However, these privileges must be clearly seen to be appropriate and not against the code of conduct applied to all on board.
Most people at sea of any rank or discipline are usually reasonable decent human beings, willing to do an acceptablejob ifasked to. You should approach them with this as your main feeling. When a problem, requirement or disciplinary action has been explained to a crew member, even when he has been involved in the most basic tasks on board, you will receive an intelligentresponse almost without fail.
The few individuals who cannot respond to normal social or professional requirements are quickly identified within the majority and "moved on".
More than in any other industry does the variety of nationalities employed become evident. Shipping companies are able to take advantage of world
conditions to employ the most suitable personnel in any position on board ship. More often than not this is based on cost effectiveness and invariably leans toward the cheaper end of the market.
You must not make the mistake of concluding that cheap automatically means poor quality and badly educated.
A significant number ofpeople from the so called 'Third World' countries are intelligent, well educated and have been required by market forces in their own countries to seek acceptablypaidjobs elsewhere. Itis very much to your advantage to treat such people accordingly. Give them respect in your dealings with them and you will be repaid many times over. You will find that they are quite able to learn their jobs and skills quickly, which is especially valued on passenger vessels.
Each nationality on board, although theymaywork well together, usually enjoy having their own space and will congregate together for eating and socialising.
Where possible, cabins should be shared by the same nationality. It is very much to your advantage as a captain or senior officer to study the customs and personal habits of the nationalities you are responsible for - respect for those is, on occasion, vital to good relations. "Culturegrams" are available from consulates for most nationalities and are an excellent resume of personal customs in their respective countries.
There is, of course, a world of difference in the make-up of the officers and ship's company of, say, an 80,000 ton passenger ship and a similar sized OBO or container ship. Whilst the cargo related unit has a much smaller crew, individually they are equally if not more responsible for the safe and efficient operation of the ship and her cargo.
The captain needs successfully to encourage each member of his small group, getting to know their individual characters and monitoring their performance to ensure each continue their varied tasks in a responsible manner as each crew member is especially valuable on such a large unit.
Due to the increasing popularity of cruising, the world's passenger cruise fleet continues to grow. We now have ships of over 100,000 tons capable of carrying up to 3,000 passengers with a crew size to match.
To be the captain of any significant sized passenger vessel requires particularly well developed management skills and personal ability. Here the captain must rely on his heads of department, the chief engineer, the hotel manager and the chief officer or staff captain, to run their departments effectively. It is obviously to your advantage that each of your heads of department understand your style and 130 THE NAUTICAL INSTITUTE
requirements. This is best achieved by discussion and encouragement from yourself. In addition to the number of formal meetings invariably necessary for the efficient running ofsuch a large undertaking, it is a good idea to meet with your senior officers on a daily basis semi-informally in your cabin or office.
It is in the captain's best interest, ifhe is to have a real
grasp
of his command, to get around all areas informally, talking to passengers and crew on a regular basis, monitoring people's attitudes and listening to their praise or complaints. Always involve the head oflhe appropriate department in any area you may be concerned with or requiring further investigation.You should, however, endeavour to obtain the facts from as many sources as possible before making your best judgement or decision - the facts are not always as first presented!
It is inevitable that some ta!ks on board have to be completed by reaction to circumstances and events as they occur. However, with advance planning and anticipation of tasks, the resulting organisation can improve results considerably. All concerned then have at least a general idea of how the ta~ is to be performed and who is responsible for what. You have also had the opportunity to clear up any misconceptions early, preventing unnecessary discussion or confusion during the event.
Apre-docking or undockingdiscussion with your officers is agood example of short term planning. Long term would be preparing the ship for a scheduled dry- dock.
It is impossible for the captain ofa ship physically to activate every manoeuvre and make every decision, oversee every action by every person on board. He is, however, responsible and accountable for every action of any significance on board his ship.
There has to be delegation. One of the most important that comes to mind is the navigational watch. During the night hours especially, your ship's immediate safety is in the hands of someone else. You have to judge, in advance, that person's ability to discharge this t~ competently. It is easier to make that decision if your watchkeepers are in possession of certificates of competency issued by a well established, acceptable body. After that it is your call and must be based on your own observations. Your own experience usually helps you decide to what level each officer can be left without your supervision or control. You should also make your wishes or intentions clear, allowing for the individual ability of your officers.
I have generally observed that your senior staff will tend to emulate your style when delegating to their staff. When appropriate, it is better to offer clear suggestions rather than give direct orders. As mentioned before - we are generally dealing with
sensible people. Having delegated, always ensure your officers are comfortable in approaching you at any time should they be unsure in the responsibilities you have given them.
The ISM Code requires the master to motivate his crew. Be seen to be interested in their welfare. Talk to them - ask about their families -learn theirnames- there is nothing like addressing a crew member by name to make him feel wanted and noticed. Praise and thanks for ajob well done, or a task completed.
Encouragement to learn through on board training for those wishing to understand thejob better and for those preparing themselves for promotion, is vital- where else will the future staff come from? A great motivator is to assist someone who wants to improve.
I cannot overemphasise how much the whole ship's company can react to your style and example - if you are seen to encourage and take an interest - follow through problems - use your influence as captain to assist others in achieving their goals, you will have done much to keep your crew focused on their work and motivated towards the ship's best interests, both environmentally and towards safe working practices.
To beresponsible, ultimately, forthewelfare, safety and lives of any number of people is a great
responsibility. At sea this trust is absolute. Whilst with modern communication you are able to seek and use advice and assistance more easily, inevitably there are still many occasions where your immediate and ongoingjudgement is required in areas which have a direct effect on the personnel on board your ship.
It is a significant compliment that the maj ority of good shipowners respect your unique position and bow to your judgement on shipboard matters.
This is, to a large degree, due to the many generations of captains, stretching back hundreds of years, who spent their careers at sea, many giving their
lives to maintain a high standard of management and good judgement.
This is unique in industry management and we present captains must always acknowledge the tremendous debt we owe to our forefathers and be aware that the authority and respect we enjoy are based on the high standards of those who went before.
Managing people on board ship is a very special trust. Those ofus who have the privilege of such trust must view themselves most fortunate in their task. I suggest they enj oy the opp ortunity and - if circumstances allow - keep a sense of hum our!