Maritime Leadership Ver. 1 2015 1

The MaritimeLeadership Box

Ver. 1 2015

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The key to leadership development in the maritime business

Maritime Leadership Ver. 1 2015 32

Why is Leadership so iMporTanT? Leadership Tasks...

High performing organisations aren’t just lucky. They have leaders who show leadership, understand their roles as performance drivers and have a clear idea of what they want to achieve and how.

In order to be able to fulfil this performance driving role, the leader must know the direction, possess the knowledge, ability and apply the tools to act as a competent leader. This will also enable the leaders to lead beyond compliance. The skills encompass:

Driving and directing company performance:

• Understand and achieve company performance standards beyond compliance

• Proactively discuss and evaluate actual crew performance ensuring high performing teams

• Encourage open communication, including conversations about performance and development

• Shape crew competencies by demonstrating leadership

Increasing employee satisfaction and developing competencies:

• Create a positive working environment through coaching, support, delegation, mentoring and empowerment to ensure retention and employee satisfaction

• Create employee role awareness and facilitate development of competencies and commitment to enhance performance

• Handle people differences, conflicts, offer performance feedback in an appreciating manner to ensure smooth task execution and raise safety performance

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“Managing conflict without jeopardising the ship’s operation

and, at the same time, avoiding demoralisation among

people is one of the much-earned techniques of the course

2nd Officer

Company sTraTegy

CoaChing and goaL seTTing

give feedbaCk

moniToring and evaLuaTion

CommuniCaTion

Working environmenT

handLe CuLTuraL differenCes

appraisaLs

CusTomerrequiremenTs

CompeTenCe deveLopmenT

Company vaLuessafeTy performanCe

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The Leadership concepT coMponenTs 1. Company strategy and direction• Establish a common leadership standard throughout the organisation• Communicate company strategy !2. Definition of leadership competencies• Develop performance criteria and associated competencies and behaviours• Define rating and evaluation of leadership competencies, • Goal setting and performance feedback

3. Competence management• Clear personal goal setting and mutual matching of expectations• Describe the evaluation and monitoring process according to required leadership competences and goals• Train assessors to make sure that evaluations of all staff are equal and fair• Integrate competence evaluation output in the promotion processes

4. Align appraisal system and process• Create rating scale taxonomy• Establish process flow and organisation• Train and guide assessors/appraisers

5. Leadership tools and methods• Align learning goals and training process• Establish cooperative learning process to enhance leadership skills• Make a Personal Development Action Plan for all participants

6. Leadership course delivery• Educational principles suitable for the maritime environment• Course delivery worldwide• Story line, placing course content and leadership tools into operational context• Course structure and duration

7. Post course follow up• Appraisal and continuous development of leadership competencies• On board training through on-board trainers• Officer seminars• Seagull CBT – leadership tools and methods• Defining and executing continuous performance improvements

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Developing leaders is not just a matter of taking a leadership course but requires a number of organisational processes and activities. These could be:

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Green-Jakobsen’s leadership courses ideally follow a ‘Pre’, ‘During’ and ‘Post’ course approach. See an example below:

Through the application of a storyline approach the participants will embark on a journey where they will be challenged to learn, understand and practise leadership principles, methods, skills and ideas. As part of the storyline practice-oriented leadership challenges are exercised. Their skills will be evaluated and a personal development plan is elaborated.

Soft SkillS

Role and SelfawaReneSS

aSSeSS leadeRShipSkillS

leadeRShipcouRSeS

pRe-couRSe activitieS

introduction of Softskill methods through Seagull cBts

undergo personal profile analysis

evaluate own leadership skills via 360o feedback

introduction to course curriculum

couRSe activitieS

Basic soft skills methods and role plays

human Job analysispersonal development plan

evaluation ofleadership skills

Storyline approach: learn, understand,practise leadershipSkills. application of principles and methods

poSt-couRSe activitieS

apply, train soft Skills on board

develop leadershipSkills through ppa,hJa and personaldevelopment plan

Reassess leadership skills via 360o feedback

apply/train leadershipcompetences

The Way We do iT educaTionaL principLes and TooLsCooperative learning process

• Ensuring active and equal involvement of all participants and creating focus

Educational posters• In company design, creating and maintaining

focus through illustration

Personal Development action plan• Setting personal development goals

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“We have received very good feedback

from our leadership training – some have even said that it has been

the most useful training they have taken so far

HSQE Manager

Evaluation methods, guidance and process• Establishing performance criteria and

rating scale

Guiding handbooks• Providing overview of the areas, topics and

tools that are part of the leadership principles

• Providing strong and equal performance feedback

When people go “above and beyond” in their jobs it is because they have a personal interest or they clearly see the purpose, believe in their work and see the higher meaning of it. To achieve this companies need leaders who understand and are capable and willing to create a high-performance work culture.

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ensuring organisaTionaL anchorageLeadership is the most important organisational capacity to help improve (safety) performance and sustain safety and other improvement initiatives. The Green-Jakobsen leadership concept is to a high degree integrated in safety performance development.

The Green-Jakobsen Performance Butterfly™ visualises 4 essential organisational performance components. To ensure their effect good leadership is vital. Leaders are the drivers who help ensure a robust organisational anchorage. The 4 components are described below:

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1. Vision and directionCommunication of strategy and execution towards (safety) objectives; guidance and direction of desired (safety) behaviours.

2. Employee performanceThe actually demonstrated behaviour, leadership, competence and (safety) mind-set.

3. Supporting means(Safety) policies, work processes, IT systems, training, monitoring of performance indicators etc.

4. Organisational anchorage Integration of (safety) performance into relevant organisational work, tasks and operational processes.

“Leadership is about setting goals, direction

and achieving these goals through others

Green-Jakobsen

Maritime Leadership Ver. 1 2015 1110Made by Green-Jakobsen A/S

“During the vessel’s various operations where a great demand

for manpower is required team building sets in along

with efficient planning.

It is with pride that I acquired more skills in that respect

from the leadership training

Chief Officer

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Studiestraede 14 A, 3rd floor DK - 1455 Copenhagen K Denmark

Tel. +45 7020 0881cph@green-jakobsen.com

www.green-jakobsen.com

TM