Professional Documents
Culture Documents
Leading For Safety
Leading For Safety
for Safety
S A F E R L I V E S , S A F E R 1S H I P S , C L E A N E R S E A S
Safer Lives,
Safer Ships,
Cleaner Seas
Contents
3
About this Guide
This guide issued by the Maritime and Coastguard Agency (MCA) is
intended to help leaders and senior officers in the maritime industry
improve their leadership and people management skills in order to ensure
safe operations. The guide contains tips and best practices for ten core
leadership qualities for effective safety leadership, split into five categories.
Virtually all maritime leaders want to do their best for safety, this is not
in doubt. But sometimes real life makes things difficult – time pressures,
economic constraints and everyday circumstances sometimes seem to
conspire against good safety leadership. This guide is based not just on
theory but also on real life, including consultation with over 65 seafarers
and shore managers about everyday safety leadership challenges. You will
see that some of it is common sense, but nearly everyone can benefit
from a reminder.
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Where can I go for more information?
You can find out more as well as provide feedback on this guide by
contacting the Risk, Analysis and Prevention Branch, Tel: 02380 329 100. You
can also log on to the MCA website www.mcga.gov.uk to download copies
of this guide or find out about other Human Element work by the MCA.
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The Ten Core Safety
Leadership Qualities
6
Motivation and Commitment
7
Confidence and Authority
1 Instill respect and command authority
Safer Lives, Safer Ships, Cleaner Seas
The ability to instill respect from, and command authority over, the crew is
probably the first thing that comes to mind when people think of leadership.
In many ways it happens on its own when you get everything else right.
Leaders get respect and command authority when crews believe that you:
x Are willing to exercise the power vested in your position
x Possess the necessary knowledge and competence
x Understand their situation and care about their welfare
x Are able to communicate clearly
x Are prepared to act confidently and decisively.
Why is it important?
Without authority and respect it is difficult for leaders to influence the
behaviour of their crews, including safety-related behaviour. Crews may
establish their own individual or group values, attitudes and behaviours, or
else follow other de-facto leaders lower down in the hierarchy. This can
lead to poor compliance with standards and excessive risk-taking. Research
shows that some Masters feel that their authority is being undermined by
increasing governance from shore-based managers under ISM (e.g. through
the Designated Person Ashore requirements). Also, some Masters feel that
the increase in the volume of management standards and procedures is
undermining their authority. These areas are important to address.
8
What can I do?
Leaders need to tailor leadership style to fit their individual
personalities, but there are some common features:
Things that tend to work
x Have confidence in your decisions and stick to them
x Admit mistakes when you are sure you are wrong
x Demonstrate staff care and respect through everyday actions
x Earn respect through your actions
x Try to achieve better mutual ship-shore management understanding
(e.g. through meetings, informal contacts or job rotation).
“ Commanding respect is a
combination of having the right
knowledge, skill and
attitude, where attitude
is self regulated
Passenger ferry
”
9
Confidence and Authority
2 Lead the team by example
Safer Lives, Safer Ships, Cleaner Seas
Leading the team by example is the combination of two things: being seen
to be practicing what you preach, and pulling your weight as a key part of
the team.
Why is it important?
It is well-known that people are less likely to follow any rule or practice
if you do not follow it yourself – this is especially true for safety rules.
Traditionally, Masters may have regarded themselves more as authorities
to be obeyed rather than team players. However, with increasing safety
requirements and fluid labour markets, sometimes with high crew
turnover, it is increasingly important to use leadership styles that
demonstrate shared safety values through actions, not just words.
10
What can I do?
Things that tend to work
x Always be seen to follow simple, visible safety rules during
everyday activities
x Be seen to be playing an active role, not just behind the scenes
x Occasionally be seen to assist in subordinates’ tasks where
necessary.
Why is it important?
Without factual safety knowledge, leaders cannot convince their crews that
they are on top of safety issues and take it seriously themselves. Without
people management skills, effective implementation of written safety
regulations, codes and standards is very difficult. Research indicates that
people management is an area for further improvement in the maritime
industry. There is little dedicated formal training in this area at present.
12
What can I do?
Things that tend to work
x Ensure that you are up-to-speed on safety requirements – do a
refresher if necessary
x Consider your own strengths and weaknesses in people skills such
as communication, motivation, team working, conflict resolution,
crisis management, coaching and appraisal, discipline. If necessary
apply for coaching or training in these areas
x You can’t be an expert in everything – so be prepared to
acknowledge your own knowledge gaps and seek advice when
you need to.
People need strong, clear leadership in a crisis and rely more on their
leaders than would otherwise be the case. Calmness in a crisis situation is a
core requirement and will rely on many of the other leadership qualities
described in this booklet including commanding authority and drawing on
knowledge and experience. In particular, it is important to have confidence
and trust in the crew’s abilities and emergency preparedness. Attendance at
safety training and at response drilling is essential for all crew.
Why is it important?
Calmness in a crisis is particularly important in view of the additional
complications of different languages and nationalities that make up the
crew. These complications tend to be emphasised during emergencies.
14
What can I do?
Things that tend to work
x Develop excellent knowledge of, and confidence in, the crew’s
abilities
x Implement a firm policy on compulsory attendance at emergency
safety training and response drills.
Why is it important?
Tough empathy is important in order both to convey to your crew that you
understand their situation, feelings and motives, and to enable you as a
leader to take the right courses of action which take due account of these
desires, feelings and concerns whilst focusing on achieving appropriate
overall objectives. In a safety context, this is especially important for
encouraging compliance with safety rules by the crew.
16
What can I do?
Things that tend to work
x Encourage crew to provide feedback on their situation, feelings
and motives, both in everyday situations and formally in pre-
arranged communication sessions
x Be prepared to acknowledge, mirror or summarise feedback to
demonstrate understanding, then to explain your conclusions and
intended course of action. If this is significantly different to what
people have said they want, take the time to explain the case and
illustrate why you are adopting this course of action.
“ balance of
They need a
empathy and strictness
Passenger ferry
”
“ A good leader is…
strict but fair
Passenger ferry
”
17
Empathy and Understanding
6 Be sensitive to different cultures
Safer Lives, Safer Ships, Cleaner Seas
Why is it important?
Crews of mixed nationalities are the norm. It has been clearly
demonstrated that different national cultures may have different values and
attitudes towards safety – for example in terms of fatalism, following rules,
risk-taking etc. These values and attitudes can certainly be adapted, but
sensitivity is needed to understand how best to proceed.
In some cases, mixed nationalities can lead to splitting into different social
groups, often on the basis of language. This can be a serious barrier
towards effective and consistent implementation of safety-related
requirements, and social well being of the crew as a whole. In emergency
situations, language is of course also a potential risk area.
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What can I do?
Things that tend to work
x Ensure as far as possible that one ‘working language’ is used even
in social situations, and that crew have adequate training in this
language
x Try to avoid a large ‘critical mass’ of one nationality developing,
where possible
x Learn the key features of typical behavioural signals exhibited by
the nationalities represented on board – training in this is
available
x Consciously seek to build trust, familiarity and integration of
disparate social groups through organised or semi-organised
social activities on-board.
19
Empathy and Understanding
7 Recognise the crew’s limitations
Safer Lives, Safer Ships, Cleaner Seas
Why is it important?
Commercial pressures continue to be intense in the maritime industry.
Minimum manning levels and increased demands for reporting and
paperwork mean that working hours are long and fatigue is a key issue. It
has been shown that excessive fatigue and stress has an adverse effect on
safety, and is one of the key causal factors of human error and poor
decision-making.
20
What can I do?
Things that tend to work
x Monitor and be aware of the signs of excessive fatigue in crew
members
x Ensure that working hours are adequately supervised and recorded
x In the case of recurrent problems, discuss possible solutions with
shore management
x Be able to decide when it is necessary to slow or halt operations
temporarily.
21
Motivation and Commitment
8 Create motivation and a sense
of community
Safer Lives, Safer Ships, Cleaner Seas
Why is it important?
Team spirit and pride in one’s work are primary contributors to the morale
of a team. Morale has been shown to have an adverse impact on error and
violation rates, hence attention to these aspects is an important part of
safety leadership.
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What can I do?
Things that tend to work
x Involve staff in aspects of management, for example development
of detailed working and operational practices
x Ensure that feedback is always given on staff suggestions or
questions
x Demonstrate interest in, and care for, crew welfare issues
x Take part in and encourage social activities involving the staff.
23
”
Motivation and Commitment
9 Place the safety of crew and passengers
above everything
Safer Lives, Safer Ships, Cleaner Seas
Why is it important?
The commitment of the Master is vital to ensuring that operational
pressures do not compromise safety. Clear demonstration of commitment
is also essential to reinforce the shared values of the team with regard to
safety and to help embed safety issues into everyday actions rather than
being seen as an additional chore.
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What can I do?
Things that tend to work
x Make it clear to both superiors and subordinates that you are
empowered to act according to your own judgement on safety
matters, without sanction from others
x Ensure that safety issues are integrated into other everyday
operational activities, including walkabouts, meetings and one-
to-one discussions.
25
Openness and Clarity
10 Communicate and listen clearly
Safer Lives, Safer Ships, Cleaner Seas
Why is it important?
Clear two-way communication and openness is necessary to achieve a
‘just’ culture. A ‘just’ culture is one in which individuals feel free to speak
up about problems or mistakes without being blamed. In a ‘just’ culture,
safety incidents are not automatically blamed on individuals – however for
repeated violations there is a transparent and well-defined progressive
discipline policy. Without the openness inherent in this ‘just’ culture, safety
incidents and near-misses may be suppressed and unnecessary risks taken.
26
Passenger ferry
”
What can I do?
Things that tend to work
x Hold safety tours and informal discussions with all levels
x Ensure that your listening skills are adequate. If necessary obtain
training or coaching in effective listening
x Implement an ‘open door’ policy for crew members who wish to
see you
x Ensure that there are no barriers preventing the open reporting of
safety incidents and near-misses. If necessary consider using a
confidential reporting system
x Give positive feedback on what lessons have been learned through
reporting of incidents and near-misses without apportioning blame,
and demonstrate commitment to addressing root causes
x Cultivate an atmosphere of openness through your own personal
management style and everyday interactions.
27
Passenger ferry
”
Leading for Safety
A practical guide for leaders
in the Maritime Industry
This guide issued by the Maritime and Coastguard Agency (MCA) is
intended to help leaders and senior officers in the maritime industry
improve their leadership and people management skills in order to
ensure safe operations. It contains tips and best practices for ten core
leadership qualities for effective safety leadership.
www.mcga.gov.uk
© Crown copyright MCA XXX
Any part of this publication may be freely reproduced providing the source is acknowledged.