Crew - the operator’s greatest challenge

 

The operator’s greatest challenge is to achieve the most possible with those persons who are the ‘face’ of the ship. There are other human element challenges too: Keeping the charterer satisfied, negotiating with and appointing agents, buying or coordinating bunkers - these are some of the operator’s jobs. Not surprisingly, skills in human relations are similar in all these challenges.

 

So what are the human skills needed? The fundamental skill is the ability to put oneself in the place of the other party. The specifics of each task must be explained in detail so that the recipient will be able to fulfil what is needed without any ambiguity. Communications must invite the recipient to respond with comment, clarification or even rejection and the reasons why.

 

There is a need for flexibility to change or replace the task so as to achieve the overall objective. Handling stress and being able to work many potential solutions at the same time is needed. The operator needs to be attuned to nuances but never be afraid to politely ask for clarification and advice

 

Shipwise it is important to get the top officers ‘onboard’. With a good rapport one can always find a way to achieve the goal of any task with either the ship’s present resources or with those that can be brought in. If you, as the operator, believe that something is wrong onboard just remember that you are many miles away and that the ship’s crew are there to solve the problem. Its takes time to mobilize replacements or to send a port captain or superintendent.

 

Most problems - people or machines - can only be solved with the help of the crew. Often, by just specifying in detail the forthcoming operations or talking through a task ahead of time may be enough.

 

Role playing or simulations can give insight. One must know the basic ship organization and duties and roles in any given task. Knowing when they will be tired and when they will have conflicting objectives can help in both scheduling and in framing a request.

 

Everyone is different. Some senior officers can manage with weak subordinates and inexperienced ABs or Oilers. Some cannot, and one must plan their rotation so that they either have strong onboard support or that there is appropriate shore support 

 

In summary: 

(1) Make it automatic that you, the operator, can put yourself in the other man’s shoes. Do that before you make your request. Role-play the situation at least in your mind before you send the email. 

(2) Focus on the crew. Others are important but the crew is going to solve the problem. 

(3) Know the crew organization and specific strengths and weaknesses of the specific crew. Be attuned to whether they are tired or under stress. Schedule crew rotations and onshore support individually. 

(4) Be more than clear in your request either to do a job or to give information. And, always make it possible for the recipient to report the true situation, even if it means saying your request is ‘bad’ or not possible.

 

A copy of Michael Kennedy’s recent paper Lifetime structural integrity and tanker operations can be downloaded here: 

HE00955 - LIFE-TIME STRUCTURAL INTEGRITY AND TANKER OPERATIONS