Modern Leadership: A Changing Paradigm Managing Change in a Changing World Water Club 29 October 2015 James Spear U.S. Third Officer Regional Director, NAMEPA

Current Maritime Leadership Development  Maritime Academy Education & Regimental Programs  STCW 2010 Amendments Requirements  Company-Based Training and Mentoring Schemes  “On-the-Job” Training

-Attributed to Socrates by Plato What Some Are Saying About the Next Generation… “The children now love luxury. They have bad manners, contempt for authority; they show disrespect for elders and love chatter in place of exercise.”

 Generally agreed to be born between 1981 and 2000’s  Largest generation in American society at 80 million  Significant historical and social influences including:  Era of strong parental guidance (Ubiquitous safety)  Diffusion of global terrorism (Particularly September 11, 2001)  Series of massive financial scandals  Economic recession  Rise of Internet and subsequent trends (Social Media, Reality TV and the “Sharing Economy”) Who Are Millennials?

Millennial Attributes…a Mixed Bag  Impatient/Entitled versus Sense of Uncertainty in a Changing World  Financially struggling (ie “Broke”) versus Efficient/Frugal  Undedicated/Disloyal versus Adaptable to Corporate Paradigm Shift  Delayed Development versus Selective in Life Decisions  Unrealistic Personal Expectations versus Ambitious  Narcissistic versus Entrepreneurially

Keys Markers for Millennials  Diversity leading to broader acceptance  Affinity for leveraging technology  Decreased participation in established institutions

Millennials By the Numbers

 Historical incident work environment  Steep increase in corporate and individual liability enforcement for marine incidents  Greater connectivity across the industry  Heightened emphasis on Continuing Professional Development/ Higher Education Expectation  Ramp up in marine regulations (SOLAS, STCW, Manila Amendments) Some Influences on Maritime Future Leaders

 Increased monitoring, reporting, and documentation requirements can lead to reduced critical tasks focus  Integration of manageable technology is key for holistic approach as part of a quality management system  Personnel Planning (ie Work Hours Management)  Environmental Regulation Compliance  Ongoing Challenge: Keeping up training, education and regulation with technology developments Leveraging Technology

 Oil Record Book  Garbage Record Book/ Waste Management Plan  Deck Log Book  Engine Log Book  Chronometer Error Log  Navigational Charts Correction Files/Log  Navigational Publications Correction Files/Log  Bunkering Log  Gas Testing Equipment Log  Vessel General Permit (US)  Compass Error Log  Work Hours Log  Safety Permits Log  Medical Log  Cargo Operations Log  Cargo/Ballast Pump Log  Weather Reporting  Ship Security Plan  Fire Control Plan  SOLAS Manual  Management of Change Example of Documentation and Logs Onboard

 Arguably the most challenging task for managers  A revolving workforce and a dynamic operating environment pose unique challenges to maintaining safety and quality standards while retaining employees  Providing a well rounded foundation of education and training  Increased Safety = Decreased Direct Personal Experiences Engaging and Developing the Next Generation’s Leaders

Possible Trends Moving Forward  Continued Improvement in safety  Increasingly diverse marine workforce  Maintain shorter employment turn around trajectory  Greater integration of technology into the marine industry  Continued recognition of the value for marine expertise  Heightened awareness of the marine industry by public  Increased expectation for distance learning/education

 Clear direction, strong overight and continual support from management  Consider allocating increased resources such as staff, technology, or supplemental training  Results Only Work Environment? (ROWE)  Access to tools for self-improvement by crew and officers, such as Continuing Professional Development or advanced education  Facilitate leadership opportunities for all levels of employees  Troubleshooting on technical issues  Assigning training demonstrations to junior officers Engage, Retain, and Develop the Next Generation

 Remaining consistent in protocols, managerial decision-making, compensation  Connectivity  Mentoring Programs  Remove, where possible, a “One Size Fits All” training model  Provide industry engagement opportunities for engaged learning and professional growth (NAMEPA, Nautical Institute, WISTA, Propeller Club, SNAME, etc) The More Things Change, The More They Stay the Same… But Don’t Take My Word For It…

What Some Maritime Millennials Are Saying…

Questions? Contact Details: James Spear P.O. Box 1131 Valrico, Florida Or you could just friend me on Facebook or LinkedIn…