Superintendents - myth & legend

The word 'stereotype' originally referred to a type of printing that could be repeated again and again without change. Hence the modern meaning: a formed, unwavering set of characteristics attributed to a group. Superintendents - overwhelmingly ex-seafarers assigned to look after a group of vessels - are one such group. 

And I may be generalising horribly, but superintendents (I've been one!) in many shipping companies have traditionally taken a lot of flak. 'Not commercial', 'Not flexible', 'Not good in an office environment', 'Always say no'. 

But why this reputation? And is it deserved?

MYTH & LEGEND

Going back twenty years or so, many superintendents perhaps had a deserved reputation for being tricky. Often parachuted into the office with little preparation or training after years of being a Chief Engineer or Master, they suddenly found themselves in a world of ambiguity, office politics, nuance and disingenuity. Gone were the clear sightlines on who did what, when & who was in charge that they were used to at sea. The situation was exacerbated by the fact that superintendents were (and are) often more senior in experience but junior in office grade compared to, some, much less experienced graduate leaders.

All of which sets the stage for the stereotype of the grumpy & inflexible superintendent. Protective of their vessels. Not worried about saying it as it is, to speak truth to power. Not willing to 'play the game' that many ashore seem to enjoy. Focused predominantly on safety not commerciality. Of course, these are by no means all bad things! But a lack of office niceties often meant the many strengths of this group were lost in the noise.

TODAY'S TRUTH

The problem with stereotypes - apart from being far too generalised - is that they stick around even when they're time expired. As a group, superintendents have changed and are changing further & faster. Why? A couple of reasons. Firstly, seafarers are choosing to come ashore earlier, eschewing a long career at sea. So, they're getting younger. This of course has to be balanced with experience and 'credibility'. Secondly, companies are beginning to pay more attention to superintendent transition ashore and development thereafter. 

However, there's still more work to do. In discussions with a client only a few weeks ago, the, 'not commercial', 'resistant to change' charges were again laid at the superintendent door. 

SO WHAT?

Bringing an experienced seafarer ashore creates numerous benefits for a shipping company: operational oversight, safety gains, technical efficiencies and so on. But it's not a free good. Careful systems and processes for transitioning an individual ashore, exposing them to the wider business, providing them with a buddy in the first few months: these are all essential to build breadth & future potential into the superintendent group. 

Our goal? A future stereotype that goes something like, 'Superintendents: technically brilliant; they're the connective tissue that unites shore & sea in our company. Simply invaluable.'

Contact me if you're interested to hear more about stonefort marine talent's sea-to-shore offers. mark.fortnum@stonefortmarine-talent.com.