Does experience automatically give your senior officers and shore-based managers the necessary leadership skills?
That is most often not the case.
Even the most experienced leaders meet challenges in their leadership role and need good safety leadership tools to guide and support them.
Management of leadership competencies should support the linking of corporate objectives with individual employee objectives.
It should provide a structured process of rating and measuring leadership performance. It is also a means that expectations need to be expressed clearly in terms of the performance to be delivered.
The 70 – (real work experience) 20 – (interacting with others) 10 – (formal training) model is the basis for everything. It’s how we prepare courses, on-the-job-training and look at competence development opportunities. Also, we propose how to integrate the competence evaluation output in practice into the recruitment and promotion processes.
"Our purpose is to create role consciousness, or in other words, establish personal targets for the behavioural change we want to achieve."
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