13 LMM V I S I O N ISSUE 23 | Q4 2025 stand the reasoning behind decisions. Engagement is maintained through presence on Deck and on the Bridge during critical operations. Leadership cannot be exercised remotely. Officers must observe, correct, guide and intervene when required. To maintain coaching effectiveness, leader must remain disciplined, updated with company Safety Bulletins and aligned with industry best practices. Continuous learning ensures that guidance given to the crew is current and accurate. IN: For engine room leadership, mentorship is directly connected to safety and machinery reliability. Senior Engineers must lead by example in following procedures, using proper PPE, maintaining housekeeping standards and respecting permit to work systems. Discipline in small routines prevents major incidents. Coaching is conducted daily during maintenance activities. Junior engineers and ratings are encouraged to understand not only “how” a task is performed but “why” specific safety measures are necessary. We explain system design, failure risks and potential consequences of improper actions. A Chief Engineer must be physically involved during critical overhauls, troubleshooting and high-risk jobs. Direct supervision builds confidence and ensures standards are maintained. Leaders must continuously update their knowledge, review incident reports and discuss lessons learned with the team. A technically competent and approachable leader builds trust and improves overall safety performance. DV: Ship leaders need to actively role-model safe behaviors, professionalism and open communication. This includes being approachable, listening to crew concerns, and providing regular constructive feedback. Continuous selfdevelopment through leadership training, safety workshops, and human factors awareness helps leaders improve their coaching skills. Leaders should create an environment of trust where crew members feel comfortable asking any questions, reporting near misses, and suggestion improvements. Regular one-on-one conversations and recognition of good performance also help maintain engagement and motivation within the team. How is the Learner Mindset demonstrated by ship’s team, in planning meetings, toolbox talks, watch changes and familiarization process? DO: Individual learners mindset view in relation to planning meeting, toolbox talks, watch changes and familiarization process, embraces this as an active tool to embrace challenges on a day-to-day routine task onboard. They adopt all these steps for their personal growth and to yield better outcome. CP: I always tell my crew that there is no such thing as wrong question - only wrong answers. I always encourage them to ask questions in order for them to learn or clarify any concerns with any activities onboard. It’s acceptable not to know everything but it’s not acceptable not to try to learn. Active participation, open dialogue and relevant questions during meeting and toolbox talks were encourage. Sharing of knowledge and experiences with regards to previously operations were discussed. Watch changes are critical and officers must ensure comprehensive information exchange, verification and clarification for any uncertainty must be raised immediately. New joiners are guided as per company familiarization checklist and are encourage to ask concerns without hesitation. These learning behaviors must be promoted as normal culture onboard in order to strengthen situational awareness, resilience and vessel’s overall safety culture. RI: In planning meeting, a learner mindset team is shown by questioning the status, instead of just accepting the plan, by asking “is there a safer or more efficient way to align with current safety management system (SMS)?”. The team will discuss “what if?” scenarios. The experienced crew members will explain the reason for specific measure rather than just demanding it be done. DV: The Learner Mindset is demonstrated when the team actively participates in discussions, ask questions and seeks to understand risk and best practices. During planning meeting and toolbox talks, crew member share experiences, rise concerns, and suggest safe or more efficient ways of working. During watch changes, information is clearly communicated and verified to avoid misunderstanding. In the familiarization process crew members proactively learn vessel-specific procedures, equipment and emergency routines, and experienced crew support for newcomers. Feedback and lessons learned are openly discussed to continuously improve performance and safety culture. SEAFARERS’ INTERVIEW
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