Why Mentoring at Sea is vital

Mentoring is a form of knowledge transfer based in part on altruism, with the Oxford English Dictionary describing a mentor as ‘an experienced and trusted advisor’. In simple words, mentoring is a learning partnership between someone with vast experience and someone who wants to learn. However, how can mentoring apply in shipping? Does it have the same value as in other sectors?

Why should shipping focus on mentoring? 

Imagine some asking you ‘Are you a mentor?’ It is quite likely you would say ‘No.’ However, many people are mentoring others without even noticing.

Knowledge gained through experience is a valuable tool that should be passed on in next generations. Namely, at sea, people used to train their successors, and in turn, understudy the people above them. However, much has still to be taught on board to supplement the foundation of knowledge obtained ashore.

On the other hand, many factors have caused a reduction in the opportunities for on-the-job experience, such as changes in technology, faster promotions and reduced sea-time requirements between certificates of competency.

In addition, there are also many barriers to the easy transfer of experiential knowledge, including language and culture, and there is the ever-lasting problem of pressure of work and lack of time.

Mentoring is usually set out as a rather formal process and often on a designated one-to-one basis over a fairly long period of time.

In fact, there are many people that take great pride in having a mentor and they believe they are very lucky to have someone as a mentor for much of their career. An example of such a formal mentoring scheme is that of the UK’s Honourable Company of Master Mariners which links a young seafarer with a Master Mariner with the aim of the latter helping the former through the knowledge acquisition and experience process to become a Master Mariner.

Taking the above into consideration, why should a shipping company give emphasis in mentoring:

• To develop leadership or talent pool as part of succession planning;
• To work on diversity issues that hinder their success;
• To help its staff in ways that are additional to the acquisition of specific skills/competencies;
• To retain its internal expertise and experience on shipping related issues residing in its baby boomer employees for future generations;
• To create a workforce that balances the professional and the personal;
• Mentees perform better.

Necessary tools for mentors 

Unlike onboard training, which demands time resource, mentoring is an informal process and takes place better while engaged in shipboard operations.

However, there are many challenges and roadblocks, which are mental and emotional. In order for mentoring to succeed, language and cultural barries must be transcended. This can be achieved through a top-down corporate culture of nurturing talent, promoting excellence and being intolerant of prejudice and ‘whining’ about junior officers.

Perhaps, ‘mentoring potential’ is a parameter that should find its way into the performance appraisals of both sea-going officers and shore-based executives

States the Nautical Institute.

In order to further help in a succesfull mentoring, there are three certain tools that every mentor must add into their to-do list. These are:

1. Reflection: Reflection is a very important tool and seriously underrated in these days of excessive and chatter on blogs, Twitter, Facebook and such like. Reflection is based on an ancient philosophy that all the answers to life’s greatest challenges lie within us, if only we’d care to search inwards through calm reflection.

2. Reverse mentoring:  Reverse mentoring is another gem that challenges the idea that someone must be a senior pro in order to qualify as a mentor. In fact, seniors could do well to learn a trick or two from Generation Y, who seem to be gifted with a high level of ease and comfort with technology that seems to be denied to more experienced professionals.

3. Relevance: Relevane is another critical tool. One cannot simply teach obsolete tricks to any dog, old or new. While we are attached to things that were easy and common during our time, mentors must understand that youngsters will quickly sense that they have not bothered to update their old skills and knowledge over time. This is the starting point of the generation gap.

Seven tips for a successful mentorship 

If someone is lucky enough to have a mentor, they should be proactive about nurturing the relationship. The best mentor relationship works for both the mentee and your mentor. Here are 10 tips for a successful mentorship:

1. Clarify expectations 

Even if a company puts a mentee together with a mentor, do not assume that both are on the same page as to why they were matched. Let the mentor know what you are hoping to get out of the mentorship.

2. Confirm the logistics 

A mentee may prefer live meetings, but this may be too difficult with the mentor’s schedule.  Ask specifically how the mentor likes to meet and how frequently you will have scheduled meetings.

3. Help the mentor help you 

Once you do settle on a goal for the mentorship and a cadence of meetings, you still need to specify what you need. Both the mentor and the mentee must be explicit on what they can give.

4. Don’t ask for too much too soon 

Do not expect or ask for too much too soon. In the early days of the mentorship relationship, focus on getting to know each other and on asking for answers to questions the mentor will know right then, with little preparation or extra work.

5. Have a plan for when things go south 

If you are part of a structured program, find out who in the program can help you navigate any difficulties.

6. Give back 

If things do work and both the mentor and the mentee have a smashingly successful mentorship, both should not forget to pay it back to one another.

7. Have fun 

Part of building trust is getting to know each other. Make it part of each mentor meeting to focus, not just on business, but getting to know each other personally.