High stakes of offshore sailing are an exacting test of leadership

The writer is a professional yachtswoman and skipper

There can be few places in life where the results of leadership decisions are more immediate than in offshore sailing.

On a recent passage in the Pacific Ocean, our yacht was more than 1,100 nautical miles from land. Rescue would have been a week away and all of our resources were contained within 20 metres of glass fibre.

Every crew member is just one slip or fall from potential disaster and what would be a minor situation on land can escalate badly on a boat. The stakes are high and the consequences can be fatal.

I recall an incident during an offshore race where a captain of one of the yachts was swept overboard. Despite being responsible for a 22-strong crew, he had put himself in a position that he knew to be precarious and was not tethered to the vessel. Given the speed at which the boat was sailing and the sail configuration, he was lucky to have a skilful first mate who saved his life.

Too often, I have seen professionals think they are indestructible without realising that putting themselves at risk in turn risks the wellbeing of the crew.

Leadership is about influencing and guiding individuals or groups towards a common goal. Poor leadership will rapidly damage any team dynamic, particularly in such a demanding environment.

We all default to a certain style when it comes to managing other people, whether it be that of the authoritarian, a more inclusive or participative technique, or the delegator that leans towards a more hands-off approach.

Situations at sea can evolve rapidly and flexing our approach as captains is a key skill; a distress situation is likely not the time to be inviting input from the wider team, for example.

Whatever the default style, in my 20 years as a maritime professional I have found that certain behaviours and practices are imperative to successfully leading a crew.

Personal integrity

If I expect the crew to attach themselves to the boat with a safety tether in rough conditions, I must lead by example. Adopting an attitude of “do what I say and not what I do” is guaranteed to lose respect, not just on a personal level but more so in respect of the danger.

Equally, carrying out less desirable tasks such as cleaning toilets demonstrates accountability, which then filters through the team, encouraging the same behaviours.

Clear communication

Our situational awareness as sailors needs to be astute in an environment in which the weather, sea state and wind angles are constantly changing.

When you are offshore the boat never stops moving, but even the captain needs to sleep, so you need to be able to rely on the whole team.

Make sure the crew know what their responsibilities are on deck, such as constantly observing wind strength, sea state and weather conditions. This means giving good briefings and asking the team to paraphrase instructions back to ensure they understand what is expected. Clear communication, collaboration and co-operation are necessary in order to manage any developments quickly and with as much information as possible.

Manage emotions

Good relationships between members of the crew are crucial and the team dynamic has direct implications for the vessel’s safety.

I was once told the story of a superyacht captain and first officer who had fallen out. The size of the yacht meant the captain had to rely on the crew calling out distances as the vessel approached a berth to dock, but the disgruntled officer deliberately gave incorrect distances to the captain. The boat hit the concrete dock, causing significant damage.

Learning to manage emotions, such as anger, is vital. Of course, there have been times when I have wanted to ignore the input of an irritating crew member, but this risks disregarding important information. I have learnt to pause and “have a word with myself” when I feel the red mist rising.

Allow vulnerability

Demonstrating vulnerability at appropriate times is also important. Establishing that we are all human and none of us infallible gives the team the freedom to say when they don’t understand something or have a concern.

As a captain, if you raise your voice to any crew member, other than to be heard in terms of safety, you risk provoking a fear of speaking up.

I wonder how many maritime disasters could have been avoided if the culture on board allowed everyone a safe voice.

Check your ego

The biggest lesson I have learnt in my career is around self-awareness. This means being able to ask what I could do better. It requires having a good look at my own ego and what pushes my buttons.

As well as learning to think slowly before reacting, try to listen to your crew. They may bring valuable insights you might not have considered.

Letter in response to this article:

Sailing: leadership mainstay / From David J Critchley, Trustee, The Boleh Trust, Winslow, Buckinghamshire, UK