Manage your Emotions

The Islander – September 2015

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22% of crew leave for better prospects, not directly related to money

That’s easy for you to say!

Whether in the workplace, at school or in our personal lives, research shows that those who understand and manage emotions well, tend to be more successful.

A piece of research by Gallup showed that the number one reason why people stay or leave an organisation is the quality of the relationship with their immediate supervisor. Coincidentally, from our crew turnover survey, it was revealed that the leadership aboard had a direct impact on the rate of crew turnover.  No surprises there then! However, Gallup also found that the leaders with lower levels of emotional intelligence tended to have higher turnover of staff, lower engagement and lower productivity in their team.

So what is emotional intelligence? Emotional intelligence is the capacity for recognising your own feelings and those of others, for motivating ourselves and for managing emotions well in ourselves and in our relationships.

Here are some examples of the comments we received in our survey which highlight the case.

“The stress levels that were being passed down to us, made it impossible to stay any longer.”

“One senior crew member was the main instigator, causing a number of issues aboard and low crew morale”

“We had to put up with regular emotional outbursts”

As a leader, you inspire or demotivate others first by how effectively you manage your own emotions, and then by how well you impact on the focus, drive and energy of your crew.

According to Dulewicz & Higgs (2000) there are seven elements of Emotional Intelligence

  1. Self-Awareness – the awareness of your own feelings and the ability to recognise and manage these
  2. Emotional Resilience – the ability to perform well and consistently in a range of situations and when under pressure
  3. Motivation – the drive and energy which you have to achieve results, balance long and short term goals and pursue your goals in the face of challenge and rejection
  4. Interpersonal Sensitivity – the ability to be aware of the needs and feelings of others, and to use this awareness effectively in interacting with them and arriving at decisions impacting on them
  5. Influence – the ability to persuade others to change their viewpoint on a problem, issue or decision
  6. Intuitiveness - the ability to use insight and interaction to arrive at and implement decisions when faced with ambiguous or incomplete information
  7. Conscientiousness and Integrity – the ability to display commitment to a course of action in the face of challenge, to act consistently and in line with understood ethical requirements

Superyacht Captains and senior crew now need to have cultural sensitivities and collaborative skills, which require greater focus on emotional intelligence, self-awareness and empowerment; than just the traditional management skills of old. And the good news: emotional intelligence is a skill you can develop!

Impact Crew has highly specialised consultants who work with crew as a team or individually, to develop their emotional intelligence and awareness of the impact they have on others. Contact us for more information.

Come and meet one of Impact Crew’s highly acclaimed speakers, Paul Bennett – who boasts 7 years at Henley Management College, was a BT Global Challenge Round the World Yacht Race Skipper and Royal Navy Engineer. He will be leading a debate on leadership “It’s tough at the top” during the Monaco Yacht Show, hosted by the PYA on Friday 25th September 1430 - 1600 at  Monaco Yacht Show Captains and Crew Lounge, Club de l'Aviron, Société Nautique, Quai Louis II (next to the new Monaco Yacht Club). Join the discussion with Paul Bennett and other industry leaders on the burden of responsibility and unique demands of being a leader in super yachting today. To reserve your place go to www.pya.org/article/PYA_Monaco_2015                 

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