Page 17: of Maritime Logistics Professional Magazine (Q3 2011)

In my new role, I?ll focus organization- al learning on building a strong safety culture. Being at the corporate office puts me closer to the leadership teamand lets me catch the conversations in the hall. Having said that, I will really miss seeing the Crowley tugs coming in and out of the port of Seattle. YOUR NEW ROLE HAS BEEN DESCRIBED ASONE WHICH SHOULD ?DEVELOP SKILLS ANDCOMPETENCIES TO IMPROVE ORGANIZATION- AL PERFORMANCE,? WITH A PARTICULAR FOCUS ON ?CULTURE INITIATIVES THAT FOCUS ON EMPLOYEE PERFORMANCE AND ALIGN-MENT WITH CROWLEY'S CORPORATE OBJEC- TIVES.? BUT, WHAT DOES ALL OF THAT MEAN? We have defined competencies for all employees; basic skills that are impor- tant for everyone to master. The compa- ny expects that employees will dedicate a portion of their time to learning. The idea is that people are never done devel- oping. We call it ?life-long, lean-in? learning. Because so much of our busi- ness is a moving target, we want employees to stay current and con- tribute to our changing business demands. We want our supervisors and officers to also see that it?s their role to develop their crew and teams so that collectively we remain ahead of the curve. YOU?VE BEEN TOUTED AS BEING INSTRUMEN-TAL IN THE CULTURE-CHANGING PROCESS, WHILE AT THE SAME TIME HELPING EMPLOY- EES TO DEVELOP CORE COMPETENCIES.ARGUABLY, THOSE TASKS ARE DIFFERENT BUT IT IS CLEAR THAT CROWLEY VIEWS THEM AS PART OF THE SAME OBJECTIVE. WHERE ARE THE ISSUES THE SAME AND WHERE ARE THEYDIFFERENT?If not exactly the same, they certainly point to the same objective. Adopting behavior that reflects core values and combining that with skill and knowl- edge is a powerful formula for influenc- ing collective behavior. Culture is easy to talk about and difficult to influence. www.maritimeprofessional.com Maritime Professional 17 MP #3 (1-17):MP Layouts 8/17/2011 8:47 PM Page 17