The technical/non-technical skills imbalance is parti­cularly pronounced within High Reliability Industries, where the consequences of things going wrong are far greater and often more costly for both humans and the environment. Traditionally, supervisors, managers and leaders have quite rightly been selected on the basis of their technical knowledge, leaving their non-technical development underinvested in. The result of this lack of dual-tracked development is less effective supervision, underperforming management and a failure to understand how to engage and commit and get the best out of the team.

Aside from the supervisory skills/Commitment gap that potentially emerges, it is also vital to acknowledge that humans can only keep focus for limited periods, our memory capacity is finite, we often overlook critical information when making decisions and we are all affected by biases that make our judgement less effective than we think it is.

Individuals and teams need to be aware of their individual and collective limitations and supervisors need to adjust their approach to take account of these Human Factors in order to deliver enhanced performance.

Are you able to realize the true performance potential of your team? In challenging and highly competitive market conditions, the ability to realize the true per­for­man­ce potential of the team is what will deliver real competitive advantage. But without the right leadership, communication, team building and motivational tools at hand, operational leaders are often unable to draw the very best out of the team. Maersk Trainings Integrated Operations Concept will improve safety and operational performance – from Engine room to Boardroom.