Charles Watkins, MHSS Clinical Psychologist, and Tim Clarke, Director of Quay Crew provide clear guidance…
After the sobering findings that emerged from crew mental health report, produced by Quay Crew In association with Mental Health Support Solutions (MHSS) in 2021, SuperyachtNews continues with Tim Clarke, director of dock crew and Charles Watkins, MHSS Clinical Psychologist. On this occasion we address the issues raised from a practical and treatment perspective. Raising a problem and acknowledging a problem still leaves you a long way from resolution. Both Clarke and Watkins share their thoughts on the report and offer some thoughts on the first steps yachts can take to address the findings.
A superyacht is a complex integration of personalities, technology, and oscillating periods of high stress, long hours, and downtime, all of which span most of the planet. The STCW course does not cover this in five days, nor does the officer training have a module that addresses the complexities. This system does not have a high tolerance for additional stress points like COVID, and the report’s finding shows that there are systemic problems.
There is no magic wand, but as Watkins begins, there is the axis on which a yacht turns with good mental health practices. “In terms of mental health treatment, the key consideration is; What is the culture you have on board? This sets the platform for how the crew is going to respond. Is it a scary culture or does the culture encourage the sharing of problems and challenges?
“Having someone contactable who is responsible for resolving crew conflicts is vital,” continues Watkins, “especially when it comes to difficulties with superiors. There should always be a confidential avenue of communication.”
Culture, as Watkins reinforces, is the root cause and also the most multifaceted issue a yacht must embrace. “Putting systems in place and appointing staff who have certain responsibilities and who can then deal with these issues is important, otherwise we tend to see them get lost in the daily operations of a busy yacht. Has it been communicated from the leadership group through the entire crew? Do people know it’s available? I must be an experience lived on board, not just check a box.
“What I mean by lived experiences is; make mental health a part of the weekly meetings, have the HODs, the teacher, and management initiate the process and lead the discussion.” says Watkins.
The often cited hurdle is the time pressure that busy yachts are under. The many hats worn by the crew and the wide range of responsibilities can cause important issues to get lost in the static. Therefore, the ambulance, in the case of mental health, can be left firmly where we park it. At the bottom of the cliff. But we can’t hide behind time constraints, as Watkins explains: “You can find the time, let’s be honest. There are always ways to streamline the process and do it in a more timely manner. Of course, many ships are very busy and under stress. But it depends on how this is communicated correctly and how the culture is developed within the sensitivity of being under stress. Are you being supported or not?
“There are many more ships that have the ability to manage these issues in much greater depth than they currently are.” Clarke says.
Bringing the discussion and treatment of mental health into the realm of the long list of standards that support an efficient yacht is a key step. “In theory, on a well-managed yacht, all aspects of safety and ISM management are recorded and evaluated,” Clarke begins. easy-to-follow processes and procedures by which mental health is addressed on a fairly regular basis.” CT
“A really basic example is one where every yacht is required to have regular crew assessments, with crew happiness and mental health addressed as part of this assessment. This should happen at least every six months, ideally once a quarter.”
“This should be more than just a chat with the captain, especially if the problem is the captain. In the world of corporate and commercial mailings, there would be a document that is complete and covers a variety of things, mainly related to the profession, and this could also easily include a section with relevant questions about well-being and mental health”, he explains. Clarke.
“That would be a big step in the right direction. ” Clarke continues, “and, of course, reiterating this through this one by one; the door is always open, there is support here. You can talk to me or talk directly to HOD or the outside mental health provider.”
The culture on board and the mental health of the crew operating in it is tied to the “fit” of the crew. A very reductive word ‘fit’ belies the hard work and practical, rational decisions and systems that can be put in place to ensure the shipboard culture works for owners, crew and management. So, as Clarke reiterates, a lot of this can start with the interview process. “The culture on board and the relationship with the crew starts from the first interview. Yachts need a robust recruitment process that is followed consistently. With eight different Department Heads on large yachts, you will have eight different approaches to interviewing.”
The honesty and transparency that can drive culture works both ways, and it’s not just the team that makes sure they’re the right “fits.” “One of the things I’m advising clients at the moment is that there should be an expectations document that all potential crewmembers get,” Clarke continues. “And this is what we expect from you in terms of behaviour, and this is also what the yacht will offer you. Yachts should have a mission statement, which addresses the shared cultural values and desirable behavioral traits you want on board, while also highlighting that this is a genuinely supportive environment.”
“Shaping that culture through webinars, workshops, communicating it daily, weekly so that people find the time to change their minds on these issues,” emphasizes Watkins, “The crew can really fill a role or a position on board where believe, OK, this is a safe place to share my thoughts, my feelings, and my problems. And remember, this is a step-by-step process. It’s okay. It’s not going to be an overnight miracle.”
Once again, the idiosyncrasies of the yachting experience can give the impression that we are operating in a vacuum, but the recognition and resolution of mental health, at the corporate level, is well documented. Therefore, as Clarke sees it, the industry should be learning and adapting from other fields. “Developing an employer value proposition, like in many other fields, is a great addition. An EVP helps communicate what is expected and what environment a crew member will enter. I’ll give you a very basic and easy one, which I would recommend to many yachts: having a personal trainer or someone with a real interest in fitness on board who can lead the regular morning PT sessions when the schedule allows. This has many benefits for the crew and indeed the yacht owner.”
“I think we need more leadership training.” Clarke concludes: “It’s something that’s also vital to address and underpins much of the conversation. There is this idea that when you get to the level of captain or HOD, for example; this is the point where it has reached its functional limit. You’ve made it. Whereas in reality, all of us could probably be better leaders in the workplace.”
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