Sure Offshore

I have worked on dozens of offshore rigs but it has been a while since the last time I was offshore.

Inevitably there is a sense of uncertainty and anxiety when returning to a less familiar environment. This would apply to anyone who has been away from the frontline for a period of time, and definitely to anyone who is brand new to a place of work.

So what helps with that feeling of acceptance and belonging from when we are in the helicopter, to when we land on the helideck, to then when we receive an induction into an unfamiliar environment?

It always starts with leadership. A big indicator is whether the key leaders of operations and the installation, take the time to meet you at the ‘door’, or in the case of a rig, in the heli-lounge. On a rig, these leaders are the Drilling Supervisor (DSV) and the Offshore Installation Manager (OIM).

When I arrived offshore last weekend, the DSV and OIM could not have been more welcoming. Not only had they taken the time to greet and brief us, but they did it with a smile on their faces and with eye contact to each of the apprehensive arrivals. The body language was open and the proverbial office-door was offered open. It was a purposeful introduction.

After a walkaround and a show-around, we were ushered to the end of our tour to ensure that we could get dinner before it finished. This showed empathy and care.

Over the next few days there were a few indicators which provided real insight into the prevailing culture code.

First, the OIM thanked the crew for the collective effort which had helped achieve three (3) years without a Lost Time Incident (LTI). This cemented my sense of physical and psychological safety. This team clearly looked after each other and their legacy.

Second, the DSV showed self-effacing vulnerability by admitting he is bad at remembering names (as am I) as he went around the room listening to input from everyone present, and thanking us for the input.

In his book The Culture Code, Daniel Coyle described his findings from half a decade of research, and explained that the top three ingredients for a high-performing culture are purpose, psychological safety and vulnerability.

I am sure, here offshore, that these three elements are present in abundance which is why I feel a sense of belonging and a sense of belief in the potential for all cultures to build towards a better performance climate.

If the indicators and components described here are given the attention they deserve, a professional ‘family’ atmosphere is sure to follow.