Triton 2025 - Magazine - Page 13
support – training up frontline chefs, etc., how to have
psychologically supportive conversations and either
help colleagues or make sure they get to the right place
for support.”
Leadership training should include training to be
con昀椀dent to have a ‘psychologically savvy’ chat, he said.
He also recommended reflective practice where a team
sits down together when things have been particularly
tough – “not just to make it better in practical solutions
but to think about the impact”.
The more that teams share dif昀椀cult situations and their
impact, and the story “where we are all in it together”,
the more psychologically safe and supported people
are, said Greenberg.
Employers should not rely on mental health screening
to work out whether a seafarer is psychologically
strong enough to spend eight months at sea. “The
bottom line is – it doesn’t work. It will give you false
reassurance and it will be discriminatory, blocking out
people who can do their job perfectly well.”
The key priorities, said Greenberg, are: avoid chronic
stress if you can; foster camaraderie and bolster
peer support; train and promote psychologically
savvy supervisors; and talk about the impact of work.
“Resilience often does not rely on individuals but on the
bonds between them. The more psychologically strong
the team is, the better for everyone in the team.”
Triton 2025 13
