- Captain Dmitry Zhigulin, AFNI
- 18 years of experience in rank as a Master
- AFNI
- Master Mariner
- Course Director at Lloyd’s Maritime Academy
- Expert in Crew Welfare Management
- Mentor
We recently had the opportunity to conduct an in-depth interview with Captain Dmitry Zhigulin, a highly experienced Master Mariner and a respected professional in the maritime industry, with over 25 years of practical experience at sea. He is an Associate Fellow of the Nautical Institute (AFNI), a designation that highlights his expertise in maritime safety, navigation, and operational excellence.
The interview offers a discussion on key issues that are essential for seafarers globally. It touches upon important topics such as crew welfare, safety protocols, and professional development, offering valuable insights for maritime professionals looking to thrive in today’s fast-evolving industry. Have a read and please feel free to share your comments. We appreciate free discussion and dialogue with other professionals in the industry!
1. From your years at sea, what do you believe most influences a seafarer’s long-term well-being onboard?
(Prompting insights into emotional resilience, crew dynamics, or leadership approach.)
ZD: From my extensive experience at sea, I believe several key factors significantly influence a seafarer’s long-term well-being onboard:
Emotional resilience is essential for seafarers. Being away from loved ones, working long hours, and living far from home can be challenging. Developing coping strategies, such as mindfulness, can help seafarers manage the emotional aspects of life at sea. Regular mental health checks and psychological support are important and should be normalized in a profession traditionally considered “masculine.”
The relationships among crew members also play a vital role in well-being. Positive crew dynamics create a supportive environment where individuals feel valued. Effective communication, mutual respect, and teamwork are critical. Crew bonding activities, open dialogue about concerns, and conflict resolution strategies all help alleviate stress and promote mental health.
Leadership on board is another key factor that influences crew morale. Officers who demonstrate empathy and clear communication foster a culture of trust and support. A good leader recognizes the signs of stress or burnout and takes proactive steps to address them. Providing opportunities for professional development and encouraging feedback enhances crew engagement and satisfaction.
Work-life balance, although challenging at sea, is still important. Encouraging crew members to engage in hobbies or fitness activities during downtime can make a big difference. For instance, organizing onboard table tennis tournaments has worked really well for us.
Finally, access to resources such as free internet, entertainment options, and recreational activities can improve quality of life onboard. Keeping communication lines open with family and friends helps alleviate feelings of isolation and homesickness. On the flip side, bad news from home can sometimes be very difficult, especially when a crew member can’t be there to offer support, leading to feelings of depression.
Since our vessels have multicultural crews, promoting cultural sensitivity is essential. Understanding and respecting cultural differences helps create an environment where everyone feels respected.
To sum up, a combination of emotional resilience, positive crew dynamics, effective leadership, work-life balance, access to resources, and cultural sensitivity plays a crucial role in the long-term well-being of seafarers onboard.
2. You’ve worked with many multinational crews. What, in your view, makes a team truly effective at sea?
(Focus on communication, respect, and shared responsibility.)
ZD: An effective crew at sea, particularly in a multinational setting, is built on three foundational pillars: communication, respect, and shared responsibility.
First and foremost, communication is essential. Clear, open communication ensures that all crew members understand their roles, responsibilities, and the tasks at hand. When instructions are clear and feedback is timely, misunderstandings can be minimized, which is crucial, especially in high-pressure situations.
Given the diversity of multinational crews, it’s important to be aware of and sensitive to different communication styles and cultural norms. Encouraging team members to express themselves in a way that they’re comfortable with fosters an atmosphere where everyone feels heard. I strongly encourage officers to practice active listening. When crew members feel their opinions are valued, they’re more likely to contribute positively to the team dynamic.
Respectful communication is also crucial when conflicts arise. Addressing issues promptly and constructively, without resorting to blame or hostility, helps maintain a positive working environment.
When all crew members understand they share responsibility for the success of every port call, loading, discharging, and safe navigation, it creates a sense of ownership and commitment. This collective accountability motivates crew members to perform at their best and support each other.
Encouraging crew members to take initiative and make decisions within their areas of expertise fosters a culture of empowerment. When individuals feel trusted to contribute meaningfully, they are more engaged and invested in the team’s success.
3. Working with WELL Co over the years — what do you value in this cooperation, and what sets this partnership apart in your experience?
ZD: What I value most about working with WELL Co is the feeling of friendship and support I’ve experienced since my first steps as a cadet 25 years ago. This sense of camaraderie has only grown stronger over the years, and I continue to recommend WELL Co to both cadets and officers I know.
4. What personal principles or practices help you maintain a steady mind and focus during long contracts?
(Could lead to insights about routines, mindset, discipline, or peer support.)
ZD: Maintaining a steady mind and focus during long contracts at sea is crucial for a captain’s effectiveness and well-being.
I start my day with a positive ritual, such as meditation, which helps me set a constructive tone for the day and enhances mental clarity. Taking time each day for reflection allows me to process experiences and assess challenges. Practicing mindfulness helps reduce stress and improve focus.
Physical activity and adequate sleep are also essential for both mental and physical health. Incorporating these into daily routines boosts mood, energy levels, and overall well-being, although it’s not always easy with short sailing times between ports and nighttime maneuvers.
Building strong relationships with fellow officers and crew members creates a supportive system. Offering mentorship to junior crew members gives me a sense of purpose and connection.
5. Younger officers today are entering the industry in a different environment. What qualities do you think they should actively develop to succeed and grow at sea?
ZD: Younger officers entering the maritime industry today face a rapidly evolving environment, influenced by technological advancements, changing regulations, and a greater focus on sustainability and the environment. To succeed and grow, I would recommend they actively develop the following qualities:
- Adaptability to new technologies: Familiarity with modern navigation and propulsion systems is essential. Officers should be open to learning and adapting to new technologies as they emerge.
- Clear and concise communication: Both verbal and written communication skills are vital for safety and effective teamwork onboard.
- Cultural awareness and respect: As crews become more multicultural, being sensitive to different backgrounds and communication styles enhances team dynamics.
- Leadership: Developing leadership qualities early on prepares officers for future responsibilities. This includes decision-making, conflict resolution, and motivating others.
- Teamwork: Understanding the importance of collaboration and working well with others is key to operational success.
- Strong analytical skills: Officers should be able to assess situations, identify problems, and develop effective solutions under pressure.
- Safety culture: Prioritizing safety protocols and fostering a safety-first mindset among the crew is essential.
- Emotional intelligence: Being aware of one’s emotions and how they impact decision-making and interactions with others is crucial for effective leadership.
- Resilience and adaptability: Navigating the complexities of modern maritime operations requires the ability to bounce back from setbacks and adapt to changing circumstances.
By focusing on these qualities, younger officers can position themselves for success in the maritime industry. Prioritizing technological proficiency, communication skills, leadership, problem-solving abilities, environmental awareness, emotional intelligence, continuous learning, and resilience will equip them to thrive in this dynamic environment.
6. How has the role of a Captain evolved over the past decade — and what remains unchanged?
ZD: Over the past decade, the role of a Captain has evolved significantly, with greater emphasis on crew welfare, risk management, and the integration of new technologies. The fundamental responsibilities of ensuring the safe and efficient operation of the vessel, including navigation, cargo handling, and legal compliance, remain unchanged. However, the scope of these responsibilities has expanded, and technology has made vessels more transparent, turning them into remote business units at sea. This shift requires the Captain to adapt fully.
7. What gives you a sense of meaning or satisfaction in life at sea today, after so many years in the profession?
ZD: Being a Captain for 18 years gives me a sense of meaning in itself. To be a professional in an industry driven by dedicated key workers is a privilege. I am proud to be a Captain and take on challenges with courage and determination.
8. How can shipowners or manning agencies better support seafarers in ways that are genuinely felt onboard — not just administratively?
ZD: To truly support seafarers onboard, shipowners and manning agencies should address the psychological needs of seafarers, going beyond administrative tasks. There is a growing gap between generations of seafarers onboard, which can be bridged through open communication, empathy, and understanding of different perspectives. Companies should invest in training programs to help seafarers develop soft skills. These skills are essential for retention, safety, and overall effectiveness, especially in the changing maritime industry.
9. Your advice to the younger generation of seafarers?
ZD: Don’t come onboard with the mindset that you’ll sail for a few contracts and then leave the industry to start your own business at home. Don’t waste your time. Focus on your professional growth. Work on your career strategy during your last year at the academy and define where you want to be in the future. Adapt your strategy after each contract and promotion to a higher rank.
Also, don’t forget to develop your soft skills.
Join us — we will help and support you!
