During a recent appraisal, a Second Engineer shared that he felt he was doing “pretty well in his role.” But his Chief Engineer was quietly feeling frustrated —picking up the slack, chasing overdue tasks, and wondering when the message would land.

This kind of disconnect is common when there’s no structure around performance. Most crew want to do well, but without clear expectations or feedback, standards slip and frustration builds.

Once we defined expectations and introduced weekly check-ins, the improvement was immediate. Communication tightened, accountability grew, and trust between the engineers was restored.

This is exactly what The Crew Coach Up-Level Program is designed to do—create clarity, align teams, and support stronger leadership across departments.

We’ve been conditioned to see performance reviews as uncomfortable. Awkward. Confrontational. Something to get through—rather than grow from. But when done right, they’re one of the most powerful tools for unlocking potential, aligning expectations, and creating a culture where crew feel seen, supported, and stretched to rise into their next level.

The one-year raise: Are we rewarding time or transformation?

One pattern that keeps surfacing in my work is the expectation that staying for a year warrants a pay rise.

Now, I’m all for loyalty. In a transient industry like ours, long-term crew are worth their weight in gold. But loyalty without contribution? Presence without progress? That’s not a promotion. That’s a red flag.

Pay rises should reflect effort, growth, and consistency—not just time served. Otherwise, we risk disengaging the high performers and rewarding the minimum standard.

A raise is not just a financial decision. It’s a message. One that says: “We see your impact. We value your evolution. We trust you with more.” When we dilute that message, we lose the very thing we’re trying to nurture—engaged, purpose-driven crew who want to grow with the program.

So how do we course correct?

Let’s start by redefining what performance reviews are for.

They’re not punishment. They’re not tick-boxes. And they’re certainly not just for crew who are “underperforming.”

A great appraisal:

• Encourages self-reflection

• Identifies support gaps

• Clarifies expectations

• Sets personalised goals

• And strengthens the relationship between crew and their leader

What next?

As an industry, we have some catching up to do. Leadership training isn’t mandatory. Structured performance systems are still rare. And many crew climb the ranks with little support in how to lead—not just manage.

But here’s the good news: small changes make a big difference.

• If you’re a captain or HOD: make time for meaningful check-ins. Not just when things go wrong, but when things are going right.

• If you’re an owner or manager: reward more than retention—reward responsibility.

• And if you’re crew: ask for feedback. Ask for clarity. Advocate for your own growth.

Because the future of leadership in yachting won’t be built on hierarchy alone. It’ll be built on human connection, feedback culture, and leaders who are willing to do things differently.

And I believe we’re ready.