Leading in Crisis: A Small Craft Master's Responsibility

Every small craft master must be prepared to lead in crisis at a moment’s notice. Whether it’s responding to a maritime disaster like the Miracle on the Hudson, reacting to an aviation emergency such as the recent American Airlines and military helicopter crash in Washington, or stepping up in the wake of national tragedies like the World Trade Center attacks, professional captains are often the first line of response. I know this firsthand. Throughout my career, I have responded to hundreds of emergencies—some simple, some complex, and some significant enough to be the subject of documentaries.

In February 2003, my vessel responded to the Bouchard Barge explosion in Staten Island. The level of danger was through the roof. We never thought twice about what we were doing. It was just one of many moments that reinforced a simple truth—crisis doesn’t wait for an invitation. Captains don’t get to choose when leadership is required. Crisis finds us. And when it does, we must be ready to answer the call.

This post was inspired by Chapter 10 of Leading with Values: Strategies for Making Ethical Decisions in Business and Life by Hess & Cameron (2021), specifically the work of Powley and Taylor on crisis leadership.

Why Crisis Leadership Matters for Every Small Craft Master

Crisis leadership isn’t theoretical for professional boat captains. It’s the job. We operate in unpredictable environments where life-or-death decisions are made in seconds. That’s why professional development, continuous learning, and sharpening leadership skills are not luxuries—they are survival tools.

But let’s be clear: leading in crisis isn’t just about ethics. It’s about having a winning mindset. That means committing to growth, honing your skills, and having the confidence to act under pressure. It means developing your crew, because a captain is only as strong as the people behind them. It means developing your boat, ensuring it’s maintained, improved and ready for the unexpected. And above all, it means developing your people, helping them not just to be better mariners but better human beings. The best captains don’t just react to crises; they prepare for them—mentally, physically, and strategically.

Whether rescuing vessels, training military personnel, or navigating the chaotic world of international shipping, I’ve seen that when crisis hits, leadership is tested by action, not words. Some rise. Some crumble. The difference isn’t luck—it’s preparation, mindset, and values.

Lessons from Crisis Leadership

Maritime professionals know crisis. We’ve seen fires, collisions, extreme weather, and more. But how we respond defines our careers, reputations, and the lives of those we lead. These are the hard-earned lessons every small craft master must understand:

1. Crisis is inevitable. Calm waters are easy. Leadership is tested when everything is on fire—literally or figuratively. Be ready.
2. Technical expertise is not enough. You need skill, but you also need moral clarity, confidence, and the ability to make tough calls without hesitation.
3. Trust is everything. In crisis, your crew doesn’t have time to second-guess you. If they trust you, they’ll follow you anywhere. If they don’t, you’ve already lost.
4. Leadership is built in the small moments. Crisis response isn’t forged in the heat of the moment—it’s built in the decisions you make every day. Ethical shortcuts will collapse under pressure.
5. A winning mindset builds resilience. You don’t just survive the storm; you emerge stronger. Leaders who depend on luck and deception eventually fail. Those who lead with skill, vision, and values thrive.

The Role of the Professional Captains Association

This is why professional development matters. It’s why being a skilled boat handler and a great leader go hand in hand. And it’s why the Professional Captains Association (PCA) exists—to make sure small craft masters have the tools, resources, and network to keep improving.

Being part of the PCA is more than a title. It’s a commitment. To professionalism. To ethical leadership. To being ready when it counts. Whether through continued education, mentorship, or simply surrounding yourself with like-minded professionals, PCA membership is an investment in your ability to lead when it matters most.

At the end of the day, if your crew won’t follow you anywhere, you might as well turn your back on any future crisis. Leadership is the catalyst that turns skills, mindset, confidence, and risk management into decisive action. It’s what separates those who master storms from those who are swallowed by them.

So, ask yourself: Am I ready for the next crisis? Because it’s coming. Maybe tomorrow, maybe years from now—but when it does, you’re the leader in that moment. Make sure you’ve earned that trust. Make sure you’re prepared.

Takeaways:

• Develop your skills. Never stop learning. Stay sharp, stay ready.
• Develop your crew. Train them, mentor them, and earn their trust.
• Develop your boat. Maintain your vessel. Prepare for worst-case scenarios.
• Develop your people. Great leadership isn’t just about operations—it’s about making those around you better.
• Leave laziness, complacency, and averageness at the dock. There’s no room for them at sea.

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References

• George, B., Sims, P., McLean, A. N., & Mayer, D. (2007). Discover your true north. John Wiley & Sons.
• Gittell, J. H. (2016). Transforming relationships for high performance: The power of relational coordination. Stanford University Press.
• Hess, E. D., & Cameron, K. S. (2021). Leading with values: Strategies for making ethical decisions in business and life. Cambridge University Press.
• Koehn, N. F. (2020). Forged in crisis: The power of courageous leadership in turbulent times. Scribner.
• National Transportation Safety Board (NTSB). (2024). Aviation incident reports. https://www.ntsb.gov
• Powley, E. H., & Taylor, S. N. (2021). Crisis leadership in dangerous situations. In E. D. Hess & K. S. Cameron (Eds.), Leading with values: Strategies for making ethical decisions in business and life (pp. 185-200). Cambridge University Press.
• U.S. Coast Guard. (2003). Investigation report: Bouchard Barge explosion.
• Weick, K. E., & Sutcliffe, K. M. (2015). Managing the unexpected: Sustained performance in a complex world. John Wiley & Sons.
• Zunin, L. M., & Myers, D. (2000). The emotional impact of disaster. Charles C Thomas Publisher.