Oldendorff Centenary Book - Flipbook - Page 33
GUIDING LIGHTS
When you lead by example, there is no need for a rule book.
Oldendorff’s success is built upon
finding the right kind of people:
people who love freedom, disdain
rules, trust in colleagues and work
towards collective success rather
than individual status. These people
are seen as beacons – examples for
others to follow.
But as the company grew, the task
of recruiting and managing such
individuals had become more
challenging. We realised we
desperately needed someone to
head up this part of the business.
An HR leader – but, crucially, one who
understood the company, its principles
and the unique characteristics that
every successful Oldendorffer had
to possess.
Finding this individual wasn’t so easy.
The first candidate chosen came
highly recommended: he had the
diplomas, the years of experience,
the glowing recommendations from
previous employers.
The way we work is to simply let
people get on with it. So we didn’t give
him rules or company policies. We
gave him freedom to do it his way. But
despite his experience and expertise,
he didn’t thrive in this environment.
What were the rules? Where was
the HR handbook from the previous
HR Director? Who was going to sit
down and tell them how to do it?
Frank Helinski was the stand-out
candidate. His commercial experience
as a chartering manager meant he
knew exactly the kind of people
who would thrive at Oldendorff.
He knew how the company worked
and he understood that he would be
able to do it his way. Frank accepted
enthusiastically.
WIN, WIN AND WIN
People matter more than roles.
That’s why Oldendorff would
rather create a new role than lose
a good Oldendorffer. Sometimes,
personal circumstances put
pressure on individuals, but the
company will often try to find a
way to accommodate their wishes.
His success was immediate because
he understood instinctively the
kind of people who would drive the
company forward, and set about
finding his own way for ensuring
those people were recruited,
nurtured and retained. Even as the
company expands, and formalised
structures become more necessary,
he always looks first for that spark
of entrepreneurialism that is so
characteristic of Oldendorff and
the pioneers who started it.
The stories of Nancy Vaz and
Brogan Cichon serve as great
examples. Nancy had been
working in the Dubai office since
its opening. In 2013 her husband
was transferred by his employer to
Mumbai, which meant she had to
leave Dubai. However, we found a
job for her in our Mumbai office.
He says: “We have to balance
knowledge and character. Sometimes
we have to hire people who have a
certain set of technical skills already.
But while you can teach skills, you
can’t always teach the Oldendorff
Way.” Frank’s success is proof of that.
The answer was no one. And that
was a problem.
Peter Twiss describes Frank as “the
real embodiment of an Oldendorffer:
he understands it better than
Henning and I do. Some would say
he is the custodian of the company
way – but I see him as a beacon. He’s
the light that others follow. Do what
Frank does and you’ll be fine.”
THE ANSWER LIES WITHIN
Peter Bagh, who led this process,
soon realised he had it all the wrong
way round: “Why look to teach the
Oldendorff Way to an experienced HR
professional? Why not teach HR skills
to an experienced Oldendorffer?” So
they looked within their own ranks.
And the original candidate for Frank’s
role had many excellent qualities and
has since forged a successful career
as a skilled and trusted member of
the crewing team. He may not have
been right for that particular role,
but we don’t let a good man go – we
find a way to accommodate them.
29
Meanwhile, a similar problem faced
Brogan, who had terminated her job
with the Oldendorff London office,
because she wanted to follow her
partner, who was being transferred
to Dubai by his employer. Now Brogan
works for us in Dubai and Nancy in
Mumbai – and Oldendorff was able
to keep two valuable employees.
And there are many other people
stories to go around. Our lesson
has been that if you have good
people you can make a plan. You can
have a plan, but if don’t have good
people, then your plan is worthless.
So yes, the company will go a long
way to retain its employees that
embody the Oldendorff spirit. Those
Oldendorffers get on with the job
and they make things work, rather
than relying on people to tell them
what to do.
This is why we have two assets in the
company: the ships and our people.
We have always worked hard to be
an employee-inspired company. By
doing so, we can only win.