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7 Questions with Edward ROSE COOPER
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7 Questions with Edward ROSE COOPER
Name: Edward ROSE COOPER
Current title: CEO
Current organisation: Uniglob Falcon Enterprises LLP
Business Manager qualified by a combination of formal management studies, and enhanced by substantial specialized professional offshore support vessel sea time and training, during the past 44 years in the offshore industry. Competent and knowledgeable in the field of offshore support vessels with specific expertise in Anchor Handling Towing Supply vessels. Proven and verifiable maritime professional and safety records. Adroit, agile, and physically fit. A capable, reliable manager requiring minimal instruction or supervision. Experienced in interfacing with individuals of diverse cultures and backgrounds, having extensive dealings with over 70 nationalities, and visiting 80 countries. Presents a professional and competent business image. Always willing to take on very challenging assignments.
1. What have you found most challenging as a CEO or executive of a large enterprise?
One of the most challenging tasks is to separate and balance work demands while ensuring that quality and regular family interactions are maintained. Ensuring that staff understand that family time is not to be impacted unless in absolute emergencies, in the same manner that working periods are not impacted by personal problems. Open Door policy does not mean that staff are allowed to interrupt my activities at their convenience, rather they should still request a mutually convenient time to discuss any concerns that they may have.
2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?
I started work at an early age, before graduating from High School even.
Educated myself while working full time, by using available Distance Learning opportunities, first completing High School, Computer Programming, Bachelor's Degree, and finally a Master of Business Administration in Oil and Gas.
After spending more than forty years working for multinational maritime companies in 80 countries around the world, I decided to open my own company using my global experiences.
3. How do you structure your work days from waking up to going to sleep?
I awake at 5:30 every day of the week, and start my day by reading overnight emails, while having breakfast. Followed by 30 minutes on the treadmill before showering and getting ready for work. Ensure I receive and give blessings to my wife before leaving for the office.
At the office I plan my activities for the day, along with what I expect to achieve in deliveries.
Clear my desk each day of any pending tasks, but leave on time each day, as work is never completed and will always have more tasks to do tomorrow.
Upon arrival at home, we go for a 45 minute walk around the neighborhood, then normally go for a drive to a coffee shop, and have dinner either at home or at a neighborhood restaurant.
We spend some more quality time together, and also video talking on the phone with our kids and grandchild.
Bedtime is normally between 9:30-10:00 PM
4. What's the most recent significant leadership lesson you've learned?
Understanding that not every person/employee is the same, and learning to use their strengths to support the company, while accepting their weaknesses and showing empathy to these on a human level.
5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?
Actually a series of fictional books that I read as a teenager. The “Sacketts” by Louis L’Amour showing loyalty, honor, integrity and doing the right thing always despite the personal challenges faced.
6. How do you build leadership capacity in a large enterprise?
By never hesitating to mentor staff and delegate tasks to others, allowing other ideas to be reviewed during group meetings. Rather than simply telling employees what to do, allowing these to have input into solutions and proposals, recognizing their contributions to the organization and never belittling their achievements no matter how small it is.
7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?
Recently I was tasked with incorporating a new company in a frontier country, with little resources from the parent company.
Based on the trust that was given to me by my senior executive management, this was achieved in the expected period with no involvement from head office at all, snd they granted full delegation to achieving this task in compliance to company processes and procedures.
This level of trust in employees gives staff the incentive to do better and achieve great results.