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“You plant trees not for yourself to sit in, but for others to enjoy the shade.” These words, shared with Mr Michael Phoon by a colleague, speak volumes about the kind of leader he is — grounded, forward-looking, and quietly transformative.
From 2014 to 2024, Michael served as Executive Director of the Singapore Shipping Association (SSA), where he played a pivotal role in strengthening Singapore’s maritime presence on the global stage. Prior to that, he built a career in the technological industry, with over 25 years of experience across the US, Europe, and Asia; managing business portfolios exceeding US$950 million.
The move into maritime was never part of a master plan. “Could I even survive a few months?” he jokes, recalling those early days. Many thought he wouldn’t last. But what began as a test became a defining chapter. It was one where he found his stride and his calling.
Today, Michael continues to nurture leadership from a different vantage point — in education. As an Adjunct Fellow at the Maritime and Port Authority of Singapore (MPA) Academy and as a trainer at Singapore Management University Academy (SMUA), he develops and delivers leadership programmes. “It’s a subject close to my heart,” he reflects.
When asked to define leadership, Michael points out that it’s difficult to put leadership into a box. His answer is nuanced and practical. “It’s not just about managing people,” he says. “It’s about having the skills to inspire, motivate, and coach; and knowing which approach to take for each situation.”
He believes that good leaders wear many hats. “There’s no one fixed style. You have to read the situation and adapt accordingly.” Drawing from his years in tech, he explains how pace-setting leadership, such as setting high standards and driving performance, worked well with experienced, mature teams, especially when balanced with coaching and support. “You help your team see what success looks like, and then step back to give them room to soar.”
At SSA, where building consensus across a diverse maritime community was required, Michael leaned into transformational and servant leadership. “It was about where SSA could and should be and bringing the team along, step by step. You recognise the limitations but keep the vision alive.”
He also weighs in on the age-old debate between managing and leading — explaining it’s not mutually exclusive. “Both are needed,” he says. “Leadership may be more inspiring, visionary, and outward-facing. Management is about structure, planning, and execution. But they are part of the same whole, like the phases of the moon. At times, leadership takes prominence. At others, good management anchors the work. It waxes and wanes but both must be present.”
Through it all, what remains consistent for Michael is his belief in servant leadership — putting people and purpose first.
This belief was put to the test during the COVID-19 pandemic, when the global shipping industry faced unprecedented disruption. As Executive Director of SSA, Michael and his team focused on one guiding principle: enable others to function safely, reliably, and responsibly.
“We didn’t just sit back and wait for government directives,” he says. “We acted on what we could control.”
Working closely with the Maritime and Port Authority of Singapore (MPA) and other agencies, SSA helped operationalise a safe and practical crew change protocol — a lifeline for thousands of seafarers stuck at sea. SSA also moved quickly to ensure clear communication with its members, offering timely updates and guidance. He led the small taskforce with a clear vision to alleviate the mental anguish and wellness of the seafarers stranded onboard vessels wanting to return home upon their completing of their work contracts.
Michael and his team also worked to bring vaccinations to seafarers docking in Singapore. “It required intensive coordination with port authorities. Other government agencies and operators, but it made a difference. Our members could better protect their crew, reduce disruptions, and strengthen resilience across the sector.”
To Michael, servant leadership is about asking “What do my stakeholders need to succeed, and how can I help make that possible?” It’s a philosophy grounded in humility; knowing when to lead, and when to empower others. And it’s marked by patience because the right decision, especially when lives and livelihoods are at stake, often takes time.
Reflecting on his years at SSA, Michael distils three leadership qualities that matter most in the maritime world today.
Clear communication
The maritime sector is diverse. It comprises a wide spectrum of professionals and institutions — shipowners, fleet managers, marine insurers, maritime lawyers, security consultants, port authorities etc., each with different priorities in mind, and levels of technical understanding.
“You need to be precise about expectations and outcomes,” he explains. “Just as important, you must be clear about what support you can or cannot give and why. If we can’t explain our position clearly, we risk disappointing stakeholders or creating unnecessary friction.”
He often reminds younger leaders that being able to translate technical detail into understandable implications — for operations, compliance, or finance — is a valuable skill that earns trust and credibility.
Technical expertise
Though Michael’s professional roots were in the technology sector (first as a financial analyst, then in technology and sales), he made a deliberate and continuous effort to build deep domain knowledge in maritime.
“I was new to the industry, and there were moments I felt unsure. I did not hesitate to ask, even if the questions seemed basic. I would often say, ‘I may not know, but I want to understand — would you help me see it more clearly, so I can better support the team?’” Whether navigating MARPOL regulations, interpreting the nuances of the Ballast Water Convention, or engaging with digitalisation policies, he persevered to stay current and kept up by reading articles and subject matter so that he could be “at the same level” with his members and stakeholders.”
This perseverance was especially critical when SSA took a position in a complex Intellectual Property (IP) patent legal challenge for royalty claims.
The case involved a well know Japanese multinational company patent fees claims — a move, if successful, would have financial implications for shipowners and maritime solution providers. SSA, along with another industry body, objected to the amendments, arguing that the IP file was not novel and would unfairly levy a royalty fee, potentially impacting ship retrofits for a ballast water management system.
The case required Michael and his team to work closely with technical and legal experts to understand the full implications of the proposed patent changes. In the end, the High Court dismissed the IP patent application, recognising the potential overreach. “It just shows how important it is for leaders to not shy away from technical detail,” he reflects. “You need to grasp enough to protect your stakeholders’ interests meaningfully.”
Agility
The maritime world moves fast and often, unpredictably. Shaped by forces well beyond the control of any single organisation, its course is steered not just by commercial winds, but by crises, conflicts, and shifting regulations.
“In this industry,” says Michael, “you learn quickly that logic alone doesn’t drive change — geopolitics and global health do, too.”
He’s had a front-row seat to these disruptions. No sooner had SSA emerged from a drawn-out IP patent legal challenge, then the COVID-19 pandemic hit, upending norms and accelerating digital transformation overnight. “We had to rethink everything,” Michael recalls from how office teams functioned to how port operations reduced human contact. That wave of digitalisation, he notes, is continuous.
And the disruption hasn’t let up.
Regulatory requirements are continually tightening. Cybersecurity risks grow more sophisticated by the day. Conflicts like the one in the Red Sea are forcing shipping lines to reroute around the Cape of Good Hope adding weeks to voyages and millions in costs.
“To lead in this sector, you need the mindset that change is constant,” Michael says. “You have to be responsive to real-time events, yet grounded enough not to overreact. That balance is what allows the team to stay resilient.”
“Resilience,” he says, “is not about being unshakeable. It’s about knowing what you can control, accepting what you can’t, and having a decent laugh somewhere in between.”
He’s quick to point out that not every coalition is made up of kindred spirits. “Sometimes you find yourself working with people who didn’t choose each other but share the same pressure to deliver. That’s when it helps to have a clear goal, break it down into manageable steps, and celebrate the small wins”
He adds, “A little visualisation helps too. We had to picture what success looked like — people arriving safely, processes running smoothly, ships staying compliant. Then work backward, piece by piece.”
To stay motivated, Michael leans on self-awareness and humour. “The moment you start thinking everything is about you, it’s over. People have their own concerns, and not everything is within your control. That realisation is strangely liberating.” He’s candid about sharing what works for him: “I know I explain things better with a marker and a whiteboard. Drawing things out makes it easier for others to follow your thoughts and if the drawing is bad enough, it makes them laugh, which is a bonus.”
Michael credits much of his drive to the people around him — those who bring energy, insight, and encouragement. “If you surround yourself with people who care, who keep going despite setbacks, it rubs off. You get inspired just by watching how they work.” And when things go wrong — which they sometimes do — a sense of humour goes a long way. “Not everything has to be heavy. If you can laugh, it means you’re still in the game.”
Michael’s parting advice isn’t a checklist. It’s a mindset rooted in humility, curiosity, and contribution.
He reiterated that there is no shortcut for a leader to earn the trust of the led. “Roll up your sleeves and get in the trenches. Be there. Understand what they go through, and read up more. That’s how you learn, that’s how you lead.”
It’s not just about doing; it’s about being. “You are your own best version. Don’t copy someone else — that role’s already taken.” Michael encourages young leaders to leverage what makes them different, rather than defaulting to mimicry. Leadership, he says, is as much about authenticity as it is about action.
Michael also champions listening. “Don’t interrupt. Listening shows you respect the other person’s perspective. That goes a long way.”
Empathy is more than a soft skill — it’s strategic. “When you understand what motivates or worries others, you make better decisions. You connect. That’s leadership.”
He also speaks about giving back. “Share what you’ve learnt. Volunteer. Speak at forums. Write. Help others rise.” He highlights, “When you share, focus on substance – what you had learnt and how that experience could benefit others, not the achievements per se.”
Books, he confesses, shaped him. As a curious boy, he would pore over Reader’s Digest and stake out bookshops, losing hours in discovery. “Read deeply. Read widely. That’s how you grow not just in knowledge, but in perspective.”
The “actively retired” leader continues to shape the next generation of leaders through his work with the MPA Academy and SMU Academy. Perhaps it’s fitting that someone who once spent hours in the aisles of bookshops now helps others navigate the shelves of leadership — encouraging them to lead not just with competence, but with character and heart.
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