In tune with iCard’s sea roots, today’s story in “Meet the team” depicts the Naval life. We introduce you to someone who can surprise many with his career prior to his current position.
Bozhidar Blagoev is a person who has a lot to tell us about his journey from a ship commanding officer to head of the Human Resources Department and how he finds common ground in both worlds. Thanks to his stories, we also get to know some tips and tricks about recruitment of professionals.
Enjoy Bozhidar’s Naval adventures in the following lines!
What did you dream of becoming when you grew up?
I wanted to be a sailor ever since I was five. When I was a kid, I shaped my vision of sailing thanks to the pirate stories and adventures that I could find in the books I was reading. I dreamed of travelling across the world and visiting exciting places. From early age I knew I had to learn how to manage and communicate with people if I wanted to become a ship’s captain, so I started reading psychology books in 5th grade. I experimented with people because I was curious whether my reading was accurate. My assumptions were based primarily on the theories of behaviourism, and I’d usually pick out a senior and observe the way they walked and looked and how they were dressed. Then, I’d put them in an unusual situation – for example, I’d quickly cross the path in front of them so they nearly tripped over and I would observe how they’d react.
Studying at Nikola Vaptsarov Naval Academy was a dream come true, where I gained valuable experience in managing people. I was in charge of duty in my freshman year when I had to find a way to make my fellow classmates and colleagues complete their duties based on my understanding and not how they wished to do them. I became a squad commander in my second year, an executive platoon commander in my third year, and a platoon commander right after that. Since then, I’ve learned not to take advantage of my reputation and position and was a huge supporter of the belief that it is very important to make ethical decisions. Once, I had to decline a garrison leave request of “someone’s son”, and naturally, the father got angry, so I had to explain my decision to the company commander. Eventually, the commander stood behind my reasoning as to why this person didn’t deserve the requested days off. This was a lesson on respecting your subordinates’ well-grounded decisions, even though it might cause you trouble later.
How did you become a naval ship commanding officer?
I saw the “Lightning” missile corvette in my third year and fell in love with the ship. I had a dream I would be working there one day and when I graduated, I got the chance to continue my career as a navigation officer there. There was a lack of staff, so I had to perform the duties of the executive officer, too. Two years after, I was officially appointed as an executive officer but since the ship didn’t have a commanding officer, I also had to perform the commanding officer’s duties. According to unwritten laws, I had to go through the missile fast patrol boats to become a commanding officer. It was how I got the role as commanding officer of “Hurricane”, after which I was honoured to become “Lightning” ’s commanding officer.
As I mentioned earlier, I insisted on being ethical and hoped that others would feel that, too. A commander always counts on their crew and that is why having a strong and compassionate crew was very important for me. The responsibility is huge, and it’s not by chance that the commander has to prove their ability to perform their duties every year. Commanders undergo challenging theoretical and practical exams to gain the rights to manage a ship. I’m extremely grateful to my crew for all the support throughout my duties at the sea.
What kind of a commanding officer were you?
Ethical. It was the right way for me to develop a high level of expectancy, which is essential in every high-risk environment. All my decisions were never based on my mood or whether I sympathise with someone. There also were times when I had to ignore decisions made by the seniors when I felt that they were wrong, especially when the safety of the ship and the crew, whose responsibility was mine, were involved. After all, my orders were written in the logbook and not someone else’s. Every crew member knew this, and they had to take only my commands for managing and organising the ship. Once, at sea, one of the senior officers ordered the helmsman to change the ship’s course. The helmsman didn’t even look at him and continued with the planned course. The senior officer got angry and started shouting as he was totally unhappy with the situation. I told him if he wanted to be heard, he had to write down that he was taking command of the ship and sign the log book. He refused to do so and left the bridge – it is pretty easy to give orders when someone else is responsible for the consequences.
What’s your most significant professional success?
Resisting the temptation of power was my biggest achievement. Usually, the authority on the ship is pretty evident, and the commanding officer’s words are taken as а law, so my responsibility back then was huge and I was very cautious with what I would say. I managed to preserve myself and resist the temptation of feeling so significant and important. My experience showed me that being able to do so doesn’t happen often, and power absorbs people.
I have many awards and certificates, but they have never been valuable to me. For me, it is of upmost importance to be helpful to people. One of the most precious awards I received was a “Thank you!” from my commanding officer. There was a time when we were in a complex situation, so everyone expected his command, but he was “stuck” and didn’t know what to do. I stepped in and offered him a command he accepted and repeated to the crew. Then, while he was going down the bridge, he passed by me, tapped me on my shoulder, and thanked me.
How does it feel to be a father of three?
It’s so much fun! My dreams should always turn into plans, and my wife and I decided we would have three kids at the beginning of our relationship. Later, we thought it’s best to have them five years apart. We didn’t have any preferences on their gender, but I knew for sure that the first one would be a girl. I was a commanding officer of “Hurricane” at the time and mainly worked at a bridge where the zone of the powerful radiolocation station was meters away from me. The emitted radio waves significantly lowered the chances of having a boy.
Of course, now we have many responsibilities but we strive to share the care of the children equally. We are trying to let them study independently, although it’s hard to do so, especially with our youngest daughter, where we have to help her more and more often. I’m helping her with maths and science and my wife takes care of the narrative subjects and Bulgarian. Our oldest daughter is currently a student in Sofia. I felt like a taxi driver until recently because we have always stimulated our children to do sports and take lessons outside of school; therefore, we have attended plenty of dancing and tennis competitions across the country. I used to spend my weekends in the car so I could drive the kids from point A to point B.
We love travelling together – we go abroad every year, and we enjoy going to Italy and Spain. We went to Disneyland Paris twice. The first time, it was just the four of us, and our children liked it so much that we promised them we would go back once our third child was born and turned five. I’m happy that they are extremely disciplined while travelling. The rest of the time they are normally late and get dressed last minute, but they are highly mobilised while we are on holidays.
I remember that one time we were in Zagreb and I told them we must get in the car at 5 to 8 and be ready to go. Thankfully, they were right on time – when we got to the car, a worker at the parking zone was already standing there, waiting to fine us once the clock struck 8.
How does an interview with you usually go?
It depends on the position – for example, I conduct longer and more difficult interviews for management positions. I ask tricky and engaging questions, and create situations to which the interviewees can react naturally. I used to love experimenting with them, but now I do it less often. Sometimes, I would test the candidates as soon as they enter the door – I would place a piece of newspaper on the floor, and they had to decide whether to step on it or jump over it. I would also let them sit in low or tall chairs or create other uncomfortable situations and wait for their reactions – some would react immediately and request solving the discomfort, while others would remain silent throughout the whole interview. Yet, hiring the people we need at iCard requires a slightly more conservative approach, but there are still people who make themselves uncomfortable during the interview, which doesn’t go unnoticed.
I conducted and participated in thousands of interviews, and most of the time, I would shape my opinion of the applicant in the first couple of minutes. It’s important how he will hold out his hand and if he even reaches for a handshake, if he will take off his jacket, if he is smiling while we are having a conversation… However, the ideal applicant is not always the best fit for the company. Managers should also join the interviews – this way, they can get to know the interviewee better and build a solid connection from the beginning.
What’s your primary role at the company?
My primary role includes all the necessary tools for human resource management – recruitment, administration, reviews, trainings, development, engagement, and satisfaction. The proper management of such processes builds the employer’s desired working environment. Just like in all other professional areas, there are various trends in HR that I keep an eye on, but they’re not always appropriate for reaching the company’s goals or the way the company operates. We’re trying to create a working atmosphere that brings high satisfaction and engagement. Such an environment provides opportunities for success and high performance of the people working at iCard. I emphasise “opportunities” because managers can use them to develop more productive teams.
I also want to mention all the efforts of our CEOs. They are always approachable and create the sense of iCard. Thanks to their vision and understanding, we can focus our efforts on improving the working environment.
I’m glad that I’m working at a company that cares about you, and I’m happy that my colleagues feel that they are part of something big as iCard is. I hope they realise they are responsible for making the company’s mission and vision possible.
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