Whatever we do in Sea Cadets, enthusiasm is the key
Sea Cadets isn’t just a program—it’s a way of life
The Futureoftheocean initiative is delighted to introduce the Bridge of Don Sea Cadets in Aberdeen through an exclusive interview with their Commanding Officer, Mr. Malcolm Garrington. This insightful conversation was facilitated by two dedicated adult volunteers, Mr. Andrew Dilley and Ms. Rasha Abdelhamid, offering a firsthand look into the heart of the unit.
At Futureoftheocean, we believe this interview highlights many valuable aspects—above all, the idea that leadership comes in all shapes and sizes. Whether leading a small team or overseeing a large initiative, true leadership isn’t about superheroes; it’s about dedication, teamwork, and a shared vision for success.
What was it like when you first set up?
Andrew Dilley:
What was it like when you first set up? What do you remember?
Malcolm Garrington:
Our very first meeting happened in a Burger King down by the beach—an unconventional but memorable start! The five founding staff members of the Aberdeen Unit, including Mike and Dawn, sat down with the District Officer at the time, Mr. Mags Black, over burgers and fries to plan the next steps.
I wasn’t directly involved at the time, since I was still a lower echelon, but Mike could give you more details if you’re looking for deeper insight. That meeting was where the decision was made to establish the Bridge of Don Unit.
Andrew Dilley:
So, who were you moving away from?
Malcolm Garrington:
We were originally part of the Aberdeen Unit, which was the only Sea Cadet Unit in the city at the time. Both Mike and I started as cadets there, alongside Dawn, who’s now Mike’s wife. My own journey began as a cadet at Fort William Sea Cadet Unit before I moved to Aberdeen for university in September 1993. By then, I was 17 and a half, and I joined the Aberdeen Unit.
In April 1998, that historic Burger King meeting took place. Mike and Dawn played a major role in pushing things forward—they worked tirelessly to get the unit off the ground. Having a committed couple involved really helped; discussions continued beyond parade nights, making organization much easier. They secured the Scout Hall next to the Alex Collie Centre as a training space, bringing boxes of materials in the back of their car for lessons.
Recruitment started locally, and on our first night, two cadets joined us—one of them being Michaela Nicholson. She stayed through her entire cadet journey until she turned 18 and became staff. Now, she works with the Maritime and Coast Guard Agency, proving that the nautical theme truly stuck with her.
We spent at least six months at the Scout Hall, though Mike may recall the exact timelines better. One of the biggest challenges was the constant unpacking and repacking of equipment and paperwork—it made logistics difficult.
That day was a milestone, a moment of immense pride for everyone involved.
Luckily, we had a staff member who was also part of the Aberdeen Royal Naval Unit (RNU). He was a Civilian Instructor with us, but as an Officer Cadet, he was granted permission to wear his uniform. The RNU was based at Gordon Barracks, in the same building now occupied by the Officer Training Corps (OTC), right on the main parade square.
Through that connection, we managed to gain access to classroom space within the Barracks, which was a huge breakthrough. Not only did it remove the costs associated with the Scout Hall, but it also allowed us to integrate into a more formal training environment. Over time, we were able to negotiate further use of equipment and resources, eventually establishing our own dedicated space in Building 17.
At first, we couldn’t officially call ourselves a Sea Cadet Unit—we needed formal commissioning from our Headquarters in London. In those early days, we were an embryo unit under Stonehaven and known as the Bridge of Don Naval Youth Organization. The months that followed were crucial, as we had to build everything from the ground up: setting up training plans, defining roles, and ensuring safe systems for instruction. We also had to establish ourselves as a standalone charity.
Then, in November 1999, after months of hard work, we finally reached a defining moment—our Royal Naval inspection. Lt Col Andy Milne RM, the Area Officer, awarded us our Commissioning Pennant, officially marking us as Bridge of Don Sea Cadets. That day was a milestone, a moment of immense pride for everyone involved.
this was about growth, about building something special from the ground up
Andrew Dilley:
It’s a fantastic origin story—I love the idea of starting out in Burger King and steadily progressing to where you are now, housed at Bridge of Don Barracks. Also, it seems like there was a strong female presence in the unit from the very start.
Malcolm Garrington:
Absolutely. Dawn, for example, brought a wealth of leadership experience as a primary school teacher—she’s now a principal. Her ability to manage groups and develop effective training programs was invaluable in those early days.
One of the key themes from the outset was we weren’t just creating something new—we were setting out to make it truly great. There was no animosity between us and our former unit; this was about growth, about building something special from the ground up. And that mindset carried forward as we established what we are today.
Rasha Abdelhamid:
Did you ever imagine that the unit would grow and flourish the way it has?
Malcolm Garrington:
Mike always talks about his time as a Sea Cadet at Aberdeen Unit in the 80s, when there were 100 cadets crammed into the unit’s old harbour building. Honestly, I don’t know how they ever fit in there!
With that perspective, it’s amazing to look at how much we’ve grown, particularly in recent years.
Being in command is different from what people imagine.
Rasha Abdelhamid:
How do you do it?
Malcolm Garrington:
For me, I like to learn by doing—I need to understand something first before I can master it. You don’t become great overnight. I experiment, feel my way through unfamiliar territory, and build from there. Mike, on the other hand, has a gift for ideas and for connecting with people—he’s got the kind of charisma that makes things happen.
Meanwhile, my strengths are in structure and process—handling the paperwork, setting up programs like the RYA Training Centre, and making sure everything runs smoothly behind the scenes.
When I first became Commanding Officer, I spent six years in the role, pushing boundaries and taking on more responsibilities. But I reached a saturation point—I expected too much from myself, or relied too much on others. This time around, I’m setting more realistic expectations and learning to pace things better.
Being in command is different from what people imagine. From the outside, you see the achievements, the successes, and the camaraderie. But when you’re in the hot seat, you also experience the challenges—investing time in volunteers and cadets, helping them grow, and watching some rise to become future leaders.
One of the hardest parts is when people move on. You invest trust in them, delegate tasks, and empower them to lead—but when they leave, suddenly everything they handled comes back to you, and you have to reassemble the pieces.
I’ve always approached things as a continuous learning process.
That’s why I’ve always approached things as a continuous learning process. We’ve tried different models—like Stonehaven’s approach, where different activities took place on different nights. We tested that system here, offering specialized training sessions on separate evenings. But, ultimately, it didn’t work—cadets need consistency, and committing to one regular night proved far more effective.
We also learned that smaller junior groups work best. Even with a large number of volunteers, cadets thrive when they feel heard and get individualized attention. It’s taken time to find the right balance, but dedicated adult volunteers have made all the difference.
Running a unit is like managing a project lifecycle—forming, storming, norming, and performing.Just as things stabilize, life happens—someone moves on, and you’re back to the earlier phase again. But now, we’ve reached a point where the unit isn’t just maintaining—it’s thriving.
Whatever we do in Sea Cadets, enthusiasm is the key.
Andrew Dilley:
I think that passion really shows in the cadets—their experiences and everything they do. As we move into discussing performance, I’d love to hear your thoughts on how sea-based activities shape people. The core of everything seems to be connected to the Sea Cadets experience—the sailing, summer activities, and everything else. These experiences don’t just build skills; they instill life lessons that stay with cadets forever. So how do you see that relationship between people and the sea playing out?
Rasha Abdelhamid:
Sailing has always been a huge part of it. There’s a natural connection between people and the sea—it’s something that draws us in.
Andrew Dilley:
Tell us about that.
Malcolm Garrington:
It all comes down to enthusiasm. You need people who are passionate—whether they’re leading parade training, piping, or sailing. That passion becomes infectious, and cadets feed off it.
Take Bob Greenfield, for example—a remarkable individual who sadly passed away. He was ex-Army Catering Corps, spent 25 years working offshore in catering, and was a Baker by trade. When he arrived at district weekends on a Friday night, he’d casually say, “I just threw together some Yum Yums and pastries—help yourself.” And the cadets would be in awe.
When Bob taught catering courses in the galley, his enthusiasm transformed the experience. Cadets weren’t just learning—they were absorbing his passion, getting excited about food preparation, and engaging fully.
The same was true for piping, where Mike took the lead—he’s now inspiring the next generation of instructors. That level of dedication, that energy for teaching, is what keeps these traditions alive.
And it’s the same with sailing, which has always been my focus. Over time, I’ve developed interests in various areas—from my upbringing to my professional work. Cooking, for example, is something I love doing at home, and when I bring that enthusiasm to the galley, cadets pick up on it.
It works the same way when we’re out on the water. When I’m sailing, and cadets see me maneuvering the boat effortlessly—throwing it around with ease—I hope they think, “That’s what I want to do.”
Whatever we do in Sea Cadets, enthusiasm is the key. As long as instructors bring passion to their roles, the unit will thrive.
There’s something about leadership—you rarely get to sit back and admire what you’ve accomplished because the moment you do, something inevitably needs attention!
Andrew Dilley:
One thing I always notice when I pick up my daughter from Peterhead is that breathtaking view from the car park. Looking down at the harbour, I see all these small boats and wonder—which one is hers?
What’s it like for you, watching from the shore, knowing you’re responsible for all those cadets out on the water? How does it feel to be in charge of a large group of teenagers navigating their way through the sea?
Malcolm Garrington:
It’s an immense source of pride seeing the cadets out there—confident, capable, pushing past their initial fears and growing into their skills. Whether they’re training for racing or just building that confidence on the water, it’s rewarding to watch them progress.
It’s especially meaningful when you pair experienced cadets with those still developing their abilities. The mentorship that happens naturally between them is incredible—it’s not just about sailing but about learning from one another, passing on knowledge, and inspiring the next generation.
I don’t often get the chance to stand back and watch—last year was the first time I had enough instructors to allow me that luxury, but I doubt this year will be the same.
There’s something about leadership—you rarely get to sit back and admire what you’ve accomplished because the moment you do, something inevitably needs attention! I tend to keep moving forward rather than dwelling on achievements, though I’m sure when I finally step away from my Sea Cadet career, I’ll be able to look back and think, “Wasn’t that great? Look at everything we built.”
leadership isn’t about titles or prestige
For me, leadership isn’t about titles or prestige. I’ve always believed that the Commanding Officer role exists to create structure so we can achieve great things, not to elevate any one individual. It’s never about saying, “Look at me, I’m in charge,” but instead saying, “We need someone to lead, and right now, that’s me. My job is to ensure our cadets are safe, happy, learning, and thriving.”
People often comment on the 2 ½ rings on my shoulder, but I prefer to talk about when I had just two rings. You know who else wears two rings? The cabin crew serving tea and coffee on a plane! And honestly, as Commanding Officer, a huge part of my job is looking after my team—motivating them, keeping spirits high, making sure they have what they need to succeed. Sometimes that’s as simple as making cups of tea to keep everyone going!
Ultimately, all of us—cadets and adult volunteers alike—are here for the same reason: to help young people grow and succeed. Rank isn’t about power; it’s about asking the right questions—who’s developing the training program? Have we thought about everything we need? How can we improve?
One of my favorite aspects of summer boating is that it allows me to connect with cadets on a smaller scale. I love that they get to see that I’m not just some figure behind a desk. They recognize that the CO is here, among them, talking with them, making sure they know they can approach me at any level—not just their friends or junior staff, but me directly.
That’s what leadership means to me—it’s building an environment where cadets feel supported, empowered, and able to thrive.
When people feel ownership over something—when they’re not just handed responsibilities but truly have control—they invest in it fully.
Rasha Abdelhamid:
Malcolm, you’ve been dedicated to the Sea Cadets since the very beginning. Your history with sailing and racing is incredible—it’s an impressive athletic journey, but also a serious commitment.
You could have gone to any other club, pursued something entirely different, but instead of stepping away, you built a new unit and stayed with it. That takes discipline—the full shebang.
You’ve also been thrown into leadership—the hot seat—multiple times. How would you describe this level of commitment? What’s your sales pitch for why you stuck with it? Why didn’t you choose another path?
Malcolm Garrington:
Have I mentioned that I handed in my resignation twice—and both times they rejected it?
Rasha Abdelhamid:
I didn’t know that!
Malcolm Garrington:
At its core, it’s all about empowering individuals. When people feel ownership over something—when they’re not just handed responsibilities but truly have control—they invest in it fully. That makes a huge difference.
When we first formed the unit, I was the only sailing instructor, which meant I had free rein in how I developed the program. It was up to me to make it happen.
I was 22 at the time—fresh out of university, not in a relationship yet, still deep in the world of dinghy racing. I raced 12-foot skiffs, did yacht racing on the West Coast, and juggled a lot. To be honest, at one point, I was told I needed to commit more to Sea Cadets because we were trying to run things properly. But I had other things going on, too—it was a balancing act.
At 19 and 20, I worked at Rosyth and Port Edgar with the Sea Cadets during summer, teaching at the sailing school and working nights as a supervisor. That’s where I earned my powerboat instructor license and built the foundations of my teaching routine.
Later, I became an instructor at Peterhead Watersports Centre, which gave me a real understanding of teaching in the commercial sector. Weekends were spent either running Sea Cadet activities or out on the water—I was always busy, never one to sit still.
When I got together with my wife, the Sea Cadets came along with it. There’s definitely been an element of having a very understanding partner—because the commitment is real.
Honestly, it all comes down to balance. Between cadets, work, and home life, as long as all three don’t fall apart at the same time, then things are manageable. At the end of the day, you always need something stable in your life to hold onto.
I don’t want to do things as a one-off. I want to make them repeatable—to create processes that become ingrained so we can keep moving forward.
Andrew Dilley:
It makes a lot of sense, but I really like the way you put it.
Malcolm Garrington:
There are always times when two or even all three areas—cadets, work, and home life—hit rough patches. But when they all align and things run smoothly, it’s a good day.
The hardest moments come when a great day unexpectedly turns bad—when you find out afterward that something went wrong, forcing you to stay guarded against celebrating too much too soon.
As an individual, I keep my temperament fairly even. I try to avoid deep lows, but I also don’t chase extreme highs. That consistency has helped bring stability to the unit over time. Sometimes, I don’t celebrate the big wins as much as others do, but I think that approach has helped create sustainability in what we build.
One philosophy I’ve stuck to is:
"I don’t want to do things as a one-off. I want to make them repeatable—to create processes that become ingrained so we can keep moving forward."
It’s fine to plan a big trip one year, but if the following year everyone’s exhausted and unwilling to do it again, then it wasn’t built sustainably. The real question is: How do we make things long-term?
Leadership & Balance
Balancing work life and home life is difficult for anyone, but I’m fortunate that much of my work involves paperwork and administration.
Leadership varies—different leaders bring different strengths, and success comes from building a team that complements those skills.
For example, Mike excels at interpersonal skills and networking—he’s out in the barracks forging connections, ensuring relationships develop. Meanwhile, I’m more focused on structure, stepping in when formalizing processes or handling paperwork and logistics.
Having Layla onboard from a welfare perspective has been invaluable—she’s great at talking to staff and getting a feel for what’s happening in the unit.
It’s all about building the right team.
We talk things through, we support each other, and that’s why we thrive.
Leadership Styles & Trust
When Mike was in command, his leadership style was more direct—clear in his goals and expectations. There are elements of that approach that I admire, and I constantly look for ways to improve myself as a leader.
Mike has been an incredible role model, and as a former Commanding Officer, having him as someone I can lean on for honest advice has been invaluable.
It’s true what they say—“It’s lonely at the top.” Ultimately, leadership rests with the Commanding Officer, and at times, you need people you trust—ones who have no hidden agenda, who will give you the truth when you need it.
It’s easy to feel wary when some individuals seem to be climbing the ranks with ambitions toward your role. You might find yourself looking over your shoulder, questioning intentions. But with the team we’ve built, there’s openness, honesty, and trust. We talk things through, we support each other, and that’s why we thrive.
I think seeing cadets achieve—watching them go off into industry and leadership roles—is one of the most rewarding aspects
Andrew Dilley:
This brings us back to the profound impact Sea Cadets has on everyone involved—cadets, adult volunteers, even staff. What’s the moment or experience that truly drove home that human impact for you?
Malcolm Garrington:
There are so many. But I think seeing cadets achieve—watching them go off into industry and leadership roles—is one of the most rewarding aspects.
We have a former staff member now running a Sea Cadet training school, an ex-cadet leading a Sea Cadet unit, and another who became a Master Mariner commanding an offshore drill ship. Watching them grow, succeed, and find their own path—that’s the real measure of success.
But it’s not just about career achievement—it’s about the personal journeys too.
There are cadets who’ve struggled at home, faced difficulties at school, or battled personal challenges. Seeing those individuals push through and flourish is incredibly fulfilling.
Of course, there are some who had huge potential but didn’t stick with it. You sometimes wonder how far they could have gone if they had stayed. But ultimately, everyone is on their own journey, and sometimes they even come back as staff—continuing the cycle of mentorship.
And there’s something special about ex-cadets reflecting on their time here, saying:
"I loved my time in Sea Cadets—it really shaped me."
That’s when you know it was all worth it.
Sea Cadets isn’t just a program—it’s a way of life.
Rasha Abdelhamid:
It really is an incredible journey. Seeing all the different activities and roles through my own kids and the volunteers has shown me that Sea Cadets isn’t just a program—it’s a way of life.
It’s as diverse as life on a ship—you have catering, sailing, physical training, technical skills—it shapes a well-rounded personality.
It’s an entire lifestyle, and for many, it stays with them—whether they become rig managers, work offshore, or stay involved in maritime careers.
It’s easy to see why people stick with it—it gives them something real to hold onto.
The Bridge of Don Sea Cadets
The Bridge of Don Sea Cadets is a registered Scottish Charity SC029606
Building 17, Gordon Barracks, Ellon Road, Aberdeen, AB23 8DB
https://www.sea-cadets.org/bridgeofdon
For more details, please scan QR code nearby.
Last but not least, the Futureoftheocean team extends a heartfelt thank you to Mr. Cristian Maxim - Naval Architect, MSc, MRINA, and Treasurer of the Bridge of Don Sea Cadets Unit—for his invaluable support in facilitating this interview.
This text was first published on June 2025 on Futureoftheocean initiative website.
Any parts of this webpage can’t be reproduced without the permission of Sea Cadets Bridge of Don unit in Aberdeen.
Pictures credits:
All photographs belong to the Sea Cadets Bridge of Don unit in Aberdeen. The unit has given permission for these photographs to be published on this website. If you would like further details or clarifications about these photographs please contact the Sea Cadets Bridge of Don unit in Aberdeen.
Pictures’ captions
Sea Cadets isn’t just a program—it’s a way of life (2016 Sailing)
From left to right: Commanding Officer-Lieutenant Commander Malcolm Garrington, Lord Provost David Cameron, Lady Provost Hazel Cameron, Captain of Sea Cadets, Neil Downing, Sergeant Samuel McIntosh, Lieutenant Colonel, Graham Henderson, founding Unit Management Team member Barbara Moir
From left to right: Executive Officer-WO2 Mike Reid, Lieutenant Commander Craig Trail, Commander Gary Farmer, Commanding Officer-Lieutenant Commander Malcolm Garrington, Petty Officer Paul Bishop
From left to right: Lady Provost Hazel Cameron, Lord Provost David Cameron, Town Sergeant Steven Smith
Look up on TS Royalist (2021)
Cadet display at unit event – CPR (2023)
Sailing at Peterhead marina (2016 sailing)
Sailing at Peterhead marina (2016 sailing)
Cadets on training vessel TS Royalist (2021)
Commanding Officer-Lieutenant Commander Malcolm Garrington having fun at sailing event (2023)
Captain of Sea Cadets, Neil Downing handing the Commodore Pennant to a Junior Sea Cadet (2023)
Commanding officer-Lieutenant Commander Malcolm Garrington and Captain of Sea Cadets, Neil
Downing during Colours Ceremony (2023)
Sailing into the sunset (2016 sailing)
Afloat at Peterhead marina (2023 sailing)