Maersk Tankers’ HR chief: “I think people are more reticent to approach conflicts in a virtual context.
Leadership Chats: Annelise Goldstein, Chief Human Resources Officer at Maersk Tankers, has found that her leadership style is suitable for times of major change and uncertainty. The shipping company had to steer through a new strategy process with all its employees working from home.
COPENHAGEN : The pandemic changed everyday work life for most of us, and also for the world’s shipping leaders. Has their leadership style changed? Which lessons will shape the future of shipping as the world returns to normalcy?
ShippingWatch has asked several leaders in the industry about their leadership experience during these unprecedented times.
We’ve already spoken with Anders Onarheim at BW LPG, Ulrik Andersen at Golden Ocean, René Kofod Olsen at V.Group and Lise Demant at Svitzer.
Today, we talk to the Chief Human Resources Officer at Maersk Tankers, Annelise Goldstein.
How did the pandemic and lockdowns change your leadership style?
Ultimately, for me, it reinforced the fact that my leadership style suits a time of change and uncertainty.
I’m a female leader who has often worked in male-dominated industries. Early in my leadership journey, I sometimes received critical feedback from some of my more traditional male colleagues, along the lines of ‘you should be more hierarchical’ and ‘your style should be more command and control-oriented’. But that has never been my style. I’ve always pushed back on that.
During the pandemic, I’ve realized that the style I have is naturally conducive to a period marked by change, and where people are at a distance and feeling more vulnerable. Some of the things that come naturally to me, I’ve been able to leverage during this period. And that is centered around being people-focused and reaching out and connecting with people and building relations.
At Maersk Tankers, we’ve also included this into our leadership journey; for example, we’ve hosted leadership training to train our leaders to be impactful people leaders, also in a virtual setting.
During the pandemic, I’ve realized that the style I have is naturally conducive to a period marked by change, and where people are at a distance and feeling more vulnerable. Some of the things that come naturally to me, I’ve been able to leverage during this period”ANNELISE GOLDSTEIN, CHIEF HUMAN RESOURCES OFFICER, MAERSK TANKERS
Do you think a hybrid way of working will be part of the future at Maersk Tankers?
Before the pandemic, we implemented a new way-of-working policy. We brought out a policy that was 40 percent of your working hours – you could do flexibly, and we thought this was a real employer branding move for us.
And then, suddenly, the pandemic happened, and everybody was working from home. So, this anticipated great effect we expected from our new policy never came into play. Our intention is still to uphold our new way of working policy enabling employees to work up to 40 percent from home.
At the same time, for us, it’s still important to maintain in-person attendance at the office. I know there are some companies saying that people can work wherever and however, but I actually don’t feel that way in terms of Maersk Tankers going forward. I really believe in the power of presence and being physically and psychologically present with your colleagues, also partners and customers.
Source : SHIPPINGWATCH
