Hydrocarbon Processing - April 2021 - 23

Executive Viewpoint
One of my goals has been to always encourage our team members to freely share
their ideas. This has proved to be an effective strategy as we have navigated the COVID-19 pandemic. When travel came to
a screeching halt, we were forced to pivot
our entire training model.
Our team sprang into action to create a
comprehensive virtual training program,
enabling our organization to reach our
customers anywhere in the world, while
accommodating their different learning
styles. It was absolutely a risk, but we
had to try-and our efforts netted success. We completed more than 300 virtual
trainings in 2020, often with 50-100 attendees per session, and 2021 promises
more of the same.

hinges on combining these endeavors
with effective communication and leading
by example. We must align our teams and
our customers toward a common goal so
that we can make efficient and effective
progress. In addition, we must be willing
to take the risk of putting our own ideas
out there for the entire world to see. After
all, in every crisis there is an opportunity
to consider new and exciting ideas to pave
new paths, elevate team members and reap

the rewards of hard work and ingenuity.
Lastly, I thank each and every woman
who participated in the AFPM Women in
Industry event. Their feedback and willingness to engage in discussion made the
risk I took to speak pay off. The organizers
did a fantastic job, and it was a terrific experience overall. I am grateful for the opportunity, and I cannot wait to see the impact
each of them will have on their teams, their
companies and the industry as a whole.

The power and promise of networking.
Another key element of leading during
uncertainty is networking. While most
people think of networking in the context
of a social event, business networking is
based on trust and energy, both of which
are imperative for leading during a crisis.
How do we build the type of network
that goes beyond swapping business
cards? It is not easy and, when asked,
many in the group said the hardest part
is following up and maintaining relationships, without interactions feeling forced.
However, when we shift our mentality
to a focus on building trust and energy,
we take the long view. Trust evolves with
time, from initiating a relationship to developing and sustaining it. We build that
trust by doing what we say we will do, and
by showing that we have the best interest
of everyone on the team in mind.
One of the greatest ways we can network to build trust is to be an energizer.
Energizers create enthusiasm, in part because they engage in a set of foundational
behaviors that build trust. Energizers approach situations with a clear head, giving
them the endurance to lead.
When you interact with an energizer,
try not to worry that you will be judged,
dismissed or devalued. Without fear of rejection, it is easier to share fledgling ideas
or novel plans-to innovate, take risks and
think big. Energizers create trust, but trust
is not all they create. The real power of energizers is that they enable others to realize
their full potential.
While taking risks and networking to
build trust and energy are critical to leading during uncertainty, ultimate success
Hydrocarbon Processing | APRIL 2021 23

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Hydrocarbon Processing - April 2021

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