Subscribe
Share
Share
Embed
Welcome to The Chemical Show™, where chemicals mean business. Featuring interviews with industry executives, you’ll hear about the key trends impacting chemicals and plastics today: growth, sustainability, innovation, business transformation, digitalization, supply chain, talent, strategic marketing, customer experience and much more.
Episodes are published every Tuesday.
Hosted by industry veteran Victoria Meyer, The Chemical Show brings you the latest insights into the industry. You will hear from leading industry executives as they discuss their companies, business, markets, and leadership. You’ll learn how chemical, specialty chemical, petrochemical, material science and plastics companies are making an impact, responding to the changing business environment, and discussing best practices and approaches you can apply in your business.
A key component of the modern
world economy, the chemical
industry delivers products and
innovations to enhance everyday life.
It is also an industry in transformation,
where chemical executives and
workers are delivering growth and
industry changing advancements while
responding to pressures from investors,
regulators, and public opinion.
Discover how leading companies
are approaching these challenges
here on The Chemical Show.
Join Victoria Meyer, president
of Progressio Global and
host of The Chemical Show.
As she speaks with executives across the
industry and learns how they are leading
their companies to grow, transform, and
push industry boundaries on all frontiers.
Here's your host, Victoria Meyer.
Victoria: Hi, this is Victoria Meyer.
Welcome back to The Chemical Show.
Where chemicals Means Business.
We are at the start of Women's History
Month and International Women's
Day is right around the corner.
Creating opportunities for women
in STEM and chemicals is critical
to the future of our industry.
Today.
I have a special episode about
building a culture of success for
women in chemicals and frankly, not
just women, but all people, men,
women, and our future generations.
So on The Chemical Show
is I interview people.
I often ask them about how they
get started in their career.
And how to create culture and success.
As well as how do we attract more
people into the chemical industry?
So today, I am interspersing my
insights from my 150 plus episodes
with leaders in the industry.
Along with various guests
of The Chemical Show.
So if you are listening and you're not
currently subscriber, I'm going to tell
you to pause right now and make sure
you're subscribing to the chemical show.
On whatever podcast player
you're on, or if you're listening
on and watching on YouTube.
So when, as my kids would say,
just smash that subscribe button.
I don't know.
I say that I'm throwing
that in for my girls anyway.
, Creating a culture of success in
chemicals includes these elements.
Number one, engaging students early,
engaging them early to understand
about chemistry and chemicals.
So that's number one.
The second one is to be inclusive and
we're going to learn more about that.
The third is engaging universities as
well as creating support and mentoring
for employees in the workplace.
The fourth is really interesting one.
Well, they're all really
interesting, right.
But the fourth one is about recognizing
and utilizing your transferable skills.
So often we see people in the industry
that maybe are surprising in terms of the
fact that they're working in chemicals.
Given where they've worked previously
or the types of roles that they're in.
So stay tuned and you're on a listen
to that one about, um, recognizing
and utilizing your transferable
skills and the transferable
skills of the people around you.
So that's number four, number five.
Empathy.
And the role that empathy plays
in successfully innovating in our
business with our customers, with
our employees and with our teams.
Number six, the importance of
collaboration and, uh, being part of
a whole, um, and helping our employees
bring their whole selves to work.
And we're going to learn more about that.
And then number seven is.
The criticality of customer
alignment across the organization.
So stay tuned.
We're getting into each one
of those as we go along today.
So first up, . I am kicking off
with Karen Tkaczyk who spoke to us
in episode 111, Mitigating Risk in
Chemicals through Language Translation.
So Karen is a PhD chemist who worked in
industry and now supports the chemical
industry through language translation.
So you ever wondered how the safety
data sheets that you're reading in
different countries got appropriately
transcribed into a local language?
Well, thank a translator.
Um, and according to Karen and
many people that I've spoken
with, have you ever wondered how
Karen and others got interested in
chemistry and the chemical industry?
Well, Thank a teacher.
Let's listen to Karen talk about
the importance of engaging early.
What got you interested in
chemistry and ultimately what got
you to what I would consider a
non traditional field for a PhD?
Karen: Right.
Absolutely.
Middle school, the teacher
doing demonstration of
how metals react in water.
We were learning about the periodic
table, you know, flame color, whether
they fizz, whether they, that was
my, that's my first love chemistry.
No, I still remember potassium
burns with a lilac flame and
magnesium, that bright white.
And that was, that was when I
fell in love with chemistry.
I also always loved languages.
So I was trying throughout
high school to study both.
As much science as I could, uh,
leaning chemistry and as much language
as I could, and I ended up in, my
undergraduate degree in the UK would
be an equivalent of what you would say
chemistry major with a French minor.
I did spend a year abroad working,
in Rohm Poulenc, its now part of
a pharma company Sanofi Aventis..
So I loved chemistry
all through that time.
I was the kind who went to organic
chemistry in college and fell more
in love with organic chemistry
and kept going in that direction.
Right.
We all know the clear split when
you study organic chemistry.
Right.
Um, so I loved it and I went
headlong into that, um, and
went on to do a PhD in organic.
Methodology in Cambridge
with, um, the late, great Dr.
Stuart Warren.
So early on in that PhD though, I realized
that I didn't want to be in academia.
I definitely didn't want to be in
that, that end of the spectrum.
I wanted to apply the science.
So I, when I got out and I worked
as a development chemist for
what was then GlaxoSmithKline.
! Um, uh, still loved chemistry,
uh, but we moved to the States.
So my husband, we wanted an adventure.
So when I moved to the States, I got a job
in a cosmetics and medical device company.
Think lotions and potions,
wound gels, moisturizers.
So that was broadening my experience,
broadening my industrial experience.
So that was really my chemistry,
early career, then with kids.
So that's where the switch started.
Um, I did go back to work, but then
I decided I didn't want to work.
I took a break, had two more kids.
Um, and that was where.
As a person, as a, you know,
housewife, I suppose you, I, I
discovered freelance translation.
So I became a linguist at that
point, translating chemistry.
So that was where the switch happened.
Yeah.
You can't translate something
you don't understand, right?
But you can't translate a chemistry
patent or even a safety data sheet if
you don't understand the chemistry.
Right.
Victoria: Next, we're going to talk
about the importance of inclusion.
Inclusion is different and yet is also
the leading indicator for diversity.
So Dr.
Lauran Star was on episode 88,
Building an Inclusive Culture.
And Lauran has a PhD in inclusion and
diversity, which is with an emphasis
on the I inclusion inclusion, helping
people feel part of the whole.
And we talked again about the importance
of early engagement in, um, education.
And in university in particular
and in high school to get students
into university and how that is one
way that companies can help, um,
create that diversity and inclusion
and help support women in industry.
If we'd look at the chemical
industry, it's an old industry.
It's industrial.
It is STEM focused because of its
history it can be hard to recruit
people and in particular women
and minorities into the industry.
Which makes it hard to be
diverse, which is our measurement,
which also affects inclusion.
How do we, what are the
opportunities to, to change it?
One, does it, does this make
it harder, you know, given
that we're very STEM focused?
Um, and how do we create inclusion more
effectively in the industry and bringing
more diversity into the industry?
What do you observe with, you know,
what you see and what your clients see?
Lauran: Yeah, in the chemical industry,
which, is really fascinating and, and
I will say the majority of chemical
companies I've worked with, they get it.
Right.
I like to think of my chemical community
as my critical thinkers like they get it.
I don't have to explain things 20 times.
They get it the first
time and we can move on.
Love you guys.
Um, so when we talk about, you know,
increasing that diversity, inclusion
is the way to increase that diversity.
Yeah, build that inclusive organizational
culture where Everyone everyone when I
get a call that we want you to come in and
increase diversity at a chemical company.
1st question is how do you know?
You don't have diversity.
In your company, right?
You mean by that?
Well, if only 23 percent of graduates
are female and chemical engineering, how
many women do you have working for you?
Because you can't have 23%.
That means, right?
Like, let's look at the numbers.
I agree.
Right.
You can't change the demographics
back to your earlier point.
The demographics in match the demographic
out that need to match the demographics
along across the organization.
And that number is lower for
people of color graduating.
So I think we need to step back
and go, well, wait a minute.
How many disabilities, how
many veterans, how many, right?
Let's look at the whole
spectrum of just of diversity.
And I also want you to recognize
that, as humans, we are 99.
9 percent similar in the DNA code.
That leaves one, like, 0.
01%.
That's our specialization, right?
That's our uniqueness.
And I am diverse from you, Victoria.
We have different eye color.
We live in different areas.
We had different childhoods.
So we already have some of that diversity.
When you build that inclusive
organizational culture, when
everyone is feeling heard, then
you bring up, how do we recruit?
How do we drive attracting more diversity?
And here's why we want it, right?
The problem solving.
Understanding our customer base.
Okay.
How are we going to get that?
Well, this is where I go, you
know, utilize your ESG, your
environment, social and governance.
Are you doing anything at the
local university to attract women
into STEM or minorities into STEM?
Are you doing, like, I always
come back and say, well, what are
you doing to increase enrollment
in your local university?
Right.
Well, we're not doing anything.
Well, then you're part of the problem.
Because I can't we just can't manufacture
diversity if we're not showing the
way I have one organization here up in
New Hampshire that actually created.
A STEM program for all in high
school, but it was really geared
and the language was geared towards.
Women of color, women of
color, uh, low socioeconomics.
Yeah.
So, and I say that, um, in that my
daughter's going, we talked about
this, my daughter, one of them is going
into chemical engineering and she's
going chemical engineering tissue.
So it's.
Really cool.
It's no longer your industry is changing.
It's no longer just chemicals
like that's awesome.
Um, she wouldn't have thought she
would not have gone into this program.
No, because we have right we're
in a solid school district where
she's getting IBM AP and all.
Yeah, they looked at a socioeconomic
area that had a lot of diversity in
their student population, especially
girls created a stem lightbulb program,
right, calm, they'd meet after school,
they met with all kinds of chemical
engineers, they met with a few other
engineers as well mechanical came in civic
civics came in civil engineers came in
mechatronics came in, and the robotics.
And then, if you were part of the
program, here was the dangle, right?
If you completed the program, they gave
you a thousand dollars towards college.
And guaranteed you an
internship your freshman year.
That's worth even more.
Yeah, that's huge.
You're, right, like I step
back and I'm like, holy crap.
These, and these girls
are all going to, right?
They had 20, they had
20 graduate last year.
Nice.
They're all going to stem colleges,
um, and they're all going to come back
next year, their freshman summer and
do an internship with this company.
They're not going to pay it's not a
paid internship their freshman year.
There's your 20, 000 dollars.
There's your money.
Yeah.
I'm like, wow, you guys banked that
well, um, and now we have loyalty
because one thing we know about diverse
candidates tend to be a lot more loyal.
If the organization is inclusive, why
would I ever want to wreck that boat?
Because I've been kicked on
the head enough in society.
Yeah.
So, you know, so when I talked to
this company, they're like, yeah,
we, you know, yeah, we don't have
the numbers we want right now, but in
five years we are going to be leading.
Victoria: And I think what's interesting
about that is it is a long game.
It's a long don't, you don't automatically
to your point, it's hard to get 50
percent women in leadership at a
chemical company when heck you're
not hiring in 50 percent women.
There's not 50 percent women coming
out of STEM degrees, et cetera.
So it takes a long time.
And there's a couple of organizations,
one in, in, in particular, um, that
I've done some work with Chemical
Educational Foundation, CEF, who
actually target students in middle
school to get them interested in
chemicals and chemistry because you
have to plant the seeds early, early.
Yeah.
Yeah.
Because you can't fix it at the tail end.
If you haven't fixed it at the beginning.
Oh,
All right.
Well, I'm sensing a theme here
engaging early while women
and girls are still in school.
The next topic is the role of
mentoring, sponsorship and support.
I spoke with Juliana Pantalena
of CEPSA on episode 90.
Using Customer Insights
to Drive Transformation.
Juliana shares her insights
about how creating a culture of
mentoring and support is critical
in creating a culture of success.
Here's Juliana.
from your point of view, maybe let's,
I mean, I says, how do we start
attracting more women into the industry?
Because I think that's, you know,
you can only promote based on what
the pool of available candidates is.
We can only bring women into the industry
that have not just the desire, but
they also have the credentials, right?
Either as engineers or finance
or marketing, whatever it may be.
How do we create that success?
What's been critical for you and how do
you think we help the next generation?
Juliana: Great question.
And I think that you, you started
with what you said about the basis.
In Brazil I used to be, uh, invited
into my old university to give
some speeches over there that will
definitely trigger, you know, like
women to understand where we could go.
So I think that we need to straighten our,
uh, relationship with our universities
or even whatever we are working, you
know, we're so global that we can
work from everywhere, but straightened
relationship with universities or
even potentially schools, right?
Because it's in school that women, well,
everybody actually make the decision of
what they're going to do with their lives
just to trigger a little bit more on this.
It's a pool of people that
would be available, right?
But definitely, I like to have great
people working within their teams, right?
It can be men, it can be women, it
can be different, uh, genres, uh,
diversity, whatever, it doesn't matter.
They need to bring value to the team.
Um, women specifically, we
definitely, uh, can, you know.
Try to look more for them, like when
you're hiring an intern, you're hiring
an analyst, um, a manager, a director,
whoever, definitely keep our eyes
open and understand the differences
between the men and the women that
are over there, uh, fighting for that
job and, and get whoever is the best.
I definitely need to say, because we
need to be, conscious about that, but
give women a little bit more on, on, you
know, Availabilities or opportunities
if so, but honestly, that's nice.
What made me be, made me like personally
speaking, be here and hopefully continue
to grow is the people that support me.
So I have, and I used to have,
and I still do, but you know,
great, um, I would say coaches.
But not because they were my coach.
At one point they were my bosses,
uh, during my whole career and
they used to help me a lot.
They understand what we go through.
They can help us giving us advices,
supporting what we do or, you know, how we
tweak some things that needs to be better.
And that's for anybody again,
men, women, whoever, but
having people that support us.
that you can, you know, just pick up
the phone and say, Hey, I need help
because this, this, this is happening.
Doesn't matter if you still
work with this person or not.
That's what really makes a difference.
So having a mentor, having someone
that helps us makes the difference
whenever you're trying to jump
in your career and take some
different or difficult decisions.
.
Victoria: I think that's coaching
and mentoring and having the network
to support you is so critical,
uh, for everyone, um, to be
really be able to thrive and grow.
Yes.
Juliana: It feels safe, right?
To know, like, I, I know that I
can count with these or that person
and, and, and because it, this.
These people will keep helping you
to growing, to keep growing in the
industry, or whatever your goal is.
Maybe your goal is not, is to
be where you want and that's it.
Maybe my goal is to keep traveling.
Maybe my goal is to be where I am, but
you need people to support you and you
feel comfortable to discuss about it.
Victoria: Next up on creating
a culture of success.
Is identifying, recognizing and
enabling transferable skills.
It is rare that somebody shows up
that has exactly what you think
they need, or perhaps exactly.
Um, the experience that looks
and feels and is shaped like you
want that person's experience and
their expertise, et cetera, to be.
So, um, my next guests in this
little clip is Jen McIntyre and
Kelly Gilroy from Univar solutions.
And they were on episode
68 of The Chemical Show.
Um, and the episode is entitled
on Creating a Unique Culture.
Digital Transformation and
Sustainability in the Chemical Industry.
And what I think is really a great
about these two ladies is they both
had tremendously successful careers.
And a big part of it is embracing
and identifying transferable skills.
And not being afraid to
go after a different role.
So Jen and Kelly, we'll
both talk about that.
I'm not going to steal their thunder.
Here we go.
Very different routes.
Um, Jen started early and I would
say I'm, I was a late bloomer.
So, uh, I actually studied accounting
in college, and I'm a CPA and was
just studying accounting because
I was a school that was good at
accounting and the practical side
of me said I'll always have a job.
So I, I started actually at JPMorgan
Chase and and my pattern in life.
was starting finance and end
up over on the business side.
So I went to banking school.
I ended up working for a
customer, same thing started in
finance, went over to the line.
And that's why I love chemicals
because in chemicals, I went
right to the business side.
And, I started at, it was actually
Nalco Chemical company, um, which is
now Ecolab and they were going through
a merger and needed someone in Chicago.
So not only did I get to learn, uh,
chemistry, but I also actually have my
first full time sales job where, you know,
when, when you're in banking, I think
we call ourselves relationship managers.
Right.
And, uh, so.
You know, really what I, I had skills in
was solving complex problems, negotiating
with lots of different, uh, stakeholders.
And, you know, in banking, I
just always wanted to be where
we were making something, uh,
and, and chemicals did that.
And there's a lot of innovation here
and there's a lot of connectivity.
That's awesome.
And that's, it's interesting that you
started in banking because I don't
think of people making the leap from.
Banking and finance in that world
into the chemical industry, right?
Kind of a, a bit of a hands off kind of
clean industry into a hands on industry.
So that is a big leap.
Kelly: Yes.
And it's, it's been a lot of fun,
but a lot of the same skills.
I, I like to be on the customer side.
So I learned, I love, I love
the language of finance.
Um, so I can really help our customers
know how they're going to make money.
Same thing on the supply side.
So I look at accounting as a language.
That connects us all and you know,
as I move into sustainability,
you know, we, we need to find ways
where we can grow sustainably.
So we've got to make money, but often
that comes with an investment too.
Victoria: And I think you're right.
I mean, there has to be a case
for action in a business case.
People aren't going to do,
they're not going to make change.
You're not going to buy a product.
They're not going to take on a new
initiative just because it's fun.
It's got to make business
sense, financial sense.
To yourself, to your customers,
to your suppliers, et cetera.
So see that connection.
Jen, you've spent, a big part
of your career in supply chain.
You've talked about that.
And yet today you lead People
and Culture for Univar.
Was that a stretch?
I mean, cause it.
It feels like a stretch and then
again, not maybe so how about for
you, what's your perspective on that?
Jen: It's a great question.
And I, I actually get asked it a lot.
Um, and I, I think it's really
important that people recognize how,
how highly transferable skills are,
I think that sometimes, , we think
that, , we want to stay in our lane.
When in fact, the things that
you're really good at in transfer
over and for me, um, process.
Right.
And so, you know, everything has
a process, and data, , there's
data behind everything.
And so if you can bring process and data,
which was something that obviously I would
have brought through operations and supply
chain, but bring that over, to our human
capital, it adds a lot of value, right?
, so I think that that's, um,
very transferable to me.
One of the things that I've loved
about being at Univar Szolutions
is that It's a company where
you have a lot of opportunity.
Um, I have spent a lot of my
time at Univar Solutions on
people centered solutions.
And so, you know, it, and particularly
when we did the integration, focusing on
culture, um, was something that was so
important to take the culture of Univar
and the culture of Nexeo Solutions.
And, you know, how do we come together
to create our own unique culture
versus, you know, one or the other.
And so, you know, it's almost like,
I mean, what I've said to people is.
Um, it wasn't my aspiration to, to
be a chief human resources officer.
Um, but in a way I was interviewing for
it for my entire career, you know, because
it's always been so central to who I am.
Victoria: Next up is the
importance of empathy in
creating your culture of success.
And this is empathy in innovation
and empathy and innovation.
Rashda Khan of Barentz talks to us
about the role of empathy in innovation
and it's empathy and being empathetic
to your customer, to your employees,
and to your end customer in creating
this culture of collaboration, empathy,
and opportunity within your team
and your broader stakeholder set.
So here's Rashda..
She was featured on episode 96 of
The Chemical Show, Increasing Demand
of Biotechnology and Cleaning.
Here we go.
Yeah, absolutely.
Um, so let's talk about
innovation a little bit.
So you're, that's your focus
and it seems like it's been your
focus for quite a long time.
What does the innovation
process look like at Barentz?
Where does it start?
Where does it end?
How do you, how do you
progress through that process?
Rashda: Yeah, to me,
innovation is everywhere.
It's not just a product.
It could be a process.
It's it.
It's everywhere, right?
So how can we think of new
ways of doing things and
developing things that add value?
So at Barentz, there's three
main factors in my mind.
It's you know, the first one is
technical and ideation expertise.
The second aspect is a product portfolio.
And the third aspect is market
insight and intelligence.
So this is the consumer insights.
Customer insights.
I think, you know, innovation in general.
We we need to have the technical
expertise is the backbone, but we
need to have empathy for the consumer
empathy for the customer empathy with
our team members along with curiosity.
So those are the three things curiosity.
Um, to ideate to look for new
solutions to be innovative.
Victoria: That's really good.
And I, and empathy, that's actually,
that's a really interesting take
on it, but I think you're right.
We have to be, um, empathetic to
our customers, um, and our consumers
to be able to meet their needs
and into the team as well, right.
As, as you go through this process.
Rashda: Empathy is really understanding
the other person's struggle.
So it could be a win win situation, right?
What is the struggle that they're
trying to trying to solve?
Victoria: Tying into this, the
next factor in building a culture
of success is collaboration.
Here, we've got Jaycie Bradshaw of Palmer
Holland talking about attracting and
retaining talent in the chemical industry.
And according to Jaycie and
probably according to a lot of
people, collaboration is key.
Jaycie was featured on episode
93 of The Chemical show.
Creating a Robust employee
Value proposition.
So when, as you guys look to recruit,
younger employees, I'll say recent
college grads, maybe not directly from
college, but certainly like in the
first five to 10 years, uh, millennials
and gen Z, I guess we're getting
into, um, What are they looking for?
What are their priorities?
I think this is sometimes a mystery,
like, and we all have an opinion on it.
Um, but what are they really looking
for in companies that they're going to?
Jaycie: So, you know, I, I touched on that
collaboration and just the notion that,
you know, what does it mean to collaborate
and be connected with each other?
Continuing to expand the boundaries of
what partnership means both internally
and externally in every form, you know,
um, employees are looking for ways that
they can connect and find camaraderie
in each other, whether remote or in
person, employees are looking for ways
in which they can feel and see the value
that they're bringing and say, Hey,
the work that I'm doing today matters.
And focusing on how we can continue to
provide engagement opportunities or ways,
ways in which they can feel invested in
a part of Palmer Holland is definitely
something that I think that they're after.
And and not stopping there and
saying hey yeah I really love
being a part of Palmer Holland and.
My needs are being met, but what
is Palmer Holland doing for others?
And, you know, how are they giving back?
How are we being better
strategic partners to some of
our principals and our customers?
And, you know, what are the ways in
which we are affecting our community?
And, you know, positively, I
think they're, they're after that.
They want to see that and they
want to see, you know, not just
lip service, but they want to see.
Um, an organization that's doing it.
That's acting acting on that.
Last week we had a Palmer Holland day
of service where our workforce either in
person or remote was given opportunities
to give back to the community.
We had some organized, a food bank
organization, Laura's home, and it
really gave employees an opportunity to
unplug maybe from the day to day, um,
responsibilities that they always, you
know, do, um, and say, Hey, I'm going
to just take a moment with my colleagues
and give back while we're doing it.
And I think that's important
because, , it's all a blend, but,
people are really looking for.
an organization where
they can have it all.
Victoria: Our final highlight and final
message on building a culture of success
comes from Sarah Waller of AdvanSix.
Sarah was featured on episode 75
of The Chemical Show in, in talking
about business transformation.
We also discussed the critical skills
that people across the company.
I need to develop, to create
customer transformation and a
culture of success in Sarah's
point was about customer alignment.
And that recognizing that every
role across the company is
customer facing in its own way.
And that we can create opportunities
to harness that and to bring the team
into alignment to create that culture.
So here's Sarah.
Sarah, since you've been in your role
have really been leading and driving
transformation or just been part of, I
guess, Advansix transformation journey.
And you have a lot of people working for
you, both from a business perspective
and a manufacturing perspective.
When you think about that
transformation and the people that
are involved in it, what are the
critical skills for the future?
Sarah: It is a big transformation.
The privilege of leading a very talented
team, sales, marketing, manufacturing,
customer experience, R and D.
And we are at a pivot, a pivot point, as
we talked about in our evolution, right?
Moving from a company that has this
very rich history in manufacturing.
To truly understanding our customers
in a way that we can help them grow.
For me, you know, there's
a lot of critical skills to
lead this type of change.
Highlighting a couple customer
focus planning and alignment and
the ability to really do that and
leadership for the post COVID era.
Right.
So you think about customer focus in
a company that has a lot of history
in manufacturing, this means that.
Everyone in this organization has to
have a picture where we're headed and
how we serve our customers, right?
So, you know, we all impact our customers.
We're all in some way, shape or
form customer serving, right?
And it's not always
that internal customer.
There's a big customer
at the end here, right?
And that's something that there's an
opportunity to coach and mentor our
teams to make sure they understand
that the decisions they're making
make a difference for our customers.
Yeah.
We talked a little bit about
digitization and, you know,
positioning and all that stuff earlier
to planning and aligning piece.
I mean, I think that this is really
around, um, strategy and communications
and the ability to make decisions
quickly to pivot directions, you know,
make a decision, fail fast, move on,
move at the pace of the industry.
And I think also.
You know, as, as we're kind of getting
into this era, um, we've typically in
the industry, it was what I've seen.
We've thought about leaders as
either strategists to transform
or operators to execute.
And I think now you need both of those.
Um, that ratio could change depending
on what you need in business to
business and time to time, but
you know, those are important.
Victoria: All right folks.
And that's a wrap.
We started out this episode,
talking about the importance of.
Creating a culture of success for women
and chemicals and bringing more women.
Into the chemical industry as
part of women's history month.
However, this also is really
applicable to all of our employees.
Making them feel, um,
collaborative, empathetic, engaged.
Starting early.
Um, in the educational process,
introducing them to chemistry and
the chemical industry and stem field.
So a lot of great tips and tidbits here,
um, in this episode of the chemical show.
I hope that you enjoyed it.
Please leave me a message.
In fact, if you did enjoy it, you
could leave a five-star review.
We always liked those, but also go
ahead and send me a message on LinkedIn.
I'd love to hear from you in terms
of what stood out for you and
what would you add to this list?
When we talk about building
a culture of success.
What else do we need to add?
So thanks for listening to
the chemical show today.
Keep listening, keep
following, keep sharing.
And we will talk with you again soon.
We've come to the end of today's podcast.
We hope you enjoyed your time
with us and want to learn more.
Simply visit thechemicalshow.
com for additional information
and helpful resources.
Join us again next time here on The
Chemical Show with Victoria Meyer.