Jemma Lampkin just celebrated her ten-year anniversary with AkzoNobel. Originally from New York, she’s currently based in Amsterdam as the global commercial director for yacht coatings at the company.
She first came onto MIN‘s radar when she spoke at Metstrade about AI and how she’d utilised it to unpick results from an employee sentiment survey (AI collated themes from 30,000 people in the blink of an eye) and then added her thoughts on what leadership should look like.
Here she sits down with MIN to detail how AkzoNobel challenges its employees’ talents, the current threats to diversity, and what it’s like being a woman in the marine sector.
“AkzoNobel is a company that collaborates,” Lampkin says. “We have collaboration and working together as key qualities. They’re behaviours that have been in the company for a long time.
“In the yacht business [the division she’s currently in] we want to lift people up and lead by example where we can, and give people an engaging and exciting place to work.”
Unlike some, Lampkin can unpick what she means by the statements above, though she is careful to note that she speaks from personal opinion and not for the company overall.
Strengths-based approach to developing management talent in the marine world
Lampkin says she employs a strengths-based approach within her team. That means using StrengthsFinder, a talent testing tool, from Gallup (now called CliftonStrengths). Other leaders have different platforms they might prefer, like Insights Discovery, DISC, etc, she says. “Different teams might be on unique journeys – it’s best to select the right tool for the team rather than force a tool.”
Her philosophy is that it’s not very productive to spend time trying to fix all of someone’s weaknesses, so it’s better to work out what they’re good at.
“It’s more productive and engaging to really focus on your natural strengths. And to use those more actively in your work to do something you are really good at, rather than spend time on something that you’re not.”
Then, as a leader, the focus is on finding opportunities for people to use their strengths. Lampkin says it’s up to all leaders to create growth and development.
“You need to think creatively to find opportunities or trigger them [employees] into a different function, or to move internationally, or to a different business unit. As leaders, it’s important to be on the lookout for how you find new opportunities for your team and encourage them to take the risk.”
Using techniques such as StrengthsFinder makes it easier to find people who have complementary strengths and collaborate.
“In our management team, everyone’s StrengthsFinder results are transparent,” she says.
Lampkin also utilises an external StrengthsFinder coach so the team can discuss and explore their individual results. “The team don’t have a choice, it’s a mandatory action when they go through the process.”
This also helps people become more themselves, which Lampkin is a keen advocate for.
“We spend a lot of time at work, so can you be yourself?” she asks.
“People should be engaged in what they do and truly be themselves at work, and should fully put who they are as a person into what they do. Is it challenging, fun, and do you enjoy what you’re doing?”
AkzoNobel has various prongs to its talent management. It employs a talent philosophy and set of processes/tools consisting of talent assessments, succession planning, and development planning. This includes everything from talent identification (like finding emerging leaders) and talent support (for example, mentoring).
“The talent management programme looks at what resources the talent needs to develop, the kind of opportunities they’re looking for. The needs are very different, and it’s important to understand at an individual level,” she says.
The company also has a graduate scheme, designed to take engineering graduates into leadership roles in its integrated supply chain and recent graduates into commercial roles. Ranging from 18-30 months, it’s around rotating between departments and provides on-the-job training, mentoring, and opportunities to work on diverse assignments.
But, behind all this, MIN readers will be keenly aware that the company is cutting staff.
“AkzoNobel needed to reduce complexity, particularly in its functional roles, to become leaner and more agile,” Lampkin notes. “We aim to reduce our workforce by 2,200 employees globally. Works council consultations are ahead of schedule, and we aim to complete the restructuring by the end of 2025.”
Anti-DEI sentiment doesn’t change anything
While AkzoNobel is engaged with its internal processes across the globe, a significant proportion of its business is in North America (its regional headquarters in Nashville, Tennessee, includes 3,200 employees at more than 30 manufacturing sites, technology labs and business offices) and anything that happens there is under the shadow of the USA government scrapping DEI.
DEI stands for diversity, equity, and inclusion. That’s a framework for promoting fair treatment and participation for all. And it’s one, among hundreds, of Trump’s pet peeves.
Simply put, DEI is a strategy to equalise opportunities for groups of people who are unfairly disadvantaged, and encompasses things such as engaging in broader outreach and recruitment measures and adopting policies that only focus on necessary skills and qualifications. There’s an interesting explainer about what DEI is and the current presidential incumbent’s response by the Leadership Conference on Civil and Human Rights (particularly the use of executive orders, which Trump belches out on a daily basis). Attitudes such as dilution of rights or scraping every mention of DEI and gender off the US government’s websites have an insidious way of slipping into the wider conscience. Companies such as IBM, John Deere, Pepsi and JP Morgan Chase have all been cited by Forbes in its depressing timeline of companies walking back polices.
But for Lampkin, it doesn’t change anything.
“I strongly believe in giving all people opportunities, developing people and helping them find new challenges and also being aware of the diversity differences that we do have.
In a recent interview, a prominent female leader in the marine industry, shared her experiences and insights on navigating through challenges in a traditionally male-dominated sector. Despite facing obstacles such as being perceived as an outsider and encountering gender bias, she remains steadfast in her commitment to her role and responsibilities.
The leader, who has a background in aviation, highlighted the closed nature of the marine industry towards outsiders, emphasizing the difficulty she initially faced in being taken seriously. However, she reframed this perspective by attributing it to the industry’s passion and protective nature towards its heritage. Nevertheless, she acknowledged the prevalent gender issues she encountered, including inappropriate comments and biases based on her sex.
Addressing these challenges head-on, the leader emphasized the importance of using data to drive meaningful action within the organization. She emphasized the need for leaders to take ownership of survey results and translate them into tangible initiatives for improvement. By sharing her personal experience and vulnerability, she advocates for a more human-centered approach to leadership, regardless of the company size.
Furthermore, the leader emphasized the importance of visibility and transparency in leadership, citing her CEO’s open communication style as a model to follow. She underscored the need to channel passion and emotion in the right direction, encouraging individuals to find ways to harness these qualities effectively.
In conclusion, the leader’s story serves as a testament to resilience and determination in the face of adversity. Her insights offer valuable lessons on leadership, diversity, and inclusion in the marine industry. As the industry continues to evolve, her words serve as a beacon of inspiration for aspiring leaders and professionals striving to make a difference. the title: “The Benefits of Meditation for Mental Health”
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