When I was named Chief Financial Officer with an “Interim” tag in front of the title, it was both a great challenge and a great opportunity. I had prepared for years with the goal of becoming a CFO, but when I looked at the criteria in the written description for the CFO position, I understood why our CEO and chairman, Mark Rohr, chose to make me interim rather than full CFO. I came to Celanese with a broad variety of experiences and skill sets in finance and, since 2010, I had had direct ownership of most of the finance and shared services functions at Celanese. But while I had accumulated a great deal of finance experience—and that is what put me in the running for the job—it was clear that I was missing other types of experience. The external search criteria called for candidates who had deep engagement with the business and experience leading cross-company initiatives. My experience in these areas was limited because I’d spent my career playing mostly in the finance sandbox.
Blog Archives: Employee Growth
Recently I joined a yoga studio for more exercise and a peaceful place to settle my busy brain. For anyone considering yoga, I highly recommend it. Not only is it a challenging whole-body workout – it encourages focus and presence in the moment. Something I’m striving for.
What I didn’t expect from yoga was getting jazzed about giving and receiving feedback.
If you’ve never tried yoga, here are the basics. Each class begins in a quiet room – generally the lights are off and everyone lies down on a mat or sits still – there is no talking. In this calm atmosphere minds are cleared of the events of the day and “intentions” are set for the class. This means simply deciding what to achieve in this hour.
In order to grow we must commit to owning our career development. To be authentic, we encourage a diverse and inclusive environment. At Celanese, we have found inspiration in our company value, Employee Growth, and seen how it can move us forward…
Curiosity is a good thing, especially when it comes to personal growth and your career! Last year I asked colleagues and customers to consider providing me feedback for my year-end review. It was a bold move, but I was interested in what they would say and how I could improve. You see, my role is unique on the global communications team. I am responsible for the Celanese intranet and manage the editorial calendar. On a daily basis, I work together with team members in Budapest, Frankfurt and Shanghai to share company news. Based on their feedback, I was challenged to consider working on some non-Dallas projects and learn from my colleagues in other regions. So, I prepared a summary to share with my boss.
I have always had a healthy fear of performance reviews, but with our new approach to employee performance, I was optimistic that this year’s discussion would ease my discomfort. During my review…
Shortly after Mark Rohr joined Celanese we began to discuss our culture. We did surveys, sensing groups and had several global teams work on our vision, mission and values. Ultimately we had consensus and established an “enhanced” set of organizational values. As you walk through the offices and plant sites, you can see these colorful posters hanging on the walls. Our “Employee Growth” is defined as “Make Celanese a rewarding place to work with growth opportunities that allow employees to reach their fullest potential.” But what does that really mean anyway?
From my experience (as an employee and supervisor), here are the fundamental elements that lead to highly-effective employee growth…