Becoming a

Maersk Leader
Foundations for Leadership
at Maersk

Participant Workbook

This workbook holds all the information that you will need for the duration of your
Becoming a Maersk Leader journey and beyond. This includes all pre and post work, and
spaces to make notes, for each element of your learning journey.

Name:
MA_LF_W_009
 An introduction to the Becoming a Maersk
Leader journey
Dear Participant,

Our Aim and Objectives

Welcome to your personal learning journey! This is a discovery-based learning experience
The journey aims to support Maersk in gearing up for growth by enabling you, Maersk leaders, to
specifically designed to equip you with the necessary tools, techniques, and mindsets so that you
lead others with impact.
are equipped to:

Understand the mindset and learn the habits of driving a customer-obsessed

• Hire and onboard talent to augment business growth and power the
organization’s transformation
1 performance culture

• Drive high performance by enabling others to connect and contribute effectively

Know how to foster engagement on an everyday basis to create safe and
• Develop individuals and teams to release their full potential 2 inclusive workplaces
• Foster engagement through recognition, care & inclusion
Explore what it takes to lead self and others through transformative times and the
The overall aim is to support you, our leaders, in the important role you play in driving our
3 role of a change network
transformation at Maersk.
See the importance of being accountable for developing others and how to
This is a blended learning journey, and we invite you to take this as an opportunity to step back 4 purposefully create space for others to grow with the rate of the business
and focus on your own leadership development. We recommend that you prioritise your time to
ensure you complete the learning nuggets and self-reflection, so that when you come together
with your peers, you are set up for a successful and engaging experience. This workbook is Your learning journey
intended to help you connect your learning, insights, and reflections back into the daily business.

Enjoy!

“If you want to be a great leader at Maersk, Leading in

transformative
times

you need to understand the industry dynamics,

otherwise you may be leading your team to a
different direction. Industry knowledge is key
for me”.
- A transitioning leader at Maersk

2 3
 Interactive contents page
Click on each element of the contents pace to navigate to the relevant page for the section you
are working on.

An introduction to the Becoming a Maersk Leader journey 3

Chapter 1 6
Virtual Session 1: Welcome & Setting the Scene 6
Virtual Session 1: PreWork 8
In-session reflection: Connecting to Maersk strategy and leadership 9
In-session reflection: Exploring how we deliver value to our customers 10
Virtual Session 1: Closing reflections 11
Virtual Session 2: Effective “Leadershifts” 12
Virtual Session 2: PreWork 14
Managing performance: MPACT habits 21
In-session deep dive: Feedback 25
Virtual Session 3: Power of Empathy 28
Virtual Session 3: PreWork 30
In-session reflection: Empathy 32
In-session reflection: Roleplay practice 34
Virtual Session 3: PostWork 35
Virtual Session 4: Listen, Learn and Share to Create Value for Others 36
Virtual Session 4: PreWork 38
In-session reflection: Moments 42
Leadership tool: Listening 44
Leadership tool: Playback 45
Leadership tool: Powerful questions 46
Chapter 1 Close: Reflections 47
Virtual Session 4: PostWork 48
Guided Reflections 50
Week 1: Art of listening 52
Week 2: Gift of feedback 53
Week 3: Practicing mindful leadership 54
Week 4: The future you 55
Chapter 2 58
Virtual Session 5: Leading Through Transformative Times 58
Virtual Session 5: PreWork 60
Five principles that guide Maersk leaders in times of change 62
Leadership tool: Mapping your change network 64
Anticipating reactions to change 66
What happens to people in times of change and uncertainty 68
Self-reflection: Me and my team 69
Virtual Session 6: Enabling Growth 70
Virtual Session 6: PreWork 72
In-session discussion: Psychological safety 74
In-session reflection: Understanding cultural differences and their implications for leadership 77
In-session reflection: Developing my team in alignment with individual and
business wants/needs 79
Virtual Session 7: Taking It Forward 86
Virtual Session 7: PreWork 88
In-session discussion: Learning from failure and intelligent risks 90
Courageous feedback – Note down the feedback you receive when in the `hot seat´: 93
Your personal leadership commitment(s) 94
Virtual Session 7: Taking it forward 95

4 5
Chapter 1
Virtual Session 1:
Welcome & Setting
the Scene

“The first six months is the learning curve that

Objectives: most people go through, where you have a lot
of self doubts and you don’t really understand
• Introduce you to the background, purpose, objectives and our expectations of you as
every single concept. Having support in that
leaders of others particular time frame was key.”
• Explore leading with purpose at Maersk and what this entails as a leader
- A transitioning leader at Maersk
• Reflect on how we deliver, and enable others to deliver, value to our customers
• Begin defining what it takes to transition into a leadership role
Virtual Session 1: PreWork In-session reflection: Connecting to Maersk
strategy and leadership
Please come to the virtual session prepared by:
Capture your insights and reflections from the discussion with the Maersk leader sharing their
1. Having watched/read the following: point of view and leadership journey. Use the space below to capture any notes or insights. In
addition, write down any questions you may still have and where you could find the answers.
a. Watch Vincent Clerc’s video that speaks to strategy
b. Read Made by Maersk: Four Services Models

Capture any questions/reflections in your context of stepping into a leadership role. You will have
the opportunity to connect and discuss these with a senior Maersk leader in the live session.

2. Connecting with your line manager and discuss:

• The context in which you are leading

• The opportunities and challenges you currently face

• What you want to get from the journey

• What support you want/need from them

8 9
In-session reflection: Exploring how we deliver value to Virtual Session 1: Closing reflections
our customers
1. Capture any further notes and reflections from Virtual Session 1 below.
During this virtual session, you will have listened to Maersk’s customer soundbytes and had a
2. Make sure you complete the preparation work for Virtual Session 2 (which can be found on the
discussion around implications as an individual contributor vs a leader of others.
following pages).
Reflecting on your team and context in Maersk, capture the following:
Notes:
What helps me / my team deliver value to our customers?
What do I / we need more of and/or less of?
What do I need to start/stop/continue doing as I transition into a leadership role?

What will I start doing? What will I stop doing? What will I continue?

10 11
Virtual Session 2:
Effective “Leadershifts”

Objectives:
• Experiment with transitioning into leadership role via simulation

• Understand Maersk’s approach to performance management and the role you play
as a leader of others

• Explore what makes feedback useful and what might get in the way of having
feedback conversations
Virtual Session 2: PreWork 4. Simulation moments - overview and instructions

Over the next few pages. You will also come across three scenarios: various opportunities (and
It is critical that you complete the following 3 pieces of prework ahead of the virtual session, you challenges) as you transition into your leadership role. As you go through each scenario:
will discuss and work on these during the virtual session with your pod. Completing the prework
will enable you to accelerate the conversation and take away deeper insights. 1. What option would you choose in responding to the scenario?

2. What is your rational for choosing this option?

1. Bringing a special photo and be prepared to share the story behind it.
3. Reflect on any relevant examples where you have had similar experiences in Maersk
2. Bring a feedback conversation you need to have – we will build an action plan on having this
conversation. Capture it here:
Be prepared to share and discuss your responses in the next virtual session, your pod team will
need to come to a consensus on each scenario.

The context: Welcome to Maersk!

Your team is comprised of a diverse bunch of individuals, including a majority who were peers
before your promotion. You are feeling nervous about the transition from being their coworker to
their leader, especially because you have become close friends with a couple of them.
The previous leader, who was seen as a “go-to” expert and a respected authority figure, was well
liked by the team – you have big shoes to fill.

Your team will be playing a key role in one of Maersk’s strategic priorities: to speed up the
3. Complete the additional self-paced learning on myLearning: Building the mindset of a switch to carbon neutral operations. It’s therefore critical that you hit the ground running and
learning leader. Capture any reflections and notes here: immediately set the foundations for a high performing team.

You show up to your first day as a leader of others brimming with excitement and nerves.

14 15
Moment 1: Balancing trust and authority

It’s Monday morning of your first week after being promoted to being a Leader of Others and you
are planning your first team meeting. Your intention is to align the team on its vision, goals and,
critically, agree on how to drive overall efficiency.

You are now managing some individuals who were your peers just a few weeks back. There are
also a couple of people on the team who have been at the company much longer than you,
and although you have great relationships with them, you have been hearing that a few are
questioning whether you are the right person for the job.

You are considering your approach to running the first team meeting - you know the team is
watching and waiting to see how you will perform as Manager. This is a critical moment to set a
strong foundation for the team and establish yourself in your new role as leader. You know from
you predecessor that the team responds well to bringing them along on the journey – connecting
each team member’s role to the bigger picture and getting them excited by what’s possible while
providing clarity on goals and expectations.

How will you approach your first team meeting so that you’re building trust while being seen as a
leader with authority?

Options
You don’t want to rely on authority, so you hold off on sharing your thoughts. Instead, you
A. Be open and decide to share more about yourself, being transparent about your strengths and limitations.
honest If you can reach proper alignment with the team on your role as a leader, you will then move to
discussing team goals and overall efficiency.
You know you’re the right person for the job – you plan to demonstrate your credibility and
B. Tried and reliability through consistent actions. You start the meeting with the bigger picture and the
team’s role in it. You then move the conversation to driving overall efficiency, asking for input
tested as it is important for the team to see you value their expertise and experience. You end the
meeting ensuring the team is clear on expectations going forward.
You believe things should be out in the open and you want to role model courageous dialogue,
so you decide to have an open conversation. You say to them “I understand some of you are
C. Face it head on questioning whether I am right for this role, let’s talk about it”. You want to address their
concerns directly and clear the air. Once this is worked through you dive into your team vision
and thoughts on how to drive overall efficiency. “I knew I needed to keep a close eye but
You reflect that the team has a handle on their work and the best way forward is to make the also at the same time, just give them the
team feel comfortable with you as a leader: you wait to discuss the team’s vision and goals -
you don’t want them to feel you are pushing your agenda onto them and don’t want to create space to do what they do best.”
D. Baby steps this environment from the outset. So, you choose to use the meeting to get their ideas on the
team’s vision and goals. You end the meeting by asking them to prepare detailed ideas on how - A transitioning leader at Maersk
to drive overall efficiency before the next team meeting.

16 17
Moment 2: Drowning in detail
It’s an exciting time (and a lot at stake!) – your team is playing a critical role in supporting the
organisation to take the single largest step so far to decarbonize the global shipping industry.
It has been a busy Thursday afternoon- you are preparing for a one-to-one with one of your
experienced direct reports who reached out last week and wanted to discuss a topic related
to a project they are leading. Unfortunately, you had to cancel the first meeting due to a
private matter.
Just as you are about to log into MS Teams, you see an e-mail from your Manager related to a
customer’s inventory due tomorrow, requesting for additional data to be sent over within the next
hour. You see that the project Manager, who the request was originally for, with you on copy, is in
meetings for the next few hours and likely not able to respond until the end of the day.
While you consider what to do, one of your newest team members knocks on the door asking if
you can help structure a report you asked him to put together last week.
How do you prioritise amid all these conflicting asks of you?
Options
You want to role model agility and responsiveness, what you would also expect to see from the
A. Sort out the team. Therefore you reschedule the 1:1, focus on providing your Manager with the necessary
data. You then help your new team member with the report so he can proceed and if there is
urgent stuff first time left at the end of the day you will circle back and see if your direct report is available for a
chat – with the rescheduled 1:1 then providing the opportunity to connect for longer.
Your 1:1 is your biggest priority as you are focused on growing and developing the team. You
ask a colleague to support your team member with the report and plan to check in on him
B. Go to the 1:1 after your 1:1. At the same time, you send a message to the project Manager to see if she needs
assistance in replying to your Manager. Even if in meetings, she is likely able to respond from
her mobile.
It’s your job to be accessible and responsive to the needs of your entire team so you decide to
cut the one-on-one with Kim by 20 minutes, giving you time to figure out a solution for the
C. Split your time request from your Manager. From there, you can schedule in a short conversation about the
report structure. While you may lose some quality 1:1 time by cutting it short, you will be able
to handle and progress in all areas.
18
Moment 3: The gift of feedback
You have a rising star in the team – having been a part of the team for a few months now, they
are someone you have come to trust and rely upon to get things done. They digest information
quickly and are eager to taken on leadership roles, you have appointed them to work on an
efficiency project in operations focusing on reducing costs and time for delivery to customers -
this will increase the potential for additional capacity to support growth.
During a 1:1 they share their plan and efficiency targets, but you can see straight away that
they have not consulted with stakeholders across functions or frontline representatives about
the potential impacts to frontline health, safety and security. Health and safety is everyone’s
responsibility, and one that you take very seriously, this is not a good example to the rest of
the team!
How do you handle this situation?
Options
Not considering all important considerations is out of character, so you give the benefit of the
doubt - people make mistakes, and this is likely unintentional. You have a private conversation
where you ask open questions to explore how they considered health, safety and security in
A. To err is human
the plan. You then give your view on what is critically missing to ensure the plan mitigates any
future risks to the frontline. You ask whether they would like you to share how you have done
that in the past and how you can best support them going forward.
While you only observed this individual not considering health, safety and security as a priority
B. Spotlight on in his plan, this could be a more widespread issue within the team (and it also never hurts to
have a meeting to discuss safety!). You wonder whether you have not put it on the agenda of
safety your team enough. So, you decide to hit two birds with one stone by holding a team meeting to
remind them of the importance of exploring health, safety and security risks in projects.
You want to strictly enforce a culture of safety: you have a feedback conversation and ask
for their perspective. In the conversation you are explicit in the lack of compromise when it
comes to keeping health and safety of workers front of mind in all circumstances. You further
C. No compromise make your point by saying the organization holds frontline colleagues to account when we
see unsafe behavior and you expect the same from others. You ask whether they need further
training or support to revise the plan to consider health, safety and security effectively in how
projects are managed.
19
In-session reflection: Moments
As you go through the round with your pod, capture your reflections and insights from the
discussion. For example: what remaining questions do you have? What surprised you? What do
you want to know more about?
Managing performance: MPACT habits
Managing performance underpins your role as a leader of others
- performance conversations are an opportunity for colleagues
to reflect on, and receive feedback on, objectives and behaviours
guided by Maersk values.

There are 8 habits that Maersk expect its leaders to embed into
everyday conversations, and specifically, performance conversations:

Create a Safe Inspire with Be Self-aware Align

Space Stories Expectations

Provide Speak Up Listen with Maintain a

Continious Curiosity and Growth
Feedback Empathy Mindset

8 MPACT Habits for great conversations

20 21
In-session reflection: Take a look at your KEY
1 = Almost Never
In-session reflection: Take a look at your KEY
1 = Almost Never

inner habits in the MPACT Mirror Exercise 2 = Seldom

3 = Often
relational habits in the MPACT Mirror Exercise 2 = Seldom
3 = Often
4 = Always 4 = Always

(1-4) Be self aware Is this a habit that you want to Yes No (1-4) Create a Safe Space Is this a habit that you want to Yes No
develop even further? develop even further?

I am able to describe how my emotions affect my actions I make people feel safe to bring up problems and tough issues with me

I am able to describe the underlying reason for my emotions I dare to be vulnerable

I understand how situations affect my emotions and my actions I accept people who are different

I understand how my actions and attitude impact others I do not hold peoples’ mistakes against them

I know my own strengths and weaknesses It is easy for people to ask me for help

Total Total

(1-4) Maintain a growth mindset Is this a habit that you want to Yes No (1-4) Inspire with Story Is this a habit that you want to Yes No
develop even further? develop even further?

I take on challenging tasks even if I might risk making mistakes I use stories where possible to help people make a more personal connection to our work

I keep on going when I experience setbacks I communicate my messages clearly

I challenge myself and others to do new things I know how and when to adapt my communication style to facilitate effective interactions with diverse
employee personalities, emotional states, or learning styles
I learn from my mistakes
I can clearly articulate how individual contribution links to organisational strategy and goals
I am not afraid to try new things and learn from them
During times of high work stress, I remain positive in my language and attitude with my team
Total
Total

(1-4) Listen with Curiosity and Empathy Is this a habit that you want to Yes No
develop even further? (1-4) Align expectations Is this a habit that you want to Yes No
develop even further?
I withhold judgement when listening to others
I ensure that colleagues have clarity in terms of my expectations and priorities
I repeat points back during a conversation to clarify my understanding of what the other person is saying
I share relevant information with my peers so that our team as a whole can benefit
I listen without being defensive I proactively communicate changes that are coming with the teams and stakeholders they will affect
I let people speak, without interrupting them I am not afraid to ask for guidance where necessary
I give and seek feedback to make sure expectations are clear
I try to read the other person’s body language as I listen
Total
Total

(1-4) Speak up Is this a habit that you want to Yes No (1-4) Provide continuous feedback Is this a habit that you want to Yes No
develop even further? develop even further?

I am prepared to raise difficult topics and support others who do the same I provide positive, constructive feedback to employees with the intent of helping them grow and develop
People know where they stand with me
I provide direct and actionable feedback
I provide regular and timely feedback
I let people know where they stand with honesty and sensitivity
I hold individuals accountable without shaming or blaming
I am willing to champion an idea or position despite dissent or risk
I respectfully challenge individuals from a place of care
I practice integrity in all that I do (I choose what is right over what is fast, fun, or easy)
Total
Total

Score 5-10 Score 11-16 Score 17-20

22 Time to change Room for improving Role modelling the 23
your habits. your habits. MPACT Habits.
 In-session deep dive: Feedback

Having completed and discussed the MPACT Mirror Exercise, reflect on the following:
Habit(s) I have embedded and how they show up in my leadership style:
Feedback is an important lever to performance – the research shows that employees are
wanting more feedback, and more specifically, feedback that is constructive and supports
their development.
Giving, and receiving, feedback may feel uncomfortable and it is indeed a muscle that needs to be
built – and a structure will help! Below are the two feedback models Maersk expect its leaders to
leverage in giving feedback.

Leadership Tool: SBI model

SITUATION
Set the context – be specific about the
situation you are referring to.

Habit(s) I need to further embed, and how I will do this:

BEHAVIOUR
What actually happened and was said.
Focus on facts and examples.

IMPACT
Why is this issue important? What is your interpretation of
the impact on them, team, business?

DISCUSS AND DO
Open the discussion to involve and engage the person and
get agreement on what happens next.

24 25
Leadership Tool: STARR Model Notes

The STARR model also enables you to provide valuable feedback that is specific and actionable.

Situation

Reflection Task

Result Action

26 27
Virtual Session 3:
Power of Empathy

Objectives: “Knowing that there are different personalities

and different working styles and I don’t
• Understand the value of empathy
like conflict. That was one of my biggest
• Experiment with stepping into another’s shoes to discover insights that help concerns because it’s difficult for me to have a
improve the relationship conversation that’s uncomfortable.”
• Practice having feedback conversations - A transitioning leader at Maersk
Virtual Session 3: PreWork

Part 1 Part 3
Complete the following self-paced learning on myLearning: Stepping into the shoes of others Turning insight into practice: My feedback plan
In virtual session 2 you discussed MPACT and feedback - now is your opportunity to make
Part 2 this real. Reflecting on the individual you need to give feedback to follow these steps to start
Moments: planning the feedback conversation (you will work on these during virtual session 3):

Review the following Moments and be prepared to share:

Step 1: Write a short brief about this person, for example:
a. What option you would choose in responding to this scenario
• Who are they: work experience, strengths, values, areas of development
b. Your rationale for the option you chose
• How might they respond to the feedback: what would you see them doing or saying
c. Any relevant examples where you have experienced a similar scenario in Maersk
• Anything else

Moment 4: Sense and Respond

You are in a meeting where your direct report is leading a presentation to update a handful of
executives on the progress the team has made. Your direct report is organized, knowledgeable
and built a good relationship with the group through the early part of the presentation. However,
one of the key executives suddenly asks a highly technical question. Your direct report gave a brief
answer, but the nature of question required you to step in and build on it in detail, which meant
the rest of the presentation had to be rushed, leaving the audience with unanswered questions. Step 2: Use the SBI or STARR feedback model to structure the feedback message you want to give
Two days after the presentation, your Manager comes to you and provides some feedback that this individual:
a few of the executives were frustrated by the way the presentation went and whether you had
made the right choice to allow a direct report to lead the presentation. This is news to you, as you
felt the presentation went well, even if the last part had to be rushed.

How do you respond?

Options
You ask your Manager to elaborate on what prompted the frustration, you then send a follow-
A. Own it up email to each executive in which you take full responsibility for allowing the presentation
to go off track. You demonstrate your understanding of the big picture and offer to organize a
short session for any unanswered questions.

B. Development You take responsibility for allowing the presentation to go off track. You then book time with
your direct report and replay the feedback, giving specific pointers on how to take ownership
opportunity of time and managing the conversation in the room.
You immediately send a follow-up email to each executive who attended the meeting and
C. . Follow through include an executive summary of the information presented in order to answer any of their Step 3: Take a break and come back to your feedback message – is it objective/fact based? What
potential remaining questions.
biases or assumptions might potentially be at play? Make any tweaks to your feedback message.

30 31
In-session reflection: Empathy

Leadership tool: Stepping into to the shoes of others

The stepping into the shoes of others tool is helpful to uncover insights about an individual you
would like to relate better to. Most importantly, it will raise awareness on any assumptions or
biases you may have that are impacting the relationship.

Step 1 – Your shoes Step 2 – Their shoes

Look at them (position 2) Look at position 1

What do you see?
What do you feel?
What are you thinking?
What do you do in reaction?
What is impotant to you?
What do you see?
What do you feel?
What are you thinking?
Positions 1 Positions 2 What do you do in reaction?
(You) (Them) What is impotant to you?

“In the beginning (of leadership) I was very

impatient and could get angry quickly, but I
know today how to get the trust in the team and
Step 4 – Your shoes again Step 3 – Observer
Positions 3 also being aware of the balance between having
Look at position 2 again
What new insights or
(Observer) What do you notice?
What do you think migt
a professional life and a personal life outside.”
understanding do you now have be helpful?
that you didn’t have before? - A transitioning leader at Maersk
What do you want to do?

Source: NLP Perceptual Positions by John Griner and Judith DeLozier, 1987

32 33
In-session reflection: Roleplay practice Virtual Session 3: PostWork

Capture your reflections and takeaways from the roleplay practice, consider: Complete your Go-Do: Book the feedback conversation you have prepared for during this session,
• What insights / reflections do you have? What’s different for you? and for it to take place in the next 4 weeks.

• How will you step into a growth mindset ahead of having a feedback conversation like this?

• What lesson(s) have you learned from your colleagues?

• What, if any, further support or resources do you need? Notes:

34 35
Virtual Session 4:
Listen, Learn and Share to
Create Value for Others

Objectives:
• Understand ‘when’ and ‘how’ to effectively engage your team

• Experiment with listening and curiosity as mechanisms to enable engagement

• Explore how to raise awareness and instill responsibility in team members
Virtual Session 4: PreWork
It is critical that you complete the following pieces of prework ahead of the virtual session, you
will discuss and work on these during the virtual session with your pod. Completing the prework
will enable you to accelerate the conversation and takeaway deeper insights.
1. Complete the following self-paced learning on myLearning: Effective “Leadershifts”.
2. Schedule the feedback conversation to take place in the next four weeks.
3. Review the following Simulation moments and be prepared to share:
a. What option you would choose in responding to this scenario
b. Your rationale for the option you chose
c. Any relevant examples where you have experienced a similar scenario in Maersk
38
Moment 5: Late night challenge
The pressure is increasing, and your Manager is asking for more detail than ever on projects being
run by your team. One of the projects is off-track and people are working longer hours without
much output – your Manager has made it clear you need to find a solution quickly.
You find the root cause to be misalignment on expectations which results in the team spending
most of its time debating on what they should and shouldn’t be doing. If you don’t address
this, you risk continued poor quality of work and ultimately a disengaged team. You have put
90 minutes in the diary for a project team meeting to provide the clarity that’s missing and
reset expectations.
You are working late, preparing for the meeting first thing in the morning when one of your direct
reports comes over asking for your help. She says she’s unsure whether the presentation she’s
working on is going to give the project’s stakeholders what they need at an upcoming meeting.
Your Manager is one of the stakeholders and will be attending this meeting so it’s critical that
your direct report is confident and presents the right data.
How do you balance your direct report’s needs with your own at this late hour?
Options
You’ve been in situations like this in the past and think it would be beneficial for her to be able
A. Tell a story to learn from your experience, so you share some of your lessons learnt.
You decide to help her explore the doubts by asking questions and playing back what you hear
to help her discover for herself what needs to be done to feel more confident. You also make
B. Exploration
sure she is clear on the meeting objectives and set up a debrief after the meeting to evaluate
what went well and opportunities for development.
You know from experience that the best learning is gained through experience, you go through
the data and suggest a few tweaks so that you are comfortable with what is presented. You
C. Learn by doing offer a few key tips, assure her that you are confident she can handle this and suggest having a
debrief after the meeting to evaluate what went well and opportunities for development.
You can see a team member needs support, and as you are the leader it’s down to you to
D. Step by step support in such situations. You decide to take the lead and go through the presentation
together, slide by slide, telling her what to change and why.
39
Moment 6: Recalibrating the team

After spending most of your time with your direct report last night, you come in to work early to
finish preparing for the project team meeting. You have three objectives for this meeting:

1. Team is made aware of the poor quality of work and unhelpful ways of working

2. All team members leave with clarity on objectives and expectations

3. Reset expectations on quality of work and that performance needs to improve with little
scope for error going forward

How do you lead this meeting?

Options
You know everyone wants to make this successful but you’re accountable for the success of
this team and right now there is a real risk of them getting nowhere. You start the meeting by
asking what is working well and not so well, you then share feedback on the quality of work
A. Step in
while empathizing with the pressure they are under. You tell the team that in order to make
sure the upcoming critical milestones are met; you have gone through the project plan to
reassign team members to own deliverables based on their strengths.
You need to get the team unstuck - you ask the team for their view on the team’s expectations
and dynamics, stepping in several times as they get stuck in debate. You playback what you
B. Raise awareness are hearing and observing, provide your feedback on their work and facilitate a conversation
that resets expectations and getting each person to take accountability for how they can best
support the team and its objectives.
It is important the team takes ownership - you set the agenda for the 90-minutes and kick off
by asking for their view on team dynamics. You then give feedback on current quality of work
C. Give ownership and task them with finding a solution for improvements that will also meet the upcoming
deliverable deadlines. You tell them to use the remaining time to agree on ways of working and
at the end of the 90 minutes to report back to you.

40 41
In-session reflection: Moments
Capture your reflections and insights from the discussion. For example: what remaining questions
do you have? What surprised you? What do you want to know more about?

42 43
Leadership tool: Listening Leadership tool: Playback
1. The most powerful tool to ensure others feel heard
The levels of listening
2. Manage our attention, quieten the inner voice; assumptions and stay present

Simply summarise & playback what they have said - wherever possible using their own words

Downloading Mind is occupied

elsewhere; looking for data
to confirm what we already
know or expect
Mirror their body language to build rapport
• Listen attentively, but don’t try to steer the conversation. Listen through the silences.
• Ask questions only to clarify or confirm your understanding.

Looking for facts we • Repeat back what you are hearing

Factual don’t already know, • “If I understand right, what you’re saying is…”
growth mindset
• “What I heard was…”

Connecting with • Share what you are seeing

the other; exploring
Empathic nuances, feelings,
• “You seem really passionate about this…”

emotions • Hold the space until they have shared everything they want to.
• “Sounds like you’ve got some concerns, can you say more?”
Move beyond
connecting with the
Generative speaker: turning Notes
words into action,
co-creation
Source: Otto Scharma Levels of Listening

44 45
Leadership tool: Powerful questions Chapter 1 Close: Reflections

Still have the urge to offer a response, idea, or suggestion? Key insights and takeaways
If you want to listen more, W.A.I.T

Why

Am
I

Talking?

T ELL: enquiry, curiosity

• Tell me more…
• Tell me, how does this make
you feel?

E XPLAIN: get more pointed

information
• Explain to me, what was
your thinking?
• Explain to me, what challenges
you faced?

D ESCRIBE: enquiry, curiosity

• Describe how it looks…
• Describe how you felt
about that…

46 47
Virtual Session 4: PostWork

Complete your Go-Do: Have the feedback conversation you have prepared and practised. Capture
what went well and what you would do differently next time - be prepared to play this back to
your pod.

Notes:

“It’s all about building the relationships.”

- A transitioning leader at Maersk

48 49
Guided Reflections

The Guided Reflections element of your journey is an opportunity to set aside the to-do
lists, concerns and stresses – to pause and focus on your own growth, development and
wellbeing. The purpose of the Guide Reflections is to enable you to, in essence, slow
down to speed up – assimilating your learning so far by taking time for introspection
and then practical application back in your day-to-day.

The Guided Reflections will last for 4 weeks, and you will see that each week is themed
with its own activities and reflections. The following pages will provide you with what
to focus on each week as well as space to journal reflections and insights (which will
also help your discussion when Chapter 2 kicks off in the next virtual session).

This might feel like a new way of learning and significantly different from what
you may have been used to in the past. We invite you to come with an open mind:
experiment, discover and see what happens!
Week 1: Art of listening Week 2: Gift of feedback

Read this article: The Busier You Are, the More You Need Quiet Time. As you read it, consider Exploring your emotion/thought behind feedback
what ideas are compelling to you and how you are currently living these in your role and in
your context. • What emotion/thought comes to mind when you hear the word feedback?

• When you need to give feedback, what feelings does this evoke in you?

• How might this emotion/thought positively benefit and/or negatively impact you?

Think of a conversation you had recently with someone that either went well or didn’t go as well
as you hoped. Take yourself back to that moment and reflect on the following:
Understanding the reality
1. The situation 2. Behavior • What could be a different perspective that challenges this emotion/thought?
• What voice or distractions may have been • What did you notice about their body language, • What would be a more realistic thought you choose to adopt that will allow you to give
present in your mind? (i.e. thinking of your own tone, energy?
experience, wanting to solve the problem etc.) and/or ask for more feedback?
• How did your colleague’s responses make you
• Did you have any judgements about the other feel throughout the conversation?
person? If so, what were they?

3. Impact 4. Next steps Making the choice

• What impact do you think you had on the
other person?
• What do you think went unsaid in the
conversation? (i.e. what your colleague may
have been trying to say but didn’t)
• What part of the conversation did you find
challenging, why?
• If you could do this conversation over, what
would you do differently?
• How can you experiment to try new ways of giving feedback with this different perspective?
• What impact would you hope to have?
• What will you do as a first step?

52 53
Week 3: Practicing mindful leadership Week 4: The future you

Read the following article by McKinsey: Want to be a better leader? Observe more and react less
Next, experiment with being mindful in a moment during your day-to-day: “track” yourself during
an activity (i.e. a 1:1, a meeting, presentation etc.)
During this activity, imagine that you step out of your body and are a fly on the wall
watching yourself.
Watch yourself for a few moments and ask:
Close your eyes and take yourself 5 years into the future – everything has worked out well and
the challenges you are currently facing have been successfully resolved.
Write a letter to yourself from this place in the future, explaining:
• What life is like in this future: what you are seeing, hearing, feeling, doing
• What you known for as a leader
• What you have accomplished

• How am I showing up right now? • How you go to where you are; the exact steps you took

• Am I acting in line with my values, the organization’s values? • How you overcame challenges/obstacles

• What’s the impact I’m having right now on the other(s)? • Advice you would give your past self from this future place

• What do I need to do to course correct in the moment?

Afterwards, capture notes on the following page:

• What it was like to observe yourself

• Insights or surprises you uncovered

• How you can continue practicing mindful leadership

54 55
Notes Notes

56 57
Chapter 2
Virtual Session 5:
Leading Through
Transformative Times

Objectives:
• Review the impact of executing on Chapter 1 Go-Do & Guided Reflections
• Explore the role of leadership in leading through change at Maersk, including the

resources and network you have

• Promote and role model Maersk’s safety narrative: Cultivating a psychologically
safe environment that enables all to speak up
Virtual Session 5: PreWork
As you prepare for Chapter 2, ensure you:
1. Are prepared to share your reflections on your Chapter 1 go-do: have the
feedback conversation.
2. Have connected with your manager to share insights and learning from Chapter 1. Consider
what objectives you want to now set for Chapter 2.
3. Reviewed the following Simulation moment:
• What option would you choose in responding to the scenario?
• What is your rational for choosing this option?
• Reflect on any relevant examples where you have had similar experiences in Maersk
60
Moment 7: Navigating ambiguity in
transformative times
You are being asked to implement a series of changes, in service of adapting to the fast-changing
business environment. You receive an initial draft of a plan to reduce cost and immediately see
this is going to require your team do more less when they are already struggling with current
workload. Concerned about the potential consequences, you organize a meeting with your
Manager to discuss.
You push back and try to respectfully disagree, explaining your case. Your Manager makes it
clear that this is not open for discussion and asks you to not share anything with your team until
everything is fully defined - they do not want to risk impacting productivity and engagement by
communicating impending changes.
How do you handle this?
Options
You strongly believe this goes against the values of Constant Care and Our Employees, before
plans get fully signed off you decide to reach out to your Manager’s manager. You have a good
A. Escalate relationship with your Managers’ manager and organize an informal meeting over coffee to ask
for advice and steering on how to navigate this and what support you may need from them.
Having not got anywhere, you decide to reach out to counter parts across the organization who
are potentially going through similar motions. You want to leverage their insights, advice and
B. Collaborate how you (and your respective teams) could support each other. In addition, more opinions will
give you strength in numbers and assurance you’re taking the right stance.
You take a data driven approach to evidence your team’s current load and the potential
C. Get data business impacts of the cost reductions plan. You fully analyze the data and plan to present a
concrete view of your team’s situation.
61
Five principles that guide Maersk leaders in times
of change

Pro-actively driving integration change with your teams to retain talent and enable colleagues to adopt the changes in a combined organisation is critical. These five principles will guide how
we behave during this time of change.

We Believe So What

Team leaders are employees’ primary link to the company; they own engagement,
….so as leaders, we will accept that accountability and support, upskill and empower our people
morale & delivery of the change

….so as leaders, we will committ to pushing our comfort boundaries in planning for and actioning the
In two-way communication
«soft stuff»

It is critical we take of the customer and the company results, even in personally
….so as leaders, we will ask questions; we will not only give information but seek feedback
uncertain times

In living our values & making use of them as as they are an anchor point for ….so as leaders, we will always clarify for employees what is expected of them and why it is important
many employees to the customer/busineses result

We will be more successful if we show care for each other and ….so as leaders, we will manage any organisation changes that impact our colleagues with respect
are people oriented and in a fair process

62 63
Leadership tool: Mapping your change network

Successfully navigating change starts with you, as a leader, ensuring you are prepared to
pro-actively drive change with your teams to retain talent and enable employees to adopt
the changes.
A change network enables us to be more capable of getting prepared, getting started and
reinforcing the change we need to cascade as a leader. Being intentional in mapping our change
network enables us to connect with diverse perspectives and experiences that we can benefit
from as we lead through change.

Listeners Helpers
this person(s) will listen and this person(s) will focus on sorting
let us explain the situation out any consequences of failure.
without judgement.

Champions Advisors
this person(s) will make the this person(s) will focus on guiding
team feel better and improve us to doing better.
group morale.

Blind-spotters
this person(s) will look for
what we have missed.

64 65
Anticipating reactions to change Notes

The emotions of the change curve are a natural part of all changes – big and small, with varying
pace. Pro-actively preparing for different reactions and seeking to understand the underlying
feelings will be critical.

When you see... People may feel...

Hunger for information / clarity Uncertain

Excessive conversation Energised

Speculating on possibilities Excited

Spreading rumours Anxious

Impatience / flaring tempers Stressed

Sarcastic comments Insecure

Tension or conflicts Excluded

Increased absences Overwhelmed

Increased incidents/errors Unable to cope

66 67
What happens to people in times of change Self-reflection: Me and my team
and uncertainty?
See where you and your employees are in relation to a change this is coming, taking place, or has
taken place.
This curve shows the highlights of different stages people go through when faced with significant
change. The columns show the type of response needed when people are at that stage. Decide which response strategy you can best use in each situation.

When you see... 1. Denial 2. Anger 3. Confusion 4. Bargaining 5. Acceptance

Me

Acceptance
Anger What you may notice:
What you may notice: • Exploring options
• Frustration • Owning the change
• Irritation • Moving on
• Anxiety • Personal growth
• Sarcastic comments
• Tension, conflicts

Denial
What you may notice:
• Avoidance
• Confusion
• Disbelief
• Shock Confusion/Depression
• Fear What you may notice:
• Requests for clarity • Increased stress, impatience
• Helplessness
• Hostility
• Spreading rumors
• Increased absences
• Loss of motivation &
commitment
• Increased incidents & errors
Information and Communication Emotional Support
John Fisher’s process of transition
Bargaining
What you may notice:
• Struggling to find meaning
• Reaching out to others
• Telling one’s story
• Asking questions
• Working harder for job security
• Gradual acceptance
Guidance and Direction
IMPORTANT: this is just a model – remember that:
Everyone reacts differently to change, and shows it in different ways.
Not everybody moves through the curve at the same pace, at the same time. The higher up you
are in the organisation, the sooner you know that change is coming up.
Movement is not necessarily linear: people can skip stages, or move back to previous ones
several times.
Denial
As a leader delivering the news, you need to keep the message simple. The clearer the message, the sooner it will be heard.
Anger
Avoid arguing. Let employees express their anger, and empathise with them, but stay professional. Give people time and space to be angry.
Confusion
Do not over-apologize for the decision. Give people space, empathise and listen. Make sure that people understand the decision, and that
short-term wins are visible. Look out for signs of stress, also in yourself, act upon them and make sure that other leaders do the same.

Bargaining
Do not go on back on any element of the original decision, however appealing it might be given how reasonable the employee is being.
Make sure all communication is timely, consistent, clear and transparent, in order to limit gossiping and rumours. Monitor sick leave and
other absences closely.

Acceptance
Spot the leader(s) for this stage and encourage them. Make sure to take the opportunity to engage people. Make it clear, how decisions are
in the best interests of the company. Consider which new learning needs employees will have after a reorganisation. Remember some will
be doing a new job and may require a transition period before they become fully effective.
68 69
Virtual Session 6:
Enabling Growth

Objectives:
• Promote and role model Maersk’s safety narrative: cultivating a psychologically

safe environment that enables all to speak up

• Explore how to create an inclusive environment with a team of cultural differences

and diverse wants and needs

• Understand the appropriate level of stretch when delegating assignments
Virtual Session 6: PreWork

The following PostWork is critical to be completed ahead of the next virtual session - this will
enable you to accelerate your thinking and get the most out of the session.

1. Complete, and ask at least 3 members of your team, to complete the GlobeSmart assessment
(available through the DEI page on MyLearning here).

2. Leverage the self-paced learning: Safer all the way.

Notes

72 73
In-session discussion: Psychological safety Enabling psychological safety in my team
What/where is my biggest opportunity to enhance psychological safety? What would the impact
The role of psychological safety is significant when be on me, my team, the business?
it comes to developing trust and engagement
amongst those you work with.

“Psychological safety is a shared belief, held by members of a

team, that the group is a safe place for taking risks.
It is a sense of confidence that the team will not embarrass,
reject, or punish someone for speaking up.
It describes a team climate characterized by interpersonal
trust and mutual respect in which people are comfortable
being themselves.” How will I ensure I maintain and enable psychological safety when something goes wrong:

• How will I respond to the situation? What will I do? What will I not do?
• What is the intended impact in how I approach the situation of the belief I hold and what I
Amy Edmundson will/will not do?

• What do I need to watch out for to not risk damaging psychological safety?

Set the Stage Invite Participation Respond Productively

Expectations Demonstrate Humility Express Appreciation

Leaders should set expectations
about the need for everyone to
have a voice and feel safe to
contribute. For example, about
feeling uncertain, about not
understanding, or talking about a
mistake or failure.
Emphasise Why
Leaders must also communicate
why psychological safety
matters – to them, to
the business, to each and
every individual.
As leaders we don’t know all
the answers, and nor should we!
Show humility when you don’t
know, or when you have made a
mistake, or when there are gaps
in your capabilities or your plan.
Model Curiosity
We don’t know all the answers,
but others can help. Ask high
impact questions to get deep
insights - not just to confirm a
hypothesis. Really listen to with
your head, your heart and your
gut.
Acknowledge contributions
and thank people. Being bold,
vulnerable, or trying new things
takes guts, so encourage effort!
De-stigmatise Failure
When a ‘failure’ happens what do
you do? Look to blame or move “Trust happens once you have honest discussions and
quickly on? open up. When I came into the leadership role, I was an
F.A.I.L. = First Attempt In
Learning. expert in another area. They had to teach me absolutely
Look to extract learnings
from failure – you might learn
everything from scratch. Being humble to come and say
something about your leadership as a leader and be open about what you don’t understand.
too!
That invited them to demonstrate their experience. That
connection made made a significant impact.”

- A transitioning leader at Maersk

74 Adapted from Amy Edmondson, How Fearless Organizations Succeed (2018) 75

Self-practice: Having a conversation on In-session reflection: Understanding cultural
psychological safety differences and their implications for leadership

Step 1: Reflect on how your team members would respond to the following questions. (Even
As a leader, it is expected that you are equipped to understand the diversity in your team:
better: ask your team to respond themselves)
recognising and tapping into it. Developing your cultural intelligence, your capability to recognise
Step 2: Identify one (or more) tools covered on the journey to further enable psychological safety and adapt to culturally diverse contexts, is going to be critical. GlobeSmart is one tool to help you
do this, take your report and note down the following:
Green
Red (Almost Orange Yellow
(Almost Similarities / differences you see across the team
never) (Sometimes) (Often)
Always)
Comfortable in team meetings asking about things
they do not know or understand?
Comfortable in team meetings raising difficult
issues, concerns, or reservations?
Comfortable openly discussing their mistakes &
failures as opportunities for learning?
Invited to contribute irrespective of their rank or
How these play out in the team’s dynamics
job title?

That they have space to contribute & be heard?

• SBI model for feedback

• Playback and levels of listening

• Stepping into the shoes of others

What needs to be true to drive collaboration in your team/across Maersk? What enables/blockers
• Steps to enable pyschological safety
do you need to be aware of? What strategies can you deploy to minimise or mitigate the blockers?

Step 3: Capture your reflections and insights below, be prepared to discuss these at the
next session.

• What will you commit to applying? What will you do? What impact do you intend to have?
• What did you do? What went well? What would you do differently? What impact did you have?

76 77
 In-session reflection: Developing my team in
alignment with individual and business wants/needs
“I used to do things my way and I was always praised for it. So I
thought I was doing the right thing. Everybody has different methods Map your current to-do list to the prioritisation matrix below, by categorizing the task based on
as to how they operate. Taking a step back and letting others do their its urgency and importance.
thing but achieving the same goal was a learning path. I had to learn
how to bite my tongue, and just let the show run.”

- A transitioning leader at Maersk Urgent Not Urgent

Important
Not Important

Source: Eisenhower Matrix

Task(s) to delegate:

78 79
Delegation Deciding an appropriate level of ownership

Structuring a conversation: The levels of ownership

represent how much
ownership your team member
1. Set the scene will have over the task – it is
Why you want it to be done important to consider their
How it fits into the bigger picture level of experience to assess
Why you are asking them to do it the best level of ownership
that both sets your team
member up for success while Low Medium High
2. The Task also giving them to stretch
Directive, offer report chance
Be clear about what needs to be done and develop. Instructional, Supportive to suggest solution before Conversational, Partnering
Provide sufficient detail giving instruction

Be clear on the expected result A low level of ownership

means they have less
experience and will likely
3. Timing need greater support
“Explore,
When it needs to be done by from you. “Look into Give me your decide and Explore and
How you will know it’s done Do as I say this, then I’ll advice, i’ll check with decide within “You got this”
decide” decide me” limits
What are the milestones A medium level of ownership
means you play more of a
directive role that allows
4. Stakeholders your team member to take
Who else is involved on execution more ownership but still
Key stakeholders come to you to share their
Limits of authority: clarity on what they and can’t do initial thinking.

5. Check their understanding by asking them to play back the four key points: why, what, A high level of ownership
when, who/limits gives your team member
full responsibility over the
6. Agree on how you will be updated on their progress and if/when they require workstream or project.
any support This means as a Leader
of Others, you will play
Watch out: We are not covering the HOW to get it done – this is up to them. more of a partnering role Instruction/ Coach/empower first Autonomy &
and focus your time and Support then guide/direct Authority
Remember: What we delegate will not be done exactly the way we would have done it
(and that’s ok!) attention elsewhere.

Source: the six conversations of a brilliant manager, Alan J Sears

80 81
Delegating to the team

Task to delegate
Questions to consider:

• Am I hindering someone else of a growth opportunity?

Who
• Am I losing out on the opportunity to coach others who think differently from myself?
What strengths could they leverage?
• Am I equally setting each team member up for success when I assign projects?
Where may they need support?
• How diverse is my delegation network and what patterns do I currently have?
What’s in it for them?

Level of ownership & rationale

Watch out: delegation bias!

The tendency to delegate the same tasks to the same team members or people in our network
who tend to think like us or have similar perspectives enabling us to predict the outcome.

You risk:

• Perpetuating the status quo for your team

• Assigning low levels of ownership to team members who are not typically selected to
lead projects

• Growing and developing all team members inclusively

Planning the conversation:

“I need to consider my team members’ concerns and

wants, willingness, and talents. I need to deliver for my
team members.”

- A transitioning leader at Maersk

82 83
Notes

84 85
Virtual Session 7:
Taking It Forward

Objectives:
• Role model sharing intelligent mistake stories in service of building a culture of

learning that is agile, encourages and supports learning from mistakes, accidents
and changing situations

• Give and receive courageous feedback

• Make personal leadership commitments that drive Maersk forward, in alignment

with strategy, purpose and values

Virtual Session 7: PreWork

1. Leverage the following self-paced learning: Fail fast and learn fast.

2. Book a time in the next 3 weeks to debrief Globesmart with your team.

3. Book the delegation conversation to take place in the next 3 weeks.

4. Write an intelligent mistake story:

Intelligent mistakes are the result of intentional actions or experiments (“smart risks”), which
result in useful learning that allows to move forward being better informed. Reflect on an
intelligent mistake you have made - it could be at Maersk but could be also be related to other
areas of your life (e.g. sport, family life or education).

• Zoom into the moment: what did you do, think and feel?

• End on a positive note: what did you learn? How did you grow because of this mistake/

setback/failure?

Be prepared to share: be succinct (max. 2 mins).

Notes:

88 89
In-session discussion: Learning from failure and
“One of the most important supports is to have honest
intelligent risks discussion about mistakes – we are not perfect, we are human,
we have emotions.”

- A transitioning leader at Maersk

Trying something new as an intelligent risk – where the potential gain outweighs the harm or
loss if the opportunity was not explored or pursued:

1. The opportunity explored is significant to your strategy.

2. The outcome will inform the next step you take.

3. The cost and scope are relatively small.

4. Key assumptions are defined and will be tested.

5. The risks of failure are understood and mitigated.

“Neither preventable nor complex failures are worthy of

How do we encourage more intelligent risk taking?
celebration. In contrast, intelligent failures, as the term implies
must be celebrated so as to encourage more of them.”

We need to look at the type of failure and act accordingly:

Preventable failure Complex failure Intelligent failure

Process deviation System breakdown Unsuccessful project trial

Simple human error occurs and Usage of old / outdated systems Going into new areas. Utilizing new
not detected. and process. Usage of suboptimal technologies. (e.g. new Biology,
system and process from Modality/Technology).
the beginning.

AVOID IT AVOID IT DO IT!

Source: The Fearless Organization: Creating Psychological Safety in the Workplace

for Learning, Innovation, and Growth by Amy C. Edmondson

90 91

3
But if you start here…
Culture of fear without safety
Courageous feedback – Note down the feedback you
receive when in the `hot seat´:
Then…try encouraging others
to share. Don’t force it!
Note down the feedback you received on what makes you great

2
When you see people voluntarily and
openly sharing failures and learning give
them recognition

1
Share your own failures and learning. This
shows humility and authenticity

Note down the feedback you received on what would make you even better

92 93
Your personal leadership commitment(s) Virtual Session 7: Taking it forward

Reflecting on your own journey over the last three months…. While the formal journey concludes, we believe that as a leader, learning is a lifelong process, and
we encourage you to keep your learning going. Along with the resources available on MyLearning,
1. What are your key takeaways from this leadership journey? we invite you to continue to embed your learning by doing the following:

1. Share your intelligent mistake story with a team member (or the team). The aim is to model
vulnerability and authenticity to signal that it is safe (and necessary) to fail.

2. Connect with your pod to follow up on your personal leadership commitments.

3. Set a weekly reoccurring calendar invite to reflect on your team / the colleagues you are
working with:
2. What is the most impactful action you can take, in your role and context, based on what you
• Step into their shoes to generate insights that will enable you to better meet their wants
have learnt?
and needs.
• Consider how you are modelling vulnerability: what recent lessons learnt could you share
with the team?
• Revisit your to-do list: what opportunities do you have to delegate to team members? Plan
for the delegation conversation.
4. Set a reoccurring monthly calender invite to take a step back and reflect on your leadership:
3. Reflecting on your answers above, what will you do and with whom? What would success
look like? • What is going well and what you might need to do differently
• How you are embedding the MPACT habits into every day conversations: for example,
which ones do you need to focus on embedding more?
• What support you currently need: how can you leverage your pod colleagues? How can you
leverage your manager? What are other sources of support can you leverage?

Be prepared to share what you have done and its impact when you reconnect with your pod.

94 95
 Congratulations on completing your Becoming a
Maersk Leader journey! We hope you are walking
away from these 12 week with the leadership tools
and insights that will enable you to set yourself, and
your team, up for success as you transition into your
leadership role. We also hope that you had the chance
to meet colleagues and develop relationships across
the business.

As always, leadership development doesn’t stop – and

therefore, we invite you to leverage the additional
resources on MyLearning to keep your learning going.

We wish you an impactful career as a leader at Maersk!

“Leadership is a journey, not a destination.

It is a marathon, not a sprint. It is a process,
not an outcome”

- John Donahoe, CEO Nike

Notes Notes

98 99