March 01, 2021

The Connection Between Vulnerability, Reflection and Building a High Performing Team with Jenny Butler, CPO at Ingram Barge

32 minutes

Episode #12: Jenny Butler, CPO at Ingram Barge- The Connection Between Vulnerability, Reflection and Building a High Performing Team

In today's episode, Christie sat down with Jenny Butler, CPO at Ingram Barge. Jennifer has 30 years of professional Human Resource experience. She started her career in Organization Development and eventually became HR leader for companies in the transportation, distribution, and professional services industries. Currently, Jennifer is Chief People Officer for Ingram Barge Company headquartered in Nashville, TN. In her role, she oversees Human Resources for 1750 inland waterway mariners and 500 shore associates who provide logistics and transportation services.

Jennifer’s expertise is in managing organizational change efforts like ERP implementations, M&A transactions, and business transformation. She leverages her unique capabilities in talent assessment and change leadership to drive the success of these initiatives. She received her B.S. in Psychology and M.S. in Organization Communication from Murray State University.

Leading Forward with Christie Berger

Highlights: "The Connection Between Vulnerability, Reflection and Building a High Performing Team"

Leading with perspective and creating plans while leading with your heart.

It is important to understand and appreciate where customers and manufacturers are coming from. Understanding both sides is critical.

“Lead with passion” and “not try to be what someone else is expecting you to be as a leader.”

It is okay to be vulnerable with your team and to accept vulnerability as a leader

Mentors are important because they help you “see yourself differently”

“As the pace of change accelerates, we don’t have to run faster; we need to lead smarter.”

The organization needed to be more patient and listen while being more flexible.

Continuing to enhance the organization’s appreciation was necessary to stay active in the community.

Communicating better as a team: transitioning to video communication and rolling out an internal social media platform to have more personal interaction.

Weekly check-in with team members and leadership and a “pulse survey” has helped the organization pivot based on team member feedback

Moving forward after COVID-19, the organization will have a more flexible work schedule. Managing balance in work and life is important and the pandemic has shown ways to be more intentional with communication.

Opportunities facing the natural gas industry: to continue to invest in technology and infrastructure to utilize natural gas in different ways that are more environmentally sound.

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LEADING FORWARD breaks down professional assumptions through meaningful conversations that remind us all that leading, effectively, can and often does look different for each of us.

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By Christie Berger

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