JOB SHADOWING WITH MARIA IROIDI

ENGLISH VERSION

Through our AD & PR LAB, Leadership and Emotional Intelligence, and our professor, Ms. Dimitra Iordanoglou, we were assigned a very interesting project called job shadowing, which brought us closer to the working environment we aspire to be part of in the future. Our team chose Ms. Maria Iroidi, the Marketing Director of Olympic Brewery, part of the Carlsberg Group, as the subject of our project.

We selected Ms. Iroidi because she is an accomplished professional with a remarkable career in the marketing field, currently working as a Director in a large multinational company and having been awarded several accolades for her work. Starting her journey and building her successful career in London, she worked for renowned companies such as Molton Brown, The Rodial Group, and Unilever, where she was responsible for major brands like Lipton and Ben & Jerry’s Ice Cream. Today, at Olympic Brewery, she holds a leading position and serves as a perfect example of a strong female professional marketer leading her own team.

JOB SHADOWING WITH MARIA IROIDI

Our day began at 8 a.m. when Ms. Iroidi started her first meeting of the day in her office. Present at the meeting were the CEO, CFO, Sales Director, Data Analyst Director, HR Manager, and Supply Chain Manager. The meeting focused on forecasting for the upcoming months of the year and concluded at 10:22 a.m. Throughout the meeting, Ms. Iroidi was multitasking, responding to numerous messages, addressing emails, handling reports, and truly exemplifying the concept of multitasking.

At 10:23 a.m., immediately after the first meeting, another meeting commenced with the CEO, Sales Director, and several HR partners. This meeting revolved around the “Peoples’ Board,” an annual event that selects two to three employees from each department based on recommendations from their supervisors. The discussion covered their progress, areas for improvement, potential promotion to different positions, and the seminars they may need or be interested in attending to enhance their skills.

This particular meeting lasted nearly four hours and concluded at 2:05 p.m. Ms. Iroidi then took a brief five-minute break before diving into her last meeting of the day at 2:11 p.m., focusing on commercial analysis and macroeconomics. The meeting concluded at 4:10 p.m., and at 4:17 p.m., Ms. Iroidi met with her brand manager to discuss product design and rebranding. As the day approached 6 p.m., employees started leaving, but Ms. Iroidi wrapped up her day at 7 p.m., a common occurrence for her, often staying until the clock strikes 10 p.m. during demanding periods.

Interviews from Maria Iroidi’s Team

As the Marketing Director and one of the highest members of the corporate hierarchy, Maria Iroidi leads a large team consisting of trade marketers, brand directors, communicators, and others. We decided to interview the members of her team who report directly to her and work closely and daily with her. After separately interviewing seven individuals from different departments and positions within her team, we observed that they all had the same answers, impressions, and feelings about Ms. Iroidi’s leadership style.

It was also very interesting that not only did they all have the same things to say, but as soon as we asked our first question, they would respond not only to what we asked but would also cover all of our subsequent questions. They would speak for about ten minutes without us needing to ask further. We collected these answers and below we are presenting the team’s words exactly as they were spoken:

“The main and most important aspect about her is that she has empathy and high emotional intelligence. She is very supportive of her team, which is not something you come across often. She always takes a step back to highlight your work and acknowledge you professionally. She wants to help you move forward, and highly appreciates taking initiative. She gives us a lot of room to grow and work completely autonomously, without ever interfering. She shows us a lot of trust but never lets us be exposed if something goes wrong or we find ourselves in a difficult position, for example, during a presentation; she is always there and has our backs. At the end of the day, the team is what matters, and within her team, she has managed to create an excellent, friendly collaboration where there is no toxic competition. We have a generally positive atmosphere.”

“She is always open to questions and discussions, even disagreements about work. She invests time in new team members and has a lot of patience, never losing her cool no matter how pressuring the time period may be, no matter how many mistakes are made. Basically, yes, Maria is what you would call a very calm leader who never transmits negative emotions or the stress of such a job. It is also necessary but also rare for your leader to double as a role model for you, and Maria is truly someone you want to resemble both professionally and as a person in general. She is both a leader and a professional who gives you a boost to learn things because she herself works hard and is so resourceful, which is inspiring. She is a textbook role model but also a very good person, as many of us have developed platonic relationships with her outside of work. We admire how approachable she is and how she can inspire people, even though her role in the workplace is naturally distant. She always takes into account everyone’s individuality and personality, without acting biased towards any individuals. She is incredibly ethical and fair with everyone. She finds good, direct, and effective solutions to mistakes and never has a negative or punitive reaction.”

“Maria is a great mentor, supports us, and never lets her subordinates be exposed. We communicate easily and quickly, and in moments when there is often no time, we can communicate even with a quick glance! In periods of stress and incredible pressure, her solution is for us to take a break so that when we come back, we can think more clearly, like humans. In times of crisis as well, many leaders tend to transfer the stress and pressure onto others, but we have never felt that from Maria, and that is one of the things that make her an exceptional leader. She has the ability to absorb stress and pressure, and instead of passing it on to others, she suggests taking a break to clear our minds and think more clearly, in a more humane way. Additionally, during times of crisis, many leaders tend to transfer stress and pressure onto others, but we have never felt that from Maria. Due to her advanced empathy, she understands how and when the team is stressed or when there is some dysfunction and immediately intervenes and contributes always and everywhere. She is always either directly or indirectly available to help and this makes her leadership style truly effective in every way.”

“To understand how effective of a leader she is, I can just tell you that she came during one of the most critical periods for the company, and since then, the company has only experienced an upward trajectory. She humanizes the numbers and percentages, always remaining highly professional and realistic, without ever being cold.”

“The workload is distributed fairly, but sometimes I feel that she takes on much more than what corresponds to her. She handles many requests and absorbs more pressure than she should. She could actually ‘load’ us with a little extra work so that she doesn’t get overly stressed.”

“I admire that she is always open to listening to every opinion and accepting different perspectives. She gives others absolute freedom and never engages in micromanaging. She is particularly sensitive to aesthetic matters, but at the same time, she allows a great deal of initiative regarding strategy and personal approach for everyone. She focuses on fundamental and significant aspects while also taking into account everyone’s ideas and implementation proposals. The only complaint one could say we have is that due to the nature of the job and time pressure, we don’t have more time with her, but this is not within her capabilities.”

“She is a complete leader, and if anything were to change, then Maria wouldn’t be Maria anymore. We are truly fortunate to have her, both as a professional and as a person.”

Maria Iroidi’s Interview:

1) -“Let’s start with something basic, the essential skills that a leader in your position should have. What talents and leadership qualities do you have and apply daily in your leadership style?”

-To be an inspiring leader. It’s not a big mystery! In fact, it boils down to three things: selflessness, empathy, and the ability to manage team stress.

Regarding selflessness, people want to be around individuals they trust — it’s that simple. “People are constantly evaluating the people and organizations around them, and if they feel that they are selfish, they will keep a safe distance.” On the other hand, we tend to want to collaborate with people and brands characterized by a selfless element. Building this human connection — building trust — is the key, although it takes time. It was my job to ensure this quality. “When the environment of a leader is one of sacrifice, the way people respond is by sacrificing in return. Being a leader is a lifestyle decision — it means you are willing to take care of others.

Speaking of taking care of others, “the more good we do for each other, the more we want to do good for each other.” That’s empathy — such a powerful quality!! I can count the times I picked up forgotten papers, made photocopies, and worked all night to support my team in difficult times. And my team was grateful, and their actions went even further. I encouraged them to do something kind. Kindness begets kindness. It’s holding the door for someone, making a fresh cup of coffee, and letting someone merge into your lane. Putting others above yourself is a practice of leadership.

Finally, stress and anxiety are enough to make people dishonest and sabotage their performance at work. When your body is flooded with cortisol or the chemical produced by stress, “you biologically limit empathy and trust.” I was never that kind of boss — if you’re the one causing fear and anxiety in your employees, you will never gain their trust. The solution is clear: I worked on managing my own anxiety and always thought, “Be the leader you would want to have.”

2)-“ In your long career in marketing, especially as a Marketing Director of a large multinational company, what are some of the biggest lessons you learned through your leadership duties and responsibilities?”

-Throughout my career, I have learned and cultivated many winning virtues, but I would like to start with the two most significant ones: having a deeper sense of purpose and being authentic. Having a sense of purpose, doing good, and connecting with people is particularly important in our modern era, where trust has given way to skepticism and cynicism. It is easier to be cynical, but as a leader, I have learned to try to combat others’ natural tendencies by having self-awareness and emotional intelligence.

I have always been authentic and true to myself. I am guided by my personal values and remain faithful to my principles. It is the only way to build meaningful relationships, allowing others to drop their walls and be true to themselves, creating strong bonds. After all, when times are tough, only teams that have trust can achieve what others deem impossible.

My personal philosophy of growth is to push myself out of my comfort zone, channeling fresh energy and a bit of entrepreneurial spirit into the business. “I challenged some norms about how things should be done. I take some risks, have fun, and try out real things.” Overall, from every challenge, I have learned to develop as a professional and see things from a different perspective.

In such a fast-paced environment and work pace, I have learned not to stay stagnant. I constantly evaluate and reevaluate, as marketers must operate based on the past, present, and future. We must react promptly to what we face while simultaneously planning for what’s coming, always keeping in mind the “lessons” of the past.

I strive to be focused and calm in everything, having learned to tackle and resolve issues one by one. And I also have a motto that fills me with strength and tranquility: “Live it, breathe it, or simply forget it!”

3) -“During the hiring process of a new employee, what factors (besides hard skills) do you consider? What do you value and avoid in a potential employee?”

-Businesses have been focusing on technical skills for a long time — the “how” of completing a job. However, social skills have become more important than ever. Social skills help effective leaders reach the “why” and inspire the people around them to perform their tasks more effectively. So, when I hire a new team member, I make sure they possess the qualities that will ultimately help them become great leaders.

Social skills, often referred to as “soft” skills, are things like emotional intelligence and the ability to teach, connect, and motivate others. These skills will never be the outcome of machines or algorithms. I ensure that I teach all members of my team that acquiring these skills will be the key to their success, regardless of how much technology occupies a significant part of a business or individual job positions. Remember: “You don’t hire for skills, you hire for behavior. You can always teach skills.”

4)-“ In your opinion, what are the common mistakes made by beginner (and non-beginner) leaders in similar positions?”

-I would say one of the most common mistakes for both beginners and experienced leaders is that they “find a job” rather than “find a job they love”! From my experience, one of the challenges millennials face is impatience. If they stay in a job for a few months and it’s not their “dream job,” they quit and find a new one.

But the problem is that you won’t know this in a few months, especially when you’re at an entry-level. So if you’re going to accept just any job, at least use it as a learning experience. If it’s not the job you love, then learn. Learn from the bad leadership you experience. Learn from the things you like and don’t like. Not to mention that finding a great job isn’t like scavenger hunting. You don’t look under a rock and say, “Found it! Here’s a job I like.”

If you want a great relationship, you have to work hard to build it and then continue working for it when you’re in it. The same goes for careers. You have to work hard to find something you’re like, “Oh my God. I really enjoy it here.” But then the work continues to stay in love. It’s not something you find. It’s not a miraculous thing. And if you think it is, then you’ll continue going from job to job, and unfortunately, you’ll never find what you’re looking for.

5)-“ By what criteria do you measure and evaluate the success of your team as a whole? Additionally, how do you ensure that your team stays up to date with all industry and market trends & developments?”

-Like any multinational company, traditionally we measure success by setting a target, and if it is achieved at the end of the year, it is rewarded (with a bonus)! It is the typical standardized measurements (profits, revenues, market share) that we use to evaluate overall performance, but I always try to understand these balancing measures! I want to measure the dynamics as much as I want to measure the achievement.

I like to go a step further, not just asking if they have achieved their target, but evaluating the dynamics/ethics and how they got there, regardless of whether the goal was achieved or not. It is very important to identify high-performing teams that drive an organization towards stable and continuous growth. It takes much more effort to start something than to continue it. The key is to start the ball rolling and maintain the momentum.

I like to provide my team with opportunities to continuously update their knowledge and develop new skills, so I invest in training programs that enhance their productivity. Data, proper analysis, and relevant reports are vital for making sound business decisions in our industry. When used appropriately, data has the power to transform an entire organization. That’s why it’s incredibly important to adapt our systems to be data-driven. A team/organization that focuses on data is filled with a workforce that utilizes information and skills to make more informed decisions and interactions. But it’s not just about creating or disseminating reports and forecasts. The ultimate goal is to deliver useful data into the hands of decision-makers. They need the power and knowledge to explore in order to be more efficient and productive.

6) -“What workload do you take on in relation to your team? How do you distribute the work? Do you believe your leadership style promotes initiative-taking by your team members?”

-I call myself a leader because I go first, because I take the risk before anyone else, because I choose to sacrifice myself to ensure the safety and protection of my people. Therefore, the workload is evenly distributed, and we always work as ONE team!

It’s all about methodicalness! At the beginning of each week, we have a full meeting with the managers of my teams to align ourselves and plan accordingly. It also gives us the opportunity to discuss and analyze both our “wins’’ and the challenges each of us faces, as well as to exchange thoughts and ideas for future projects. Then, each team sets out and implements their projects with full ownership and freedom. I don’t like micromanagement at all; instead, I strive to encourage members of my team to always go the extra mile. If they feel satisfied and fulfilled with their work, it automatically reflects in the overall success of the company.

7)-“Can you give us an example of a marketing project or campaign that you led and how your leadership style influenced its success or failure?”

-Over the years, I have experienced many successes and failures, but I would like to focus on the most recent project related to the Mythos brand and the bold move that was a game-changer! I am so proud of this project and so proud of my team, as we decided to step out of our comfort zone, push our boundaries, and deliver something so meaningful and successful.

After months of planning and organizing, we worked together with experts to ensure that all brand-related actions were fully accessible, without excluding any social group. For this, we collaborated with the S.K.E.P. (Social Responsibility Association for Children and Youth) and Black Light, in order to inform and educate all stakeholders about communication methods and tools that should be utilized to ensure the inclusive nature of the campaign in all its aspects.

It’s the first time the brand openly talks about the subject and importance of inclusion, which is also reflected in the central message of the campaign, “There’s always an ‘I am’ next to you!” By setting this goal, we expanded the communication strategy and deeply analyzed the concept of inclusion, closely connecting it with the simple and everyday notion of joy. Because joy “can’t exclude anyone,” the team believes that this initiative will be a significant step towards a broader change in communication and perception, taking into account the diverse needs of each of our fellow citizens.

But we didn’t stop there. We planned a series of events (meet-ups) for the public, giving them the opportunity to meet the protagonists of the campaign and participate in fun activities while enjoying chilled Mythos beers!

Finally, as part of the campaign, the brand’s website will become fully accessible, and it has already been enriched with the official manifesto, the fully accessible film, the presentation of the protagonists with details about their lives and actions, the program for the meet-ups with material from each event, as well as the future projects of Mythos within the accessibility framework.

8)-“During your leadership period, what was the turnover rate in your team? How do you keep your valuable employees committed?”

-Most people don’t quit their jobs; they quit their bosses. If it’s not the boss, they leave when their work is not enjoyable, when their strengths are not utilized, and when they don’t progress in their careers.

But as I mentioned before, I am the kind of leader who sets up shields to protect my employees from toxicity, and I make sure that when I find talented individuals, I design the right path to keep them.

I open doors to meaningful tasks and learning opportunities — I give my people the chance to be engaged in their work, perform to their fullest potential, and progress professionally without taking steps backward. I care about their happiness and success, their careers, and their lives, and that makes it difficult for anyone to imagine working anywhere else.

9)-“Finally, name three leaders whom you admire and find inspiring, and why?”

Today, we need leaders who promote transition, who drive transformative changes beyond their own needs and interests, and who go beyond company activity to influence as many people as possible.

One such leader is Paul Polman, who has spent over three decades in senior leadership positions in some of the most influential companies globally. Throughout his career, Polman has shown deep commitment to sustainability, empowering employees, and collaborating with stakeholders, making him a role model for current and future leaders. Polman’s leadership journey is a testament to the power of vision, collaboration, and commitment to sustainability. By examining his leadership lessons and stories, I have gained valuable insights into what it takes to lead effectively in today’s rapidly changing world.

Certainly, Steve Jobs is another leader I admire for his innovation and tremendous impact in a highly competitive and challenging space. He created something truly unique and fostered growth for Apple for many years.

Lastly, Mother Teresa, who left an indelible mark on the world with remarkable leadership.