Human Capital - Career Trends

Most influential global leaders are challenged to continue to evolve in the face of new priorities.

Carlos Alberto Griner

Vice President of People, ESG, and Corporate Communications at Embraer

Carlos Alberto Griner was interviewed by Ana Paula Montanha, Editor-in-Chief.

OPENNESS, EMPATHY, LISTENING

Human Capital - Career In this edition of Human Capital - Career Trends, we interviewed Carlos Alberto Griner, our selected Airspace and Defense Human Resources Global Leader to understand his perspectives on the Human Resources industry and trends.

Carlos Alberto Griner took over the position of Senior Vice President, People, ESG, and Communications at Embraer in June 2017, which incorporated Corporate Communications in 2018.

He began his career in the area of heavy construction and infrastructure and later migrated to quality management and human resources. Griner has a degree in civil engineering from the StateUniversity of Rio de Janeiro, and an MBA from COPPEAD, the Federal University of Rio de Janeiro, Brazil.

What methods do you use to support employees who are experiencing mental challenges?

Firstly, it is important to acknowledge that mental challenges are a serious issue that unfortunately increased during the pandemic in all businesses.

LEADERS NEED TO BE CLOSER TO THEIR EMPLOYEES AND CREATE AN ENVIRONMENT OF TRUST AND ATTENTION TO ANY SYMPTOMS.

Companies need to offer or expand the psychological support to employees who need it and guide leaders and their team on how to deal with the situation, whether through webinars, educational campaigns, training as well as offering sports or social activities to reduce anxiety and increase team engagement.

We also need to find the balance between productivity and well-being, respecting the rhythm of each one. The company has to be open and flexible to find the best solution, experimenting with initiatives, and prototyping ideas.

How did your techniques to develop the leadership styles of your managers improve during the pandemic?

At Embraer, we optimized our digital tools to foster productivity and strengthen communication within teams and between areas. Openness, empathy, and active listening were the main skills, especially working 100% remotely.

On top of that, in this new scenario, making the agenda available to the team was fundamental to maintaining the necessary bond and proximity.

What has been the greatest lesson you've learned as a human resources leader in the last three years?

For me, the most important lesson was the importance of dedicating more time to explain the “why” to the team. The leader's role is to be humble, and vulnerable and find time in the busy agenda to be close to the team and carry out the explanations that precede “what” and “how”.

Doing that, our teams will understand the context and the reasons why we are demanding them to do the task or project. Then, they will not only deliver it but overcome our expectations.

That is why is so important to have leaders with empathy, active listening, and who are close to their employees to create an environment of trust and belonging.

Carlos Alberto Griner's key lessons:

1. Be open to your team, be close, so you can be "there for them".

2. Make sure you explain the “why” to the team. The leader's role is to be humble, and vulnerable, find time in the busy agenda to be close to the team, and carry out the explanations that precede “what” and “how”.

3. Choose leaders that have empathy, who are active listening, and who are close to their employees to create an environment of trust and belonging.

OPENNESS, EMPATHY AND ACTIVE LISTENING WERE THE MAIN SKILLS, ESPECIALLY FOR WORKING 100% REMOTELY.