Connected to the chain #20 | Marjolein de Gorter Manhoudt
Marjolein de Gorter-Manhoudt works as Director of Large Projects Netherlands at TenneT. With a background at Rijkwaterstaat, the Dutch Directorate General for Infrastructural Works and Water Management, where she was already driven by the societal and environmental value of large projects, Marjolein has seamlessly combined her professional ethos with her personal passions. An enthusiastic outdoorswoman, she enjoys activities ranging from horse riding to sailing, always with an eye on nature and sustainability. Beyond her hobbies, Marjolein is deeply involved in initiatives such as Collective Nature Inclusiveness, a government-led initiative supported by TenneT that aims to integrate nature within renewable energy solutions.
What is your role within Large Projects Netherlands (LPN)? What are you responsible for?
As a Director, my first identity is certainly as a senior leader at TenneT, with my position as director of Large Projects Netherlands being my responsibility. It's important for leaders like me to embody the larger essence of the organisation, to maintain a focus on the overarching challenge and to take a step back when necessary to understand the bigger picture.
How is Supply Chain Management supporting Large Projects Netherlands in reaching your goals?
Our change story LPNext brings us a non-linear way of working, and Supply Chain Management (SCM) is playing a critical role in this transformation. our efforts are aimed at standardising, digitising and innovating our processes to increase the capabilities of our team. In this strategic approach the partnership with our contractors on these themes are essential to make the necessary step up to deliver on the needed projects for the energy transition and being prepared for the challenge ahead.
SCM is also about fostering partnerships. It's about extending our reach and improving the way we interact with others, both internally and externally, to make us as TenneTan attractive partner and perferred client to contractors. This means not only building strong professional relationships, but also ensuring that we remain a compelling choice for our contractors.
Large Projects Netherlands is committed to investing in our team and team members. This commitment goes is about fostering a collaborative environment and encouraging the growth of our team members. By becoming an integral part of our teams, Supply Chain Management contributes significantly to building a robust, cohesive unit that is well equipped to achieve our collective goals. This synergy between SCM & LPN is vital as we navigate our journey and push the boundaries of what we can achieve together with our contractors.
What is your leadership style?
I believe in creating an environment where everyone feels safe and included. My goal is to unite everyone, extending beyond just Large Projects Netherlands to departments like Supply Chain Management, fostering a sense of team spirit. Initiatives like the LP Café are close to my heart, as they enhance this feeling of togetherness, focusing less on what individuals are and more on who they are.
Ensuring psychological safety within my teams is paramount. I strive to empower my team members, making sure they feel energized and passionate about their work. My leadership style is grounded in coaching and empowerment, believing strongly in enabling rather than directing.
"When the strategy is clear and everyone is empowered, results come automatically"
This brings us to my believe: clear guidance paired with empowerment leads to success.
What do you think is important for TenneT in the future?
It is important that throughout the asset chain, execution units like Large Projects Netherlands and the enabling units work closely together in a cohesive approach. We share responsibility for the whole organisation and its systems. Our view of suppliers is fundamental; they are not competitors, but partners.
Emphasising partnership, particularly in areas such as safety, is essential to progress. The collaboration in the asset chain internally and strong partnership with our contractors supports the end-to-end process.
What advice would you give to your younger self?
I would advise everyone, not just my younger self, to discover your personal brand that matches your talents early on. Work based on your talents will give you enormous energy and joy. Explore who you want to be and follow a path towards this wanted self with determination. Focus on developing both your brand and your character, as this is not only essential but also enriching. Embracing this approach will make your journey and experiences much more enjoyable and fulfilling.
As a (female) leader, what would you recommend to young professionals?
As a leader, my advice to young professionals, especially women, is to embrace inclusivity and diversity. Feel empowered to connect with everyone, especially leaders. Your fresh perspectives are invaluable, and when combined with seasoned experience of others, can significantly enhance the innovation and success of our organisation. Foster a culture where challenging the status quo and visions , including those of your leaders, is not only accepted but welcomed. Growth and learning come from being challenged in your thinking and actions. This environment not only fosters personal development, but also drives collective progress.
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