Shirley Ike
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Crossing the pond from her home in the U.K. to the U.S. plunged Shirley Ike into the deep end of her career pool. She only planned to stay for half a year, but significant turnover in her team left many projects in disarray. Her responsibilities expanded from her role in product optimization for the Americas to leading the growth of the digital transformation and innovation team. It all led to her current position as a Global Director within the digital consulting team. “The relocation presented a ‘sink or swim’ situation,” she says, “but by effectively managing the team through a difficult transition, I was able to demonstrate my capabilities and earn greater responsibilities that have accelerated my career progression.”
What qualities do you think are necessary to be a good leader in the oil and gas industry?
To be an effective leader in the oil and gas industry, you need a solid understanding of the business you are tasked with leading. This foundational knowledge of the industry’s technical operations, processes and challenges is crucial for making informed decisions.
Alongside this industry expertise, strong commercial acumen is necessary to balance technical considerations with the realities of finance, profitability and market dynamics. Moreover, the oil and gas sector is renowned for its dynamic and ever-changing nature. As such, adaptability is crucial for leaders to have. The capacity to quickly respond to changing regulations, technologies, market conditions and pivot strategies, accordingly, is key to maintaining a competitive edge.
Finally, and perhaps most importantly, exceptional communication skills are a hallmark of successful leaders. The ability to build cross-functional, often geographically dispersed, teams and align them with the organization’s strategy is a key differentiator. Leaders must be adept at inspiring and enrolling their teams, as they are the backbone of the organization’s success.
How have you exercised leadership to help shape your company?
In each of my leadership roles, I have strived to create an environment where people feel empowered to grow, work on cutting-edge projects and be recognized for their contributions. This commitment to nurturing a positive, supportive culture is evidenced by the low turnover rates within my teams—I have consistently maintained a high retention rate, year-over-year.
Which transformations do you think the industry must undertake for it to thrive in the future?
I firmly believe that the transformations in approach, culture and technology are all essential for the energy industry to thrive in the years to come. We must take a holistic and far-sighted view that goes beyond just profitability, and encompasses environmental, social and governance (ESG) considerations.
This broader, more sustainable approach is crucial because we have a responsibility to ensure there is a viable future, both for our industry and the planet as a whole. We must continuously work to limit the negative environmental impact of our operations and champion sustainability at every turn. This is not just the right thing to do, but a strategic imperative as we navigate the energy transition. Equally important is the social aspect of our transformation. We need to continue to foster a culture of collaboration, inclusivity and fairness, ensuring that all our people are treated equitably and empowered to contribute their unique talents.
Take a look at the rest of the Forty Under 40 2024 winners.
