High Performing Teams with Maaike Schipperheijn, CFO Royal Reesink

The right talent in the right place is crucial, but ultimately a high performing team ensures the optimal result. In our new interview series High Performing Finance Teams we speak to all kinds of experts and experienced CFOs about this theme. We ask them what it takes to build a high performing team together, and how they see their own role in this process. From the CFO at Royal Haskoning to the Global Talent Director at Perfetti van Melle: we look at the development of financial teams from various perspectives.

In the second interview of this series we speak to Maaike Schipperheijn, CFO at Royal Reesink. Maaike shares her vision about the importance of being mentally and physically fit as a team and radiating calmness and confidence as a leader. According to Maaike, we can certainly take an example from the hockey world in the field of 'high performing teams' in the business.

Maaike, could you tell us where you are now and how you got there?

“I have been CFO at Royal Reesink for three years now, an internationally leading distributor and service provider of major brands of machines and machine parts. After years of working at Shell in various leading international roles, I switched to the boardroom at Euroports in 2017. I am also a mother, daughter, wife, and good friend - all these roles together give me energy and have shaped me into who I am.

“My energy, experience and environment mean that I like to make a positive impact with what I do. I like to think about the big picture, such as the purpose of a company, the vision and the mission. How do we get from A to B, how do we create value? That also requires something from me as a leader. That is why I think it is important to take time to reflect on what I am like as a leader, how I can serve as an example and how I can mobilize other leaders. A lifetime of learning and enjoying what I do with great people around me – that gives me the wings to fly!”

What does a 'high performing team' mean to you? What characterizes such a team?

“The first thing that comes to mind is that everyone should have fun together. That's where it starts. I also think it is important that there is a clear agenda, so that everyone knows what is expected of them. Once people know the rhythm of the organization and the roles are clear, you bring out the best in them. This creates a team that trusts each other, has fun, is proud, helps each other grow and does not avoid difficult conversations. In other words: a team that works together towards something.”

“I really enjoy working with people and helping them develop. In addition, it gives me energy to keep thinking about how we can win as an organization and a team. To see what is happening in the environment both inside and outside the company and to continue to adapt accordingly. An organization and all teams must be agile to remain successful. Adaptability is therefore also what characterizes a high performing team for me.”

What brought you here and how have the teams you have worked in shaped you into who you are today?

“Then I immediately think of the team I was with in Dubai and Qatar during my Shell time. We were then making a 'pre-final investment decision'. This meant that we started thinking together about how we could work with Qatar Petroleum to build the LNG train.”

“There were two leaders: a business leader and a commercial leader. They put a lot of effort into the team. This way they ensured that we could spend enough time together, so that we got to know each other better and we knew what we had in each other. After the working day, for example, we would go for a workout together in the hotel gym, then relax and talk about the day. Finally, we often went out for a bite to eat together. That routine was really there. I am sure that if we pay more attention to the social side of ESG, absenteeism will decrease and people will be happier. This ultimately leads to better results in the longer term for everyone.”

Can you give an example of a high performing team? This may also come from a completely different angle than Finance.

“I enjoy our national hockey teams: it is crazy how they won gold at the European Championships. They have made a very clear schedule to find each other as a team and determine how they will jointly reach the end goal. That means many hours of training, but also spending a lot of time together. I think you really need that social piece to see what role who has in the team. You will learn more about collaboration, adaptability and mutual trust. This way you are fit and trained to win together, and sometimes lose and get back up again.”

“There is also the bridge to business: being mentally and physically fit together is important to achieve top performance. The qualities that a high performance team must have boil down to passion, perseverance, pride, adaptability, trust and communication. I deliberately leave out 'knowledge', because that is more of a basic requirement. Of course, as a Finance professional you must have a certain degree of knowledge, but that is not what makes the difference in achieving a high performing performance.”

How do you ensure that motivation and inspiration in a high performing team remains high? And what do you do if the situation changes, for example when a key team player leaves?

“In my opinion, maintaining a high level has everything to do with building in enough time to keep in touch with what is going on around you – both internally and externally. This way I know in time what changes there are and what needs there are. Space for reflection and conversations with people, so that I am aware of what is going on. This can be about private situations, but also about ambition. And if things are not going well, it is important to dare to intervene. Where is the pain, what interventions are needed? Not making a decision ultimately compounds the problem. Sometimes a team has blockages and new energy is needed. Also consider sports, such as hockey or football.”

“It's always a shame when a key player leaves, but it's just part of life. It also gives a feeling of pride to have contributed to someone's development, making them an asset to another organization. I also always advise team players to stay in touch with what is going on outside the company, because then it is a conscious choice whether to stay or go. If someone consciously chooses to move on, perhaps it is also the time for us to make room for others. For such situations I try to have 'succession planning', so that where possible I can give someone else internally the opportunity to develop further."

What tips do you have for someone who is building a top team for the first time?

“Take the time to get to know your team. I also call this 'your first 100 days' plan. You need to know exactly what the relationships are within a team. In the beginning you don't know who is informally the leader of the pack. I really went wrong with that at the beginning of my career. You need these informal leaders to build your relationship with the rest of the team and gain trust. Give yourself time to get to know people. Not by listening to what others think, but by discovering for yourself – trust your own feelings.”

“Also dare to indicate if you need more time to make a certain decision. One wrong step can have a long-term impact, so really give yourself time to make the right choice. When you then take the plunge, go all the way. And make sure your team is balanced: all trees must receive the same amount of sun to grow and bloom.”

Who do you think is an inspiring leader and why?

“These are generally people who radiate tranquility. With a clear target on the horizon and who knows how they want to get there. My example in this area is Paul van Ass, national coach of Dutch women's hockey. He radiates a lot of peace and confidence to me. He connects, makes decisions, is transparent and fair.'

“An inspiring leader is someone who is clear and provides direction. The team needs to feel that they are being genuinely listened to and needs a clear end goal. Where are we going together? I do everything I can to continue to develop in this area. Not only because I really enjoy it myself, but also because I hope that I can give that back to the people I work with.”