Women in Board Rooms Create Better Performance - Horasis Global Meeting 2021

On June 8th, 2021, the Horasis community gathered for the annual Global Meeting to navigate latest developments and discuss the post-COVID future. Under the theme “Fostering Shared Humanity”, over 1000 speakers and delegates debated how to be entrepreneurial and at the same time proactive in advancing sustainable development in the interest of the global public good.

What are the seedpods of shared solutions to solve the existential challenges facing business, governments and humanity at large? How to nurture the deep transformations our world needs? And how to ignite discourses on openness, fair globalization and equality?

I was delighted to be able to contribute to an incredible panel, chaired by Lisa Sennhauser-Kelly, with fellow-panelists such as Ayumi Moore Aoki, Anita Motwani, Nina Angelovska and Luisa Delgado, to discuss a theme on the global agenda: women on boards.

We fail consistently to meet targets for women on boards, in circumstances that damage organisational reputations and the opportunities offered by embracing fresh styles of leadership.

Having seen little progress with voluntary efforts, several countries have enacted legislation that calls for a minimum percentage of female directors. But is it working? Are we choosing the right candidates?

Board quality is dependent on board diversity – and for this, we need a combination of skills and experience. Diverse boards are less prone to 'groupthink' and more likely to embrace new approaches to meet threats and opportunities.

Women are a rapidly growing economic force in many leading and developing economies. In many countries women influence or control nearly three- quarters of household spending: without greater and more diverse female representation on their boards, companies are losing out on not only an important segment of talent, but on a critical marketplace perspective.

So what will it take to get more women on boards?

I am pleased to share the full session in the video below as well as my contribution to the topic.

1. What is your story?

I’m an advisor on social trends, economic impact and culture and expert in marketing, communications and public affairs, I’ve had a career in finance, and I’m passionate about diversity and responsible leadership. Over the past 20 years I have worked for both the private and public sector in Milan, London and Zurich.

I grew up in Milan, my husband is German so we have a trilingual household, and we currently live in Zurich with our 3 young children.

I’ve had a non-linear career by choice, which these days have become the new normal, and today I help organisations to build trust as social capital, as I believe that the social, economic, and environmental challenges of our time, truly require new approaches to leadership and responsibility.

My daily mantra at work is to foster and develop skills such as empathy, emotional quotient, ability to listen to what is not said, and to understand and analise society and its trends. I greatly admire companies that have a positive impact on society, that deliver responsibly and walk the talk when it comes to social development goals, diversity, gender equality, responsible and trustworthy leadership.

My advice for younger women who are starting today, for women who are struggling with work, from lack of recognition to impostor syndrome, is to choose very carefully the people you surround yourself with, there always needs to be a balance of give and take, but most of all, of mutual respect. So, find and use your voice, respectfully, but firmly. With your boss, your peers, your circles, your stakeholders, there are lines that should not be crossed and balances to keep at all times, this will actually earn you respect.

Also, one skill that takes time to learn and master is the ability to say no when something simply does not work for you.

Never stop learning, learn to zoom in and out, from the bigger picture down to the detail, and back, make plan A, B, C, and be ready to adjust over and over again. But most importantly, be curious, be open and enjoy the work you do.

2. What creates high performing boards? What are the leadership qualities required and what has gender to do with this?

Hundreds of studies on gender and leadership have found that at the individual level, men and women are close on most aspects of leadership potential, with no significant differences found for intelligence or general learning ability, as well as general leadership.

However, there is a female advantage when it comes to transformational leadership, a style that is linked to higher levels of team engagement, morale, and productivity, as well as effectively rewarding individuals for their performance. Also, men tend to lead more autocratically and are more likely to be laissez-faire leaders— a counterproductive leadership style. Women tend to be better communicators, have higher emotional intelligence, and lower levels of aggression, a pattern that is altogether associated with superior leadership capability.

So why do we need gender-balanced boards? Beyond fairness, increased gender diversity brings a competitive advantage to modern companies, which face extraordinary competition in an economy that puts an unprecedented premium on knowledge. Women comprise more than half of the pool of human capital. Companies that fail to fully leverage and draw from more than half of the pool risk losing an edge.

Also, companies better connect with their stakeholders – be it customers, employees, owners, and the communities in which they operate – when they have greater diversity, including on their boards.

There is very clear research from McKinsey, Credit Suisse and Catalyst that documents that companies with gender-diverse boards experience greater returns on equity, increased returns on sales and higher returns on invested capital.

So a high-performing board is one that generates and implements fresh and most inclusive ideas. When a gender imbalance exists, boards can easily fall into ‘group think’ and fail to see and account for perspectives that might enhance company performance. Great ideas can arise only when a diverse pool of thought is active and present at the table.

3. If women are drivers of higher performance, due to their skills and abilities, why aren't there more women on boards, what is holding us back? Are we holding ourself back?

I think that when it comes to women and leadership we should be admitting that often the world of work works against us. That, coupled with the lack of inspiring and diverse role models, and the fact that leadership today is much less meritocratic than we think, all that does not help women to move up through the ranks and into senior positions. We have too many systemic barriers and many unrealistic expectations.

The current barriers affect companies’ cultures and everyone working within it, women and men. To succeed, women have had to adapt, and this has proven increasingly difficult.

New role models to me are crucial to break the cycles of outdated cultures, inspiring women and men to a new identity of leadership, one that leverages skills such as collaboration, empathy, empowerment, and trust, helping younger generations of women and men to rise to become new role models themselves, leaders driven by strong soft skills, empathy and trust.

New successful forms of leadership do not take only one form, but all have a common denominator: emotional quotient and competence over confidence.

In general, women or men, I believe we should be very aware of how, often unconsciously, we fall for leaders who are confident, narcissistic and charismatic, we should instead promote people into leadership because of their competence, humility and integrity, incidentally – but proven- this will lead to a higher proportion of female leaders too. Falling for "charismatic" leaders can be very dangerous.

Also, to get better at choosing their leaders, companies need to change how leaders are groomed and promoted. These changes would not only allow more women to advance, they would help men who don’t fit our assumptions about what a leader “should” be. The result would be a rising tide of leadership competence that really would be good for business and help us moving towards more sustainable economic models too. But that’s a topic for another panel 

4. What are your thoughts about quotas, pros and cons and which way do you lean on this point?

I believe quotas are often the only way ahead, unfortunately. I used to be against gender quotas as I felt government intervention on this topic felt like we, as a firm, had failed as we had to comply with strict government policies. However corporate politics, bias, stereotypes, and dynamics in many countries, in many sectors, and in many firms are simply too difficult to overcome. Also, often quotas do not guarantee that we select the best female candidate for the role. And this can backfire against women, how many times have we heard “she only got the role because she is a woman”?

In 2003, Norway pioneered the use of gender quotas, requiring public companies to fill at least 40 percent of their boards with women. Otherwise, they would risk losing their board certification. Inspired by Norway, other countries, including Iceland, Spain, France, Italy, Belgium and Germany, soon followed suit by enacting their own targets.

By contrast, Britain avoided quotas when it launched an initiative back in 2011 to increase the number of women directors on boards. The effort not only boosted the representation of women directors without the use of quotas, but also dramatically decreased the number of all-male boards from 152 to none in the FTSE 100, and to just 15 in the FTSE 250.

So while the reasons behind the gender imbalance may be complicated, the solution does not have to be. Companies looking to diversify their boards should consider adopting the ‘Every Other One’ approach as somebody recently. Fill every other vacant board seat with a woman.

If this happened, company boards would reach actual gender parity within just a few years.

Companies also can – and should – expand the criteria for board directors to achieve parity. Corporate leaders should cast a broader net to include senior female executives with strong business track records.

Boards are increasingly recognising that gender diversity is imperative to successful business, but more action is needed. While some boards already have a substantial representation of women, and a number have been adding women, they must make it an ongoing priority to increase the number of women on their boards.

M.

(manuela.andaloro@smartbizhub.com)

Switzerland: Gender equality, the Italian language and labour market.

“Inform to educate, publish to raise awareness, preserve to keep the memory, fight for a future full of solidarity, in which social values are shared and strive for a society based on true democracy.”

This the mission of “Corriere dell’Italianità”, a successful publication (both printed and digital) read across Europe as well as globally. The newspaper has a 57-year-old history, a very interesting and growing readership and is very well established within institutional and political environments.

But what is Italian-ness in Italy and the Italian-speaking part of Switzerland, as well as all over the world, and what shines behind old and tired stereotypes?
 
Established in 1962, Corriere dell'Italianità aims at raising awareness on Italian culture, in Italy, in the Italian-speaking Switzerland, and all over the world. A publication of excellence that increasingly leverages innovation, digitisation, social values and the core societal themes we see reflected in politics, economy, the labour market, science, sports and free time.  Headed by President Franco Narducci, member of Parliament of the Italian Republic (XV and XVI terms) and Vice President of the Foreign Affairs Commission, and spearheaded by Valeria Camia, director of Corriere, an experienced journalist with a strong background in the social policies sector and European universities.

I was delighted and honoured when I had the pleasure of giving an interview on my work and commitment to the cause of diversity and EQ-driven leadership to Corriere, and when I was later asked to join their outstanding board as a board member.

One of the first events I had the pleasure of attending took place on 23rd November 2019, where the Swiss Parliament President, Marina Carobbio Guscetti, offered a broad overview of the political scenario of the Swiss Confederation after the elections held on 20 October and the ballot for the formation of the Council of States.

Marina Carobbio with journalist Simona Cereghetti

Among the numerous relevant subjects discussed by President Carobbio, I reckon that a couple of pressing issues deserve a special mention as they also characterised the policy she adopted throughout her presidential mandate - which ended on 1 December 2019, after which she was elected to Councillor of the Assembly's upper house*.

In front of a crowded audience, Marina Carobbio answered the pressing questions of Simona Cereghetti – RSI's journalist and Berne correspondent. She started her reflection on gender disparities with the current situation in Parliament.

Today, the women sitting at the National Council represent 42% of all members, while the Council of States has 12 women (around 26%). Compared to the situation before the electoral round, these are extraordinary figures.

Thanks to an awareness-raising campaign supported by several social sectors (such as the "Helvetia ruft" campaign and the 14 June strike), today Switzerland lags behind significantly less with regards to equality between women and men in politics! Certainly, there remains ample room for improvement with the aim to increase female presence and visibility in key roles but the determination of Swiss women and the new-found unity goes beyond political parties and bode well for future development! Gradually, Swiss society is realising – both at an inter-generational and inter-party level – that remarkable results can be obtained through gender solidarity in terms of justice and reduction of inequalities between men and women.

At a closer look, it is clear that this achievement is also supported by men. This new attitude brings up other important subjects such as the traditional perception of the caregiver work, which is a task carried out mostly by women without a salary nor social insurance contributions.

A deception that will impinge upon their future retirement pension. In recent months or even weeks, discussions have been initiated in various working groups – both political and institutional ones – to examine the issue of workers leaving the labour market to look after not only their seriously ill children but also the elderly. “Within this ageing society”, said President Carobbio, “we can no longer postpone the issue of the role of women (and men) in care-giving activities. Facing the problem of gender differences becomes then a crucial issue because of its impact on social cohesion and, last but not least, on democracy – a kind of democracy that should guarantee not only equal rights but also equal opportunities.”

Along with the “genre” issue, the "Italian language" plays a decisive role in participation in political life and social cohesion in Switzerland. In a country founded on different cultures and traditions, expressed also linguistically, the use of all four national languages ​​must be defended and strengthened.

We must underline that, for this reason, Marina Carobbio has made a change in the parliamentary operations, imposing a widespread use of her mother tongue, Italian, following up on what Chiara Simoneschi Cortesi had done before: she was, in fact, the first Italian-speaking woman President of the National Council (2008-2009) who carried out part of her parliamentary work in her mother tongue. In a country where anglicisms are commonly used and English seems to be taking over national minority languages ​​between the various Swiss linguistic regions, the protection of the Italian language allows the safeguard of the history and culture of an important sector of the Swiss Confederation. A sector that struggles in finding a place of its own, squeezed between "the rest of Switzerland" to the north and the Lombard landscape to the south.

Manuela Andaloro

(Adapted from Valeria Camia’s article in Corriere dell’Italianita’)

*Marina Carobbio, role update: As of the 1st of December 2019, Member of Parliament Marina Carrobbio is a Councillor of the States: also a member of the commission on social security and health, a member of the commission on science, education and culture in which she promotes multilingualism, Italian-ness and gender equality and a member of the finance committee in which her political priorities are the climate crisis, pensions and labour mobility.

Switzerland’s new President for 2020. In Switzerland, the position of president is ceremonial. Switzerland’s executive is led jointly by all seven members of the Federal Council, known as les sept sages (the seven wise ones) by French speakers. The ceremonial role of the president rotates annually among Federal Council members. In addition to the diplomatic duties of the president, he or she chairs Federal Council meetings and has the tie-breaker vote on contentious decisions. In 2020 the role of president passes to Simonetta Sommaruga, Switzerland’s minister of the Environment, Transport, Energy and Communication.  

Bringing EQ-driven leadership into companies.

Interview by Valeria Camia, journalist, web director Corriere dell'Italianità, to Manuela Andaloro Senior Advisor and Board Member, for Corriere degli Italiani

A successful entrepreneur, an ambassador of gender equality, and a mother, Manuela Andaloro tells her story. 

Business woman Manuela Andaloro has been the CEO of SmartBizHub since 2017. Together with her team, she does management consulting, especially in the field of new technologies and sustainability, working with multinationals and government agencies throughout Europe. Manuela travels often and is active in advocating and raising awareness on diversity, gender equality and on the balance between family and work. She was recently nominated for a major award on gender diversity. For many years, she has been advocating “diversity and inclusion” in companies. Could Manuela picture her current reality when, just a twenty-year-old student at IULM University in Milan, she got her first corporate role as an analyst at ACNielsen, working hard to keep up with her studies?

Manuela has been not only a successful entrepreneur in recent years, for over 17 years she has had important roles in leading financial companies in Europe, since 2012, she’s also a mother. A mother of two small children (4 and 6 years old), in Switzerland, a country in which achieving a balance between family and work is particularly complicated. Maternity leave is granted for only 3 months and fathers are excluded, as opposed to a European average of 6 to 12 months (or even 3 years in Germany) of leave, which in many cases can be shared equally between both parents. If wage parity remains a dream, the same goes for career opportunities, respect for diversity and promotion of social inclusion.

“Finding a balance between career and family is one of the hardest challenges that my husband and I – along with hundreds of parents with careers, I have met over the years – are facing in Swiss society, which in most cases still gives women the role of housekeepers and child carers. This concept is deeply rooted in the culture of this country. I still remember this chat I had with a doctor I had consulted because I felt tired after the birth of my first child and my return to work 5 months later. I remember the doctor asking me why I kept on working. It was shocking. And that was just the beginning. I was shocked again when I went back to work, first part time, then full time. Society in many cases expected me to be mainly a mother”, says Manuela, who considers herself lucky, because “there was still a job for me when my maternity leave was over if you consider that one in seven women in Switzerland loses her job when she becomes a mother.” Not to mention the economic situation, as private nurseries and kindergartens, that can provide more flexible times to allow parents to work, are very expensive and so precluded to many.

To be honest, Manuela actually had some thoughts about giving up her career, or taking a break. It was never easy to leave my children with the babysitter or at the nursery until late, to work and travel even on weekends, and being under the critical eye of society. But Manuela did not give up. She was courageous and aware of the need to break up with an obsolete, individualistic and non-empathic mindset, which does not leave enough space for women and is unable to cope with the new global picture of society and its stakeholders.

— Images, left to right: Manuela Andaloro moderating a FinTech international event in January 2019 in Zurich (credits: British Embassy Bern); speaking about adapting our working cultures to reflect a more modern world and diverse society, June 2019, Amsterdam. (Credits: EWPN, Money 2020); on stage speaking about new role models and leadership, October 2018, London (Credits: PayExpo); Balancing private life and work on a weekend. —

The trump card that can reconcile career and family, says Manuela, is a new type of EQ-driven leadership. “The best leaders of today invest their time and energy in understanding the people they work with and their teams. It’s the EIQ, or emotional intelligence quotient, which experts say has become today more important than IQ and is a better index of success for people, companies and society. This is why we must work to change the old mindset: a new approach will not only favour women but will also foster a type of leadership based on empathic soft skills. In the digital age and its new challenges, women should not be fighting to integrate themselves into a system that has proved to be disastrous as it supports only one model, the alpha personality, mostly very dominant figures. I met women that had old-fashioned leadership styles, not very cooperative and participatory, and men who lead in an inclusive way and pay attention to the social fabric outside and inside the company. Adopting a leadership based on arrogance, blind self-confidence and lack of empathy does not work today, in the face of the probable failure of liberal democracies, the negative influence of social platforms, the climate crisis, artificial intelligence and the associated risks. Both women and men should all work together to transform the mindset of companies (and politics), making room for the new facts on the ground”.

For women, it means they have to learn to believe more in themselves, to not settle for less and to act, without always waiting for the right moment in decisions concerning private and working life – to have a child or to accept a new role of great responsibility that involves changes. “Sacrificing one’s ambitions even before trying is harmful to oneself, to other women, to new generations and to the men that are witnessing this behaviour”.

On 14 June, over half a million women and men across Switzerland joined the demonstrations following the strike, plus all those who participated in a “digital” way. What do you wish for, Manuela? “I wish for strong governmental reforms and independent inspections of companies to assess corporate culture, and diversity within them. And I also expect each of us to raise awareness of issues of vital importance, in each of our daily roles, as mothers, fathers, teachers, workers, leaders. Starting from making our children aware of the importance of equality, inclusion and an open mind-set to face today’s new challenges”.

Valeria Camia with Manuela Andaloro

Manuela Andaloro is a senior professional with over 19 years of executive experience in global roles in financial services, business strategy and digital transformation, having lived in Milan, London and Zurich and worked for firms such as Nielsen, Financial News and UBS. Since 2017, she is the Founder of Swiss-based SmartBizHub, a management consultancy specialising in marketing, positioning, communications, sustainability, future tech and future work. Manuela is a professional speaker, a published author, and an editorial consultant for various leading publications on the topics of finance, social shifts, impact, culture and leadership. She serves as advisory board member of various Swiss and international organizations, and as a board member of the Weizmann Institute of Science in Europe. Manuela is a D&I champion and advocate for EQ- driven leadership, speaks English, Italian, German and Spanish and lives in Zurich with her husband and two children. 

As published in Corriere dell’ Italianita’ cover story, 30 July 2019 view original article in Italian here.

What's your inner pace?

Last summer I was invited to a talent development offsite,  'women fit for success'. I very much enjoy and applaude these programmes and investments on the company's talents, but I do wonder whether tailoring programmes specifically for women doesn't make the problem of gender equality in the workplace even worse.

Nevertheless, I pack my overnight bag and off I go. The whole two days programme was very interesting, one thing in particular has hit a nerve, the pace calculator exercise. 

After a short networking lunch on day 2, that followed an intense morning and an even more packed day 1, we are asked to stand up from our chairs and start walking in circles around the room, following the pace that the workshop leader would indicate. 

Mentally I wonder 'Seriously, with all the emails piling up in my inbox, my endless to do list, why are we doing this random exercise now?' It took fifteen minutes before realisation hit home and I saw how important is my inner pace, at any given time of the day, and how I could make that work to my benefit. 

So we keep walking in circles, slowly, then fast, then very fast trying to avoid collision with the other twenty ladies, then almost running, then very slowly, then we are asked to choose our pace and keep walking. 

My pace of choice that afternoon after lunch, from 1 to 5, where 1 is slowly walking as if you are admiring art in a museum and 5 is rushing for the train in heels, was 2/3. I felt uncomfortable with 4 and 5, almost annoyed, and so I did with 1 and 2. 

How would my mind and body perform when forced out of their natural pace in a particular moment?

Sunday walks.  

Following the whereabouts of the youngest driver in the house. 

Being a 'morning person' I know that would I have done the same exercise at 9am through to 12pm, I would have gone for 4 or even 5, at 5pm to 8pm probably as well, but after lunch? My mind needs focus and slow pace, as much as it needs adrenaline in the morning and early evening. Your 'inner pace' can also change depending on the time of the year, after a regenerating holiday you would probably choose a pace 5 throughout the day as much as after a long year and a particularly tiring patch (erm) you would probably want to hide under the duvet, no I meant choose a pace 1/2 more often.

Our take away, you have guessed it, was to learn to tailor our days, workload, tasks, based on our personal natural pace. Not that often we are given the choice (hello 1pm meetings) but knowledge and self awareness always make you score higher.

M.

Walking down the Zurich lake on a Sunday in October during a 'pace 1' afternoon, reminded me of the funny picture below someone shared with me. 

Don't expect to see a change if you don't make one

Increasingly we have seen media coverage on initiatives celebrating the strength of women, the resilience of mothers, the importance of time off for fathers and the importance of a healthy life balance to better perform, and to achieve an "integrated" work life equation. 

At last! We have come a long way from the previous generation, from the previous decade and actually, from 18 months ago, come to think of it. 2015 has been a very important year for topics related to diversity, gender equality and health versus productivity.

In 2015 HBR's ranking of CEOs has for the first time considered how companies score not only on the hard numbers, but also on "soft" facts (ESG performance) "In the past, our ranking was based exclusively on hard stock market numbers. We looked at total shareholder return, as well as the change in each company’s market capitalization. We liked the fact that the ranking was based solidly on data and not on reputation or anecdote. Yet it also felt incomplete, because it failed to account for the many aspects of leadership that go beyond mere market performance. And so this year we’ve tweaked things. We’ve added to the mix a measurement of each company’s environmental, social, and governance (ESG) performance."

We have seen many financial institutions jumping into the growing trend of socially responsible investing and best of all State Street launching a diversity gender balanced fund , which will track an index comprising companies that do a great job at advancing women through gender diversity on their boards of directors and in management in general. We have seen extensive research that shows that companies with gender-diverse leadership tend to outperform long-term companies that don’t so I am surprised these funds are only starting to emerge.

Bloomberg has set up a new team of journalists and analysts covering the topic diversity.

The ex Norway Prime Minister was interviewed and asked about the reasons behind the success of her country (beyond the obvious oil related wealth) as in the 80s Norway was nowhere close to where it is now, its economy weak and common people barely able to afford decent living. "Success comes from the fact that you see fathers pushing strollers at 3 pm on a working day" she said. "What has changed in these 30 years are family politics and work culture. Retaining talented women in the workforce, giving family benefits and allowing fathers to be fathers and workers without stigma. Shorter working days and flexible working, which results into creative and flexible thinking".

There is McKinsey research on how and why "Women matter" and the latest Mercer report "When women thrive businesses thrive" being presented at the WEF last week and discussed by the CEOs of Cisco, eBay, Marriot and the president of UBS Wealth Management, Jürg Zeltner: "One other thing we all found common ground on was retaining talented women. They leave the workforce after you’ve invested and trained them as many find that workplaces are not family-friendly. Our challenge is to keep them and make the workplace flexible and supportive of their needs and priorities."

So there is all the progress being made just cited above, the daily strong commitment of many of us to raise awareness on the challenges women face and to bring positive change in the world. All of it is still probably only a drop in the ocean but change is happening out there.

Out there.

Then there is me, and I know that like me many other women and working mothers at times have a similar behaviour.

Rewind of two weeks, Monday 11 January, 6am. My husband and I are getting ready for work, kids still – thankfully – asleep. My phone rings. Terror (not quite, but close...). Our current Monday babysitter's little child is sick so she won't be able to come today. And it is of course no problem, it happens. However, a well known feeling that I merrily refer to as "the cold –spine" starts taking over. We quickly and frantically go through our blackberries, our plan in these cases is to take half day off each to look after whichever child is at home, aim is to cancel the half day which would result in the lower damage for the rest of the week. We decide that I stay at home in the morning with our 9 months old baby, dialling in for a couple of meetings, and my husband stays at home in the afternoon, also dialling in when he needs. I let my boss know, who very nicely and empathically confirms it is no problem at all (she has been there too). I tell my colleagues and team. On we go with the plan. At 11 am my baby is happily playing on his mat babbling away while I dial in for an internal meeting. I dial in and immediately go on mute. I barely comment and step in only quickly for fear that someone might hear my baby gurgling cheerfully in the background. Why did I do that? Even if anyone heard the baby chuckle, so what? They all knew where I was and why. I am not that junior or young any more or shy or lacking self confidence. So why did I try and hide the fact that as a working mum this too can be part of my life and it is really no big deal, in fact, hat off really for pushing through and balancing it all??!

Fast-forward to 4pm. The above nearly forgotten and not even yet properly processed. I have now been in the office for a couple of hours and my husband at home for 2 hours and taken as well a (video) call. I call him asking how the afternoon is going. "Oh great actually! Baby M. was sitting on my lap during my call, they loved him and he behaved really well."

No need to comment, I think these two episodes speak for themselves. Perhaps I will add that I am proud of how my husband handled the situation and a little less proud of how I did not stand up to my ideals.

So here is my lesson learnt and a better version of myself has come out of it.

Change, real change, starts from us and from how we expect the world to view us. We all have a lot more responsibility and impact on driving change than we often think.

M.