Women? They should stop asking what they're worth.

Clockwise: Chiara Condi (left), Riccarda Zezza, Manuela Andaloro

Riccarda Zezza, CEO of Life Based Value and Manuela Andaloro, business strategist and international blogger, interview Chiara Condi, Italian-American based in Paris, thirty year-old founder of Led By HER , a non-profit which empowers women who have suffered from violence through entrepreneurship. The organization gives different forms of entrepreneurship a voice, and raises a new form of awareness about gender based violence.

(Interview also published in Italian on StartupItalia!)

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Sociologists tell us even the most introverted of people will influence over ten thousand others in an average lifetime. Can you imagine how many people we have knowingly and unknowingly influenced in our lives so far? How can we best leverage on this power? We hear daily about leadership, and yet we are left wondering who are the real leaders?

Riccarda and Manuela’s idea is to create a series of interviews aimed at portraying impact makers and leaders who are driving change and innovation worldwide, and in doing so, are raising awareness on a new successful type of genuine leadership. 

New role models who base their success on strategic 'soft' skills, such as empathy, creativity, communication, those incredible few who spark energy and strength as they positively impact others and society.

We start with Paris-based Chiara Condi, Italian-American, thirty year-old founder of Led By HER , a non-profit which empowers women who have suffered from violence through entrepreneurship.

Q. Much has been written about you over the years. Today I would like to reveal a few angles of your professional life and the impact you have had. Shall we start with who is Chiara today?

A. I would say that I am at a crossroads of my life right now because I have spent the last ten years of my life working on gender equality and women’s empowerment issues and the last five years building up a nonprofit organization Led By HER, which carries out advocacy and programs for women’s entrepreneurship and women’s rights. This work that we have carried out on the ground over the years was very formative, it has given me new ideas and the willingness to do more. At this time it pushes me to advocate to try to change things on a new level through the visibility that I have gained.  It has provided me with new ideas and visions of what we can do that can make a big difference for women and now more and more I feel that it is my job to make those ideas heard. That is why I try to participate as much as I can in conferences, media and international dialogues, because I think that it is more important than ever to raise awareness around these issues.

Q. When I say work-life (balance), what do you envision?

A. I think that there is no perfect formula about how to divide time in your life.  The only thing that that has worked for me has been setting priorities and making each decision based on those priorities.  That way I never have to feel bad about the choices I made or about saying no to something. And I believe that instead of always quantifying the time we spend on things in our life maybe we should be qualifying it instead.  I do this in my own life by being fully present with whatever I am doing at the moment, whether that is work or my personal life. Even if it’s something small that I am allowing myself I enjoy it fully.  When I am doing whatever I am doing at a given moment in time nothing else matters. When I try to apply this all-encompassing rule to my life I see that I feel much more fulfilled.

“Make sure that the first person you serve is always yourself because that is the only way you will truly help others.”

— Chiara Condi

Q. Do you see any connection between parenting and management?

A. Yes I believe that good parenting like good management is all about leadership development. Your role as a parent is to develop your child into an independent free thinking adult who will do his best in life. Much in the same way in companies you foster people’s potential and talents so that they can be the best version of themselves.  That is when they will also give you your best. I also think that fulfilled individuals can become a company’s best asset.

Q. Who were or are your female and male role models, professionally?

A. I do not think I have formal role models, but I am very inspired by the women we helped through Led By HER because they taught me that whatever happens in life you can still show up and change your life. And if they believe that every day can be the start to a new life, then all of us should.  Whenever I think of them any excuse that I build up in my life not to show up falls to the ground.

 Q. Where do the synergies between your professional and personal goals lead you daily?

A. Embodying your own goals is an important aspect of success. I care much more than I ever did about that and how I treat myself and run my own life. Only once you achieve that equilibrium in your own life can you unleash the potential to carry out great things. And it is not about major things, but rather about how you show up in your life daily.

Q. How can women, and new leaders, pursue a different type of leadership, and avoid some of the pitfalls that bad managers – we’ve all had at least one! – make?

 A. One of the greatest qualities of the new leader is empathy. Understanding the people you have in front of you, their potential and where they want to be will enable you to make the best arise out of the people you work with. Great leaders see potential and work with it.

Q. What is the biggest professional mistake women are still making – what should we stop doing?

A. Not asking for their worth. I interviewed many women around the world and I realized that if there was a common denominator in their struggle it was credibility.  The truth is that while a man’s work is taken at face value, a woman’s work is not. Women expressed that they have to prove themselves and work twice as much as men to prove that they deserve something.  But we cannot stop there and surrender ourselves. Even if the world is this way and these are our circumstances why can we not work on being so aware of ourselves and know our own worth to claim what we deserve? Every time you are asking for that promotion or negotiating that raise do it, go for it, for yourself and for all women because it is time we teach the world what we are worth and not settle for anything less.

Q. Why does management have such a bad reputation in some corporations?

 A. If we are afraid of management it could be because we are associating it with an old style of doing things. I think that now more and more corporations are realizing that people are their first and most precious resource and that their biggest asset should be cultivating them.  I think the best survival skill in any environment is always to be yourself.  Whatever decision you make don’t make it come from your environment but from you, that is is the only way you will be OK with whatever happens around you.

Q. Will the millennial generation be a very different kind of leader?

 A. Yes I think we are moving towards a leadership of questions rather than a leadership of solutions. A good leader is someone who asks all the right questions, not someone who already knows the answers. Innovation has turned the world on its head because it has taught us that hierarchy does not exist. Good ideas can come from anywhere and the best leaders are those who will be able to seize things rather than impose them.

Q. There is a large debate going on around the future of work, talent retention, women and millennials values. What do you think the future holds for old school organizations? 

A. I had the chance of giving a conference about this lately in Cape Town for the aviation industry, which is an industry that faces great challenges in renewing itself for the future. There is potential for all industries as long as people’s voices are heard and they are included in processes. When people lose sense in work is when they feel that their work is disconnected from what is happening around them.  There is no such thing as an organization and its employees, they are just one---the organization is its employees and therefore they have to feel with every ounce of their bones that they are part of it.  That is what we all want, to be part of something greater than ourselves, and organizations that miss out on providing that sense of purpose will miss out of the future.

Chiara Condi at the OECD Summit Paris 2018

 Q. What’s the most important business or other discovery you’ve made in the past year?

 A. That nothing is permanent, that I am replaceable and not to be attached to any single outcome in life.  There is no single solution, but when I started I had very fixed measures of success.  When you do that it makes it impossible to just be happy with whatever is happening right now and to trust that even if something is different from what you expected it can still be great.  I also realize that sometimes you start someplace and then life takes you somewhere else, and I used to fight against that, but now I have learned to listen to it and to embrace it.

Q. How do you recharge your energy?

A. I never believed when I was younger that I mattered more than what I do, but now I do because I understand that is the only way to make a difference. You can only give fully from that place of abundance, so I try to create that for myself daily. It takes the form of daily yoga, pilates and meditation with visualization and journal writing. And then taking longer moments of distance from my work  through travels that nourish my soul. I love seeing what I have never seen before and it replenishes me entirely.

Q. What drives you, at the end of the day?

A. Feeling that I left the world a little better than it was yesterday. If I can say that to myself then I can sleep well at night.

 Q. What does impact mean for you? How would you describe the impact you have had on people and on the world?

A. I used to think that impact was a big word and impact meant millions of people, that everything had to be big to matter. Actually Led By HER taught me the opposite. Impact is much more about doing small things in a big way.  Impact is about the intention and magnitude with which you do every little thing-- and that is what will move mountains.  I learned that you change a world one person at a time and each of those small revolutions will foster others.

 Q. A few final words of wisdom and tips for our career-oriented impact-makers, professionals and entrepreneurs alike, women and men?

 A. Make sure that the first person you serve is always yourself because that is the only way you will truly help others.

This interview is a collaboration between Manuela Andaloro and Riccarda Zezza.

One thing to bet on? Yourself. #FearlessFridays

Making an impact, raising awareness on topics that are driving our society forward, connecting great minds and smart ideas, investing in human capital and core skills.  I worked on my passions and turned them into a business. 

Over the past 18 years, I’ve had quite the career journey: 12 different business cards and titles, 5 companies, 3 countries. My most recent addition is the business card I cherish the most: my 6th company, my own.

In each of those positions, I was amazed by the many great people who surrounded me and the power that came from our personal and professional relationships with each other. The most simple yet powerful leadership lesson I learned over my career was that success in life comes as much from what you know and from how you nourish your relationships.

Yet, many career-oriented colleagues continued to focus solely on the one most advertised pathway: the steep career ladder. No matter what the cost was, and what values it clashed with. Somehow considerably less time, energy, thought, and effort went into harnessing their networks and nourishing relationships with key stakeholders around them and outside of their immediate professional world, and even less went into improving vital skills such as self-awareness, emotional intelligence, charisma, self-brand, strengths awareness, to name a few. A pattern began to form for some of those colleagues: at some point, inevitably, their careers stalled, or stopped. Or they simply grew tired, less passionate, they found less purpose in what they had been doing. And the landscape outside did not look comforting. How many had invested in well-rounded networks and had efficiently mapped their strengths, skills and passions, had worked on their core "soft skills", or were clear on what drove them beyond their job, benchmarking them with reality and feasibility? Very few. 

I knew other colleagues who understood the importance of networks but didn’t know how to approach building them strategically. Or did not think they had the ‘social skills’ to maintain strong relationships, or sometimes they were lacking the time and the structure. So many fell back on emails and virtual relationships via social media, exchanges that were never of the same quality as relationships built in-person and over the years. A network built by chance, convenience, social media platforms, and the goodwill of friends, colleagues and business partners is also a bit haphazard.

What if?

What if there was a network where successful professionals could meet in-person and strategically build and strengthen their relationships? What if someone helped them to prioritize? What if a network offered high-impact training and in-person content normally meant for C-Suite executives, but it was made available for those who believe in making an impact and in the power of a strategic community and cross-industry exchanges?

#SmartPlan was born from the belief that our professional lives are based on three key pillars: education, experience and network. While we dedicate an incredible amount of time to the first two pillars, we often leave the strength of our networks to chance, luck, spare moments and digital platforms. Yet, research suggests that almost 90% of roles and business partnerships leverage personal relationships. And relationships need genuine interest and skills to be nourished and grow.

This is where #SmartPlan comes in. 

Our community brings together an elite group of diverse, successful professionals to increase the value we bring to each other and increase the impact we have on the world.

#SmartPlan’s mission is to accelerate the success of impact-makers by cultivating an inspiring and valuable in-person network while providing high-impact training on the latest sought-after skills, such as charisma, self awareness, self-brand, emotional intelligence in business, and much more.

The future of business and of work does no longer necessarily involve a straight-line 20 years career within the same corporation or even industry. 

“One of the paradoxes of the future will be that to succeed one will need to stand out from the crowd while at the same time being part of the crowd or, at least, the wise crowd. So, you will need to both stand out with your mastery and skills and simultaneously become part of a collection of other masters who together create value.

That’s because, in a future increasingly defined by innovation, the capacity to combine and connect know-how, competencies and networks will be key. It’s in this synthesis or combination that real innovative possibilities lie. So, whom you choose to connect with, and to whom they are connected, will be one of the defining aspects of future working life.

High-value networks will consist of a combination of strong relationships with a few knowledgeable people and a larger number of less-connected relationships with a more extensive network. Your high-value networks will connect you with people who are similarly specialised as well as those with very different competencies and outlooks. It is in the diversity of these broader networks, that the possibility of innovation lays.

I believe there is an opportunity over the coming decades to shape work and life in a manner that enables people to reconnect with what makes them happy and creates a high quality of experience. The breakdown of automated work, the rise of home-based working and the increase in the possibility of choice provide the foundation for a shift in focus, away from quantity consumed as the only measure of success.” (Source: The Future of Work, Lynda Gratton, organizational theorist, Professor of Management Practice,  London Business School).

Are you ready for the shifting balance of power? Visit #SmartPlan. 

M. 

(info@smart-plan.org)

Relationships matter. #FearlessFridays

What is the most important asset in your business? Your product or service? Your infrastructure? Capital? Not really.

Your most important asset is the relationships you build along the way. Whether with customers, suppliers or others in your supply chain, these are more important than any other element. I have been establishing two businesses on the same core asset: healthy relationships with like-minded, smart, competent people.

A few years ago I was assigned a project on one of the fastest growing core business segments of my then employer, a large Swiss financial services institution. I was asked to go and build relationships with a large portion of the company that covered interesting markets, and to position my team's products. To build bridges and create distribution platforms where none existed before. I had just joined the company and I had two challenges. I knew little of that particular niche financial product just yet, but this being 2011 I knew a lot about the financial crisis that had just swept across our world, I knew of its roots, as I had been fighting against them from my London based firm for over 4 years, and was only too familiar with high financial exposure, creative risk assessments and margin calls (yes, the film came later). On the downside, I knew nobody in that area of the company, had just arrived from London and was new to Switzerland. 

However what we offered was high quality and I was good at relationships. Within 10 months I had mastered the ins and outs of the products and implemented successful product distribution strategies for all global teams, creating new links and networks. This resulted in strong relationships with internal stakeholders, repeated sales of complex structures, and strong mutual trust. My then boss defined me as "outstanding at relationships", at what I did overall and he even went on to organize sessions where I was asked to explain my colleagues and peers how I had built such good bridges and nurtured such beneficial relationships. That was interesting to see. The answer was easy, I did not need powerpoint slides. I care and I listen. I seek real competence. I give before thinking of what's in it for me.

There is no secret, only the habit of committing to give value, to someone else, without asking for something in return. Gary Vaynerchuk calls this 51–49. Jesus called it the Golden Rule. (Read on here)

Most of my corporate life stakeholders are now a vital part of my businesses.

Fast forward of 7 years, I have made successful investments, invested in myself, left the corporate world after 17 years of fun and started successful businesses that were profitable in a matter of weeks. That is however not to say the road has been bump-free, that I have not made mistakes, that life is a fairy-tale or that I ever work less than an average of 12-14 hours a day.

If you want to put it into business terms, what I nourish is my - and my firm`s - social capital. Studies have shown that close to 90% of business decisions increasingly leverage personal relationships. Business relationships can be taken to a deeper level, to a level where trust and understanding, and even empathy come into play. I have always been a "people`s person", a listener and have consistently connected people and joined dots over the years. Whether I should take any real credit for this habit, or whether it is a result of family background, a strong interest in real genuine people that makes me stay clear from loud-mouthed incompetence, or an innate sense of business, is not something I know with certainty.

Trust plays a massive role in building business relationships. The late, famous salesman and public speaker, Zig Ziglar’s quote says it all.

“If they like you, they will listen to you. If they trust you, they will do business with you.”

Trust is built over time and is built on empathy. Understanding where your clients are coming from and understanding their challenges in dealing with a topic, can work wonders for building that relationship.

The best investment you can make in your business and your future is to spend time and build relationships that go deep. Take time to get to know people. People are the lowest common denominator in our businesses. People make, buy, deliver, sell and consume our products and services. Yet, in our current digital age, we will sacrifice relationships by depending solely on email or text to communicate.

Understand Needs

'It is in conversation that you discover people’s wants, needs, fears, suspicions, problems and perspective. Conversation takes a commitment of time and it is not a one-time event.

Make it a priority to develop deeper relationships with people. It will pay huge dividends in the quality of the relationships and the opportunities to help and serve one another. Focus on the other person and learning about them. Find ways to help them and they will find ways to help you.

Building strong relationships requires a commitment of time and effort. In my world, nothing happens unless it is on the calendar. Commit it to the calendar and then intentionally focus on relationship building.’ (Source: Forbes)

In the past few months I have met a good amount of very interesting and inspiring entrepreneurs, each with great stories, most working hard to bring and drive impact into our world, into people`s lives and businesses. 

It was during an exchange with lovely Katherina G. of Impact Hub, that Flurin`s story came up, and once concepts such as "measuring relationships" were mentioned, I knew I had to go and find out more. 

I met Flurin Capaul over tea a few weeks ago, he is the CEO and Founder of Boonea, and helps firms to leverage their relationships, improving significantly their B2B outreach. 

Q. Flurin, can you tell us a bit about you and your work?

A. Hi Manuela, of course. I am a 39 year old Swiss software engineer turned entrepreneur. I discovered an interest and love for programming in my late teens and even kicked off my own open source projects early on. After the army I started my career in the IT department of a large Swiss bank and attended night school while working full-time. Over the years I worked in New York, Singapore and Switzerland and noticed how important relationships are professionally as the basis for collaboration.

Q. How did you go from witnessing the importance of solid relationships to making a business out of it?

A. I believed that relationships could be measured, scientifically. I pitched a small test project internally to my then employer, developing an algorithm, running tests and gathering results. I did not have a specific focus at the beginning, I wanted to have solid research to build business cases on. Soon I knew that if we wanted to develop our project to the next level, I had to leave the company and iterate the idea outside of a corporate environment. I have always deeply enjoyed to organize, collaborate and turn ideas efficiently into reality and now I am able to put all this to full use. 

Q. So what does Boonea do?

A. Boonea builds AI for B2B sales. Relationships are key in sales and our technology understands relationships automatically. With our network we can boost sales funnels and drive business development goals ahead faster. From detecting warm leads to automated relationship building advice to alerting weak key account coverage. 

Q. Who are your clients?

A. Our clients are companies with at least 500 employees and a B2B business division. We measure relationships based on the communication data of the firm. Communicating is investing into relationships. Boonea has an approach to model the firm`s complete network. 

Q. What inspires you?

A. My biggest inspiration is Roger Schawinski, a Swiss media pioneer. He has an incredible can-do attitude, inspires confidence and has a strong bubbly personality. He likes to quote Jimmy Cliff “You can get it if you really want, but you must try and try”. This sums up running start up scenarios pretty accurately. 

Q. How do you get things done?

A. (Smiles) What helps me to get things done is a burn rate that depletes our liquidity... But more seriously - at the core lies the knowledge that we are on the absolute right track. Research as well as businesses confirm our belief: relationships are key in business development. Our approach of using artificial intelligence to help sales and business development teams focus on what they do best - developing relationships - puts a focus on collaboration.

Q. What drives you?

A. At a personal level my goal is to build a strong business, where every employee, customer and partner truly understands how real and genuine collaboration benefits everyone. 

Q. Any advice for our readers?

A. My personal mantra is that if the going get’s tough, we must keep our head up and persevere. Any tough situation will eventually blow over, you just don’t know when. This might not be very helpful in the moment, but the strong belief that there is light at the end of the tunnel always helps. Focusing on the bigger picture always helps - in life and business. 

Q. What would you practically change if you could to improve productivity?

A. If I’d have to reduce it to a single thing - don’t answer all your emails.  Not everything needs immediate attention, there is much more value in staying focused on a few key activities without letting disrupting notifications distract you. 

M.

(info@smartbizhub.com)