Avivah Wittenberg-Cox, Founder and Honorary President of the European Professional Women’s Network, will present and discuss together with a panel her book “Rivoluzione Womenomics – Perché le donne sono il motore dell’economia”. The event will take place monday, March 8th at Il Sole 24ore starting at 18.

If you want to know more about the event click here.

It’s with pleasure that we share the information below on EuropeanPWN Oslo member, Magali Rouyer Johnsen who is the recipient of an IE EPWN Scholarship (read the post).   She will receive 20.000 Euros toward her academic program at IE Business School.  

On behalf of the EuropeanPWN Federation we congratulate Magali! President Council EuropeanPWN

Magali writes to all Presidents

“Thank you so much for all your congratulations. I am awed to be part of such a wonderful organisation and would like to thank you all at EuropeanPWN!  Special thanks go to Jennifer who has been giving me her unconditional support since July 2009 and to Marijo who has brilliantly negotiated this great scholarship!  I will be using the week-end and the next few days to plan for this incredible opportunity! Warm and excited greetings from Oslo!”   Magali

The Presidents and leaders of the 17 City European Professional Women’s Network (EuropeanPWN) elected a new Board on Jan 22, 2010. The two day General Meeting was hosted in Barcelona, part of the federation since 2008. In addition to formal elections, the leaders exchanged ideas and insights on EuropeanPWN’s evolving vision, strategy and priorities for 2010 and beyond in response to significant growth in the number of networks, activities and strategic partners across Europe.

If you want to read more click here.

As part of the IE Foundation’s dedication to supporting professional women throughout their career development process, the Foundation has partnered with the European Professional Women’s Network (EuropeanPWN) to bring top women from across Europe to Madrid for advanced studies in management. The collaboration includes various joint initiatives, including a scholarship program which will see 2 or more EuropeanPWN members receive scholarships worth a combined total of 50.000€.

To qualify you must have been an active EuropeanPWN member for at least 2 years, reside in a country where the EuropeanPWN has local representation, and have definitive admissions to an IE master program.

For more information about EuropeanPWN Scholarship is available at this link.

If you have missed the first part, check the post

1. In your opinion, what are the most important considerations in deciding whether to accept an offered position?

First of all, investigate the company: what do the financial results look like, what is their strategic position in the current environment and do they have an appealing strategy for the next 5 years? Use your informal network to get the story behind the numbers; what do people not tell you about this company? Who are the other board members and what do you know about their reputation? Would they be interesting additions to your network and how could you be of service to them?

Be prepared to say no if the outcome of your first investigation is negative. Especially with a first board position be careful to say ‘yes’ too quickly.

Secondly, match your skills and experience with what is required on the board. You don’t have to have had ample experience in the same line of business but you need to be able to relate to the company and its activities. For instance, if you don’t like computers and ‘geeks’, don’t consider accepting a board position on a company that works in IT or is very IT-driven.

Be realistic about what you can bring to the table and develop at least three key points to convince others that you are the best candidate. This could be your experience in working in Asia, if the company wants to expand into that region; or your expertise on joint venture contracts, if the company’s preferred way of working is through joint ventures. So find your strong points and added value and be able to communicate them. Do not focus on your weak points. Women have a tendency to first think which part of the required skills we do not fulfil, before making the leap. Feel confident that the fact that you are being asked for this position already indicates that your image is the right one.

Thirdly, decide if this particular position will help you reach your ambition for the next 5 – 10 years. If you really want to be in a different area or sector than this company’s offer, think again and try to build a business case for yourself why this choice would be the right one now. Assess what it might ‘cost’ you. If for instance it would mean moving to a different city or country or working extra long hours, make sure you know beforehand what the sacrifices will be and if you and your family are prepared to make them.

1. Have you ever thought “If it weren’t for my presence in this board as a woman…” and for what reason?

Difficult question because, of course, not all women are the same, nor are all men, so I can only speak from my personal experiences. Once I put the not-so-female-friendly conduct of one of the managers on the agenda; I am sure that the topic would not have been discussed if it weren’t for me. From the many stories women on boards have told me and my own experience I do believe that women add an extra dimension to the board. We are often not afraid to ask questions if we do not understand an issue; we ask questions in an open and non-judgmental manner, so that the answers will be the same, open and straightforward. Men observe a difference too; they have told me many times that there is less grandstanding when there is a woman on the board. I have experienced that women bring a different viewpoint and create a different atmosphere in the board – both factors are very important for decision-making processes of the highest quality.

1. Career planning – what 3 pieces of advice would you give a woman in her 20’s whose goal was a board position within 15 years? What is absolutely vital to include in your careerpath with that objective (skills, experience, proficiencies, do’s and don’ts)

Absolutely vital is to make the right choices for jobs from the start of your career. If you want to become a generalist, so a general manager or CEO, line management experience and often expatriate experience are crucial in most large companies, so you will have to plan for them. Another important choice is the choice of your partner; I am not kidding: the most important choice women will make in their 20’s has to do with this. Look behind the rosy clouds to see if your partner will become a partner in your career too, or if you would go for dual careers, or if you are expected to fulfil a more traditional role in the relationship. A good indicator is to observe the rules in the family your partner comes from; that will tell you a lot. After all, if you want to be one of the women who have it all (a loving partner, children and a career), tough decisions need to be made at the kitchen table. Third piece of advice is about education; go for the best education you can possibly get and continue to learn throughout your whole career. Learning new skills and expanding your horizons is key to maintaining an open mind and positive energy to contribute to the cause you have chosen for your life. Last, but not least, get mentors who will guide you and inspire you along the way. You never can have too many mentors really, so try to find them from different backgrounds, organisations and phases in life. A women’s network, like European Professional Women’s Network (www.europeanpwn.net) is ideal for finding some of them, so join and become active. Mentors have always enriched my life, both professionally and personally, and have given me crucial pieces of advice in every stage of my career. I could not have done it without them.

Mirella is an international manager and founder of the Netherlands-based Centre for Inclusive Leadership. She frequently speaks at universities and events across Europe and Asia on the topics of “Women and Leadership” and “Leadership in Asia”.

 Her previous work experience includes several international senior executive positions at ING and KPMG, including regional director of ING in Hong Kong, responsible for South-East Asia.  She currently holds on positions on various advisory and supervisory boards and co-authored the book “Women on Boards – Moving Mountains” in December 2007.

In 2007 she was nominated as ‘European of the Year’ as one of the 50 most influential Europeans by the Economist for her work in promoting women’s leadership issues in the Netherlands and Europe. 

1. How long have you been a member of a board of directors (or how long were you a member), on how many boards do you sit and what are typical board member duties (responsibilities, roles, activities)?

Currently I am serving on a Board of Directors as Supervisory Board member. In the Netherlands we use the two tier system; the Executive Board and the Supervisory Board are two different entities, with different tasks and responsibilities. Supervisory board members are not managers and are not involved in the daily operations, like the executive board. In the one tier system (UK) both groups of directors serve on one board. You could compare the supervisory board member with the non-executive director on a one tier board.

I was appointed by the shareholders of the company in 2006 and have been on the board for over three years now. The company, Royal Swets & Zeitlinger, is a leading information services provider with an annual turnover of almost € 1 billion operating in over 20 countries. The Supervisory board has 4 members and is chaired by the chairman. The executive board is chaired by the CEO; CEO and Chairman are different people, unlike in the one tier system where they can be the same person. 

The duties of a supervisory board member are laid down in legislation and consist of two main tasks: monitoring and controlling the overall operations of the organisation, and providing advice and guidance to management. So on the one hand you need to check-check-check and on the other hand you are advisor; from time to time you experience a tension between those two roles.

Our supervisory board usually holds its meetings together with the executive board. Only on certain topics the supervisory board convenes separately.

In addition, I am member of an advisory board, which is less formal than a supervisory board and primarily advises the CEO on strategy, new business and operational matters. When I was working at ING Group I was member of the management board for South-East Asia and served as non-executive director on behalf of ING in several of the joint ventures. 

1. What skills, experience and proficiencies do you consider key traits of an effective board member?

A crucial piece of character you need to have is professionalism, determination and integrity. I sometimes say that the supervisory board is the ‘ultimate resource’ – if the management teams and executive board fail in their duty towards the stakeholders (shareholders, employees, clients and society as a whole) the supervisory board is the last resort. Professionalism and expertise in the supervisory board are crucial to safeguard all interests and the continuity of the company.

For me the most important experience to do my job is my own management experience. I believe that only when you have been CEO or leader of a smaller business unit can you relate to the issues facing the CEO of the company you are on the board of. Sometimes board members come from different areas or from outside the business, like university professors, lawyers, consultants, not-for-profit board members etc. Although it is excellent to have experts on certain topics on the board, without board members who really have been in the trenches like the CEO the board will miss vital information to take the right decisions. For a board to be effective, you need diversity in disciplines, experience and expertise – next to gender and culture of course!

Anna Zavaritt, the blogger of “La revolution en rose – Perché una rinuncia è una perdita. Per tutti”, a blog that focuses on women and career and what we could/should do to make things change, has interviewed Mirella Visser as President of EuropeanPWN on the impact of the recession on women and her view on quotas.

Read the interview “3 domande a…Mirella Visser” (interview in English)

All professional women welcome whether members or guests

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Wednesday, 20 May, 2009, 7-9.30 p.m.

Angie Katselianos, CEO of Platinum Performance International and PWA Member presents

“Successful Networking Strategies: Reaping What You Sow”

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Networking is more like farming than hunting. It’s about cultivating relationships with other business professionals: you start by planting seeds; you nurture them over time and reap the rewards after devoting time and energy. Just as you wouldn’t expect to harvest crop promptly after sowing, would you nurture the belief that attending a single networking event will produce immediate results?

Now you have the opportunity to learn the secrets to an abundant networking harvest.  Successful networking is a skill, and like any other, it can be learned and competently applied. In this interactive session, Angie will present skills and strategies for effective networking and offer you an immediate opportunity to experience its valuable benefits.  She will show you how to develop a plan to transform every networking event into personal success. 

Topics will include:

Who do I know?
What do I do?
How do I connect?
How do I keep the connection?
Network etiquette – Do’s & Don’ts

About Angie

Angie Katselianos is a widely-acclaimed consultant to growth- and success-oriented professionals in business and corporate environments.  She has dedicated the past 30 years to researching the secrets that unlock the human motivation, personal power, and effectiveness that lead to performance excellence and innovation.

Today, Head of Platinum Performance International, Angie assists clients in galvanizing human productivity to achieve breakthrough results in record time.  She has developed proprietary strategic tools for clients including Motivational DNA®, Platinum Performance Track®, and the Platinum Synergies Model^TM which enable individuals to unlock, mine, and harness their inner driving force and to transform potential into results. 

Her Milan-based firm has successfully competed against leading global firms to work with prestigious clients such as Hewlett-Packard, Electrolux, Travelport, Alitalia, Italian Ministry of Defence, Fiat and others around the world. Establishing and delivering measurable value and outcomes is a hallmark of her business.

Prior to venturing out on her own, she worked her way up the corporate ladder in the American and European marketplaces excelling in key roles for prestigious multinationals such as Price Waterhouse, British Airways, Johnson & Johnson, and The Thomas Cook Group.

Originally from New York, she has spent more than half her life living and working overseas, traveling to 50 countries and speaking three languages.

Cocktails 7-8 p.m. / Presentation 8-9.30 p.m.
Jolly Hotel Macchiavelli Via Lazzaretto 5, Milano (MM Porta Venezia, Repubblica, various trams)

Free for members – please register at www.EuropeanPWN.net - €20 for guests, payable by cash at the event

For guest reservations, or additional information, please contact speakers@pwa-milan.org

By Kristina Tool, PWA Speaker Director

Mirella Visser, founder of the Netherlands-based Centre for Inclusive Leadership, board room advisor, former senior executive for ING and KPMG, and president of the European Professional  Women’s Network, presented Women in Leadership – From Crisis, Opportunity to a group of members and guests on April 22, 2009.

Mirella’s presentation shared insights she has gained as president of EPWN and as a female who left her gender-balanced university studies to enter a career in male-dominated multinational corporations.

The higher she climbed in her career, the more she noticed the absence of women and began to wonder what the problem was. She realized that while women work at least as hard as their male counterparts do, they had different views than men on how to advance their careers, as well as the benefits that higher level positions could provide. She noted that hard work alone does not allow you to rise to the top and that more strategic behaviour is required. 

Mirella acknowledged the challenges to women advancing to higher levels in general, and in particular during the current economic crisis. Women are losing jobs at twice the rate of men, as female workers often tend to be employed in departments which are considered non-essential and therefore more susceptible to layoffs. In addition, the pay gap between the sexes is growing.

The situation is far from hopeless, though, and opportunities remain for those who can adapt to the changing work environment. While evidence demonstrates that smart companies benefit from women in leadership roles, women need to do more to put themselves in line for these positions.

Understanding some of the differences in how men and women work may help us to advance. Women tend to be more introspective and self-reflective and may blame themselves first for problems, yet not take credit first for successes.  Modifying this behaviour to take more credit for your contributions will help in job security and advancement.

Mirella left the group with some strategies women can use to advance their careers including:

• Connect yourself to decision makers
• Become part of internal networks
• Prepare yourself for new professional options
• Make sure that your professional image is visible and portrays your skills and accomplishments (check LinkedIn, Google, etc).
• Voice your ambition
• Become invaluable, but be careful with what information you share
• Communicate your contributions and take credit
• Assess transferability of your skills
• Challenge limits
• Support other women

She reminded us that we can all reap the benefits from changing our career advancement strategies from working harder to working smarter.

All professional women welcome whether members or guests

Wednesday, 22 April, 2009, 7-9.30 p.m.

Mirella Visser, President of European Professional Women’s Network and CEO and founder of the Centre for Inclusive Leadership presents

“Women in Leadership – From Crisis, Opportunity” 

 The evening’s discussion topics will include:

• Economic necessities of inclusive leadership.
• Impact of the crisis on women in the workforce.
• How to position yourself to maximize the impact of the crisis in a positive way.
• How to create and seize new opportunities.
• Strategic plan to prepare for your next career step.

“Many companies are unaware of the economic potential hidden away in their workforce. Underutilization of female talent and undesired losses are key issues in talent development these days.”   – Mirella Visser

Please join us to hear this dynamic speaker provide key insights and interact with the group on how we can make the most of the opportunities available to us now and in the future.

About Mirella Visser

Mirella is an international manager and founder of the Netherlands-based Centre for Inclusive Leadership. She frequently speaks at universities and events across Europe and Asia on the topics of “Women and Leadership” and “Leadership in Asia”. 

Her previous work experience includes several international senior executive positions at ING and KPMG, including regional director of ING in Hong Kong, responsible for South-East Asia.  She currently holds on positions on various advisory and supervisory boards and co-authored the book “Women on Boards – Moving Mountains” in December 2007.

In 2007 she was nominated as ‘European of the Year’ as one of the 50 most influential Europeans by the Economist for her work in promoting women’s leadership issues in the Netherlands and Europe.
Cocktails 7-8 p.m. / Presentation 8-9.30 p.m.
NH Hotel Macchiavelli Via Lazzaretto 5, Milano (MM Porta Venezia, Repubblica, various trams)

Free for members, €20 for guests, payable by cash at the event

For guest reservations, or additional information, please contact speakers@pwa-milan.org