Women Leadership in the Greater Region

by Clara Moraru October 2010

Editions Dialogue

women-leaders.eu

© Éditions Dialogue - Group Moraru sàrl6, rue Marguerite de BrabantL-1254 LuxembourgTel: +352 26 47 85 03, Fax: +352 26 47 85 04info@women-leaders.euwww.women-leaders.eu

This edition first published October 20101500 copies

© 2010 Daniela Lacramioara Moraru

Daniela Lacramioara Moraru asserts the moral right to be identified as the author of this work.

ISBN: 978-2-87996-576-5

Lay out - Imprimerie LorgéPrinted and bound in Belgium by Lorgé ImprimeurAvenue de l’Europe,1 - 6790 Aubange www.lorge.eu

Photo credits : Irène Heinen © Yves Kortum, Marita Ruiter © Turhan Bey, Fabienne Scheuer © Guy Dejeneffe, Francoise Thoma © Flavie HengenAniela Bettel, Marie-Hélène Ehrke, Rose-Marie Ernstberger, Sylvie Lanari, Gélua Naveh, Sonia Pinternagel, Camelia Toader © Clara Moraru

© All rights reserved Éditions Dialogue - Group Moraru sàrl

No part of this publication may be reproduced, stored din a retrieval system, or transmitted, in any form and by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the publishers.

Contents

Introduction 7

What leads to success? 11

Succes stories to be inspired by 31Women entrepreneurs 33

Women diplomats 55

Women in corporations 61

Women leaders in non profit organisations 71

Who’s Who of women leaders in the Greater Region 81

Networking in Luxembourg and the Greater Region 99

7

In our fast-moving globalised world, people strive to emulate successful individuals and organisations with a view to replicating best practices and applying others’ rules for success. Countless books and research articles have already been published on the subject of leadership development. So why the need for another book? Simply because there are very few articles, not to mention books, about women’s specific leadership issues – such as mental barriers, prejudices towards the role of women in society, opposition or resistance to female leadership styles, unequal access opportunities to entry and mid-level positions, and of course the demands of family life. There are also no books available yet about the reality faced by many women in Luxembourg and the Greater Region who are looking for guidelines to help them better understand the different roles, requirements, challenges and satisfactions of leadership, while taking into account the obstacles women still face in positions of power and authority. There is a definite need to look at the successes of women from our region and to share

their stories with a wider audience. In doing so, I hope this book will encourage women in the Greater Region to connect with each other, advance their careers, balance their professional and family lives, and give leverage to the strengths and skill sets needed in order to be appointed to leadership positions.

Many universities and institutes have conducted research on the impact and influence that women have on profitability in business. In Britain, Cranfield University School of Management has a Centre for Developing Women Business Leaders that publishes an annual index known as the Female FTSE measuring the progress of women in the country’s top companies. They found that companies with women on the executive management team outperform their less diverse competitors1. In 2005, at the University of California Davis, the Graduate School of Management found that companies with women in top leadership

1 Alice H. Eagly and Linda L. Carli - Women and the Labyrinth of Leadership, Harvard Business Review, 2007

Introduction

Clara Moraru

8 9

Introduction

positions have “stronger relationships with customers and shareholders and a more diverse and profitable business” and concluded that “diversity of thought and experience in leadership is good business strategy.”2

However, despite the positive role women have in companies, they are not participating equally at all levels in the business hierarchy. In addition, attitudes regarding the role of women from women’s own perspectives still need to go through a step change. For example, whilst researching for this book I encountered resistance from successful women leaders who believed they hadn’t done anything special to deserve a feature in this book, or alternatively preferred to be modest and remain in the shadows – attitudes stemming, perhaps, from a lack of self-confidence and a need for validation and reassurance.

The glass ceiling metaphor introduced in 1986 by the Wall Street Journal’s journalists, Carol Hymowitz and Timothy Schellhardt, has since been replaced by a more viable and robust metaphor: the labyrinth, introducing the idea of a complex journey towards an attainable goal worth striving for, with routes full of twists and turns, both unexpected and expected.3 So if you are dreaming about advancing your career, and being entrusted with a leadership position, be aware that there is no magical recipe for success.

Although there is no single profile of a leader, we are inclined toward a general concept of a leader as a heroic and powerful man. Consequently, we follow the wrong assumption that there is only one type of leader. In reality, leaders come in all kinds of packages – just as people have very different approaches to leadership and leaders’ essential attributes, traits and qualities. This is why, in this book on leadership, I wish to highlight the different possible “packages” and, to illustrate this point, I have chosen various types of

2 “UC Davis Study of California Women Business Leaders” – Nicole Woolsey Biggert et al., UC David Graduate School of Management, 2005

3 Women and the Labyrinth of Leadership, Alice H. Eagly and Linda L. Carli, Harvard Business Review

A fourth category is dedicated to women leaders in non profit organisations whose contribution is essential to motivating and leading volunteers, and whose actions influence our communities, societies and lives, even if we perhaps see this less than in the other categories.

Having incorporated the experience and visions of more than 100 women from Luxembourg and the Greater Region, this book aims to bring you a cross-section of women leaders’ stories with their challenges, satisfactions, and keys for success, in the hope that this might give you extra motivation and inspiration for your own personal leadership journey. If they made it, you can make it!

However, it’s worth remembering that you should never copy and paste someone else’s leadership journey, however tempting that might be, but instead find your own way to authentic leadership. This is why the book starts with different definitions of a woman leader given by people interviewed over the last two years, and then proposes a list of 30 areas to focus on in order to advance towards leadership and become an authentic and successful woman leader. It also explains the nine different roles a leader is expected to perform when leading, and incorporates advice from men in leadership positions, as well as some recommendations and inspirational quotes from well-known leaders, entrepreneurs and researchers. The third part brings you a Who’s Who of women in leadership positions from the Greater Region, and the fourth is dedicated to a short guide of networking platforms and associations in the Greater Region.

I hope that you find the book valuable, in particular the advice gathered from women who are doers and achievers, thinkers and innovators, leaders and problem-solvers. Women still need to become the full partners and equals of men in companies and in families, as well as in communities, governments and in the wider world. You can make a difference by taking control of your career and pursuing your

leaders. The selection of these profiles was not done scientifically or by following a certain agenda, and the result is a subjective approach to leadership. The reader is, of course, free to agree or disagree with this selection and viewpoint.

The exploration of leadership examples and role models begins with women entrepreneurs, who represent the highest percentage of the leaders portrayed in the book. The reason is that entrepreneurs generally embody key leadership qualities such as persistence and determination to get their small and medium enterprises up and running. Their motivation to succeed is never related to pure profit, so they also prove a different point: leadership is not about making money (even though money often comes as a result of effective leadership), but about passion. This is a concept unsurprisingly frequent among entrepreneurs, and often is true for all the categories of leaders I have chosen to present, and also for the representatives of those categories featured in this book. Indeed, leaders are those passionate people not always asking “what’s in it for me?” but rather those driven by higher purposes, who use their passion to motivate and enthuse others, who strongly believe in what they strive to achieve, and who never give up.

The second category of leaders explored are women diplomats who represent their governments and their fellow citizens at the highest level. They deserve a special mention as each one of us, man or woman, is inevitably affected by governments’ decisions – and there is, of course, a complex, interlinked relationship between business and politics.

The third category is leading women in corporations. The tasks they face are highly challenging. Their decisions affect a great many people, and by running businesses they are also entrepreneurial, dealing with most of the entrepreneurs’ challenges, although often on a much larger scale.

dreams with passion and determination. I have put a lot of love into researching and writing this book, and appreciated every minute of the experience. I hope you enjoy it!

Acknowledgments

I would like to thank my family for their love, support and understanding during the research and writing of this book; without them, I couldn’t have done it. This book wouldn’t have been possible without my team’s efforts so I extend my gratitude and thanks to my team members, especially Peter Millard and Neil Cocker, my editing and proof-reading angels, as well as Annick Maurer from Entreprendre en Lorraine - Salon à l’Envers and Bénédicte Philippart de Foy from F.A.R. who assisted me with the selection of the French, respectively Belgium leading women. Big thanks also to my fantastic friends and first readers who encouraged me and gave me their insight and recommendations, and to my mentors and close advisors over the years, Constantin Oprean, Georges Calteux, Fouad Rathle, Edmond Israel, Monica Jonsson and Nicolas Ries. They showed me how to improve myself, and helped me get to know myself better and fulfil more of my potential. Without them and their ‘know-how’ transfer, support and confidence, I wouldn’t be the person I am today. Thank you for being the models of vision, purpose, and passion that the world so desperately needs. Special thanks also go to the sponsors who believed in this project and agreed to support it: Assist Relocation Services, Caroline Biss, IB-C and Languages.lu. They are not just sponsors, but partners committed to excellence and making a difference.

10 11

Most of you reading this book are presumably contemplating the possibility of becoming a leader or advancing further into a leadership role.

While there have been numerous definitions of what a leader is, and especially how a woman leader should ideally act and behave, I would like to share with you some of the visions shared by women who hold leadership positions in Luxembourg and/or the Greater Region.

Léa Linster, the only woman to have received the highest cooking award “Bocuse d’Or”, believes that a woman leader is “A woman who assumes her responsibilities, has compassion for others and looks for excellence in whatever she does. She loves people, respects them, and understands how to find a balance between professional and family life.”

“A leader should take and lead initiatives and dare to act, without fear of the consequences”, says Martine

Reichers, general director of the Publications Office of the European Union. She also believes that a network of friends and acquaintances is essential and, in order to build and keep it, you have leave the office to see and understand what is happening outside the company. She recognises that this was one of her keys to success, along with having a partner who shares her choices and is an essential element of her life balance. Martine recommends strongly that you ask yourself if you are ready to become a leader - bearing in mind all the sacrifices that this decision could impose on you - and not forget that it is important to stay true to who you are and be authentic.

For Françoise Thoma, one of the few women members of the Executive Committee of a major bank in Luxembourg (namely BCEE) a leader is “a person ready to take on responsibility for the whole, able to develop visions while keeping their feet firmly rooted in reality, and being truly interested in the individuals around them; a shield for the people you are responsible for

What leads to success?

30 areas to focus on in order to advance towards leadership and truly become a woman leader

12 13

and for the business you are supposed to run; an arrow speeding towards the future and progress in every sense; a manager of change.”

Valérie Piastrelli, COO of PricewaterhouseCoopers Luxembourg, believes that the essential qualities of a leader, whether man or woman, are to be able to surround yourself with collaborators who are complementary to yourself, and to trust them fully and delegate effectively. It’s also vital to stay connected to reality and push for changes which will work in favour of a long sustainable life for your company, and earn respect for the decisions you make. Be courageous and know how to motivate and inspire your stakeholders. Know how to develop your visions for the future – don’t just focus on the short-term (especially in a crisis). In addition, Valérie recommends developing and maintaining your networks, meeting different people and creating new contacts.

For Nadine Bogelmann, associate at the legal firm “Molitor Legal”, a women leader is defined as someone who is a role model in her area of expertise – someone who guides, inspires and supports others, especially women, to pursue and accomplish their goals and dreams - but also someone who demonstrates that a work-life balance is really important. A leader should inspire trust and be able to influence others to follow their personal vision, which they in turn are able to communicate in a clear and meaningful way. For Nadine, leadership is someone’s ability to stand at a distance and clearly evaluate the situation before making an informed decision, and also to win people’s commitment and inspire them to give their best towards accomplishing a common goal.

“A woman leader must remain a woman, and not try to be a man because she thinks she will be more accepted by her male colleagues. Taking on male qualities with the objective of being perceived as “one of the boys” is not a healthy recipe for a successful career”, says Monica Jonsson, founder of CoachDynamix Luxembourg. “As women, we need to be confident, proud and remind ourselves that we contribute many valuable attributes that are complementary to those of men. By working together we can create significant synergies based on the principles of win/win. In my experience, the most effective teams with the best working atmosphere are those with a good balance between men and women. This is a recipe for real success!”

A leader is, in Miriam Mascherin’s opinion, someone with a long-term vision and a special charisma that inspires people to follow them. Miriam is co-founder of Elite Advisers, an investment firm based in Luxembourg. She finds that being a successful woman is not easy, especially in the financial sector. Miriam aims to show through her work that women have

- Bargaining with other units in the organisation for the use of staff, facilities, equipment, or other forms of support,

- Bargaining with suppliers and vendors for services, schedules, and delivery times.

•Coach of team members, including three key behaviours:- Informally recognising team members’

achievements,- Providing team members with feedback

concerning ineffective performance,- Ensuring that team members are informed of

ways to improve their performance.

•Team builder: Effectively building a team, facilitating cooperation between team members and involving everyone as appropriate. In terms of concrete behaviour it includes:- Ensuring that team members are valued and

recognised for their accomplishments- Initiating activities that contribute to group

morale such as organising social events and sponsoring sports teams, empowering people, building relationships based on trust and mutual respect, creating a positive working environment in which people feel happy

- Holding periodical staff meetings to encourage team members to talk about their accomplishments, problems and concerns.

•Team player: Related to the team builder role, including three main behaviours- Lead by example: do what you say, model

appropriate professional conduct, set an example for your team

- Cooperate with other units in the organisation, allow people to express their views and opinions and get involved with the decision-making process, create a positive environment for work which values everyone and provides feedback,

- Display loyalty to superiors by supporting their plans and decisions fully.

•Technical problem solver: Serving as a technical expert or advisor, and also performing contributor tasks on a regular basis, such as making sales calls or repairing machinery.

•Entrepreneur: Although not self-employed, leaders of large organisations have three entrepreneurial leadership activities:- Reading trade publications and professional

journals to keep up with what is happening in the industry and profession

- Talking with customers or leaders in similar organisations to stay aware of changing needs and requirements

- Proactively following up opportunities outside the workplace that could help improve the organisation’s performance, such as visiting

complementary qualities to men’s and that working together in mutual respect makes them stronger.

Marian Miguelez is owner and managing director of a wellness centre in Capellen, Luxembourg. Marian has her own definition of a woman leader: “Someone who is dedicated body and soul to the job she has chosen to do”. She insists that the notion of choice is essential to success, and urges the leaders of tomorrow to overcome the obstacles that the most unexpected people will put before your projects, ideas and visions. And, most importantly, “Never doubt your abilities!”

As we can see from this advice, a common thread in defining leadership roles is that the leader acts as a role model, and inspires and influences others. An analysis in the Harvard Business Review concluded that the most basic role for corporate leaders is “To release the human spirit that makes initiative, creativity, and entrepreneurship possible.”4 In addition, all these definitions include elements of what experts call “transformational” leadership, which is usually attributed to women as they are more likely than men to focus on encouraging and empowering employees, which they do by getting staff involved in the decision-making process, and generally by caring about their opinions and feelings. In addition, when decisions need to be made under pressure, there is also determination and an aptitude for action.

Researchers such as Henry Mintzberg, Kenneth Graham, Jr., William M. Mihal and others identified nine roles that are part of a leader’s job and function.5 A comprehensive summary of leadership roles is provided by Andrew J. Dubrin6. Dubrin highlights the following leadership roles:

• Figurehead: Leaders spend some part of their time engaging in ceremonial activities, or acting as a figurehead.

•Spokesperson: In relationships with five groups of people - namely upper-level management, clients or customers, and other important outsiders such as labour unions, professional colleagues, and the general public.

•Negotiator: Researchers have identified three specific negotiating activities:- Bargaining with superiors for funds, facilities,

equipment, or other forms of support,

4 Christopher A. Bartlett and Sumantra Ghosal, Changing the Role of Top Man-agement beyond systems to people, HBR, May-June 1995, p. 132-133

5 Henry Mintzberg: The Nature of Managerial Work, New York: Harper & Row, 1973; Kenneth Graham, Jr., and William M. Mihal, The CMD Managerial Job Analysis Inventory, Rochester, N.Y.: Rochester Institute of Technology, Center for Management Development, 1987, p.2-6

6 Andrew J. Dubrin– Leadership, Houghton Mifflin Company, Boston, 2001, p. 10-14

other firms, attending professional meetings and trade shows, and participating in educational programmes.

•Strategicplanner including setting a direction for the organisation, helping the firm deal with external influences, and helping develop organisational policies.

Analysing the mystery of what leaders must do to succeed, Daniel Goleman considers the fact that if you ask any group of business people “What do effective leaders do?” you’ll hear a variety of answers such as: “They set strategy, they motivate, they create a mission, they build a culture” and so on. But when you ask them “What should leaders do to be successful?” you will likely hear one response: “The leader’s only job is to get results…”7

So if you are a prospective leader, you should now understand a little more about the roles you may be expected to fulfil in your organisation.

Can anybody become a leader? As I like to say: nothing is impossible! However, there is another important question to consider. Does everyone want to be a leader? I didn’t realise until recently that there are still women who do not see the satisfactions offered by a leadership position, but only the challenges. Many people, both men and women, simply don’t want to take on a leader’s role but prefer instead to thrive in an “expert” role. Recently I was discussing this project with several women and they explained that, for them, leadership roles mostly meant long hours in the office, problems balancing work with family life, the stress and fear of making the right decisions or unpopular decisions that influence the atmosphere of the organisation and the quality of people’s lives; solitude, isolation, organisational politics, and difficulties getting people involved and motivated. For those tempted by responsibilities and leadership position, there are two fantastic sources of satisfaction gained from being a leader. Firstly the ability to change things and make a difference in an organisation and society, and secondly by helping people to grow and reach their potential. Indeed, great leaders are not always asking themselves “What’s in it for me?” but rather think of the well-being of their colleagues and company before their own.

But what leads to success? “Leaders do not have to be great men and women by being intellectual geniuses or omniscient prophets to succeed. But they do need to have the “right stuff” and this “stuff” is not equally present in all people.”8 It’s this “stuff” that we read about in the thousands of books and articles written on the topic of leadership, and which we need to

7 Daniel Goleman - Leadership that gets results, Harvard Business Review

8 Shelley A. Kirkpatrick & Edwin A. Locke - Leadership: Do Traits Matter?, The Academy of Management Executive, May 1991, p.59

14 15

explore further to find the personal recipe that fits our own leadership personality.

Numerous women I have interviewed mentioned the challenge of succeeding at work as well as in their private life, and for that reason it makes sense to share some aspects of Dr. Stewart D. Friedman’s Total Leadership Programme that he teaches at the Wharton Business School. His concept refers to the performance of a leader in all four of life’s domains: work, home, community and self (mind, body and spirit) achieving “four-way wins”, not trading one for another, but finding mutual value among them. “Total because it’s about the whole person and Leadership because it’s about creating sustainable change to benefit not just you but the most important people around you”, says. Dr. Friedman.9 The Total Leadership concept rests on three principles: Be Real, which means you should act with authenticity by clarifying what’s important for you and for the people who matter most to you (these people he calls the “key stakeholders” as they are in all four domains of your life); Be Whole, which means acting with integrity by respecting the whole person; and Be Innovative, which means acting with creativity by experimenting with how things get done.

The universal theory of leadership states that certain leadership traits are universally important. One must possess leadership qualities and talents such as interpersonal, strategic, and analytical skills; an aptitude for effective decision-making, courage, determination, strength, and belief in your skills and capabilities. Hard work, team building and an ability to develop long-term strategies by communicating your vision, as along with motivation, knowledge, and persistence will also increase the probability that you can become an effective leader. However, what is true in one case is not true in another, because of the huge diversity of leadership situations. The type of organisation in which the leadership role is assumed as well as the leadership style of the leader will highly influence his or her effectiveness.

Which traits are more important than others in becoming and being a leader? The women I interviewed placed different levels of importance on different capabilities and qualities.

For example, Doris de Paoli, who co-founded Finadvice Luxembourg, believes, after more than 30 years in the financial sector, that the essential quality of a woman leader is a great willingness. She also has to be courageous and open minded. For Doris, the balance between professional and family life is negotiable, however she points out that careers cannot be built by working part-time. A boss needs to be there when key decisions are made. Everything depends on good

9 Dr. Stewart D. Friedman - Be a Better Leader, Have a Richer Life, Harvard Business Review

Chooseyourownuniqueroadthroughlifeandmakeadifferencetotheworld.

Try to become not a man of success but rather to become a man of value. (Albert Einstein)

The first advice from all the women I have interviewed is to focus on finding out how you can make a difference in your life, your company, and your family and friends’ lives, instead of just chasing one or another position within your organisation. Commit yourself to living a life that makes a real contribution - a meaningful life. Be ready to make choices, and take ownership of your choices and desires, because whether or not you succeed in your career and in your life depends on you.

Take for instance, Monica Jonsson, who decided in 2002 to leave behind a very successful twenty-year corporate career working in Sweden, Hong Kong and Luxembourg. She chose instead to be a pioneer and create the first coaching company in Luxembourg, CoachDynamix. Why? Because she wanted to make a real difference on a human level, and not only chase after quarterly revenue targets. Nowadays, she feels blessed to have a profession that she really loves doing and that gives her a sense of purpose, joy and fulfilment. This is also what Stephen R. Covey recommends when he talks about two possible roads in life: one to mediocrity and one to greatness and meaning, pointing out that each and every one of us can choose which road in life to take: starting by choosing between having a good day or having a great one.10

Findwhatmakesyouhappy

The importance of introspection. Analyse what you want, what your ambitions are and what makes you happy. “Happiness is found through who we are and not by what we do or what we have.” Therefore, it is important as a woman to explore who you are and what you feel passionate about, which in turn will allow you to find out what makes you happy. Many women admit that they spend the majority of their lives trying to make those around them happy: children, parents, partners, colleagues, and so on. However, ensuring the happiness of those around you is also linked to your own happiness. Therefore you need to make yourself happy first, and put yourself first in life without being constrained by feelings of guilt. Some women dream about high responsibility jobs, making a lot of money, having power and prestige, being respected and having opportunities to control budgets and resources, as well as helping others grow. Other women dream about more free

10 Stephen R. Covey - The 8th Habit. From Effectiveness to Greatness, Free Press, New York, 2004

organisation and time management, as well as in sharing the daily household tasks with your partner.

Michèle Detaille, director of No-Nail Boxes emphasises that “The first quality of a leader is certainly to know how to make decisions but a good leader should also be able to motivate their team, to give their best at all times, and know how and when to delegate, which also means trusting the people they delegate to. Regarding leadership as a woman, I believe that women are more pragmatic and less attached to symbols of power than men; they essentially wish to act. Personally, I generally search for consensus in my company. Is this feminine or political?”

For Monica Jonsson, the difference between those who succeed and those who don’t is the willingness to see setbacks as experiences and learn from them. “If what we are doing is not working, we need to step back and understand that we may need to do something different in order to get the results we want.” Her advice to women with leadership potential is to embrace and be proud of their feminine qualities, and also to become kinder and better at supporting each other in a business context. She encourages women to develop a sense of sisterhood “Where we can naturally help, support, coach and mentor each other to succeed. Once we start to progress in our careers we need to be generous and share our experiences.”

None of the women presented in this book (or in the first edition, Leadership féminin au Grand-Duché Luxembourg) are “Superwomen”, but they have all succeeded in their professional lives. They attained their career objectives in an impressive fashion, or they managed to build their own companies in a tough and unforgiving business climate. Their stories are hugely inspiring and deserve to reach a wider audience. I would have loved to include more of the wisdom and insight that each woman shared with me, but the book would have been ten times bigger and very difficult to pick up! So instead, I have distilled the advice of each of these brilliant women into 30 areas and attributes associated with leadership. Each piece of advice is worthy of your attention if you wish to enhance your visibility and be appointed to leadership positions, but some will resonate more with you and other less. While writing this section I thought specifically about our challenges as women, our needs and leadership experiences, all the time taking into account the stories that I had heard during these last couple of years. I believe that most (if not all) of this advice applies to men too. Following these recommendations should help you become a better employee and may also help to get you promoted.

time for themselves and/or their families and are ready to sacrifice opportunities for advancement or trade them in the short-term. An old Romanian proverb puts it in a very simple way: “Think twice of what you ask God for. He might give it to you…”

Indeed, understanding and accepting yourself will help you plan your future the way you want and help you feel happier with your choices. When Dr. Friedman teaches his Total Leadership concept he recommends that you start by thinking and writing about your core values, your leadership vision, and the current alignment of your actions and values. He suggests that you talk to peer coaches to get the whole picture about who you truly are. “Why peer coaches? Because an outside perspective provides a sounding board for your ideas and your challenges. It gives you a fresh way to see the possibilities for innovation, and helps hold you accountable to your commitments.”

Findyourplace

To be effective in an organisation, your values must be compatible with the organisation’s values, and there should be an environment in which you feel you make a contribution; you are not just a number but you truly contribute to a higher purpose. Find your place in your company, be part of a team that trusts you, and have a manager who believes in you. It is important to work under and with people who have strong professional ethics and are not manipulative, e.g. blocking your career progress in order to take all the credit for themselves. If you find yourself in this position and you don’t feel comfortable in your team, department and/or organisation, don’t hesitate too long in searching for new opportunities, either internally or with other companies. I have talked to numerous women, especially in the financial sector who, despite their efforts in doing their jobs very well and having the necessary skills to be promoted, felt they were stuck in the same functions for years with no real chance of being promoted to leadership positions.

We do have choices in our lives and in our careers, but we also have to find the courage to make changes and be ready to take ownership of our decisions. “Control your destiny, or someone else will”, as Jack Welsh said – or as Edmond Israel likes to quote “I cannot predict the future, but I can create it.”

Lifelonglearning

“Nosce te ipsum” – This is something taught in school in Romania as part of our mandatory Latin courses, and translates simply as: know yourself. It is important for us holistically, and not just in our working lives.

16 17

This one statement encourages us to think about and identify our strengths and areas for improvement. Of course, as well as spending time capitalising on your strengths, don’t forget to spend some time focusing on improving your weaknesses. I try to teach this to my marketing students in Germany and used to also ask my interns to complete a SWOT analysis of themselves. This was usually not an easy exercise for most of them as they had difficulties seeing their strengths and areas for improvement.

Nobody is perfect, but if you manage to identify your strengths and use them in your personal development, you have many more chances to succeed in life than if you focus on your weaknesses – which cannot by their nature build performances and will only serve as excuses not to succeed. Indeed, “Your life only gets better when you get better.” (Brian Tracy), so work on improving your strengths as well as filling in the gaps in your knowledge by acquiring new skills. Leading people or organisations requires not only technical knowledge but also soft skills such as relationship building and effective communication.

If you find it difficult to identify or confirm your strengths and weaknesses, American psychologist and Harvard professor Will Schutz, suggests11 that you ask your friends and colleagues. You might be surprised to discover skills that you didn’t think of being leadership related, or to find out that what you thought of as being a weakness is actually considered a strength by people who know you. Additionally, pay close attention to how you use your strengths, because if overused they could potentially become weaknesses.

Knowing yourself also involves becoming aware of the way you perform best – are you a reader or a listener? How do you learn? Do you learn by writing? By talking? By doing? Do you make connections with people easily or do you let them approach you first? Do you work better alone or in a team? Do you work better as a subordinate or as a decision maker? Do you perform well under stress or do you need a highly structured and predictable environment? Do you work best in a big organisation or in a small one? These are all questions to be given detailed thought.

What is certain is that if you wish to become a leader, you will need to commit to lifelong learning! You need to follow conferences and seminars in your professional field, and attend personal development and networking events - even if you have to pay for it out of your own pocket. There is always something new to learn, and keeping your mind open to new knowledge will enable you to be more competitive. You also need to stay informed about what’s going on in the world – what events and new technologies might affect your company, the market place, and your customers’ behaviours - primarily because you

11 Will Schutz - The Human Element, 2006, InterEdition, France

as emotional, difficult to work with or for, and too aggressive. What one gender sees as a strength may be perceived by the other as a weakness, hence the need to “be yourself”.

There were recently some intriguing findings which contradict data reported in academic journals and the popular press. The International Women’s Forum Survey of Men and Women Leaders (commissioned to Judy B. Rosener) found that most men and women describe themselves as having an equal mix of traits that are considered “feminine” (being excitable, gentle, emotional, submissive, sentimental, understanding, compassionate, sensitive, dependent), “masculine” (dominant, aggressive, tough, assertive, autocratic, analytical, competitive, independent) and “gender-neutral” (adaptable, tactful, sincere, conscientious, reliable, predictable, systematic, efficient). However, a study of Fortune 1000 female executives by Catalyst found that 96% of them rated as critical, or fairly important, that they develop “a style with which male managers are comfortable.”12

This is important because there is no need to reject the feminine side anymore, but fully accept it and embrace it. The French feminist Simone de Beauvoir wrote in her book “The Second Sex” in 1949 that “One is not born, but rather one becomes a woman.” Her objective in writing the book was most likely to defend the feminine sex by claiming that men and women are born the same way and that our more masculine side was taken away from us by societal forces. However, we now know for sure, and have substantial research to prove the fact, that men and women are born neurologically different. Aside from gender-related strengths, many characteristics of leaders such as IQ and energy seem to come naturally when we are born, while we learn leadership skills (especially self-confidence), at home and at school, in the academic world and through sport. “And you learn other things at work through interactive experience, trying something, getting it wrong and learning from it, or getting it right and gaining the self-confidence to do it again, only better.”13 In addition, neurologists have shown how men operate using mostly the left side of their brain; the analytical sphere, while women are able to switch between both sides; analytical and emotional, more easily than men.

It is important to have the courage to be yourself, and to think outside the box, because the key to success often lies in the way you look at and deal with a certain situation. Following less travelled roads offers generally unsought possibilities and solutions. In order to leverage your strengths on your own personal journey to success, you will need to fight stereotypes about the leadership styles of women and men. Indeed, findings

12 Alice H. Eagly and Linda L. Carli - Women and the Labyrinth of Leadership, Harvard Business Review, 2007

13 Jack Welch – Winning, HarperCollins, New York, 2005

need to anticipate change. Therefore, you need to read magazines and professional journals and talk to people from other fields about the changes occurring in the market and in the world (yes, networking might actually help you improve yourself).

Authenticity

Live and act according to your values, preferences and needs. This is the route to a truly authentic life, compared with acting just to please others, or saying what you think or know that others would like to hear. Being authentic also implies being real and open in your relationships, and this is also true about the way you communicate. There are many people who we instinctively identify as “false”, mainly because they spend too much time acting and use too many words with little or no substance.

Try to find the management and leadership style which corresponds to your personality and your core values without trying to copy your superior or your mentor. Learning from them is usually extremely helpful, but try not to be someone else. Not only will you fail to convince other people (within the company and externally), but also your style will not be successful, efficient or sustainable if it doesn’t really reflect who you are. Authentic people are generally more balanced, secure and self-confident and tend to be trusted more because they are seen to care and listen. Being authentic also means sharing what you stand for, and accepting yourself the way you really are without putting on a mask to please your superiors.

When the issue of leadership styles is raised, men are more likely than women to describe themselves in ways some management experts refer to as “transactional” leadership i.e. job performance is viewed as a series of transactions with subordinates. So, when it comes to the style of leadership, many men recognise that their power is taken from their high position and formal authority in a traditional command-and-control style. Women are more likely than men to use transformational leadership: motivating others by transforming their self-interest into the goals of the organisation, Women, use power based around charisma, work record, and contacts (personal power) as opposed to the male approach centred on organisational position, title, and the ability to reward and punish (structural power), thus the differences between approaches to leadership are apparent. In the words of a female leader: “Throughout my career in business I have seen women practising a masculine leadership style that focuses on authority derived from their position, and relies on rewards and punishment in order for them to climb up the career ladder.” Instead of being admired for their adjustment to an alpha male environment, most of these women were perceived

show that there is a certain resistance to women’s leadership, mainly a set of “widely shared conscious and unconscious mental associations about women, men, and leaders. In the language of psychologists, the clash is between two sets of associations: communal and agentic. Women are associated with communal qualities… being especially affectionate, helpful, friendly, kind, and sympathetic, along with being viewed as interpersonally sensitive, gentle, and soft-spoken. By contrast, men are associated with agentic qualities, which convey assertion and control. These include being especially aggressive, ambitious, dominant, self-confident, forceful, self-reliant and individualistic.”14 This difference of perception will make people call dominant women “control freaks” while men would be called “passionate”. Being aware of these stereotypes does not take away the danger of misconception; therefore don’t be afraid of being yourself or of any obstacles to success, as they will make you stronger just as much as they will challenge you.

The conclusion is “Face it: You’re different. And the sooner you realise it, the sooner you embrace and leverage it, the more successful you’ll be. The same goes for your business!”15

Positiveattitude

One thing that seems to make the difference between those who succeed and those who don’t is attitude. Accumulating significant knowledge does not seem to be enough in order to succeed - lots of people have great credentials and skills and yet they still don’t seem to be able to move their lives forward in any real direction. No matter whom you are, your attitude is essential – it’s the difference that makes the difference.

We always need to improve our emotional well-being and cultivate our best state of mind. Peter James Meyers is a great American trainer who created the company “Stand and Deliver” and who is a teacher of High Performance Communication at different universities and organisations. I had the privilege to attend one of his inspiring workshops in 2009, where he advised us to believe in our best state of mind because “Beliefs control emotions and behaviours. In other words, the way you act depends on how you feel; how you feel depends on what you believe”. He stressed the fact that events have no meaning except what you decide to give them. Our attitude is a reflection of the thoughts we have. As individuals, we can choose how we think about and respond to the things that happen in our lives. The power of

14 Alice H. Eagly and Linda L. Carli - Women and the Labyrinth of Leadership, Harvard Business Review, 2007

15 Peter Bregman – Want to keep your job? Stop trying to fit in. Harvard Business Review OnPoint, Fall 2009

18 19

our thoughts is significant. Our thoughts create our emotions, our inner state, and our attitude. When you feel down, he advises closing your eyes and visualising the happiest moments you’ve ever experienced. Suck all that joy up and say to yourself “I know I can do it”. Then focus on remembering times when you have faced a challenge and managed to find the appropriate solution, and were proud of yourself for finding this solution. Connecting with these thoughts and feelings should improve your state of mind and encourage you to overcome the obstacles in front of you.

He also shared another tip that helps to positively influence your inner well-being. Every day, make a point of finding some quiet time where you can be by yourself and ask yourself these three questions:1. What are the things in my life that I am grateful for? (e.g. being healthy, living in a free country) 2. What are the achievements in my life that I am proud of? (e.g. having a university degree, having family or friends you can count on and who love you etc)3. What lies ahead that I am excited about? Focus fully on one question at a time and say the answers out loud to ensure that you remain focused and to stop your mind from wandering. Be exhaustive – include big and small things. Reminding ourselves regularly of all the reasons we have to feel happy and envisioning our future helps us feel good about ourselves, and directs our thoughts into positive and constructive thinking patterns which in turn are reflected in our attitude. It does work!

Selfconfidence

It matters not what a person is born with but who they choose to be. (J. K. Rowling).

Once you have identified that you wish to develop your professional career and are ready to assume a leadership position, and understand more about the potential target roles within your organisation, the next step is to believe in yourself and believe that it’s possible to get there. “The power of the mind is incredible and once you start believing, your mind will naturally find solutions to get you where you want to be.”16

As one of the rock group Metallica’s hit songs says “Trust yourself, no matter what they say!” Develop your confidence along with your skills. All great leaders say it in different ways: Believe in yourself, Have faith in yourself. Of course, it is important to be realistically self-confident as this contributes to positive behaviours such as assertiveness, confidence, and creativity, as opposed to being unrealistically

16 Jack Canfield – Getting from where you are to where you want to be, Harper Element, London, 2007

On Hillary Clinton’s desk at the State Department is a plaque inscribed with Winston Churchill’s famous admonition: NEVER, NEVER, NEVER GIVE UP. The US Secretary of State didn’t give up the competition with President Obama until the end. One press source said that “It’s that very attribute of not getting out, that resiliency, that doggedness that he saw — that’s what led President Obama to pick her. If she had left the race any earlier, she would probably not be Secretary of State.”

If you wish to succeed you really need to persist: persistence is the number one reason for our success. Persevere, especially when you come across difficult times. Remember, “Tough times never last, but tough people do.” Business literature says much in recent times about the need for failure in the pursuit of excellence. Therefore, get used to the idea that success also includes failure and self-doubt, and there is nothing wrong with this. You have to keep trying. Don’t limit yourself due to a fear of disappointment, and believe in an infinite number of possibilities.

Resiliencetostress

You need to develop a high tolerance for stress (short deadlines, pressure, frustration, deadlines etc). This is something not everybody reacts well to. Those who lose their tempers have less chance of being appointed to leadership positions. Some points to be aware of are: accept responsibility for mistakes rather than always finding excuses or blaming someone else. Give support to team members but also say no when under pressure. Stay calm and never lose your temper. Stand up for what you believe in rather than focusing on what you think your superiors want to hear. Celebrate success with your team members instead of taking all the credit for yourself. “Part of the process of maturing as a leader is learning to step back and think about what creates pressure for you, being self-aware in these situations, and disciplining your behaviour to ensure that you act in a manner consistent with your core values.”17

Vision

Vision is a critical skill for a rising leader. If you are in charge of a team, department and/or organisation (or wish to become such a leader) you need to be able to envision the ideal future of the team, organisation, and market place – or even dare to dream of a better version of it. A wise leader should not dream alone, so you need to be able to communicate your vision, goal and priorities to your team, and do this frequently and with complete transparency. People also need to

17 Robert S. Kaplan – What to ask the person in the mirror, Harvard Business Review OnPoint – Fall 2009

self-confident, which can encourage people to be bombastic, self-centred, grandiose and exaggeratedly predisposed to narcissism. However, any of the dominating attributes just mentioned are likely to be more readily accepted from men than from women. Indeed, research has shown that self-promotion is more hazardous for women than for men, as women are generally expected to be modest, even when highly accomplished.

Passionforworkandforpeople

Make sure you like what you do. If you wish to become a leader in your field, you must be passionate about your work because most of your day will be spent doing it. “The biggest mistake we could ever make in our lives is to believe that we work for anybody but ourselves” (Brian Tracy). Work in an area in which you are genuinely interested and passionate about. In order to do a good job you need to be motivated and committed and spend most of your day immersed in it. Therefore it needs to be something you like and are good at. Look for creative challenges, learn new skills, have the energy to do things better and take pride in a job well done. Show your superior that you are capable and reliable, build trust, and then have the courage to ask him or her for more work and responsibilities. Dedicate a lot of time to your work – you cannot obtain anything without sacrifices.

Perseverance

A quitter never wins and a winner never quits. (Napoleon Hill)Persevere, because success is due to a combination of numerous factors. It is not enough to be talented; you have to work on your talent every day.

As a woman, it is necessary to be even more patient than a man to attain your goal. Remember that in the past, it was impossible to access entry-level leadership positions. It is shocking to consider that the US President Richard Nixon was against appointing a woman to the US Supreme Court, and even more shocking his reasoning: “I don’t think a woman should be in any government job whatsoever…mainly because they are erratic. And emotional. Men are erratic and emotional, too, but the point is a woman is more likely to be.” In order to advance in your career and be appointed to a leadership position you need to have a wide range of skills and experience (which come with time and practice), and you also need to convince your professional peers of your capabilities. Build relationships with your colleagues and clients, and most importantly, keep doing so even when circumstances are not optimal or when you encounter obstacles.

believe in your dream and in your vision if you want them to give you support and devote their energy to help achieve the impossible. The formulation of the vision should go hand in hand with its implementation: thinking and doing combined. Giving your employees clear directions to follow with objectives and specific deadlines will be helpful, as well as making sure they have the capabilities to do the job you require them to do.

“The distinction between management and leadership has long been recognised. Most agree that managing for continuous improvement to the status quo is different from being a force for change that compels a group to innovate and depart from routine. And if leadership is essentially about realising change, then crafting and articulating a vision of a better future is a leadership prerequisite. No vision, no leadership.”18

Ibarra and Obodaru’s research conducted 360 degree evaluations of 2816 executives from 149 countries enrolled in executive education courses at Insead and involved the participation of 22,244 observers. The results showed that both men and women tend to believe that the two genders have distinct leadership skills, with women outscoring men on some, and men outscoring women on others.

When men and women were asked to rate the behaviours’ importance to overall leadership effectiveness, the “male” behaviours came out on top. Regardless of country or culture, “inspiring others”, a component of the envisioning dimension, was rated as the most important to overall leadership effectiveness. Men agreed that women have greater skills at “supporting others”, which was rated at the bottom of the behaviours needed for leadership effectiveness. From all the leadership dimensions measured, the only component holding women back is envisioning, with women being rated lower than men for this capability. Women tend to believe that technical competence and control are more important in a high leadership position rather than being viewed as a visionary. This could be because women often seek to be recognised as competent in the eyes of their male peers. Consequently women tend to give more importance to detail as they feel they the need to present concrete data to convince doubters within an organisation.

Skill sets vary in importance according to different jobs and levels of responsibility. Technical and people skills are important for career advancement up to mid-level positions. But if you aspire to higher leadership roles, you must be aware that you will be expected to have a vision and to anticipate changes and opportunities in the market. Your success will depend on your ability to envision the future, to communicate it to your teams

18 Herminia Ibarra and Otilia Obodaru - Women and the vision thing, Harvard Business Review

20 21

and inspire them to achieve the required results. Indeed, it is important that you take time to envision the ideal future of your team and company because visualising is tremendously important when planning the different steps you will need to take. In one of his motivational books,19 Jack Canfield underlines the power of visualisation for individuals in their private lives, but this is also true for their organisations. He organised a party at which all the guests had to come as who they wished to be in 5 years’ time, visualising their future as if they were already in that moment. In addition, each guest had to bring ‘evidence’ of who they had become so that the pretence would seem real. Some guests even hired paparazzi to follow them to prove that they had succeeded in achieving their desirable level of fame and status. In my opinion, the ability to develop a vision goes hand in hand with self - belief.

Communicator

“If you don’t stand up and talk about your ideas, people think you don’t have them,” Winston Churchill once said. If you really believe in something and wish to make a difference, then it’s simply not enough just to keep believing and not giving up. Leadership is about influencing and getting your message across. It is essential to communicate your beliefs or project to other people and try to make them see your point and eventually follow you. Communication should not only be internal within the team, department, company, but also external, with business leaders and decision makers at all levels of society. Depending on the circumstances, you should ask “What kind of communication should I use?” and select the most appropriate to achieve your desired outcome.

Generally leaders are extroverts and communicate easily with their followers; however there are also introvert leaders who speak rarely but manage to still effectively motivate and inspire their troops. I recently read a book called “True Prosperity” by Yehuda Berg and one of its sub-chapters is called “Leadership is Contagious.” The book proposes that there are two kinds of speakers: the motivational professional charismatic speaker who makes people laugh, listen and learn. Then there is the not-so professional speaker, who doesn’t make you laugh and isn’t nearly as clever. The professional speaker inspires people to listen. The second not-so professional speaker inspires people to do something. She or he may not be the biggest expert or the most polished, but after the speech, everyone moves into action...they are motivated. The book was a reminder that a leader’s full-time job is to “inspire people to be more than they are” and in order to do so, you need to improve your communication skills.

19 Jack Canfield - How to get from where you are to where you wish to be, Harper Element, London, 2007

will usually be taken care of by other people. We also seem to learn at an early age whether to compromise or not. The more positive reinforcement we have while young from not compromising yet getting a desired result, the more leader-like we become.”

Funandsenseofhumour

Fun and a sense of humour seem to be needed to become successful. A number of very successful leaders and entrepreneurs mention fun as part of the job, even if not viewed as directly integrated into the working environment, but rather outside of it. Richard Branson, the British multimillionaire entrepreneur and founder of the Virgin empire said: “Have fun, work hard and money will come. When it’s not fun, move on.” Fun actually has a lot to do with your working environment because it influences your satisfaction and the quality of time spent at work.

I remember a few years ago, a good friend of mine and a very experienced businessman, told me that I should start smiling more, because when I was talking I was coming across as too serious – as if I was trying to impose myself or to impress. I guess he was right. Having started my business at a young age and through dealings with more mature business people, I wished to project a serious and reliable image of myself, and unconsciously thought that smiling and laughing was not part of that. I was also dressing soberly. The fact was that I did not fully accept, but rather concealed my femininity. The reason is predictable – given the fact that I was regularly dealing mostly with experienced businessmen, I didn’t want people to think that I would try to use my “charms” to get business. On the other hand, being young and single, and knowing how competitive and jealous some women might be, I didn’t want to seem like competition to any of them. I just wished to become accepted in business circles as someone who knows and does her job professionally.

Heeding my friend’s advice, I began to smile more, and I noticed that people smiled back. As a result, nowadays fun as a part of business makes perfect sense to me. Through reading one of Goleman’s articles I found out that the relationship between leaders and followers is characterised by “mirroring”. Italian neuroscientists found that followers literally mimic or mirror their leaders via mirror neurons in the brain, meaning that leaders’ emotions and actions prompt followers to mirror those feelings, actions and mannerisms. This research suggests that the old carrot-and-stick approach doesn’t work so well anymore in getting the best out of people. Leaders need to be demanding in ways which foster a positive mood in their teams. The Italian neuroscientists found that there is a subset of mirror neurons whose key purpose is to detect other people’s smiles and laughter, prompting smiles and

Findings show that men can communicate in a warm or dominant manner, with no negative consequences either way. People like men equally well and are equally influenced by them regardless of their warmth.20

How do you make sure that your message gets through? Here are a few tips generously shared by Peter Meyers (see also point 6). • Donotbetemptedtousetoomanywords.Keep

it simple and to the point.• Thepoint…makesureyouknowwhatitis.Ask

yourself :- “What it is that I wish to convince people who

listen to me about? What’s my message?”- Why should people who listen to me care

about my message? Remember that people ask themselves automatically, consciously or subconsciously “What’s in it for me?”

- Why do I care about my message? What’s so important about it?

If you know the answers to the above questions, you have more chance to structure your message in a way in which everyone understands and feels emotionally involved with.

In addition, we know from independent research that 93% of a speech’s message is transmitted through non-verbal communication: 56% of that is body language (gestures, posture, eye contact) and 37% is from the voice (intonation, timbre, pace). Therefore, once you have the content of the message, special attention should be placed on improving your body language.

Last but not least, after managing some challenging projects internally, you must communicate your successes to the rest of the company. Don’t wait until someone comes to congratulate you - take control of broadcasting the message yourself, using some easy to understand elements such as precise numbers and concrete results obtained.

Decision-making/problem-solvingskills

Women generally seem to try to find consensus when making a decision, which usually means taking more time to ask everyone their opinion and trying to find a decision which will please all. Most women interviewed for this book mention decisiveness as a key strength which probably helped them advance faster, even if the chosen decisions were not always right. Never be afraid to be wrong, and take responsibility for your decisions, good as well as bad ones. Recognising and admitting our own errors of judgement – and acting fast to make corrections – is central to effective decision-making. As one woman leader mentioned: “Going public with mistakes is not necessary: that

20 Alice H. Eagly and Linda L. Carli - Women and the Labyrinth of Leadership, Harvard Business Review, 2007

laughter in return. Being in a good mood helps people take in information effectively and respond skilfully and creatively. In other words, concludes Goleman, “Laughter is serious business”.

Flexibility&adaptability

Only those who are extremely pliable and soft can be extremely hard and strong. (Zen proverb)

Try to work as hard as you can to respect your hierarchy and follow the company’s mission, objectives and values. At the same time, it is not always necessary to agree with everything if it is not something you believe is ethical and correct. Learn to stand up for your own opinions and stay true to your ideas and values. Learn to deal with confrontation and negotiation; even if it causes discomfort, openly expressing and debating opposing views is sometimes essential to see the different sides of the problem and make effective decisions. This can be much more valuable than changing sides depending on your superior’s political games. It is important to be able to work with people you don’t necessarily agree with or who have different opinions, personalities, skills and/or working styles. Be open-minded, always be ready for new experiences and listen to the opinions of others.

Emotionalintelligence

In 1995 Daniel Goleman introduced the term to a larger audience, and a few years later applied it to the business environment. He showed that emotional intelligence is composed of 5 different elements: self-awareness, self-regulation, motivation, empathy, and social skills. In the past these elements in leaders were often thought of as ‘nice-to-have’, but nowadays they are a must for any leader.21 There is a fashionable slogan in American business circles which emphasises this very same idea: “IQ gets you hired, but EQ gets you promoted”.

Even though Goleman’s research (followed up by many others) has proven the benefits of emotional intelligence, showing feelings in the work-place is still perceived by many as feminine, with slightly negative connotations. However, to be an efficient leader, you need to know yourself well, your emotions, moods and drives, be honest with yourself and with others, and also understand and treat your team members as you wish to be treated by your superiors. This could be summed up by “Treat others the way you want to be treated yourself’, and can be expand to everyday life and everyone you meet. You also need to care deeply about your people and about the mission you

21 Daniel Goleman - Emotional intelligence, Bantam Dell, New York, 1995

22 23

are trying to accomplish in your organisation. It seems that emotional intelligence increases with experience and age, and Goleman also found that “The higher the rank of a person considered to be a star performer, the more emotional intelligence capabilities showed up as the reason for his or her effectiveness.”22

Research by the consulting firm Hay/McBer23 (using a sample of 3871 executives selected from a database of more than 20,000 executives worldwide) found six distinct leadership styles, each related to different components of emotional intelligence. Coercive leaders demand immediate compliance: do what I tell you – underlying the drive to achieve, seize the initiative, and demonstrate self-control. Authoritative leaders mobilise people toward a vision: come with me, projecting self confidence, empathy, and change facilitation. Affiliative leaders create emotional bonds and harmony: people come first – using empathy, relationship building, and communication. Democratic leaders build consensus through participation: what do you think? – based on collaboration, team leadership, and communication. Pacesetting leaders expect excellence and self-direction: “do as I do, now” – based on conscientiousness, a drive to achieve, and initiative. And coaching leaders develop people for the future: “Try this” – developing others, and displaying empathy and self-awareness.

The research also found that leaders with the best results do not rely on only one leadership style, but use most of them in any given week, depending on the business situation. Goleman points out that very few leaders are able to flex like this because few have all six styles in their repertoire, and even fewer know how and when to use them. Some wouldn’t use all of them because “It wouldn’t feel natural” (see also point 4 on Authenticity). In such a case, the solution would be to build a team with members who can provide the missing leadership styles.

Emotionalstability

For Luisella Moreschi, founder of Luxembourg Management Company and honorary consul of Rwanda to the Grand Duchy of Luxembourg, a leader should first of all have charisma, but because he/she has the responsibility of being a role model for other people, they must also listen to others, and be available, while remaining intellectually honest and analytical. In order to succeed, Luisella believes that one needs to be calm because “We never make good decisions when stressed, and it helps a lot to organise your working life and family life efficiently.”Team members also expect and need consistency in the way they are treated. One study found that

22 Daniel Goleman - What makes a leader?, Harvard Business Review

23 Daniel Goleman - Leadership that gets results, Harvard Business Review

depend on education or social background, but it is instead “The fruit of a very big willingness to realise your ambitions and ideas.” Her success hinges on being courageous, daring and audacious: “Dare to do, dare to ask, dare to demand.”

I have been up against tough competition all my life. I wouldn’t know how to get along without it. (Walt Disney)

Practiceleadership

Leading people, teams and organisations is very complex; remember the nine roles a leader plays in her organisation? The earlier you start on your journey towards leadership, the better prepared you will be for your future. Leadership implies the recognition of your skills and abilities by others, and is usually reflected by the title or function you take on within an organisation. Being appointed team leader, managing director or CEO without being accepted by your subordinates is not going to have a successful outcome in the long-term. You have to win the hearts and minds of your team members to be accepted as their leader.

Luxembourg and the Greater Region are very traditional regions with a high respect for hierarchy, meaning that leadership roles tend to be given to people of a mature age. However, don’t worry if you are in your thirties or even younger! In this case, I highly recommend that you get involved in a local organisation to get used to leading teams. Check chapter 4 for some ideas. This will allow you to discover the influence and power of individuals and groups, as well as learning how to deal with the political dimension of leadership. No matter how hard you wish to not get involved in an organisation’s politics, you need to be aware that it’s a leader’s job to influence other people to act in ways that will benefit the organisation, and therefore you will need to become skilled at influencing others, as well as in recognising unethical and dishonest tactics used by team members in the battle for power and influence. It might seem cynical, but non-profit organisations are great ways to practice leadership. They are indeed a fantastic leadership school.

Graspopportunities

Numerous women I’ve interviewed point out that one needs to seize the moment and be ready for opportunities which don’t necessarily come at the right time. Women seem to hesitate more than men and they often lose interesting opportunities. “Don’t waste time – grab your chances” (Richard Branson). Let’s take the example of Martine Reicherts, the second highest positioned Luxembourgish person in the European Institutions after the European

executive leaders who are emotionally unstable and lack composure are more likely to handle pressure poorly and give in to moodiness, explosions of anger and inappropriate or inconsistent behaviour. Such inconsistency undermines their relationships with group members, peers and superiors. By contrast, effective leaders are generally calm, confident, and predictable during a crisis.”24

Honestyandintegrity

Relationships of trust depend on our willingness not only to look after our own interests, but also the interests of others. For trust to exist, we need to encourage openness, honesty, active listening, communication, consistency, competence, fairness, and mutual respect.25

Anita de Viell from Fast Luxembourg, a training and recruitment company for the financial sector, is convinced that “For someone’s leadership to be effective, one’s words must be followed by his or her actions.”

Assertiveness

Assertiveness is commonly defined as a behavioural skill taught by many personal development experts, behavioural therapists and cognitive behaviour therapists. It is linked to self-esteem and considered an important communication skill. Assertiveness refers to being direct and straightforward in expressing demands, opinions, feelings, and attitudes and should not be confused with aggression. Assertive communication consists of sharing one’s wants and needs honestly in a safe context. Being assertive allows leaders to confront group members about their mistakes, demand higher performance, set high expectations, and make legitimate demands on higher management.

Courage

Arlette Schneiders, from the architecture firm Arlette Schneiders Architectes in Luxembourg, believes that a woman leader is “Someone who leads a group of people who have a common objective.” But being the boss is not everything, as the woman leader should be creative and have visions which allow her to “Successfully organise the realisation of her goals.” Arlette is convinced that becoming a leader doesn’t

24 Edwin A. Locke and Associates, The essence of Leadership: The Four Keys to leading successfully, New York, Lexington/Macmillan, 1992, p. 55

25 Solomon R. C. and F. Flores - Building trust: In Business, politics, relationships, and life, New York, Oxford University Press, 2003

Commissioner Viviane Reding. Martine never planned her career, but knew how to be “In the right place at the right time”, as she remembers. She started work for the European Commission in 1984 in the fields of research and development, as well as fiscal issues. She spent two years in the Cabinet of the Luxembourgish Commissioner Dondelinger and then joined the Cabinet of his successor, Commissioner Steichen. In 1995, she seized a fantastic opportunity and joined the team of the President of the European Commission, Jacques Santer who then proposed in 1998 that she become the spokesperson of the European Commission. In 2007 she was appointed General Director of the Publications Office in charge of a team of 1400 people, and is now one of only three women general directors within the European Commission. Her story shows once again how important it is to be open and ready for all opportunities – although it’s vital to remember that we have to create leadership opportunities for ourselves through hard work and sacrifice.

Jack Canfield advises to greet all interactions in your life with the question “What’s the potential opportunity that this is?” This means having a positive approach to every encounter and experience that life brings. Instead of thinking that people are doing things deliberately to hurt you, think instead that the whole world is “plotting to do you good” every day.26 This will help you to keep a positive and optimistic mentality.

Workhard&Pushyourself

“A woman leader is someone who combines in the best way her sensitivity as a woman and the rationality and pragmatism of a man. Everything can be learned,” states Christiane Wickler, Luxembourg entrepreneur, who started her company “Pall Center” in 1982 when she was only 22 years old. The company began as a single petrol station and grew over 28 years to become a highly successful business with more than 300 employees and operations in both Luxembourg and Belgium. In Christiane’s opinion “The essential qualities of a leader, either man or woman are – analytical skills, understanding business needs and anticipating them, combining a rational and emotional approach, developing a close connection with the environment around you, developing a taste for risk, and not being afraid of failure while at the same time knowing how to manage it.” Reflecting on her experience and looking at her four children, she believes that one is born a leader, but that if one has the willingness, one can learn to become a leader as well. To do so, you need to work hard, make sacrifices and push yourself physically and mentally away from shyness and self-doubt.

26 Jack Canfield - How to get from where you are to where you wish to be, Harper Element, London, 2007

24 25

Balancebetweenpersonalandprofessionallife

In order to be efficient in your job, you need to be at peace with your personal life. The pessimistic assumption is that women cannot effectively combine career and motherhood. I strongly believe it is possible to combine the two, but that it requires a great deal of organisation and strong family support. It’s worth remembering that work-life balance is also very often an issue for those who have no children or family commitments.

Most of the women interviewed admitted that it is not easy to run your career when you have young children. Therefore, some started and developed their careers before they had children, others after their children became more independent, but only a few managed to do both at the same time. For the latter to succeed, an essential role was played by their partners who were supportive towards their careers and shared the daily family related tasks such as picking up the kids at nursery/school, playing with them, helping with homework, cooking, cleaning and so on. In addition, they were courageous enough to resist societal pressures and fight against the prejudices of conservative environments such as Luxembourg where you often are not considered a good mother if you pursue a career instead of leaving your job to raise your children. These women also had to overcome the guilt of not being with their children because they were working. The support of your life partner is obviously very important if you wish to pursue leadership without jeopardising your personal life, but this is often true for a man too.

A few women contacted me in the last couple of years to say that they found it extremely challenging to continue in their leadership role while having very young children at home. I still remember Sarah (name changed to protect identity), an associate working for a leading audit company who was struggling to keep up with her level of responsibilities and still spend enough quality time with her young child. She was searching for a mentor who had experienced something similar and I immediately thought of Valérie Piastrelli, COO of PricewaterhouseCoopers. Valerie had told me how she had managed to continue to perform her role within the company, including the large amount of travelling imposed by her high position, and still raise and enjoy spending time with her young child. On reflection, I realised that unfortunately this kind of mentoring relationship wouldn’t be possible because there was a conflict of interests arising from the fact that the two women were competitors in the audit business. I still wonder why large companies in Luxembourg do not run schemes similar to the “Mass Career

understand that there are 5 degrees of initiative that the manager can exercise in relation to the boss and to the system, namely:• Waituntiltold(lowestinitiative)• Askwhattodo• Recommend,thentakeresultingaction• Act,butadviseatonce• Andactonown,thenroutinelyreport(highest

initiative).28

Learntoeffectivelymanageyourworkingtime

We are all different, and each of us needs to find our own personalised strategies for managing our time and priorities. What works for you is unlikely to translate into a successful solution for others. Learn to organise your own time and focus on your priorities. If you are not yet in a leadership position, your mission is to help your superior be efficient and focus on his priorities. Women are generally very proud about their multitasking abilities compared to men, who would rather focus on one thing at a time. However fantastic multitasking is, there is a downside to it: you are not focusing your attention on what you are doing but rather dividing your attention between several tasks at the same time; which often means that you will switch from writing a report to checking e-mails, calling a client, speaking to a colleague who comes to consult you on an urgent issue, when at the same time your mobile rings and suddenly you have two calls at once... and of course, everything is “urgent”. How many of you recognise yourself in the above description? I surely do and sometimes feel that my days fly by without me doing anything important. Typically, I am able to solve urgent issues with clients and co-workers but often don’t have time to really work on my personal priorities. We get stuck in the operational side of business, where no matter how many hours you work, there will always be something else which needs to be done. If you are confronted with a similar scenario, then you too need to optimise your workload and develop the necessary habits to help you perform better.

Ingvar Kamprad, the founder of IKEA, divides his day into ten-minute sections. He says, “Ten minutes, once gone, are gone for good. Divide your life into ten-minute units, and don’t waste even a minute”. My suggestion is to check www.lifehacker.com for a diversity of time management tools that you can try out to better manage your time. The ideal is to choose the method that suits you best and not change too often once it works.

28 William Oncken, Jr and Donals L. Wass - The Anatomy of Managerial Initiative, Harvard Business Review

Customisation” program in the USA, which was highly praised in a recent book27 for allowing employees to easily adjust the progress and flexibility of their careers in line with family life.

Coming back to our example, Valérie Piastrelli was successful in balancing travelling and long working hours with motherhood, and openly talks about the support she has received over the years from her “comprehensive and modern husband.” She talks about quality time spent with the family versus quantity, the same way as Léa Linster, who considers the family as an excellent source of energy. “Even if short, the moments spent together are intense and rich; it’s not the quantity but the quality which counts.” Anne Pedon’s experience was also challenging but she and her husband managed to find a different solution. They both wanted to advance with their careers so they decided that each one would focus on their ambitions at a different time. For instance this year, when her husband’s position as Dean of a Faculty in Metz reached the end of its term, they decided that it would be her time to take on a leadership position as president of the “Entreprendre en Lorraine,” a non-profit association, on top of her existing career running her own company. She says, smiling “Pay close attention to who you marry” and there is a lot of wisdom in her advice.

Work-life balance is not easy for Nadine Bogelmann but possible as, for her, it is a matter of setting the right priorities, strong willpower, and dynamism. “I work four days per week to spend more time with my family, but I always stay available for my job. I try to participate in school events and the sports activities of my children. Of course, the balance is not there every day but you cannot simply give up!” Her advice for women with leadership potential is “Don’t be afraid to engage in things which are important to you and don’t feel guilty about having a professional career – it does not make you a worse mother! You also need a right work–life balance to keep some moments and time for yourself.”

Getinvolvedandtaketheinitiative

Long-term success doesn’t come quickly. It takes effort, hard work, and sacrifice. Be courageous and accept challenging or new projects nobody else wants to be associated with because of the uncertainty of the outcome. Ask for more responsibilities, provided that you are able to manage them properly. Be willing to take the initiative and accept ownership of risk. What does it truly mean to take the initiative? If we look at “The Anatomy of Managerial Initiative”, we

27 Claire Shipman and Katty Kay – Womenomics, HarperCollins, New York, 2009

There are many different powerful techniques to effectively manage your time and some will work better for you than others. I am personally a fan of a very simple technique which helps me enormously in my day-to-day life. Every evening, I write down a ‘to-do’ list of tasks which need to be done the following day, and also some longer-term objectives to keep me focused on what is important in the weeks ahead. This simple exercise helps me visualise my short-term and long-term tasks and goals, and also motivates and energises me. The next day I underline the tasks completed, which helps me see how I am progressing towards fulfilling my objectives. Additionally, I decided against getting an internet connection at home, as I knew that access to my emails would divert me away from other priorities. Likewise, I have avoided getting a Blackberry or similar gadget. My mobile phone is always switched on for urgent matters, and in this way I keep some ‘space’ in my evenings to work without distraction.

Time management is also crucial when managing others. Most of us have had the experience, especially when first starting to manage a team or organisation, of being challenged by the learning process of empowering your team members to work on their own problems, rather than passing these problems to you to resolve. When we get caught up in this cycle we are ultimately completing other people’s to-do list rather than working on our own priorities.

William Oncken Jr. and Donald L. Wass famously called these subordinates’ issues ‘Monkeys on your back’ in 1974. In their opinion, managers usually deal with three kinds of management time: Boss-imposed time (used to accomplish activities required by the boss which cannot be disregarded without direct and swift penalty), System-imposed time (used to accommodate requests from peers for active support), and Self-imposed time (used to do those things you personally decide to do which have two parts: subordinate-imposed time - being a certain portion of time taken up by subordinates – and discretionary time). The “monkey-on-the-back” metaphor needs to be understood here because it directly influences the way you manage your self-imposed time. It is also essential to be able to empower your employees and team members and show them how to deal with their problems, instead of asking you to solve their problems for them. In this context, Stephen R. Covey29 points out that you need to be sure they have the desire and the ability to solve the problems they are facing. “Empowerment often means you have to develop people, which is essentially much more time consuming than solving the problem on your own.” He also mentions that executives admit that “half or more of their time is spent on matters that are

29 Stephen R. Covey - The 8th Habit. From Effectiveness to Greatness, Free Press, New York, 2004

26 27

urgent, but not important” (see also next point about feedback & teams).

It’s also important to get to know and respect your physiological rhythm when managing the limited hours available, as your body doesn’t work the same way throughout the whole day. To be more effective, you have to know when to rest and when to push yourself, and it helps to give yourself rules.

In the French magazine « Management Hors Série, Le guide pratique du manager 2009 », Jan 2009, Sébastien Hervieu, (p. 7-9) offered some great advice by applying rules or ‘laws’ to time management:

• Limit interruptions. : The law of Carlson(Swedish professor who observed in the 1950s the activity of managers who were interrupted every 20 minutes.) Carlson’s research concluded that certain tasks were finished quicker when uninterrupted. It seems that 3 minutes are needed to refocus again. One simple and effective option is to close your email so that you are not disturbed by messages arriving all the time, switch your phone to voicemail, and close your office door.

• In 1906, the Italian economist Vilfredo Paretodiscovered that 20% of the population owned 80% of the wealth. His disciples continued his work after his death and applied it to the enterprise environment. They found that 20% of the work done produces 80% of the results. This means that you have to focus first on the essential and important tasks. Learn to prioritise your workload into four quadrants: urgent and important, urgent but not important, important but not urgent, and not important nor urgent.

• ThereisalsoanothertheoryknownasParkinson’slaw, introduced by Professor Cyril Northcote Parkinson in 1958. Also known as the dilatation law, it proposes that any given task will take as long as the time available to complete it. Even if you have more time to finish a task, you will still use the whole amount of time available. It is therefore important to work with deadlines.

•Murphy’s law: a task always takes more timethan originally planned, and if there is anything that can go wrong, it will. Over-evaluate the time needed to accomplish a task. Plan 25%-30% more time than you estimate is needed.

• Laborit’s law:do themostdifficult thingsfirst.This theory is also known as the “law of least effort”. Biologist Henri Laborit studied human behaviour and his research concluded that we tend to always avoid stress and prioritise pleasure. Imagine therefore a reward at the end of the task such as a more agreeable activity.

• Illich’s law: have a break. Ivan Illich was anAustrian philosopher and critic of contemporary western culture. He proved that after a certain

leaders have the courage to openly recognise what they are not strong at, and are not afraid to lose face, power or control by admitting it. Instead, they surround themselves with competent people to fill those gaps, get them involved and show them how important they are for the success of the team and the company.

Be genuinely interested in your team members and their career and personal development. Encourage them, help them make progress, develop their skills, improve their lives and assist them in finding a good balance between professional life and family life - just as you should do for yourself. The business environment has started to take into consideration more and more the well-being of employees. True leaders do it naturally because they know that their success depends on the people they work closely with. To expand your influence means helping others around you to find their own path in life, to get to know themselves, to improve their strengths and talents, and ultimately “to find their voice”, as Stephen R. Covey states.

There is an example I would like to mention here because I find it truly inspiring: the leader of an organisation of more than 1300 people who says openly that it is difficult if not impossible to find happiness exclusively in the workplace. Indeed, Martine Reicherts, General Director of the Publications’ Office of the European Communities since 2007, provides yoga courses for her employees and encourages them to have a life outside the office, which I find very affectionate and courageous.

Personalbranding

Work on your personal branding: “We don’t see things the way they are. We see things the way we are.” (Talmud). This means that people’s perception of you might be different from your own opinion of yourself. Know how to showcase your talents and develop your brand image inside and outside the company, because the most important brand in your life is YOU. Just as one sells a successful product or service, you need to promote yourself in order to raise awareness about your capabilities and what you can bring to a team and organisation as a leader. Why should you be appointed to a leadership function over other colleagues? The reasons need to be clear for those making the decision, not only to you. Hand in hand with these affirmations go points 5) be authentic, and 3) find your place.

As already mentioned, leading is a complex process which involves many different roles. Make sure your talents for each of these nine leadership roles are visible enough to your superiors, without trying to act a part or be someone else. When we judge people, we

amount of time we become less productive, even counter-productive. Accept your limits. The average concentration span is 45 minutes, after which it is better to have a small break of 5-10 minutes than struggle to keep focused.

Careaboutyourteam

A leader is always naturally building teams and tries to have the best people around him or her. Whether you lead a team or work as part of a team, it is important to be efficient. Which means you need to observe the other team members, understand and learn who they are, what their strengths and values are, and how they might perform better. This is especially true for a boss whose results depend on the performance of each member of the team. The team members in turn will require help to become more efficient by adapting themselves to their manager’s style and way of doing things. If you are in a position to recruit your own team members, surround yourself with the best and invest as much time as necessary to recruit the right people. Work with other people, learn to delegate, don’t try to do everything by yourself and share your success with your team(s). Trust, mutual respect and understanding should be part of a team’s values. People who generate negative energy or those you suspect of manipulating you for their own interests should be avoided. These people take all shapes and forms, and could be colleagues, so-called friends or a boss who treats you inappropriately and wishes to block you from promotion so that he/she can take the credit for your work. Remember: No one can make you feel inferior without your permission. (Eleanor Roosevelt).

Ask for and give frequent feedback. Knowing how you are performing in your job and if you are meeting your superior’s expectations is essential to building your career. At the same time, if you are leading a team or department, it is important to give specific, clear, useful and constructive feedback to your direct reports. Don’t wait until the end of year appraisals to inform them about what they are not doing properly. Women might usually be less confrontational and more focused on consensus and the harmony of the group, but giving candid and useful positive or negative feedback will allow you to build trust in the relationships with your team members and provide them the opportunity to concentrate on improving their performances before it’s too late. If your superior does not give you feedback, then you need to turn to your peers, team members and eventually to your mentor.

Numerous managers find it difficult to admit that they can’t master a certain topic and, instead of recognising this, use techniques to hide their weaknesses. Good

usually do it based on first impressions: the way they dress, their attitudes, their words. Therefore you need to take care of yourself, be dressed appropriately, have an optimistic and positive attitude, and build a strong reputation. This is a very delicate process, but having a good reputation can double your potential. If your reputation inspires respect, you have already taken a step towards being promoted. Your success depends on your previous actions and accomplishments. Your brand is a treasure that you need to protect, nurture, and take care of continuously so that its value never diminishes.

If you wish to be promoted in your company, you have to be well connected in other departments and stay well-informed. Some business experts talk about a certain “grey” market, the one parallel to the official jobs market, in which all the important information circulates before anyone else knows about it. In this context, it is important that you get yourself known in your company and practise the art of the “pitch” which consists of being able to talk eloquently about your talents and capabilities in a couple of minutes or less. Participate in internal work events, such as sports competitions, trips, exhibitions, charity events or social responsibility volunteer projects. Even better, take the initiative and organise them yourself. There is no better way to become popular with your colleagues and hierarchy. If the company has a newsletter or internal journal, try to have your accomplishments or projects featured in it.

In many cases, you have to overcome your personal mental barriers and ask directly for what you want, sometimes push for it. Modesty doesn’t pay off when you are looking for career promotion. You have to overcome your timidity and fear of self-promotion and be able to demonstrate your contribution to the organisation’s success. This is the clearest route to getting the promotion you dream about – and deserve.

Mentorship

If you want to go somewhere, it is always better if you find someone who has already been there. (Robert Kiyosaki)

Share your best practices as well as what you’ve learned from mistakes, listen to others and don’t be afraid to ask questions. Consider Léa Linster, whose numerous role models and mentors encouraged her to follow her passion for food and cooking in her own unique way. These mentors included her father, a very talented “boulanger-patissier”; Hélène Hirtz, restaurant owner from Diekirch and the only woman in the Grand Duchy of Luxembourg to have obtained two Michelin stars; the famous Paul Bocuse and Alfred

28 29

Biolek; as well as her brother. Léa believes in the power of example and shares her passions and values with younger people. Her motto is “Teach the young and the old alike how to make people happy.”

I personally feel so blessed to have had the chance to have been guided by and learn from two fantastic mentors. Constantin Oprean, rector of the University of Sibiu, was the first person after my mum who believed in me strongly. When I was in my second year of university he offered me the chance to represent the City of Sibiu at an international conference on languages and dialects in Europe, which took place in Klagenfurt, Austria - the first time I had ever been abroad. I was always impressed by how he managed to run the university, be on the board of various companies and also find time for everybody who came to visit without ever complaining how busy or stressed he might be – a truly fantastic leader who cared a great deal about people and gave them opportunities to learn and to progress. The second brilliant mentor I’ve had was Georges Calteux, my first boss in Luxembourg when I came to work for the Luxembourg Ministry of Culture in the Historical Monuments’ Department. He gave me the chance to get involved in very challenging and interesting projects such as the House of Luxembourg in Sibiu, Romania, the Luxembourgish language in Transylvania, and the cultural routes of Sibiu and Alba Iulia (amongst others). I observed his leadership style for many years, his dedication to his work, his willingness to help people (sometimes even working on their projects without taking any credit), and his strong belief in the good of people. I also learnt from him that leadership brings a lot of jealousy and you need to learn to take a certain distance from what people say about you behind your back. By sharing with me their leadership experiences in business as well as in non-profit organisations, my mentors showed me how to improve myself and helped me understand myself better. Without them, their knowledge transfer, their support and confidence, I wouldn’t be the person I am today.

Networking.Buildlong-termrelationships

“Networking is an important strategy for career management, including becoming an influential person. The ability to establish a network and call on a member of that network when they are needed helps you exert influence. Other qualified people supporting your position lend credibility to it, therefore facilitating your ability to exert influence.”30

Build your network and take care of your relationships inside and outside the company - and not only when you need them. When I mentioned to a business acquaintance that she should try networking, she

and time when required. Networking involves a lot of talking but even more listening.

It’s your job to find the right balance between talking and listening! If you only talk about what you’re concerned with when regularly attending networking events and cocktails, the risk is that people will start avoiding you because you will get the reputation of someone who is boring and always talks about their own particular business and ideas. If you meet people for the first time, it’s recommendable that you let them talk first about themselves and about what’s important to them. People enjoy being listened to; this makes them feel valued and creates an agreeable environment for building future relationships.

Remember: Relationships are long-term investments!

Out of these 30 areas, some will resonate with you more than others. I hope that the areas you choose to focus on will work to advance your business career – or, if a career in an organisation is not for you, then maybe it’s time to consider founding your own company. Either way, don’t give up pursuing your dream of becoming a leader!

“Our deepest fear is not that we are inadequate, our greatest fear is that we are powerful beyond measure. It is our light not our darkness that most frightens us. We ask ourselves, who am I to be fabulous, brilliant, talented, gorgeous? Actually, who are you not to be, you are a child of God and your playing small does not serve the world. There is nothing enlightened about shrinking so that other people won’t feel insecure around you. We are all meant to shine, like children do. We are born to make manifest the glory of God within us. It is not just in some of us; it is in every one of us. And as we let our own light shine, we unconsciously give people permission to do the same. As we are liberated by our fears, our presence automatically liberates others.”

Nelson Mandela in his 1994 inaugural speech when he was elected president of South Africa

was very critical: “How on earth would people that I meet over a cocktail after work help me advance in my career?! You know,” she told me, “there is one life before you have children and a different life after you have children. If I have to choose between spending time with my family after work and spending time drinking a cocktail, I’ll definitely go for the first.” First of all, I appreciate her point of view even though I find it pretty narrow, as networking is not just about having a drink after work with colleagues and acquaintances. It’s a way of building relations and keeping yourself informed about what is going on inside and outside the company, what is happening with your competitors, in the community, in the country, and in the wider world. Secondly, a lot of women do not unfortunately manage to see the long-term benefits of improving your circle of relationships and your networks. Few women are aware of how helpful networks can be, and generally these women are entrepreneurs, or already in high leadership positions. For instance, when I asked Cynthia Stroum, a successful businesswoman appointed last year by President Obama as US Ambassador to Luxembourg, what advice she would give to women who wish to enhance their visibility and their chances of being appointed to leadership positions, she answered without a second of hesitation: “Networking”. Would she be where she is now without networking? Absolutely not, and investing time in her relationships and circles of influence not only brought her fantastic investment opportunities, such as Starbucks, but also opened her doors to people’s offices and hearts.

“Women must continue to persevere in their career but not at the expense of femininity, their persona or their family. Women seem to feel the need to prove their capabilities to other women. Men work together whereas women compete and become discouraged by the workplace, which is in general created by men for men. They should invest time and effort to improve conditions for each other and not only for themselves.” (Louise Benjamin)

As one of the founding members of the two main women’s business organisations in Luxembourg, I have been approached on several occasions by women who have lost their jobs and were looking for assistance. These were not women at the beginning of their careers, but women previously in leadership positions. You may say “Well, isn’t this the kind of thing that a network is supposed to be for?” Yes and no. A network might indeed be there for you when you lose your job and it might give you a hand finding a new position and opportunities, but generally more so if you were part of the network before you lost your job. If you only start frequenting a network because your particular objective is to find a job, you will be considered an opportunist, and networking is so much more about building long-term relationships than just taking advantage of others’ connections

30 Andrew J. Dubrin, “Leadership” –Boston, Houghton Mifflin Company, 2001, p. 222

30 31

Succes stories to be inspired by

Women entrepreneursWomen diplomats

Women in corporationsWomen leaders in non profit organisations

32 33

Women entrepreneursSucces stories to be inspired by...

34 35

she has some further essential advice: work -work - work, dare to take risks, and be rigorous!

Aïcha describes herself as dynamic, creative, passionate about people, and organised. “Maybe a bit too much for those who live or work with me!”, she adds. Her future challenges lie with the continuation and development of the company while maintaining stability, and to manage to dedicate more time to herself.

French of Moroccan origin, Aïcha Bemer moved to Thionville when she was ten years old. She expressed a love for beautiful things from an early age and after school studied fashion design. Aïcha moved to Luxembourg in 1996 and began a career as a catering manager. Motivated by her husband’s success with his company, International Business Communication (I-BC), she decided to leave the catering industry and join the firm. At this time I-BC was concentrating on translation and IT services along with publishing the well known “Entreprendre au Luxembourg” magazine. Instead of entering one of the existing teams within the company, Aïcha formed her own division dedicated to business gifts and corporate promotional items. The enthusiastic response from clients was so great that the division became a success and, after a few years, both Aïcha and her husband decided to give up the other aspects of the company and concentrate on turning her division into the core business. Her perseverance has reaped the rewards and nowadays the company has 10 employees and partners, with offices in Luxembourg, Brussels, Antwerp, Paris and a small importing operation in China.

Aïcha feels happy for having created and developed such a successful company whilst still managing to maintain her personal life, and considers this her biggest achievement. She summarises her own entrepreneurship experience with four key phrases; taking risks, believing in your project, never giving up and surrounding yourself with proactive people. For someone who wishes to step into entrepreneurship, www.i-bc.com

Herkeystosuccess:- Believe in her project and

persevere in making it happen

- Work with high quality products

- Understand clients’ needs and their enterprise spirit and come up with tailor made communication solutions

- Have a fashion design background

Aïcha Bemer Design matters

2009 was a successful year for Léa. As winner of the “Ultimate Makeover” organised by Microsoft Luxembourg, she will benefit from a large array of software and technological support to help optimise the business. Léa defines herself as well balanced and stable, open to other people, hard-working and creative. Her leadership style is based on finding a consensus between team members. Her entrepreneurship experience has allowed her to keep a close relationship with her 3 young boys and at the same time achieve the dream of many women: being surrounded by beautiful objects.

Léa Bloch chose Luxembourg as her new home in 2001, after a two year spell in San Francisco and five years in London. The French national moved to the Grand Duchy because she enjoyed the high quality of life and the exiting opportunities for business. Her career began by working with investment funds and continued into project management, insurance and further work in the field of finance. By 2003 Léa decided to develop more personal projects, and was inspired during a family holiday to Tahiti, where she experienced the beauty of pearls. Returning to Luxembourg she set about formulating a new business idea; combining pearls with other materials to create tailor-made jewellery, first from a show room in Hollerich and later the Grund area of Luxembourg City.

Financing the second phase of her business was a challenge, as Léa sought enough support from banks to enable her to acquire her own premises close to the more established firms in the city centre. As this book goes to press, Léa is preparing to open her new atelier-boutique, and is ready to promote her “Bijoux Léa” trademark. Future challenges which Léa is ready to face include acquiring a fabrication authorisation and continuing to expand her customer base, while remaining loyal to her existing clientele. Léa considers her highest achievement to date as the creation of her trademark, and expresses thanks to the loyal customers who visited the Grund showroom to view her creations.

www.bylea.com

Herrulesofsuccess:- Have clear objectives - Find the right people to

spread the word about her business

- Adapt her working schedules to fit her customers’.

Léa Bloch Find a consensus between team members

36 37

Networks are very important for Anne-Marie. She is involved in a diverse range of organisations as a volunteer, and gives up a lot of her spare time to help people in need – including being chairperson for both “Traveller’s Tree Ravenala” and “Industrial Zone Red Houses.” In addition, she is a member of the Board of “Sarrebourg County”, vice-president of “Moselle Sud Initiative”, and a member of Strasbourg’s Propeller Club and Press Club. In recognition of her dedicated service she was awarded with the “Chevalier dans l’Ordre National du Mérite” by the French government.

When she was 18 years old, Anne-Marie Bouché-Hilbold’s father asked her to join him in managing the family business, Bouché Transportations. At the age of 40, she became the “Captain of the boat” as she likes to say, with the precious help of her two brothers, Pascal and Patrick, her three sisters, Brigitte, Sylvie and Solange, as well as her husband Dennis and their son Franck. Every day they combine their energy and brainpower to run the three departments of the company: Transportation, Logistics and Retrieval and mechanical assistance for heavy goods vehicles.

Working successfully and harmoniously with her family in business is Anne-Marie’s greatest achievement. In this context, the challenges have been numerous. She still remembers 1976 as a difficult year when the company experienced many truck accidents. The insurers cancelled their insurance contracts, and the financial situation of the company became very fragile. In order to help save the business, she sacrificed her salary so that the employees could receive their Christmas bonus. This situation continued for a few years until the financial health of the company was eventually restored.

For Anne-Marie, a leader is a person who knows how to manage a team and make it win, someone who is able to anticipate and build a vision for the future of the company. To her mind, a leader should be empathic and communicate while remaining clear and firm about business objectives. Being surrounded by passionate people who share a burning desire to succeed in their job is crucial to a leader’s success.

www.bouche-sa.com

Herkeystosuccess:- Make personal sacrifices

for the well-being of the enterprise and its employees

- Harmony and mutual respect in the family brings harmony and mutual respect in the family business

- Communication: within and outside the company

Anne-Marie Bouché-Hilbold Give without waiting for something in return

is necessary, otherwise the company has no unique selling point, but it has to match a need and not be “a great solution in search of a problem”. Secondly, between risk and prudence: starting a new business always means taking some risk, but if after 1-2 years there’s still no customer and no revenue, better stop in time, before the only option left to you is Chapter 11. Thirdly, between independence and investors: independence is a fine thing, but sometimes investors are the only way to make a quantum leap towards market leadership All three are very difficult to do, that’s why entrepreneurship is such a rare treasure.”

For those who wish to start their company, Carla recommends to “Breath deep and be prepared to cope with frustration and occasional disappointments, assuming that the obvious skills are in place. No success has ever come overnight, not even in cases that have become a legend. Maybe a pinch of luck is part of the game, but 99% of success comes from the combination of a good “product” and of unglamorous hard work.”

Born in Rome, Italy, mastered in Electronic Engineering, Carla Ciarlantini-Krick has over 30 years’ IT and marketing expertise at large companies (IBM, Tandem Computers, software AG, SAS) with large accounts (banks, manufacturing, government) and expertise in a wide range of IT subjects. She has been living in Germany for the last 25 years and for 5 years she has been an entrepreneur. Her company, CCK Marketing extern, is specialized in marketing consulting for high-tech companies that want to globalise their business. Her ambition for the coming years is to create a “networked consultancy” of globalisation experts able to provide full on-site support to clients, no matter where these come from and where they want to go.

Carla defines herself as rational, adaptable to technical matters, committed to her profession and clients. Her highest achievement was the successful introduction of her current clients into new markets, and she is proud that now several decision makers from high-tech countries are far less prejudiced towards countries like Italy. In Carla’s view, leadership is not a matter of gender. “It is true that the few female managers I have met were all good leaders, whereas men were sometimes good and sometimes mediocre managers, but this probably happens because men are occasionally allowed to make a career (up to a point) even if they don’t achieve absolute excellence, while women are accepted into the high ranks only if they are top-notch.”

Entrepreneurship is for Carla a 3-fold balance. “Firstly, between innovation and market demand: innovation

www.ckk-marketing.biz

Herlessonsforsuccess:- Dream big for you and your

clients- Innovate and adapt to your

clients’ needs- Be natural and don’t ask for

gender privileges

Carla Ciarlantini-Krick Innovate and adapt to your clients’ needs

38 39

Bernadette believes a leader must be able to listen, show direction with strategies with clear objectives and make the correct decisions when necessary. She feels that a woman’s leadership style is very different to those of male counterparts: “Men are more likely to need power, recognition and are greedier than women in terms of salaries, while women are more likely than men to have no personal ambitions and listen to the others in order to make the best possible decision”. Her dynamic personality encourages other women who wish to become entrepreneurs to become involved in networks and learn from the experiences and knowledge of others. She is member of Plato (an entrepreneurs’ network active in Metz and Nancy), Entreprendre en Lorraine, the Network of Insertion Enterprises and Medef Moselle.

A native of the Fensch Valley area of Lorraine, Bernadette Festor began her career by teaching French to adults along with organising and managing different types of training. Ten years ago, along with a work colleague Elisabeth Parachini and support from her own family, Bernadette founded Valoprest, a company which seized opportunities related to the questions of waste management and recycling. Based in the town of Florange, in France, Valoprest and sister company, Valo’D, are active in waste collection, recycling, cleaning services and a design program transforming industrial and household waste into stylish and practical objets d’art. In addition, the company also runs a training centre specializing in operative training, human resources and sustainable development consulting and coaching techniques.

Bernadette is proud to run a socially responsible enterprise. Valoprest employs 15 permanent staff members and offers 2 year contracts to 45 long-term unemployed persons in the region, often people with few qualifications, or who have had life accidents or run into other difficulties. The employees are not just given temporary contracts with the company, but are also mentored through skills training, building self-confidence and given help to search for other work once the 2 years have expired. This initiative has support from the state which recognises the benefits which these contracts have to those involved and society in general. Over 60% leave Valoprest to find employment elsewhere, regaining valuable confidence and status within the community.

www.valo.info

Herkeystosuccess:- Be professional in what you do- Don’t depend on one big client- Always learn and network

Bernadette Festor Grow yourself through working with others

d’entreprises (FFCEL) and in 2009 became President of this young association.” She thinks that her most important roles in the FFCEL are to “gather and implement ideas that will serve to develop equal opportunities for women in society, and also to serve as an example or a role model to other women who might hesitate about taking the first steps towards independence.”

Françoise, who defines herself as busy, enthusiastic and independent, is not sure what really fuels her engine, but one thing is for sure – she is never content with what she has achieved. Every day she strives to develop herself further, acquire more experience, and be useful to others.

Françoise Folmer, a native of Luxembourg, studied architecture for five years in Paris. After gaining extensive professional experience working as a freelance architect for ten years, and also starting a family, she founded her own architectural office in 1995 to fulfil her “Dearest wish, as well as to gain flexibility in a busy life.” Her business began in a room of her flat converted into office space, and over the years the company has grown to the extent that she has taken on two partners.

Having founded her company when she was pregnant, she naturally believes that “it is possible and a good thing to have both a family and a challenging professional life at the same time.” Her husband was her most important counsellor and the person who motivated her “every day, especially in hard times, to stand up again and move on.” As in all businesses, she has also had tough moments, such as after the 1999 communal elections when the political leadership changed in several communes and some of her biggest projects were stopped. “At that time I had to dismiss two people and encourage two others to leave. It was the hardest time I ever had in my life.” But her business survived and continues to prosper.

Over time, with her two girls growing up, Françoise has added a third dimension to her life – service to the community. “It all started by offering some of my time and my enthusiasm about horse riding to an association (ATE) providing horse therapy for handicapped people and children with special needs. I then joined the Fédération des femmes cheffes

www.team31.luwww.ffcel.lu

Herkeystosuccess:- Don’t believe in being lucky: we

create our own opportunities.- Grow and develop your career

plans with your family; without their support, it’s impossible to succeed.

Françoise Folmer Create your own opportunities, just make things happen

40 41

A leader is, in Irène’s opinion, someone who takes ownership of an idea and inspires others to transform the idea into reality. Her advice for aspiring women leaders is to understand that corporate networking is essential for one’s career advancement.

Irène is a member of Dudelange Rotary Club and is also in charge of their public relations. Additionally, she also represents « Mérite Jeunesse », chaired by H.R.H. the Prince Guillaume, which aims to encourage young people aged 14 to 25 to develop their personal capabilities and find their place in society. Her involvement in non-profit and pedagogical projects is very extensive and impressive, and RTL recently made a TV programme about her to illustrate her success story.

Irène Heinen comes from a Luxembourgish family of entrepreneurs. She grew up fascinated by her father’s enthusiasm, dedication and commitment to his business and this inspired her to become an entrepreneur herself many years later. Irène has three parallel professional lives which she runs simultaneously. After getting a degree in economics, Irène started her career with Creditrust (today Kredietrust Luxembourg) and since 1979 she has been teaching economics, commerce, management, marketing and communication at the Lallange High School. In 1990, Irène founded the “International Ballet Association Luxembourg”, and is still chairing the organisation to this day. The association is one of the few non-profit associations in Luxembourg to have been honoured with the patronage of H.R.H. the Grand-Duchesse of Luxembourg. Since 1991, the association has promoted dance among young people and organises the annual Luxembourg International Dance Competition, as well as providing representation at competitions in Seoul, Osaka, Shanghai, New York, and Moscow.

This active and curious woman took on a third professional engagement when she became an entrepreneur in 2008. When Irène discovered that the University of Luxembourg would be transferred to the industrial city of Esch-sur-Alzette, she instantly had a vision of her future company: “From metal work to mental work”. She launched a fitness and wellness centre that she named “Play Pause,” with the ambition of creating a franchise network. www.playpause.lu

Herkeystosuccess:- Her keys to success:- Do what you are passionate

about and don’t choose just one passion

- Take risks and enjoy what you are doing

- Communication and networking

Irène Heinen Corporate networking is essential for career advancement

experience for the promotion of entrepreneurship, and generate new business.

For Anne Marie, a leader should be able to make good decisions swiftly, demonstrate excellent analytical skills, dare to take risks, and be a first-class communicator. In order to achieve objectives, a leader should be organised, able to delegate, proactively collaborate with stakeholders, inspire teams and set an excellent example for them to follow. In this context, Anne Marie advises aspiring women leaders to network, learn to promote and sell themselves better and focus on areas of improvement as well as celebrating successes.

After graduating as an engineer in 1983 at the age of 22, Anne Marie Heller has enjoyed a rich variety of professional experiences in electrotechnics, marketing, information technology, analyst roles, project management and consultancy. The 1980s heralded the beginning of the multimedia industry and during this era Anne Marie fell in love with technology and all its infinite possibilities. Disillusioned by the ongoing reorganisations implemented by her American employer, she decided along with three colleagues to launch their own business, and in 1992 IMmedia was born. Its core activity was multimedia development, but at that time the market was not ready for such innovative ideas and the early days of the business were very challenging. However, since 1996 and the internet revolution, the business has gone from strength to strength. In 2005, IMmedia merged with a complementary company which was better positioned in terms of web development activities. The new entity, named Defimedia, is a web agency offering a full range of services, with 25 employees capable of managing all aspects of web development.

This persistent, dynamic and sociable woman considers her biggest professional challenge in life was to choose between a job in a large bank and a job in the innovative sector of information technology. She has no regrets about the direction she took. Her ambitions for the coming years are to continue to develop Defimedia through the research programme the company is currently involved in, make use of her www.defimedia.be

Herrulesofsuccess:- Believe in yourself and your

capabilities.- Get to know and use male

communication styles when necessary without losing your feminine side

- Get involved in chambers of commerce, women’s associations, and other professional organisations

Anne Marie Heller Network and promote yourself

42 43

their independence or re-entry into the working market. This year, JUMP launched an award for the CEO most attentive to equality between men and women under their management. Isabella’s ambition is to further develop the project in Europe.

Isabella is an enthusiastic and energetic woman who is committed to her projects. It is her belief that, instead of criticising mistakes, a leader should create viable solutions and implement them. In her opinion, a leader must be generous and an ambitious visionary and have talent, enthusiasm, persistence and a strong will to succeed. Quoting Francois Mitterand, she says “The victory; you’ll only get it when you will force it. It’s a matter of willingness and clarity of spirit.”

Isabelle cherishes her two children and encourages them to be committed to whatever they wish to do, to always give their best and have a meaningful life.

Isabella Lenarduzzi, of Italian origin, spent her childhood and youth in Brussels where her father was working for the European Commission. An economics graduate from UCL Brussels, Isabella became focused on non-profit activities from a young age, creating the association The Voice of Women in the 1980s. This group was founded and run by young immigrant women to address social problems they were facing, such as forced marriage, domestic violence and educational difficulties. In parallel, Isabella also founded her company in 1986 which involved several student magazines and the European Students Fair. In 1994, she sold the business, which, by this time had grown to 50 employees and was active in 6 countries and relocated to Naples with her husband and two children where she set up a training company active in the writing and editing of European Union projects. During her time in Naples, Isabella became deputy director at the Cité des Sciences, where she developed her ambitions and thirst for independence.

Following a split from her husband, she returned to Brussels and began a fresh career, running both Brussels Job Days, a recruitment event company and JUMP, a forum promoting women’s advancement in their careers with the logo “Empowering women, advancing the economy”. Both initiatives were directly aimed at improving society and changing people’s lives for the better. “Without knowing it,” she explains,“I’ve been a social entrepreneur for 25 years”. JUMP includes a European blog on women’s careers which publishes articles in 7 languages on the subject of women’s professional careers, with a bi-monthly newsletter sent to 170,000 contacts. The organisation also runs a Woman’s Academy which proposes workshops on professional tools to help reinforce women’s careers,

www.forumjump.eu www.blogjump.eu.www.womansacademy.be

Herrulesofsuccess:- Be ready to change what

you are not happy about in your life (professional and private)

- Be authentic

Isabella Lenarduzzi Believe in and love what you do

makes Li truly happy. This passionate, dynamic and tolerant woman believes it is vitally important not to take yourself too seriously, and to always have a sense of humour. Her motto is “Simple is best” and she strongly believes that dance is aimed at making people better and happier, and that we should all fully enjoy each unique moment life generously offers us.

Li Marteling takes pride in having succeeded to live her dream – namely, managing her own dance school in which amateurs are treated as professionals. She started the Li Marteling dance school when she was only 25 years old, at a time when dance was more typically taught by dancers at the end of their careers – and it proved to be a visionary move. From an early age Li was convinced that teaching was what she wanted to do, and studied to become a teacher for four years at the Higher School of Choreographic Studies in Paris, then in New York at the Broadway Dance Center where she continued to return for ten years to train for several months per year. Her connection with her teacher and mentor in New York has always been fantastic. Nowadays she still returns regularly to the Broadway Dance Center but more often with her students who are participating in intensive and master classes.

Starting her own business was a challenge as she was alone and had to do everything by herself. However, it helped that she started when she was young, and also because “Rental costs were far more reasonable than they are today.” Doubting and always questioning herself was part of her daily routine. She admits that it wouldn’t have been possible to do what she loves and at the same time have a happy personal life without huge support from her family. She still remembers with emotion her husband encouraging her to go to New York for a dance course three months after she gave birth to their first child, and is grateful to him for understanding her needs for fulfilment in both family and career.

Sharing her passion for dance with her students and seeing the satisfaction and joy in their eyes is what

www.limarteling.lu

Herkeystosuccess:- Passion - Support from family- A clear separation between

professional life and time spent with family – no guilt when one or the other is on top

- Start your business at a young age

Li Marteling Simple is best

44 45

the community and that is a privileged position to hold. I have found many aspects of running a business challenging; possibly the biggest one was having my third child a year after start-up! An ongoing challenge is balancing different projects to ensure that the workload is manageable. A great resource for me in the early years was The Business Women’s Network; it was a positive experience to be among women with similar values and facing similar issues.”

A strong influence on her life was her grandmother who was widowed at 23: a proud, principled, independent woman, who worked because she had to, and encouraged Lisa to “Stand on your two feet”. As a role model, she was a constant reminder of a hard work ethic. “She was the generation who fought to gain the vote for women; she struggled to keep her job when men returned from the war. I owe it her to use my vote and work and keep my independence.”

Many residents and workers within Luxembourg will be familiar with ARA City Radio; the station broadcasting music, news and travel information every weekday in English from the city centre studio. Lisa McLean, who became involved with the project in 2004, took over the role of Managing Director in 2006. Raised and educated on the west coast of Scotland, Lisa studied Marketing and Communications and later completed a degree in Politics and Economics with the Open University. A true ‘international citizen’, she has lived and worked in the UK, Germany and the USA before arriving in Luxembourg in 1996. In 1999 Lisa formed LJM Communications, a marketing consulting firm set up to support small to medium sized businesses in Luxembourg.

Lisa’s decision to set up her own company stems from her belief in making her own lifestyle choices. A proud mother of three children, two of them daughters, she found her situation as a parent difficult. The local school system, at the time was “Impossible”, with her children having two hour lunch-breaks, two afternoons a week off school and no after school care. The only way that Lisa could forge a career and still take care of her children was to start her own company. The desire that her children should see her work was also a major motivation.

It was through LJM Communications that Lisa got involved with ARA City Radio. Speaking about her role as MD, Lisa says. “We are a small company and are faced therefore with the same challenges that many small companies in Luxembourg face. However, I continue to believe that in every challenge there lies an opportunity, you just have to look for it…. Equally we are in a position to help other companies succeed and to support charity projects that are ongoing in www.aracityradio.com

Herkeystosuccess:- Have a vision of what you want to

do but remain flexible; don’t stay on the path just because you are on it.

- Know your weaknesses and get help when and where you need it.

Lisa McLean Make your own lifestyle choices

new products. Her highest achievement to date was successfully exporting her chocolate around the world and her ambition is to open franchise and reselling shops in other countries.

A leader is, in Gelua’s opinion, a person who is not afraid to take risks after careful consideration and utilises the ability to inspire others to join him / her. Essential qualities are self-confidence, charisma, and communication skills. The only major difference she sees between female and male leaders is that women have the ability to more finely perceive situations and gestures, or what Gelua refers to as a “sixth sense”.

Gelua Naveh came to Luxembourg 12 years ago from France where she studied chocolate design and making along with the art of cake making and gourmet cooking. After several years of teaching gastronomy courses in Luxembourg, she decided to move into the production of artisan chocolate and started “Chocolaterie Genaveh” in 2005 together with her husband, David, and with the assistance of the Luxembourgish state. Her professional life began in South Africa where she lived for 14 years. First she studied biological research and spent many years in the laboratory to complete an M. Sc. Degree. Several years later, she obtained a degree in fashion design and subsequently spent more than ten years in the design and manufacturing of children and women’s clothing, as well as wedding and formal dresses. “I find that both the scientific and the artistic side help and influence me a great deal in my present career as a Chocolatière. A good chocolate is made on the basis of solid scientific control of the production methods and environment while it has also to look attractive and appetising.”

Gelua, who describes herself as a continuous passionate learner, remembers how she was helped by the business experience of her husband who is an academic and international business consultant. The two of them received government assistance and encouragement over the years from the Luxembourg Ministry of Economy, Middle Classes and the SNCI. One of the most difficult moments in her business career was learning that their major customers at the time, the Icelandic banks Glitnir, Landsbanki and Kaupting had collapsed. After recovering from the shock, Gelua took the initiative and used the opportunity to further diversify the client base and enter new markets with www.chocolaterie-genaveh.com

Herkeysto success:- Big proportion of own

capital minimizing the amount of loans.

- Good marketing- Support from the

Luxembourg Ministries of Economy and Middle Classes, and SNCI

Gelua Naveh Women have a sixth sense

46 47

A woman leader should, in Vivian’s opinion bring her capabilities and charisma to an enterprise, be humble and be able to explain, delegate, manage and make the best decisions under the circumstances. She also believes that a leader should encourage others and bring out the best of their abilities.

Viviane is now involved with identifying and preparing women to face the challenges of becoming an administrator, in anticipation of a French law which aims to impose a quota to ensure that woman comprise of at least 40% of Administration Councils. In recognition of her services, she has been awarded the “Chevalier de la Légion d’Honneur” and Silver “French Souvenir” medals.

Viviane Neiter, born and bred in France, graduated from the prestigious Reims Management School in 1980. Together with her husband, she joined the family business and began to join a number of professional associations and clubs, assisting with General Assembly meetings of numerous French companies. In 1998 Viviane became co-chair of the Association for Promotion of Individual Ownership and by 2003 she had created her own consulting firm, Neiter Consulting. The business began by lobbying for the first proximity investment funds in the east of France, launched by Sigma Gestion. By this time Viviane’s skills as a negotiator and her emotional intelligence had come to be recognised by some of the leading players in French industry as she received many offers to join various enterprise councils. As of 2010 Viviane is the Administrator for four companies, three of which are listed on the French Stock Exchange: Dolphin Intégration, the former Ginger Group (recently acquired by Grondmig, Kertel, Prodware) and one company not listed on the Stock Exchange, trading under the name Insert. Viviane views these positions as her greatest career achievement.

Viviane has also tried her hand at politics, and, although she failed to become elected in a councillor position as she had hoped, Viviane found the experience rewarding as she developed new skills, such as dealing with people’s problems, being confronted with challenging questions and understanding the needs of the electorate. Overall she found considers the time spent on her campaign useful and a great personal development investment, and recommends to other women to seek a more active role in politics.

Viviane Neiter The best is yet to come

Herrulesofsuccess:- Investing time in taking

care of her professional networks

- Analyse carefully and calmly each business situation, even if it takes longer to reach a decision

- Be competitive but don’t keep everything only for yourself

challenging, but that it is always possible – she shares the family responsibilities with her husband so that each is able to follow their ambitions and passions. Among these passions is her involvement in the Water Pole initiative, which aims to improve the visibility of small companies, and she recently founded a similar venture in Fez, Morocco – another fine example of her outstanding entrepreneurship

Raised by a French mother and a Luxembourgish father, Anne Pedon is a true daughter of the Greater Region. She spent her early years in France, where her mother was a school director, and her youth in Luxembourg. After leaving school she went on to study in Metz, graduating with a PhD in biology, and has remained in the city since 1981. Her experience of growing up in the region has taught her that there are no borders in life, a philosophy which she is trying to pass on to her three children. She also applies this philosophy in her role as chairperson for “Entreprendre en Lorraine Nord”, where she places great priority on developing cooperative activities within the Thionville – Luxembourg – Metz axis.

Anne’s biggest achievement is the success of her company, Pedon Environment. Founded fifteen years ago, the company specialises in studying the quality of freshwater through analysis of its fauna, a focus which came as a natural choice to Anne after providing companies with similar services during her university years. She soon found that creating, developing and managing projects herself suited her independent style and vision. For Anne, entrepreneurship means having clear objectives – and innovating and collaborating in order to succeed. To stay competitive, Anne specialises in a very specific niche market – hydrobiology – and intends to remain a leader in her field by following the latest technologies and scientific developments. She is always grateful to her mentor and “scientific father” (as she likes to call him), Professor Jean-Claude Pihan, and continues to work with him either at the University of Metz or on other projects.

Anne believes that having a successful professional life and a happy family life is getting more and more

www.pedon-environnement.com

Anne PedonSucceeding while remaining modest

Herlessonsforsuccess:- Specialise in what you do

best- Develop yourself continually

to remain competitive- Be modest about your

success- Be selective about whom

you spend your time with - Be positive

48 49

have a successful family life and professional life. In her opinion it all depends on an individual’s organisational skills, and the support of her spouse. Fluent in eight languages, she is a positive person by nature (“if you see things in black they will eventually turn black”) and believes it is important to always look for opportunities. She also advises that you shouldn’t reflect too much or ever lose hope. If you wish to succeed, you can do it, but you need to work hard to get there. Nothing comes without investment.

French of Moroccan origins, Sonia Pinternagel’s family arrived in Luxembourg when she was eight years old. Growing up the oldest of six children, she managed to find a balance between protecting her siblings and maintaining her own personal independence – as her mother always used to say, “every problem has a solution.”

Sonia started work at the age of thirteen as a waitress in the family restaurant. She left school at seventeen but studied in the evenings to gain an Executive PA diploma. Sonia tried numerous jobs in order to find something she would love and eventually found her calling in 2008 when she joined Assist Relocation Services as a consultant. One year later, she bought 50% of the company and became managing director. 2010 sees her first year of full ownership. Taking over a company during an economic crisis at the age of thirty-two is the achievement she is most proud of. At the time people told her she was crazy, but she has proved the doubters wrong. There were many challenges, including renegotiating contracts, building trust with clients, and making the transition from colleague to boss. When asked to describe her entrepreneurship experience, Sonia mentions being motivated and focused, as well as the need to fight every day for what you believe in. She looks up very enthusiastically to her role model, Vinciane Istace, who started small but managed to build an impressive career in Human Resources in Luxembourg.

Sonia is happily married and she believes it is absolutely possible for a woman to simultaneously

www.assist-relocation.lu

Herrulesforsuccess:- Always look for

opportunities- Pay attention to your

employees’ well-being, because happy employees = happy clients

- Every problem has a solution- Never say no to a client even

for the most time sensitive demands

Sonia Pintemagel You can do it!

Ludivine’s mentor was a former journalist for Le Monde, Point, L’Expansion and Républicain Lorrain, and she believes in networks because “A network is like a good doctor; if you have a good one, you’ll be well taken care of.” She is an active member of the French Chamber of Commerce in Luxembourg, Press Club in Metz along with the Women Entrepreneurs’ Association in Luxembourg and Stratégie et Avenir in Thionville. She recommends experimenting with these groups before joining, as it is very important to choose them well.

Ludivine Plessy, from the Lorraine region of France, comes from a family of entrepreneurs, so it came as little surprise when she created Keep Contact, a company specialising in public and press relations, in 2007. The inspiration for this move towards business leadership came after a trip to New York, a city where Ludivine believed that “Anything was possible”. On her return, aged 29, she created Keep Contact, using her previous experience with companies such as Coca Cola, BGL Bank, Tempo and Manpower. The challenges which faced Ludivine as she began included learning about people and herself, taking risks and the inevitable let downs which all come with taking ambitious steps towards becoming a successful business woman. She still continues to be challenged by the development of the services offered by the company, and the constant need for innovation and adaptation within the marketplace, such as technological advancements, consumer behaviour, and shifting patterns of change in society.

Ludivine describes herself as a tolerant, dynamic woman who is loyal to herself. In her opinion, an entrepreneur should be audacious, enduring and to be able to manage the financial aspects of the company, which is essential. A good knowledge of the field in which the company will be specialised is also a necessity. Her own advice to women who wish to start their company is to formulate a good business plan and listen to advisors, push yourself and don’t be afraid. The quality of your “fight”, she says, depends on how well you are prepared, or to what she refers to as your “armour”. “It’s a beautiful fight…. sometimes you lose, sometimes you win”, she adds. www.keepcontact.lu

Herkeystosuccess:- No fear of the unknown- Private and business life

go naturally hand in hand as her friends are also the people she works with

Ludivine Plessy A network is like a good doctor; if you have a good one, you’ll be taken care of well.

50 51

factors, a challenge which most entrepreneurs face in their quest for survival and success.

In addition to her gallery business, Marita is also heavily involved with several valuable art projects, such as the Photo Festival which engages with seven European art universities and is already in its 6th edition, focusing this year on the theme of magazine photography, along with the Gisèle Freund photo collection, which she aims to exhibit internationally.

When Marita decided to come to Luxembourg from her home country, Austria, it was for love. More than 20 years later, she is still in Luxembourg and as passionate and enthusiastic about the country as when she arrived. Marita studied painting at the Academy of Applied Arts in Vienna and, despite her family thinking that art was not a wise career move; she did not allow herself to become discouraged and followed her passion of working in the field of arts, both by teaching and working for an art gallery over a two year period in Vienna. This experience allowed her to understand the art world and subsequently, after relocating to Luxembourg, gave Marita enough confidence to open her own gallery. Since 1998 she has been the owner and managing director of Gallerie Clairefontaine, which now has two galleries on Place de Clairefontaine and Rue du St-Esprit, both in Luxembourg City.

Becoming an entrepreneur was her biggest achievement, as she faced the challenges of opening a business in a new country. Marita swiftly learned about the ever changing art tastes in Luxembourg and had to form creative proposals that would appeal to potential customers along with building a network and a reputation for quality. Being independent by nature, Marita enjoys being able to focus on both her work and diverse interests, whilst recognising the ever changing world of tastes and styles. Art is like any other business and Marita always has to find a balance between idealism and passion and economic

www.galerie-clairefontaine.lu

Herkeystosuccess:- Do what you are truly

passionate about- Network- Never lose faith

Dr. Marita Ruiter Do what you are passionate about

job as a housewife. However, she believes that with willingness and careful management, a work/life balance is possible – although not always easy.

Participating in networks is essential to Fabienne as this is an excellent means to promote and develop one’s business while meeting people with similar life experiences. She is a member of the Liège-Vervier Chamber of Commerce and very active in F.A.R. (Women Active in Networks) which organises regular monthly meetings for women to build team spirit, develop solidarity and cultivate friendship. Joining a social network is naturally her key recommendation for anyone who wishes to advance in her career.

A native of Echternach, Fabienne Scheuer is a chemistry graduate who started her career researching and testing new products at Colgate-Palmolive. Fifteen years later, she took a career break to get involved with her husband in his newly created company and was able to apply her passion for marketing to the business. She chose the company’s name (ACD, All Cleaning Development) ensuring it started with the letter A in order to take a prime position at the beginning of the telephone book. Seven years ago, she separated from her husband and “inherited” the thirty-employee company, which specialises in industrial cleaning and is based in Liège-Verviers in Belgium. Even though her field of activity is traditionally a male universe, Fabienne feels at ease in her role and takes pleasure in knowing that her clients fully trust her capabilities.

Fabienne describes herself as determined, independent and well organised, and considers a leader to be a self-confident individual who manages others without abusing power and authority, and allows collaborators to freely express their opinions and ideas. She believes that our education system has wrongly convinced people that a leader should be an alpha male figure; however, Fabienne observes that attitudes are changing, and women are bringing different skills and a different vision of power to the business world, which is essential for a more balanced way of life for all. She also points out that women are still victims of the old stereotypes; for example, when a couple comes home from work, what usually happens is that the man relaxes while the woman starts her second www.acd-nettoyage.com

Herrulesforsuccess:- Seize opportunities and

don’t be afraid of the unknown

- Be an active networker

Fabienne Scheuer Women have a different view of power and authority than men

52 53

For Karine, a leader is someone who manages to bring her team into her vision, convincing colleagues to follow and accompany her and to offer their energies. A female entrepreneur should, in her opinion, be passionate about work, a visionary who knows herself well, be self confident, a good manager and be able to evaluate her energies well. In this context, team members’ mutual respect and dialogue are essential to keep a good ambience in which each individual’s contribution is meaningful.

With her roots firmly set in the Grande Region, Karine Touati takes pride in representing both French and Luxembourgish people. Born in Metz, Karine holds a BA in Law and is currently working towards a Ph.D. in Modern Literature. Experienced in public relations in both Metz and Luxembourg, Karine used the bankruptcy of her then employer in 2006 as an opportunity to question her career ambitions. Like so many other woman entrepreneurs she values her independence and life style, so, with the trust and assistance of her professional team decided to create her own business venture. Naming the company Kosmo, Karine based the business model around the idea of a communications laboratory, focusing on the individual needs and expectations of clients. Considering Kosmo as her greatest achievement to date, Karine is grateful to her two mentors; her companion Frank, who later became an associate with a background in engineering, and Serge H. Behm from TATA, who placed trust in her ideas from the beginning and who is still closely following her path.

Chocolate and laughter are the best forms of medicine for Karine, who believes in striking a balance between the professional and private life. An optimist, she describes herself as free, joyful and positive and sees each day as a new opportunity and is thankful for her luck and happiness. Constantly learning and expanding her ideas are of upmost importance to Karine, she is currently a member of Association for the Progress of Management - APM Luxembourg 3 frontières, a group always providing a source for new inspiration. Outside of the world of business, Karine has a passion for music, singing in the jazz group Bullit.

www.kosmo.lu

Herrulesforsuccess:- Know yourself well and

surround yourself by people to complement your weaknesses

- Seize opportunities and take risks

- Know your clients well and understand their needs

- Communication focused on meaning and outcomes

Karine Touati Maintain your motivation and passion

not to do everything by themselves, get involved in networks, seek out mentors, and focus on a few vital objectives that will help them achieve their goals.

Avivah believes that women can have it all, but certainly not at the one time. Wanting and expecting to have a successful private/family life as well as professional life simultaneously is one mistake women often make. Avivah suggests to “choose to choose” and be more strategic with your choices, keeping in mind that everyone evolves and advances their career in a unique way.

Canadian, Swiss and French, Avivah Wittenberg-Cox is an optimistic, curious and energetic woman who believes that women mean business. To prove her point she co-authored a book entitled “Why women mean business”, and is also the author of another book “How women mean business, A step by step guide to profiting from gender balanced business”. After gaining a computer science and comparative literature degree from the University of Toronto, Avivah started her career as a computer programmer, then completed an INSEAD MBA. She continued her career as a management consultant and then as an international corporate communication consultant. In 1996 she founded the European Professional Women’s Network (of which she is still honorary president) because she felt that there was an urgent need for proactive new networks for women. In 2000 she founded her consultancy company “20 first”, offering coaching and leadership programmes for senior women. She expanded scope to focus on gender balanced business programmes and considers her greatest achievement to be her contribution to the global understanding that gender is a strategic economic issue as important to men as it is for women. Her challenge going forward is to maintain a successful business and maximise her impact in the time available to her.

For Avivah, a leader should be optimistic, energetic, believe in people and have a vision of where one can go in life. While there is no one successful blueprint for leadership, Avivah praises “bilingual leaders”, those who are able to speak the languages of men as well as women, and develop styles incorporating elements of each gender’s strengths. Her key recommendations to women contemplating leadership positions are

www.EuropeanPWN.net www.20-first.com

Herlessonsforsuccess:- Don’t try to be perfect but

keep an eye on the big picture

- Network - Have fun in your job

Avivah Wittenberg-Cox Women mean business

54 55

Women diplomatsSucces stories to be inspired by...

56 57

being troubled by inconsequential matters. Leaders should, in her opinion, be willing to listen and learn – and be able to laugh with and at themselves.

Networks are important for most leaders, especially for women leaders. Ambassador Lehto quotes Madeleine Albright, who has underlined the importance of women helping each other, saying that “Those who have climbed the ladder of success should not push it away from the building. They can only be strengthened if there are more women”. She finds that it is not always easy for women to enter a field previously reserved for men. “Those women who are the first ones to break a glass ceiling are likely to be hurt. It is much better when there is a critical mass of women. The problem of the first women is that, too often, they are left alone and without support. I am not only speaking of collegial support but also of the support offered by the corporation or institution in terms of promoting diversity, or by society in terms of making childcare facilities available”.

Ambassador Marja Lehto, Finland’s representative to Luxembourg since 2009, has a classical background in foreign affairs and diplomacy. Holder of a master’s degree in international politics, a doctorate in international law and over 25 years’ experience with the Finnish Foreign Ministry, Ambassador Lehto has already served two terms at the Finnish Embassy in Paris and five years with the UN Mission in New York. For most of her career this “tough little lady”, as she was dubbed at the UN, has been involved in conference diplomacy, helping to find acceptable solutions to international problems, often after difficult and protracted negotiations. Through her roles within the UN, EU and Council of Europe and experience as a chairperson, Ambassador Lehto is proud to have contributed to settling a number of important policy issues related to international security, human rights and international humanitarian law.

Finland has a long and distinguished tradition of equality between the sexes, adopting universal suffrage for both men and women in 1906. Ambassador Lehto views women in leadership roles as an emerging factor on the international stage as fewer corporations, institutions and governments can afford to ignore the talent and capacity for leadership that women show. In her native country both the President of the Republic and the Prime Minister are currently women, as are more than half of the government ministers, half of the party leaders, and 40% of members of parliament.

Ambassador Lehto does not distinguish between male and female leaders, but notes that women leaders tend to have a closer relationship to the realities of everyday life, and therefore can contribute to a fuller understanding of society. She believes that any leader needs to have a clear vision of what is essential for his or her organization, being able to think ahead and not www.finlande.lu

Marja Lehto Don’t just wait until your efforts will be recognized, speak up!

Herkeystosuccess:- Don’t just wait that your

efforts will be recognized, speak up!

- Think ahead, not being easily irritated by things that don’t really matter.

- Listen and learn - Laugh at yourself.

The appointment as US Ambassador to Luxembourg was a culmination of years spent making use of opportunities; combined with natural leadership abilities: decisiveness, genuine interest and passion for work and people, authenticity, dynamism, creativity, willingness to take chances, natural talent for networking, and taste for challenges (with 2.5 years spent on the Obama election campaign trail). Ambassador Stroum’s leadership role at the Luxembourg Embassy brings huge responsibility and amazing opportunities to make a difference and contribute to a better world. After years of service in business, charities and to her nation, she still feels blessed by her biggest achievement in life: her daughter.

Astute investor, ambassador of one of the world’s largest countries to one of its smallest, passionate philanthropist, Broadway producer and mother are all roles which Ambassador Cynthia Stroum is accustomed to. Born in the city of Seattle, President Obama’s representative to Luxembourg believed she would graduate from college to settle down and get married, instead a very different career path followed. After a BA in Public Relations and Journalism from the University of Southern California and under the guidance of her late father, Samuel Stroum, a 30 year old Ms Stroum created her own business as an angel investor. Following her father’s advice she began investing into projects which he supported, but the roles swiftly reversed, with Mr Stroum taking notice of the investment opportunities being brought to his attention by his daughter, such as a small Seattle coffee and tea roasting plant which grew into the international chain ‘Starbucks’. Cynthia Stroum has spent her career investing and supporting entrepreneurs and businesses she believes in: over twenty successful technology, biotechnology and retail start-up companies have grown steadily with her input.

Ambassador Stroum’s work in the philanthropy sector is performed with the same level of dedication. Serving as a board member of “The Fred Hutchinson Cancer Research Center”, a Founding Chairperson of the Board of the “Pancreatic Cancer Action Network” (PanCAN), Trustee for her late father Samuel Stroum’s Trust, on the board of the “USC Shoah Foundation Institute” and a large variety of arts (her work in the theatre earned a Tony award nomination for the 2004 Broadway production of Raisin in the Sun) and children’s group, following in her father’s footsteps (he was once described as “The Godfather of Seattle giving”). http://luxembourg.usembassy.gov

Cynthia Stroum Networking

Herkeystosuccess:- Networking- Love what you do,- Believe in the people and the

products you are investing in,

- Go by your guts, and don’t be afraid to make a mistake

58 59

Camelia views her greatest achievement as being able to represent her country at European level, and, although her chosen career path has not been easy, she has dealt with obstacles and prejudice with perseverance, faith and good humour. Even though she sees much progression with regards to the empowerment of women in recent years, she still believes that an overly conservative approach by some key decision makers is holding back many women who wish to enter roles which have traditionally been male dominated.

A leader, to Camelia, must be able to understand human nature to create harmony within a team and show sincerity, professionalism, altruism, honesty, optimism and faith, all of which she possesses.

Camelia Toader is one of five women judges sitting at the European Court of Justice, and she represents Romania at the highest level. Her impressive career began in Bucharest, where she spent her childhood and youth and where she had the opportunity to be surrounded by different cultures and nationalities, learning French and German from an early age. Camelia’s decision to become a judge came when she was a young teenager and her future education activities were influenced by this dream. After studying administrative and commercial law at high school Camelia completed a B.A. in Law at the University of Bucharest. Competition for entry on this chosen course was tough, for each single place there were 21 candidates.

After completing university Camelia began her career as a judge in Bucharest and later entered the world of academia, gaining her Ph. D in Comparative Law and International Private Law, taking a job as an assistant professor. Whilst taking research scholarships at the Hamburg Max Planck Institute, she was offered an advisory role with the International Relations department of the Ministry of Justice, mainly focused on the Romanian relationship with Germany and Austria. When Romania was offered candidacy to join the EU, Camelia became responsible for the European Integration Department, charged with harmonising Romanian legislation with that of the EU. Appointed appointed judge “at the supreme instance” in 1999, Camelia also continued her academic studies and became a professor. After Romania’s successful entry into the EU, she was appointed as a judge to the European Court in 2007 and has split her time between Luxembourg and Romania ever since.

www.curia.europa.eu

Herkeystosuccess:- Solid professional

preparation and lifelong learning

- Being passionate about her job

- Being optimistic and having a sense of humour

Camelia Toader Lifelong learning

60 61

Women in corporationsSucces stories to be inspired by...

62 63

the Ministry for Equal Opportunities. The program’s successes include the representation of women on all management committees, implementation of a soft skills training course targeted specifically for women in leadership positions, flexible working hours for the entire staff and one of the highest rate of women partner in the PwC network.

Rima’s hope and objective is to build a company culture where women’s talent can be nurtured, creating a culture where talented women can reach the top. As client demands become increasingly diverse, Rima understands that companies must adapt, so is an active member of all “gender diversity” network groups in other PwC countries, which have become an important way to share and exchange information in the global market. She is a passionate advocate of networking – locally and globally.

With over 18 years of invaluable experience in auditing within the Luxembourgish financial sector, Rima Adas is both partner and a member of the executive committee of PricewaterhouseCoopers Luxembourg. The roles bring great responsibility, one of which is her involvement with the Human Capital department, which brings with it the opportunity develop a global vision and bring new ideas to the firm. As part of her leadership role, she also cultivates the development of PwC’s services in the banking industry. In addition, Rima is in charge of anti-money laundering and forensic services, in which she represents the Luxembourg firm at a global level.

As a leader, Rima always tries to be authentic, dynamic, and proactive by always searching for new ways improve strategy within the workplace. She believes that the leadership style of women is different to that of men, but that having “two different visions” is a better way to foster creativity and facilitate problem solving. For several years, Rima has been the leader of “Women in PwC” in Luxembourg, a group of managers, directors and partners, both women and men, who share the objective of raising awareness on the subject of gender diversity. She never considered equality as simply a good idea, but instead views the issue as a chance to further enhance individual potential and ensure the firm retains the reputation as an employer of choice. The “gender diversity” programme launched by PwC in 2003 has since helped attract and retain more women in the organisation, and was honoured with the “Prix féminin de l’entreprise” from www.pwc.lu

Herkeystosuccess:- Be confident in yourself - Think “outside the box”

Rima Adas Be confident

Verviers-Eupen Financial Forum, the Liège-Verviers-Namur Chamber of Commerce and Industry’s “Entre’preneurs” organisation, Liège and Namur’s Cercle de Wallonie and, together with her husband is a member of the Literary Cercles of Liège and Verviers.

A true Belgian (with a mother from Flanders and a father from Wallonia), Véronique Grisard de la Rochette has forged her professional career in the banking sector. After studying commercial and financial sciences at university, Véronique began with BBL Bank Brussels Lambert, later ING Bank, where she worked for 17 years. Since 2006, she has been director at Puilaetco Dewaay Private Bankers, responsible for the Liège office and commerce development in the Wallonia region.

With the help and support of her husband, Véronique has successfully managed to balance and combine her professional life alongside that of her family, an achievement which fills her with pride. Véronique advises women who wish to become responsible leaders to become aware of their skills; organisational capacities, empathy, a sense for hard work and strong ambitions. She believes that women in high positions must work more to prove themselves, but, once a prospective leader harnesses these factors then the way is open to all, regardless of gender.

After numerous years in top management, Véronique still encounters many challenges. Coaching her teams of collaborators, both men and women requires patience combined with strategy and she constantly questions herself by evaluating her position as she maintains the will to progress and advance.

Véronique is an active member in a variety of associations and networking platforms, including www.puilaetcodewaay.be

Herkeystosuccess:- Be available for your

collaborators- Be tenacious- Lead by example

Véronique Grisard de la Rochette Patience and strategy

64 65

the “game”. It’s not about losing or winning, but about constant learning, regular self-questioning and having fun and love for work.

Passionate seems a good word to define Isabelle, both in her private and professional life, and she recognises that one of her biggest challenges is related to being over passionate. She highlights therefore the dangers of being over involved emotionally as “This makes you weaker and less efficient in your work”. A balance of passion and calm both at home and work is her the key to a happy life. As she likes to quote “The tree you move dies, the human being who moves lives.”

An expert accountant, Isabelle Guillou has spent a long and successful career in the banking industry. A graduate of the Rouen Higher Education Commerce School, concentrating in finance and accounting, Isabelle has been working for Société Générale in Paris since 1987. Her curious nature and adeptness to new challenges led to her appointment as Deputy General Director for SG Luxembourg in 2009. In charge of the supervision of the commercial bank, the operations, the organisation and IT, this position suits Isabelle, who enjoys the variety of work on offer within the bank. Isabelle is always looking toward the future, seeking to build and rebuild stable and sustainable entities within the sector. Grateful for the support shown to her by SG, Isabelle has been an active participant in the Futures Dirigeantes programme and the internal network SG au Féminin which organises numerous events outside of the bank.

A leader is, for Isabelle, someone with a vision and capacity to motivate and move others, someone who shows the direction and knows where they are headed. The essential attributes of a leader are, in her opinion, decision making, the ability to admit their own mistakes, keeping calm even in stormy situations, and being open to listen to the ideas of others, consider suggestions and eventually use them as a way to lead instead of imposing decisions.

Isabelle also believes that there is no rule book or recipe for leadership in general, and sees no difference between women and their male counterparts. However, Isabelle highlights the necessity for women to communicate more actively about their achievements and be aware of the rules of its environment and of

www.sgbt.lu

Isabelle Guillou Building for tomorrow

Herrulesofsuccess:- Work hard and prove what

you are worth - Be passionate about what

you do- Have a long term vision- Improve yourself constantly

Maude is an active board member for several associations and platforms such as Moselle Economy, Medef Moselle, Thionville’s Center for Health and Security at work, Entreprendre en Lorraine Nord, Commerce & Development, Porte de France – Thionville Development Council, Thionville Yutz Technology University Institute, and Metz’s Charlemagne Cercle. Between her private life (she has three sons), her professional agenda and the different responsibilities within non profit organizations, Maude recognizes that she often feels challenged. Her impressive career and dedication to the community were rewarded by the French government with the “Chevalier dans l’Ordre de la Légion d’Honneur”.

After having graduated from Strasbourg Sciences PO concentration Public Services in 1980, Maude Korsec continued her studies with a licence in International Exchanges and a Master’s degree in Administration and Public Management. This energetic, patient and passionate woman from the city of Thionville, France made her first career in the public sector. Between 1981 and 1998, she worked for the Moselle General Council under the directions of Jean-Marie Rauch, at the time president, and Julien Schwartz and Philippe Leroy who followed him and from whom she has learnt enormously. She continued as deputy general director of Moselis (former OPAC de la Moselle), general secretary of the Cattenom District and its surroundings, as well as some other public functions. In 1999 she decided a major change of career in the private sector as General Director of GIE Geric Thionville, and she had to start building again from zero; however with the support of Jean-Daniel Hamet, the president, who advised and trained her. GIE Geric is a service enterprise which hosts numerous commercial entities in the Geric commercial centre with more than seven million visitors each year, almost as many as the Eiffel Tour in Paris.

A leader is, for this curious, loyal and independent woman, someone able to gather people together around a project and a vision. To those who wish to enhance their visibility within their companies, Maude recommends to be authentic, to listen more to their instincts, and also open themselves to what is going on outside the enterprise, which will not only broaden their horizons but also help them get more self confidence.

www.geric.fr

Maude Korsec Patience and passion

Herlessonsforsuccess:- Be open to learn new things

every day- Be loyal - Dedicate time and energy

to your community

66 67

certain professional objectives and believes that it is very useful to step back and view yourself through someone else’s eyes, as this helps you understand how you are perceived by others, as well as encouraging you to develop clearer goals and visions. Her current ambitions are to participate in her company’s ongoing development, ideally in pioneering new activities and operations.

After completing a degree in Accounting, Administration and Finance at the SupCo / University of Lille, Sylvie Lanari continued her studies with a Masters degree in Internal Audit and Control at the Toulouse SupCo. Her career began in financial reporting before she decided to join the family business in serigraphy (a type of screen-printing). A few years later, in 1997, Sylvie followed her husband to Luxembourg and discovered the world of the PSF. She worked for Atag Asset Management for 10 years as head of operations and deputy director, and in 2007, she joined the Foyer Group as administration director and member of the Board of Foyer Patrimonium, which became Capitalatwork at the beginning of 2010.

For Sylvie, a leader is someone who, through know-how and dynamism, manages to motivate their staff while still being caring, responsible and available. The difference she notices between male and female leaders is the same as between men and women in general: men are more likely than women to be assisted in times of need, while women are generally better than men at managing different responsibilities at the same time. Sylvie also observes that women still need to prove their expertise and skills more than men in the same positions, but she finds that sometimes women are less accomplished when it comes to delegating and being available.

Sylvie’s biggest challenge is to deal with the politics of big groups, but she generally believes that skills and know-how will always win the day, no matter what political games are being played. However, she emphasises the need for communicating one’s own achievements and finding ways of getting visibility, credit and respect both inside and outside the company. Sylvie has worked with a coach to achieve www.capitalatwork.lu

www.arcelormittal.com

Herkeystosuccess:- Prove what you are worth - Be visible and communicate your

achievements- Persevere

Sylvie Lanari Prove what you are worth

Evie Roos Building networks inside and outside the company

should be a decision maker, performance driven, a strong communicator, empathic, a team player, as well as someone who inspires trust.

Given the fact that, in general women show less ambition when it comes to career planning, her advice to women who wish to enhance their visibility and be appointed to leadership roles is to be more explicit about their ambitions. The basic assumption being, of course, that there is high performance in place, they can become more visible if they participate more in transversal projects and invest time in building networks inside and outside the company. In this context, Evie is Board Member of the Chamber of Commerce as well as of the Fedil Luxembourg, and participates as mentor in an international cross-mentoring programme.

Born in 1967, Evie Roos holds master degrees in law and European Studies from the University of Leuven (Belgium) and from the Europa Institut in Saarbrücken (Germany). She joined the steel company Sidmar (Belgium) in 1991 as Legal Counsel and later moved to the Human Resources department as Staff Manager. She moved in 2002 to the headquarters of the Arcelor Group in Luxembourg to take up the responsibility of Vice-President Industrial Relations in charge of the European Works Council which she created and continued to develop. At the same time she piloted the diversity policy of the Group. From September 2005 until September 2006, Evie was also in charge of Human Resources of the Business Unit Arcelor Steel Solutions & Services (Distribution and transformation of the Arcelor Group with 12,000 people). Since the merger of ArcelorMittal in 2006 she heads the Human Resources & Communications Department of Long Europe, a business unit gathering 37,000 people working in 20 plants in 10 different countries in Europe and North Africa, and since September 2009 she is also responsible for the HR Coordination of ArcelorMittal in Luxembourg. This self defined result driven, pro-active and open – minded woman’s highest achievement is to have put in place the European Works Council at the Group level in a context of transnational restructuring.

In Evie’s opinion, a leader is a strategic thinker. “He/she has comprehensive understanding of drivers of rapidly shifting global geo-political, social, economic horizon and societal expectations of his/her industry. A leader leads the way. He/she leads by example and promotes the company values. A leader prepares for the next generation of leaders. He/she identifies and develops tomorrow’s leaders.” In addition, a leader

Herkeystosuccess:- Clear objectives and high

performance- Strong support from family- Building networks inside

and outside the company

68 69

balance between private and professional life, she believes that setting the right priorities and having a realistic timeline helps. “Being aware of the fact that you don’t have to be perfect every single moment makes things easier too,” she adds.

In Catherine’s opinion, networks are crucial for leaders because “Without a strong and dependable network, there is no path to the top”. She advises ambitious women to be expressive about what they do and what they want, and take the necessary time to build strategic alliances and networks.

A native of Germany, Catherine Rückel comes from a small village near Saarbrücken. After completing her studies in 1993, she joined PwC and today is an audit partner at PwC Luxembourg, heading up German market activities and German Real Estate Business. Besides this, she is a member of the Audit Management Team, “Réviseur d’Entreprise agréé” and a German “Steuerberaterin.”

Catherine defines herself as energetic, passionate, assertive, creative and grounded. She believes that women usually display a collaborative leadership style. In her opinion, “Women leaders safeguard the process, facilitate interaction and are focused on the cause. They are willing to take the lead in creating progressive work environments. Women leaders tend more often to share knowledge, give credit when due, collaborate, share ideas more willingly, and seek less personal glory. They are more often driven by what they can do for the company and for society.” For Catherine, the key attributes of a leader – whether female or male – are to be an eager listener, be willing to take risks and to have the courage to act with the long-term in mind.

Catherine also feels that women are often intimidated by hierarchies where men dominate upper management levels, which is the case in most organisations. In many circumstances, women end up as ‘workhorses’ in charge of difficult and unglamorous tasks, and consequently don’t always have the necessary time or opportunity to build critical business alliances – a key enabler in moving up the corporate ladder.

Catherine’s proudest achievement was climbing a 4400-metre high volcano with two of her closest friends. Although it is always difficult to strike a good www.pwc.lu

Catherine Rückel Don’t feel you have to be perfect at all times

Françoise Thoma Enjoy today and shape the future

Herkeystosuccess:- Be part of robust networks

and create strategic alliances.

- Don’t feel you have to be perfect at all times.

In a world where there are more opportunities for individual freedom and development than ever before, new paradigms of thought and motivation are essential, as is the creation of an agreeable and motivating work environment for people, in which they can feel satisfied and fulfilled.

Françoise just takes the time for everything that interests her, be it in a private context (going to concerts, travelling, reading), or related to her profession (participating in conferences and seminars on topics of interest). Networking comes to her naturally because she gives time and consideration to people and is genuinely interested in being aware of what is going on in the world, in the market or in the community. Her philosophy might be simply summarised as: “Appreciate and live fully for each moment, make the best decisions you can, and make your choices with no regrets.”

With a MA in Law, a MA in Political Science, both from Sorbonne, Paris, a Masters Degree in Law (LL.M) from Harvard Law School and a Ph.D. in Law from Sorbonne, Francoise Thoma worked as a lawyer in business law for about 5 years, before joining The European Court of Justice as “référendaire”. Since 1999 she has been working for the BCEE (Luxembourg State and savings Bank) and is currently one of the few women in Luxembourg to be a Member of the Executive Committee for a major bank. Before this recognition she held a function in the Legal department, then was General Secretary since 2004. In addition to her banking job, she has been a member of the State Council since 2000. She is also an associate professor at Luxembourg University.

For Françoise, a leader is “A person ready to take on responsibility for the whole, able to develop visions while having their feet firmly rooted in reality, and being truly interested in the individuals around them, a shield for the people you are responsible for and for the business you are supposed to run, an arrow heading for the future and for progress in every sense; a manager of change.” She describes herself as open minded, individualistic, determined and eclectic, underlying the fact that in leadership there is no model to be followed, nor recipe to succeed: “Leadership is very much about being and being yourself, not about seeming to be what you are not”, and she believes that leadership depends on individual implication, personal qualities combined with hard work, a willingness to advance and to assume a position of responsibility along with a capacity to accept criticism and improve yourself. In her leadership position, Françoise aims to develop a sense of optimism and enthusiasm around her, passion and devotion to achieve common goals. www.bcce.lu

Herkeystosuccess:- Be authentic- Carpe diem- Never be afraid to ask

questions- Assume your choices

70 71

Women leaders in non profit organisationsSucces stories to be inspired by...

72 73

to improve the life of Rwandese children and widows. She has also been honoured with two medals for her work promoting Russian culture in the Grand Duchy.

Those who meet Aniela immediately feel her fantastic energy, and the way she values life and the people around her. This human aspect of her career, and the way she manages to inspire people to follow her, is the driving force of her leadership style.

Aniela is French and comes from the renowned Rachmaninoff family, famous for founding the principality of Moldavia and also for producing Aniela’s great-uncle, the acclaimed composer and pianist Sergei Rachmaninoff. When she was young she dreamed of being a doctor or a comedian, but her career was to follow different paths altogether.

During her youth she studied economic affairs and photo-modelled with her twin sister, Eléonore. She worked as a stewardess with Air France before leaving in 1971 to join her husband in Luxembourg. She began her career in the Grand Duchy with RTL as a presenter and TV show host. Since then she has worked in Human Resources, in training at IFBL and ATTF, been a member of the board and the Policy Committee at Citi Corp Bank, and also been an entrepreneur, running the family wine business with her husband (Le Club du Bon Vin). Notable achievements include creating a Personnel Department for Citibank (at that time Citi Corp) in 1984, at a time when Human Resources professionals were mostly associated with salary calculations. In 1986, she also founded the Bank Personnel Officers’ Group, which she chaired for 10 years. She somehow found the time to raise a family during these busy years, and considers her children to be her biggest joy and achievement in life.

The voluntary sector has also benefited greatly from Aniela’s passion, commitment and dynamism. She has served as president of Kiwanis Letzebuerg International, the first mixed service club; as a member of the National Foreigners’ Council of the City of Luxembourg, representing France; and also as a founding member in charge of the press and PR for the “Femmes Développement” association, who work

Herrulesforsuccess:- Be passionate about what

you do, no matter the position you hold

- Speak less and do more- Life is very precious,

therefore surround yourself with people who matter and help them live the life you dream for yourself

- Be courageous and follow your dreams

Aniela Bettel Spiro-Rachmaninoff Life is a precious gift, help people around you live the way you dream to live it yourself

what she believes is, be able to make decisions and encourage others by setting an example. Listening to those you work with, understanding their capabilities and skills and helping them to work together toward common goals are all advice she gives. It is her belief that an effective leadership is based on information and making the most of one’s personal qualities, such as self-confidence, awareness, etcMarie-Hélène was both encouraged and influenced by her parents and sees her own family as one of her highest achievements. The fact that she has managed to balance her professional life with her private one was largely thanks to a well established network of mothers, “Women who are so good at juggling many tasks at one time.”

Marie-Hélène Ehrke is the third president (and the first native Luxembourger) of the 50 year old organisation billed as ‘Luxembourg’s greatest charity event of the year’; the annual International Bazaar. The non-profit organisation has become something of an institution in Luxembourg and is placed under the patronage of HRH the Grand-Duchess Maria Teresa. Consisting of an Executive Committee and 60 stands, each run by teams of volunteers from over 50 different nations, this annual event takes place in the halls of Luxexpo during the run up to Christmas. Each stand sells a variety of products from the countries which they represent. Over 100 global charities in around 60 countries, mainly located in Africa, Latin America and Asia, benefit each year from the impressive sums raised, as all the profits go directly to good causes.

Marie-Hélène grew up and was educated in Luxembourg, where she developed an early passion for languages (she is fluent in five). For over 30 years she lived in the UK, first teaching French and German and later taking a CPE law course in London, after which she sat on the bench in South-West London Magistrates Court. On her return to Luxembourg 5 years ago, Marie-Hélène became involved with the Bazaar committee and 2 years ago she took over the presidency. Together with a very able and experienced team, she strives to both maintain the well established traditional values whilst trying to innovate in certain sectors. The demands placed on the committee can be arduous, especially the evaluation, choice and follow up of approximately 150 charitable projects involved.

An ambitious and courageous woman, Marie-Hélène believes that a woman leader should stand up for www.bazar-international.lu

Herrulesforsuccess:- Listen and look out for what

others do and recognize the positive changes

- Voluntary work is only possible in a team which is based on trust

- Encouragement and motivation are paramount forces

Marie-Hélène Ehrke Listening and providing motivation to others

74 75

Rose-Marie Ernstberger has been the director of the Ecole Grandjean in Luxembourg since 1987. Formed as a private educational institution, the school welcomes around 100 teenage pupils every year, mostly those who are having difficulties with mainstream education. The aim of the school is, through private tuition, to give support and allow pupils to achieve a French baccalaureate. Rose-Marie’s dedication and commitment to promoting life learning has always been a dream for her, and she is very proud of her success and of the results achieved by the pupils year after year.

A French national, Rose-Marie came to Luxembourg along with her husband after studying IT at Strasbourg and languages at Manheim/Karlsruhe in Germany. These are the subjects which form the core of Ecole Grandjean’s curriculum. Describing herself as creative, persevering and sociable, Rose-Marie finds her work with children highly rewarding. Together with her team, Rose-Marie’s main aim is to help students recognise their potential and gain confidence academically, and ultimately complete their studies. “This year, 7 out of 10 students have passed successfully their baccalaureate”, she proudly mentions.

Education is the key to improving one’s conditions and future, and Rose-Marie strongly believes in leadership by example and in giving back to the community. Therefore, she is active in non profit and charity organisations, and is in charge of the French Stand www.epg.lu

Rose-Marie Ernstberger Giving a second chance to everyone

Herrulesofsuccess:- Everyone should be given a

second chance- Have many contacts and

build your network- Persevere; never give up!

her own mentor in Amsterdam and the benefits of having a personal leader coach. During her time as CEO at Banco, Tonika followed a female mentoring program at the Stockholm School of Economics and recommends such initiatives to other women who wish to lead a team, department or company.

A self defined “enthusiastic, energetic, pragmatic, impatient and demanding woman”, Tonika has always been ready to take opportunities when they arise and recognises the importance of being open minded and ready for them; a testament to which those who have benefited from her work in the philanthropic sector will always be grateful for.

Born in Sweden, Tonika Hirdman is no stranger to the challenging roles faced by women in business. After obtaining a Master of Science degree from Uppsala University, she began her professional career at the Swedish Financial Supervisory Authority in 1990, moving on to a diplomatic position with the Swedish Ministry of Foreign Affairs from 1994-2000. Her business leadership challenges began with her appointment to Banco, a subsidiary of ABN AMRO based in Sweden which specialised in sustainable investments. As the CEO of Banco she was also responsible for the sustainable development strategy at ABN AMRO Asset Management, which led to the move, just one year later, to ABN AMRO Bank Luxembourg where she took the role of CEO.

Tonika became Director General of the “Fondation de Luxembourg” in 2009. Her work to attract both Luxembourgish nationals and foreigners to the cause of European philanthropy has led Tonika to describe herself as “Feeling like an ambassador” for the small country. The “Fondation de Luxembourg”, established in 2008 aims to promote private and corporate philanthropy within the Grand Duchy of Luxembourg, and Tonika’s ambition for the project is to transfer the maximum resources available to those beneficiaries spread across the world whose needs are greatest.

Tonika’s career has faced many challenges, with worker redundancy being one of the more difficult tasks for a CEO in an uncertain and rapidly changing marketplace, even more so when close colleagues and associates are involved. Tonika’s strong belief in team work coupled with regular support and feedback is balanced with the objective of the company, upholding a separation between the personal and professional life. However, mentorship and exchanges of experiences between team players is an essential strategy for Tonika, as she herself recalls the knowledge gained from www.fdlux.lu

Tonika Hirdman Be close to your people

Herlessonsforsuccess:- Invest time in recruiting the

right people- Be close to your team- Believe in yourself- Be open for opportunities

at the International Bazaar of Luxembourg. In her opinion, a woman leader should be able to persevere, not give up when things become difficult, build and maintain her networks, and care about others.

76 77

is also a member of Brussels’s Club L International and Namur’s Cercle de Wallonie.

Bénédicte’s views a leader as someone who gathers people, communicates, inspires and helps them to progress and attain their personal and professional objectives. She believes a leader’s strengths are shown through the clarity of their vision, a high decision making capacity, strong analysis and communication skills, and being a good strategic planner who focuses on the company’s results and projects.

Originally from Liège, Belgium, Bénédicte Philippart de Foy feels that her home city, famed for its spirit of welcome, suits her well. An excellent communicator who likes to share knowledge with others, Bénédicte has been active in the training sector from early in her career. She began by teaching French to banking executives before moving into market research. From 2000 to 2007 she occupied a key position in an enterprise accompanying entrepreneurs to create their start up. Bénédicte has always been aware of the importance of striking a balance between the professional and personal life and this gave her the motivation to enter the world of entrepreneurship. At this present time, she is running four activities: consulting, trends observation, qualitative market research, and CréaPME, a company she launched in 2010 along with her associate, Michaël Malherbe. CréaPME coaches future entrepreneurs by offering them a variety of training modules, depending on their needs, which helps to make ideas become reality. Their ambitions for the company are to develop activities in other regions of Belgium, maybe even abroad and create a magazine dedicated to Belgian entrepreneurship. Bénédicte also wishes to set up a foundation to serve as platform for innovative start up projects.

Bénédicte is also active within the non-profit sector, creating in 2005 FAR (Femmes Actives en Réseau - Women Active in Network), a non-profit network with more than 1,500 members. Free to join, FAR offers numerous networking opportunities along with an exchange of experiences and good practices between women, all to help them get… far! As a strong advocate of networking, Bénédicte has always been interested in expanding her horizons and promoting ideas with others. In addition to her busy career, she

www.reseau-far.be www.creapme.be

Herrulesofsuccess:- Believe in yourself and learn to be

your own marketing manager- You are stronger when you share

your successes and failures with other people

- Dedicate 5-10% of your time to your networks.

Bénédicte Philippart de Foy Together we can achieve more

Bibi Wintersdorf Always ready to embrace new challenges

discouraged in the early stages, because there will always be disappointments on the way to success. Bibi also believes it’s important to find someone more experienced to learn from – one of her role models, “a friend and mentor” is Candace Johnson, one of the founders of SES Astra and serial entrepreneur. Bibi describes herself as very determined and a hard worker. “I’m loyal to myself and others. I don’t get easily disappointed – I’m always ready to embrace new challenges. Plus I’m an inveterate optimist – I enjoy life, and strongly believe that happiness lies within yourself!”

From “A family of hard-working people from Minette”, Bibi Wintersdorf has many impressive achievements to her name. She has published several award-winning books, run her own TV production company, worked as head of children’s programmes at RTL Television Germany, had her own VIP Show with RTL Télé Lëtzebuerg, and also recorded several CDs as a talented singer.

She is presently deputy manager and executive producer of IP Productions, a subsidiary of the RTL Group, and at the same time she writes books, works as a communication coach (e.g. in 2009 she coached all the CSV candidates to prepare them for the winning elections), facilitates workshops, is a multilingual event and show presenter, and a sought-after voice-talent. In addition, in 2010 she was the first woman to be elected governor for the Luxembourg district (104) of FiftyOne International – the first European founded service-club – “with 100% support and confirmation from my fellow members, 85% of whom were men”.

As an entrepreneur, she found that the biggest challenges were starting a business, advancing her business idea from concept to realisation, and also being completely independent – especially during tough economic times. When asked if there is a perfect time in life to start your own company, Bibi is philosophical. “It depends on each individual’s personality, but ideally not at a very young age, as I believe you need to have time to learn and ask for advice.” Entrepreneurship means a number of things to her: diligence, endurance and audacity, not to forget discipline, and also staying true to your vision. For those interested in starting their own company, she believes it’s important not to become

Herkeystosuccess:- Never give up. If you believe

in your idea, fight for it and keep going.

- Be a networker, always emphasizing the human aspect first.

- Follow your intuition.

Having trouble to get your message through ?

6, rue Marguerite de Brabant • L-1254 LuxembourgTél.: +352 26 47 85 03 • GSM: +352 621 77 51 22 • Fax : +352 26 47 85 04

info@languages.lu • www.languages.lu

Whether you’re interested in a total immersion experience or want to start learning a new language, Languages.lu is the ideal solution - offering 30 languages for learners at allstages of development.

Thomas would like to reserve a hotel room in Berlin ...

Franck needs to process an order in France …

Sophie is sorry to have accepted a video conference with her Chinese colleagues …

80 81

Who’s Who of women leaders in

the Greater Region

82 83

Lastname Firstname Company Function

Abraham Ariane Avis Luxembourg Personnel director

Adams Ann Roche Bobois Administrator

Adams Gill Anglo American Luxembourg Human Resources

Adas Rima PricewaterhouseCoopers Luxembourg Partner

Agazzini Katia Deloitte Luxembourg Director

Akalin - Ayral Ipek Elite Relocation Services Managing director – partner

Akhertous Bouchra TIKA SERVICES Administrator

Akmouche Alima Millicom International Cellular Human Resources

Alberotanza Roberta Italian Cultural Centre Luxembourg Director

Aldorf Barbara BA Consulting Director and owner

Alexander Susan Minerva Managing director

Allen Valérie KEY INN APPART OFFICE General Director

Amoretti Virginie Farvest Luxembourg General Director

Anckenmann Sonia Randstad Intérim Branch director

Andre Brigitte IQ Solutions Director

ANDRÉ-BERNARD Monique Banque de Luxembourg Human Resources

Andreosso Flora Andreosso Carrelages SARL Director

Andreosso Thérèse Andreosso SA Administrator

Antoine Murielle The Bank of New York Mellon Luxembourg

Apple Malika Group JMA - Bel'Scarpe Administrator and owner

Apy Laure Masco Europe Key Account Manager Europe

Arend Marie - Josée Libo SA Managing director - Ettelbruck

Arnold Valérie PricewaterhouseCoopers Luxembourg Partner

Arnold Catherine Arnold Optique Arlon Managing director, owner

Arroyo Karine EP Group SA Administrator

Aslan Zeynep Türkisfund SICAV Director

Aubin Virginie DCL Group SA Human Resources Director

Aubry Dominique Interface Managing director

Avez-Nana Nicole A-B Lux Relocation Managing director

Bachner Monique Bachner Legal Solicitor

Back Ursula FinAdvice Finanzplanung SA Managing director - Associate

Baflast Catherine Noble & Scheidecker Avocats Partner

Baravina Vania BDO Compagnie Fiduciaire Associate

Barnsteiner Astrid Deloitte Luxembourg Director

Bartalis - Claus Violeta Cabinet dentaire Dr. Violeta Bartalis - Claus Managing director and owner

Basista Agnès Bau Mat Genewo SA Administrator

Battey Sarah GE Intellligent Platforms Administrator

Baude Virginie Ecofi sàrl Administrator

Bausch Nathalie Deutsche Bank Luxembourg Human Resources Director

Beaujolin Christiane Europ Continents Holding SA President

Becker Karine Stanton Chase International Managing partner

Becker Laurence Orthodontiste.lu Managing partner

Belgrade Nelly RH Partners Director – Associate

Belkalem Nassera State Street Bank Luxembourg SA Senior associate

Bemer Aïcha I-BC Business Gifts Administrator - co - owner

BENEL Alexandra French Chamber of Commerce and Industry in Luxembourg

Director

Benjamin Louise Benjamin Law Firm Founder and owner

Béraud – Sudreau Pia Just arrived, guide pratique du résident Managing director - Associate

Berdon Régine Eri Bancaire Luxembourg Administrator

Bertrand Mélanie The Bank of New York Luxembourg Human Resources Director

Bertrand-Nel Sandrine EURL Editions Bertrand-Nel Director and editor in chief

Besseyras Aline Pro Infra Bouxieres aux Bois Managing director

Bettendorf Ingrid Firstfloor by Préfalux Managing director

Biever Elisabeth Valora S.A. Human Resources director

Billon Andrée CSSF Luxembourg Director

Binda Daniela Brown Brothers Harriman Luxembourg Human Resources Director

Binsfeld – Olinger Thérèse Garage Binsfeld Associate

Biraschi Sonia State Street Bank Luxembourg SA Managing director

Bissen Marie-Brigitte Evolution Plus Managing director

Biver Catharina FranklinCovey Luxembourg - CATBI Associates Sàrl

Biver Janine Linklaters LLP Partner

Blasoni Rachel Express Services SA Commercial director

Blessing Luciënne Luxembourg University Vice rector Research

Bloch Léa By Léa Administrator and owner

Blondin Karine Lombard International Assurance Training & Development Manager

Bock Eloïse Arendt & Medernach Associate

Boez Isabelle FOP Group Partner, co-owner

Bogelmann Nadine Molitor Legal Partner

Bompadre Jeanne Salon Jeanne Coiffure Managing director - owner

Bouché-Hilbold Anne-Marie BOUCHE Transport - Logistique - Dépannage Poids-lourds Phalsbourg France

Boucquey Sandrine E- Business & Resilience Centre SA Human Resources Director

Bouillet Anais Soludec SA Administrator

Boulot Virginie Deloitte Luxembourg Director

Bourgeron Véronique Xantor Informatique SA Managing director

Bourgois Véronique Arval Luxembourg SA Director commercial

Bourlond Marie Experta Corporate and Trust Services S.A. Managing director

Braas Simone Alles vum Séi Director

Brasseur Stéphanie Wengé Director - owner

Brauch Viviane Exess Administrator

Brecko Barbara Ateac Luxembourg Co-owner

Brockers Petra KPMG Luxembourg Human Resources Director

Broman Renja Charterhouse Print Management European Operations Director

Brunetti Tina Lloyds TSB Bank LuxembourgDirector compliance, risks and internal control

Brusselmans Els SAS Belux Human Resources Director

Bugada Sandrine IRIS Luxembourg SA Human Resources Director

Bulow Stine The Vintage Fable Jewelry

Bumb Viviane Family Guide Managing director - owner

Burell Christiane Oostvogels Pfister Feyten Associate

84 85

Burgraf Anne CSC SA Luxembourg Administrator

Burton Annie Badenoch &Clark Administrator

Cahen Corinne Chaussures Léon Luxembourg Managing director - Associate

Calimente Elena Le corps enchanté Director and owner

Carlier Caroline BNP Paribas Real Estate Luxembourg Administrator

Caruel - Henniaux Emmanuelle PricewaterhouseCoopers Luxembourg Partner

Castagna Anne RMC Consulting SARL Managing director - Associate

Caval Stander Centre for coaching managers Administrator and owner

Cerf- Muller Françoise Muller & Wegener SARL Administrator

Cesarini Josy Sit – Net SA Administrator

Chadoeuf Christiane Deloitte Luxembourg Director

Chanson Rosa Hotel Ponte Vecchio Administrator

Charles Sabrina Ateac Luxembourg Co-owner

Chauhan-Stok Monika Crossroads Global DirectorChèvremont - Lorenzini

Marie Jeanne Arendt & Medernach Senior Consultant

Chretiennot-Broggini

Marie-Reine C.M. Services Sarl Administrator

Christiany Michele Fideos Financial Services S.A. Director

Ciarlantini-Krick Carla CCK Marketing extern Germany Managing director, owner

Ciarmoli Carmela CD Associates Sarl Associate

Ciprietti Gabrielle Nikko Bank Luxembourg SA IT director

Clark Helen Sunflower Montessori Crèche Luxembourg Managing director - Associate

Clasen Françoise Caves Bernard Massard et Jardin des Papillons Direction

Clauss Viviane Banque de LuxembourgMarketing Director, Member of The Board

Clette Karin A'venue international – Events & Travel Blenders SA

Administrator

Cohen Véronique Emoveo Administrator and owner

Colard Vanessa Oostvogels Pfister Feyten Associate

Comin Leonor Galerie Nordine Zidoun Director

Comodi Josy Zuang by PCS Administrator

Contreras Anne Arendt & Medernach Associate

Corley Elizabeth Allianz Global Investors Europe Président General Director

Cosgrave Bridget SES Astra SA Member of the Executive Committee

Costant Gwladys Profiler Consulting Country manager

Coulon Véronique Lux Decor Peinture Administrator

Couset Isabelle Entreprises Magazine Luxembourg Director and editor in chief

Coustry Christina Sparinvest SA Regional Manager

Crahay Nathalie Hawk Group S.A. Chief Financial Officer

Crépin Christelle PricewaterhouseCoopers Luxembourg Partner

Crinquant Hélène Société Générale Bank & Trust LuxembourgGeneral Deputy Director and Member of the Executive Committee

Da Costa Sonia Push the Brand Associate Director

Da Fonte Aline AD Corporate Services Sarl AD Fiduciaire SA Administrator

Dahl Christina Chris Design Managing director

Dalle Nathalie Oostvogels Pfister Feyten Responsable ressources humaines

Dannfelt Anna Aromatherapy Owner

Daroca Barbara ING Luxembourg S.A.Vice President Structured Solutions Group

Datry Sabine AXA Assurances Luxembourg Member of the Executive Committee

De Berdt Angélique DBL Product SA Managing director

De Berdt Nadine DBL Product SA Administrator

De Cuypere Kathleen Bâloise Assurances Luxembourg Responsable ressources humaines

De Jonghe Ann Sodexo SA Human Resources Director

De Jonghe An Ulysses Consulting CEO

De Meyere Nathalie Generali Luxembourg General Director

De Paoli Doris FinAdvice FinanzplanungS.A. Managing director - Associate

De Paoli Loriana Editpress Group Luxembourg SA Administrator

De Rosa Catherine Wildgen Luxembourg Human Resources Director

De Sousa Anne Del Col SA General Director

De Viell Anita Fast - Recuitment & Training Luxembourg Administrator

De Vrieze Chantal Econom Luxembourg SA Country manager

De Zwaef Patricia Tempera Administrator - owner

Debuchy Isabelle Luxembourg féminin Editor in chief

Debus Marleen Loyens & Loeff Responsable ressources humaines

Dechering Yvonne CD Associates Sarl Associate

Deckenbrunnen Christiane BGL BNP Paribas Human Resources Director

Decroix Corine Avis Luxembourg Area director

Deed Freda Interactive Data SARL Area director

Degbomont Véronique SD Worx SA Responsable ressources humaines

Degive Catherine Codeja Sarl (EP Group Administrator

Dejardin Botelho Eliane Linklaters LLP Managing associate

Dekhar Hélène Herbalife Chief Financial Officer Europe

Delcourt Simone CSSF Luxembourg Director

Delebois Nathalie Do Recruitment Advisors Director – Associate

Deltenre Stéphanie RBC Dexia Investor Services Bank HR Business Partner

Dembski Marie Valorlux ASBL Administration director

Demelenne Laurence PricewaterhouseCoopers Luxembourg Partner

Denize Sylvie Libo SA Managing director - Libo Dierkich

Depiesse Céline Codur Director

Detaille Michèle No - Nail Boxes Administrator

Devignes Florence HMS Lux SA Administrator

Diz Parada Dolores Hilton Luxembourg-Albergo Sarl Administrator

Djenadi Nadia Antal International Administrator

Doerner Christine Norway Consulate Luxembourg Général Consul

Dogniez Nathalie KPMG Luxembourg Partner - Fund management

Dohmer Patricia KlaunerSarl Director

Dondlinger Mady SD Worx SA Human Resources director

Doornbos Bert Gamm Lux SARL Director

Doyen Fabienne Getronics Belux Human Resources Director

Dr. Ruiter Marita Galerie Clairefontaine Director

Drulang Micheline Institut de Beauté Micheline Drulang Owner

Dubois Valérie P.M.C Agence textile Director – Associate

86 87

Duhr Nelly Domaine Mme Aly Duhr & Fils Administrator and owner

Dummong-Kemp Sylviane Fiduciaire Dummong - Kemp Luxembourg Managing director, co-owner

Dupont Catherine PricewaterhouseCoopers Luxembourg Partner

Duxbury Heather St Georges School Luxembourg Director

Ebelmann Karine Ebelmann Eloyes Administrator

Eberwein Ariane ProDialog SARL Managing partner

Ehrke-Harf Marie-Hélène International Bazaar Luxembourg President

Eippers Josiane ADT Center sàrl Managing director - Associate

Eisenhuth Michèle Arendt & Medernach Associate

Elsen Laure Accentaigu SARL Administrator and owner

Elsen Marleen Utopia Luxembourg CFO

Elsen Suzette CK SA Luxembourg Financial and communication director

Elvinger Janine Hôtel Mercure Kikuoka Golf Club General Director

Elvinger Martine Elvinger, Hoss & Prussen Partner

Erb Nathalie BeCom Graphic Studio Managing director - owner

Ernstberger Rose-Marie Grandjean Private school Luxembourg Director

Espen Huguette EFG Bank Luxembourg Director

Evans Wendy Lombard International Assurance Human Resources Director

Fabeck Tatiana Tatiana Fabeck Architecte Luxembourg Architect and administrator

Faber Isabelle Grand Ducal Palace Director marketing & communication

Faber Nadia Ernst & Young Luxembourg Partner - Asset management

Faé Yvonne SanichauferFinancial director des finances & member of the Board

Falk - Petersen Ulla European Court of Auditors Director

Faria de Carvalho Theresa Caixa Geral de Depositos Director

Feck Christine Graphisterie Générale sàrl General Director

Feis – Besch Colleen Mega Performance Managing director

Feltes Nadine 1st Address Relocation Associate

Ferey Axelles Ernst & Young LuxembourgHead Private equity product development

Fernand Fornella Lux control SA Administration director

Ferranti Eva Eva Ferranti SA Managing director - Associate

Ferring Françoise SGI Ingenierie SA Luxembourg Deputy director

Festor Bernadette Valoprest Florange Director, co-owner

Fideler Charlene Integreat Relocation Services Managing director

Filipucci Murielle PricewaterhouseCoopers Luxembourg Partner

Fischer Barbara Espera Productions Sarl Administrator

Fitzgibbon Claire Irland Embassy Luxembourg Ambassador

Flammang – Wiscour

Annie Nettoyage de vitres SARL Managing director

Folmer Françoise Team 31 Associate

Fonck Danièle Editpress General Deputy Director

Fontaine Elisabeth Simon Associate - General Director

Fontenoy Stéphanie Salaisons Blaise Florenville Managing director, owner

Foucart Aurélie Accor Services Luxembourg Responsable de zone

Franzoia Ornella Nespresso Managing director

Freiberg Nadine IDS Sheer Administration director

Frideres Josée Lycée technique école de gestion et de commerce Director

Fridriks Bergling Linklaters LLP Human Resources Director

Frisch Rosy CK SA Luxembourg General Director

Frosio Maryse Comed SA Deputy director

Fuchs Eliane Vitalvie Managing director - Associate

Funck Charlotte Deloitte Luxembourg Director

Funck Linda Elvinger, Hoss & Prussen Partner

Funk Charlotte Fiduciaire générale de Luxembourg Associate

Funk Danielle Domus Concept Luxembourg Associate

Gaemperlé Chantal LVMH Luxembourg Human Resources director

Gaessler Rachel Chamber of Commerce LuxembourgCoordinator Business Mentoring Programme

Gallois Nina Nymanex CEO

Garnjost Petra Sacred Heart University Director

Garret Florence Lombard International Assurance S.A. Associate Director

Gasché Edina Hôtel et restaurant Campanile Director

Gaul Claudine Hôtel restaurant de la Gaichel Managing director

Genisio Nadia Arendt & Medernach Associate

Gerardin Catherine C.G.R.H. Director

Gerber – Lemaire Martine Oostvogels Pfister Feyten Partner

Gilibert Francesca La French Editions Managing director - owner

Gillen – Snyers Marie Paule KBL European Private Banking SA Director general secretary

Glavac Rachel Ricoh Luxembourg PSF SARL General secretary

Glavic Viviane Banque Degroof Luxembourg SA General Director

Glos Andrea Revue.lu Editor in chief

Goebel Gudrun Société Générale Securities Services LuxembourgHead of Business Development and Product Management

Goedert Nadia Résidence Mon Plaisir Managing director

Goedert Tessy Goedert Pharmacy Luxembourg Managing director - owner

Goetzinger Germaine National Literature Centre Director

Goffin Rita Guardian Industrie Europe Human Resources Director

Goller Marie-Claire Canada Consulate Luxembourg Honorary Consul

Gorris Pascale Kaleido Partner

Gorynia Brigitte Charme & Création Director

Gouzee Nathalie Whatdoweb SA General Director

Gracheva Natalia we plan. GmbH Owner

Graff Maryline BNP Paribas Real Estate Luxembourg Head of Property Management

GragnaniCarmela Maria Rosaria

Italy Consulate Luxembourg Consul

Grelli Alba IKKS shops / A.L.G. Director - owner

Grenner Anja Ernst & Young MetzAssociate Director Business Development Alternative Assets

Griffiths Lize Deloitte Luxembourg Director

Grisard de la Rochette

Véronique Puilaetco Dewaay Private Bankers Belgium Director

Grosset Annie EFA AdministratorGrunberg - Aquilante

Karine Jones Lang Lasalle Head Property Management

88 89

Guilbert Delphine Auchan Human Resources Director

Guillaume Valérie Boutique Sonia Rykiel Managing director

Guillon Fabienne Telindus Human Resources Director

Guillou Isabelle Société Générale Bank & Trust Luxembourg General Director

Guillou Isabelle Société Générale Bank & Trust Luxembourg Deputy director

Guillou Katell Restaurant Toit pour toi Managing director - owner

Haan – Fleurent Lydia Feeling Training Managing director

Hackenberg Regina LiquidBytes Luxembourg Managing director

Hagehülsmann Cristina ProCompetence Partner

Hansen Dominique Fondation Ecouter pour Mieux s'Entendre Director

Harada Naomi Mizuho Trust & Banking Luxembourg Managing director & CEO

Hardenne Monique Pro Fit Luxembourg Administrator

Hargesheimer Claudia Verena Integralis Saarlorlux Administrator

Hartz Annick Flowers in the box Managing director

Hauser Joëlle Kremer Associés & Clifford Chance Partner Investment Funds

Hazenberg Petra Deloitte Luxembourg Director

Hearty Aline Ernst & Young Luxembourg Associate director

Heinen Irène Play Pause Fitness Managing director - owner

Heller Anne Marie Defimedia Belgium Managing director, co-owner

Henk Manuela Henk International Managing Director

Hennemann Brigitte Euroscript International SA Vice president Sales Public Sector

Henning Géraldine Robert Half International SARL Country manager

Henon Christel Etude Christel Henon Owner - lawyer

Henrion Stéphanie Cartier Luxembourg Managing director

Hernalsteen Isabelle MazarsHuman Resources Director & communication

Herrmann – Schumacher

Martine Domaine Schumacher - Knepper Managing director

Hesse Valerie HSBC Securities Services (Luxembourg) S.A. Head of Operation - TA

Heuhertz Camilla Luxcontrol SA Administrator

Hicks Margaret Optimize Interactive Administrator - co-owner

Him Francine Boutique 1 2 3 Managing director

Hirdman Tonika Fondation de Luxembourg General Director

Hoes Renata Zurich Eurolife SA, Head of Compliance

Hoffeld Véronique Bonn Schmitt Steichen Partner

Hoffmann Christiane The Lilith Project SARL Owning Manager

Hoffmann Maryse Hoffmann Jewelry Luxembourg Managing director - owner

Hoffmann Sandra Curver Luxembourg Human Resources Director

Hommez Marie-Pierre Adecco Luxembourg Head of internal operations

Igniti Danielle Regional Cultural Centre Dudelange Director

Imbs Barbara Wildgen Luxembourg Director

Irzi Sylvie Microsoft Online Services Group Country manager

Isaac Castiau Isabelle Driege & Weghsteen International SA Administrator

Istace Vinciane PricewaterhouseCoopers LuxembourgHuman Capital Partner, Human Resources Director

Jacquemart Anne AXA Assurances Luxembourg Human Resources director

Jacquet Françoise Bureau Comptable Luxembourgeois SA Managing director - Associate

Jacquet Sandrine Lola communication Administration director

Jahan Mathilde BNP Paribas Securities ServicesHead of Risks and Management Support

Janssens- Crokaerts Danielle Key Job SA General Director

Jara Portilla Luz Stella Colombia Consulate Luxembourg Général Consul

Jonsson Monica Coach Dynamix Administrator

Joris Anna AXA Assurances Luxembourg Member of the Executive Committee

Joubine Ellie Joubine Real estate agency sàrl Managing director

Kadusch-Roth Liane Luxembourg - Alzheimer Association President

Kaempff Anne Kaempff-Kohler Managing director

Kallmeyer Janice Dimension Data Director Strategic Transformation

Kauffmann Pascale HVB Banque Luxembourg Head of Operations Securities

Kayser-Neuss Anne BGL BNP Paribas Luxembourg Member of the Executive Committee

Keiser Francine Linklaters LLP National managing partner

Kerckhof Sylviane For Leaders only Europe Administration director

Kiefer Marika Fiduciaire Neuman JNC -Fiac-Fiasca SA General Director

Kieffer Monique National Library Luxembourg Director

Kieffer-Gutenstein Nadine Architecture & Aménagement SA Bertrand Schmitt Administrator

Kiggins Elaine Société Générale Securities Services LuxembourgHead Of Client and Product Development

Kirps Josée Archives Nationales Director

Klein Pia Best Western Hotel International Director

Knott Rita Coaching, Mentoring Consulting Managing Partner

Koch Catherine SGG Corporate Services General Director

Kohvakka Johanna Finnish-Luxembourg Society Finlux President

Kolbach Danielle Loyens & Loeff Associate

Korsec Maude Géric Thionville General Director

Kowalski Paula Flash Med SA Administrator

Kozomara Nadezda JPMorgan LuxembourgVice President, Client Service Manager

Kramer Anna - Marie Deloitte Luxembourg Director

Krecké Christiane Libo SA Managing director - Libo Dudelange

Kremer Eva SNCI General secretary

Kremer – Schares Marie – Thérèse Menuiserie Kremer SARL Managing director

Krieger Diana Monster Luxembourg Administrator

Kugel Maria SES Astra SA Member of the Executive Committee

Kurt Huguette Kurt Constructions SA Administrator

Lacroix Carole Wildgen Luxembourg Director

Ladka Kamilla Etude Hansen Doerner et Associés Administrator

Laget Lut Van Geet, Derick & Co Administrator and associate

Laguesse Sophie Elvinger, Hoss & Prussen Partner

Lakebrink Katrin Ernst & Young Tax Advisory Services sàrl Partner

Lallier Sabine Ebica SA ; ABN-AMRO Life SA Administrator

Lamy – au – Rousseau

Anne Laure Immosol sàrl Managing director

Lanari Sylvie Capitalatwork Foyer Group Luxembourg Administration director

90 91

Lao Largaespada Glenda Costa Rica Consulate Luxembourg Honorary Consul

Laurent Anne PricewaterhouseCoopers Luxembourg Partner

Laurent Sylvie ISS Facility Services Area director

Layer Elisabeth Deloitte Luxembourg Director

Lean Venetia Banque Havilland S.A. Chief Operational Officer

Lebbe Isabelle Arendt & Medernach Associate

Lebbe Virginie Oostvogels Pfister Feyten Counsel

Lecomte Christelle Vanksen SA Country manager

Lefèbvre Véronique PricewaterhouseCoopers Luxembourg Partner

Leger Virginie Equant Luxembourg Deputy Country Manager Belux

Lehto Marja Finland Embassy Luxembourg Ambassador

Lemlijn Christelle Atoz Tax Advisers Luxembourg Human Resources Director

Lempp Sabine Mercure Luxembourg Centre Gare Director

Lenarduzzi Isabella JUMP & Brussels Job days Managing Director - owner

Lentz Isabelle Hôtel le Chatelet Director

Lentz Isabelle Oostvogels Pfister Feyten Partner

Letsch Joëlle ADT Center sàrl Managing director - Associate

Leurin Viviane Crédit Suisse Managing director

L'Hoste Nathalie LVMH Luxembourg Director

Liébaert Karin Nouveaux ETS Liébaert SARL Managing director - Associate

Liebault Catherine Invik Bank Luxembourg Human Resources Director

Liebert Jenny Flirty Fitness Luxembourg Owner

Liegeois Anne – Françoise Deloitte Luxembourg Director

Linster Léa Léa Linster Owner

Linz Sonja Deloitte Luxembourg Partner

Llauradó Silvia MELIA LUXEMBOURG Director

Lombet Isabelle Cardif Lux Internationale Technical director

Lorang Lydie Étude Duro & Lorang Partner

Louis Isabelle Bureau Comptable Luxembourgeois SA Managing director - Associate

Luchetta Patricia Economic Developement Comittee Luxembourg Deputy director

Luka Heike HVB Banque LuxembourgHead of Account Management Support

Lussie Anne – Christine BGL BNP Paribas Head of Structuring - Private Banking

Lutgen Eliane C.P.A. SC Director

Lyaudet Joëlle Deloitte Luxembourg Partner

Macleod Alison KPMG Luxembourg Partner - Head of real estate

Macovei Alina PricewaterhouseCoopers Luxembourg PartnerMalo de Molina Laborde

Beatriz Advanzia Bank SA President

Mamdy Rika Trust International Luxembourg SA Administrator

Mancinelli Cindy C.M. Services Sarl Managing director - Administrator

Mangon-Zanier Manuela LALuxembourgoise-Vie SA D'Assurances Deputy director

Manhaeve Katia Allen & Overy Luxembourg Counsel

March Sharon March Senior Consult Director - owner

Marchal - Griveaud Pascale Anticip Consult Managing director

Marie-Hélène HAUTECOURT Homes and More Sarl Administrator

Marschal Monique Propper SARL Director

Marteling Li Li Marteling Dance school Director - owner

Martin Béatrice KidsCare Luxembourg Managing director and owner

MARTIN ChristianeOffice luxembourgeois de l’accueil et de l’intégration

Director

Martougin Catherine Arendt & Medernach Associate

Mascherin Miriam Elite Advisers Director – Associate

Masson Marie - Françoise Euromultimedia SA Director

Mathes Marie - Paule Domaine Mathes Director

Mazzarol Nelly Securex Managing director

McLean Lisa Ara City Radio Managing director

Medernach Aïda Presto Shop SA Administrator

Menner Cécile PricewaterhouseCoopers Luxembourg Partner

Menner Cécile PricewaterhouseCoopers Luxembourg Partner

Menschaert Hélène Events & More Associate

Menu - Duquerrois Anne - Laure Alternatives Communication General Director

Meter-Lehnen Gabriele Optimized Financial Solutions S.a.r.l. Managing Director

Meyers Mireille NettoService Administrator

Michaelis Barbara Deloitte Luxembourg Partner

Michels – Scholtz Gaby Claude Michels Real Estate Agency Managing director

Miguelez Marian Institut de beauté Marian Miguelez Director - owner

Miltgen Carole Prisma SA Managing director

Mitchell Sophie Deloitte Luxembourg Partner

Mockel-Chapellier Katrin Now SA Administrator

Molitor Danielle Secto SA Administration director

Moraru Daniela ClaraGroup Moraru: Languages.lu, Leadership féminin au GdL, La Bourse des Artistes, Entepreneurship Plus

CEO

Moraux Nathalie Banque Degroof Luxembourg SA Human Resources Director

Morbe Anita Catra sàrl General Director

Morel Anne Bonn Schmitt Steichen Partner

Moreschi-Verlaine Louisella Luxembourg Management Company Group SA Administrator

Mosconi- Panichi Simonetta Restaurant Mosconi Director - owner

Moukah Malika SGG Corporate Services Human Resources director

Moutrier Blanche Slovakia Consulate Luxembourg Honorary Consul

Mugler Marie Dalkia Luxembourg Deputy Managing Director

Muller Céline Huberty Jewelry Luxembourg Director

Muller Nathalie A. Muller & fils Director

Muller-Kneip Diane Kneip CommunicationExecutive Vice President Human Resources and Corporate

Muller-Weykam Birthe BNP Paribas Real Estate Luxembourg Deputy director

Murphy Miriam SES Astra SA Senior Vice – President

Murrath Anne PricewaterhouseCoopers Luxembourg Partner

Muzzolini Myriam Garage Bernard Muzzolini SA Director

Nagel Maggy Mondorf city Mayor

Nankwaya Mathilde Nobelux Managing director

Natale Coletta Edilux SARL Managing director - owner

92 93

Naveh Gélua Génaveh - Chocolaterie artisanale Administrator

Nedjai Allaoua RH Partners CEO

Neibecker Véronique Omnisecurity SA Administrator

Neiers Babeth Rose de Claire Design Sarl Associate

Neiers Elisabeth Rose de Claire Design SARL Associate

Neiter Viviane Neiter Consulting Director, owner

Nemery Dominique Excellia Consult Managing director

Nennig Joëlle Lloyds TSB Bank Luxembourg Head of Business Support

Neuman Christiane Nikko Bank Luxembourg SA Deputy director

Nichol Kerry Ernst & Young Luxembourg Partner Asset Management

Nicks Isabelle Nicks Isabelle Ernst & Young Luxembourg Partner

Noble Marie - Béatrice Noble & Scheidecker, Avocats à la Cour Associate

Noirhomme Julie Adecco LuxembourgHead of consulting, outsourcing operations, finance and legal recruitment

Nowak - Sikora Yvonne Commerzbank International SA Luxembourg Human Resources Director

Nuyts Lieve Lunchtime S.àr.l. Administrator

Oberweis Léa Oberweis Managing director - Administrator

O'Dea Sam Sunflower Montessori Crèche Luxembourg Managing director - Associate

O'Donnell Sinéad Do Recruitment Advisors Director – Associate

Okur Nilgun Deloitte Luxembourg Director

Olivares Rosanna Cmi Creative Communication SARL General Director

Orlando Veronique Autodis SA Administrator

Orofino-Fortunato Domenica Jean Fortunato Associate and administrator

Ostertag Claudine Mersch & Schmitz Managing director

Osville Brigitte French School of Luxembourg Administration director

Pagani Sigrid Gestion immobilière Pagani SARL Managing director - Associate

Pahlson - Moller Hedda Evalueserve - HPMI Managing Director Benelux

Painter Claire Schroders Human Resources Director

Panichi Katia Elvinger, Hoss & Prussen Partner

Paquay Annik Pepper & Salt Events Ltd General Director

Parachini Elisabeth Valoprest Florange Director, co-owner

Pardo Isadora Linedata Services Luxembourg Business Implementation Manager

Paris Carole Ajilon Administrator

Pauli - Brettner Susanne Ka Communications General Director

Pauquet Nicole Union Investment Financial Services SA Administrator

Pedon Anne Pedon Environnement Metz Managing director - owner

Peeters Nicole Hertz Luxembourg SA Country manager

Petsche Brenda HSBC Securities Services (Luxembourg) S.A. Head of Client Delivery

Pettersen Julie UBS Luxembourg S.A. Associate Director

Peusch Joëlle Panelux SA Administration director

Pfeiffer Françoise Oostvogels Pfister Feyten Partner

Philippart de Foy Bénédicte CréaPME Belgium Managing director, co-owner

Pianon Liette Restaurant Villa Aura Managing director

Piasta Marie-Christine Lloyds TSB Bank LuxembourgHead of Funds Legal, Control & Distribution

Piastrelli - Henquel Valérie PricewaterhouseCoopers Luxembourg Chief Operational Officer

Piat Géraldine PricewaterhouseCoopers Luxembourg Partner

Pierrat Myriam Elvinger, Hoss & Prussen Partner

Pietrangeli Maria Alinéa Éditions & Communication Co - director and editor in chief

Pintarnagel Sonia Assist Relocation Managing director

Piron Louis Marie Thomas & Piron SA Administrator

Pirsch Tania Garage Pirsch Direction

Pissinger - Engelmann

Irène Nordliicht TV Luxembourg Editor in chief

Pitsch Fabienne Property Partners Luxembourg Chief Administrative Officer

Pizzaferri Renée Luxembourg Lifelong Learning Center Director

Platz Carole emotion event management Owner

Plessy Ludivine Keep Contact Managing director

Pochon Brigitte Tabery & Wauthier Associate

Poignand Heike Euro-Composites S.A. Vice President Sales Space

Ponchaut Laurence Distinct Communication Managing director

Potvin Kim-Andrée BNP Paribas Securities Services Head of Operations Securities

Pouchin Carole BNP Paribas Cortal Consors Managing director

Préaux-Cobti Véronique DIAFORA France Owner and Managing Director

PRESBER Claudia Fidelity International (LUXEMBOURG) S.A. Human Resources Director

Preud'homme Anne-Sophie PricewaterhouseCoopers Luxembourg Partner

Prost Marie - Paule Fondation luxembourgeoise contre le cancer Director

Prüm - Carre Nathalie Étude Assa-Schaack Associate

Rabia Samia Wildgen Luxembourg Senior Partner

Rabotin Maureen Effective Global Leadership Director - owner

Raffalli Valérie Kahler Communication Luxembourg Partner

Rafii Parissa Ireco Executive director

Ramm Anna - Maria KPMG Luxembourg Senior Adviser

Randery Tanuja Colt Télécom Luxembourg Managing director

Ravasio Catherine Inapa Luxembourg Country Manager Luxembourg

Regenwetter Véronique Regenwetter SARL Director

Regnier Sylvie Express Services SA Managing director

Reichert Anja Paul Wurth Associate Manager-HR

Reicherts Martine Office des Publications des communautés européennes

General Director

Reichling Rita Jordan Consulate Luxembourg Honorary Consul

Reifenberg Marie-Claire Casa Milano Luxembourg Managing director

Renard Els-Katrien Hudson De Witte & Morel Country manager

Renner Odile PricewaterhouseCoopers Luxembourg Partner

Reuter Françoise Concept Factory SA General Director

Reuter Liette Interpub' SA Director – Administrator

Riano - Ibanez Isabel European Investment Fund Member of the Executive Committee

Richard Estelle Richard Assainissement Mexy Managing director, owner

Richon-Liardet Michèle NTEL Luxembourg Administrator

Rieben Laurence Luxembourg University Member of the Executive Committee

Riehl Karin KPMG Luxembourg Managing partner

94 95

Ries Diane HR Services Director

Rieth-Aach Nathalie Tapis Hertz Managing director - Associate

Ripplinger Michèlle Techni Toiture Services SARL Administrator and managing director

Rizzi Chantal City Concorde Director

Robert Melanie Bank of New York Mellon (Luxembourg) S.A. Human Resources Director

Rodesch Carol Team 31 Associate

Rodius Mireille Atoz Tax Advisers Luxembourg Director

Roger Dominique Ald Automotive-Axus Luxembourg SA Administrator

Rollinger Andrée Computersystems SA Administration director

Rombouts Annick Robert Half International SARL Managing director

Roos Evie ArcelorMittalVice-President human ressources & communication Long Carbon Europe

Rosolowska Wioletta Tchibo Germany Member of the Board

Roussel - Alenda Marie - Elisa PricewaterhouseCoopers Luxembourg Partner

Rückel Catherine PricewaterhouseCoopers Luxembourg Partner

Rucquoy Sonia Galilei-Randstad Administrator Luxembourg

Rumpf Andrea Ordre des Architectes Director

Sabron Angélique Property Partners Luxembourg Partner

Saffar DanielleOffice des Publications des communautés européennes

Director des Publications et de la Diffusion

Sagramola Sabrina Chambre de Commerce LuxembourgChef du département Relations Internationales – gérant de Enterprise Europ Network Luxembourg

Sagrillo Nadine Goeres Group Service du personnel

Saint-Medar Marise Emmanuelle Provestia Managing director - Associate

Santos Margarita Property Partners LuxembourgInvestment Senior Consultant - Partner

Sartor Sonja Comptoir des Fers et Metaux SA Managing director

Scaillet – Reckinger NathalieCommission Promotion Vins & Crémants Luxembourg

Administrator

Scarpa Audrey Linklaters LLP Managing associate

Scarpa Sandrine Luxenvironnement Administrator

Schaff Marianne La Mondiale Human Resources Director

Schaus Christiane PricewaterhouseCoopers Luxembourg Partner

Scheidecker Katia Noble & Scheidecker Luxembourg Associate

Scherer Maria Ernst & Young Luxembourg Associate director

Scheuer Fabienne ACD Nettoyage Director, owner

Schiltz EdithSteinbach Antony Fabrication de peinture SARL & Cie SECS

Managing director

Schiltz Jean-Marie Waagner-Biro Luxembourg Stage Systems SA Director

Schintgen Karin BGL BNP Paribas Director corporate development

Schlesser Isabelle Lux innovation Luxembourg Director

Schmit Géraldine Fideos Corporate Services Administrator

Schmit Patrizia Domaine Schmit – Fohl Managing director

Schmit - Verbrugghen

Sylvie European Relocation Services SA Managing director

Schmitz Kerstin Allianz Life Luxembourg S.A. Marketing Communication Associate

Schneider Annegret Messageries de Livre SARL Administrator

Schneider Martine Galerie beaumontpublic Director

Schneiders Arlette Arlette Schneiders Architectes Managing director - Associate

Scholtus Mariette Employment Administration Luxembourg Director

Schoos Aloyse I.E.E International Electronics & Engineering SA Chief Administrative Officer

Schroeder Danielle Sofinex SA Director

Sciotti Patrizia Alinéa Éditions & Communication Co - director

Scott Valérie Open University Director

Seil Viviane Global Logistic Partners Financial director

Semiglazoff Astrid Oceal ressource Management Managing director

Senior Nicola GaardenKarisma sàrl Managing director

Serrano – Araujo Alexandra Correio Luxembourg Editor in chief

Shaw Megan CSC SA Luxembourg Area director

Shelley Sue HSBC Private Bank Luxembourg) S.A. Head of Compliance

Sidnell Jane EMX Co. Ltd Director

Sidon Sandra Lakehouse SA Director – Associate

Sietzen Christiane Philharmonie de Luxembourg Member of the Executive Committee

Simon Caroline CTG Luxembourg Human Resources Director

Simon Constance Groupe Simon Administrator and managing director

Sita Cécile Sita Software SA Administration director

Smets Carine Little Smets sàrl Director

Söderman Agneta Sweden Embassy Luxembourg Ambassador

Solda Béatrice Compass Group Human Resources Director

Spaus Jea -Marie P&T Luxembourg Director

Speltz Claudine Bureau Speltz Managing director

Speltz Isabelle Restaurant Speltz Director - owner

Stael Carine Les Favorites Managing director

Stahl Hjoerdis LuxairExécutive Vice-Président – Director LuxairCargo – Member of the Executive Committee

Stainier Florence Arendt & Medernach Associate

Statucki Christine Betavi SARL Administration director

Steinborn Marie - José Fiduciaire générale de Luxembourg Associate

Steinborn Marie - Josée Deloitte Luxembourg Partner

Stevenot Marielle Noble & Scheidecker LuxembourgAssociate in charge of Human Resources

Stix-Hackl Christine Austrian Embassy Luxembourg Ambassador

Stoll Nicole Stoll, Maitre Matelassier Director

Stroum Cynthia United States Embassy Luxembourg Ambassador

Studer Camille La Provençale Managing director - Associate

Takerkart - Wolf Laurie - Anne Wildgen Luxembourg Associate

Tarajic Danielle Pro net services sàrl Administrator and managing director

TARRAUBE Céline ParaLux Sàrl Administrator

Telou Tizama Areal SARL Managing director

Tempé Delphine Oostvogels Pfister Feyten Partner

Terlier Marie-Françoise ArcelorMittal Chief Financial Officer

Thaeter Jean-Marie Microsoft Luxembourg Administrator

Theis Myriam Peinture Paul Theis SA Administrator

96 97

Theisen Anne – Marie Acord International SA Administrator

Theisen Christele Kone Luxembourg SARL Administrator

Theisen Marianne Escada Managing director

Thewke Katja R+V Luxembourg Lebensversicherung SA Administrator

Thiebert Anne-Marie Vauban French High school Luxembourg Deputy director

Thiel Mayra Citco Bank Nederland NV Senior Vice – President

Thil Karine Deloitte Luxembourg Director

Thines Netty Mediation SA Administrator

Thinnes Kerstin PricewaterhouseCoopers Luxembourg Partner

Thireau Dominique CSC SA Luxembourg CEO

Thiry Cecile HSBC Securities Services (Luxembourg) S.A. Head of Risk Management - Legal

Thiry Dominique Infodata Sarl Director

Thiry Marie-Josée Libo SA Managing director

Thoma Françoise BCEEAdministrator and Member of the Executive Committee

Thomamüller Xenia Linklaters LLP Managing associate

Thomas Anemone The Network asbl President

Thonon Anne Dimension Data Chief Financial Officer Europe

Tir Naouelle Northern & Shell International director

Tixier Valérie PricewaterhouseCoopers Luxembourg Partner

Toader Camelia European Court of Justice Administrator

Tonnaer Odette Yoaké Luxembourg Managing director - owner

Touati Karine Kosmo Communication SARL General Director

Treece Rachel Fast - Recuitment & Training Luxembourg Director – Associate

Trinlade Sandra Blo Intérieur Administration director

Tsikalakis Aphrodite Vision IT Group SA Branch manager

Turbang Bernadette Ceratizit Luxembourg SARL Human Resources Director

Valentin Damienne Luxembourg University Human Resources Director

Valschaerts Dominique Finesti SA Director

Van Den Berg Marie - Anne LBBW Luxembourg SA General Director

Van houte Aurelie ArcelorMittal Administrator

Van Malderen Marleen Commercial Union International Life SADirector clients & opérations de courtage

Van Uffellen Saskia Bull Luxembourg CEO

Van Veen - Isovic Mubina Bosnie - Herzegovine Consulate Luxembourg Honorary Consul

Vandeginste Sabine Mizuho Trust & Banking LuxembourgVice president - Human Resources Director and general administration

Vassilacou Toula European School of Luxembourg Director

Veerle Jansoone Caroline Biss Luxembourg Managing director

Verbrugghen Danielle Move-Up Luxembourg Country Manager

Vermast Martine Service des Architectes – Ville de Luxembourg Director

Verreydt Rita Sogeti Luxembourg - Sogeti PSF CEO Belux

Verschueren Cynthia KPMG Luxembourg Partner - Tax manager

Volotovskaya Ekaterina Deloitte Luxembourg Director

Von Kamarowsky Marina MVK Fine Arts Managing director - Associate

Voss Denise Franklin Templeton Investments Conducting Officer

Vouel Marianne Service de l'Education différencié, Ministère de l'Education

Director

Wagener Danielle Villa Vauban Luxembourg Director

Wagener OdetteInstitut Luxembourgeois de la Régulation – ILR Établissement public

Director

Wagner Evelyne Kieffer A & P Omnitec SARL Administrator

Wagner Simone Format SARL Associate

Wagner - Brauckmann

Rosy Bureautique Rosy Wagner Managing director

Wagner - Chartier Sophie Arendt & Medernach Associate

Walifete Esther Frugalis sàrl Managing director

Watry Sonia Eléctricité Fred Watry Managing director

Welschbillig Cathy Pharmacie Welschbillig Owner

Werner Aigner Siemens Enterprise Communications SA Managing director finance

Weydert Josée NautaDutilh Avocats Head of office

Weydert Marianne PricewaterhouseCoopers Luxembourg Partner

Wickler Christiane Pall Center Managing director

Wickler Maddy Witraloc SARL Director

Wiemar Sophie Costantini Human Resources Director

Wies Anouk Cercle-Cité Luxembourg Director

Wiget Caroline Human Capital Focus SARL Managing director

Wilkenhuysen Margaretha NautaDutilh Avocats Corporate Partner

Wilkinson Tina BNP Paribas Luxembourg Administrator

Willaume Chantal Enthalpia Director

Willemet Marie-Denise Ecofi sàrl Administrator

Winter - Hermes Sylvie Winter – Hermes sàrl Managing director

Winum Véronique Performance Partner Partner

Wirtz Ingrid Mediation SA Managing director

Wittenberg-Cox Avivah 20-first CEO

Wolfe Pascale BGL BNP Paribas Head of Infrastructure & Operations

Wolohan Deirdre e2advance Managing director - owner

Worré Nathalie Foyer Assurance SA Administrator

Wuellner Eva LINDAB-ASTRON Human Resources Director

Zanchetta Claudia Sesame Services Luxembourg Associate

Zeyen Anne - Laure Formaction Managing director

Zimmer Lek Restaurant Celadon / Thailand / Asie Gourmande Director and owner

*This is not an exhaustive list. Please check the regularly updated information on the Who’s who available free of charge on our website: www.women-leaders.eu To register yourself or recommend a woman in a leadership position, contact us at info@women-leaders.eu

98 99

Networking in Luxembourg and the

Greater Region

While there is no question that networking is necessary from an early stage in anyone’s career, it is important to be aware that networks do not all have the same purpose. When you decide to join an association or networking organisation, you have to ask yourself what your reasons are. Do you wish to interact with people working in the same field as you? Do you wish to improve your communication skills? Do you wish to improve your visibility to potential employers? Do you wish to participate in community projects?

In order to choose what is most appropriate for your needs and expectations, it is recommended that you experiment with networks before joining by participating in their events a few times. If you are invited to such an event, then use this opportunity to talk to as many people as possible about the integration period, and the amount of time required to get involved in the different projects. Be aware of the fact that some associations require from their

members a minimum commitment of presence and participation at events, and this can vary between a few hours to a few days every month.

You will find below a list of non-profit organisations and networking platforms in the Greater Region which provide excellent opportunities for further experience of leadership positions and related responsibilities. This is not an exhaustive list. Please check the regularly updated information on our website: www.women-leaders.eu

100 101

AffairesdeFemmes,Femmesd’Affaires

AFFA is a Belgian association created within Crédal, the alternative credit entity. Through networking, the organisation aims to inform, train, mentor and support women who wish to create their own company. Female entrepreneurship is highlighted and promoted via activities organised by this association.

Réseau AFFAPlace de l’université 161348 Louvain-la-NeuveTél. +32 10 48 33 50credal@credal.bewww.credal.beN.B. web site and events in French only

AFAEMME

AFAEMME is an Association of Organisations of Mediterranean Businesswomen composed of a total of twenty-three Association Members located throughout the Mediterranean from Spain to Syria, covering Morocco, Algeria, France, Italy, Croatia, Albania, Greece, Malta, Cyprus, Turkey, Lebanon, Egypt and Jordan.www.afaemme.org

AmericanChamberofCommerceLuxembourg

Membership limited to businesses. However most of the events are open to non-members as well. www.amcham.lu

AmericanWomen’sClubofLuxembourg

A social club for American women living abroad, but you can join even if you are not American. Web site and events in English.51, rue Marie-Adelaide, 2nd FloorL-2128 LuxembourgTelephone: (+352) 44 84 77 - Fax: (+352) 45 19 93 awcluxembourg@vol.lu www.awcluxembourg.com

BPW-BusinessandprofessionalWomen

Europe is part of the International Federation of Business and Professional Women (IFBPW) which aims at contributing to equal opportunities and status for women in economic, civil and political life.www.bpw-europe.orgwww.bpw-international.org

CercleMunster

Cercle Munster is a private Club which organises cultural, social and networking events and provides a meeting and exchange place for its members and guests. 5-7, rue MunsterL-2160 LuxembourgTél. (+352) 47 06 431reservation@munster.lu www.munster.lu

CercledeWallonie

Cercle de Wallonie is a private Club which organises cultural, social, business and networking events and provides a meeting place for its members and guests. Avenue de la Vecquée, 21 B - 5000 NamurTel +32 (0) 81 73 40 80

Esplanade du Val B - 4100 Seraing (Liège)Tel +32 (0)4 330 36 30

info@cerclewallonie.bewww.cerclewallonie.be

ClubL

Benelux is an association active in Belgium. Its members work in a wide spectrum of professions and industries such as business, politics, social work etc. The members meet on a monthly basis for events on topics of interest for its members. Web site and activities in French. www.clubl.be

AssociationfortheProgressofManagement-APMLuxembourg3frontières

APM is a club which exists in different regions in France, as well as in Luxembourg, Belgium and other European and Mediterranean countries. Each club gathers together a maximum of 20 members, each one running an enterprise in a different field or industry. The members meet on a monthly basis focusing on a specified topic and supported by an APM external presenter. www.apm.fr

BritishChamberofCommerceLuxembourg

Business and individual memberships are possible. www.bcc.lu

BritishLadiesClub

A social club for English speaking women in Luxembourg regardless of nationality. One of the primary aims of the BLC is to help newcomers settle into Luxembourg life and to provide social contact for all. It offers daily activities including Women’s Groups for Bridge, Needle and Thread, Tennis, Fitness Groups, Book Lending Circle etc.www.blc.lu

GermanNationalAgencyforWomenStart-upsActivitiesandServices(bga)

The German national agency for women start-ups, the first organisation active nationwide for the support of women business starters or women considering starting a new business. The agency’s activities are targeted at establishing a women-friendly climate for female business starters and increasing the number of businesses started by women in Germany. Branches all over Germany.Bundesweite Gruenderinnenagentur (bga)Haus der WirtschaftWilli-Bleicher-Str. 1970174 StuttgartGermanyPhone: + 49 (0) 711 123 2532Fax: +49 (0) 711 123 2556bga@gruenderinnenagentur.dewww.gruenderinnenagentur.de

CyberElles

CyberElles is a French professional network for women active in IT and communication. Its activities are in French only.www.cyber-elles.com

RéseauDiane

The Diane network is open to women entrepreneurs in Belgium at all stages of business. It was created in 2001 and organises workshops and events for women to extend their professional network. Réseau DianeChaussée de Binche 101, bte 747000 MonsTél. 065/38 38 64info@reseaudiane.bewww.reseaudiane.com

Lamaisondesentreprises

Dirigeantes is a French network for women in leadership positions and promotes female entrepreneurship. The association organises annual events such as business meetings, debates, breakfasts, seminars etc. La maison des entreprises 14-16, rue Victor-Hugo France 92800 PuteauxTél.: +33 (0) 1 41 38 81 33info@dirigeantes.comwww.dirigeantes.fr

Entre’preneurs

Entre’preneurs is a Belgian organisation in the framework of the Liège-Verviers-Namur Chamber of Commerce and Industrywww.ccinamur.be

102 103

EntreprendreenLorraine-Nord

Entreprendre en Lorraine Nord is an association run by entrepreneurs in order to offer support to projects and activities which can contribute to the economic, social and cultural development of the Lorraine region. One of its very popular events in the Greater Region is the Salon à l’Envers: www.salonalenvers.org Entreprendre en Lorraine-NordEspace Cormontaigne2, boulevard Henri Becquerel F - 57970 YUTZTél: +33 (0)3 82 82 06 96 contact@entreprendre-lorraine-nord.eu

EPWNortheEuropeanProfessionalWomen’s

Network promotes the professional progress of women through all career phases. Areas of focus include power by mentoring, training and networking, sustainable professional career paths for all by sharing information on innovative best practices, encouraging companies to recognise the necessity of diverse and innovative management approaches by promoting women’s success stories, and raising the profile of European women’s voices by increasing their presence in the media and public life. The association has branches in 18 European cities. www.europeanpwn.net

F.a.r.

Femmes Actives en Réseau is a Belgian network based in Liège for business women and entrepreneurs as well as women employees or those who wish to start their own company. Its aim is to put women in contact and allow them to advance with not only their professional lives but their social lives too. It organises training, conferences, breakfasts, trips etc. No membership fee required.bene.philippart@skynet.bewww.reseau-far.be

FCEB-VVB

FCEB-VVB stands for Femmes Chefs d’Entreprises Belges - Vereniging Vrouwelijke Bedrijfsleiders. The network is based in Belgium and proposes different evening meetings and company presentations, an annual dinner, and lobbying for women entrepreneurs. fceb.wallonie@fcem.wswww.fce-vvb.be

ForceFemmes

Fore Femmes was created in France in 2005 and is active in Paris, Caen, Nantes, Clermont-Ferrand, Bordeaux, Toulouse, Marseille, Avignon, Lyon, Nancy and Lille. The main aim of the association is to offer support to women aged 45+ to go back to work and / or create their own company. Force Femmes169, rue de la Roquette, 75011 PARIS Tel: +33 (0)1 53 34 15 30www.forcefemmes.com

FrenchChamberofCommerceandIndustryinLuxembourg

6 rue Antoine de Saint ExépuryL1432 LuxembourgTel: (+352) 26 20 37 65, (+352) 26 68 47 65cfci@cfci.luwww.cfci.lu

InternationalBazaarofLuxembourg

The International Bazaar is Luxembourg’s premier charity event. The non-profit organisation has become something of an institution in Luxembourg and is placed under the patronage of HRH the Grand-Duchess Maria Teresa. Consisting of an Executive Committee and 60 stands, each run by teams of volunteers from over 50 different nations, this annual event takes place in the LuxExpo during the run-up to Christmas. Each stand sells a variety of products from the countries they represent. As all the profits go directly to good causes, over 100 global charities in around 60 countries, mainly located in Africa, Latin America and Asia, benefit each year from the impressive sums raised.www.bazar-international.lu

JOB’IN

This association helps women who have the ambition to create their own company in Belgium. Job’In provides support related to writing your business plan, launching and developing your business. It is based in Liège, Namur, Nivelles, Oupeye, Sambreville and Verviers. info@jobin.bewww.jobin.be

Fédérationdes FemmesCheffes d’EntrepriseduLuxembourg(FFCEL)

FFCEL is the association of women entrepreneurs and decision makers based in Luxembourg.7, rue Alcide de Gasperi Luxembourg-Kirchberg B. P 2045L-1020 Luxembourg info@ffecel.luwww.ffcel.lu

FedilBusinessFederationLuxembourg

The membership is limited to enterprises in the construction and services industries based in Luxembourg. 7, rue Alcide de Gasperi - Luxembourg/Kirchberg BP 1304 - L-1013 LuxembourgTél.:+352 43 53 66-1 fedil@fedil.luwww.fedil.lu

FemmesDéveloppement

Femmes Développement is based in Luxembourg and its aim is to help widows and orphans in the Great Lakes region and particularly in Rwanda. The association runs support and development projects and organises regular events to raise funds. Its biggest charity event usually takes place in October and attracts around 250 people.17 boulevard RoyalL-2449 LuxembourgPierre Habarurema : +352 / 691 17 29 90Luisella Moreschi : +352 / 621 17 29 90www.femmesdeveloppement.org

FemmesLeadersduLuxembourg

Femmes Leaders du Luxembourg was founded with the aim of creating a networking platform for women in leading positions from all sectors (politics, business, diplomacy, arts, sports etc). It aims at improving leadership opportunities for women. Members are based in the Grand Duchy of Luxembourg. info@femmesleaders.eu

KiwanisLuxembourg

Kiwanis is an association created in the United States which exists in 82 countries, including Luxembourg, Belgium, France and Germany. The organisation runs projects to protect children, elderly people etc. Kiwanis Casino 2000 Mondorf-les-BainsRue FlammangL-5618 Mondorf-les-BainsTél. 23 611-1Email: info@kiwanis.luwww.kiwanis.lu

Kiwanis Club SaarbrückenDer ClubsekretärStefan KalkoffenHoederathstrasse 18D-66119 SaarbrückenFon: +49 (0)681 - 44644s.kalkoffen@arcor.de

Méridienne

This association is active in the border regions of Luxembourg and Belgium. It was created in 2002 and its objective is “to help those women who wish to advance” while assisting them in developing their business potential and offering them support to get more involved and committed professionally. MéridienneRue Ermesinde 26700 Arlon+32 497 57 50 58meridienne@gmail.com www.meridienne.jimdo.com

MompreneursMompreneurs is the French version of the American network for entrepreneurial mothers and organises Mamcafés all over France. contact@les-mompreneurs.comwww.les-mompreneurs.com

104 105

TheNetwork

The Network provides a meeting platform for members wishing to network with other professionals and to promote themselves and their businesses. All activities are in English.The Network asbl3, rue des RosesL-7335 Heisdorfgetintouch@the-network.lu www.the-network.lu

ParolesdeFemmes

Paroles de Femmes aims at promoting equality between women and men in our society. This French organisation is open to individuals, organisations and associations. Their projects include education modules for young people with related presentations about discrimination, violence, forced marriage, and racism, but also to promote the access of women in leadership positions, and to protect women in need. Paroles de Femmes228 bld Saint-Denis, F - 92400 Courbevoieolivia.cattan@wanadoo.fr www.parolesdefemmes.org

Perle

Perle – is a Belgian women’s network intended to help professional women working in the construction industry, created in 1996 at the initiative of the Wallon Construction Confederation [CCW], and offers monthly conferences, training and lobbying.PerleRue Belle Maison 184877 OlneTél. 0032 4358 41 86www.perles.be

PlatoLorraine

Plato Lorraine is an entrepreneurs’ network active in Metz and Nancy, but also in other French regions, as well as in Belgium (where it was initially founded) and other European countries. The network facilitates entrepreneur-mentoring by decision makers from corporations in partnership and with the support of the public sector. www.plato-lorraine.fr

WomeninPwC

Women in PWC is a network created within PricewaterhouseCoopers in Luxembourg which brings together a group of managers, directors and partners, both women and men, with the objective of raising awareness of gender diversity and exploring new ideas related to this topic.Person responsible: Rima AdasRima.adas@lu.pwc.lu

WomenInitiative

Women Initiative is a local network for women who work for Deloitte Luxembourg. Person responsible: Sophie Mitchellsmitchell@deloitte.lu

BowstringGroup

The Bowstring Group is an initiative within the Bank of New York Mellon which aims at creating an environment and culture that enhances the company’s reputation as a great place for women to work and build a career. This initiative provides forums for networking and relationship building that are representative of the diverse group of employees across business lines and geography, and aims to engage women in proactive efforts to enhance professional development, increase the visibility of women both internally and externally, and help retain and recruit talented women professionals.Person responsible: Melanie Robertmbertrand@bankofny.com

POG

POG is an organisation for human resources experts and practitioners, as well as directors assuming the HR function within their organisation. 2, avenue Charles De Gaulle - Le Dôme L-1653 Luxembourgpogdrh@gmail.comwww.pog.lu

Stratégie&Avenir

Stratégie & Avenir is a Thionville based association which offers a learning space for decision makers in all types of enterprises, as well as human resources experts and operations mangers. 4, rue Joffre F - 57100 Thionville Tel.: +33 (0)3 82 88 26 00www.strategie-avenir.fr

Voxfemina

Vox Femina is a French association which organises projects and activities intended to enhance the visibility of business women in leadership positions in the media.http://voxfemina.asso.fr

WENETT

Women Innovators for Europe Is a network for businesswomen and women scientists in Germany and other European countries offering access to international networks and other like-minded people in Europe Steinbeis-Europa-ZentrumHaus der WirtschaftWilli-Bleicher-Straße 19D-70174 Stuttgart GermanyPhone: +49 (0) 711 123 40 10wenett@steinbeis-europa.de http://www.wenett.eu

106 107

Launching cocktail 3rd of June 2009

108 109

Launching cocktail 4th of June 2009

110 111

Press conference 3rd of June 2009

112 113

Be happy in Luxembourg 27th of January 2010

114 115

Inspiring women 1st of March 2010

116 117

Grevenmacher 8th of March 2010

118 119

Inspiring women 27th of April 2010

120 121

Inspiring women 3rd of June 2010

122 123

Inspiring women 8th of Juli 2010

204, rte d'ArlonL-8010 Strassen

Tel +352 51 80 18 - 1Fax +352 26 51 33 78www.assist-relocation.lu

A S S I S T

Relocation

Welcome to Luxembourg !How can we help you ?

Housing Immigration SchoolsCar services

and more

MOBILITY & EXPATRIATION