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Self-awareness and trust take women to the top

Monday, March 08, 2010, Cristina Muntean
A A A Velikost textu:
For the last decades, women have become a growing presence in the global business environment.
Self-awareness and trust take women to the top

Foto: Profimedia

Now, when the economic crisis is pointing at a higher need for empathy with customers and stakeholders, women can take the opportunity and blow away the glass ceiling that keeps them in the second-earner category, despite high qualifications and time invested into education and career, experts say.

The economic crisis seems to have shifted paradigms in the global business environment for good. Scarce resources and a painful need for innovation pushed companies to look at employees from a different perspective. In February 2008, the British daily Financial Times (FT) wrote that “women have become probably the greatest neglected resource in business, both in their market potential as consumers and in their productive potential as employees.” “It is a fundamental weakness of business models that were designed for a male-dominated world. We need a revolution in thinking,” the FT noted. Another economic opinion-maker, U.S. investment bank Goldman Sachs Group, began using the term “womenomics” to refer to women as one of the world’s main engines of growth. “Many economists say that women are one of the three emerging forces shaping the 21st century, the three ‘Ws’: weather, women and Web 3.0,” said Rita Lečbychová, director of the Commercial and Economic Chamber in Zlín, southeastern Moravia. Lečbychová spoke during a meeting dedicated to women entrepreneurs, organized by the British Chamber of Commerce in the Czech Republic (BCC) Jan. 20, 2010, in Prague. She noted that based on the chamber’s figures many more Czech women aim to overcome fears and step into entrepreneurship these days. However, one of their main burdens is access to financing. Some 52 percent of the respondents in a poll organized by the chamber in Zlín said they would use their own resources for creating their business and almost half would welcome help with the preparation of a business plan and banking loan application paperwork.

QUICK GUIDE ON BALANCING LIFE AND BUSINESS

1. Go home. No one else is going to do the work for you; it will be there in the morning;
2. Take long vacations if you can afford it. You are much more valuable when you take care of your mind and body, and one-week off isn’t enough to re-generate yourself when you are in a high-stress job;
3. Have something else in your life: family, hobbies, passions—something that has nothing to do with work. Yet, don’t forget to do the things you did before you became a successful working woman;
4. If you dream about work, don’t worry ... it’s natural.

Source: Pavlína Rieselová, managing partner with the PR agency Ewing Public Relations

With banking loans scarce even for large corporations, women are turning back to their own resources. However, this is the place where the diversity gap is still visible in the Czech Republic. Figures from the Czech Statistical Office (ČSÚ) show that in this country women earn, on average, three-quarters of what a man earns for the same job. Moreover, less than a third of managerial positions were held by women in 2007. On the other hand, women who run firms speak about hard work, stubborn willingness to learn and grow and self-awareness. Nothing is easy, they say, but there are rewards waiting down the road—if this is what women really want.

Challenging, but positive overall

“In my opinion, the Czech business environment is one of the more conservative ones in Europe. This also characterizes the attitude towards women. But also here there are more and more women who are getting to leading positions,” said Mirjam Schwan, deputy executive director of the Czech-German Trade and Industry Chamber (ČNOPK). “Finally, the business sector is still dominated by men. This is a worldwide phenomenon,” she said.

“Especially big companies are strongly focused on men in management. Women are rarer and they are looked at as some kind of ‘career freaks,’” said Barbora Stejskalová, director for human resources and member of the board with T-Mobile Czech Republic. “Generally, if there are any foreigners in the management, Czechs tend to look up to them, regardless if it is a man or a woman. This is a pity and it’s unfortunately characteristic of today’s business environment,” she said. “I think that we, as a nation, miss higher self-confidence in this regard.”

“A simple characterization [of the number of women in top positions in the Czech business environment] would be to describe the status similar to going to a football game,” Eva Williams, director for corporate and legal affairs with Tesco Stores ČR, said jokingly. Williams said that in her experience most of the time she has indeed been treated like a woman. “Some colleagues opens doors for me, they don’t expect me to lift a barrel on the team build and they pour me a glass of wine when we go out for a business dinner. What I mean by this is that I appreciate this and find it nice. Sometimes I am also treated like a man, especially when I am dragged into a passionate discussion about cars and gadgets or when, in a board room argument, I get rudely interrupted like anyone else—which is also nice,” she said. “My experience has been good so far—not too rigid, not too over the top with worries of accusation of harassment—just the right balance.” 

Other top woman managers in the Czech Republic share positive experiences as well. “I have been working with people from the Czech Republic for the past two years and have found business people to be very open and receptive to me as an executive,” said Siobhan MacDermott, head of investor relations and global communications with the anti-virus software producer AVG. “It seems to be a bit easier for foreigners than for locals. My experience has been good enough for me to consider relocating to the Czech Republic, which I am doing at the end of March,” she said. 

WHAT ARE THE ISSUES WOMEN FACE?
One thing very often pointed out by most female managers in the Czech Republic is the availability of services and job flexibility options that would help them merge maternity with a top management career.

“A sufficient network of quality child care facilities is missing here that would provide high quality child care for young children,” said Edita Šilhánová, member of the board and director for human resources and legal and corporate affairs with brewer Pivovary Staropramen. She noted that women’s careers are not only well-paid jobs as top managers, but also as doctors, teachers and university assistants. “Unfortunately, the insufficient payment of some professions, combined with an insufficient system of young child care simply does not enable a number of women to return to work prior to their child’s third birthday. The longer a woman is out of work, the more difficult it becomes for her to return,” she said.

“I’d organize a male only conference on the topic of men in business. I’d invite all the top CEOs, politicians and businessmen and I’d lock them in a hotel for a week, with NO women allowed, full stop. I think they all would realize how horrible it could turn out, and they would start promoting more female talents in their businesses,” said Eva Williams, a director of corporate and legal affairs and board member with Tesco Stores ČR. “They’d start opening child care facilities in their workplaces; supporting flexible working time and encouraging moms by benefits to return to work after maternity leave,” she added.

Other women agree. “I think that the lawmakers could also be a little more supportive in encouraging women back into the work force after [having] children rather than creating laws that do not give the individuals personal choice,” said Alexis George, general manager with insurer ING Czech Republic. “Companies should try to be more accommodating to women on maternity leave and create conditions that allow for a gradual transition between work and family, so that women may return to their career sooner, including to roles in top management,” said Patricia Haws, vice president of finance with the telecommunication group Vodafone Czech Republic.

A pile of issues

“I don’t think this is a specific problem for women in the Czech business environment; moreover, there are problems in the entire business atmosphere in the country,” said Martina Schopperová, European managing director of intermediary service provider Procure it Direct. She noted that there are many techniques that Czechs still have to learn. “In my opinion, the business environment here is a bit old-fashioned; Czechs are generally skeptical of new methods of doing business although that is changing with the younger generation, who … receive a more global education,” Schopperová said.

“I do feel that there are still many companies where people reflect on strict hierarchy and are particular about their titles. In my own opinion, such an environment might support behind the scene battles and gossiping—an unhealthy atmosphere for any company,” said Anna Ingham-Grant, commercial manager for Central and Eastern Europe (CEE) with British Airways.

“I’d like to see more young women hired into companies. I’d also like to see more women board members and senior management team members,” said Siobhan MacDermott, head of investor relations and global communications with the anti-virus software producer AVG.

“What I am missing in the discussions about working women that I’ve been a part of in Prague is a corporate commitment to helping women succeed,” said Vladimíra Papirnik, managing partner of the international law firm in Prague Squire, Sanders & Dempsey. She noted that most international firms have finally realized the importance of attracting and retaining women and the financial cost to their businesses of not doing so.

Thus, it is essential to help women overcome obstacles they face in building and strengthening their relationships. “Mentoring is one relatively easy way to start this process and the mentor certainly need not be a successful woman. In fact, some women argue that it should not be. In this debate, I take the view that it doesn’t matter whether it’s a man or a woman, as long as the mentor is, in fact, successful and respected within the particular business. You want not just an adviser, but a champion whose voice will be heard,” Papirnik said.

“I would like—and I make an effort to achieve this—companies to choose and reward their employees only on the basis of their professional qualities. It will also help if media and professionals comment on this topic more and more,” said Jaroslava Járková, general manager of consumer goods producer Henkel ČR.

Pavlína Rieselová, managing partner with PR agency Ewing Public Relations agreed. “I can’t say we live in an unfriendly environment, but to make things better in general, the media could stop focusing on what women politicians wear and instead focus on what they’re saying. Seriously, this is the awful truth: not just in the Czech Republic, but everywhere, women politicians’ wardrobes get more press than their work as public figures. Is this right? When’s the last time you read about the black suit Topolánek had on?” she said.

Matching motherhood and career equals to help 

The main challenge noted by all female managers polled by CBW has been balancing family life and motherhood with business. “Czech society is still surprisingly conservative and has a very critical attitude towards working mothers. I myself am a mother of two children and most people ask me how I manage that and how could I ‘leave’ my children and go back to work so early,” Stejskalová said. 

“Combining the role of mother and businesswoman is definitely the biggest challenge,” said Edita Šilhánová, a director for human resources and legal and corporate affairs and a member of the board of Pivovary Staropramen. “I am a proud mother of a two-and-a-half-year-old daughter, Anna; I went back to work full-time when she was seven months old. The beginning was tough for both of us, but it is manageable with the support of the right people, including my husband,” she said.

“I see motherhood, one’s partner, appropriate domestic help and support of work colleagues as the most important issues for women,” said Milana Chamberlain, managing partner with the British law firm Norton Rose in Prague. She observed that a woman’s path to success is no different to a male’s path. However, if her ambition is also to have a family and to raise children, she needs to find time and space to manage everything and very often at the same time. “There do not seem to be any shortcuts or secret recipes how to manage it all. I was extremely fortunate because our son was already thirteen months old when I started my second degree in the U.K. and he started school when I started working for Norton Rose. He was able to adjust very gradually to my increasing unavailability and took it as a natural process. I was doubly fortunate in that my husband steadfastly stood by me during the times of my success and, more importantly, during my weaker moments when unconditional support was paramount,” she said. Moreover, male partner colleagues also show support in the office. “I guess the secret to how motherhood, relationships and career can be combined is help. No matter what women think, we are not superhuman and cannot do it all without some suffering. If your husband is willing to wait until you come home from a meeting at midnight and lets you sleep over the weekend when you are exhausted, if your child is happy with as much of your presence and attention as you are able to give him or her, then you need to give them any free time you have and organize household and child-minding help accordingly,” she said. “Understanding one’s limits and organizing support where one cannot manage everything on one’s own is essential,” Chamberlain emphasized.



Part-time or no part-time 

In the Czech Republic, a generous three-year maternity leave doesn’t stimulate women to return to work soon after child birth—or companies to create more flexible job plans for mothers. “I would welcome more part-time jobs for women with small children,” said Hana Axmannová, manager of the Evropská cestovní pojišťovna (European Travel Insurance, ECP). “You have very good examples of this in other countries in Europe, such as the Netherlands. In this respect, our companies should be more open and flexible. I also believe that it could be supported by the state and reflected taxes-wise,” she said.

“The biggest challenge for any woman is clearly to combine work and family life, namely the role of women-mothers and female managers,” said Alena Očková, head of project and export finance with HSBC Bank in Prague. The second major challenge is the ability to return to work after the maternity leave. “A crucial role in the work-life balance is played by an employer who must support this balance. Even in this respect the conditions have been improving, at least for large employers—but there is still work to do. It helps a woman-manager tremendously if she feels that the employer takes her with all the trimmings as a woman and tries to accommodate her,” she said. “It is important for employers to go further in creating the conditions for women—but also men—to help them maintain a balance between work and family life. There are ways many to do this—part-time jobs, nursery, home office, programs for children and so on,” Očková said.



A family-work essential balance

“For me the challenge has always been the same: to fulfill my potential, achieve my goals, and be tough and efficient, but fair at the same time. The other challenge is, of course, to find the right balance between my work and private life,” said Martina Schopperová, European managing director of retail service firm Procure it Direct.

“In the United States, as well as in the Czech Republic, I learned the most important challenge is to balance the business and family life,” said Jane Gilson, managing director with software giant Microsoft in the Czech Republic. Gilson added that, at times, this doesn’t always work perfectly. Yet, balancing your life to fit the needs of your career and family life is critical. In her view, women should also invest in career development. To effectively do this, one needs to be incredibly self-aware, understanding her strengths and development opportunities.

The key is to develop strengths and neutralize development opportunities as much as possible. This helps create confidence and a sense of purpose. Building a network is essential for developing skills to getting different perspectives on business and personal issues and to finding new career opportunities as well as building long-lasting friendships. Many women underestimate the value of a network, she noted. “The last challenge is the willingness to take chances. This is really how we stretch and grow ourselves and take ourselves to that next level,” Gilson observed.

“The main challenges are inner barriers,” said Andrea Hylmarová, head of the European Competence Centre department of UniCredit Bank Czech Republic. Hylmarová noted that many women are imposing their own glass ceiling and tend to doubt their capabilities. They also lack courage to stand out and take on big challenges, which is one of the ‘musts’ when moving up the career ladder. “An important challenge I personally had to overcome was [my] lack of self-understanding. My success came only when I identified my main strengths as well as weaknesses and started to work with the feedback I was actively asking for,” she said.

“The only challenge is your own self,” agreed Anna Ingham-Grant, commercial manager for Central and Eastern Europe (CEE) with British Airways. She emphasized that, as a woman, you need to decide what you want, set your priorities and work toward your goals. You have to be prepared to work harder and sacrifice more, especially if you have a family. “My biggest challenge was to find the right balance between work and family, and accept the fact that you can be a good mother and have a good career at the same time because spending all day with your child doesn’t necessarily mean being a better mom. Quality over quantity … a measure that applies to both, business and private life,” she said.

“I want women to focus on their choices, to understand that they can have a successful family and professional life at the same time, but that it’ll require a give and take,” said Vladimíra Papirnik, managing partner with law firm Squire, Sanders & Dempsey. “I never had a problem with the give and take, but it took me a while to admit my own ambitions to myself. Once I did, it was much easier to navigate the business world and to not be shy in pursuing opportunities, both within our firm and [outside it],” she said.

THE NECESSITY OF DIVERSITY IN MANAGEMENT

Several recent studies and company experiences show that mixed teams are more productive and less risky. Different experiences and socialization paths of different groups represented in the mixed teams make the team more likely to take more factors into account. With regards to diversity in the Czech labor market, the topic is mainly focusing on gender and age, according to Linda Sokačová and Alexandra Jachanová Doleželová from the nongovernmental organization (NGO) Gender Studies. Thus, a very important topic is career advancement for women; in the Czech Republic, women are still very poorly represented in top management. Studies of various organizations such as Catalyst and McKinsey & Company show that companies with more women in top management perform better than companies that have only a few women there.

According to Gender Studies, several companies focus on proposing women for top positions. Yet, also, companies start to focus on work–life balance. “As companies have a lot of women pregnant and leaving for maternity leave, they are focusing on keeping in touch with employers on maternity and parental leave,” Sokačová said. Among the ways how work–life balance could be improved are flexible working arrangements with regards to place and time; services for parents: cooperation with a childcare facility close to the company, financial benefits for childcare, supporting networking of parents, offering external cooperation for people on maternity or parental leave etc; and survey the needs of employees.

More, but not enough

Jachanová Doleželová said that more companies in the Czech Republic are looking for equal opportunities than before. This is also partly a necessity—connected to legislation, a mini-baby boom and the fact that there was a lack of competent employees for some positions before the economic crisis—but also a consequence of the fact that companies found out that diversity is profitable for them. “The issue is also more and more discussed in the media, which can be used as public relations by many companies,” she said. However, companies focusing on diversity and equal opportunities are still rare in the Czech Republic, she added.

The diversity issues are mostly promoted by nonprofit organizations in the Czech Republic. They invent new programs and projects on diversity in companies and in the society in general. One state institution dealing with diversity is the Office of the Government of the Czech Republic. It fulfills tasks connected with expert activities of the Czech government. Moreover, bodies such as the Government Council for Human Rights, the Government Board for People with Disabilities or the Government Council for Equal Opportunities for Women and Men also deal with diversity issues in one way or another, she noted.

Source: The British Chamber of Commerce in the Czech Republic (BCC)


A fine-tuned distinction

Many experts claim that women can bring a different type of leadership to their companies.

“One of the biggest differences is that success is extremely important for men; their competitiveness and rivalry is remarkable. They are often able to transform their business problems into personal fights that lead them off-base. This is unusual for women; I think that we [prioritize] much more the results of our work over the feeling of our own importance,” Stejskalová said. She added that men also have a broader overview ability and they bring vision. “Women are usually more detail-oriented and they follow the context they are working in. This is notable in the field of leadership. If the company is able to combine both attitudes and abilities, it can only bring profit,” she said.

“To some extent, it depends more on the person than gender,” said Patricia Haws, vice president of finance with telco Vodafone Czech Republic. However, she noted that by nature, many women have less of a tendency to be self-marketers. “This can also affect their leadership style. They may be more demanding of both themselves and others, which may result in the company developing a competitive advantage. If while being demanding, such women also show a more empathetic style—complementing and rewarding those who demonstrate commitment and strive for results—they are likely to succeed in creating a highly motivating atmosphere, possibly even further increasing the competitive advantage. And all, actually, by simply capitalizing on so-called ‘natural women attributes,’” she said.

“It is important to keep a hold of yourself and not pretend that you think the same way as a man,” Axmannová said. “We are different, we think differently and we also act differently. That is the reason why usually mixed teams work better when both attitudes are present. Our governments of last years are a good example of man-wise attitude that, due to an [inability] to make compromises, leads nowhere,” she said. 

NETWORKING OPPORTUNITIES REMAIN SCARCE
More and more companies have been launching diversity programs, driven by the tendency to promote more women in their top management. Among them, names such as the computer giant International Business Machines (IBM), the bank UniCredit Bank Czech Republic, the British Chamber of Commerce in the Czech Republic (BCC) etc. have come up with more opportunities for women.  

* UniCredit launched the project Women and Leadership in autumn 2009, in an attempt to encourage female preparation for top management. At the same time, the bank organizes the International Women’s Forum (U-WIN), which was launched in October 2008. The forum was coordinated among the group’s entities, including the Czech unit.
 
*Women’s International Networking (WIN) also organized its 2009 annual meeting in Prague. The event took place in October and gathered women leaders from around the world. IBM was one of the companies supporting the event.

* In the Czech Republic, the BCC has been focusing on female leadership. It organized a business diversity breakfast dedicated to women entrepreneurs on Jan. 20, 2010, and a large conference on women and leadership in June 2009.

Networking opportunities for women in top management are something that most sources polled by CBW complained about. “I can’t see anything critical, except for lack of networking. I think successful women in this country still don’t share experience and know-how too much,” said Andrea Hylmarová, head of the European Competence Centre department of UniCredit Bank Czech Republic. “What I missed the most when I came to Prague was a supportive network of other professional women. I am very glad to say that we have come a long way in this regard and there are now more and more opportunities for formal and informal interactions among women at all levels of business. There is, however, still room for improvement and, especially, for using those networks for business development,” agreed Vladimíra Papirnik, managing partner of the international law firm in Prague Squire, Sanders & Dempsey.

Currently, there is no central directory dedicated to women, their career development, personal growth and networking events. Various institutions organize networking events, including women-oriented:

* the International Women’s Association of Prague (IWAP), an independent, apolitical, nonprofit organization voluntarily run by its members that welcomes all women who live in the Czech Republic.  

* various bilateral chambers of commerce in the Czech Republic;

* the Rotary Club and the Lions Club International both have representation in the Czech Republic;

* the largest Czech bank in terms of assets and number of clients, Česká spořitelna hosts the Ladies’ Investment Club that meets regularly. Currently, the club has almost 2,000 members.

Hopes for improvement

The crisis that made many managers think that women could bring more of a competitive edge by being more empathetic to customers could bring some improvements in the situation of women managers. “A crisis generally brings new solutions and new ideas. I believe that women will be more and more important players in the Czech business environment,” Axmannová said. She noted that the new generation of young women has different ideas about their future. “They are self-confident and ambitious enough. This is positive for the whole society.” At the same time, women shouldn’t forget their children. “Give them your time and educate them well. It is important not only for you, but for all of us in the future,” she said.

Some other women disagree. “I don’t think any economic crisis would have an influence on it. I rather believe this is driven by the local politics, the social system and, of course, general public opinion, which I find still very old-fashioned in the Czech Republic,” Ingham-Grant said. She noted that women spend their most productive years on parental leave—three years, but usually six years if they have two children, while men build their careers. “The lack of state support for working women is the biggest issue this country has … and the number of women in Czech government gives us a clear answer why it is so,” she said.

“I’d like to see the business sector leading by example for political scene, where I see a much bigger problem with lack of women leaders in the Czech Republic,” Williams said.

“The crisis has deteriorated [the position] of women in the labor market because [the market] is crowded by unemployed men. In the long term, women’s status is linked to the cultural context and general gender perception. The situation is improving, but we have still a long way to go,” Očková said. 

“There is hope anyway. My only vision is that women have fair representation in senior management and board positions as they are half of the population, half of company consumers and there is no proof they are less competent or intelligent. I believe that diversity in all respects is incredibly important to keep a company vibrant and representative of its consumer needs,” said Alexis George, general manager with insurer ING Czech Republic. 

“A crisis always opens new chances, so it could also be an opportunity for women. Mainly if you are analyzing the reasons for the crisis, they lay in mismanagement, egoism and lack of responsibility. It is conceivable that the nature of women tends to be different and therefore, why not try a female approach to solving the crisis?” Schwan inquired. 

“The question is not male or female. It is able or less able, lucky or unlucky, determined or less determined, willing to sacrifice or choosing the quality of life option. Because as satisfying and rewarding as the position at the top may be, easy it is not—male or female,” Chamberlain concluded.

LIFE LESSONS FROM WOMEN AT THE TOP
Edita Šilhánová, director of human resources and legal and corporate affairs and member of the board at brewer Pivovary Staropramen:
“What to advise to other women? Just be sufficiently self confident but realistic—neither underestimate nor overestimate yourself, be prepared for hard work, be open-minded and do not forget that life is not only about business—the right work–life balance will give you the right energy.”

Hana Axmannová, general manager of Evropská Cestovní Pojišťovna (European Travel Insurance, ECP):
“It is difficult to reach work–life balance and combine family and a managerial position. It is about collaboration with your partner and other members of the family. I would recommend women to stay with their children at least three years on their maternity leave as I find time staying home with their child as the most important and emotional period in life. It is the best investment to their children and they cannot postpone it or repeat it later. Afterward they can continue their professional career. It is not late and they can better focus on it.”

Milana Chamberlain, managing partner at law firm Norton Rose:
“My advice is: do not give up, but do not think that success will come easily.”

Patricia Haws, vice president of finance at telco Vodafone Czech Republic:
“I never stop learning. The need to improve, develop and move forward is some of the key elements of self-motivation which is very essential to success. Working hard and working ‘smart’ is also important and I still continue to learn, particularly when it comes to the latter. In recent years I have found coaching very helpful,” she said. Vodafone uses external as well as internal coaches to help managers look at problems and improve their performance. “I also believe in the importance of mentoring, honest feedback, teamwork and environment that provides people with growth opportunities,” Haws said.

Jane Gilson, CEO of Microsoft in the Czech Republic:
“When I graduated university, I started as a copywriter working for an advertisement agency, so during my career I have gone through many stages of job positions. Each role has brought to me interesting experience and proficiency and helped me with my personal and professional development. However, the exact recipe for a successful career doesn’t exist. It is based on you and your unique strengths, which is why it is so important to know your strengths and constantly support them. Also, you should do what you find interesting and what brings you happiness. The delight from the job is a substantial thing, which moves people up in their positions. What is also relevant is to surround yourselves with smart people who bring balance and professionalism to your team.”

Mirjam Schwan, deputy executive director of the Czech-German Trade and Industry Chamber (ČNOPK):
“What counts finally is your capacity for work, your contribution to the success of the company and additionally to that, to be an authentic and reliable personality. Perhaps, as a woman you have to be even more persistent until you achieve that your qualities and effectiveness are seen, positively evaluated and then—very important—rewarded by a position that gives you more possibilities to go on shaping processes for the benefit of your company and employees.” Schwan noted that it’s proven that a woman’s approach toward leadership is different than a man’s, mainly because women are more people-oriented and they are, in general, better team players than men. “They are able to integrate more soft aspects into their decisions and behavior. Some studies show that companies led by women are more competitive. I personally believe that both aspects—the male and the female—have to be integrated and together can reach the best.”

Alena Očková, head of project and export finance at HSBC Bank:
“To persist in all directions, not only at work, but also within family duties. Work on yourself and aim for your goal. Do not be discouraged by the fact that you are criticized; you have assistance such as housekeepers helping you with ironing, etc. Sometimes I can see that women place the biggest obstacles among themselves—relationships with male colleagues are usually easier and more transparent than with peers.”

Pavlína Rieselová, managing partner at Ewing Public Relations:
1. Be good at your job. If you are, your work speaks for itself and the gender label—at least in Prague—generally disappears;
2. Ignore ignorant comments, and learn that you can’t convince everyone that they might be wrong;
3. Lead by example, but be yourself;
4. Don’t sweat the little things (something I still struggle with). Usually it’s not worth the frustration;
“As you can see, these ‘lessons’ have little to do with being a woman and can easily apply to a man,” Rieselová said.

Martina Schopperová, European managing director of retail service firm Procure it Direct:
“To have good time management, which means using your time effectively. Always have a plan B and sometimes plan C and make sure to communicate with your colleagues and your clients properly.”

Jaroslava Járková, general manager at consumer goods firm Henkel ČR:
“You must never give up. The phrase ‘it can’t be done’ simply does not exist. You only need the right team of people around yourself. Everything is about people. ‘Winning together’ is our corporate motto for this year. In my work, I have had many chances to learn that it is true.” She added that she also learned to keep her professional and personal lives in balance. “An overworked and stressed person cannot perform well over the long term. Personally, I like to relax in a wellness center, which we have built for our employees on the premises of our company. Often I go there to relax and regain strength after work. I spend weekends exclusively with my family and friends. I take time to go to the cinema or the theater and I never miss an exhibition in the Albertina museum, Vienna. My principle is to have two to three weeks of holiday in one spell, ideally on a different continent. I like getting to know new tastes, colors and cultures and that always fills me with positive energy and new ideas. And my advice for women at the start of their career is not to give up, to work on themselves, to make a dedicated effort to make their dreams come true and to wait for results that will surely arrive.”

Andrea Hylmarová, head of the European Competence Center department at UniCredit Bank Czech Republic:
“Knowing yourself and removing all inner barriers represents a natural ground for choosing the right career path for you. The way to the top is always a combination of your attitude and skills on one side and the working environment on the other. These elements need to be aligned and that’s why I’m always considering the following three things when deciding about my job:
1. It has to be a challenge, enticing enough as well as a bit scary;
2. The people I will work with, both colleagues and bosses, must be inspiring, as it will be most probably they who will support me on the way to the top;
3. The company has to share the same values as I do.
I believe in strong personalities, no matter if it’s male or female. It’s important to have both essences and their contributions present at all levels of the business,” she noted.

Barbora Stejskalová, human resources director at telco T-Mobile Czech Republic:
“To stay myself and keep on watching people around me. The higher the position, the more ‘politics’ and more men are around. A woman has the possibility to watch her environment and find her own way in it.”

Eva Williams, director of corporate and legal affairs at Tesco Stores ČR:
“Don’t expect to be treated differently because you are a woman. Don’t be afraid to be a woman. Don’t try to be a man. Have your own opinion and speak it out loud.”

Kimberli Lewis, CEO of publisher Mediatel in the Czech Republic and Slovakia:
“The best lesson I can give young women is you may meet ignorance and discrimination along the way and it will be decorated, hidden and packaged in rules, reasons, excuses in many colors and forms, because no one will admit to it. The important thing is to stand above it. Do not lower yourself to the same playing field; if you do you may gain in the short term but not in the long term. Find a way to fight it without letting them know you are fighting it.”

Siobhan MacDermott, head of investor relations and global communications at software firm AVG Technologies CZ:
“When you are starting your career, it’s important to focus on your work and to be diligent. Work the hours to get the job done, and don’t just be in the office for the sake of appearing to work hard,” MacDermott said.

Alexis George, general manager of financial firm ING Czech Republic:
1. If you do not believe in your abilities then no one else will;
2. Work hard but do not give up your personal life including family but also friends;
3. Ask for opportunities as the worse thing that can happen is someone can say no—at least the management now knows you are ambitious and want additional responsibilities;
4. Find mentors in the workplace as we all need assistance in our careers;
5. Take all opportunities that are offered especially if they make you feel sick to your stomach;
6. Maintain your business networks;
7. Treat others as you want to be treated.

Vladimíra Papirnik, managing partner at law firm Squire, Sanders & Dempsey:
“My advice to women continues to be: be yourself, be comfortable with your choices, don’t be afraid to ask, spend less time griping and more time focusing on what you can do to improve the situation and have fun while you are at it. Isn’t it nice that this advice works for men, too?”

 
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Self-awareness and trust take women to the top

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