CXO Outlook – May 2023 – 10 Most Inspiring Business Women 2023

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Celebrating Diversity and Inclusion

In a world that is rapidly evolving and embracing the power of diversity and inclusion, it is crucial to recognize the incredible achievements of women who are breaking barriers and redefining the landscape of business. We are thrilled to present to you our meticulously curated list of the 10 Most Inspiring Business Women of 2023, a testament to the remarkable strides made by female leaders across industries.

The selection embodies the essence of diversity and inclusion, not only in terms of gender but also with regard to race, ethnicity, age, and background. Each of these extraordinary women has demonstrated exceptional

talent, determination, and a resolute commitment to empowering others while dismantling the barriers that have hindered progress for far too long. Their stories serve as a beacon of inspiration, challenging preconceived notions and paving the way for future generations of leaders who will continue to foster a culture of diversity and inclusivity.

In compiling this list, we sought out women who not only achieved remarkable success in their respective fields but also actively championed the cause of diversity and inclusion. They have seized opportunities, overcome obstacles, and inspired others to pursue their dreams fearlessly, irrespective of gender or background.

As we celebrate the 10 Most Inspiring Business Women of 2023, we acknowledge the transformative power of diversity and inclusion, recognizing that it is through embracing our differences that we can truly unlock the full potential of our society and reshape the future of business. Enjoy Reading.

Sarath Shyam

Creating a Happy Space to Get-Together and Celebrate

Helping Startups and SMBs to Accelerate Business Growth

Pioneering Change in the Male-Dominated

Helping Corporates and Startups with Creative Immigration Solutions

26

Alia Al Nabooda, Founder, Fiafia Play Area and Café

56

Elizabeth A Krohn, Founder and CEO, Krohn Marketing Inc

& Succeed

42

Deborah Smith, Co-Founder and CEO, The CenterCap Group

Investment Banking Industry

70

Yana Albrecht, Managing Partner, Bay Immigration Law

LEADER'S INSIGHTS

Professor Vlatka Ariaana Hlupic, CEO, Management Shift Solutions Limited, Global Thought Leader, and Award-Winning Author

Dr. Marie Cosgrove, CEO, balanceback, Resilience Expert, Author, & Keynote Speaker

The Experience That Gave Me 3 Powerful Lessons Leading to Radical Resilience

Madeleine Homan Blanchard, Board of Directors and Chief Coaching Architect of The Ken Blanchard Companies

Executive Leadership

ROSA J. NUÑEZ

Chief Diversity, Equity & Inclusion Officer, Foley Hoag LLP

BUILDING RESULTS-DRIVEN DE&I STRATEGIES & PROGRAMS

Rosa J. Nuñez is responsible for developing, implementing, leading and championing proactive diversity, equity and inclusion initiatives and programs, in alignment with Foley Hoag’s overall strategic plans. She is a strategic partner to the firm’s Executive Committee and also a co-chair of the firm’s Diversity, Equity & Inclusion Committee. She has over 15 years of experience specializing in workplace diversity, equity, inclusion, employee engagement, workplace culture and community outreach programs. Her initiatives are centered on awareness building, recruitment, engagement, retention, thought leadership and external positioning.

Rosa’s work has been recognized nationally, including being named as one of one CIO Views Magazine’s 2023 DE&I Leaders to Follow, the 2022 50 most notable CDOs by COLOR Magazine, a 2021 Diversity Mentor of The Year by NY Moves Magazine, and 2021 Leading Latina by Hispanic Executive Magazine. She is also a National Board Member of INROADS, the oldest and largest nonprofit organization creating pathways to careers for ethnically diverse high school and college students across the country.

In an exclusive chat with CXO Outlook Magazine, Rosa Nuñez shares her thoughts on the evolution of workplace diversity and inclusion in the corporate environment, her professional journey, her roles and responsibilities at Foley Hoag, and a lot more. Following are the excerpts from the interview.

According to you, how has diversity & inclusion evolved in the corporate environment? And what are the negative effects a lack of diversity can have on a corporate team?

Workplace Diversity, Equity & Inclusion (DE&I) has grown and changed significantly in corporations. When I started my career in the space around 15 years ago, not many organizations focused on intentional DE&I work, and those that did were mainly Fortune 500 companies. The work has evolved rapidly through the years with the shift in demographics coupled with increased societal, client, and employee expectations that have forced leaders to take a hard look at their policies, practices,

and work environment. Moreover, DE&I, which was once seen as a sub-component under the human resources department, has now evolved into a core business function that large and small businesses alike have been aggressively investing in, with the killing of George Floyd being a pivotal moment in this culture shift. Although much progress has been made over the past few years, more needs to be done to help eliminate the barriers that many from historically marginalized groups continue to face in the workplace and greater society. When a workplace is diverse, equitable, and inclusive, employees from all backgrounds feel empowered, seen, and valued, resulting in higher engagement, career success, and productivity.

A lack of diversity in a workplace can lead to various repercussions affecting not only the employees but also the growth and profitability of an organization

On the contrary, a lack of diversity in a workplace can lead to various repercussions affecting not only the employees but also the growth and profitability of an organization. The effects of lack of diversity in the workplace can manifest in different ways, directly and negatively impacting employees’ satisfaction, productivity, and morale. Lack of aspects such as diverse perspectives, cultural competency, and investment in effective DE&I education can lead to significant illegal and unethical behaviors, including: discrimination, stereotyping, bias, and the workforce being resistant to change. Another critical point to add is that workplace DE&I is imperative to attract and retain talent, and clients now more than ever want to do business with organizations that share their same vision and goals around DE&I.

What are the three expectations you have for a diverse and inclusive workspace?

I have many expectations of any organization that says it is genuinely committed to fostering a diverse, equitable, and inclusive culture, starting with its commitment to DE&I coming and being modeled from the top. For meaningful and fundamental organizational change to happen - especially in the DE&I space - the actions and commitment must start at the top of the organization. Otherwise, not much can be accomplished. This is followed by how open and ready the organization is for this change and its willingness to do things differently, which can sometimes mean trying something very new and perhaps even being uncomfortable. Lastly, there needs to be a real commitment and investment in

their DE&I leader/team and allocation of the necessary resources required to drive the initiatives forward.

Rosa, please brief us about the outset story of your career.

I always say that my DE&I career found me, as I never planned or imagined I would be where I am today – leading and driving DE&I at a major law firm. I graduated from undergraduate school hoping to work in visual arts - my career dream was to be an art director at a media/magazine company one day. However, life sometimes does not go as planned. After graduation, I found an entry-level opportunity at a global consulting firm as the most junior member of their back then newly-formed global DE&I team. This is where I fell in love with the space and work. After working at this organization for 10-plus years, I decided the time was right to take my passion and experience to other industries that may benefit from my skills. This is when I transitioned to doing DE&I work in media, marketing, advertising, and public relations before moving to the legal space.

About three years ago, when the opportunity to develop the DE&I Department at Foley Hoag presented itself in an unexpected turn of events, I left my role in the public relations industry and jumped with both feet in. I fell in love with the firm, the history, and most importantly, the people.

As the Chief Diversity, Equity & Inclusion Officer, what are some of the ways you champion diversity and inclusion at Foley Hoag?

In my role as the firm’s first Director of Diversity, Equity & Inclusion, and now Chief Diversity & Inclusion Officer, I am responsible

for developing, implementing, leading, and championing proactive diversity, equity, and inclusion initiatives and programs aligned with Foley Hoag’s overall strategic plans. My work touches most business areas and centers around recruitment, retention, L&D, engagement, and external positioning. I aim to help Foley Hoag lead the pack in the DE&I space and continue to be recognized as an employer of choice. I closely collaborate with firm leadership and colleagues leading business services departments across our firm to identify, develop, and help implement different processes, practices, and initiatives to help us attract, retain, and engage the best possible talent across the industry - these include Legal Recruiting, Professional Development, Human Resource, Marketing, Business Development and more. The ultimate goal is to embed DE&I into the DNA of our firm.

Achieving greater diversity in this space requires intentionality coupled with bold and courageous efforts

You are also a National Board Member of INROADS. Can you please tell us about this oldest and largest non-profit organization and your role?

I have been a proud National Board Member of INROADS for close to four years now, and my work with this fantastic organization helps keep my cup full. It allows me to give back in the best possible way. INROADS is the oldest and largest non-profit organization creating pathways to careers for ethnically diverse high school and college students across the country. Access to career opportunities in many industries has historically been limited for members of traditionally marginalized groups, and INROADS is committed to changing that by providing access to top-tier paid internships, professional development, and mentorship opportunities. INROADS is helping to break down barriers and build a more equitable future for all. I am incredibly proud to be able to play a small role in the impact the organization continues to make across our nation.

What are

some of the challenges

you’ve encountered while working in the legal industry, and how have you overcome them?

It is no secret that the legal industry has lagged behind workplace DE&I efforts for quite some time and turning that around will not happen overnight or via a quick fix. However, we have seen a real push to increase diversity, equity, and inclusion across the industry in recent years.

Achieving greater diversity in this space requires intentionality coupled with bold and courageous efforts. The industry needs more

leadership buy-in, significant efforts to eliminate bias in recruitment and promotion practices, aggressive investments to develop the next generation of attorneys from under-represented backgrounds, and an increased focus on education and awareness. Leaders must focus on changing the culture within their firms and highlight the wins these efforts achieve. It is essential to recognize that the path to an inclusive industry is not linear. There will be setbacks, but we must keep moving forward and staying focused to impact long-term change across the industry.

If you could give yourself one piece of advice at the start of your career, what would it be?

To make plans but to write them down in pencil! To be open and flexible to different paths and possibilities that life might have in store. Plans will usually change so be prepared! It’s called living life with open arms. You will end up where you are meant to be, so don’t stress about it.

In your opinion, what qualities constitute a good leader?

Often people rise to leadership because they have been successful at adding value and providing solutions. However, as we take on more leadership responsibilities, challenges become less straightforward and more ambiguous. At a certain point, we need to recognize and embrace the reality that we might not have all the answers and need others’ perspectives and expertise to help guide us. Leadership to me is about being open to listening to and learning from others, and creating the space for your team to explore and help you build the path ahead.

You have been a recipient of numerous awards and accolades over the years. Out of them, which achievement is special to you and why?

This is hard to answer because every award/ recognition that I have been honored and blessed to receive throughout my career has a special value and place in my journey. They are all equally important to me, as they are a reminder of WHY I do the work I do and the impact it can have on others.

In your academic or work career, were there any mentors who have helped you grow along the way? What’s the best piece of advice you have ever received?

When I started in the DE&I space, a leader and someone I considered a mentor once told me that as I got ready to embark on my DE&I career, the journey would bring disappointments and, at times, knock me face down. Still, the key is not to lose sight of WHY I am doing this work and show up the next day as if I am winning. This advice has been front and center in my journey. Resilience and sustained actions are essential to affect the area of diversity, equity, and inclusion.

Consider someone at the start of their professional career, what advice would you offer them?

I will share a quote by Jane Goodall, an English primatologist and anthropologist, that I always keep top of my mind: “What you do makes a difference, and you have to decide what kind of difference you want to make.” I will add to that to never lose sight of your WHY – the core reason/principle behind why you do your work and allow this to keep you grounded and serve as a motivator to help you keep moving forward.

Leadership to me is about being open to listening to and learning from others, and creating the space for your team to explore and help you build the path ahead

How Women Can Earn More Money? It’s Not All Sugar and Spice and Everything Nic

Lyndsey M. Johnson, Managing Director, Emmly, LLC

Women often hear they must have the right mix of leadership, arrogance, and assertiveness to succeed in business. They are told being too agreeable can lead to career stagnation. While there have been dramatic changes in the traditional definition of male and female

traits over the past several decades, there are still clear gender stereotypes and biases. Can women get ahead without steamrolling their way to the top of the income-earning scale?

It’s important to be clear about the traits we’re talking about — and which translate to advantages for a woman’s career. Conversely,

Lyndsey Johnson is a licensed real estate broker and a licensed mortgage lender in Dallas, TX with experience closing more than $1B in transactions. As a ‘one-stop-shop’, she was a pioneer in representing and educating clients about the entire real estate and home loan process. She represents real estate clients at her boutique brokerage Emmly Group and her mortgage clients through her mortgage branch L2 Lending powered by UMortgage.

ENTJ’s are natural born leaders and have a unique ability to see things from a long-range perspective, while simultaneously executing immediate changes, to create sustainable results

there are certain traits that are not helpful. The nuances and complexities play out differently for women vs. men as part of the leadership lexicon. Let’s separate the truth from fiction with research, reality, and recommendations for getting ahead and earning more, all without leaving the best qualities behind.

Personality Type Influences Earning Potential

Out of the 16 Myers-Briggs personality types, those with the ENTJ (someone who

aligns with Extraversion, Intuition, Thinking, Judging) personality type on average earn the most money. ENTJ’s are known for being bold, decisive, and rare. This personality type accounts for less than 3% of the general population, but among women, it is by far the rarest type as they make up less than 1% of the general population.

Interestingly, ENTJ women are the highest income earners; not only do they out earn women of other personality types, but they make even more money than already high-earning

When women leaders demonstrate confidence, humility, along with a little charm, they gain credibility, and trust

ENTJ men, which is remarkable. Persistence, ambition, achievement, and logic are core values and consequently why their financial success doesn’t come as much of a surprise.

As an ENTJ woman myself, I constantly challenge the norm, which is not frequently recognized as a positive female attribute in business. Challenging others, and being challenged by others, is an important part of my learning process. I maintain conflicting thoughts simultaneously, evaluate them from different perspectives, which allows me to navigate between the big picture and granular details to formulate a plan with a high probability of success. ENTJ’s are natural born leaders and have a unique ability to see things from a long-range perspective, while simultaneously executing immediate changes, to create sustainable results.

How then do women, with these distinguishing characteristics, inspire people to get behind their vision?

Sugar And Spice and Everything Nice?

The assertive factor doesn’t necessarily mean I am truculent or disrespectful of others’ opinions or ways of completing a task. The ‘my-wayor-the-highway’ approach works more often for men, and mostly with short-term gains, but rarely works in reality for women or for long-term success. Women who attempt this approach are simply viewed as difficult to work with. Instead, leadership requires confidence, but true power to effect change is the balance between confidence and humility.

Women have an advantage that is often overlooked; their ability to be charming. When women leaders demonstrate confidence, humility, along with a little charm, they gain

credibility, and trust. Have you ever met a woman who didn’t agree with your perspective but looked you in the eye, asked engaging questions, all with a smile on her face, and before you knew it, you were rallying behind her idea instead? Women don’t win in business with fact and logic the same way men do.

One of the dimensions of the human personality is “agreeableness.” It’s the stereotypical double standard. If a man disagrees, he’s a good negotiator but if a woman disagrees, she’s viewed negatively. As women, we must shift the power dynamic in a way that makes sense to our current societal norms, to tilt the scales back in our favor. I call this the ‘assertiveness dial.’ In some situations, I’ll come on strong but in others, I may not. Oftentimes men aren’t as skilled in emotional intelligence – the capacity to blend thinking and feeling to make optimal decisions.

Finance is a black and white subject, the numbers are the numbers, but the experience of buying a home is very emotionally driven. The mortgage industry has rapidly evolved from traditional brick-and-mortar banks to now choosing a lender based on their Tik Tok profile. The emotional connection and authenticity are what builds trust between lenders and their clients and lenders and their referral partners (i.e., real estate agents). This is precisely why I positioned my lending business with UMortgage; their vision, and core values, were aligned with mine and a positive home buying experience was non-negotiable.

As societal norms continue to change, we will continue to see fearless women leaders. There has never been a better time for women to excel in business and shatter the perceived glass ceiling with charismatic moxie.

MOST INSPIRING BUSINESS WOMEN 2023

Website: https://fiafia.ae/

Headquarters: Dubai, United Arab Emirates

About the Company: Fiafia is a team committed to crafting unforgettable experiences for children. With a range of daily activities, themed events, and a focus on safety, imagination, and socialization, they create a welcoming environment. Parents can unwind in the cozy café while their kids enjoy a dedicated menu.

Website: https://www.liquidweb.com/

Headquarters: Michigan, United States

About the Company: Liquid Web delivers reliable, highly-available, secure, and hasslefree hosting fueled by its Heroic Support®. The company provides managed hosting products and services to over 45,000+ customers, spanning 150 countries.

Founder, Fiafia Play Area and Café

EVP & Chief Operating Officer, Liquid Web

Alia Al Nabooda

Carrie Wheeler

Chief Executive Officer and President, Propelled Brands

Website: https://www.propelledbrands.com/

Location: Texas, USA

About the Company: Propelled Brands is a multi-brand platform company under which service industry franchise brands operate and grow.

Davielle Jackson

Founder and President, Femi Secrets

Website: https://www.femisecrets.com/

Location: Georgia, USA

About the Company: Femi Secrets is the first Award-Winning period hygiene brand that specializes in making a women’s life easier and healthier.

Co-Founder and CEO, The CenterCap Group

Website: https://www.centercapgroup.com/

Headquarters: Connecticut, USA

About the Company: The CenterCap Group, LLC is a boutique investment bank specializing in strategic advisory, capitalraising, and consulting services for private and public sector companies in the real estate industry.

Founder and CEO, Krohn Marketing Inc

Website: https://www.krohnmarketing.com/

Headquarters: Arizona, USA

About the Company: Krohn Marketing is an award-winning, education-focused marketing and sales consulting company that works with VC-backed startups and SMBs in North America to help them create and implement an effective, data-driven strategy that gets results.

Deborah Smith

Catherine Monson

Elizabeth A Krohn

Melissa Smith

Founder & CEO, Association of Virtual Assistants

Website: https://associationofvas.com/

Headquarters: Athens, Georgia

About the Company: The mission of the Association of Virtual Assistants is to be the most trusted source of information in the virtual assistants industry.

Sophie Milliken

Founder and CEO, Moja Group

Website: https://thisismoja.com/

Location: Newcastle upon Tyne, England

About the Company: Incepted in January 2022, Moja is an organization that works with entrepreneurs and senior executives to amplify their personal profiles and become known authorities in their industries.

Susan Semmelmann

Founder, Susan Semmelmann Interiors

Yana Albrecht

Managing Partner, Bay Immigration Law

Website: https://www.semmelmanninteriors.com/

Location: Texas, USA

About the Company: Susan Semmelmann Interiors is a full-service design firm – from start to finish. The service covers every aspect of construction and design, from renovating an existing home to walking clients through a new build from the ground up with construction detailing services.

Website: https://bayimmigrationlaw.com/

Headquarters: California, USA

About the Company: Bay Immigration Law provides startups and entrepreneurs with creative immigration solutions. Their experienced attorneys work closely with business consultants, offering investment opportunities for immigration to the US while assisting with naturalization applications and citizenship interview preparation.

Want to Sell or find Investor for your Business?

Alia Al Nabooda

CREATING A HAPPY SPACE TO GET-TOGETHER AND CELEBRATE

Alia Al Nabooda, a visionary mother, knew the importance of creating a safe and entertaining space for her children to play and socialize. After tirelessly searching for a perfect spot where her kids could thrive, she realized that the only way to make her dream a reality was to take matters into her own hands. And that's how Fiafia Play Area and Café came to be. “As a devoted mother, my children have always been the priority and love of my

life. My passion for anything related to kids has been unwavering. I have spent countless hours reading about children's mental health, parenting, and education and researching the most child-friendly products, toys, and holidays,” says Alia.

As a mother, Alia understood the needs of parents and kids alike. She recognized that parents crave a relaxing and rejuvenating environment, while children need a fun and stimulating space to grow and learn. With

FOUNDER, FIAFIA PLAY AREA AND CAFÉ

ALIA AL NABOODA FOUNDER, FIAFIA PLAY AREA AND CAFÉ

Fiafia has become a beloved destination for families, offering a safe and clean space for children to socialize, play, and learn while parents can relax, work, or catch up with friends.

this in mind, she set out to create a haven that would cater to both. Alia shares, “Over time, my friends and family have noticed my passion and encouraged me to create something that would benefit children and parents alike. After visiting numerous play areas with my children, I realized I could create the perfect play area I had been searching for.”

Fueled by her passion and determination, Alia embarked on a journey to bring her vision to life. She tirelessly worked to create a space that was not only safe and clean but also vibrant and engaging. From designing the play areas to selecting the perfect café menu, Alia was involved in every aspect of the process. “My goal was to create a play area where children could socialize, engage in activities, play, and learn while parents could relax, work, or catch up with friends,” adds Alia.

Despite facing numerous challenges along the way, Alia always retained sight of her goal. Her unwavering commitment to providing a space that would cater to the needs of both parents and children was what kept her going. And today, Fiafia Play Area and Café stands as a testament to her hard work and dedication. With her entrepreneurial spirit and passion for creating a better world for parents and children, Alia is a true inspiration. She serves as a reminder that with the right mindset and determination, anything is possible.

A Girl Dreamt of Becoming a Vet

As a little girl, Alia dreamed of becoming a veterinarian due to her love for animals. However, with the advice of her father, who is a prominent businessman, she decided to pursue a major in business after completing school. Nevertheless, her passion for animals persisted. “During my business studies, I discovered that the concepts and nature of business came naturally to me. Having been exposed to the business world all my life, I began to understand and relate to the discussions I had overheard at business dinners as a child,” recounts Alia.

After completing her master's degree and becoming a mother of two, Alia decided to put her knowledge into practice and joined her family's business, the Khalifa Juma Al Nabooda Group of Companies. She currently holds the position of active board member and director of Dubai Printing Press, one of the oldest companies in the group. Alia says, “Despite my success in the family business, I yearned to create something of my own that would combine my love for children and business. It was during this time that I founded my previous business, which eventually led me to create Fiafia Play Area and Café in 2019.”

Through hard work, dedication, and a passion for creating a better world for parents and children, Alia successfully brought her vision to life. Fiafia has become a beloved destination for families, offering a safe and clean space for children to socialize, play, and learn while parents can relax, work, or catch up with friends. “To be honest, the idea of Fiafia had been brewing in my mind for a while, but it wasn't until I visited the first branch that everything fell into place. I was actually there with a friend who was looking at business units for her own venture, and during the viewing, she turned to me and said, "You know, this would be a nice place for you to open a play area," remembers Alia. Within 30 minutes, Alia had already made a deposit to reserve the unit despite not yet having a proper business plan or even a name for her venture. Nevertheless, she had a clear vision of what she wanted to create.

2020: A Year That Changed Everything

Fiafia opened its doors just before the COVID-19 pandemic hit, and within a couple of months of launching, it had to close due to social distancing

restrictions. “As the founder, I had to face the challenge of keeping employee morale up during a period of uncertainty. We didn't know how long we were going to stay closed for, and it was tough,” shares Alia. When Fiafia Play Area and Café was finally able to reopen, it had to comply with strict social distancing restrictions.

Adapting a children's play area to accommodate social distancing while still providing a fun experience was an arduous task. However, Fiafia's employees, known as the "fun experts," were up to the challenge. They consistently developed new and innovative ideas to ensure that guests had a great time while staying safe.

“What makes Fiafia Play Area and Café unique is our amazing team of Fiafia Fun Experts. They are a creative and hand-picked team, without whom Fiafia would not be what it is today. They constantly impress me with their ideas and enthusiasm,” Alia proudly claims. Fiafia Fun Experts understand that today's

Alia is in a constant state of building FiaFia as a brand, and it will be an ongoing endeavor for her. She has plans to expand both horizontally and vertically in the coming years

generation of kids gets bored easily, so they strive to create an ever-changing environment with different activities and strategies that promote interaction and play. “Our birthday parties and outdoor events are exceptional and set us apart from other businesses. We believe that nothing is impossible and go above and beyond to not only meet but exceed our customers' expectations,” adds Alia. Fiafia aims not only to cater to children but also to their grown-ups, offering something for everyone. Overall, Fiafia Play Area and Café prides itself on providing a unique and engaging experience for families to enjoy together.

The Journey of a Woman Entrepreneur

“I believe that as an entrepreneur today, I am the product of my own experiences as I have not had any female mentors to guide me. In certain situations, I have noticed that women's voices are not heard as loudly as men's during heated meetings. Therefore, I had to learn to assert my presence and radiate confidence as a female in a male-dominated environment for my voice to be heard. However, I am happy to see that this culture is changing as more women enter prominent positions,” opines Alia. However, she has experienced firsthand the support and encouragement that the UAE government and leaders provide for women in all fields.

“The celebration of Emirati Women's Day is a moment of pride and recognition for women's vital role in building a stable and prosperous future for the UAE,” says Alia. The policies developed by the UAE towards promoting gender equality and empowering women have been a significant aspect of this progress. These initiatives have helped enhance the position

of women in society and have paved the way for further progress toward gender equality. Therefore, Alia firmly believes that the UAE is a great example of how to support and empower women, and she is grateful to be part of such a society.

“UAE is a melting pot of different cultures and ethnicities and nationalities. In FiaFia, we try to foster a culture of inclusivity and diversity by promoting equality, respect, and appreciation for different backgrounds and experiences,” assures Alia. This mindset is reflected not only on a corporate level but also within the play area itself, where FiaFia strives to incorporate the different celebrations of different nationalities and provides a chance for families from different backgrounds to learn about other important cultural celebrations. Additionally, FiaFia aims to include every child and anticipates and prepares to accommodate children and adults of determination. This approach helps to create an environment where everyone has the opportunity to excel personally and professionally.

Values as a Leader

Alia's main core values as a leader include innovation, vision, integrity, empowerment, and people-centeredness. She fosters innovation in her business by encouraging her team to think outside the box and explore new ideas. She values having a strong vision of success that is shared by her team and is the driving force behind all her entrepreneurial ventures. Alia also places a high value on integrity, honesty, and transparency in all her business dealings.

“As an entrepreneur, I believe that taking risks is an essential part of the journey, and it can be scary for many people in my life. However, I

choose not to listen to unsupportive people and instead focus on my dreams and beliefs. I try to surround myself with supportive individuals who encourage and believe in me,” shares Alia.

Empowerment is another value that Alia emphasizes, as she encourages her team to take ownership of their roles and responsibilities and to develop their potential by providing them with the necessary resources and support. Moreover, she deeply understands the value of human capital and invests in her employees' growth and development. They make Fiafia what it is, and without them, Fiafia is nothing.

Alia incorporates these values into her business in various ways. For example, she encourages her staff to explore innovative ideas and products that can be developed and marketed in the region. She creates an environment where she and her team are free to experiment and take risks while still operating within ethical and moral frameworks. Alia also invests in her team's growth and development by providing them with training and development opportunities that help them develop professionally and personally. She leads by example, reflecting a commitment to transparency and ethical behavior, ensuring accountability to stakeholders, and promoting a strong corporate culture. Finally, Alia recognizes the importance of working hard and delivering results, which helps inspire her team to do the same.

Alia has learned several important lessons in life as an entrepreneur. She believes in asking questions and seeking help when needed, building a dependable and loyal team, being determined and persevering even in the face of

setbacks, being authentic and true to oneself, mastering the art of negotiation and diplomacy, and having confidence in oneself. She also advises not to listen to unsupportive people, to surround oneself with supportive individuals, and believe in one's dreams and ideas even if no one else does. “In reality, it may not always be possible to have a supportive network, but I push through and prove that it is possible to achieve success despite the obstacles. I firmly believe in myself and my ideas, even when no one else does. I understand that patience, perseverance, and learning from mistakes are crucial factors for success,” states Alia.

Alia prioritized her family above all else and implemented a system to balance her career demands with family time. Alia says, “For me, my kids are my top priority, so if I have a scheduled event or activity with them, I give it the same importance as a meeting with a highprofile CEO. I strive to balance my schedule to ensure that I am not neglecting either my work or my family.” Although it's not always perfect, she manages to balance her responsibilities. Alia's husband is also supportive, and they work together as partners to ensure their family and work responsibilities are met.

For a Fun-Filled Future

Alia is in a constant state of building FiaFia as a brand, and it will be an ongoing endeavor for her. She has plans to expand both horizontally and vertically in the coming years. Horizontally, FiaFia intends to expand to different physical locations around the United Arab Emirates, the GCC countries, and potentially around the world through different business partnerships.

Vertically, the company is considering developing concepts for older children, specifically targeting tweens and teens.

“As a team, we are always looking for ways to expand and improve our business. One of our ongoing projects is to explore different ideas for expanding our brand and opening up new locations. We are also looking into new products and features that we can add to our play areas to keep things fresh and exciting for our customers,” shares Alia. Additionally, Alia and

her team FiaFia are working on integrating their systems to provide a seamless online customer experience where customers can book, request and pay for all their services online.

Alia Al Nabooda's story is one of inspiration and determination. Her love for her children led her to create something truly special that has touched the lives of countless families. She is a true leader who has shown that anything is possible with a clear vision and the courage to pursue it.

The Experience That Gave Me 3 Powerful Lessons Leading to Radical Resilience

Dr. Marie Cosgrove, CEO, balanceback, Resilience Expert, Author, & Keynote Speaker

You’ll never make it in this maledominated industry. You don’t have any sales experience, and the most you will be able to sell with your little girl voice is candy. So, why don’t you just go home?”

Yes, I have a small, quiet voice. But then again, I am a full 60 inches when wearing my two-inch heels. Because I am not imposing, people—like the president of a major medical device sales company who felt okay talking to me about my “little girl voice”—tend to underestimate me.

What the president who spoke those words to me learned that day was that behind that soft voice was a radical resilience borne out of adversity and necessity. He had no clue that his words not only failed to tamp me down but instead fueled my desire to succeed. And I did. And so can YOU!

There are moments in my life when I could have packed it in and given up. For instance, at a different company, when told I no longer had a job, even though I was the most successful salesperson on the company’s

I learned that sometimes the most beautiful miracles arise out of adversity. Life doesn’t have to be perfect to be beautiful

Dr. Marie Cosgrove, PhD is a Resilience Expert, Keynote Speaker, and Author of “Greater Fortune: Essential Lessons from the Entrepreneur Who Bought the Company that Fired Her. Dr. Cosgrove works with Corporations, Non-Profits, and Individuals to help them develop skills in Resiliency, that lead to increased productivity, profits, and a healthy mindset.

team. There were moments when I almost did give up. Instead of becoming bitter, I became resilient and turned the moment into an opportunity that eventually led to me buying that very same company.

In this article, you will discover how overcoming incredible hardships can actually inspire and motivate you to shine a light on your path no matter what darkness and turmoil you may be struggling with. Because, believe it or not, your powerful mind, heart, and spirit cannot be controlled or defeated when you allow radical resilience into your life.

I have learned that developing resilience begins with appreciating life and being thankful for being alive!

1st Powerful Lesson

A chance at Life. I was born into poverty to a mentally disabled single mom. My mom became mentally disabled when she was in a car accident that left her permanently brain damaged. After months of being in a coma, my mom finally opened her eyes and had to re-learn how to walk, talk, and do everything all over again. However, she still had permanent brain damage and had to take medications, some of which caused schizophrenia.

Later, after her recovery, she was raped, resulting in my birth. The doctor’s had no hope for me, as they thought the medications my mom was on would result in me being born with abnormalities, and serious physical, and mental disabilities. Worse was the fact, that I had no father, and was brought into a world thru a shameful, violent, and horrific act.

However, I learned that sometimes the most beautiful miracles arise out of adversity. Life doesn’t have to be perfect to be beautiful.

Forgiveness is your ability to let go of the desire to hurt them or cause retribution.

When you forgive, you may still have pain

Instead of looking at my life thru a tragic lens, I chose to focus on the miracle of being alive. Don’t get me wrong, I wasn’t always resilient. There was a time when I felt my life had no value. I didn’t belong. I was worthless because I’m just a ‘bastard’ child after all.

However, once I shifted my focus to being thankful for just being alive, I became radically resilient.

In fact, the manufacturing company I purchased which had fired me has treated over 2.5 million patients to date, patients who have suffered the same type of adversity my mom had suffered (traumatic brain injury).

I don’t know what your struggle is or what your past looks like, but I do know that if you have a heartbeat and you are breathing, I am thankful that you are alive and able to read these words. You too are a miracle, and I’m grateful for your life! And I know that deep within you lives radical resilience, that can help you overcome any obstacle you face.

The first step I took to grow to appreciate life was to write down five things I was grateful for. What are five things you grateful for? I challenge you to write down five things you are grateful for every day.

2nd Powerful Lesson To Experience Radical Resilience, You Must Walk Away.

You’ve heard it said, “Face Your Fears”. Sometimes ‘facing your fears’ is dangerous.

For example, if you work in a toxic work environment, and your boss or upper management refuses to eliminate toxicity in the workplace, it’s best you walk away into a new work environment where you can

maintain a healthy mindset. I’ve learned that we don’t always have the capacity to change people, or how they think, and no, you and I are not the savior of the world.

A time I had to walk away. I was working for a Fortune 500 company. I earned a very good salary, benefits, and bonuses, and had a four-day work week. I came home early from a business trip, only to find that the man I was married to had abused my kids in unimaginable ways. My boys had lacerations, and I had no choice, but to pick them up, and put them in our van, and drive off as fast as we could.

I had to leave a good-paying job with benefits, my home, and my belongings behind. Unfortunately, he chased us pursuing us with our other vehicle. At a stop, he yanked my baby out of the car seat in the back, because after his banging on the window, my children became afraid, and one of them opened the door for him. I had no choice but to go back to rescue my little one. The moment the man I was married to left, I called an uncle to pick me up. It was a four-hour drive to get to a relative’s house where he would not find me. My children and I lost everything, including our car. But we were safe. And I was thankful we would never be in danger again.

Walking away saved my life and the lives of my children. It was not going to be easy—but we were going to survive.

If you, or someone you know is in danger because of domestic violence, please contact “National Domestic Violence Hotline (800799-7233): Open 24 hours a day, 365 days a year, this line is a resource for safety information and can connect any caller with shelters and protection advocates in her area.”

3rd Powerful Lesson Forgiveness.

The third step to Radical Resilience is to forgive.

You may be wondering; “how do you forgive atrocious acts? Or acts of violence. Forgiveness has its place, but not in my situation.”

Forgiveness does not mean that you must allow people who have hurt you to be a part of your life.

Forgiveness is your ability to let go of the desire to hurt them or cause retribution. When you forgive, you may still have pain. The memory may still be there. But the desire to harm is gone. The desire to wish someone dead or harm is gone.

It took a long time for me to learn this valuable lesson. The pain, the anger, and the guilt of allowing someone in my life to harm my children led to incredible guilt. I wasted years of my life wishing the person dead and crying from the guilt I felt inside. Once, I was able to let go, I was able to clear my head, and use my mental energy toward creating a new life for me and my children.

Our new life led to me starting my own company, scaling it, and then going back to buying the company that fired me.

If you’d like to learn more, feel free to follow me @resilientexpert on FB, Twitter, and Instagram. I look forward to connecting with you.

“Face Your Fears”. Sometimes ‘facing your fears’ is dangerous

Deborah Smith

PIONEERING CHANGE IN THE MALE-DOMINATED INVESTMENT BANKING INDUSTRY

Deborah Smith, Co-Founder and CEO of The CenterCap Group, a real estate focused boutique investment bank, embarked on an unconventional entrepreneurial journey, defying expectations shaped by her upbringing as a dairy farmer's daughter in rural Australia. Balancing the demands of labour-intensive farm work and limited educational opportunities, responsibility became ingrained in her way of life. “As my parents used to say, 'the cows don't milk themselves’. But with the help of some incredible mentors along the way, it turns out

I was destined for a different path than the one walked by my parents,” shares Ms. Smith.

Despite initially envisioning a career in tax law after graduating from university, she found herself propelled into investment banking. Seizing an opportunity at Morgan Stanley, an interviewer took a leap of faith in Ms. Smith, an Australian woman with no finance degree, hailing from an agricultural background, and sporting an ill-fitting suit. Life, however, had other plans in store. Ms. Smith recounts, “As life would have it, not only did investment banking turn out to be the right career, but it also helped

CO-FOUNDER AND CEO, THE CENTERCAP GROUP

DEBORAH SMITH CO-FOUNDER AND CEO, THE CENTERCAP GROUP

me realize what I really loved – analytics, strategy, and problem-solving. This realization was somewhat the genesis behind CenterCap.”

Ms. Smith co-founded The CenterCap Group during the Global Financial Crisis of 2009, recognizing the deficiencies within the investment banking realm. “After working for many years at bulge bracket investment banks, my co-founder and I moved to CBREI Global Investors and became co-heads of their global M&A practice. Shortly after we started, we reviewed an asset portfolio that we ultimately decided to pass on. A colleague of ours then called us and said, "Welcome to the buy-side," which taught us a lesson in transaction discipline and saying "no." Not every transaction is a good one,” shares Ms. Smith.

Consequently, Ms. Smith’s perspective on the real estate sector underwent a profound transformation. Ms. Smith and her Co-Founder identified a notable gap in investment banking teams' understanding of the industry, lacking the invaluable "boots on the ground" insights. This realization sparked the concept of establishing an investment bank rooted in a comprehensive understanding of the real estate sector, offering advisory services embedded with genuine and objective expertise and substance.

Exceeding Clients' Expectations

At the heart of CenterCap's ethos lies a straightforward philosophy - encompassing the entire real estate domain. From its inception, the company harnessed a vast reservoir of sector-specific knowledge, an extensive network of capital relationships, and a profound comprehension of both public and private markets. “Uniquely, we were independent with no research or trading capability and took

no outside money. I think one of the reasons clients retain us is that our advice is based on sector knowledge of trends across the industry,” pinpoints Ms. Smith.

With thousands of relationships across the sector, CenterCap's broad perspective resonates with its clientele. However, what differentiates the firm is its unwavering commitment to pursuing the right transactions rather than

simply facilitating any transaction. This approach, though arduous, has been the cornerstone of CenterCap's focus, and at times, it has meant delivering the straightforward advice of "No." Ms. Smith adds, “We are free to take this path because we answer to no one but our clients. We garner a lifetime of trust for prioritizing our client's interests.” Over the course of the firm’s history, CenterCap has faithfully executed its strategy, marking an extraordinary journey that has brought them to where they stand today.

In the face of market turbulence, CenterCap experienced a remarkably active year, completing approximately a dozen assignments in 2022. “Our firm's strength lies in taking on off-the-runway or contrarian-style assignments. If we take on an assignment, it’s because we believe in the opportunity and are confident that we can get it done – we think our track record speaks for itself,” states Ms. Smith. In an industry where growth is a perpetual pursuit for most players, CenterCap assumes the role of C-Suite advisors, guiding executives to assess growth opportunities through the lenses of geography, product type, and capital flows. Organizations can chart their growth trajectory effectively by evaluating whether to expand geographical reach, incorporate complementary products, or enhance distribution channels.

The conversation surrounding growth becomes even more intriguing when technology enters the equation, influencing the quest for cost and revenue efficiencies.

“When it comes to the types of transactions companies seek to pursue, we're seeing more flexibility now than in the past. Historically, 100% change of ownership was much more

Ms. Smith cofounded The CenterCap Group during the global financial crisis of 2009, recognizing the deficiencies within the investment banking realm

common, but we're seeing more minority sales, strategic alliances, partnerships, and joint ventures,” opines Ms. Smith. CenterCap encourages organizations to grasp the strategic rationale driving their actions, fostering a clear understanding of the available paths aligned with their key strategic elements. Recognizing that options abound, CenterCap emphasizes the importance of considering multiple avenues rather than settling for a singular approach.

Being Unique in the Realm of Investment Banking

CenterCap stands unrivaled among boutique investment banks, offering a distinctive approach that distinguishes them from their peers. “I don't think there's another boutique investment bank out there that does what we do quite, like we do it. Sure, we see other firms in one of our business lines or another, but we don’t see the same team executing on all of the services as we do,” claims Ms. Smith. With a profound understanding of the real estate and corporate sectors honed over its approximate 14-year existence, CenterCap surpasses other advisors in their depth and breadth of knowledge. Notably, their status as a women-owned real estate-focused investment bank further sets them apart, with no comparable institutions known to exist.

Throughout the pandemic, for instance, CenterCap successfully completed on a multitude of assignments, including within the retail and shared office spaces, demonstrating their ability to navigate challenging circumstances. Ms. Smith and her team have also proven themselves as leaders in incorporating technology into the real estate space and exploring supply-chainoriented sectors like cold storage and logistics,

as well as the intersection of infrastructure and real estate, as emerging cross-pollination trends are emerging. She explains, “We know the sector and are outspoken on what we think are the trends to watch – such as Industrial Outdoor Storage, Active Adult Living, the unique role insurance companies play in investment manager growth and the role private capital can play for public REITs.”

CenterCap's profound industry knowledge translates into informed advice, allowing them to offer tailored guidance to operators, REITs, and investment managers seeking growth. Whether through strategic transactions, recaps, or a comprehensive suite of services, CenterCap equips companies with a full range of options to consider. Their guiding principle is to truly comprehend their clients' operations, recognizing that effective advice hinges on a deep understanding of their client's businesses. “We have the full suite of services to help companies think through their options. I always ask potential clients – how can an advisor give you advice if they really don't understand what you do? That's where we come in,” says Ms. Smith.

Overcoming the Entrepreneurial Challenges

Starting a business provides a wealth of wisdom across various domains, encompassing topics such as decision-making, strategies, and deal terms. The journey appears deceptively easy, but the reality is far more complex. Ms. Smith recounts, “It looks a lot easier than it is, for sure. For us, a couple of things were critical to our success. Firstly, being selective with respect to the clients and assignments we take on.” She takes pride in CenterCap’s remarkable track record of accomplishing its objectives, setting them apart from its counterparts.

With thousands of relationships across the sector, CenterCap's broad perspective resonated with its clientele. However, what differentiates the company is its unwavering commitment to pursuing the right transactions rather than simply facilitating any transaction

“If we don't believe we can deliver, we tend to pass on it. Life is too short to do it any other way. Secondly, being adaptable is key,” says Ms. Smith.

Recognizing that change is beyond one's control, entrepreneurs must learn to embrace the flow, step back, observe, and adjust their game plan accordingly. “Having a vision is a fantastic trait for an entrepreneur. However, tying yourself to what isn't working, waiting for the world to adapt to you, may ultimately just result in failed dreams and an unsatisfactory ending,” opines Ms. Smith. Starting a womenowned investment bank, especially one focused on real estate during the Global Financial Crisis, was perceived by many as a daunting and unconventional undertaking. Given the industry's predominantly male-dominated landscape, the number of women occupying C-suite executive positions remains small. However, Ms. Smith believes that CenterCap’s unique perspective brings something different to the table.

“Being an entrepreneur is hard work; not everyone is cut out for it – regardless of gender. I am not sure I would have started CenterCap or embarked on this journey if I didn't have a great co-founder partner,” says Ms. Smith. As a women-led organization, CenterCap approaches its work with a deep sense of care, dedication, and a strong commitment to doing what suits its clients, leading to successful outcomes. The firm's track record of achieving its goals is notably high, with repeat clients and referrals forming the backbone of its business. Ms. Smith explains, “Some of our clients we have been working with in some capacity for a decade. I get asked a lot how we did it, particularly as women - and my honest answer is by refusing to be told what can't be done and only being interested in what can be done.”

Ms. Smith believes that women possess nurturing qualities and often tend to doubt their instincts and decisions, constantly secondguessing themselves. Drawing from her experience, she highlights the importance of

CenterCap stands unrivalled among boutique investment banks, offering a distinctive approach that distinguishes them from their peers

trusting one's instincts and avoiding the trap of second-guessing, as hindsight is always clearer. “Once you make a decision, don’t look back. If it turns out to be the wrong call, just trust that u will figure it out. Avoid the trap of secondguesses. Hindsight is always going to be twentytwenty,” shares Ms. Smith. While nurturing qualities are often associated with women, she emphasizes the need for successful women to also possess the ability to make bold decisions and communicate with unwavering conviction.

Inspirational leaders understand that taking decisive action and trusting in their own abilities are key to success. “When faced with tough decisions, gather all the facts, seek input, and then make a choice without hesitation. These words of wisdom were imparted to me early on in my career by a female banker at Morgan Stanley who knew the value of making bold decisions and owning them. I have carried this advice with me throughout my journey. Never look back; what's done is done,” explains Ms. Smith.

An Inspiring Women Leader

In defiance of societal expectations and preconceived notions, Ms. Smith has consistently charted her own path, refusing to subscribe to the idea that a woman can't have it all simultaneously. “Society has a way of fostering an attitude that there is supposed to be an order of things – work, family, career. But I've never paid much attention to what others say I can and can't have," says Ms. Smith. The prescribed order of work, family, and career has never dictated her choices. Instead, she values the importance of balance, and for her, running plays a vital role in achieving it.

As an avid runner, she discovers tranquility in the rhythmic motion of putting one foot in front of the other on the pavement. During these moments, her mind finds clarity, often leading to profound insights without consciously seeking them. Ms. Smith shares, “Some of my best thinking comes when I'm not trying to think at all. Being a parent, a spouse, and having a career takes a lot of juggling and organization. It takes a village, an unwavering support network, and some give-and-take to make it all work.” She firmly believes in identifying her own desires and relentlessly pursuing them. While her schedule may be packed, she finds fulfillment in constant forward momentum. “I may not have much downtime, but that's just the way I like it – constantly moving forward towards new goals and accomplishments,” says Ms. Smith.

As a passionate advocate for diversity in the workforce, Ms. Smith has long recognized that achieving genuine, lasting change goes beyond mere target-setting, training, and mentoring. She firmly believes that the key to creating a truly inclusive industry lies in raising awareness about its opportunities, starting at the college or even high school level. “It's hard to level the playing field when the teams don't have equal representation. I doubt anyone in our industry thinks they get as many applications and resumes from women and diverse candidates as they do from men,” says Ms. Smith.

Ms. Smith believes that the workplace benefits when teams are composed of individuals from diverse backgrounds. She observes, “There may be a perception that finance is a male-dominated field that isn't welcoming towards women and other diverse candidates.

But from my perspective of the inside, I don’t believe that's not a universal view.” Throughout her career, Ms. Smith has been fortunate to have extraordinary colleagues, many of whom have been men, who have supported her success. “I'd like to see more diverse faces in our industry because diversity is healthy, and diversity of thought provides an extraordinary foundation to maximize value for any organization,” adds Ms. Smith.

Ms. Smith advocates for equal opportunities, empowerment, and evaluating individuals based on their capabilities rather than external factors. She emphasizes the importance of surrounding oneself with the best talent, as their expertise and contributions are vital in challenging times.

Ms. Smith says, “There are a few things that are important to me – introspectively, they are rooted in my own career evolution – personal responsibility and accountability, meritocracy, and teamwork. CenterCap is an advertisement for these three cornerstones, and all three are tied together.”

At CenterCap, intelligent and capable individuals form the company's foundation, driving its strength and power. Alongside personal responsibility, Ms. Smith values the concept of accountability, which she learned as a junior banker. She firmly believes that each person is responsible for their own career and should take ownership of their actions and decisions. This principle guides her approach to work and life. Additionally, Ms. Smith emphasizes the significance of teamwork, drawing inspiration from team sports. Understanding that a team is only as strong as its weakest member, she highlights the importance of effective communication,

shared goals, and productive collaboration to achieve collective success. Through personal responsibility, meritocracy, and teamwork, Ms. Smith strives to foster a culture of excellence and achievement within CenterCap.

Moving Forward with Confidence

Today, Ms. Smith understands the importance of distinguishing between open and closed doors in life. She believes that success hinges on being open to new ideas and approaches, maintaining intellectual curiosity, and anticipating future possibilities. CenterCap's success is attributed to its thoughtful approach to selecting clients and opportunities. While their track record in getting things done is impressive, Ms. Smith emphasizes the need for discipline in choosing the right opportunities to pursue.

She pinpoints, “You can't chase down every deal opportunity that comes your way. Instead, you must focus on maximizing riskadjusted returns and ensuring that you can be successful.”

As an independent firm, CenterCap's value proposition is centered on providing superior advice that is more insightful and valuable than its competitors. By maintaining a discerning approach and delivering exceptional advice, CenterCap sets itself apart in the industry. “We're on a mission to be the top middle market investment banking advisor, the best at every service we offer. Our uniqueness lies in the fact that there isn't another firm out there that does what we do,” claims Ms. Smith. The previous year was marked by significant growth and success, and the company is enthusiastic about the opportunities that lie ahead in 2023 and beyond.

While continuing to expand its existing business segments, CenterCap is also venturing into a new area: making principal investments. Recognizing their strength in underwriting promising management teams and opportunities, they are exploring earlystage investments, an avenue they have not extensively pursued. This expansion into new territory is exciting and a testament to their commitment to pushing boundaries and seeking new growth opportunities.

“Our firm is always juggling multiple projects simultaneously. From advising

companies on corporate M&A to exploring capital-raising opportunities within the real estate industry, we are constantly busy,” shares Ms. Smith. Leveraging its expertise in underwriting people and opportunities, CenterCap aims to provide value and support the growth journey of these young companies.

“It's been an exciting new avenue for us, and we thoroughly enjoy it. However, our ultimate goal is always to create a trusted advisor relationship with our clients and build longterm partnerships based on mutual success,” concludes Ms. Smith.

Returning to the Office: Will the Looming Recession Change Balance of Power Between Employees and Employers?

Jeanne Meister, Executive Vice President, Executive Networks

As HR professionals, we have a once in a generation opportunity to take a leadership role in designing new ways of working. Since the pandemic, we have seen that working nine to five in-theoffice is dead. Our long-standing expectations of going to the office, “to do our work,” and going to off-sites to “network with colleagues,” has been turned on its head. And never did employers have to justify why one should be present in the office and what types of work would ideally happen there.

The world of work is changed forever.

In our “The 2023 Future of Working and Learning” survey, conducted among a global sample of 1,300 HR leaders, business leaders, knowledge workers and frontline workers, about half of knowledge workers (46%) report that their companies are not doing anything to

make it worthwhile to commute to the office. This highlights a key workplace tension I am seeing; workers view going to the office as a choice they can make while leaders see this as a challenge to be dealt with.

The data on office occupancy is compelling. Before the pandemic, 95% of offices were occupied. Today that number is closer to 47%. Is the balance of power shifting toward employees as employers are under pressure to prove returns in a tough economic climate? According to a new report from the Bureau of Labor Statistics, 72.5% of private-sector establishments surveyed from August 1 to September 30, 2022 had little to no telework. That's a big decrease from 2021, when just 60.1% of establishments surveyed from July to September 2021 reported little to no telework.

Jeanne Meister is Executive Vice President of Executive Networks, an HR peer community for human resource leaders working in global 1,000 companies.

Jeanne is also a regular contributor to Forbes and author of the “The 2023 Future of Working and Learning Report” a research survey of 1,301 HR leaders, business leaders, knowledge workers and frontline workers across North America, India, and Europe.

Employees want their employer to be clear about the purpose of the office and to identify which job roles are best suited to remote or hybrid working

But remote or telework, as it is called by BLS, is not one size fits all approach to working. Certain industries lend themselves to project/remote work like Information Technologies and Professional services while retail and hospitality do not.

Our research, The 2023 Future of Working and Learning Report, conducted among 1,301 HR leaders Business Leaders, Knowledge

workers and Frontline workers found offering “office perks,” like free lunches, access to gym or yoga classes is not the answer. Employees want their employer to be clear about the purpose of the office and to identify which job roles are best suited to remote or hybrid working.

As companies grapple with returning to the office, they must realize the conversation is much more than deciding which days employees

Most of all, companies must recognize the inherent push and pull of workers desiring flexibility in when and where they work and leaders wanting no impact on their job performance

return to the office, is it Monday, Tuesday and Wednesday or Tuesday, Wednesday and Thursday? That misses the point of what we have been going through over the past three years.

Leaders need to make coming to the office more intentional and “commute worthy”. This will require employers to be clear on why and how working in the office can optimize their performance in their current job role while providing flexibility. Employers also need to ensure equal opportunity for advancement and development, no matter where the work gets done. This last point hit home when our 2023 Future of Working and Learning research found a majority of senior HR leaders (71%) and senior business leaders (62%) agree that there’s likely a “proximity bias” against remote/ hybrid workers, making it difficult for those working off-site to get ahead in their careers.

In addition to making the office “commute worthy”, employers need to conduct research on the flexibility options desired by workers. Our latest research found the most desired flexibility option is access to a 4-day work week with no pay reduction. This is desired by 69% of knowledge workers and 56% of frontline workers, but is currently only offered to 16% and 29%, respectively.

The goal is to set clear principles for success, rather than mandate policies. These principles need to ensure inclusivity by providing career development and advancement opportunities to all employees, regardless of where they work.

Most of all, companies must recognize the inherent push and pull of workers desiring flexibility in when and where they

work and leaders wanting no impact on their job performance.

Leaders can start taking a proactive role by asking such questions as:

● How can our company optimize flexibility in work practices while maintaining performance levels?

● What is the new role and purpose of the office?

● What are we doing to listen to our employee needs for flexibility and what do they see as the benefits of returning to the office?

● What job roles are best performed primarily in the office?

● How can you provide principles for success working remotely/hybrid rather than mandates?

● How can we prepare our frontline managers to have meaningful conversations with our workers about their needs for flexibility while maintaining performance levels? While some leaders continue to mandate returning to the office, the better approach is to align your return to office approach with your culture and values, make coming to the office purposeful and have a clear communications strategy on who can be successful as a remote and hybrid worker and which job roles are best suited for remote/hybrid work. Over the last three years we have seen workers demand and expect to work remotely if their job is suited for this. In fact, a survey conducted by ZipRecruiter finds job seekers would take a 14 % pay cut to work remotely. There is no turning back on new ways of working, even as a recession looms.

Elizabeth A Krohn

HELPING STARTUPS AND SMBS TO ACCELERATE BUSINESS GROWTH & SUCCEED

In today’s business landscape, women entrepreneurs create new waves and drive innovation across diverse industries. They are leveraging their strength of customer understanding and building new-age businesses.

Elizabeth Krohn, the CEO and Founder of Krohn Marketing Inc, is one of the trailblazing, 21st-century renaissance women entrepreneurs disrupting the marketing and sales services industry. Elizabeth has spent nearly two decades

studying and working with businesses within the United States and worldwide to help them optimize their marketing, business development, and sales strategies and operations. Apart from her Fortune 50 experience with global corporations, she is an IT enthusiast, a HubSpot certified partner, a practicing advocate of servant leadership, and a philanthropic partner of agencies fighting to eliminate homelessness, child trafficking, and poverty.

FOUNDER AND CEO, KROHN MARKETING INC

ELIZABETH A KROHN FOUNDER AND CEO, KROHN MARKETING INC

A Journey from a Corporate Career to Entrepreneurship

Elizabeth began her career by working for the government in a District Attorney’s Office and found herself regularly visiting with the Head of IT to help the technical support staff manage and process court evidence. They taught her how to install and set up the legal team’s computers and spearhead technical support. She couldn’t get enough of using technology to quickly solve problems that her team was experiencing. The slow pace and creative restrictions of government work brought dissatisfaction to her. Soon, she started working at a Fortune 50 IT company in entry-level business development—representing an emerging software to help bring them to market within the distribution.

After years of working in marketing and sales and developing community relationships, Elizabeth was regularly approached by start-up and small business connections to help them fix the problems they were experiencing with their marketing and sales efforts. This made her realize that there was a major gap in the market between start-ups and enterprise companies— specifically, the resources available to them to support marketing and sales were not helping them grow their business. In December 2016, Elizabeth decided to leave the corporate world and established Krohn Marketing with a mission to ensure that all businesses have access to education-focused advisory services and are enabled to pursue their dreams and endeavors in a way that positions them to be successful.

Krohn Marketing: Educate. Direct. Ignite

Headquartered in Phoenix, Arizona, Krohn Marketing is an award-winning, education-

focused marketing and sales consulting company that works with VC-backed startups and SMBs in North America to help them create and implement an effective, data-driven strategy that gets results.

“The core of our operation is set on this key mantra: Educate. Direct. Ignite. And so, we work to educate businesses about real-life marketing and sales best practices, direct them in how to properly leverage tools, platforms, and strategies, and ignite their passion for growth,” shares Elizabeth. The company’s main goal is to work with clients to help decrease vendor dependency and increase organizational growth. Moreover, it provides personalized 1:1 training to clients and goes above and beyond to support their organizational growth. If in case, Elizabeth and her team cannot help clients, they promptly connect them with those who can. Krohn Marketing’s experience, network, high-quality service, and client-first model are its biggest USPs and set it apart from other market competitors.

Under Elizabeth’s leadership, Krohn Marketing was named a HubSpot Top Service Provider for 2022, Top Strategy Development Company in Phoenix 2023, and Top Consulting Company in Arizona 2023 by Clutch.

Benefits of Key Partnerships

There is a partner program at Krohn Marketing for businesses who wish to work with a company that puts the clients first above everything. Additionally, a referral from Krohn Marketing’s team guarantees an excellent opportunity for solution partners to work with clients who understand their value proposition and who will also greatly benefit from their

Headquartered in Phoenix, Arizona, Krohn Marketing is an award-winning, education-focused marketing and sales consulting company that works with VC-backed startups and SMBs in North America to help them create and implement an effective, data-driven strategy that gets results

Elizabeth Krohn of Krohn Marketing Inc

Miranda McKie of McKie Consultants

services and have the support they need from the team to make things happen.

Furthermore, clients work with Elizabeth and her team in several ways, primarily seeking fractional executive services for sales and marketing, which includes hiring and building teams, advising, directing, and

building out GTM plans to drive and correct business goals. Clients also leverage the team’s knowledge and expertise for sales and marketing data governance and systems consulting, optimization and management, corporate architecture support, and digital marketing services to complement their

existing marketing teams, sales development, training, and more. Likewise, Krohn Marketing is a committed HubSpot partner who teaches clients how to best leverage their existing or newly onboarded HubSpot systems. The company is nearly tech-agnostic, with extensive technological expertise that supports

Krohn Marketing is nearly tech-agnostic, with extensive technological expertise that supports marketing and sales ecosystems from startup to enterprise levels

marketing and sales ecosystems from startup to enterprise levels.

Breaking Barriers and Racing Ahead

Elizabeth states that gender and age discrimination continues to exist in the current entrepreneurial world. She has personally

experienced situations where multi-milliondollar companies would refuse to listen to a plan she provided but were open to listening and working with her counterpart, who relayed the same message as hers. An inspiring force that she is, these limiting factors didn’t stop her nor

diminish her spirit. She remarks, “People matter more, and however we can help get the right solution across to a business, we’ll do what it takes to make it happen— even removing ourselves and sending in someone else because that’s what they need.”

Elizabeth is a staunch advocate of servant leadership and strives to live by this leadership style every day. This can be reflected in Krohn Marketing ’ s policy clients ’ business needs come first

Later, when Elizabeth embarked on her own entrepreneurial journey, she encountered several obstacles. “Women have an amazing knack for emotional intelligence, and that is what wins 60% of our battles in the work we conduct. If anything, being a woman has completed my journey as an entrepreneur and will continue to do so,” asserts Elizabeth.

Powerful Lessons Learned as an Entrepreneur

One of the most important lessons Elizabeth has learned is to adapt to changing market demand and remain agile. Another thing she learned was to accept that it’s okay to not know everything; hiring smart people who know more is the key. Moreover, business leaders must make datadriven decisions to succeed and stay relevant in today’s digital world. Likewise, it is important to remember that not every idea is good; sometimes, too many ideas can kill the business.

Practising Servant Leadership

Elizabeth is a staunch advocate of servant leadership and strives to live by this leadership style every day. This can be reflected in Krohn Marketing’s policy—clients’ business needs come first. The company is also a major advocate of honesty and transparency.

“We deliver the truth with emotional intelligence and believe that building trust is the pillar of any great business engagement or relationship. And what drives trust is honesty, availability, and genuine care for others,” mentions Elizabeth. In addition, the company thrives on individuality and promotes diversity and inclusion. Here, each team member is acknowledged for his or her natural strengths

and abilities and can ultimately support their client’s business needs at all times.

Striking Work-Life Balance

Elizabeth regards her family and friends as integral to her well-being and balance. Therefore, she ensures to set healthy boundaries with work that allows her to live a wonderful, fulfilled life, and she remains grateful for the gifts she has been given, personally and professionally.

A Message for All Female Leaders

Elizabeth suggests aspiring women entrepreneurs be brave and seek support in any form, whether financial, emotional, or business. She adds, “Surround yourself with the people who know you best and will advise you on the best way to start a business - including those who will tell you when something is not a good idea.”

When it comes to women who are pursuing leadership roles, Elizabeth says, “If you’re in it to help correct the imbalance of not having enough females in leadership, feel rewarded by having people within your control or trying to make your friends and family proud of you because it’s a career accomplishment - please stop. Leadership is about sacrificing what you want to support and help others.”

Future Plans

Going ahead, Elizabeth and her team are looking forward to developing incredible partnerships and planning to launch a new program to support VC-backed start-ups and provide exclusive training to American companies that are ready to enter the market but need extra momentum to achieve results faster.

Helping Create Conscious Leaders that will Make a Difference to their Organisations and Society

Professor Vlatka Ariaana Hlupic, CEO, Management Shift Solutions Limited, Global Thought Leader, and Award-Winning Author

According to you, which keys trends will shape the Human Resource department over the next five years?

I think there are a number of trends that will shape the Human Resource department in the next five years. For example, dealing with the Great Resignation which also brings great opportunities to transform and change the way businesses are managed and led. The big question is how can organisations attract

and keep the talent. Other trends are related to employee well-being and workplace flexibility. I think the hybrid world of work will stay with us.

The next trend I see is upskilling and reskilling talent especially managers and leaders who will require the skills needed to lead as conscious leaders to create companies that are fit for the twenty first century, companies that are collaborative, purposeful, people-focused, not just chasing shortterm profits and not treating people well.

‘The Management Shift’ book is my life's work; it is based on more than two decades of my interdisciplinary research that helped me to develop The 5-level Management Shift Model, theory and tools for individual and organisational transformation

Professor Vlatka Ariaana Hlupic is an international award-winning thought leader, an activist for humanising management, and an author of a groundbreaking book 'The Management Shift - How to Harness the Power of People and Transform Your Organisation for Sustainable Success', which was listed by Forbes as one of the top eight business books in 2014. Driven by her passion and purpose to make this world a better place, she is creating a global impact with her work, helping thousands of leaders and organisations worldwide to shift to a higher level of performance and profit whilst creating more engaging, purposeful, and happier workplaces that do well by doing good. She is a Founder and CEO of Management Shift Solutions Limited, a leading-edge management consultancy and a Professor of Leadership and Management at Hult International Business School (Ashridge).

Professor Vlatka has been voted one of the Most Influential HR Thinkers in the world 2015-2021 by HR Magazine, Most Influential CEO in 2022 by CEO Today and Top 20 Most Successful Women Leaders 2022 by the Corporate Magazine. Her latest book 'Humane Capital - How to Create a Management Shift to Transform Performance and Profit' has been chosen as one of the top 5 business books in 2018 by HR Magazine and the Foreword was written by His Holiness the Dalai Lama. In an exclusive interview with CXO Outlook Magazine, Professor Vlatka shares the key trends in the HR Department to watch out for in future, her thoughts on talent shortage and tips for CEOs and hiring managers to manage the same, personal career path, and a lot more. Following are the excerpts from the interview.

Another trend is that more and more organisations realize how important is purpose, working on something bigger, making contributions to the society, not just be internally focused but to work with the ecosystem and making this world a better place.

In addition, issues such as equity, inclusion, and diversity will also stay important within the human resources area. So, these are some of the key trends that are to watch out for. But at the end of the day, it is really about attracting and keeping the talent and creating caring, collaborative purpose-based cultures which I think is going to continue to be very important.

What do you think about talent

shortage? What are a few practical tips you want to give to CEOs and hiring managers to manage the talent shortage?

To answer in short, I would say you need Level 4 leadership style and organisational culture to attract new and keep existing talent. This is based on the 5-Level Management Shift Model which is rooted in many years of my interdisciplinary research and is described in more detail in my book ‘The Management Shift’.

So based on all this research, I discovered that there are five levels that our individual mindset goes through and there is a corresponding organisational culture at every level. Every level is characterized by specific thinking patterns, behaviors, beliefs, leadership style, language used, and organisational outcomes. We cannot skip the levels, but we can have pockets of different levels within the same organisation. For example, at level 1, the mindset is lifeless, culture is apathetic, not much gets done, there

is lots of fear, blame, a toxic culture and yelling bosses. It is a very sad place to be in but sometimes we see that in some organisations. At level 2, the mindset is reluctant, and culture is stagnating. This is where people do minimum, they can get away with just to get their pay checks. They bring their body to work by their heart and mind stay at home.

Then, at level 3, we have controlled mindset an orderly culture. This is traditional command of control management where people do what they are told to do, they tick the boxes, they achieve KPIs, but we still see low levels of engagement, performance, innovation, and this has an impact on profit as well. Level 3 (or below) is where majority of organisations are today, and this is one of the key reasons why we see various problems such as the Great Resignation, staff are leaving,

and in many organisations there is a low level of engagement, innovation and profit as well. Therefore, to address the problem of talent shortage as well as problems with low performance, low engagement and so on, organisations need to operate at level 4 and leaders need to operate at level 4. At level 4, everything changes; the mindset is enthusiastic, the culture is collaborative, the key words are trust, transparency, purpose, collaboration and working on something bigger than ourselves. At this level we see a step change increase in staff retention, attracting the right talent, an increase in performance, innovation, and profit. Occasionally, we can reach level 5 with limitless mindset and unbounded culture; this is where highly innovative teams work day and night on some amazing innovations for humanity.

The Management Shift book describes these key tools and models for transformation. Moreover, the Management Shift approach is also known as the ‘How’ of this big shift from old to new ways of working which are more productive, innovative, and profitable

Organisational culture is a key differentiator between successful and not-so successful organisations. What is the role of HR in creating an organisational culture?

HR should play a crucial role in organisational culture. It should all be about people, focusing on people, training, and developing people, attracting the right people, and retaining the right people so HR should be at the heart of creating organisational culture that is fit for purpose, that is based on people collaboration, and purpose which is as I already explained the level 4 culture.

Can you please brief us about your book, ‘The Management Shift’?

‘The Management Shift’ book is my life's work; it is based on more than two decades of my interdisciplinary research that helped me to develop The 5-level Management Shift Model, theory and tools for individual and organisational transformation. The Management Shift approach has been used for coaching individual C-suite leaders to shift from level 3 to level 4 and the benefits they obtained are numerous, from improving performance, wellbeing, having the big picture, making a difference in the society to having a more purposeful and fulfilled life. That is the individual part of the transformation. For organisational transformation, I then did more research and created the 6 Box Leadership Model and associated diagnostic tool which can measure hidden strengths and weaknesses in six areas of: culture (so we can see what kind of culture organisation has), relationships (measuring how well people work together), individuals (measuring what kind of mindset, drive, motivation they have),

Strategy (how it gets developed and executed), systems (how the work gets done) and resources. I also explained all the research behind this model in The Management Shift book as well as various case studies that were done and where the model has been used.

I call this organisational diagnostics an MIR for organisation; with this we can scan hundreds or thousands of people at the same time anonymously and we can collect quantitative and qualitative data as people can write the comments about every question. There are 120 questions measuring all these six areas or six boxes and then we can see where are the key strengths and weaknesses, which part of organisational body needs to be healed, and then during Action Planning process that I developed, so to speak, we can prescribe medicine and create specific list of actions that need to be taken to leverage strengths, address weaknesses or bottlenecks, and then we can measure the impact once this is implemented.

Therefore, The Management Shift book describes these key tools and models for transformation. Moreover, the Management Shift approach is also known as the ‘How’ of this big shift from old to new ways of working which are more productive, innovative, and profitable. So, the book sets the blueprint for this ‘How’ of the big transformation.

Which key pillars of humane leadership, employee engagement, and evolutionary change are currently taking place in businesses across the world?

I think it really varies from business to business, but I also feel that there is an increasing awareness among businesses and business leaders that business as usual is not an option anymore, that companies need to be led by different approach,

by level 4, conscious approach. Also, more and more businesses are realizing the importance of purpose. Purpose is the binding element in any organisational culture where people understand what is the higher purpose of what they do.

To give you an example from legendary management thinker Peter Drucker, who shared the story related to two people carving the stones for cathedral. The first one was asked what he was doing, and he replied, “I am carving the stones to be paid to feed my family”. When the second one was asked the same question, he said, “I am carving the stones to build a cathedral which will be standing here for hundreds of years to come for future generations”. So, the point I want to make is more emphasis on purpose, more emphasis our wellbeing, and attracting and keeping the right

talent is needed. As I already mentioned, the only way to do this is to have level 4/5 culture, mindset, and leadership style.

How do you help leaders and organisations to transform?

Over the years, based on my interdisciplinary research, I have created various assessment tools, models, and processes, the know-how that helps individual leaders and organisations to transform and shift from level 3 to level 4 with various benefits. So, as I already mentioned we use the 5-level model for individual transformation and the 6 Box Leadership Model and diagnostic tool to help leaders and the entire organisation (or part of the organisation) to shift from level 3 to level 4. We can anonymously survey hundreds or thousands of employees, within twenty minutes or so, discover where exactly the hidden strengths and weaknesses are and then we can create a laserfocused action plan with specific individual and organisation actions that need to be implemented so that the entire organisation can shift from level 3 to level 4 and then we can monitor the impact of those actions, and re-scan if needed.

We also have an e-learning platform, serious play strategy board games, and membership area with over 65 resources, including case studies, videos, interviews with leaders and other learning material for transformation. Over the years, I created a large number of tools and resources that leaders can use for transformation and these are known as the ‘how’ of this big shift from old ways of working to new ways of working which are more purposeful, collaborative, people-based, which ensure that we know when we work in that way we all make this world a better place which is hugely important.

Over the years, based on my interdisciplinary research, I have created various assessment tools, models, and processes, the know-how that helps individual leaders and organisations to transform and shift from level 3 to level 4 with various benefits

MANAGING PARTNER, BAY IMMIGRATION LAW

Yana Albrecht HELPING CORPORATES AND STARTUPS WITH CREATIVE IMMIGRATION SOLUTIONS

Silicon Valley is known for being at the forefront of technological innovation and entrepreneurship. However, with new businesses come new challenges, particularly in the realm of legal issues. Located in Palo Alto, known as the “Birthplace of Silicon Valley,” Bay Immigration Law represents multiple startups and individual entrepreneurs searching for creative immigration solutions to meet their short- and long-term business goals. From

its humble beginnings in a small office space to its rise as a leading legal resource for tech companies, the story of Bay Immigration Law has all elements of a quintessential Silicon Valle startup saga.

Yana Albrecht, Managing Partner of Bay Immigration Law, shares, “The classic story of a Silicon Valley startup involves opening up a business in your parent's garage with some University friends. Bay Immigration Law's story began when I was at a little later

YANA ALBRECHT MANAGING PARTNER, BAY IMMIGRATION LAW

stage in my life – I already had children of my own that I needed to take care of – but establishing Bay Immigration Law had a similar "Silicon Valley" feel.” In the early days, Ms. Albrecht's office for herself, another attorney, and a paralegal was her dining room table. She would also spend hours in a storied coffeehouse up the street from Stanford, where she would meet with clients and hammer away on work with her laptop, phone, and occasional caffeinated breaks.

Founded in 2010, Bay Immigration Law is still small enough to be considered a boutique law firm. However, its competitive edge lies in its commitment to technology, especially in the software and information technology sector. “Having our headquarters in the heart of Silicon Valley means that the majority of our clients are in the technology space, in fields characterized by innovation, blazingly fast transformations, and imaginations fired with the conviction that they actually can do something to solve a major problem or improve conditions in the world today,” says Ms. Albrecht. The key benefit to working with Bay Immigration Law is expert legal advice in a collaborative setting. Ms. Albrecht and her team constantly listen to the clients, create the right strategy to succeed in their individual cases and help them plan the future.

Bay Immigration’s attorneys and personnel are now located throughout the United States, including New York, Florida, and Illinois. The law firm also works in Canada and the UK. “We periodically travel to other countries as well so that our clients

feel comfortable talking with us and get our assurance, up close and in person, that our firm is zealously advocating for their interests,” pinpoints Ms. Albrecht.

An Immigrant Solving Immigrants’ Issues

Ms. Albrecht is a highly accomplished immigration attorney who has made a name for herself in Silicon Valley. She received her Doctor of Jurisprudence degree from Suffolk University Law School in Boston, MA. She later pursued an International and Comparative Law LLM program at McGill University Law School in Montreal, Canada, where she specialized in International and

Immigration Law. “My ancestral roots lie in Ukraine, a country that is much in the news these days for the wrong reasons. A country rich in history, there is a Ukrainian proverb that translates roughly into "borrowed bread lies heavy on the stomach," which means that what you accomplish yourself gives you much greater satisfaction in life,” shares Ms. Albrecht.

Began the practice of law in a fairly traditional way, Ms. Albrecht is now recognized for her exceptional legal expertise and dedication to her clients. She worked her way up in law firms as an associate before becoming a supervisory attorney. In her last job, Ms. Albrecht was in a law firm run by a highly knowledgeable attorney, to whom she remains deeply grateful. However, for Ms. Albrecht, it always felt like that proverbial borrowed bread. She says, "I was thrilled with my decision to open my own law firm, Bay Immigration Law. Initially opened as a boutique firm, the San Francisco Bay area has proven to be attractive for founders of companies and innovators worldwide. I identify closely with immigrants since they are eager to accomplish much in their lives if given a chance to do so within our complicated immigration system.” As a managing partner at Bay Immigration Law, Ms. Albrecht focuses on employment-based visas, immigration, and investor visas for technology companies and startups.

As an immigrant to the United States, Ms. Albrecht perfectly understands the immigrants' issues. In fact, the problems she faced in the immigration process prompted her first interest in the area – the first case

Bay Immigration's attorneys and personnel are now located throughout the United States, including New York, Florida, and Illinois. The law firm also works in Canada and the UK.

she ever filed with the government was her own adjustment of status petition! “During my time in law school, I worked in an immigration justice clinic run by a highly-respected Law Professor. Working directly with asylum seekers and refugees cemented my foundations in the field, even though later, by moving to Silicon Valley, that meant a shift to work mainly with employment-based immigration matters. I love the energy of people seeking a better life for the world, themselves, and their families,” shares Ms. Albrecht.

The Client First Approach to Success

Taking care of clients is Ms. Albrecht’s first priority. Therefore, the biggest challenge for her has been managing Bay Immigration’s growth so that each client continues to get the personal attention they deserve on their case, whether from an attorney, paralegal, or other support personnel. She says, “It is not easy for clients to get comfortable with other people when dealing with an issue that can dramatically affect their lives. It's like getting surgery: of course, you want to hear everything from the surgeon, even if there will be other highly-trained specialists.” Ms. Albrecht is also a member of various relevant organizations, including the American Immigration Law Association, the British Chamber of Commerce, and the French Chamber of Commerce. Her hard work and dedication have earned her distinction as a leading immigration attorney in Silicon Valley.

With a friendly and customer-focused team, Bay Immigration could thrive evening during the pandemic when most businesses around the globe struggled to survive. Ms. Albrecht recounts, “Who would have thought that recounting “the last few years” would include a global lockdown? Although the COVID pandemic created challenges for everyone, we went into it with the mindset that it would be an opportunity for us to be more imaginative, more attentive to unexpected situations, and more attuned to our own growth.”

Bay Immigration has grown as a company, adding new attorneys, paralegals, and other support staff, allowing them to communicate even better with their clients and diversify their

services. “For example, though historically most of our clients are founders of startups, persons of extraordinary abilities, or skilled as managers, obviously, they have spouses, children, and other family members that they care about. So, one of the ways we’ve consciously decided to manage our growth is by expanding our services so that we can even better address the issues of familybased immigration,” shares Ms. Albrecht. Working with small to large businesses across all industry sectors, Bay Immigration has developed an excellent reputation for being highly accessible to its clients and for finding creative solutions where other law firms may fail to see one. Ms. Albrecht claims, “We are fully hands-on and ready to take over the entire immigration strategy and execution process so that our clients can focus on their business or their families without worrying about optimal immigration strategies and the immigration statuses of their critical employees.”

Bay Immigration has grown as a company, adding new attorneys, paralegals, and other support staff, allowing them to communicate even better with their clients and diversify their services.

From Former USSR to the Present-Day US: A Journey to Remember

Ms. Albrecht spent her childhood in the former Soviet Union. Her high school years coincided with the policies of “perestroika,” intended by Chairman Gorbachev to try to save the USSR from falling apart, but which allowed everything that had been fixed as ideological beliefs in the Soviet era to be questioned and the truth to finally be revealed. She traveled a lot in Ukraine and around the USSR and has good memories of visiting Crimea to see Greek archeological ruins. Ms. Albrecht’s first visit to the US was on a Gorbachev Scholarship as a university student majoring in archeology. She then joined law school and

worked on the Transnational Law Review, where she developed her passion for sound legal analysis. Ms. Albrecht began studies of comparative law for an LLM at Magill University in Canada, where her favorite subject was arbitration in international law.

“If there’s a common thread to weave from this background, I could say that I developed as a leader with a sense of the deep history that informs our present, recognition of the eternal need for truth, and appreciation that we can successfully venture to solve problems using alternative methods,” shares Ms. Albrecht. Moving to Palo Alto, California, to open her law practice is the most significant professional milestone in Ms. Albrecht’s

life. In fact, it was the right time and the right place to be as the new golden age of technology bloomed. “That move allowed me to meet amazing people, some of whom became clients, and many of those clients also became friends,” pinpoints Ms. Albrecht.

In the tech space, entrepreneurs start and fail continuously. Some start all over again, while others go on to lead wildly successful companies. Ms. Albrecht says, “Many books have been written about the drama and history of Silicon Valley. If I have any regret, it is that attorney-client confidentiality means I am not likely to write my own book about some of my amazing clients and friends.” Ms. Albrecht has admired Margaret Thatcher and loved one of her quotes: To wear your heart on your sleeve isn't a very good plan; you should wear it inside, where it functions best. She adds, “In my experience, people hold that a woman’s strength is in her emotions, but in business, that can be counter-productive. Business decisions are often best when made rationally, after giving emotions the time to subside.”

A Typical Working Day

“A typical day for me involves a lot of communication,” says Ms. Albrecht. Bay Immigration has numerous clients worldwide, which translates into numerous phone calls and video conferences: educating clients about immigration laws, regulations, and practices and finding ways to solve their problems. She adds, “Of course, we have a highly talented pool of colleagues in our firm, so part of my daily communication also turns inward to advise my colleagues

or poll our internal experts on their own experiences and thoughts on urgent or urgent or complicated issues.” Ms. Albrecht’s team at Bay Immigration is very knowledgeable in their areas of expertise and stays current on immigration rules, allowing her to give clients the highest quality of legal services. “I try to maximize my time, so I try never to eat lunch alone – it is a great time to connect informally with clients as well as with my own family,” shares Ms. Albrecht.

Ms. Albrecht also finds some time to spend on the business side of the law practice, to hone the company’s vision for legal practice, to take care of the occasional issues that arise from having a firm that operates under many different jurisdictions, and to plan how they can improve Bay Immigration’s specialized capabilities to help its clients succeed. Outside work, Ms. Albrecht finds time to swim and do extreme sports activities. Ms. Albrecht says, “When I’ve gone kite surfing in Brazil, I’ve met a lot of founders and entrepreneurs who later became clients. In the olden days, I guess the path to success was on the golf course. These days, entrepreneurs seem to like to take greater risks than deciding which drink to order at the 19th hole.” Ms. Albrecht thinks that mentioning kite-surfing often sparks a keen interest in California's society since it leads kindred spirits to topics and opens up about enthusiasms that one might not otherwise think to touch upon in business networking events.

Today, Ms. Albrecht’s main focus is to grow her business in a way that accords with her ethos and creates even better value for Bay Immigration’s clients.

One of the Many Paradoxes of Executive Leadership

Madeleine Homan Blanchard, Board of Directors and Chief Coaching Architect of The Ken Blanchard Companies

It is confounding that the qualities, strengths, and skills that turbocharge high achievers to the C-Suite turn out to not be the ones that will make them effective at the top. Or not the only ones, at least.

When the CEO is also the entrepreneur who started the company, this paradox is so commonplace that the term Founder’s Syndrome actually has its own Wikipedia page. It is also true that those who ascend

through the ranks can often find themselves having to develop qualities or try on new behaviors that are not natural for them.

People who hopscotch quickly to executive leadership tend to be naturally comfortable with: Making decisions quickly and launching into action

Change—lots

Strategy Risk

of it

For fast-moving people who get things the first time, internalize the big picture, and have never needed to be reminded of anything, this reality is deeply unpleasant

Madeleine Homan Blanchard is on the Board of Directors and is Chief Coaching Architect at The Ken Blanchard Companies® and is a co-founder of Blanchard Coaching Services.

Madeleine has 33 years of experience in the coaching profession and a deep understanding of working with organizations to leverage professional coaching, teach coaching skills to leaders, and create a coaching culture.

Madeleine was a founding advisory board member of Coach University and a founding board member of The International Coaching Federation. Madeleine is a co-author of the best-selling books Leverage Your Best, Ditch the Rest: The Coaching Secrets Top Executives Depend On and Coaching in Organizations.

Madeleine received her Bachelor’s degree in Theater and Performance Studies from Georgetown University and holds a Master of Science degree in Neuro Leadership from the University of Middlesex.

On the rare occasion, an executive leader will have a direct report who just happens to share the same standards, has psychic abilities, reads minds, and can rise above the daily fray to see broader implications

These are not qualities that tend to coexist with patience, the ability to slow down, or the detail orientation that process requires. The brilliant and hilarious culture consultant Stan Slap says (and I humbly paraphrase,) “If leaders knew how to get they wanted to go on their own, they would just go, and send a postcard saying ‘wish you were here.’”

Even leaders who are pretty good at bringing people along with them are often completely unprepared for the discipline and moderation of pace that is required to bring people along on a large scale. I think the biggest shock is the tedium.

As an executive coach, I have heard so many variations of “How is it possible that people don’t know this?” that one thing is clear to me:

Nothing that is obvious to an executive leader is obvious to anyone else. Nothing.

Not the vision—even though it was shared with great fanfare at the allcompany meeting.

Not the values—even though they are artfully displayed on strategically placed posters. (This is especially true in companies where folks have not been coerced back to the office.)

Not the big picture strategy.

Not the leaders’standards of professionalism.

Not the leaders’ expectations of their people.

Nothing.

What does this mean? It means that anything already made explicit—in writing and with announcements—needs to be repeated regularly. And it means anything

implicit—almost always the unspoken rules a leader has for themselves and others— must be made explicit, and then repeated ad nauseum.

The part of the job of the executive leader that seems to always come as an unwelcome surprise is what I think of as the “3 Re’s”: Re-fresh Re-direct

Re-peat

For fast-moving people who get things the first time, internalize the big picture, and have never needed to be reminded of anything, this reality is deeply unpleasant. It requires the patience of a saint. It requires diligence and self-control. It is, for most, unbearably boring at best, and can feel like babysitting at worst.

Examples of the kind of annoyance I hear all day long include questions such as:

Frustrated Question: “Do I really need to tell people that I expect them to be on time?”

Annoying Answer: Yes. If it is important to you.

Frustrated Question: “How can someone as well paid as she is not be prepared to present to the executive team with the right data?”

Annoying Answer: Because she was never expected to before, and no one ever showed her what a good job looks like. She will naturally show all the data she thinks might be important unless she knows exactly what kind of data the executive team wants. What she is paid is irrelevant.

Frustrated Question: “Why don’t people see the big picture?”

Annoying Answer: Because what makes people very good at their jobs is being able to focus on what’s in front of them. And then they tend to see only what’s in front of them. So if you want anyone to see the big picture, you have to paint the picture for them. On a regular basis.

On the rare occasion, an executive leader will have a direct report who just happens to share the same standards, has psychic abilities, reads minds, and can rise above the daily fray to see broader implications. These are your potential future executive leaders. And—I repeat—they are rare.

The rest of the perfectly lovely, well intended, totally competent employees are just trying to get their work done, stay in their lane, and not screw up. They are focused on producing results as well and as quickly as they can. They are in the weeds, so their executive leader doesn’t have to be.

The attention spans of these folks are in shreds from the volume of information coming at them, glazed eyed scrolling of the internet, and entirely too many platforms to navigate in the course of daily work. How can they be expected to know and remember anything that isn’t explicitly stated and repeated? They can’t be. And they shouldn’t be.

The good news is that the ways an executive’s people disappoint them, and the things an executive complains about most often, are valuable clues to expectations that the leader thinks are explicit and obvious but that most emphatically are not. If one accepts the fundamental truth that if people knew exactly how their boss wanted the job done, they would be doing it that way. Assuming best intentions, the only explanation for missed performance is that they did not know.

Maybe they were told but forgot. Maybe the rules changed, and they didn’t get the memo. Maybe nobody told them because it was believed to be self-evident.

Reminding people of what’s expected and what’s most important is a critical and relentless task that is often an unpleasant surprise. Executive leaders don’t want to hear it, because the sheer repetition is reminiscent of teaching a child to brush their teeth twice a day. Anyone who has grown children who actually brush their teeth twice a day knows that it is the result of twice daily reminders over a period of approximately 3000 days.

The best leaders have figured this out and have made their peace with it. They find ways to make it fun for themselves and their people. They use visual aids, they tell stories, they use music. They have accepted that creating clarity—again and again and again—is part of the job.

Reminding people of what’s expected and what’s most important is a critical and relentless task that is often an unpleasant surprise