I'm wondering why I'm looking forward to chairing the Women in Operations Leadership Summit next week in Melbourne.
Because this is my contribution to International Women's Day? Maybe. Because I get to overcome my fear of public speaking? Maybe. Because there will be men and women engaging together about women in operations? Maybe. Because I honestly think this can make an impact? Maybe.
There are many reasons; there is a fundamental one.
Back a long time ago, I started a leadership journey in operations. For the first time in my career, I led a team of 200 train controllers responsible for safety, on-time departure, revenue protection and customer service of millions of passengers travelling to iconic places like Normandy, Bordeaux, Paris and Brittany. I was a 25-year-old-woman with an outstanding master degree in business from a worldwide-recognised business school, but 0 experience of managing people.
I remember I thought I was bringing a lot to the job. I believed I had no fear, was determined to kick goals. Thanks to the support of people I wouldn't yet call my mentors but actually were, I felt empowered to take on new challenges. I became in charge of delivering performance on a day to day basis while transforming the business unit to increase the productivity of the Western Region.
I'd like to say that leading a team of 200 men aged 40+ with vast on-the-job experience in a highly regulated and unionised environment was comfortable. The truth is that it was a trial by fire.
Reflecting on this very first leadership experience, the most challenging thing in this traditionally male job was to lead authentically. I probably already read Gandhi three wise and basic guidelines at that time "Be congruent. Be authentic. Be your true self." Staying true to yourself shouldn't be difficult for someone who was raised by humble but powerful female role models and a dad who had huge ambitions for his oldest child. Consciously and unconsciously, I started shaping a unique leadership style made up of energy and passion. Although the complexity of the job was bearable, in this new and unknown environment, I held myself back several times:
It was an intense experience during which I fell in love with leading operations. Not only our team outperformed in safety and customer service, but productivity also went through the roof. More importantly, I would never see human beings the same way after that, starting with myself. We celebrated successes and faced setbacks. I started uncovering what I stood for without being yet able to articulate it. This defining moment was a life-changing experience I would never forget. Definitely outside my comfort zone and surrounded by people who didn't look like me, I grew up very quickly as a leader.
I'm excited about chairing this leadership conference because I think about all the fantastic operational leaders I've been lucky to work with.
Looking back at what it takes to be an authentic operations leader, I have a dream for this summit: we, the leaders in the room, are going to be our authentic selves and co-create the best possible experience.
Don't get me wrong: this won't be easy: I will hold you accountable, and you will do the same for me.
As in any leadership conference, there will be ups and downs, but I promise I will help you strive.
If we, women and men in the room, aim to have fun, give our best, learn new leadership skills, meet amazing leaders and share authentic stories, everything is possible.
I'm looking forward to seeing the most authentic versions of yourselves.
Because this is my contribution to International Women's Day? Maybe. Because I get to overcome my fear of public speaking? Maybe. Because there will be men and women engaging together about women in operations? Maybe. Because I honestly think this can make an impact? Maybe.
There are many reasons; there is a fundamental one.
Back a long time ago, I started a leadership journey in operations. For the first time in my career, I led a team of 200 train controllers responsible for safety, on-time departure, revenue protection and customer service of millions of passengers travelling to iconic places like Normandy, Bordeaux, Paris and Brittany. I was a 25-year-old-woman with an outstanding master degree in business from a worldwide-recognised business school, but 0 experience of managing people.
I remember I thought I was bringing a lot to the job. I believed I had no fear, was determined to kick goals. Thanks to the support of people I wouldn't yet call my mentors but actually were, I felt empowered to take on new challenges. I became in charge of delivering performance on a day to day basis while transforming the business unit to increase the productivity of the Western Region.
I'd like to say that leading a team of 200 men aged 40+ with vast on-the-job experience in a highly regulated and unionised environment was comfortable. The truth is that it was a trial by fire.
Reflecting on this very first leadership experience, the most challenging thing in this traditionally male job was to lead authentically. I probably already read Gandhi three wise and basic guidelines at that time "Be congruent. Be authentic. Be your true self." Staying true to yourself shouldn't be difficult for someone who was raised by humble but powerful female role models and a dad who had huge ambitions for his oldest child. Consciously and unconsciously, I started shaping a unique leadership style made up of energy and passion. Although the complexity of the job was bearable, in this new and unknown environment, I held myself back several times:
- I got calls at night because there was no toilet paper in the change rooms and some team members argued they would go on strike as a result.
- I changed the way I dressed up to look like a typical operations manager, hoping I would avoid ordinary sexism.
- I managed people who got assaulted, attempted committing suicide, navigated the challenges of getting divorced, and dealt with drug and alcohol issues.
- I accepted behaviours -pornographic images being displayed- for example, I wouldn't allow today because I was worried to speak up and modelling different behaviours seemed hard.
- I kept negotiating hard at night with the unions while my son, still to be born, was already kicking goals in my tummy.
- Finally, when I was 8-month pregnant, the newsletter announced I was going on 3-month paternity leave, not maternity leave.
It was an intense experience during which I fell in love with leading operations. Not only our team outperformed in safety and customer service, but productivity also went through the roof. More importantly, I would never see human beings the same way after that, starting with myself. We celebrated successes and faced setbacks. I started uncovering what I stood for without being yet able to articulate it. This defining moment was a life-changing experience I would never forget. Definitely outside my comfort zone and surrounded by people who didn't look like me, I grew up very quickly as a leader.
I'm excited about chairing this leadership conference because I think about all the fantastic operational leaders I've been lucky to work with.
Looking back at what it takes to be an authentic operations leader, I have a dream for this summit: we, the leaders in the room, are going to be our authentic selves and co-create the best possible experience.
Don't get me wrong: this won't be easy: I will hold you accountable, and you will do the same for me.
As in any leadership conference, there will be ups and downs, but I promise I will help you strive.
If we, women and men in the room, aim to have fun, give our best, learn new leadership skills, meet amazing leaders and share authentic stories, everything is possible.
I'm looking forward to seeing the most authentic versions of yourselves.