Tag Archives: Wmn

2014-05-22 20.18.06

Have you ever done an MBTI or Myers Brigg’s Type Indicator test to figure out your communication style? I haven’t. And by the sounds of it, that’s ok.

Last night we held a small Lumina workshop, which is a development from MBTI which works differently, assessing us as people that are changeable and wear different hats in different situations. We were there to learn more about communication styles and to learn how to read others.

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As some 22 people piled into the Thomson Reuter’s boardroom (thanks for the lend!), I was interested in seeing us huddle together with our colleagues and friends –  there were only two other WMN staff alongside me, with a majority of TR guests, followed by those from Turner.

Having already answered the questionnaire (so that Lumina could give us our profiles at the end of the session) I was aware of a few behavioural aspects: Do I take charge in a group? Do I like to bring others around to my point of view? Upon meeting Donna from Lumina, I quickly said that I was aware when answering, that my responses for work-based situations were different than those for family, friend or social interactions.

When it came time to sit and start the session, guess who was there saying “no, don’t sit on the side and it’s ok if you didn’t do your questionnaire, please sit in the middle so we have a nice audience”? Me, of course! Hey, I was there for work, I’m a WMN staff member. And I knew that we wouldn’t not be sitting still for too long. But I also noticed how in these situations, we do herd together.

The session, which took us through personality ‘areas’ (not types, because it can all be blurry), which you can see partially in the image below. It’s broken into:

Yellow – Social, imaginative, spontaneous

Green – Intimate, collaborative, empathetic

Blue – Observing, Evidence-based, Reliable

Red – Purposeful, Competitive, Takes charge

But note the blurring colours inbetween, too.

Lumina

And did you know that we make our first judgement of a person – all non-verbally, this fast?

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(But don’t worry, we make a more lasting, detailed judgement within 30 minutes).

We started our activities with three cards each from each suit (one of the four colours) and we then met people to trade out those cards which held statements that we felt didn’t apply to us. The statements varied from things like “In a group I prefer to listen first” to “Others see me as a rebel” (that one resonated with us WMN ladies).

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We also did group work to come to understand the potential character attributes and style of each ‘colour’ to see if we could understand what kind of personality each colour represented. Then, we looked at ourselves and decided what order rating we would give each colour, in describing ourselves. Again, I laughed as Event Manager, Sheli, and I came out with the same – we have similar day jobs too.

The next task was to move around the room, try to talk to at least five people who would then decide what colour order I was, as I did the same for them. My first meeting was interesting, I got talking – and before I knew it, Donna came along and told us to hurry on as we needed to meet more people. What did that mean about us? I quipped.

I was interested to see that I had been rated exactly the same by the four people I met (am I one dimensional? My brother once said I was, but only because I was given three of the same Marmite cook book for my birthday one year. I’m not one dimensional. I just really, really like Marmite). More so, I was interested to see that actually, I think those appraisals were right and it was slightly different than what I had first guessed for myself.

But to be clear, we all take on different aspects in different situations, so we’re all a bit of each colour and our profiles provided by Lumina break down into the underlying persona, the every day persona and the overextended persona. Lumina also recognise that these types have negative aspects – for instance,  someone who’s tough could be too blunt for others, or aggressive. Or you could become isolated if others see you as a rebel.

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Towards the end of the session (which Lumina kindly reduced to only 1.5 hours) Rachael took us through the ‘Spark Mandala’ and asked a few to take steps forward, when the question asked applied to them. We did one set for Introverted personalities (by starting from the opposite side of the wheel, printed on the mat) and another for extroverted personalities. Again, I laughed – and announced – that the two most extroverted personalities on that group were both from WMN.

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It’s easy to see that Lumina has a rounded view of how people are and behave – and that it’s helpful both on a personal and professional level to have an understanding of your style. After all, as a ‘yellow’ person I would say that life is all about those relationships, work might mean professional relationships, some of which crossover to personal, but really, our interactions with each other, with strangers, friends, family, colleagues, loved ones and even those we don’t like so much really makes up the colour of life.

To learn more about Lumina, visit these sites:

Illuminate Training

Lumina Learning

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For our International Women’s Day event, we decided to turn things around a little and discuss whether some women block other women’s careers. Learn more about the event description, here.

Folllow the Twitter conversation and event highlights, here. If you want to join, please use #WMNIWD

Our wonderful panel was made up of Christine Brendle, Founding Partner of Kids Dailies and Independent Non Executive Director at The Red Flag Group Kimberley Cole, Head of Specialist Sales, Asia at Thomson Reuters andMariko Sanchanta, Asia Pacific Regional Managing Director, Media at Burson Marsteller, with the amusing and candid MJ Jennings, Director, Training & Executive Coaching, Active Communications as Moderator

Brendle: Was the only woman on her first team/ job – and the only one who knew how to use a computer. Therefore, there were no women in senior ranks. After moving to New York, she found supported female bosses… She quotes Madeleine Allbright, “there’s a special place in hell for women who don’t help other women.”

Sanchanta: Had good sponsors and mentors as well as some issues – she joined the panel because she couldn’t believe that women would block each other.

Due to a fire, our Hong Kong President, Christina Pantin had to step in for Cole at the beginning. To start us off, she shared some information: For the first time, Baby Boomers, Gen X and Gen Y millennials are working together now.

  • Lawyers under 40 prefer working for men who give better direction and constructive criticism.
  • 40% of workplace bullies are women.
  • 70% of the time a woman is bullied is by another woman.

 

 

So, why might women step on each other?
Some women who play the lone female at work might feel threatened by other women that come into the work place. When women work together and become friends, they might also share some very personal stories and secrets – perhaps becoming a root cause for future bad behaviour with one another?

Cole shares that she tries to see which women at work always have their heads down, and then tries to mention to others about their work, to help them connect with each other.

 

Should women working in Corporations play by the men’s rules?
Sanchanta: I’ve always refused to do so – and I’m a small Asian woman so I just can’t take that presence. I’m feminine and a woman and kept a mix of friends. In my experience a lot of workplaces are gender neutral, for instance after work activities like drinking in the pub are quite inclusive.

Brendle: Those rules exist but I don’t think you should play by them. Moving from France to the US, it was like the ceiling was raised by about 50 meters!

But the same company can be a totally different place depending on the corporate culture there. Encourage women leaders. Think about who is replacing you and what that brings. I’ve seen women who I’ve hired and am grooming take a hundred steps back as they become Queen Bees or try to assimilate more with the men.

Pantin: If a man is running the business, then it is under such rules because women have different career tracks and styles. But until you accept and take into account the different biology, those differences will be clear.

Why do women leave the leadership stream? Do they settle or do they just not want it? Fostering women to move up the ranks to the top is a big change that has to be approached at all levels of the company and management chain.

 

How do you juggle your life balance?
Cole: My kids were born in the UK where maternity leave is fantastic and practical. I came back to Asia to have them looked after!

Women feel guiltier going back to work and feel bad – men take it differently. I don’t think you can have it all, at the same time.

Brendle: For my second child I stopped work and enjoyed it because for my first born, I missed out. When you leave and come back to work it’s great to feel welcome – don’t bring them back and give them a second rate job.

 

Women are delaying careers for their family but might still go for new job interviews while pregnant. What are the compromises?
Sanchanta: Most of my colleagues don’t have wives who work. I have a baby and if I don’t leave by 6.30 I won’t see my daughter – I told my husband to stay home with her tonight instead of supporting me. I couldn’t miss bath time for a whole week but I think some men can.

Audience: I started my own business so that I could spend time with my children, when it became evident that between my and my husband’s career, we had no time at all.

In your early thirties in places like the US, you can’t afford a nanny or day care, so the pay gap between husband and wife determines who goes back to work.

I have three boys – once, they were all under five. I’m aware that my boys can learn why mummy shares responsibilities with daddy and why mummy needs to have a good job. We try to balance it as a team but I know my boys will be future workers. I’d prefer a good hour with them in the evening than time when I’m trying to do all of it, working from home, etc.

Cole: I always intended to have it all and have a career and children. I would have gone back even if my work only covered the childcare, but I was probably lucky to have those six months paid maternity leave in the UK.

 

Who do you turn to when you’re afraid? A cultural shift in your organisation or managing your lives better? What about mentors and paid mentors?
Sanchanta: “I’ve had a range of different female mentors in my life – but only ever been sponsored by men (in hiring/decision making positions).

Brendle: I’ve had mostly male sponsors and mentors – usually the same person – but I have also mentored.

I never looked for a mentor but it happens sometimes. At one point I had two men above me in different arms of the company, but I learned a lot. If you’re hiring the staff you might have a lot of wisdom and be a great sounding board.

Cole: I’m task oriented so I needed a sponsor – if that person can be a mentor as well that’s great. I now have one woman who was my mentor but she’s been so elevated now is that she could also be a sponsor. But it’s great to have both internal and external mentors and sponsors, because if people leave, what will you do? You get the balance.

 

How do you celebrate success?
Brendle: If you only have one discussion a year about your pay rise, it’s something that most people don’t feel too comfortable about. Doing this, you have metrics that are measured, and some women feel quite trapped by having men measure this – “oh growth in Asia, well, anyone could do that” – make sure you have your facts and proof behind you. Prepare.

Sanchanta: In Japanese culture you should be humble – so it took me a long time to unlearn these things. Working for American companies, you have to learn to trumpet your achievements.

Audience: Have a yey me folder to track and recall your successes.

JJ: Share feedback about people within the organisation, about a team etc – it will impress managers too. What goes around comes around!

 

What helped you on your journey to keep growing and taking a step forward?
Brendle: I waited ‘til after I was 50 to become an entrepreneur, by enjoying the means I could from corporations. I’m still learning a lot – I’m good with the big picture but I find being detail oriented a struggle.

Sanchanta: I have had several catalysts that make me do things differently. Having a child encouraged me to leave my 15-year comfort zone of journalism. Networking is great and amenable here because of the size of the city. I just keep going and perhaps I’ll end up doing my own thing one day too.

Cole: I like a challenge but the reason I keep taking them is financial independence. I was brought up by a single mother and she always taught me to have options and being able to be in control. 



Since our evening with Jane is tonight, we thought we’d share a blog post with you, to get you thinking.

 

Ambition is no longer the kiss of death for women’s careers. 

Just ask Sheryl Sandberg and the 1 million people who bought her book, “Lean In.” Sandberg should be roundly applauded for creating greater awareness of women’s work challenges, and for encouraging more conversation to emerge. But it’s important to realize the limitations of her message, which doesn’t translate in China, as Quartz recently reported, and in other Asian cultures as well. 

Here’s why:

Words, often the simplest ones, across cultures create confusion. For the Lean In movement, “ambition” and “family” are at the root of the cultural disconnect. 

Having facilitated many (predominantly female) workshops for multicultural and multi-generational teams across Asia, I can tell you that when the question of ambition comes up, which it often does, most participants felt the word and subsequent definitions to be blunt, boorish, and not reflective of their professional aspirations.

To ask, “How ambitious are you?” in Asia is fascinating. In China, women are more comfortable speaking about their ambitions than women in Japan, Hong Kong or Singapore, where the question is often met with silence or a detached shrug. For many women I encountered in Korea and Vietnam, ambition does not square with leadership, and instead has more negative than positive connotations. Being seen as “ambitious” still conjures a pejorative image for women.

Read the rest, here.

jane

Join us at our event, tonight.



Event hastag: #wmnkids

I know that this is an long write-up, but today’s fantastic event really deserves it!

It’s taken a lot of emails and turning over of ideas to get our CASBAA panel topic and guests just right. Recognising that we create the world in which we live, especially with such strong media influences, we will look at how today’s media affect our children – tomorrow’s leaders – how it shapes our thoughts, how children consume media and how they then see the world.


 

Our panel is made up of moderator and CNN International anchor/ correspondant, Kristie Lu Stout, with panel members: Christine Brendle, founding partner of Kids Dailies Limited and non-executive independent director of The Red Flag group; Jeremy Hall-Smith, Managing Director, Persuasive Networks Ltd; Jay Oatway, leading social media authority in Asia-Pacific; Alice Wilder, Educational Psychologist. 

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Lu-Stout opens the event admitting that as a youngster she watched it all, from Degrassi Junior High and Duck Tales to prime time shows like Golden Girls – totalling about five hours of media content a day. Now, we have more screens and different devices, on top of the web, apps and video games.

While second screen viewing is common, it’s something we didn’t experience as children. Wilder says that media kids can access as much media as they like. But she points out that kids don’t change – media does. “Their developmental needs and the impact media has on them doesn’t change, despite all these devices,” she says. Even from pre-school and early primary, children access things like YouTube and play with apps via their parents’ devices. What is the impact?

Defining ‘impact’, we look at language development. According to Brendle, from birth to five, parents push tablets and are proud at how fast children learn to use the right kind of technology, say for for language acquisition, especially when learning more than one language or how to write.

But after that age, parents want children to use pen and paper and take away access to the tablet. It’s a confusing message for children. “This needs reconciling. Our children’s minds will be different if they don’t learn to write the way we did, that’s part of how our brains develop, through tracing and copying.”

For Oatway, it’s about parental choices. Digital devices feel like unchartered waters when it comes to child rearing. “We’re weary of just plopping our kids in front of the TV and apps,” he says. There’s so much content now, accessible on so many devices that you have to co-view.

Lu points out that parents now curate what their children see, which was not such a factor in the past. Managing what your children watch or what app they use takes time to research and curate, Outway points out. But some apps and games are developed for learning and can be used well. Another point is that parents don’t often use parental locks, but typically the same device is used around the house, so kid can and will access programs used by adults too.

“What’s allowed into your house?” asks Wilder. It’s true, you wouldn’t have just any babysitter but the screen acts as one.

Do you converse with your child about what they have seen and what they feel about it? For instance, a program like Wilder’s Cha-Ching Money Smart Kids, which teaches financial literacy to 7-12 year olds, might encourage a child to talk about money with their parents, learning about something important.

But Wilder points out, conversations at school, even if your child didn’t see it, gives an experience of it. Hall-Smith re-iterates: Most parents don’t engage with their children over their TV viewing. “It’s more ‘I don’t have time at the moment,’ than a tool for discussion”. Perhaps in truth, we don’t approve of screen babysitting.

 

Kids online
Children going online is another media issue for parents. “In the past, it was the geeky kid who went online but now, all kids might do that, finding friends online who like what they like.” says Oatway, He says benefits include increasing self esteem. On top, the social currency is that you find things online that you talk about in the playground, making you cool and part of a group. It’s cool to be geeky.

Using Twitter in the classroom has also been positive according to Wilder. Young children learn about communication and if they tweet out, parents can see it and know what their child did that day, but also, children learn how to write messages and share their day.

Cyber bullying is a recent and heavy issue. Currently the story of three girls in Florida is all over the news. This unchartered territory is one that parents will have to watch this as their kids grow. But Oatway says “social media is open and transparent so cyber bullying isn’t secret – it’s not the back alley behind school, so why is this happening?”

If anything, social media should teach kids to be open and friendly but also learn how to build the right network of reliable friends and reach out if something bad happens. An issue that Oatway points out is that media is changing so fast that some children haven’t known to reach out and nor have adults been aware of the issues. Bad things have happened. Wilder reconfirms her belief that parents are responsible for discussing their kids activities with them: What have they been doing? Why? Perhaps again, the issue here, is lack of time.

Children’s digital footprint and privacy are another issue for Internet use. Online privacy classes might well be taught in schools eventually, alongside sex ed. “Being online and private depends on what network you use,” says Oatway. Twitter can be private, but Facebook is harder to manage in terms of managing privacy. But he advocates that Google + and Facebook encourage the use of real names, which leads for a more bona fide online friend. “The worst online trolls usually hide behind an anonymous mask. Here’s another conundrum: We want privacy but we also want transparency.”

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Copying what’s on screen – or do ratings matter?
In China a video of two boys were caught having tied a nine year old to a tree and set fire to him. They were copying a cartoon. But Hall-Smith points out that this is no different to the Three Stooges, it’s not new media.

Video games are something that parents and producers both consider when it comes to age appropriateness – and laws ensure that. But does that thought reach further? “There’s no longer a separate bubble of adult and child content,” says Brendle. Lu-Stout steps into the discussion with an anecdote: This conversation happens regularly at CNN International, who have recently introduced a “WARNING” alert on screen so that parents can stop their children from seeing inappropriate news content.

Rating systems or lack thereof matter – TV and apps are ungoverned, but broadcast is much more regulated than digital. Oatway says, “digital has a better chance of fixing this issue than broadcast will, because as people increasingly log into content via a social media account like Facebook, the channel or media source can identify the supposed age of that user. TV doesn’t have that luxury.”

Hall-Smith quips, “you’re pre-supposing that those running such platforms have an interest in verifying the age of the person behind the account. Children will subvert any controls they can. The genie is out of the bottle and always has been. Look at what they’d do to get GTA!”

Brendle reminds us again, “we need to consider what needs to be protected from the past, from traditional roles of education.” Her concern is less over morals but what brain activities, what stimuli we know works. Wilder adds that technology is just another tool, nothing else. Pre-schoolers are curious and are life-long learners, so as adults creating content we should capture that, and use technology to help. The invention of the printing press didn’t make everyone an author. The invention of the camera didn’t make everyone a director.

 

If you have thoughts, questions or readings to share, please talk to us via our social media accounts.

@wmnasiapacific

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For our event, Secrets of Their Success: Women in Media Tell Their Career Stories, we invited three panelists: Anne Wong, Director of Strategic Marketing at SCMP; Desiree Au, Publisher of Time Out Hong Kong and journalist and Ellana Lee, Managing Editor at CNN International Asia Pacific. Co-hosted with the FCC, Tara Joseph (FCC President – their first female pres) moderated. For more information on them, please view our previous blog here.

The hashtag for the event is #wmnstories.

The event is exciting for us, from the minute we walks in. “It’s a sexy crowd”, comments Au and another audience member says that since women love to hear about other women, the turn-out should be good. But for us, it’s the whole set-up – it’s almost like a wedding, with name place cards and refreshments laid out before we even arrive.

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Another pleasant surprise comes in the form of a group of Journalism students, who the FCC have allowed in for free. It’s great to see the cohesiveness of this, and I’m interested to hear their feedback afterwards. I hope one of the will write a blog of their experiences at the event. Afterwards, they interview HK Chapter President, Christina Pantin.

As the panel introduce themselves, Wong seems charming and confident. Au is funny and says she probably didn’t even deserve her first job in editorial – she’s modest. Lee says she suffered perpetual jetlag for three years after landing in Hong Kong because she landed on a Saturday and had to be at work by 1am, Sunday. But she knows how to motivate her team – who she likes managing – which is perhaps less usual for most journalists (managing things other than deadlines, I mean). She believes in investing in her team, which makes her sound like the perfect boss.

 

So, what makes work exciting for these ladies?

Wong: “News is a 24 hour business, it could be ideas or news, but the most exciting part of the day is when something new comes up.”

Lee: “Success is 99% good luck and 1% hard work – and I believe in that.” She tells a story of her first days at CNN when she had to ask an interviewee to explain some jargon. The interviewee was so annoyed that someone from CNN didn’t know this, that she hung up. It taught Lee that she always needs to do her homework and that the name CNN was probably why the interviewee had taken her call in the first place. There was a sense of responsibility.

“You will find mentors who will support you and help you get from A to B,” she says. At CNN she’s found her superiours around the region are supportive and willing to give advice. “Be willing to give more than just your job spec,” she says. Advice comes as an added service.

Au: “Life is about someone giving you a chance, like an interview and so on.” Au believes that the generosity of others has helped her, so that should be paid forward.

Wong adds that you should think beyond your job but think about the business and go further than just what your boss told you to do. For her, hard work is about 70% of success. “Chemistry is also important in your work place. Can your boss envision the ideas you have? Is your timing and environment right?” If not, she says you can’t push it further than that. Know when to tell yourself ‘it’s not happening, so move on’.

 

What are their experiences of being a woman in the workplace?

Lee: “My mother worked, in Korea, in the 80s. That was unusual. So my mindset is not really about being a women or a man, just walk in to the room, not thinking you have some deficit.”

Au: “In Hong Kong, I don’t feel like it matters so much if you’re a man or woman – if you break a story, you break a story.” She also thinks that we’re all equal, so when she hears women say “I have family commitments” well, men do too. Au also believes in assimilating. Despite working in an English language publication, Au speaks Chinese at work because her team is predominantly native speakers – and we are in Hong Kong – she feels that expats can likewise assimilate.

Wong: “Media is fairly even – it’s a case of making what you can of it. Various well-known companies do have women in top-level roles here”.

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Is journalism a dying career? Especially with social media, isn’t everyone a thought leader?

Lee encourages students to still go into journalism, because digital won’t end it. It might change the game, but it can be a part of reporting and of course, those platforms aren’t verified. People still want the truth. “It’s healthy for us to have the digital industry, it helps us reach people in far away places and it keeps us on our toes. Verify,” she adds. For the facts, people will still turn to the main, trustable news sources.

Au says that news is personal taste and we know who we want to hear our news from and that having these options helps people to be more interested and involved. People get to know what they want and look for that source. As someone who grew up in the UK, I prefer the BBC for everything, even Wimbledon commentary.

Wong adds that choice is making it better because the audiences know what they want.

Another question brings up quotas because the BBC had said that women should equal 50% of those dispatched to report.

Lee isn’t a fan but has never had to employ or dispatch journalists that way. Au also thinks it’s a dangerous game to play. “How can you put a system in place in an industry that changes every day? It’s about chemistry, not quotas.”

Wong relates to marketing and says “the idea that women and men should be 50-50 is perhaps more of a PR stunt than anything else.” But quotas can be good, she says. “The Women’s Foundation has a 30% quota for boards. If it changes the norm, then it’s not a bad thing.”

 

Is there a difference for women and men in journalism and are women too emotional?

Wong says “well, giving birth is emotional but we handle it quite well!” She adds that there are differences in genders which will change the chemistry and the story. “Women probably have a different emotional approach and reaction to men – a different EQ,” she adds.

Au thinks that men just have a different approach and are more results driven. But Lee, has never really thought about this before and says that empathy is important and perhaps women listen longer to find out what’s behind an interviewees feelings, behaviour and performance. “But in editorial discussions, everything counts. Your age also affects what you are thinking about or care about in your life, so that will be brought to the table when you do your job,” she explains.

 

What do you have to do to be everything you can be?

Wong: “Have faith in yourself and in others and in your future.”

Au: “Hard work and humility”

Lee: “The art of hiring is important. It’s instinctive and gut-driven. I have to think how that person will fit into our environment because every little detail counts so I need everyone in the team to do a good job,” she says, adding, “it’s important also to know you made a mistake and how to amend it.”

 

 

If you have thoughts, questions or readings to share in advance of the event, please talk to us via our social media accounts.

@wmnasiapacific

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We’re really looking forward to our first co-hosted event with the FCC here in Hong Kong, Secrets of Their Success: Women in Media Tell Their Stories. We’ve also had a fantastic response to it, so it seems that a lot of you want to hear the stories of these incredible women who are members of our local media industry.

So, here’s a short bio on each of them, so you can prepare any questions or thoughts before the event (#wmnstories), next Wednesday.

Anne Wong, Strategic Marketing, SCMP

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Anne has spent over 25 years in marketing, beginning her career in the UK in advertising before moving to Hong Kong in 1994, where she joined DDB. She then spent 12 years as the head of marketing for Disney’s theatrical movie distribution business, encompassing 12 countries in Asia Pacific, before moving to the Disney US headquarters to manage global theme park marketing strategy and planning and Disneyland alliance marketing.

Anne currently heads up marketing at the South China Morning Post, a position she has held for the past three and a half years. She writes a regular blog on marketing in the publishing industry for INMA and sits on the board for SOPA, and chairs the SOPA marketing committee.

 

Desiree Au, Publisher, Time out HK

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Desiree has spent over 15 years in Hong Kong media. She is currently the publisher of Time Out Hong Kong, part of an international network of city magazines covering 41 cities from London to New York to Dubai, as well as a communications consultant. She started her career from the ground up, working as a features reporter for the Hong Kong Standard, before becoming their youngest features editor at age 27.

Desiree then spent six years with the SCMP, holding the positions of Arts Editor, Post Magazine editor and launch editor of monthly glossy, STYLE. Concurrent with her position at Time Out Hong Kong, Desiree also writes for the International Herald Tribune and has a column in ELLE LUXE.

She was born in Hong Kong and educated in the US. She sits on three non-profit boards: Society of Publishers Asia, The Women’s Foundation, and The Ambassadors of Design.

Ellana Lee, Vice President and Managing Editor, CNN International Asia Pacific

ellEllana has had a longstanding and accomplished career at CNN, having initially worked in New York as a producer to help launch the program ‘In The Money’. She subsequently worked as a business producer and a senior planning producer, coordinating major events out of the Asia Pacific for the network.

Ellana Lee is based in the network’s regional headquarters in Hong Kong. As head of the network and its editorial output, her role encompasses managerial responsibility for news stories from across Asia Pacific that reach hundreds of millions of viewers around the world.

In recognition of her work, Ellana’s awards include a 2008 Peabody Award for the network’s global coverage of the U.S presidential primary campaigns and debates and a 2005 DuPont award for CNN’s coverage of the South Asian tsunami. She.was named a Young Global Leader by the World Economic Forum and is an Asia 21 fellow, awarded by the Asia Society. She is also a member of the Council on Foreign Relations. For CNN she has been awarded the Royal Television Society News Channel of the Year, 2012 and Cable and Satellite Network of the Year and Cable and Satellite Channel of the Year at the 2011 Asian Television Awards.

We look forward to seeing you there.



The #wmngoals session on Wednesday June 19th, 2013 was centred around aligning personal and work goals – understanding and creating your personal brand so that your life flows cohesively and brings you satisfaction.

 

The commercial introduction to our speakers from Linkage Asia seemed to take a while, but more fool us – Vivian Lo and Yulee Teng were actually trying to demonstrate the use of personal brands. What does Teng mean to Lo?

A CV might not tell you so much about a person after all – did you mention that you’re a qualified yoga teacher, which shows another area of commitment and perseverance to achieve?

To start the session, we look at Want, Should and Can.

Want refers to your energy – that’s a bit more like who you are, what motivates you, what you care about.

Should relates to your role – what’s expected of you by others, be it family or work.

Can is about your abilities and productivity – what you’re able to do, what your skills are.

Believe it or not, these elements do need to be in some balance. The joke is that doing what you shouldn’t want is called sin. But really, how do you feel when you don’t do what you want to do? Feel tired, despondent, frustrated and so on.

Aligning Want, Should and Can creates a more effective person, utilising not just what they are good at but what they enjoy. So it’s always good to clarify ‘is this really what I want?’

When it comes to women, things are slightly different. The Should factor might be more family focused and of course, society comes into play. What does society expect? What is your culture?

Their view on female leadership is the choice – and commitment – to be a leader. Perhaps it’s more conscious than it is for men, due to other expected roles that women play. As you add more roles, you become busier trying to do it all – the mother, the host, the daughter, the wife, the business women, the social entertainer. So then, think about what you want and what you can do differently to equally juggle you Want, Should, Can. As you go along, you have to keep thinking about it.

 

How do you figure out what you want?

What are your motives? What deep-seated characteristics do you have that indicate who you are and what you find satisfying and enjoyable? Another thought is ‘if I won the lottery, would I still want to do what I do?’.

Everyone is driven by different things – some people love achievement but don’t care for the recognition. Others thrive on harmonious and supportive relationships. Some need to be able to influence others while some prefer to be powerful. Which are you? And then how do those translate to the work place?

Teng notes that women often dislike the word ‘power’ and see things differently, like influence as a positive, being used to create change. Whereas for a man, power seems like a positive  or accepted trait. In fact, there’s a difference between personalised and social power. Do you want to make yourself look strong, or make others feel strong? Again, you have to think about what drives you.

Think clearly about what you want and how that fits with your responsibilities. Sometimes you have to manage the want.

 

Your stakeholders include your clients, husband, peers, community and so on. Considering that, you can also define goals and objectives that you can achieve. Consider your parameters and then acquire the skills you need to achieve. But there’s more – how you communicate matters too. Do you fill the room or take a seat? Do you do both? Do you know where to sit in a room? Think about your personal presence.

So, chart your personal action plan – and perhaps, pick one thing you’ll do differently.

 

 

 

If you have thoughts, questions or readings to share in advance of the event, please talk to us via our social media accounts!

@wmnasiapacific (the hashtag for this event is #wmngoals).

www.facebook.com/WMNAPAC

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Our next event in Hong Kong, on June 19th, is about your personal brand.

 

This one sparks my interest more than ever, because after setting up my own creative servicescompany, I not only moulded a company around my skills but I became the personal brand through which I was trying to meet clients and earn a salary. Funny how that happens, without you really planning it that way.

For our breakfast event, the objective is to empower women to make career choices that are aligned with their life goals. Making work align with my overall life goals? Wow, that also sounds great. I almost feel a burst of “I can do that?!” even though this is something I’ve been slowly (realising and) doing for the past three years.

 

Our speakers, from Linkage, Vivian Lo and Yulee Teng will share some practical tools for participants to realise and own their goals in order to lead effectively in all aspects of life.

  1. Framework of the 3 Factors of Personal and Leadership Effectiveness
  2. Understanding your values and Defining Your Goals
  3. Women’s Life Cycle and Career Choices:  Making and Owning Your Choice

“What is your personal brand?” asks Yulee Teng. “Knowing what you wish to stand for and how you demonstrate that effectively in pursuit of a happy and successful personal and professional life, is what Personal Brand Management is all about.”

Teng will take us on a guided journey of understanding our own values and needs to be effective in roles that we play in our lives and career. Acknowledging that success may take a different form and definition over the life span of a woman, we’ll explore how tomaintain authenticity while leading ourselves and those around us.

 

 

 

 

But to get you thinking about things before the event, here are some of the things I do, when I’m trying to get my work (therefore, my life) to move in the direction I really want it to.

 

Make a list. It helps you to know what you want. Always have a few things you’re asking for in your life. If you don’t how will you get it?

Think about why. Why do you want that thing? Where will it lead you? What do you need to do to get into position to enable that thing to happen?

Talk to people. Tell them what you want, let it be general knowledge. And listen to what they say. Take note of the overall response you receive, just in case you are crazy… or missing something really important in your idea.

 

Those few things at least, will get you in the right frame of mind for our session. From the point of view of a small business owner, who is basically touting herself in the name of aforementioned business, I’m really looking forward to seeing what skills I’ll learn.

See you there,

Vickie

 

If you have thoughts, questions or readings to share in advance of the event, please talk to us via our social media accounts!

@wmnasiapacific (the hashtag for this event is #wmngoals).

www.facebook.com/WMNAPAC

LinkedIn group

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Our strategy breakfast event on May 15th was presented by Rob Depinto, a Silicon Valley veteran.

 

The hashtag for the event was #WMNstrategy.

 

Strategy is essential in having a successful business, yet its definition can become blurred. I was really excited to attend this breakfast, but I didn’t know that much about the strategy and this was the perfect way to learn more.

The event kicks off with Rob DePinto, director of strategy at innovation consultancy, ikyo. He explains that there are three aspects to consider when creating a business strategy.

 

 

  1. Strategy
  2. Innovation
  3. Execution

 

DePinto says it’s important to not confuse the definition of strategy in business. Strategy is all about where the business needs to go and how to get there. He advises not to confuse strategy with sales forecasting or vision because if the definition isn’t correct, then the strategy won’t be successful. In addition, DePinto stresses that time is a huge factor to consider – so anchor yourself in reality when creating a strategy.

 

Strategy
DePinto breaks down strategy into three areas: objective, diagnosis and guiding policy.

 

Objectives are pretty self explanatory and DePinto offers tips on areas to look at, such as winning customer preference, creating sustainable competitive advantage and leaving money on the table for shareholders.

Diagnosis is all about analyzing problematic areas of the business and asking important questions, like what is really going on? What areas concern us? What will create advantage?

Lastly, the guiding policy is necessary to help the strategy reach its targets. It’s an approach to help overcome obstacles on the way and defines the principles of the strategy. DePinto explains it is a system of action with measurement – and emphasizes again that timeline is very important when creating a strategy – so your competitors don’t get ahead.

DePinto provides a Gucci case study. They had to understand where they were in order to see where they needed to go, so they conducted extensive research in the process. Gucci bought competitors’ handbags and pulled them apart to really see what they were up against. Then, they looked at what they could do with what they had. Ensuring that every department was involved in the strategy process was critical to success. DePinto explains Gucci’s system of advantage through involving and being willing to analyze all areas of the business, from marketing to stores, supply chains and HR, to customers.

 

 

Innovation
Innovation is extremely important for a business to be successful. Why? DePinto says that bringing a product that yields new value to market is critical to success. He offers tips when it comes to innovation and explain that the ‘product’ is the complete value proposition and not just a device. This includes how the customer feels when they buy the product and what makes them want to buy the product. He also advises focusing on serving a ‘market’, not customer by customer. He emphasizes that ‘value’ has to be created with your product – then you have to dominate the chosen market.

 

 

DePinto breaks down the innovation process, stating you have to precisely determine ‘value’ and what that is for your customer. Think about what problem you are solving and how you’re solving it. Who is the customer? Exactly what segment and sub-segment do they fit into? Any hypothesis created needs to be tested and the sales process needs to be repeated in order to accurately scale how successful the product can be. What follows is where everything links together. Strategy is where and how to get there; innovation is about bringing a new product to market – which then moves forward to diagnosis, guiding policy and finally, cohesive action (execution).

 

Execution
This is the system of getting things done and requires tough discipline. The ability to execute is vital, or the product fails. Another DePinto case study of Yellow Tail Wine shows an excellent example of execution. Their strategy involved bringing new wine drinkers into the market, instead of trying to target existing wine drinkers. They made it easy for their target market and excluded technical words surrounding wine. Yellow Tail even offered simple recommendations like which wine goes with which type of meat, which was ideal for their target market. They executed their strategy well and covered the innovation process. DePinto says that being different is much better than trying to be better than competitors.

 

 

When developing a strategy, DePinto highlights that covering all areas of the business when creating a strategy is also very important, including key performance, activities, value, resources, revenue, channels, customer relationships, customer segments and cost structure. He finishes with a few great examples of strategy, including the Yahoo! Weather App. Yahoo! isn’t the most popular search engine, but their new weather app has been very successful. It uses simple icons and is very useful with its maps feature. It’s a great example of innovation and execution, and was a boon for Yahoo!’s marketing as it showed they were moving forward and changing for the better.

After attending the WMN breakfast, I felt very inspired because DePinto gave great advice and case studies on strategy in business. I learned that being realistic with timeline, as well as executing for all areas are an important part of strategy. I also learned that strategy is an essential part of reaching goals, whether it be in business or creating something new. I will definitely be implementing some of the advice offered by DePinto into my work.

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Our next event at California Vintage is about strategy. Our presenter, Rob DePinto will be answering questions at the event, so get prepared to tap this Silicon Valley veteran.

 

Strategy is the difference between success and failure. Hundreds of books have been written on “strategy”, yet it remains poorly understood in many areas of business, and it is rarely executed effectively.

 

This talk aims to clearly define what “strategy” is and how it is inextricably linked to execution and how it should be linked to innovation. We’ll provide a practical framework and talk through some practical examples to bring it to life.

Presented by: Rob DePinto, director of the strategy and innovation consultancy, ikyo. Rob has worked at executive levels across a range of disciplines from startups in Silicon Valley where he raised capital and pioneered new products (awarded a US Patent), to marketing and advertising, through to being the ‘client’ in multinational companies. He has lived and worked in the UK, USA, Europe and across Asia.

You can read a  blog by DePinto here.

The hashtag for this event will be #WMNstrategy.

Please support the venue by purchasing food and beverages at the bar.

 

8am registration

Presentation 8:30-9:30

Tickets: Members – FREE, Non-members – $60 (pay at the door).

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