This document discusses research being conducted on gender diversity in corporate governance. It summarizes findings from a study on the increasing representation of women on boards of directors in France due to legal quotas. While the percentage of women on boards has risen significantly, women remain underrepresented in top leadership positions like CEO and board chair. The study also examines the relationship between gender diversity and company performance, finding mixed results from various studies. Additionally, it explores how greater gender balance may impact decision-making processes and strategies. Overall, the document analyzes progress toward gender equality in corporate leadership as well as debates around the impact of greater female representation.
Women & corporate governance - interviews - relationship to power Viviane de Beaufort
An analysis from interviews of women 50 executive women who hold mandates on Boards around the globe, on the increasing importance of greater gender diversity on Boards. A discussion about the fact that women could be a real engine for a more effective Corporate Governance of Boards. The study provides empirical support that women must be encouraged to bring, in terms of skills and behaviours, a difference to the table in effective Corporate Governance practice. The study highlights that current and potential female candidates share a rigorous vision of the functioning of Boards and therefore demand a new model of governance based on sustainability, which integrates both masculine and feminine “polarities” within companies and organizations.
Lebanese Women in Business: Evidence from a Challenging and Evolving Lebanese...CSCJournals
This study aims to investigate the effect of corporate governance, corporate values and glass ceiling on opportunities and obstacles that face the career progress of women as compared to that of men in the Lebanese society. Accordingly, the study aims to represent a profile of Lebanese business women and their business, to explore gender differences in entrepreneurial characteristics in Lebanon, to challenge gender stereotypes, to identify problems unique to Lebanese women in setting up and running their business, to establish factors that lead to higher levels of Women entrepreneurship in Lebanon to suggest policies that may enhance the national level of Women business activity in Lebanon, and to discuss how Lebanese women can stay competitive.
The New Business Imperative: Recruiting, Developing and Retaining Women in th...Kip Michael Kelly
Organizations with women in senior leadership positions outperform those that have none. Yet, one study of the top 1500 U.S. firms revealed that an astounding 70% of top U.S firms have no women in their senior leadership ranks. Many organizations then have the capacity for greater improvement... and greater business results.To help HR and talent management professionals eliminate the persistent gap between men and women in the workforce in terms of pay, career path, and leadership development, this UNC Executive Development white paper:• Explores the business imperative to foster women's roles in organizations• Examines the gap in female representation in leadership positions• Highlights the perception gaps between men and women in how effective organizations are when it comes to recruiting, developing and retaining women• Offers HR and talent management professionals steps they can take to recruit, develop and retain women in organizational leadership rolesDownload this white paper today and learn how to address the female leadership challenge and reap the bottom-line rewards of more fully including women in the workplace.
Presented at IEEE All India Student Congress 2013 and 14th Regional Conference of International Network of Women Engineers and Scientists (INWES), questions the existence of the proverbial glass ceiling and provides justification in support of its existence.
MOOC Aspects juridiques de la création d'entreprises innovantes - attestationAudrey Jacob
Il s’agit d’aborder au cours des 6 semaines que dure ce MOOC l’ensemble des problématiques juridiques auxquelles tout créateur d’entreprise se trouve confronté. Aussi, ce MOOC se propose de présenter les différentes structures juridiques d’entreprises que peut choisir un créateur, les règles élémentaires pour protéger les créations de l’esprit, l’état du droit concernant l’utilisation d’internet par et dans l’entreprise, le recrutement de ses premiers salariés par le chef d’entreprise, les divers modes de financements de l’entreprise au stade de sa création et, enfin, les principaux contrats d’affaires qu’est amené à conclure le créateur d’entreprise.
https://www.fun-mooc.fr/courses/UPVD/95001/session01/about
Women & corporate governance - interviews - relationship to power Viviane de Beaufort
An analysis from interviews of women 50 executive women who hold mandates on Boards around the globe, on the increasing importance of greater gender diversity on Boards. A discussion about the fact that women could be a real engine for a more effective Corporate Governance of Boards. The study provides empirical support that women must be encouraged to bring, in terms of skills and behaviours, a difference to the table in effective Corporate Governance practice. The study highlights that current and potential female candidates share a rigorous vision of the functioning of Boards and therefore demand a new model of governance based on sustainability, which integrates both masculine and feminine “polarities” within companies and organizations.
Lebanese Women in Business: Evidence from a Challenging and Evolving Lebanese...CSCJournals
This study aims to investigate the effect of corporate governance, corporate values and glass ceiling on opportunities and obstacles that face the career progress of women as compared to that of men in the Lebanese society. Accordingly, the study aims to represent a profile of Lebanese business women and their business, to explore gender differences in entrepreneurial characteristics in Lebanon, to challenge gender stereotypes, to identify problems unique to Lebanese women in setting up and running their business, to establish factors that lead to higher levels of Women entrepreneurship in Lebanon to suggest policies that may enhance the national level of Women business activity in Lebanon, and to discuss how Lebanese women can stay competitive.
The New Business Imperative: Recruiting, Developing and Retaining Women in th...Kip Michael Kelly
Organizations with women in senior leadership positions outperform those that have none. Yet, one study of the top 1500 U.S. firms revealed that an astounding 70% of top U.S firms have no women in their senior leadership ranks. Many organizations then have the capacity for greater improvement... and greater business results.To help HR and talent management professionals eliminate the persistent gap between men and women in the workforce in terms of pay, career path, and leadership development, this UNC Executive Development white paper:• Explores the business imperative to foster women's roles in organizations• Examines the gap in female representation in leadership positions• Highlights the perception gaps between men and women in how effective organizations are when it comes to recruiting, developing and retaining women• Offers HR and talent management professionals steps they can take to recruit, develop and retain women in organizational leadership rolesDownload this white paper today and learn how to address the female leadership challenge and reap the bottom-line rewards of more fully including women in the workplace.
Presented at IEEE All India Student Congress 2013 and 14th Regional Conference of International Network of Women Engineers and Scientists (INWES), questions the existence of the proverbial glass ceiling and provides justification in support of its existence.
MOOC Aspects juridiques de la création d'entreprises innovantes - attestationAudrey Jacob
Il s’agit d’aborder au cours des 6 semaines que dure ce MOOC l’ensemble des problématiques juridiques auxquelles tout créateur d’entreprise se trouve confronté. Aussi, ce MOOC se propose de présenter les différentes structures juridiques d’entreprises que peut choisir un créateur, les règles élémentaires pour protéger les créations de l’esprit, l’état du droit concernant l’utilisation d’internet par et dans l’entreprise, le recrutement de ses premiers salariés par le chef d’entreprise, les divers modes de financements de l’entreprise au stade de sa création et, enfin, les principaux contrats d’affaires qu’est amené à conclure le créateur d’entreprise.
https://www.fun-mooc.fr/courses/UPVD/95001/session01/about
Programa II EDUInnova: Jornadas de innovación educativa XVI Jornadas Regional...Ricardo Fernández
¿Abandonas o te abandonan?
La innovación educativa como
herramienta para evitar el abandono.
Co-organizadores:
Facultad de Educación de Toledo y Fórum Europeo
de Administradores de la educación en CLM
21 y 22 de abril de 2017
21 abril: 16,00 a 20,30h.
22 abril: 9,30-19,30h.
Aula Magna. Campus Fábrica de Armas de Toledo
This is a 5-step model for creating a metrics framework for your business & customers, and how to apply it to your product & marketing efforts. The "pirate" part comes from the 5 steps: Acquisition, Activation, Retention, Referral, & Revenue (AARRR!)
The Be-All, End-All List of Small Business Tax DeductionsWagepoint
Read the full article with even more details at https://blog.wagepoint.com/h/i/289427271-the-comprehensive-list-of-small-business-tax-deductions/185037
Buyers no longer use voicemails and emails from strangers to learn about products. This information is online, whenever buyers are interested. This SlideShare presentation show sellers how to connect in a meaningful way by starting conversations around the buyer’s plans, goals and challenges.
This presentation is one class in HubSpot Academy's free sales training course. You can enroll here: http://certification.hubspot.com/inbound-sales-certification
Modern Prospecting Techniques for Connecting with Prospects (from Sales Hacke...HubSpot
Sales is a difficult world to be in because buyers aren't putting up with salespeople anymore. Instead of helping and building relationships, sales reps are still focused on closing prospects - even when they aren't ready to buy! So buyers ignore them. Because of that, even great sales reps would be lucky to get on the phone with someone.
While buyers have evolved and become more sophisticated, sales reps and training programs have been slow to adapt to that change.
Learn actionable modern prospecting techniques you can apply immediately from two best selling authors and sales experts: Max Altschuler CEO of Sales Hacker, and Mark Roberge CRO of HubSpot.
Class 1: Email Marketing Certification course: Email Marketing and Your BusinessHubSpot
*From HubSpot Academy*
Over the past few decades, people have radically changed the way they live, work and buy. This class will give you an overview of an adaptive, inbound approach to sending emails that provide value and drive growth for your business. It will also teach you about the four big themes of a modern email marketing program: segmentation, personalization, mobile, and optimization.
Why People Block Ads (And What It Means for Marketers and Advertisers) [New R...HubSpot
HubSpot Research shares new data on why people use ad blockers and what marketers and advertisers need to do to keep people from blocking out ads completely. Hint: it's stop using interruptive and annoying ads.
3 Proven Sales Email Templates Used by Successful CompaniesHubSpot
76% of emails never get opened. That makes life for salespeople very difficult. So we've partnered up with Breakthrough Email to bring you email templates that are proven to engage prospects and close more deals. Start using them today and grow your revenue.
The lack of visible female role models is pervasive in the tech industry, particularly on Wikipedia, where just under 17% of Wikipedia biographies were on women. That's why HubSpot wrote fourteen Wikipedia entries for remarkable women in tech to help inspire young women to reach positions at the highest levels of STEM.
Women Onboards: Sharing a Rigorous Vision of the Functioning of Boards, Demanding a New Model of Corporate Governance
A survey published in Journal of Research in Gender Studies Volume 4(1), 2014, pp. 101-140, ISSN: 2164-0262
Women in Management - The Power of Role ModelsStephen Wills
Women make up half of the world’s population, but they are nowhere near making up half of the leadership contributions. When it comes to management, women make up 60% of junior managers, but by the time you get to the top ranks this number barely makes it into the low double digits – and still fewer among our biggest businesses. Why?
Visit - www.ProcurementCentral.com
The Double Bind Dilemma For Women In Leadership Damned If You Do, Doomed If Y...Vered Neta
As a woman in business, I know the difficult tight rope that we walk every day between being too nice and too pushy.
Catalyst did a fascinating study called “The Double-Bind Dilemma for Women in Leadership: Damned if You Do, Doomed if You Don’t “.
It highlights some of the difficulties that women have in the workplace getting taken seriously. If we come across too strong or too “pushy”, then we’re labeled as “witchy”. If we act too nice, then people think we don’t have what it takes to make tough decisions. It’s very difficult to get it just right. And that puts even more pressure on women at work.
The CS Gender 3000: Women in Senior ManagementCredit Suisse
Greater gender diversity in companies' management improves their financial performance. A new Credit Suisse Research Institute study presents the financial evidence, looks at which regions and sectors show higher diversity levels and analyzes the obstacles to female participation in the workplace.
To download a copy of 'CS Gender 3000: Women in Senior Management', click here: http://bit.ly/1cWMUIM
A session at the CBS Competitiveness Day 2015 - Professor Louise Mors will present initial findings from a study on board dynamics collaborating with Margarethe Wiersema (Professor at UC Irvine). The study will draw on initial interviews conducted with board members in Denmark, Norway and the US aiming to reach a better understanding of the structure and interactions on boards; especially with an interest in how or if female board members have an influence on these dynamics.
Programa II EDUInnova: Jornadas de innovación educativa XVI Jornadas Regional...Ricardo Fernández
¿Abandonas o te abandonan?
La innovación educativa como
herramienta para evitar el abandono.
Co-organizadores:
Facultad de Educación de Toledo y Fórum Europeo
de Administradores de la educación en CLM
21 y 22 de abril de 2017
21 abril: 16,00 a 20,30h.
22 abril: 9,30-19,30h.
Aula Magna. Campus Fábrica de Armas de Toledo
This is a 5-step model for creating a metrics framework for your business & customers, and how to apply it to your product & marketing efforts. The "pirate" part comes from the 5 steps: Acquisition, Activation, Retention, Referral, & Revenue (AARRR!)
The Be-All, End-All List of Small Business Tax DeductionsWagepoint
Read the full article with even more details at https://blog.wagepoint.com/h/i/289427271-the-comprehensive-list-of-small-business-tax-deductions/185037
Buyers no longer use voicemails and emails from strangers to learn about products. This information is online, whenever buyers are interested. This SlideShare presentation show sellers how to connect in a meaningful way by starting conversations around the buyer’s plans, goals and challenges.
This presentation is one class in HubSpot Academy's free sales training course. You can enroll here: http://certification.hubspot.com/inbound-sales-certification
Modern Prospecting Techniques for Connecting with Prospects (from Sales Hacke...HubSpot
Sales is a difficult world to be in because buyers aren't putting up with salespeople anymore. Instead of helping and building relationships, sales reps are still focused on closing prospects - even when they aren't ready to buy! So buyers ignore them. Because of that, even great sales reps would be lucky to get on the phone with someone.
While buyers have evolved and become more sophisticated, sales reps and training programs have been slow to adapt to that change.
Learn actionable modern prospecting techniques you can apply immediately from two best selling authors and sales experts: Max Altschuler CEO of Sales Hacker, and Mark Roberge CRO of HubSpot.
Class 1: Email Marketing Certification course: Email Marketing and Your BusinessHubSpot
*From HubSpot Academy*
Over the past few decades, people have radically changed the way they live, work and buy. This class will give you an overview of an adaptive, inbound approach to sending emails that provide value and drive growth for your business. It will also teach you about the four big themes of a modern email marketing program: segmentation, personalization, mobile, and optimization.
Why People Block Ads (And What It Means for Marketers and Advertisers) [New R...HubSpot
HubSpot Research shares new data on why people use ad blockers and what marketers and advertisers need to do to keep people from blocking out ads completely. Hint: it's stop using interruptive and annoying ads.
3 Proven Sales Email Templates Used by Successful CompaniesHubSpot
76% of emails never get opened. That makes life for salespeople very difficult. So we've partnered up with Breakthrough Email to bring you email templates that are proven to engage prospects and close more deals. Start using them today and grow your revenue.
The lack of visible female role models is pervasive in the tech industry, particularly on Wikipedia, where just under 17% of Wikipedia biographies were on women. That's why HubSpot wrote fourteen Wikipedia entries for remarkable women in tech to help inspire young women to reach positions at the highest levels of STEM.
Women Onboards: Sharing a Rigorous Vision of the Functioning of Boards, Demanding a New Model of Corporate Governance
A survey published in Journal of Research in Gender Studies Volume 4(1), 2014, pp. 101-140, ISSN: 2164-0262
Women in Management - The Power of Role ModelsStephen Wills
Women make up half of the world’s population, but they are nowhere near making up half of the leadership contributions. When it comes to management, women make up 60% of junior managers, but by the time you get to the top ranks this number barely makes it into the low double digits – and still fewer among our biggest businesses. Why?
Visit - www.ProcurementCentral.com
The Double Bind Dilemma For Women In Leadership Damned If You Do, Doomed If Y...Vered Neta
As a woman in business, I know the difficult tight rope that we walk every day between being too nice and too pushy.
Catalyst did a fascinating study called “The Double-Bind Dilemma for Women in Leadership: Damned if You Do, Doomed if You Don’t “.
It highlights some of the difficulties that women have in the workplace getting taken seriously. If we come across too strong or too “pushy”, then we’re labeled as “witchy”. If we act too nice, then people think we don’t have what it takes to make tough decisions. It’s very difficult to get it just right. And that puts even more pressure on women at work.
The CS Gender 3000: Women in Senior ManagementCredit Suisse
Greater gender diversity in companies' management improves their financial performance. A new Credit Suisse Research Institute study presents the financial evidence, looks at which regions and sectors show higher diversity levels and analyzes the obstacles to female participation in the workplace.
To download a copy of 'CS Gender 3000: Women in Senior Management', click here: http://bit.ly/1cWMUIM
A session at the CBS Competitiveness Day 2015 - Professor Louise Mors will present initial findings from a study on board dynamics collaborating with Margarethe Wiersema (Professor at UC Irvine). The study will draw on initial interviews conducted with board members in Denmark, Norway and the US aiming to reach a better understanding of the structure and interactions on boards; especially with an interest in how or if female board members have an influence on these dynamics.
Lecturette - Gender Agenda - Women in international businessAGATA MOUASHER
Portion of lecture from Intercultural Management taught at Griffith University that addresses the Gender debate by looking at women in international business
Activisme actionnarial - Pratique ethique des affaires JSS N°38 - 23 sept 202...Viviane de Beaufort
Nos entreprises doivent respecter le droit ainsi fraude fiscale ou corruption sont condamnées mais la montée d'une interpellation sociale va au delà et exige une pratique des affaires éthique. Il s'agira alors de questinoner sur les pratiques d'optilisation fiscal, de lobbying , sur la juste reaprtition de la valeur crée notamment liée au say on pay ,etc
La montée d’un activisme
engagé a pour objet de vérifier la manière dont les grandes entreprises se mettent
en conformité avec ces exigences et au delà sont proa ctives, etc. Au cours de précédentes recherches, au CEDE, nous avions dessiné le profil d’un nouvel engagement actionnarial , la saison des AG 2022 avec en point d'orgue le questionnement du Forum pour l’Investissement Responsable a servir de matériau d’analyse a ces propos
Activisme actionnarial Devoir de vigilance environnemental JSS n°37 14 Sept 2...Viviane de Beaufort
La l o i f r a n ç a i s e s ur le devoir de vigilance emporte obligation pour nos grandes entreprises d’identifier les risques environnementaux tout au long de la chaine d’approvisionnement et de production et de mettre en place un plan de mesures préventives. La proposition de directive devoir de diligence des entreprises en matière de durabilité recenser, prévenir les conséquences néfastes, réelles et potentielles des activités des entreprises notament en matière d'environnement . La montée d’un activisme engagé a pour objet de vérifier la manière dont les grandes entreprises se mettent
en conformité avec ces exigences etc. Au cours de précédentes recherches, au
CEDE, nous avions dessiné le profil d’un nouvel engagement actionnarial , la saison des AG 2022 avec en point d'orgue le questionnement du Forum pour l’Investissement Responsable a servir de matériau d’analyse.
Activisme actionnarial - Devoir de vigilance en matière de droits humains -...Viviane de Beaufort
La l o i f r a n ç a i s e s ur le devoir de vigilance emporte obligation pour nos grandes entreprises d’identifier les risques sociétaux tout au long de la chaine d’approvisionnement et de production et de mettre en place un plan de mesures préventives. La proposition de directive devoir de diligence des entreprises en matière de durabilité recenser, prévenir les conséquences néfastes, réelles et potentielles des activités des entreprises notament en matière de droits de l’homme et promouvoir le travail décent . La montée d’un activisme
engagé a pour objet de vérifier la manière dont les grandes entreprises se mettent
en conformité avec ces exigences etc. Au cours de précédentes recherches, au
CEDE, nous avions dessiné le profil d’un nouvel engagement actionnarial , la saison des AG 2022 avec en point d'orgue le questionnement du Forum pour l’Investissement Responsable a servir de matériau d’analyse.
Cette étude réalisée à partir d’une enquête originale a pour objectif de clarifier les demandes
qu’expriment désormais les femmes dirigeantes en France, alors même que les politiques publiques dont la
Ioi Rixain du 24 décembre 2021 incitent fortement les entreprises à plus de mixité des espaces de pouvoir.
Ambitionnent-elles encore de construire une carrière au sens traditionnel du terme ? Leur manière de
concevoir l’exercice du « pouvoir », de mener à bien leur mission professionnelle et d’équilibrer réussite
professionnelle et personnelle les conduit à faire des choix dont parfois celui du refus : le « pas de côté ». Elles expriment une attente forte sur le respect de valeurs et demandent de vrais changements allant au-delà
d’un discours lénifiant.
Les femmes ayant répondu à l’enquête sont des Alumnae du programme Women Board Ready – ESSEC qui constitue un vivier de parcours professionnels de haut niveau et divers en entreprise ou en indépendante. L’étude a ensuite consisté à frotter cette enquête aux articles, études et ouvrages approchant ce sujet peu émergé pour consolider le diagnostic
Travaux sur le questionnement du FIR sans fichiers sources.pdfViviane de Beaufort
Au cours de précédentes recherches, nous avions dessiné le profil d’un nouvel engagement actionnarial français et poursuivi nos travaux sur le terrain du droit comparatif européen et de la loi PACTE . L'honnêteté commande d'admettre que l'activisme est encore jeune dans la culture
actionnariale du continent. Toutefois, il a su se structurer et devenir un canal de communication dont les dirigeants ne peuvent plus
faire fi. L'engagement peut être dialogué ou plus incisif ,
notamment sous forme de vote contre le renouvellement de dirigeants. La plupart du temps il
se pratique des questions en Assemblée Générale. Nous examinons ici l' « art du questionnement », pratiqué par le Forum pour l’Investissement Responsable (FIR) Sur la base des questions adressées au CAC40 en 2021, a été mené une analyse sur les réponses des groupes du CAC40 mais aussi des suggestions sur les évolutions possibles du questionnement sur ces sujets liés à l’entreprise responsable.
10 ans de la loi Cope-Zimmermann - Interpellations sur la mixité des conseils...Viviane de Beaufort
Le #quota a un effet indéniable en France mais demeurent des incomplétudes: #data absenter sur le périmètre hors cote,
diffusion aux espace de dirigeance lente.
Alors quels OUTILS de politique publique pour accélérer la mixité des espaces de dirigeance? Quotas - exigence de Transparence -Incitations
Les #entreprises deviennent proactives du fait d'objectifs de place, de la demande des investisseurs et des politiques RSE.
et elles ont réalise que la mixite relève du Business case: les femmes en proportion suffisante apportent une VA et portent une vision de #gouvernance responsable. Une fois encore une clé est l'Accompagnement des individu.Es.
Premières Interpellations sur la Mixité des conseils - Tunis 2020 Viviane de Beaufort
28 janvier TUNIS - Lancement du Women Board Ready ESSEC et Université centrale de Tunis - Bourse de Tunis, en présence de: Ouided BOUCHAMAOUI prix Nobel de la paix et ex-présidente de l’UTICA, Houbeb AJMI DG Honoris Tunisie, Viviane De BEAUFORT professeure à l'ESSEC , Directrice du WBR ESSEC et ESSEC/UCT, MarieJo ZIMMERMANN, Mme Bochra BELHAJ HMIDA Avocate - Ancienne députée Présidente du COLIBE et Bilel SAHNOUN DG de la Bourse deTunis...
Intervention: des femmes dans les conseils apportent de la VA (expertises, apport de la diversité,) Et, au delà la vision partagée d’une gouvernance pérenne - Alors comment réaliser la mixité? Politiques publiques: quotas, transparence, incitations (FR)
Objectifs volontaires des codes de place (RU) (FR) -Politiques individuelles d’entreprises
...
Revue des Societes juin 2019 - L’engagement actionnarial en France, vecteur d...Viviane de Beaufort
Un parallèle mené entre démocratie et démocratie actionnariale, au titre d’une comparaison entre gouvernement et gouvernement d’entreprise permet d’identifier des questions et des éléments de réponse similaires aux deux sphères. Dès lors s’intéresser à l’engagement actionnarial, qualifié souvent de manière connotée d’activisme,comme potentiel facteur d’une gouvernance d’entreprise plus moderne, de long terme et inclusive est une piste proposée dans cet article. Synthèse d’un travail soutenu, mené de 2012 à 2019, avec une accélération ces trois dernières années alors qu’un certain « activisme » monte doucement mais sûrement en Europe et en France,
l’article propose d’identifier les activistes en France, leurs objectifs et méthodes et surtout leurs centres d’intérêt en mettant en exergue deux particularités. L’une est liée au droit et à un modèle de gouvernance dominant assez directif : c’est le questionnement qui est essentiellement utilisé par les actionnaires minoritaires pour participer, l’autre est liée à l’évolution de notre société : les thématiques sociétales et environnementales montent en puissance depuis 2017, portées par des évolutions réglementaires à échelle de l’Union européenne et en France et par l’opinion publique emportée par l’activisme d’ONG et d’investisseurs engagés.
Le Club: une Couveuse, un incubateur,une communauté pour des #Startuppeuses #TECH4GOOD!
Accompagner entre 0 à 5 ans (et+) parce que les projets à impact sont longs à émerger avec le Club Génération #Startuppeuse and Wo/Men experts.
En mode numérique sur Wirate, plateforme de #crowdrating où les projets sont évalués. Une #startuppeuse teste son concept, demande conseil aux Experts/es, en mode public ou privé.
« In Real Life », Ateliers techniques et coaching , entraide entre elles au sein d’un réseau solidaire, coaching, revues corporate, expertises sur tous sujets, évènements partenaires.
Soyons tenaces, bienveillant/es et professionnel/les ensemble pour ELLES!
La féminisation des conseils n’est pas qu’une revendication d’Égalité, il a été démontré qu’elle rime avec valeur ajoutée par une diversité. Cependant, malgré des progrès certains, des blocages perdurent et l’organisation d’une formation ciblée, osant la dimension technique (droit, risques, stratégie, RSE, finances, etc.) et une déclinaison « gender » conserve tout son sens.
Comme le disait Gambetta « on ne décrète pas l’égalité, on la fabrique ».
Ce programme de haut niveau permet de mieux comprendre les codes afin de s’y adapter ou de les contrer et de vérifier les fondamentaux de la gouvernance en partageant une approche unique, car elle est comparatiste et prospective, étant basée sur des travaux de recherche menés au CEDE (Women Empowerment) et pragmatique avec l’apport de nombreux experts praticiens et des témoignages. La diversité des promotions permet aussi de riches échanges entre participantes et la création d’un réseau.
This serie of 50 interviews of women who hold mandates on Boards and or are in position of power around the globe, provides empirical support that women bring, in terms of skills and behaviors, a difference to the table as their relationship to power is rather different.
Cede ESSEC 2018 - De la Démocratie actionnariale aux AG 2018 JSS art 1 Viviane de Beaufort
La démocratie actionnariale en France s'améliore pas à pas mais souvent les dirigeants sont habitués à diriger! Le contexte légal et la demande des actionnaires et des parties prenantes
fait émerger de nouvelles requêtes selon les observations menés au Centre Européen de Droit et Economie de l’ESSEC.
Comparaison du déroulement des assemblées générales 2018
AG 2018 et questions de gouvernance - 10 07 2018 -Lancement du livre blanc...Viviane de Beaufort
« Pour une nouvelle gouvernance dans les Conseils d’administration » - La FFA prend la parole et propose dans un livre blanc : « 5 propositions pour faire évoluer le fonctionnement des conseils», tandis qu'en 2018 on identifie davantage de questions posées par les actionnaires sur ces thèmes de gouvernance
5 decembre Club XXIè Siecle au Ministère de l'Economie - Diversite des CA Viviane de Beaufort
Peut on appliquer les résultats de l’étude « Femmes et Pouvoir : tabou ou nouveau modèle de gouvernance? » (2011) …A la question de la diversité d'origine dans les Conseils ? Et ainsi expliquer en utilisant la littérature académique (notamment une étude concernant les quotas ethniques dans les universités US) les freins moteurs résultant du syndrome du "miroir" d'un coté et de l'autre le complexe de l'imposteur.
Democratie actionnariale en France - Ca evolue ...lentement Viviane de Beaufort
La manière dont s’organise la gouvernance publique dépend de la maturité du système dans son rapport à la société civile (acceptation d’éléments de démocratie participative) ; la manière dont s’organise le gouvernement d’entreprise reflète l’idée du pays que se fait de la place et de la responsabilité de l’entreprise dans la communauté (démocratie actionnariale). Dans les deux cas, des principes et des mécanismes interviennent pour organiser et réguler les relations entre acteurs , au -delà la culture de la gouvernance joue un rôle majeur- Celle-ci change-t -elle en France ?
Recréer un sentiment de citoyenneté européenne doit être un sujet de préoccupation
prioritaire aujourd’hui pour nos élites. Les défis de l’Union européenne se définissent certes
vis à vis de la globalisation et nos gouvernants se préoccupent en priorité d’économie, mais
une autre urgence est l’absence d’affectio societatis des peuples européens à l’égard du
projet EUROPE.
La construction européenne par les élites est vouée à l’échec. Aujourd’hui le citoyen européen s’interroge sur le sens à donner à cette construction.
DR CERESSEC Y a t-il une montée de l'A ctivisme en France ? Travaux CEDE-@ESS...Viviane de Beaufort
De 2012 a 2016 (et par anticipation -que nous verifierons ces mois -ci avec données 2017) examen du visade de l'#Activisme ou #engagement actionnarial en France dans les AG des grandes stes cotées
CHAIRE ESSEC Complexite Edgar Morin - Du lobbying au E-lobbying Viviane de Beaufort
Tandis qu’en France, une reconnaissance encore récente de l’activité complexe du lobbying intervient, la montée en puissance du e‐lobbying (activité pour le moins « hypra » complexe) déstabilise déjà les règles du jeu posées. Le e‐lobbying surfe sur le développement du Web et offre de nombreux outils pour élargir un champ d’influence. Il permet à la société civile de s’« inviter à la table » des décideurs – y compris en s’affranchissant des frontières géographiques et avec une vitesse impressionnante.
Les Y balaient d’un revers de la main les blocages d’un autre temps, ils n’ont pas le temps d’attendre ! Regardez-les bourdonner dans les incubateurs, les espaces de coworking, les bureaux ou encore les cafés, joyeusement envahis. Ils partagent, échangent et se soutiennent.
Que nous disent-ils ? Pourquoi voir petit, si on peut faire grand ? Au-delà de projets divers et de personnalités affirmées, des points communs à percevoir, cette génération utilise ses compétences pour donner du sens au monde.
L’auteure est allée à la rencontre de sacrés spécimens, en la personne de jeunes créatrices d’entreprise qui frappent aux portes de mentors, interpellent les financeurs avec des dossiers à peine ficelés, et surtout voient dans leur démarche un projet de vie !
Préface de Clara Gaymard
Chatty Kathy - UNC Bootcamp Final Project Presentation - Final Version - 5.23...John Andrews
SlideShare Description for "Chatty Kathy - UNC Bootcamp Final Project Presentation"
Title: Chatty Kathy: Enhancing Physical Activity Among Older Adults
Description:
Discover how Chatty Kathy, an innovative project developed at the UNC Bootcamp, aims to tackle the challenge of low physical activity among older adults. Our AI-driven solution uses peer interaction to boost and sustain exercise levels, significantly improving health outcomes. This presentation covers our problem statement, the rationale behind Chatty Kathy, synthetic data and persona creation, model performance metrics, a visual demonstration of the project, and potential future developments. Join us for an insightful Q&A session to explore the potential of this groundbreaking project.
Project Team: Jay Requarth, Jana Avery, John Andrews, Dr. Dick Davis II, Nee Buntoum, Nam Yeongjin & Mat Nicholas
Explore our comprehensive data analysis project presentation on predicting product ad campaign performance. Learn how data-driven insights can optimize your marketing strategies and enhance campaign effectiveness. Perfect for professionals and students looking to understand the power of data analysis in advertising. for more details visit: https://bostoninstituteofanalytics.org/data-science-and-artificial-intelligence/
Techniques to optimize the pagerank algorithm usually fall in two categories. One is to try reducing the work per iteration, and the other is to try reducing the number of iterations. These goals are often at odds with one another. Skipping computation on vertices which have already converged has the potential to save iteration time. Skipping in-identical vertices, with the same in-links, helps reduce duplicate computations and thus could help reduce iteration time. Road networks often have chains which can be short-circuited before pagerank computation to improve performance. Final ranks of chain nodes can be easily calculated. This could reduce both the iteration time, and the number of iterations. If a graph has no dangling nodes, pagerank of each strongly connected component can be computed in topological order. This could help reduce the iteration time, no. of iterations, and also enable multi-iteration concurrency in pagerank computation. The combination of all of the above methods is the STICD algorithm. [sticd] For dynamic graphs, unchanged components whose ranks are unaffected can be skipped altogether.
9. 551 femmes dans le SBF 120
54 ans
Française (69%)
Indépendante (58%)
Siégeant à 40% dans des sociétés du CAC
40
Avec une présence moyenne de 3,6 années
Cumul des mandats limités à 1,2 mandats
Phénomène du busy director limité
mais très visible chez certaines
117 femmes nouvellement nommées
51 ans et demi
Française (69%)‐CAC 39,4% étrangères
Plus indépendante (65%) – CAC 67%
Siégeant à 42% dans des sociétés du CAC 40
Nombre de femmes administrateurs
représentant les salariés et les salariés
actionnaires 46 %
Cumul des mandats limités à 1,4 mandats
Phénomène du busy director limité mais
toujours très visible chez certaines
9
10. Formation des femmes dans le SBF 120
Types de
diplômes
SBF 120 Nouvelles
PhD – Doctorat
MBA
12%
13%
14%
16%
‐ Université
‐ Grande école
71%
39%
75%
44%
‐ Sc Po
‐ HEC
‐ X‐Mines
‐ ENA
15%
7%
6%
5%
17%
8%
4%
6%
‐ Management
‐ Ingénieur
‐ Droit
62%
25%
14%
68%
24%
12%
Responsabilités dans les comités
Types de
comité
SBF 120 Nouvelles
Audit 27% 20%
Rémunération 21% 4%
Nomination 14% 2%
10
11. But…Accès aux responsabilités
EXERCICE 2015
• Présidente‐directrice générale 1,6 % REMY COINTREAU
• Présidente non exécutif 2,8 % PUBLICIS et VALLOUREC,
• Directrice générale 0 ‐ directrice générale d’ENGIE en 2016.
• Administrateure référente 8,3 %
• Présidente d’au moins un comité du conseil 44,4 %
• Vice‐présidente 5,6 % soit 4 sociétés – INNATE PHARMA, PEUGEOT, KERING et
EULER HERMES GROUP
PUBLICIS, présidente du conseil de surveillance et du comité des nominations,une
vice‐présidente, une présidente du comité des risques et de la stratégie ;
PLASTIC OMNIUM, tous les comités sont présidés par une femme ;
LEGRAND présidente des comités des nominations et des rémunérations. Le comité
d’audit est également présidé par une femme ; TOTAL présidente du comité de la
gouvernance.
11
16. ROA ROE Q DE TOBIN
IMPACT POSITIF Dang et Nguyen, 2016 ;
Voß, 2015 ;
Gulamhussen et Santa,
2015 ;
Sabatier, 2015 ; Liu et al.,
2014;
Martin‐Ugedo et
Minguez‐Vera, 2014
Voß, 2015 ;
Gulamhussen et Santa,
2015 ; Sabatier, 2015 ;
Alves et al., 2015;
Lückerath‐Rovers, 2013
Gulamhussen et Santa,
2015 ; Sabatier, 2015 ;
Belhuiti‐Mahut et
Lafont, 2010; Campbell
et Minguez‐Vera, 2008
IMPACT NEGATIF Dang et Nguyen
(2016); Voß (2015);
Ahern et Dittmar
(2012) The changing of
the boards: the impact
on firm valuation of
mandated female
board representation,
Quarterly journal of
economics; Adams et
Ferreira (2009)
16
18. PAYS Réaction du marché Date d’annonce
Johansen et Sandnes, 2008 Norway Négative 87 nominations entre
1998 et 2008 pour 25
firmes
Ahern et Dittmar, 2012 Norway Négative 22 février 2002
Nygaard, 2011 Norway Positive 9 décembre 2005 –
promulgation de la loi
Eckbo et al., 2015 Norway Neutre 10 dates
Ismail et Manaf, 2016 Malaysian Positif 127 annonces de
nomination de femmes
pour 36 firmes
18
22. WOMEN AND THEIR RELATIONSHIP TO POWER:
TABOO OR NEW CORPORATE GOVERNANCE MODEL?
PROFESSOR DR. VIVIANE DE BEAUFORT
ESSEC BUSINESS SCHOOL
FOCUS on CG and BOARDS
05.03.17
23. Gender diversity on Boards should be a vehicle for
change and provide greater Business efficiency...
Women should be able to bring their ‘added value’ to
places of power, including in the “Workplace” and
BOARDS !
And ...Boards are clearly places of power !
The rise of women in places of power creates an interest
in looking at women’s relationship to power in a still
"masculine" model
I/ The reasons for the Study (1)
Women and their relationship to Power:
Taboo or new Corporate Governance Model?
24. The women already in positions of power are indeed “minorities” within the
dominantly male group.
Studies have shown that minorities (S. Moscovici,1996) could be subjected
to rejection or avoidance
→ These women generally become more masculine in the way they exert
power
→ Thus there is a risk they loose their possible “feminine qualities” and
become “clones”?
The relevant questions are:
- Do women have a different relationship with power than men?
- Do women have the opportunity to position themselves differently and to
promote different values, other managerial practices?
- What is the relevance of a theory of existence of a gender dimension – that
is: does a female style of leadership exist?
Women and their relationship to Power:
Taboo or new Corporate Governance Model?
I/ The reasons for the Study (2)
25. 2/ HOW? A FEW Elements on the Methodology (1)
Women and their relationship to Power: Taboo or new
Corporate Governance Model?
A 6-month review of the academic literature
A qualitative study was conducted
50 interviews (half in France, half abroad) with the help of Boyden and some others
partners
Board Members and Company Directors
- A few Politician and Public Servants
- Experts within their field.
Several Collective Workshops were held between July 2012 and June
2014 among them:
1. Alumni of Women Be European Board Ready-ESSEC
2. Women’s Network European Women in Leadership (WIL).
26. Are quotas of utmost importance?
Did you deliberately build your career towards a powerful position?
Does power creates a feeling of isolation?
Are you at ease when confronted with conflict?
Do you think that women have particular/specific qualities or attributes
and it could play a role on boards ?
Does power create a specific responsibility, with respect to leading
change?
Do you feel particularly attached to rules and ethical conduct?
Do you think there is a room of improvement for Efficiency of Boards ?
2/ HOW? A FEW Elements on the Methodology (2)
Women and their relationship to Power: Taboo or new
Corporate Governance Model?
The large majority
of questions were
open-ended.
From the interviews,
several Yes/No
questions were
DEDUCTED
27. Women and their relationship to Power:
Taboo or new Corporate Governance Model?
3/ MAIN POINTS AND OBSERVATIONS-OUTLINE
WOMEN AND POWER ?
① An ambiguous relationship to power
② A power that can be tamed
③ Nuances coming from the differences in
Governance Systems
WOMEN AND CG
① A desire of absolute respect of ethics and rules
② A idealistic vision of Boards
③ A clear vision of the role of Non-Executive
28. Women and their relationship to Power:
Taboo or new Corporate Governance Model?
WOMEN AND POWER ?
1. An ambiguous relationship to power
-Still connotations about women’s ambitions : They do not ‘build’ a
career
-The fact that there are few women in positions of power creates
the risk that they will ‘give-in to’ and ‘assimilate’ to the male power
model. Saying that, some women have learned how to resist this
assimilation.
-There is a price to pay for power
Sometimes : loss of serenity , strong feeling of isolation. The battle for
power is a reality that women confront with difficulty: there is a fear or
simple a lack of interest in power games.
29. Women and their relationship to Power:
Taboo or new Corporate Governance Model?
WOMEN AND POWER ?
1. An ambiguous relationship to power (2)
-“Power, control, authority, influence” are often
intertwined concepts. In most cases, these concepts
are seen rather negatively:
Power is associated with abuse of power
Authority is equated with authoritarianism
Finally, certain interviewees considered that these
words cannot be dissociated and combined are
represented by the concept of ‘leadership’
30. Women and their relationship to Power:
Taboo or new Corporate Governance Model?
WOMEN AND POWER ?
2. A power that can be tamed to do well
Seizing power through competence in order to exercise it differently
The reliance on skills provides women with legitimacy
Women’s careers are not often motivated by the attraction of power, but the
desire to have a positive impact.
Power is closely linked with the sense of responsibility
All the women interviewed shared an acute sense of responsibility, notably
with respect to these aspects:
① The duty to participate in the change of a system of Governance
(company or political)
② The absolute respect of the rules and ethical principles
③ A specific responsibility towards other women, namely those of the
younger generation
31. Women and their relationship to Power:
Taboo or new Corporate Governance Model?
WOMEN AND POWER ?
3. Possible Differences related to the Governance Culture
The “ Anglo-saxon” Model
simplified in regards to Gender issues due to policies of assumed diversity
well-established rules of governance that restrict the exercise of a vertical
power and power conflicts : being in a position of power is not perceived
as causing an isolation & conflicts are better managed.
In Republics that are, or were previously socialist
There is not many challenges on the basis of gender, since women have
had access to power positions in the context of an egalitarian policy.
However, interviewees have strongly expressed their desire for change in
the way power is exercised.
In countries that are still non-egalitarian
Women appear as “heroes” concerned with fighting for the common
good. They are not only engaged in the plight of gender equality within
companies, but within the whole society, as well as in policy-making.
32. Women and their relationship to Power:
Taboo or new Corporate Governance Model?
SYNTHESIS : THE 4 PARADIGMS SHIFTS LEAD BY WOMEN
① A power “to act” rather than power for power’s sake
② The search for the collective exercise of power: an
non-executive Board set-up and run as a “Team”
③ A disinterest for power games and struggles, but the
wish to serve the “general interest”
④ The reliance on skills (for reassurance)
33. Women and their relationship to Power:
Taboo or new Corporate Governance Model?
In other words, it appears that women will seek positions of
power, mandates on boards with a desire to improve
governance; to have an impact; to make themselves
useful.
1. A power “to act” rather than power for
power’s sake
"I have just joined the Board of Lagardère, my goal behind this
commitment is to be useful, to make my contribution to the
organisation in order to be able to contribute to change.
Women have the appetite for societal issues (CSR, sustainable
development, NGOs, civil society, gender equality...)”
H.Molinari
34. Women and their relationship to Power:
Taboo or new Corporate Governance Model?
2. The search for the collective exercise of power:
A Board is or should be a “Team”
”Power can only create a feeling of isolation
according to…the way you exercise it.
The exercise of power can, in fact, be a
powerful source of collective energy ”
N.Mesny
35. Women and their relationship to Power:
Taboo or new Corporate Governance Model?
The majority of the interviewees mentioned some discomfort when faced
with conflict. Women seek mediation rather than confrontation, but do not
hesitate to assert their position when it comes to defending their values.
They are particularly courageous and committed.
3. A disinterest for power games and struggles,
but the wish to serve the “general interest”
”Concerning power conflicts, I try to understand the position of others, I
express my own, I try to bring both of them to the forefront in the best interest
of the company”
B. DALLIBARD
"Women are prepared to take a strong stance in the event of a disagreement”
S.OUZIEL
36. Women and their relationship to Power:
Taboo or new Corporate Governance Model?
All interviewees cited the importance of having the right ‘skills’ in order to
justify their position as an “eternal imposter”:
4. The reliance on skills (for reassurance)
“Past professional experience and expertise play a very important role in acquiring legitimacy that
does not depend solely on quotas. Women are often judged on their experience and
‘accomplishments’, whereas men sometimes have the privilege of being judged on their
potential. Women have no room for error, if we want to keep our position we ought to arrive well
prepared!”
B. DALLIBARD
"When you're a female quota, it means we must prove your legitimacy twice as much as
anyone else”
A.AUCONIE
“Education is not enough: a women must be legitimate, functional, sectoral, international, etc..
The professional background is important though women are often disadvantaged compared
to men (with respect to time)”
C.LEWINER
37. Women and their relationship to Power:
Taboo or new Corporate Governance Model?
WOMEN AND CORPORATE GOVERNANCE ?
•Do you feel
particularly
attached to rules
and ethical
conduct?
An absolute respect
of ethics and rules
An absolute respect
of ethics and rules
•Does power
create a specific
responsibility?
A idealistic vision of
Boards in terms of
responsibility
A idealistic vision of
Boards in terms of
responsibility
• A desire for diversity on Boards
A clear vision on the
role of Non-
Executive Boards
A clear vision on the
role of Non-
Executive Boards
•FRANCE 92%
•ABROAD 65%
•WBEBR Alumni
100%
“YES”“YES”
•FRANCE 85%
•ABROAD 87%
•WBEBR Alumni
100%
“YES”“YES”
38. The role of a Non executive : an idealised vision of the
role
Know the field/sector
Participate in specialised committees including the Audit Committee
Provide specific expertise/skills
Have the ability to understand complex issues by making them easily
understandable and executable
Monitor and assess the implementation of strategy
But also:
Manage the business strategy and the coaching of the management team
Integrate the dimensions of "long term”
Participate in the creation of what makes the company "preferred” by clients:
Sustainable Development
Challenge the current Business Model to strive for improvement
39. A desire to Modernise Boards:
A demanding concept of "GOOD GOVERNANCE" within Boards
We need to change the Governance Model: at the moment → too financial, not
operational enough. There is a systematic lack in the Agenda of Boards: HR Policies
and aspects (including succession planning); technical and technological skills.
The role of the board is to ensure the sustainability of the company and not only the
income of Board Members!
The issue of compensation is important
→They must be linked to more demanding and specific performance criteria
→They must be justified: this is important for social cohesion.
Boards should be evaluated more frequently based upon stricter criteria, in order to
improve the functioning. The magnitude of the crisis led to a return to core values:
quality of management, composition and functioning of the Board, leading.
40. Regarding DIVERSITY…
It's better when administrators are very different.
→ It’s the range of combined skills and profiles that create the ‘wealth’ of a Board.
→ It’s the product of the juxtaposition of opinions and personalities that make
‘good advice’
The challenge is help the Boards evolve, so that they become more diverse, where
the profiles of the Board members become:
→ complementary (different profiles and backgrounds)
→ more feminine
→ more international
→ younger
French companies must be able to internationalise & diversify their Boards
by integrating more women...
Women on Boards often look at the issues with “fresh eyes” due to the fact that
they are new to Boards
→ more independent from past decisions/actions
→ more sincere & genuine
41. CONCLUSION:
05.03.17
Towards a mixed power model versus a
change in mode of leadership and
governance ?
Journal of Research in Gender Studies
Volume 4(1), 2014, pp. 101–140, ISSN: 2164-0262
Women on Boards: Sharing a Rigorous Vision of the Functioning of Boards,
Demanding a New Model of Corporate Governance
VIVIANE DE BEAUFORT - Beaufort@essec.fr - @vdbeaufort
LUCY SUMMERS - lucy.summers@uqconnect.edu.au
42. THE ‘ADDED VALUE’ OF A MIXED LEADERSHIP MODEL
THE NORMALISATION OF WOMEN IN POSITIONS OF POWER, THE CURRENT
EVOLUTION IN OUR SOCIETY WITH THE INCURSION OF DIVERSITY, AS WELL AS THE
DEVELOPMENT OF NEW MODELS, ARE CHANGING THE GAME.
A MORE EMOTIONAL WAY OF THINKING IS MORE IN STEP WITH A HUMANIST LEADERSHIP.
“MEN AND WOMEN ARE DIFFERENT – EQUALLY INTELLIGENT BUT WE BEHAVE DIFFERENTLY AND ARE
MOTIVATED BY DIFFERENT THINGS. […] BALANCED TEAMS PERFORM BETTER - HELENA MORRISSEY
“INSTEAD OF FORCING WOMEN TO ADOPT MALE BEHAVIOUR IN ORDER TO ACCEDE TO POWER,
WHY NOT ENCOURAGE MEN TO DEVELOP MORE FEMININE TYPES OF BEHAVIOUR? THIS TIME IS NO
LONGER FOR DUELLING, BUT RATHER FOR DUALITY,” RAFIK SMATI
“A CERTAIN CONFORMISM PREVAILS WITHIN BOARDS. BEING THE VOICE OF INNOVATION IS MORE
OR LESS WELL PERCEIVED. WE MUST EMPOWER BOARDS AND SUCCEED IN CREATING A REAL
DYNAMIC WITHIN BOARDS- S. OUZIEL.
A MIXED LEADERSHIP STYLE (ONE THAT INCORPORATES AND EMBRACES “FEMALE” QUALITIES) IS
ALSO A SOLUTION TO LIMITING THE EMPLOYEE DISENGAGEMENT TREND
05.03.17
43. Question: “Do you think that women have
particular/specific qualities or attributes?”
FRANCE: YES 69% - NO 23% - Unsure 8%
ABROAD: YES 78% - NO 4% - Unsure 18%
N.Balla: “Greater ability to listen, capability to more completely analyze subjects, and a middle of the road
perspective.”
B.Dalibard: “A perception of the concrete, motivated by a common interest, daring to ask questions (of HR
specifically), keeping their ego out of the way.”
D.Elyaacoubi: “More intuitive.”
D.Ernotte-Cunci: “More collective, using less unverifiable assertions, more courageous, more able to think freely.”
S.Ouziel: “Women do things for the good of the company and not for appearances. They have a real concern
about making things move forward, they are less into politics and their personal positioning. They bring more
objectivity and sense of the practical. Women are idealists and impassioned.”
A.Arcier: “Capable of cooperation and compromise, better ability to anticipate through listening and intuition,
better sense of the concrete.”
A.Bricard: “Women have by necessity a better ability to listen since in their feminine culture they have learned to
“listen” to the man (the father, the husband, the son), they have a greater capability to challenge their
perceptions as they have a less developed ego. And finally, since they place the general interest above their
own, they are less career-oriented, less calculating, they don’t hesitate to tell the truth even if it may be
upsetting.”