Angela told me that the Chinese culture is based on a totally equal vision between man and woman, as “both hold up Heaven above us equally”. This culture practically results  in the support the government/companies give to working women in the form of           care-systems, i.e. infrastructures / kindergartens directly created within the working environment, designed to help women reconcile the various aspects of their lives. The culture that she has found in Europe is totally different, even in Germany, the country led by a female leader for years, and which despite that seems to position itself not too well in the European rankings linked to the Diversity theme. Germany still seems to have a long way to go with regards to the development of female work and is taking the first steps in the right direction right now. An example can be seen in the introduction of regulations at the end of 2020 that require listed companies to have at least 30% of women within  executive committees (a rule similar to the “famous Italian female-quotas”) or through the massive adoption of smart-working, which the pandemic has accustomed us so much to, allowing for greater flexibility. 

Angela is also convinced that an important role is still played by stereotypes. Men, who still undeniably represent the majority of the ruling class, often tend to look for characteristics similar to their own in collaborators ... therefore women with a style that is too "nice” risk being underestimated, while on the other hand those ones emphasizing their own leadership, behaving a little outside the box and not complying with typically feminine patterns, risk  perceived as "aggressive" and almost "unpleasant". Companies therefore must promote a cultural change, aimed at accepting the attitudinal differences of men and women - they can complement each other and represent an added value. Furthermore, when selecting personnel, she suggests always taking into consideration the fact that women often tend to less self-promoting about their achievements. They seem less ambitious for a career advancement and are almost urged to talk about it. On the other hand, men, so determined and apparently aware, often tend to present themselves well and they are not afraid to apply for a job which they can grow with. These dynamics, if not considered, can therefore be very misleading in selecting the right candidate. 

Angela was the pioneer promoter of the launch of development programs for Female Talent within some multinational corporations, aimed at creating the cultural change we mentioned earlier, but also at strengthening leadership skills and female executive presence. It often happens that high-potential professionals lack a bit of self-confidence due to the most varied reasons, character or culture and environment in which they grew up, and that unfortunately ends up weakening their communicative effectiveness. These programs are aimed precisely at strengthening one's self-confidence and one's image; she told me about some examples of women who participated and benefited greatly. 

According to Angela women do not need to be taught how to grow on their own path (as long as they know what they want to achieve), but they only need to be provided with the right means to shine at their best! 

Looking at the statistics again, the UK seems well positioned on equal opportunities. I asked Teresa how she thought the UK had differentiated itself from other European countries; she told me that the situation in reality was not so rosy when she started her career during the 90s. It is also true that precisely in that period (between the 90s and 2000s), Great Britain began to place a great emphasis on the role of women also in the Operations and Technology sectors, by promoting gender difference among companies as an important value. This constructive comparison could give some food for thought and new useful projects aimed at the development of the business itself. On the other hand, the UK has conducted in an exemplary way a campaign of cultural change also directly in schools, addressed to young women, through the promotion of the technical degrees (eg: Engineering) and developing an open mind to push the growth of women in managerial positions. 

Teresa strongly believes in the fact that no one better than women managers can be a valid promoter of the battle for gender equality and can support the development and professional growth of other women. They can actually recognize their potential and talent more than anyone else. That absolutely does not mean favoring women "regardless", or that they deserve a role in virtue of mere diversity, but it means that we must fight for equal opportunities, for at least an objective evaluation during a selection process. 

Teresa's advice? "Believe more in yourself, and have the courage to make your voice heard!"