A panel, held at the Juno House women’s club and organized by the Urban Sports Club, brings together managers to discuss the role of women in team management and in developing leadership focused on balance and well-being. Paula Fernández-Ochoa, partner at MoreThanLaw+ and VivircorRiendo; Silvia Rivela, co-founder of DOWE and Femal Startup Leaders; Drolma Lizcano, CEO of Alqvimia; Liana Grieg, co-founder of Juno House; and Araceli Escobedo, Head of Marketing Spain and Portugal of the organizing sports platform, discussed the soft skills of female leadership before nearly a hundred attendees. According to the latest Woman in Business study carried out by the consulting firm Grant Thornton, 31% of management positions worldwide are currently held by women. An upward trend that, according to the same data, seems to have increased and reinforced as a result of the pandemic. The reasons? Greater empathy, more adaptability to change and a higher level of resilience. These were some of the conclusions of the panel The role of women managers in managing well-being in the company, organized by Urban Sports Club, the main sports platform in Europe, at Juno House, the new club for these women entrepreneurs and managers, and more friendly and flexible leadership.
The panel, led by the journalist Cecilia Martínez, began with the definition of what was the central focus of the event: well-being. The unanimity of her vision was also part of the beginning of the session. All the participants agreed on the balance of working conditions and the work space, and internal well-being, as key elements towards well-being in the work environment. Asked about the differences between female / male leadership, Araceli Escobedo, head of marketing at Urban Sports Club, summed up the general feeling of her tablemates. “We tend to favor organizations with greater well-being and prioritize strategies that are more empathic and more focused on employee health.” In this sense, from her position as CEO of Alqvimia, Drolma Lizcano pointed to “the need for cooperative, non-competitive leadership” between women and men.
Another of the points addressed during the panel was well-being as the cornerstone of success. “I believe that the key is once again in the balance in all your facets,” said Paula Fernández-Ochoa, from her managerial experience. “It is essential to take care of ourselves and educate ourselves to achieve what we consider success,” she developed. Given the role that companies played in the well-being and health of their teams, Sílvia Rivela, from her expertise in companies in the tech sector, referred to the “social responsibility of companies to connect teams and keep an active listening to discover what the people who make up our company need and what they want”.
One of the points that was developed during the second part is the conciliation of the roles developed by women in the workplace. “At Urban Sports Club we have detected that, especially after the pandemic, time is valued more,” Araceli commented. A reality argued by Liana Grieg, one of the founding members of Juno House. “We perceive that people want to make the most of their time. If a meeting is extended, it is divided into two different days. It continues, but at another time.
All the panelists agreed on the changes that technology has brought about for that value of adaptability to change, latent throughout the session. “For example, during the pandemic, we achieved early digitization of our business model in just 15 days. In this way, our partners were able to continue maintaining their income”, explained the Head of Marketing of the sports platform.
Sport, wellness and mental health
The third block of the panel highlighted the importance of sport as a mechanism for physical and mental well-being. “Many of the values of sport can be extrapolated to companies,” said Fernández-Ochoa. “In addition, it has been proven that workers who practice sports frequently increase their performance by 31%”, she developed. As a time management technique that combines sport and work, Rivela highlighted the so-called “walking meetings”, in the form of a walking circuit to encourage creativity.
Slow paced changes
In the section for conclusions and medium-term forecasts, the panelists expressed hope with the progress and development of these changes commented on during the talk, derived towards well-being and reconciliation of the work/personal environment. However, Rivela was somewhat more pessimistic. “Companies have to understand that if they want to be competent, they have to know how to evolve. Having a hybrid office is not everything”.