My motivation is the sum of these three keywords:
"relations," "structure," and "belonging."
Representing "my" stakeholders at the decision table was both a pleasure and a challenge. Navigating with teams and peers for 30+ years of work proves that it is my purpose.
But why is dealing with governments, communities, people, the press, NGOs, academia, and think tanks a pleasure and a challenge?
It is a challenge because you can't measure results or have a considerable impact; they aren't "controllable variables" like products, services, and pricing.
It is a great pleasure because I am extroverted. "Relations" is one of my three keywords. That's why I combined 30+ years in corporate affairs with 22 years of teaching in business schools—two shifts among travels, visits, key presentations, and one vocal chord surgery.
It is also a pleasure because I value "structure," which is my second keyword. I rely on actionable teamwork, methods, KPIs, actionable messages, and metrics. In my field of work, there is no yet universal metrics.
So, how to be compared, managed, compensated? I had to work hard to approve budgets, create several teams, and prove to CEOs and boards that we presented well-defined scenarios.
I became an international statutory director at Renault at age 33 and a post-graduation professor when I was 28 years old. I was the first Brazilian in my field of work to became VP for Europe and the Middle East, and I represented an iconic global brand: Nike Inc.
This proves what I always say to my peers when invited to talk: "You are the essential element of your business card." We, external relations professionals, can build and nurture relationships everywhere—from Brasilia or Brussels to Washington or Moscow—and measure results in our terms.
However, I always felt I had a second-tier job. I didn't understand but accepted that finance, operations, sales, and legal belong to the number one-tier.
They control variables like pricing, products, operations, and financial and human capital. And universal metrics. And they have reserved seats at the number one decision table.
All this started changing when 2019 came, and the Business Roundtable launched its game-changing manifesto, boosted by the 2020 "Stakeholder Capitalism" World Economic Forum.
My third keyword is "belonging." As a "relentless learner" (that was the text below my photo on the Fletcher School's ad in The Economist) and an extroverted person, I fulfill my capacity when I am with other people.
With an internally level playing field for stakeholders, my peers and I will learn more, exchange more, and expand relationships. Everyone will be together! I love to learn from finances, for example, and now I can imagine doing this in the right way: working together!
My motivation is the sum of these three keywords:
"relations," "structure," and "belonging.
