26 April 2012 • Brussels

with the support of the women-friendly companies

TIME TO CHANGE!How to break free from old models

REPORT 2012

UMP welcomed an overwhelming diverse audience of more than

500 women who all shared one common goal: to learn from each other. One of our participants summed up the day perfectly: “The JUMP Forum is anything but another day in the office!”.

It was wonderful to see so many invest “me” time away from their work and/or home commitments to be with, and among, women from various professional backgrounds, cultures and challenging situations. I was awestruck throughout the day at the lengths some women will go for their own personal and professional development: one woman brought her baby with her. Now that’s commitment!

We offer women and men a wealth of opportunities for networking, sharing, finding common or different ground, listening, learning, being inspired, energised, praised and pampered as a “star for a day”.

On 26 April, we unearthed several key answers to help find solutions on “how to break free from old models,” especially those working models that are no longer fit to serve women, companies or society. Mia Doornaert, our superb moderator for the day, rephrased that key question perfectly: “Why are there so many women in companies at the entry level yet so few at the top?”

What does the new model look like?

All around us, there is change. Technology is enabling mobility and a different way of working. It’s now up to all of us to change how we think, feel and perceive these changes, and learn to adapt to them. Only then will new models take root.

One of the key challenges facing employers and employees is finding the right balance and adopting a different approach towards work. Employers need to attract and retaining the best talent for the job. Employees (both women and men) need to integrate their career and personal aspirations.

As was pointed out in our plenary sessions, “industrial age working models are outdated. We need to transition into 21st Century organisations. Work is no longer about having a fixed location, a fixed time of work, with managers in control. It’s no longer a place where you go, but what you do. The ‘up or out’ approach to careers is fast becoming a thing of the past. The typical pyramid is collapsing.”

The new working model is based on trust and flexibility. It must enable women and men to work in a much more autonomous way. It must bridge the gap between what businesses need to succeed in difficult times, and the talent, leadership and diversity-related challenges they are facing. Organisations need to accommodate and empower people to make their own choices on how

to manage their own career and at their own pace.

Women are changing society and businesses profoundly. In order to become an inclusive, competitive and sustainable society, women need to be valued for their strengths, competences and qualities instead of trying to change them into men.

The Brussels JUMP Forum’s 6th edition

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According to Tracey Carr, “the new model is not about turning women into men. It’s about embracing a wider range of female and male leadership styles.”

Chairwoman, Miet Smet recognises that new technology is one of the key enablers in making this new model work. It offers plenty of options for greater flexibility as well as the possibility to combine different lifestyles. However, “there is a risk attached to being able to work anytime, anywhere, anyhow,”

“I believe that we can consider JUMP an established player in addressing, creating and changing issues that help women advance in the workplace.” Isabella Lenarduzzi

she warned. “With so much flexibility, it’s important that people manage their work/life balance well to avoid never really switching-off from work.”

How to go from old to new model(s)?

Change starts at the top. Companies need to embed change in their business strategy and address the fears that some leaders have, such as: “if we can’t see them, how do we know they’re working?”

It’s all too easy to pay lip service to the idea of moving to new models. We need to face reality and look at the facts. In the words of one of our speakers, “the proof of the pudding is in the implementation and that remains a work-in-progress.”

Isabella LenarduzziJUMP Founder

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Why JUMP is pink

Pink is symbolic of femininity. It’s also a colour that a growing number of influential women and those heading for new horizons are very comfortable to identify with because it stands for female authenticity. We no longer have to hide our femininity and core values or adapt them to the dominant leadership style in order

to progress in our careers. Women in today’s workplace, even those in top positions in old-style male-dominated environments, can now express their feminine values with pride.

Using pink is daring to make a bold statement.Pink can be powerful, feminine and a business colour too.

What role JUMP play?

“JUMP plays a very positive role. It instills in women the belief that there is no reason why they can’t be equal to men.” Denis Stokkink

”JUMP is important in helping raise awareness about what still needs to be done. It’s extremely important to tell women that they can, and must, have expectations and ambitions thanks to these new ways of working. Today, combining not just a job but a career with your personal life and family, is possible.” Mia Doornaert

“The true value of JUMP is its independence. It creates opportunities for decision makers to come together and build a path for the future.” Nathalie Bekx

“JUMP is about debating all of the really key issues. It’s not about pushing one single viewpoint forward, although it is quite clear on where it stands. JUMP is a fantastic portal to lots of different ideas. It’s not just about the workplace, or careers or professions; it’s also about women’s personal lives. That makes it a very human forum. I think that’s one thing that women can really bring that is changing the world of work, to make it more human. We need to make it more human.” Alison Maitland

“JUMP is great because it’s about bringing the conversation out of the closet. Let’s not deny who we are as women in business. Let’s not try to be a ‘man in a skirt’ or do what Margaret Thatcher had to do in the 80’s or the women who rose to positions of power in the 80’s had to do. We don’t have to do that any more. JUMP is a symbol of embracing all of the feminine and being in feminine power.” Tracey Carr

“JUMP is a motivational catalyst. It is a Forum to test and challenge ideas, to take on best practices from others. It stimulates making progress, and that is a driving force.” Yves Van Durme

“I am proud to be a feminist! I have been one all my life” Miet Smet

Miet SmetBelgian Minister of State JUMP Forum 2012 Chairwoman

“I’ve been around for the last 40 years. I see the same things coming back, the same things needing to be repeated, over and over again. But progress has been made, even if there is still a lot to be done.” Miet Smet

Over the past 40 years Miet Smet has dedicated her illustrious career in shaping the political agenda for women: equality between women and men, violence against women, gender-neutral job classifications, the pay gap, and the representation of women on advisory boards. Following a recent public outburst about sexual harassment and abuse, she acknowledged : “It often takes a crisis for something or someone, in this case women, to be taken seriously.”

Miet has held several prominent roles in her political career: her greatest achievement was laying the foundations of Belgium’s policy on equality between men and women. As such, she is a dedicated supporter of JUMP believing it plays an important role in promoting gender diversity. She adds, “I believe JUMP needs to play an even wider role, not only towards women, but also towards society as a whole, and that includes men!”

Women in politics have pro-gressed more than those in corporate life

uotas have played an important role in helping women get elected. A law

enforcing political parties to ensure that half of their elec-tion list comprise of women has seen the number of women in politics increase from 10% to 40%. However, as Miet points out, “We are not seeing the same phenom-enon in corporate Belgium… The majority of companies continue to be represented, steered and managed by men, as they have been for all these years.”

Belgium has to change and move to a more inclusive economy in which the qualities of women and men are equally recognised and valued in the workplace. That’s the way forward. Whilst quotas are not popular, they do the job. To quote Viviane Reding, “I don’t like quotas but I like what they do!” Norway is a shining example.

We must avoid becoming slaves to technology

In her closing words, Miet shared her belief that new technology and communication are driving the de-velopment of new working models.

However, she stressed: “we mustn’t ignore the human aspect or the impact that new ways of working have on our lives and relationships. We must avoid becoming slaves of new technology!”

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ia brilliantly moderated the two plenary conferences: “Future work: A new model for the digital age” and “Future leaders: Taking the conversation beyond

our differences”. Each featured keynote speeches followed by a panel debate. The sessions addressed how technology is changing the way we all – women and men – work and how female and male leadership can evolve. Both conferences provided ideas, thoughts and suggestions on how to break free from old models.

There is a big gap between the leading organisations and the rest

Although powerful demographic and technological transformations are happening, Alison remarks that there is a big gap between those companies that are leading the change to a new model of work and the rest. The rest need to catch up. As people live and work longer; as the number of women in the workforce continues to rise; as men want to play a more active role in family life; and as the digital generation search for a different deal from work there is a common cry from people, regardless of

gender or age: they want greater autonomy and choice. In addition, climate change is demanding a reduction in the carbon footprint and unnecessary travel. Amid the economic crisis companies are placing greater emphasis on cutting costs, increasing productivity and attracting and retaining the best talents. To retain their competitive edge and stay ahead of the game, they need to rethink their old working models.

Alison MaitlandCo-author of “Future Work: How Businesses Can Adapt and “Thrive In The New World of Work”

How to break free from old models?

Mia DoornaertWriter and Newspaper columnist JUMP Forum 2012 Moderator

Alison Maitland on Future work: A new model for the digital age

Plenary conference Future work: A new model for the digital age

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“The new model of work is based on trust, treating people as adults, and rewarding results, not hours.” Alison Maitland

Companies, and especially their leaders, need to acknowledge that change is happening

Organisations are being prevented from implementing this change due to a lack of leadership at the top; a lack of understanding about how the world is changing; and how things need to change. “Some leaders and managers don’t understand the business case for having a shift in attitude and culture,” said Alison. “Their own fears about losing control over people – if we can’t see them, how will we know they are working –must be addressed if organisations want to judge people on performance instead of their presence in the office… This is what will make change happen.”

Successful transitions will be based on TRUST

Alison states that making a successful transition is based on 5 TRUST principles:

Alison concluded by stressing that many of the required leadership skills are those in which women score more highly than men: team building, understanding the wider implications, emotional intelligence, giving feedback and rewarding people.

“Women are the new nomads.” Nathalie Bekx

Women want it all

For the majority of women, family is more important than work. Family comes before professional ambition but women want more out of work than just money. They want to feel useful and be able to develop themselves.

Unlike their mothers, women do not want to make choices. They want it all by combining their job, family life, household and personal development. The result? They trade and buy time to be able to spend more (quality) time with their kids and family.

How do women see the future of work? Why do women work? What do they think about their career and ambition?

These were just some of the questions asked in a study for the European Social Fund conducted by Nathalie Bekx. The results unearthed several revealing insights into what a new model could look like.

Women trade time, for time

Women buy products that help them save time; they outsource household work, especially younger women (age 20-35). Women with kids expect their employers to give them flexible hours, a remuneration based on performed hours, not on performance, and unpaid leave during school holidays. Overall they expect freedom, and see no issue in deferring and picking up their careers after a “kid’s survival” period.

What is clear is that if employers want to attract and retain women, they will need to cater to these needs and with the support of mobile technology they can.

Asked what they dreamt of, Scandinavia seems to be the role model for women due to the facilities and conditions for part-time work, child-care and retirement benefits.

Nathalie BekxCEO Trendhuis and Author of “Generatie M. Me, myself & I” and “Chickentales”

“Both employees and leaders have their role to play in making the transition work. Employees should consult their teams, get allies, approach their managers, think about self-scheduling systems in their teams, and point out what other organisations are doing,” explained Alison. “Leaders, on the other hand, need to challenge why people can’t work more autonomously, start pilots, treat people as adults and trust them.”

reating people as individuals.

rusting your people;

ewarding output not hours;

nderstanding the business case – why you need to change;

tarting from the top, as leaders need to be role models;

Nathalie Bekx on The diversity code: unlocking the hidden potential

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Miet SmetBelgian Minister of State JUMP Forum 2012 Chairwoman

Christel VerschaerenIT and Change Management Director at IBM Europe

Sara GoyensDiversity Officer at Deloitte

Denis StokkinkFounder of the European Observatory of Diversity and President of Pour la Solidarité

“We need to start at the top. JUMP must address company managers.” Miet Smet

Views from the panel

“While technology is an enabler, behavourial change is vital for the transition to new ways of working.” Christel Verschaeren

“Young people are helping to shape the new way of working. Their career aspirations are inspiring.” Sara Goyens

“We should avoid the downside of teleworking, where you end up with double working days.” Denis Stokkink

Miet Smet believes we are still too modest in our demands to companies. Companies should be forced to foresee extra legal pension benefits so that women could have better retirement earnings (they earn only 60% of men’s retirement allowance).

Christel sees managers playing a vital role. They must change their behaviour and coach. Women, on the other hand, don’t speak up enough and are not good at responding to the question: what do you want? They must ask for support if they want to progress

Women need a support network and are getting more comfortable with asking and accepting help. It’s crucial in view of career management, to guide employees in transitioning to parenthood, both men and women..

Alison Maitland: “Remote working, in general, is not the end of the office. People are social animals. It’s important that people find ways to get together and meet face-to-face. Companies must arrange for places and events where this can happen”.

Nathalie Bekx: “Women and young people want to be proud of their employer, of what their employer means to them, hence the rising success of Corporate Social Responsibility”.

Plenary conference Future leaders: Taking the conversation beyond our differences

Tracey talked about why denying gender differences is not a meritocracy; what research reveals about it; what our collective responsibility is; and how we can change corporate culture.

We should not deny gender differences instead get them out in the open so we keep the women who want to work in a male-dominated culture. Tracey added: “Talking about gender differences may lead to stressing the usual stereotypes but, if we want to understand what the differences are between the sexes, unless we talk about them, we’ll never go beyond

stereotypes.” If we look at female and male skills at their extremes, most women are in the middle.

Research Tracey conducted in 2005 showed that 67% of women surveyed perceived they weren’t promoted or recognised on an equal basis to men. In 2012, that figure was 95%. This clearly shows women have become more conscious about the fact that the corporate culture is not really serving them, and that there is still a lot of talk and no

Tracey CarrFounder and CEO of eve-olution

“A lot of women want to be in leadership positions. They just don’t want to act like a man in a skirt.” Tracey Carr

Tracey Carr: Talking about gender differences, not denying them, will drive change

Jean-Charles van den Branden: What stops women from reaching the top?

Most people say “yes” if you ask them whether it’s important to have women in leadership positions. That is not the issue. The issue is they don’t understand why. The business case for having female leaders on an equal par to men so that companies perform better appears not clear enough.

Working part-time; having flexible careers; taking leave of absence; and returning to work: it all looks good on paper but it’s not so easy in practice. Jean-Charles assumes men and women have equal opportunity at his firm (Bain & Co) but he is

action. “That’s quite a dangerous position to be in,” warned Tracey.

As Alison did, Tracey stressed the fact that for change to happen, both strong leadership and recognition of the shift in beliefs and identity, is required.

proved wrong. When looking at the data, he noticed a churn of good women for no apparent reason. “Without women leaders,” he states, “we just exclude half of the talent pool. Moreover, women bring different perspectives.”

Jean-Charles believes the reason women have a hard time getting to the top is related to the challenges associated with competing work and life priorities. The burden for working women is bigger when they have kids. And women’s lifestyles (at work and at home) differ from that of men.

Jean-Charles van den BrandenPartner Bain & Company

On the subject of quotas, “When it comes to how to get there, quotas are not the right way,” he says. “Making gender parity more visible by setting goals and measuring results is,” he concludes.

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Yes and no. At first glance, leadership, whether male or female, has the same characteristic, although the styles between them are different: female leadership styles tend to be more people-oriented (relational), team-focussed (sharing) and intuitive (emotional) where male leadership is more directive (controlling), task-oriented (individual/self) and analytical (unemotional). Other leadership differences are linked with personality, contexts, training, education, but not gender.

We need to “deconstruct” viewing competencies in terms of sex. The risk of seeing leadership in terms of gender is that women leaders are marginalised in businesses where we find more women: HRM, communication, public relations (family competencies). Even in

those, men tend to be leaders in more powerful positions such as financial, data processing, technology, and operational functions.

In order for organisations to instill greater gender equality at the top, everyone has to agree, and that’s not the case at the moment. There’s a power struggle. And, although the rules of the game are changing, those in power today are reluctant to share it, and are resisting being challenged. However, by sharing resources and positioning women in seats of power, companies can reap many benefits, especially in social responsibility.

Annie CornetProfessor HEC-Université de Liège, Head of Research Unit EgiD

“If something’s built it can be rebuilt.” Annie Cornet

Women and men in leadership: are they different?

Annie Cornet’s sabbatical in the US gave her great insights into how Americans think, behave and act. “In the US, they talk about what they did, what they’re doing, and what they will do,” she explained, “and not about brakes or barriers.” Clearly, we can all learn from them and look beyond barriers when it comes to change, diversity and organisational behaviour.

Views from the panel

Aniela UnguresanCo-founder The Gender Equality Project

Aniela Unguresan: “We have reached an unprecedented level of awareness when it comes to the issue of gender equality in the workplace. It now the right moment to translate this awareness into concrete action through a systematic and structured approach to fostering gender equality: what gets measured, gets done! Three reasons why change is so slow:

1. Gender equality is still vastly considered as a moral obligation, a layer on top of a company’s core purpose rather than fundamental to it. Talent is a cost and women are a niche group.

2. Incremental changes do not seem to be effective. It is the disruptive changes that have proved to move the needle in significant ways.

3. Gender equality is about fostering cultural norms and workplaces that encourage women and men to provide both emotional and financial care to their families. A woman’s successful career has two key ingredients: the right employer and the right spouse.”

Michel de Kemmeter: “We have to learn from women, not women from men! Women can multi-task, are great at co-creating and collective intelligence and are humble. Men are big boys with big egos who prefer linear solutions that no longer work. Three-dimensional female thinking is the way forward. It’s time we learnt from each other.”

Michel de KemmeterAuthor of “Les valeurs de l’argent” and Founder of UHDR UniverseCity

Facts and figures

think that the JUMP Forum delivers good inspiration and personal development tools

83%

enjoy the JUMP Forum special atmosphere

92%99%think that JUMP answers totally or partially to their needs

think that the conferences and workshops themes are very interesting

82%

JUMP Forum participants profile

90% 10%

14% top management

21% business owner

53% employeesmiddle management

15% are moderate 17% are moderate

of the JUMP Forum participants

40% aged 35-45

40% French speaking

35% Dutch speaking

25% English speaking

Programme 2012

11:00-12:30 Plenary conferenceFuture work: A new model for the digital age

13:30-14:30 Talk-showWomen are heroes!

Future leaders: Taking the conversation beyond our differences

Plenary conference16:30-18:00

09:00-10:30 HR SeminarHow to align high performance with sustainable career-life fit by converging career expectations and personal needs of Women and Men in the changing world of work

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09:00-10:30 Training workshopsHow Personal Brandingcontributes to empowerment

Women leaders coming into their own

Yes, you can… have it all! Claim je passie, dump je losse eindjes, win quali-time

Réussir ma carrière et mes amours aussi!

Et si vous preniez le temps de penser à votre argent?

14:30-16:00 Training workshopsBalanced leadership – Exploring the dynamics of masculine and feminine energy within you

Use your personal talents inside the organisation, to contribute to solving global challenges

What’s a Unique Selling Proposition (USP) and how does someone like me get one?

Are you ready to lift yourself from being a leader to leading ladies?

Vous êtes unique mais pas imprévisible!

Brand Me – A journey through choices for talented women

What participants say

We don’t have an event of this calibre in the Netherlands. It’s striking, however, how the themes and challenges that we face are so similar and universal across regions.

J'ai beaucoup apprécié le juste équilibre entre féminisme et féminité, ainsi que la qualité des intervenants.

The JUMP Forum is the perfect environment to meet interesting people who can help fuel my business.

I particularly like the mix between business and personal (development) themes. This is what makes JUMP different from other events.

An inspiring day that makes us realise we’re not alone.

Being at the JUMP Forum helps me get inside a woman’s head.

I love the impressive network of women all under one roof discussing business and listening to women with influence! It’s totally energising, stimulating and uplifting.

Valentine Dumont

Frédérique Charlier

A male participant

Anita Descheemaecker

Exploring the masculine and feminine energy within you Michèle Mees

sabella Lenarduzzi has created a defining landmark with JUMP Forum, and it seems to get even better year after year. It’s a fantastic event, packed with need-to-know

content and love-to-do workshops. The extremely positive vibe is a real energizer for every participant.

IThe first time I attended was in 2009, a difficult year for most businesses and the economy at large. The key question was “Can women rescue the economy?” Now I definitely believe they can. Not to get it back on track and continue on the same path, but to make a fundamental shift towards a more sustainable and balanced economy. Together with men who share the same concerns and vision.

So unlike the Titanic, women would not be hurried off into lifeboats to escape the sinking ship. On the contrary; women would be invited into the engine rooms and the engineering teams to try and fix the giant tear in the ship’s flank.

Unlikely scenario, as the engineers working in the belly of the ship would probably not receive the female newcomers with open arms. And why would these women want to fix a broken economy that is based on predominantly masculine values with which they can only partially identify in the first place?

We don’t need a quick (or even slow) fix that doesn’t question the fundamental drivers and systems. We need to redefine the key values underlying business, the economy and society at large. That’s why I was so happy with JUMP Forum’s theme for 2011 and 2012: we are

moving away from talking about gender diversity to thinking about leadership and how to break free from old models.

This year I had a highly valued and appreciated workshop with an enthusiastic group of men and women looking for new ways forward.

Balanced Leadership is a way forward; it’s about men and women recognizing, valuing, developing, and using their masculine and feminine qualities and energy. It goes beyond gender and challenges individuals to develop an inner balance, a balance in their team and ultimately in their company.

We are now at a turning point, but we remain attached to the old, the familiar. In order to successfully adapt to the challenges we face, such as a more diverse society and workforce, creative and collaborative work environments, sustainable entrepreneurship for health and well-being, we need to let go of our old ideas.

The notion of what a leader needs to be is being challenged. Today, principally masculine values are used and appreciated in professional environments. There is, however, a substantial need for the injection of feminine values to complement the masculine model.

As long as we cling to the dominant masculine culture in which the feminine – present in all of us – is undervalued and underused, fundamental change is impossible.

During the workshop we discovered our personal balance between our masculine and feminine inner pole with a self-assessment tool. We investigated how our upbringing and life experiences influenced that inner balance, and how we could benefit from developing more masculine or more feminine qualities to restore balance and becoming more effective.

Since none of us operate in a void, we also took a look at a corporate culture typology that describes where companies are on their evolution towards a more balanced culture.

Michèle MeesAuthor “The Balanced leader” and Partner at Centre for Balanced Leadershipwww.balanced-leadership.com

Needless to say I was extremely happy to discover that the Balanced Leadership workshop was valued as the best workshop of the day.

I strongly believe that it is time to break free from the old models. Balanced Leadership plays a crucial role in this transition, as it moves the focus away from (mostly stereotypical) expectations we have from male and female leadership, and turns our attention to balancing the masculine and feminine that is available in every one of us, for the benefit of our businesses and society at large.

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What participants say

An event like the JUMP Forum brings us (women) all together! And I even found the time to have my nails painted for the first time! Wonderful!

I’m impressed with the organisation and the excellent choice of workshops; the best Forum ever.

J’ai vraiment apprécié l’atmosphère, et j’en suis sortie plus forte et avec plus de confiance en moi.

At JUMP, hierarchy is a thing of the past! Instead, we’re all bonded at an event like JUMP by our common gender where titles don’t matter and sorority embraced.

We’re all professionals! Founder of Amazon, Jef Bezos says: ‘Work hard, have fun, create history’. JUMP does all three!

Er hing veel energie in de lucht in Passage44 vanmiddag!

Where else can you network with such a high level of international speakers? And in such a friendly environment where the solidarity among women is electrifying.

Liesbeth DillenShe works with women

Mia Doornaert

Ilaria Volpe

I Jumped! Sandra Vanhaeverbeek

ast Thursday, April 26th 2012 could have been just another day at the office. Get up early, take care of the household, get ready for work, traffic on the ring, hello colleagues, a

cup of tea next to the keyboard, e-mails,… but no! Last Thursday was not a regular day, it was a day where I would listen to interesting theories, share experiences, meet incredibly inspiring women, learn about myself and others… last Thursday was the 6th edition of the JUMP Forum.

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When I prepared my forum day a few weeks ago, I had a look at the program and the first thing I thought was, wow, my day is going to be well filled. There were so many workshops, seminaries, discussions, possible networking opportunities and as a cherry on the cake – I could also have my nails done!

It’s all about planning

So I planned well and I started the day with an HR seminar. How could organisations adapt to the new type of lifestyle their employees were longing for and ensure high performance was meeting work-life balance and talent retention? It made me wonder what the role of HR support could/should be, realise once more how important individual balance and self-knowledge was. It made me want even more to help my clients owning their own life and career.

Next in my agenda was a workshop on future work and the digital age. Alison Maitland presented her work and book about the challenges companies are facing in a workplace that is changing, fast. I made a few key notes for myself: first, we all know the role of managers is crucial in changing work places; they are the first to have to adapt. And managers will have to take their

responsibilities if they want to keep helping the business “surfing the right wave”. Secondly, it is important for each organisation to have true leaders, motivators, who can reassure that there’s always a way forward, even in dramatic economic times. And finally, Alison reiterated the importance of trust: in oneself, in the organisation, in the people we work with.

So many things to learn, so many people to meet

It was midday and by that time, my brain was already in overdrive. There were as many discussions on-going in the hallway as visitors at the forum, individuals with a past, a present and an exciting future, ready to share, willing to mentor, thirsty to learn. I had already missed at least 3 tempting workshops but even if by that time I knew that as a woman I have super powers, I don’t have that of ubiquity – what a shame!

And because everyone needs a rest, it was time for me to fill my empty stomach with delicious items from the cold buffet. Would you be surprised if I told you that, in a women’s forum, even queuing for food is not boring? I don’t know if it was the limited time at our hands is or the female sorority in the air, but

networking took another dimension for me in that queue.

To jump back into the topic of the day, I went to listen to an incredible panel presenting “women are heroes”. I must say that all discussion panels were a delight. Mia Doornaerts played her role of moderator to perfection and the incredible women (and men) on the scene that day were as inspirational as one can be. But I must admit I particularly loved Nathalie Bekx’s humor, Aude de Thuin’s true language, Annie Cornet’s pragmatism, Bea Ercolini’s style (her socks mostly) and the incredible character of Chékéba Hachemi.

That afternoon, I listened to Tracy Carr describing women archetypes and how they are perceived in the work environment. Aren’t we all a mix of them all, the Geisha, the Invisible Woman, the Bitch, the Man? Do we need to be categorised to be understood? Well so be it, as long as we dare speaking out, stand for ourselves, know how powerful we are.

I left the Forum that evening exhausted but energised, the pockets overloaded with ideas and questions, a whole list of women to contact, books to read, promises to keep. And my nails not done.

Not just another day at the office.

Sandra VanhaeverbeekHR Consultant, People and Organisational Developmentwww.bluecornerconsulting.be

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Trainings workshops

How personal branding contributes to empowerment

Katrin Van de Waterwww.passionforwork.net

Career coach and founder of Passion for Work, Katrin enthused participants with examples of how personal branding can help direct one’s own career in the direction they want it to go. Her key message:

discover your talents, strenghten them and make them visible and you will asked for the job you really want! There is much more possible than you think!.

Women Leaders coming into their own - feminine leadership in action

Isabelle Pujolwww.pluribus-europe.com

Founder and Director of Pluribus Europe, Isabelle believes in the value of feminine leadership and, more importantly, that women can thrive in the workplace once they know how to master their personal

presence and authority. In this workshop, Isabelle shared insights on how women can take their feminine leadership characteristics to a deeper level.

ne of the key components of every JUMP Forum is training. This year was no exception. Eleven professionals led eleven workshops covering eleven

topics that addressed the priorities of women with ambition to learn, share and develop in order to be the best they can be and empower the change they would like to see. Here’s a snapshot of the workshops that were held in the morning and afternoon.

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Yes you can ... have it all! Claim je passie, je losse eindjes, win quali-time

Sara Van Wesenbeeckwww.plusorganizing.be

Professional organiser, coach and author of “Het Slimmer Organizing Boek”, Sara’s key message “win me-

time” inspired many with a lot of fun, no stress and 1010 glossy tips to have better, quality time.

What’s a unique selling proposition (USP) and how does someone like me get one?

Dorothy Daltonwww.dorothydalton.com

Talent management strategist and career transition coach, Dorothy raised key questions that lie at the heart of our personal brand and therefore our career strategy. In a hands-on workshop, participants

learnt how to make themselves and their success stories stand out by identifying and articulating who they are, what makes them special and where and how they add value, thereby creating their USP.

Use your personal talents to contribute to solving global challenges

Michel de Kemmeterwww.uhdr.net

Author of “Les valeurs de l’argent” and founder of UHDR Universe-City, Michel firmly believes that we need the talents and creativity of everyone, both men and women, to tackle the global challenges we

face now and in the future. In an interactive workshop, participants mapped out their personal driving forces and talents and began to find solutions together within their corporate missions.

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Training workshops

Are you ready to lift yourself from being a leader to leading ladies?

Liesbeth Dillenwww.sheworkswithwomen.com

Initiator of SHEworkswithwomen mentoring and coaching services for professional women, Liesbeth believes there is no one-size-fits-all solution when searching for change.

There are many solutions and many paths. In this interactive workshop, she guided people to choose contributors of change that are right for them.

Balanced leadership – exploring the dynamics of masculine and feminine energy within you

Michèle Meeswww.femco.be

Partner at the Centre of Balanced Leadership and author of The Balanced Leader, Michèle puts forward the idea that an injection of feminine values can complement the masculine model that’s inherent in our professional environment. To do that is to let go of old ideas if

we are to successfully adapt to the new working environment where feminine and masculine can thrive. These ideas and much more were at the forefront of this engaging and thought-provoking workshop that stimulated ideas, insights and inspiration.

Vous êtes unique mais pas imprévisible!

Chantal Vander Vorstwww.neurocognitivism.be

Managing Director of the Institute of NeuroCognitivism, Chantal explored the importance of being motivated and why defining our motivation is

the key to giving us the energy we need to advance in our professional and personal lives.

Et si vous preniez le temps de penser à votre argent? Gestion de patrimoine, succession, contrat de mariage, pension...

Marie HelsmoortelHead of ING Private Banking

Three top women addressed three top topics and helped answer three of the most important questions that are in the minds of all of us – How to grow my estate? How to

have the best personal cover against every eventuality life throws at me? How to optimise my succession plan and that of my parents?

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Brand Me - a journey through choices for talented women

Tille Verhaeghe www.elpnetwork.com

Project Manager Executive Learning partnership, Tille introduced her latest personal development pro-gramme targeting women and desi-gned especially for women: Brand

Me. For those searching for what it is they need to know and master in order to thrive in corporate life, this workshop helped provide a first answer.

Colette TechyWealth Analysis and Planning Advisor ING Private Banking

Marie-CécileHead of ING Private Banking Product Sales

Be impressive with a unique profesionnal picturePhotographer specialising in portraits and event photography, Ralitza Soultanova offered a professional photoshoot to the JUMP Forum’s participants and helped women increase their visibility on the social networks. www.ralitza.be

Women are heroes

Talk-show

The crucial role of mothers

Chékéba Hachemi, a fierce advocate for Afghan women’s rights, education and development, escaped her native Kabul in 1986 during the Soviet occupation (she was only 11). She worked in Karzai’s government and was the first female diplomat for the provisional government, named First Secretary of the Afghan Representation to the EU in 2002. Chékéba resigned from the government and today is focusing on a number of micro projects in the area of education and rural development, which target women in addition to raising awareness about Afghanistan. She lives in Paris.

When asked who her role model was, Chékéba was quick to respond. “My mother!” Already at a young age, she understood two things: what being independent meant, and that men rule. Her mother, a young widow with twelve children, taught her how to manage life. “She was a feminist without realising it herself!” says Chékéba. “I was separated from her at a very early age when I escaped. I said to myself, ‘if I arrive at the top of the mountain alive, I can survive anything; no man is ever going to hurt me’. And I did. I am now a role model for my two and half-year-old daughter, just as my mother was to me.”

Chékéba recounted stories of gender discrimination during her tenure as diplomat for the provisional government where, at meetings, she was often taken as a secretary!

Chékéba realises that the problems she is facing as a mother – picking up her daughter on time from school or arranging for child-care – are nothing compared to the concerns her mother had. She didn’t know whether her children were able to go to school at all.

Miet Smet used to think she didn’t have any role models, until she started realising how important her mother had become to her. She saw in her mother a self-confidence that came very naturally, an attitude that was unusual for women at the time.

Béa ErcoliniPublishing Director Elle Belgique-België

Chékéba HachemiAuthor of “L’insolente de Kaboul”

Aude Zieseniss de ThuinAuthor of ‘Si les femmes osaient” Founder of the Women’s Forum

Miet SmetBelgian Minister of StateJUMP Forum 2012 Chairwoman

Women shouldn’t be afraid to practice feminism

Aude Zieseniss de Thuin, founder of the Women’s Forum, and author of Si les femmes osaient, didn’t have a mother

to support her. This is perhaps why she sees her role to encourage and connect with women, especially

young women. She strongly believes that women must take care of themselves if they want to

succeed in their professional life.

“Unbelievably, we are experiencing a regression in the developed world,” she warns. “Women must be attentive to what is happening or they won’t have the place or equality they deserve.” She advised women not to be afraid to practice feminism. “As

women,” she concluded, “we have a duty to take care of each other.”

Miet couldn’t agree more with Aude’s comment that women have to help each other. “When you’re involved in women’s issues,” she added, “you quickly become someone women can confide in, a pragmatist who seeks solutions. But, looking back, we shouldn’t ignore the considerable progress that’s already been made.” A way to continue that progress, according to Miet, is the European Union.

Mia DoornaertWriter and Newspaper columnist

JUMP Forum 2012 Moderator

“It’s extremely important to tell women that they can and must have expectations and ambitions thanks to these new ways of working.” Mia Doornaert

Human Resources Seminar

How to transform HR in a world that’s changing fast?

Y (GenY) and the Baby Boomers.

Work is no longer a place where you go to, but what you do.

The working world is changing: we’re clearly seeing a convergence of men and women, hierarchies flattening and a lack of skilled talent. Generational needs co-exist as both GenY and the Baby Boomers are continually demanding more work/life balance in this new, virtually-connected workplace, which is increasingly supported by new advances in technology.

Yves pointed out, “It’s hard to believe that it’s only two years since iPad was launched, given the speed at which tablets are changing the

way CEOs work.” Technology is facilitating a workplace that is not only more multicultural but a lot more mobile. “Work is no longer a place where you go, but what you do,” Yves explained. “It’s no longer about high performance and having to make the choice between a career or family. It’s about being able to integrate both, hand-in-hand, and being happy.”

In the past, one university degree was sufficient in the lifetime of our careers but this is no longer the case. Skills quickly become out-dated and it is creative thinking that is fast becoming the key driver. Training and retraining is therefore a necessity to stay ahead. “Finding the right balance between processes,

Liesbeth Van MalderghemSenior Manager HRTransformation at Deloitte

Yves Van DurmePartner at Deloitte

his is a question many organisations have on their agenda

as companies look for new models not only to find great talent, but also to know how to nurture it, challenge it and above all, retain it.

Deloitte believe they have the answer: by moving away from the traditional corporate ladder to a corporate lattice model.

Deloitte Partner for Human Capital, Yves Van Durme and Senior Manager of Deloitte Consulting, Liesbeth Van Malderghem shared insights and recommendations of their new corporate lattice model, which they believe enables employees to manage their professional and personal aspirations in a more versatile and flexible framework. They believe this leads to increased performance and a sustainable work/life balance, aspirations held by both Generation

T

How to align high performance with sustainable career-life fit

27

structures and systems on the one hand and cultural and personal motivation on the other is not only important, it’s essential.”

Deloitte’s corporate lattice signals this shift in mind-set and reflects the multidirectional, flexible and expansive nature of how successful organisations are working today, across three core areas. These areas include:

1. How careers are built: lattice organisations are helping broaden career pathways to include lateral and diagonal directions along which people can grow and develop.

2. How work gets done: work being no longer a place where you go during set hours but instead what you do in a dynamic, increasingly virtual workplace. Globalisation, virtualisation, modular job and process designs, and team-based project work, among other workplace advances, leverage new technologies.

3. How organisational participation is fostered: lattice organisations are sharing information transparently, creating communities and providing more collaborative, inclusive and meaningful options for employees to contribute regardless of their level on the organisational chart.

“In the past, people left because they didn’t think their personal aspirations could be met at work,” says Liesbeth. “We want to encourage people to talk openly about where they are now and where they want to go. With the lattice model, people can manage their own career at their own pace. We can increase retention, especially of women and help them to develop and reach their personal and professional aspirations.”

Is Deloitte seeing early signs that the new model is working?

Deloitte believes it is at the mid-senior levels that they are seeing the most positive signs of retention and growth, with people finding the right work/life balance. The next step now is to take it to the top.

Without the risk of sounding like Obama’s election campaign of yesteryear, “Yes we can” is Deloitte’s philosophy. It starts with baby steps: assess the needs of your company and start talking!

“The lattice model is not intended as a checklist, but as a structure that allows you the choice to attract and retain the right talent, so you can bridge age, performance and gender in the right balance.”

by converging career expectations and personal needs of Women and Men in the changing world of work

Sandra Lizioli is a communications advisor and coach. From the stra-tegic message to the small print, Sandra’s clients count on her for brainstorming content, envisaging headlines, developing speeches, writing copy, and ensuring there is a story to tell.

After a successful career spanning product development, marketing and communications with several international direct selling compa-nies in the cosmetics, personal care and nutrition sector, she focused on her main activity – helping people get from here to there. Thus, Bridge The Gap was born in 2004. In recent years, Sandra has been bridging gaps for telecoms, consultancies and individuals who want to get their message across.

Getting your message out in the way it’s intended is what everyone strives for. With over 25 years’ experience, Sandra helps people bridge their communication gaps. Her natural flair with people and engaging personality helps draw out key messages, needs and goals that she then translates into creative communications (strategic, verbal and visual) to inform, inspire, and

Sandra LizioliEditor and co-copywriter

motivate audiences. As a seasoned communicator, she helps people deliver powerful presentations with confidence, make effective pitches and write winning proposals.

Bridge the Gap:Contact Sandra Lizioli+32 485 563 494slizioli@bridgethegap.bewww.bridgethegap.be

Sandra Lizioli is based in Brussels, but do not let the address fool you. She has travelled extensively in her life and career, calling herself a co-lourful concoction of cultures: born Italian-Hungarian, raised in India, and educated in the UK. Having held posts for Eastern Europe, Asia and globally, Sandra also bridges regions, cultures and diversity’ gaps.

Véronique BockstalCommunications Advisor, editor & copywriter

Véronique Bockstal is a business leader in corporate and marketing communication. Over the past 20 years she’s built extensive expertise in helping companies and their management tell and sell their story effectively and efficiently in order to generate (more) business, nurture customer relationships and engage their workforce.

Since 2001, Véronique has been working as an independent interim manager and consultant. Her assignments range from starting

up communication functions to restructuring and leading communication departments through periods of organisational change, bridging the gap between permanent hires, and providing continuity during long leaves of absence.

Over the years, she’s worked for a diverse range of international, European and Belgian companies, ranging in size from 2 to 100.000+ people. Véronique leads teams of various sizes, backgrounds and cultures.

Her expertise spans a wide range of sectors: banking and finance, insurance and brokerage, private equity and venture capital, ICT,

telecom, corporate real estate (business property development and leasing), transport, pharmaceuticals, consultancy and business services, not-for-profit and public/press relations.

Véronique has a passion for writing stories, inspiring reading, spotting opportunities and connecting people.

Contact Véronique Bockstal+32 497 402 593veronique.bockstal@skynet.be @vbockstal

A special thank to our editors

JUMP Forum report contributors

Content editors ................................Sandra Lizioli and Véronique Bockstal

Proofreader ............................................................................ Tracey D’Afters

Photograph ................................................................................. Marc Detiffe

Graphic designer ............................................................ Amandine Peeters

Foreword by Isabella Lenarduzzi, founder of JUMP ..........................................................................................2

What role JUMP play .....................................................................................................................................................4

Miet Smet, chairwoman of the Forum ....................................................................................................................5

Plenary conferences

Future work: a new model for the digital age ..........................................................................................................6

Future leaders: taking the conversation beyond our differences...........................................................................9

Facts and figures of the JUMP Forum participants ..........................................................................................12

Programme 2012 ..........................................................................................................................................................13

What participants say .................................................................................................................................................14

Article

Exploring the masculine and feminine energy within you ....................................................................................15

Pictures ............................................................................................................................................................................16

What participants say .................................................................................................................................................18

Article

I jumped! ..................................................................................................................................................................19

Training workshops ....................................................................................................................................................20

Women are heroes ......................................................................................................................................................24

Human Resources Seminar ......................................................................................................................................26

Pictures ............................................................................................................................................................................28

Table of content

We thank our partners

JUMP Partners

Women-Friendly Companies

Institutional Partners

Media Partners

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