Women Leading Change – Colette Lewiner PhD

How did a physicist and researcher in the field of energy become successful in the corporate world? What do the words ‘ambition’ and ‘power’ mean to her? What or who inspires her? What role have networks played in her career? Read about this month’s Woman Leading Change, Colette Lewiner, executive vice president and Global Leader of the Sector Energy, Utilities and Chemicals, in a personal interview.

1. You joined our first EuropeanPWN – IMD Board Room Round Tables in January. How did you experience this gathering of top women across Europe?
I enjoyed the meeting because it focused on an area of interest to me – corporate governance – and it was really a working session, not a “nice-and-friendly-chat”. I came away with interesting insights about topics that I had thought about before and which are better formulated in my mind now. For me one of the key points of good corporate governance is ensuring that you have the right information as a board member; the company needs to have a good reporting system and financial indicators which are reported on regularly. In addition, it is crucial that you have a CEO who is open to listening and debate. Last, but not least, a board member should have the ability to not only bring tactical but also strategic issues to the table.

2. What have been the turning points in your career?
The first big turning point was when I decided to leave my research job and start a corporate career. I was asked by a friend from Ecole Normale Supérieure to come and join EDF. Although I enjoyed my research work and university teaching, I thought that this was an excellent opportunity to explore the ‘business world’ I ended up creating the first commercial division at EDF (which is unusual for a former Academic!) and leading it as Executive Vice President. Then I was offered to become Chairman and CEO of SGN-Eurisys, a leading nuclear engineering company.

The second turning point was when I took the decision to leave SGN. That decision was sparked by the fact that there had been quite a few strategic issues that I did not agree with, so I started to actively look for something else. It is always easier to change jobs than to get a new one when you are not employed. My experience in different companies has taught me that you should not accept too many draw backs before you start actively looking around for the next step. If you let draw backs go on for too long, you lose motivation and your self-confidence. Of course it can be risky to leave a relatively comfortable job, but if you never take a risk, you don’t get the reward either. These changes in my career have been great as they gave me the opportunity to create something new again.

3. What has been the most valuable or critical advice that anyone has given you in respect of your career?
One of my bosses, a very traditional French gentleman, told me early in my career: “Stay yourself, don’t change but be careful not to be too nice”. You need to stay true to yourself; don’t copy others but find the areas to improve and to progress in yourself. Don’t imitate men but find your own personality.

4. What have you learned from your mistakes?
I have had to learn not to become too direct or aggressive when I disagree. In one case, when I had worked for a number of years on a huge multi-billion -Euro contract in the U.S. (that is still in force after 10 years) , my shareholder made significant errors in communicating on this exceptional win by criticising our new client. This could have endangered the contract’s final execution. I was probably too tough on them when I discovered (from the American West coast where I was at the time) what they said to the media in France. I could have used more diplomacy and a different tone. I learned a lot from that mistake! Often the biggest mistakes are the ones resulting from too emotional reactions.

5. What do the words “ambition” and “power” mean to you?
I think nobody really dislikes power. I like power too. But I have never been driven by power in my career. After all, starting out as a researcher gives you neither power nor money. Money has also never been my objective. My inner driver has always been learning; I work very hard and look for intellectual challenges. I am intellectually motivated.

6. Is there a quote or a book, film, person that inspires you?
That has to be Marie Curie, the famous French physicist/scientist who was the first woman to win the Nobel Prize in 1903. But actually my real driver is that I like to learn. I am not afraid to try new things and I love exploring new topics all the time. I take the time to read, consult and form an opinion on issues outside of my areas of expertise.

7. Mentoring is seen as an important instrument for women to develop their leadership potential. What has been your experience?
I have not been part of formal mentoring programmes but have had a lot of mentors along the way. Informal advice is crucial and I have been very open to receive it always. I am informal mentor to a number of women whom I like. What I have observed is that women often do not see themselves as qualified for a higher position and don’t put themselves forward. Coaching really helps them to gain confidence and self-esteem in those cases so it is very important to find mentors and coaches during your career, but they don’t always have to be formal relationships only….informal ones work as well.

8. What role have professional women’s networks played in your career?
A very important one. When I was Chairing the European Nuclear Society 15 years ago, I founded a network called WIN (Women In Nuclear). The objective was to encourage women to communicate on nuclear energy questions as they were more convincing than men. Women usually don’t explain very technical issues (for example the boiler’s pressure and temperature….) like men are inclined to do. Instead women talk about security, health and environment protection issues which are the issues people are really interested in. This network has grown substantially and has became a platform for women in technical and male-dominated nuclear organisations, who are often isolated, to exchange experiences and help each other. It now brings together women from all over the world, including Asia (China, Korea, Japan). By the way, their annual meeting will be held in May this year in the South of France. In addition, I am part of a number of French networks including the prestigious “Le Siècle” and “Club L- Femmes Forum”.

9. Could you share with us an anecdote or a funny situation that happened to you?
When I chaired SGN-Eurisys, we had a large and long-term partnership with Japan. During one of my trips, a Japanese professor, whom I was meeting for the first time, gave me a present, in line with Japanese tradition. I knew that I wasn’t supposed to open the gift immediately; so I opened it in the evening at the hotel: it was a pair of cufflinks! When I met the professor the next day again we both started to laugh about the present!

10. How do you view the role of women on boards, often being ‘the only one’ or ‘the outsider’?
Women are often not part of the ’ old boys‘ clubs and bring a fresh ’pair of eyes‘ into the board room, which adds a lot of value to the decision-making process. The general question for us women is how to have our opinion come through in an effective way. You need the right way of expressing yourself in order to get your ideas accepted. I always use a mix of tactics. First of all, be confident and make sure you have well thought through what you say, work hard and be aware of the fact that you might be viewed differently. Secondly, use a mix of charm and toughness: select your battles carefully, but if you have selected one, stand your ground and don’t drop the issue. Last, but not least, be adaptable to the company’s culture: you need to be flexible to adjust your style and behaviours to the prevailing culture.

11. How did you get your first (non-executive) board position?
My first board position came through the referral of a friend, who knew me well. The next one also came through my personal network. For the third position, I was contacted by executive searchers. But this only happened when I had become relatively “well-known”. If you are unknown my experience is that you will not be asked. I always advise women, when appropriate, to speak out in the press, do presentations at conferences, maintain a personal blog and, of course, become part of networks. Women often don’t take the time to network as they are balancing responsibilities at home and at work and there is just not enough time then. But when they start understanding how important networking is, they often change their schedule to fit it in.

12. What advice would you give women who aspire to become a board member?
Actually this advice is valid for both women and men: – take it seriously as it is a big responsibility; – bring your competence, in any area (HR, management, technical); – adopt a positive attitude as you are there to help the chairperson; – don’t be shy and don’t think automatically that the others know better; – don’t be disruptive as you are part of a team; – learn from your director’s colleagues and from the company executives – read about boards, improve your knowledge; – take the time to learn about the issues that are on the agenda and that are new to you.

13. Do women lead differently? How do you lead?
My experience is that women lead more by consensus and are more focused on understanding the people they lead.
Although many women are very successful consultants, very few make it to the top. That has to do with the fact that consulting is really a hard life, being away from home a lot.
In my current position the most important thing is to continue to have a successful unit. Hierarchy is not a big thing in consulting, so you need to inspire and motivate the team you work with. You can never relax, but only continue the drive for success. I try to motivate my team by providing them with insights into their personal development, understanding them and helping them to make the necessary changes.

14.How do you maintain the balance in your life, mentally and physically?
I am very lucky to have always been in good health; my family too. Between work and family I don’t have time for any hobbies or other activities but I don’t have the time to miss them. In addition to good health, having the support of my family, a husband who supports my ambition and fulltime help in the house has been crucial to my career. I have taught myself to be more in control of my nerves and to let go of the feeling of never being satisfied. It has helped me to just concentrate on “Getting every day done”.

15. What keeps you awake at night?
Well, nothing really; I sleep very well at night. Work does not give me sleepless nights, only the emotional issues. I can lie awake wondering if I acted appropriately in a certain situation towards someone. In the end it is always the ’people issues‘ that really matter!

Mirella Visser
President European Professional Women’s Network
March 2008