Bossing It: Fostering a Culture of Continuous Innovation with Fanny Mooijekind
Fanny Mooijekind is the general manager of DAC Montreal where she oversees the office and its client. She is an experienced e-commerce and marketing professional, having worked in the digital marketing field for the past 20 years.
Fanny is dynamic, driven, results-oriented, focused on customer data and eager to tackle any challenge that requires strategic innovation. Fanny has specialised in building multi-functional teams in multiple locations. She is passionate about ensuring that her team is motivated, engaged and empowered. She focuses on the personal development of her team.
On a personal note, Fanny is constantly trying to convince the people around her to go green; there’s no Planet B.
LBB> What was your first experience of leadership?
Fanny> My initial experience in leadership was a defining moment that took place in 1999 when I spearheaded a delegation of Francophone youth to participate in the inaugural Canadian Francophone Games held in Memremcook, New Brunswick.
This role, which I undertook while residing in Vancouver, encompassed comprehensive organisational responsibilities, the management of young participants, and the facilitation of activities centred on leadership and sportsmanship. It was a pivotal experience that not only nurtured a sense of belonging among the participants but also spanned across the diverse cultural landscape of Canada.
This endeavour significantly contributed to my growth as a leader, instilling in me the importance of cross-cultural communication, team coordination, and the empowerment of young individuals.
LBB> How did you figure out what kind of leader you wanted to be – or what kind of leader you didn’t want to be?
Fanny> I was acutely aware of the kind of leader I did not wish to become, drawing from my experiences and critiques of past leadership styles I had encountered. This awareness guided me in continuously refining and evolving my own approach to leadership.
It became imperative for me to align my leadership style with my personal identity and core values, ensuring that my leadership was not only effective but also authentic and true to myself. This process of self-awareness and adaptation has been fundamental in shaping the leader I am today.
LBB> What experience or moment gave you your biggest lesson in leadership?
Fanny> In recent years, I encountered a challenging situation where, despite diligently refining my leadership and communication skills, my efforts seemed to have little impact on the success of my team and our projects.
The vision I provided was not being adhered to, and I felt a lack of respect towards my leadership. This period was brief, but it was a significant moment of self-reflection. Confronting my reflection in the mirror, I recognised that I had become frustrated and neither my contributions nor my presence was valued or respected. Consequently, I made the decision to move on.
Looking back, I now realize there were several red flags that I had overlooked. Unfortunately, the leaders I was working with at the time were not the right fit for me. Time and again, as I encounter similar situations, it reaffirms my belief that leaving was the correct decision. These experiences have been instrumental in not only shaping my leadership approach but also in teaching me the importance of aligning with the right team and environment to truly thrive as a leader.
LBB> Did you know you always wanted to take on a leadership role? If so how did you work towards it and if not, when did you start realising that you had it in you?
Fanny> My inherent optimism has always been a cornerstone of my personality. I approach life with an unwavering belief in the positive, always confident that there is a way forward, a potential for improvement, and a path to a better outcome. This outlook underpins my leadership style: I advocate for seeing possibilities where others may not, and my proficiency in swiftly optimising processes, projects, and situations - including my own thought processes - enables me to adapt and take the lead in various contexts.
However, effective leadership requires more than just a positive outlook and adaptability. Recognizing this, I have invested in developing my emotional intelligence. This training has been crucial in enhancing my ability to lead and interact effectively with diverse personalities. I understand that leading effectively isn't about imposing my perspective alone; it's about uniting my team and colleagues around a common goal.
One of my key leadership principles is to encourage questioning and thinking outside the box. I recognise that this relentless pursuit of innovation can be demanding, as I am always exploring alternative approaches. For the past 15 years, I have maintained a strict policy in my teams: the phrase "We have tried it before" is not acceptable. This stance fosters a culture of continuous innovation and openness to revisiting past challenges with fresh perspectives.
LBB> When it comes to 'leadership' as a skill, how much do you think is a natural part of personality, how much can be taught and learned?
Fanny> Leadership skills can indeed be acquired through learning, yet it's important to recognise that individuals vary greatly in their personalities. For those who naturally possess leadership qualities, maintaining alignment with their core values and ethics is essential.
On the other hand, if one's leadership is more performative than genuine, it's unlikely to have a sustainable impact. Tough times, challenging circumstances, and difficult people tend to quickly expose the limitations of those who aren't naturally inclined to lead. In essence, authentic leadership, grounded in inherent traits and values, typically withstands trials more effectively than leadership that is assumed or mimicked.
LBB> What are the aspects of leadership that you find most personally challenging? And how do you work through them?
Fanny> Difficult people
People not motivated and rigid.
Mother’s guilt
Over the years, I've made a conscious effort to separate my work life from my personal time, learning to leave challenges and frustrations at work, resulting in a more peaceful life. Early in my career, I received valuable advice: as a manager, I can only influence half of any situation; the other half is in the hands of my employees. This perspective helps me recalibrate when I encounter situations that resist improvement, regardless of my efforts.
Balancing work with parental responsibilities, particularly the guilt of missing early evenings with my children or their school events, was a challenge I faced early on. Traditionally, leadership roles demanded extended office hours and presence at numerous work events. However, the shift towards remote work has eased the balancing act for parents, allowing for a more manageable blend of professional and family life.
I often reassured myself that by striving for personal fulfilment, I was offering my children the best version of myself, despite the internal conflict this sometimes caused.
LBB> Have you ever felt like you've failed whilst in charge? How did you address the issue and what did you learn from it?
Fanny> Indeed, I have experienced failure on numerous occasions, which I attribute primarily to two factors: either my ambitions exceeded those of the person I was attempting to assist or guide, or I neglected to heed my own instincts.
Through these experiences, I've learned the importance of stepping back and re-evaluating my approach. A significant turning point in my career came when I realised the necessity of aligning my thought processes and working schedule with my personal rhythms, rather than confining myself to the conventional 9 to 5 framework. Embracing this flexibility allowed me to make decisions with greater comfort and confidence.
By acknowledging and respecting my unique 'cadence' and working style, I was able to honor my own needs. This self-respect was crucial in enhancing my effectiveness as a leader, allowing me to lead others more effectively and empathetically.
LBB> In terms of leadership and openness, what’s your approach there? Do you think it’s important to be transparent as possible in the service of being authentic? Or is there a value in being careful and considered?
Fanny> My leadership style leans more towards transparency than caution. While I acknowledge that certain situations and information necessitate confidentiality, the foundation of my approach is rooted in honesty and collaboration.
I firmly believe that a leader's success is intrinsically tied to their team and the support they receive. Effective leadership is not a solitary journey; it's a collective effort that thrives on open communication and mutual trust. This belief in the power of teamwork and transparent interaction guides my actions and decisions as a leader.
LBB> As you developed your leadership skills did you have a mentor, if so who were/are they and what have you learned? And on the flip side, do you mentor any aspiring leaders and how do you approach that relationship?
Fanny> I've been fortunate to have a few mentors, but primarily, I've relied on colleagues and friends for guidance and advice. My most significant mentorship experiences, however, come from friends within the industry.
They stand apart in their approach, eschewing the imposition of textbook theories in favour of offering their personal insights or alternative viewpoints. This method is particularly impactful for me, as it doesn't dictate a specific path but rather encourages me to consider different angles. By presenting these diverse perspectives, they empower me to absorb, interpret, and forge my own unique path.
This style of mentorship has been invaluable, allowing me to develop and refine my skills and understanding in a way that is both autonomous and informed.
LBB> In continually changing market circumstances, how do you cope with the responsibility of leading a team through difficult waters?
Fanny> In leading my team, I approach management not just in terms of employees, but as managing individual 'brands'. Each person has their own unique brand, complete with specific strengths, weaknesses, opportunities, and threats (SWOT). This approach demands greater management effort and a heightened sensitivity to their individual needs, but I find it to be the most effective way to lead teams composed of diverse generations.
LBB> As a leader, what are some of the ways in which you’ve prioritised diversity and inclusion within your workforce?
Fanny> Flexibility is key. Not everyone enjoys the privilege of being free from responsibilities and worries. People have diverse backgrounds and challenges, and as leaders, it's important to recognise and accept these differences.
It's unrealistic to expect uniform performance from someone who is dealing with concerns such as financial difficulties, maintaining a balanced environment, managing mental stress, handling young family responsibilities, or even more challenging issues like facing racism, discrimination, or working multiple jobs to support their family.
Some individuals may be more fortunate, but as a leader, it's crucial to identify and maximize the unique value of each employee. Since they form a team, it's essential for everyone to not only perform well but also to thrive socially and feel valued as human beings.
LBB> How important is your company culture to the success of your business? And how have you managed to keep it alive with increases in remote and hybrid working patterns?
Fanny> I have long been an advocate for remote work, seeking to accommodate the very aspects I've mentioned previously. It's important to recognise that not everyone shares the same lifestyle, circumstances, or level of family support.
Working from home has also brought to the fore different types of personalities.
We're still in a learning phase, but it's crucial for leaders to listen more and be attuned to the sensitivities of each individual.
The concept of 'culture' within the workplace is significant and calls for redefinition. How to effectively develop a workplace culture in these times remains an open question.
LBB> What are the most useful resources you’ve found to help you along your leadership journey?
Fanny> Vulnerability, Empathy. Friends and a lot of personal growth books.
