It is employees’ responsibility to take care of themselves. The responsibility of managers and HR professionals is to think about the work environment – the company culture and the organization of work, and what the environment needs to be like in order to make it possible for the employees to take care of themselves.

Resilient companies are capable of surviving crises and flourishing in a world of uncertainty. Every organization goes through its own “perfect storm”, which is a combination of events and circumstances that can bring a company to its knees. Today’s companies are like crystals – they are entirely transparent. The modern digital information platforms that we use do not allow companies to exert control over their image like they could in the past. We increasingly hear, see, feel and think about emerging threats and expected catastrophes, and before we are able to process them on a rational level, we are already facing their consequences. Naturally this dynamic is activating the fears of increasingly larger groups of people – they are worried about their health, their close ones, their safety, their environment and survival as a whole. These fears have a palpable impact on the social environment where businesses have to exist and invent ways to ensure their survival. The most successful companies are those that are already prepared for this new world. I believe that the modern world is neither more complex nor more frightening, but that we simply have more access to information than we did in the past. This is why the subject of how the conditions for success are changing is important to consider.

Are you for or against male-female quotas at the workplace? Why?

I am against them. Typically those who manage companies have an innate sense of what is important for their business. Solutions dictated by quotas do not follow experience, context or reason. Choosing who to hire is dictated by processes inside the company, which hardly correlate with quotas, making the entire exercise futile. Companies are living organisms and everything in them rearranges over time – entropy rules at any given moment. The theme about men and women at the workplace did not appear on the daily agenda by natural means, and the real added value of quotas is missed by many: what is the benefit to the people and the company? When we write or audit reports on corporate sustainability we usually run into issues on this theme.

We want our employees to be happy and we work hard to make it so. Yes, defining and managing happiness is mostly a personal matter, but what role do we as organization leaders have? We believe that our role is to create an environment in which emotions are not labeled. It seems to us that the accepted definition of professionalism is the ability to always stay positive and to never feel negative emotions or at least manage and suppress them well. Let’s be honest – these are the rules that, more or less, define relations in teams. The problem is that people can’t feel happy, wholesome and capable of managing themselves and their stress for long in such environments. This happens because we falsely believe that we control our emotions, whereas as the truth is that they control us.