Judging by the page of Irina Miroshnik on Facebook you can say only one thing — the person is familiar with social networks.
President Jahjaga met the Director-General of UNESCO, Irina Bokova
But the abundance of good photos, trending posts, and quotes from bestsellers is not just personal blog content. This is a self-defense weapon. Irina is confident that the transparency of business and the openness of its leader in the context of the next wave of the corporate raid and permanent bureaucratic disorder helps business Ukraine not only to survive but also to develop.
Irina, you are quite a public person. Judging by your profiles in social networks, you are paying special attention to this. It is believed that publicity helps to survive in business.
Can you confirm this by your own experience? I had to become a public person. Today I have to be public. I had no choice. Here is an example of how this works. During the recent Eurovision Song Contest in Kyiv, which was held close to our company location, we received a telegram from Kyivenergo about disconnecting the power supply for 10 days in connection with ensuring the security of the competition. As soon as I found out about this, I immediately wrote on Facebook — guys, what are you doing there?
Irina E. Rosca | Greg Monforton & Partners
We have contracts, supplies, production, and people. To stop power supply for 10 days for the sake of a contest? That was sufficient. I had a call from the Cabinet of Ministers in half an hour. First, they confirmed that this order was illegal. As a result, we did not stop our production for a minute and did not foil our plan. This is a small result of the publicity. We did not stop our production for a minute and did not foil our plan.
- Irina Odnoletkova | PPMA .
- Irina A. Faskianos.
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This works. After all, you can easily destroy any — even the best — company, if nobody knows the company. A company should be known; but publicity should be correct, socially responsible. Then you can count on your friends, on journalists, and on the government. But this works only if the company is truly transparent and open. If there is at least a little taint or something is wrong with the company, there will be no such effect. Do you remember the recent story with Irina Varagash the head of the Econia company, which had two raider attacks were committed. Many people then participated in its defense, but it all started with a message on Facebook.
As I understand it, the Ministry of Justice began to deal with this situation, seeing in social networks information about the raider seizure.
And this is because the company of Irina Varagash is public and transparent. As soon as they had problems, the society immediately responded. Yes, that is right. However, if you do not have an impeccable reputation, of course, nobody will go to protect you. How did your company survive the last crisis?
How did your daily routine change, how did you get out of the situation? Many of your colleagues lost assets and customers in the uncontrolled regions. Did you have such a loss? We had no clients in Crimea. But in Lugansk and Donetsk, of course, we had. However, on the one hand, we lost orders, and on the other, our competitors who worked there disappeared from the market. The situation was aggravated by the war — the purchasing power of the population and general business activity in the country fell. That was at that time. I know that because of the war actions in the East, many foreign companies refuse to work with their Ukrainian partners further.
Did you have such cases, and how did you solve them? Yes, we had long and difficult negotiations. We explained why they should not be afraid to cooperate with us. When it all started, for six months we flew all over Europe and explained to suppliers and customers that, in general, Ukraine is a huge country, and the conflict is far from Kyiv and in a small part of the territory. All foreigners, unfortunately, were then sure that the shooting was right in the downtown of Kyiv, in Khreshchatyk.
It took a long time to explain the real situation. This is, first. When the war began, all insurance was canceled.
As soon as the war began, on the second day, all the deferments of payments were canceled. It was terrible.
There were those who had a sympathetic understanding and took risks. We are very grateful to all. We have been cooperating with our main suppliers for twenty years and continue to work. Companies that could not work due to risk insurance had to go, explain and negotiate. Imagine — you know that you have a day delay and a credit limit of 3 million euros. You are working taking into consideration these conditions. And at some point, everything is reset, and you cannot even place an order.
This is a real force majeure. How much do you delegate with these events? I have a dream. I want to be able to go there too. Now I cannot even go there on a business trip because I am too busy. I want to be able to plan my schedule without the most rigid link to business meetings and business needs. I want to be able to turn off the phone at least on weekends. I want to control my business by a summary with five figures sent to me to a gym.
That is the way I want it to be laughs. Do you manage to have the five numbers for control? By the way, about the workload. Jeff Bezos, in his last big interview, described his daily work as making two or three correct decisions. Do you also make two or three decisions a day? Or twenty-thirty? Firstly, two or three correct decisions a day is too much. If we are talking about the CEO level, there should be even fewer issues, because you do not deal with strategic issues every day.
That is, two or three decisions are my level. But this is wrong, in fact, it is too many. For a CEO, this is the right number of decisions. For an owner it is not.
Ca n a top manager replace the owner at some stage? Will the replacement be equivalent? There are various theories. But in principle, it is impossible to leave the business, especially in Ukraine. This is on the one hand. On the other hand, a hired competent employee with competent task setting will still be better. But as the owner, I am often approached by people who tell me what a difficult life they have.
At least they try to tell. I do not react to this, but anyway, attempts to manipulate take place. So the owner cannot leave the business completely. Our strength in online recruitment — combined with new, AI-powered solutions that span the end-to-end candidate and recruiter experience — puts CareerBuilder in a unique position to help our global customers improve their workflows, integrate their processes to drive profitability, increase productivity and maximize business results. Did you find this story helpful?
Do you think, in this digital era, traditional leadership is a thing of the past? Image source : careerbuilder. You can reach out to her at shweta.
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