As he explains, by ensuring employees’ well-being, including broadly understood psychological safety, and supporting them in striving for a healthy balance between professional career and private life, “we are actually investing in the efficiency of the staff and the entire company, and therefore also in a better result.”
– More than ever, we focus on the conditions in which our team operates, because we look at our organization and talk about it not in the context of profit alone, but in a broader dimension of values, with particular emphasis on the quality of life and work – and this brings good results in the most important fields – describes the leader.
A person cannot be lost in technology
The financial sector is, like no other, increasingly driven by new digital technologies, including artificial intelligence algorithms. This area has been – and statistically still is – dominated by men. Have women noticed that there is a future in technologies, and do they see it as an opportunity for their professional development, but also programming a new world in which women’s voices matter more?
I think that at this point, both women and men see their future in new digital technologies. Both younger and more experienced generations understand that we cannot look back and that we should use modern tools that allow us to create a new reality on our own to the greatest extent possible. The key is that we should not be the subject of history, but create ourselves, that is, also program our world – says Beata Frankiewicz-Boniecka and argues that women want to have this influence to the same extent as men, which is why they are just as focused on technology and innovation.
– As an organization, we treat everyone the same, we do not distinguish between genders, and we only take into account their competences. Our bank is an excellent place for development for people who want their skills to evolve, who want to create innovations, change the paradigm, improve processes and products offered. Collaboration in this area is crucial – and it is best in diverse and inclusive teams – explains the director. She adds that for her, “being a leader has always been associated with the mission of developing human consciousness.”
As a team, we need to know who we are and who we want to be. We must know our common goal and pursue it effectively. Nowadays, this cannot be achieved without proper communication, which means listening to each other and drawing conclusions from it, adapting our vision to what we, as leaders, hear from people – employees, partners, customers. Shared goals are best established through ongoing dialogue. This dialogue is also the foundation of human commitment, notes Beata Frankiewicz-Boniecka.
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