女性领导力：不断学习新知，机会永远属于有准备的人

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Page Executive推出"女性领导力"专题，采访了微软、喜力、安进等亚太区各行各业的女性高管，从她们的分享中一探女性职场的晋升与发展，感受“温柔的力量”。

As part of Page Executive Leading Women series, we want to highlight the professional challenges and career aspirations of the women we work with here in Asia.

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本期，我们有机会采访到Hilda Chan，现任孩之宝亚太及中东地区运营VP。她分享了终生学习的重要性，以及如何直面成为女性高管中的种种问题。

In this feature, Hilda Chan, Vice President of Operations for Hasbro in the Asia Pacific and the Middle East, talks about the challenges of being a female leader, the importance of continually learning and upgrading yourself, and the necessity of staying one step ahead. Hilda is one of the inspirational female leaders in Supply Chain & Procurement in Asia helping to pave the way for other women to achieve success and climb the ranks in this field.

01

您目前在孩之宝的职位是？

What is your role at Hasbro?

Hilda：我目前担任运营VP，负责亚太及中东地区。作为供应链环节的负责人（包括规划、客服及物流），我主要是指定策略，并和领导团队一起驱动销售，以及为未来发展指定新的结构和能力。另外，我也需要不断去尝试和改进我们的流程，通过高效的产能和生产管理，来分配好全球化的供应需求。我与团队合作，在老化/过剩管理、精准预测、DOS减少以及物流成本改进方面都要交付很好的KPI。

I am currently the Vice President of Operations for Hasbro, covering the Asia Pacific and the Middle East. As the Head of Supply Chain (including Planning, Customer Service and Logistics), I set strategies and partner with global and APAC leadership teams to drive sales, and build new structures and competences to support future growth plans. Moreover, I play a major role to practice and advocate processes and procedures within forecasting and planning. I also manage demand and supply with the global management through efficient capacity and production management. And I work with my team to deliver strong KPI(s) on ageing/excess management, forecast accuracy, DOS reduction and logistics cost improvement.

02

为何想深耕供应链物流领域？

How did you become interested in the supply chain / logistics field?

Hilda：和大多数毕 业生一样，我并没有一开始就有一个很明确的方向说一定要做什么。因为我学的是工商管理，我比较倾向于去一个规模大一点的行业，并成为成功的商业模式中的一员。我比较幸运，第一份工作是在美国总统轮船，做市场销售执行，也是从那个时候开始接触物流行业。在我接触一些外资大客户的过程里，我学到了越来越多市场销售，以及运输方面的知识。其实在这个行业有很多不同细分，比如物流，供应链需求，制造，仓储以及客服，等等。之后，我就选择要去一家能从头到尾了解物流管理流程的机构，所以我去了飞利浦做需求计划，正式开始了我供应链管理的职业生涯。

Like most fresh graduates, I did not have a concrete direction to which industry or profession I should pursue. With my business management background, however, I was keen to join a sizeable industry leader to be a part of a successful business operative model. I was lucky enough to start my first job in American President Line, a 3PL (service provider), as a Sales & Marketing Executive, where I learned what Logistics is. While learning more about Sales & Marketing, and transportation, I discovered a bigger Supply Chain world when I met my key MNC clients. There are different roles within Supply Chain Management (SCM), such as procurement, supply & demand planning, manufacturing, warehousing and customer services, and much more. From there, I decided to move to an institution where I could learn the complete end-to-end SCM processes, so I joined Philips Electronics as a demand planner and started my supply chain management career.

03

你在达到如今成就的工程里是否有牺牲？

成为管理者的过程里是否遇到过阻碍？

In reaching the level of success you have, if anything – what have you sacrificed along the way? Have you experienced any barriers in the journey to becoming a leader?

Hilda：如果你真心热爱你的职业，任何事都不算牺牲。比较幸运的是我的家里人很支持我，特别是，你很难想象我一年里40%的时间都不在家。

谈及有什么阻碍，我觉得是缺乏突破。这通常会发生在你从执行层晋升到策略岗的时候，也会发生在你长期关注同一个市场和位置的时候。我非常积极鼓励组织内应该有指导关系，每个人都应该不断学习新技能，提升与自己职位相关的能力。俗话说，机会永远属于有所准备的人。

It would never be a sacrifice if you really enjoy your career. Fortunately, I have very strong support from my family as one could only imagine how tough it would be when you are out of town for almost 40% of your time.

With regards to barriers in the journey to becoming a leader, I would reckon the “lack of breakthrough”. It typically happens when you are promoted from a tactical role to a more strategic position. That could also happen when you focused on the same market or position for too long a period. I strongly encourage mentoring relationships within organisations. Individuals should consistently learn new skills and update skills that are related to their current roles. As always, luck favours the prepared!

04

分享一个作为女性的独特经历？

What lesson/story can you share from your experiences that is unique to being a woman?

Hilda：我在从事一个医疗器械的区域采购经理的时候，需要为核磁共振系统谈一个氦气合同 。氦气是一个比较特殊的气体，全球只有非常少的供应商能够提供。谈判很艰难，大多数供应商提供的报价都超出原合同20%以上。我意识到区域市场的价格谈判是个人决定的，所以我和总部的供应商管理负责人聊了一下，希望能够签一个全球协议。最终我们接受了5%的价格涨幅且三年内均沿用此价格。其中一个总部高管说，他很惊讶于我居然会直接找总部并提出讨论，同时欣喜于我既顾及到了经常被忽视掉的公司利益，同时考虑了首要成本。

作为女性高管，我们有我们的魅力，比如我们有很多软技能，我们应该充分利用起这些品质，例如坚毅，同理心以及热情。

When I was the Procurement Manager for Medical Devices at the regional level, I needed to negotiate the helium contracts for the MRI system. Helium is a special gas that is only available from a few suppliers globally. It was a tough negotiation, and the prices quoted by most of the suppliers were at least 20% higher than the previous contract price.

I realised that the pricing negotiation process for regional markets were handled individually, so I talked to the global level management of those suppliers and suggested a global negotiation deal. Finally, we accepted a 5% increase in price paired with a 3-year fixed rate.

One of the suppliers’ global heads told me that he was surprised I would knock on the global door and ask for direct discussions. He was glad to see how I had balanced both the frequently neglected companies’ benefits and the primary priority of cost factor.

Female leaders have our own traits, especially things like soft skills. We should utilise these qualities such as perseverance, empathy and passion.

05

承担过什么风险？

What’s the greatest risk you’ve taken?

Hilda：我做过最冒险的事是08年选择把我的事业从香港转到新加坡。当时我面临的是要关掉原本设立在香港的亚太区域总部，然后在新加坡重新建立新的亚太团队。我必须从零开始，重新建立整个供应链团队，且要包括计划、客服和物流等职能。除了换区域的挑战，我的舒适区因为文化上的不同让我备受冲击。我们需要面对多样化带来的人与人之间的冲突，我第一次管理这样属性的团队，所以从中学习到很多。尽管遭遇重重困难，我们仍希望建立客户交付流程中的无缝对接。

如果你不去尝试做一些从来没接触过的东西，你永远不会成长，所以我很高兴能走走出舒适区，在挑战中获得进步。

The greatest risk that I have taken in my career experience was my move from Hong Kong to Singapore in 2008. The challenge was to close down the Asia Pacific Regional Headquarters in Hong Kong and build a new headquarters in Singapore with my management team. I had to start from scratch and rebuild the whole supply chain team in Singapore, covering planning, customer service and logistics. Apart from the challenge of relocation, my comfort zone was challenged through the culture shock I experienced. We faced a number of team member conflicts due to the diversity of the team, with people coming from all walks of life. It was my first time handling a team of this nature, so there were some learning points for me. With all the challenges we were facing, we were still expected to uphold a seamless customer fulfilment process.

It is true that you will never grow unless you try to do something beyond what you have already mastered, so I’m glad I was able to step out of my comfort zone and challenge myself.

06

管理者需具备哪些特质？

What are the traits of leaders you admire?

Hilda：我想用“CCTVs”来形容我的想法，CCTV是监控摄像，通常用来预防犯罪。如果一个人天性诚实，那他完全不用怕CCTV，这也是我觉得一个管理者首先需要拥有的品质。请允许我再做多一点解释，想用一句我个人品牌管理经常用的话：“我希望以有远见、可信赖、懂合作及结果导向而被大家熟知，这样我就可以赢得卓越客户并赚取利润。”

正直的领导者通常都会成为真正的领导者，他们能推动远景和目标的实现，有决断力，充满创意，以及最重要的，勇于承担责任，并不断发展自己和团队。

I would like to use the word “CCTVs” to express my thoughts here. CCTV, as surveillance cameras, are broadly used to prevent crimes. One should never have to worry about CCTV if they are honest by nature. So, the first trait for a leader that I admire most is someone who possesses integrity.

I can probably explain that better, by using my personal leadership brand statement: “I want to be known for being Visionary, Trustworthy, Collaborative and Strategically results-oriented, so that I can Champion customer excellence and drive revenue for my business”.

Leaders who have integrity will likely be authentic leaders who can drive vision and purpose, be decisive, innovative, inspiring, and most of all, be bold enough to take ownership, and keep growing oneself and the team.

07

得到过最好的建议是？

What is the best advice you have ever received?

Hilda：我在职业晋升中遇到了非常好的导师，他们的一些观点让我非常受益。第一个是我从第一位CEO那里获得的一个礼物，在他退休前，他给了我一个小木船，上面有一句题词：“打败对手很容易，但如何让自己变更好，才是终生考题。”不断挑战现况，为自身成长投资，才是成功关键。

另外一个是来自一个黑带计划：“你看到的并不一定是看起来的那样。”这让我很有感触，特别是在重要问题处理的时候。当经过批判性的、基于事实的分析后，你往往会发现事情的根源并不一定是你原本预计的那样。这句话时刻提醒我去做一个好的倾听者，不要总是仰赖着以往经验就草率做出结论。

最后一个是一句名言：“人们或许会忘记你说过什么和做过什么，但永远不会忘记你带给他们的感觉。”作为一个好的领导，你只能通过团队合作和与所有利益相关者的合作来获取实现，动态的人永远都是任何项目或合作能够成功的关键因素。

I was blessed to have mentors during my career growth. There are a few nuggets of wisdom that hugely influenced me.

The first one is related to a gift that I received from my first CEO. Prior to his retirement, he gave me a small wooden board with the inscription: “Beating the competition is relatively easy. But to better yourself requires a never-ending commitment”. Constantly challenging the status quo and investing in your growth are crucial to success.

The second one came from the black belt program: “What you see is not always what it seems”. That gives me excellent insights, especially on critical problem-solving moments. It is always amazing to discover the root causes are not the same as the originally expected “answer” after critical, fact-based analysis. This reminds me to keep at being a good listener. Never jump to conclusions merely based on past experience and perceptions.

The last one is a famous quote: “People will forget what you said. People will forget what you did. But people will never forget how you make them feel”. As a good leader, you can only achieve through team playing and working with all stakeholders around you. Human dynamics are always essential to the success of any project or task.

08

有什么建议给那些励志成为新一代女性高管的人？

Any tips you’d like to share with anyone especially females wanting to get to the top in business?

Hilda：我一直都在寻求工作中的“平衡”，“共同合作”和“下达指令”之间的平衡，还有“管头管脚”和“自治”间的平衡。女性领导者有时会面临一些不公，特别是当别人认为你太感情用事或太依赖合作。但是，当越来越多的女性进入高管层，我们也能看到一种“女性能顶半边天”这句话在职场中的真正实现。

女性应该自信直面“勇敢新世界”，因为这是一个包容的、创新的时代，这也是一个崇尚合作的时代，可以跨资历、跨性别、跨部门、跨公司甚至是跨行业。女性天生的一些品质能够为团队带来包容多样的文化，这也顺应了如今全球化商业环境的发展方向。

I focus a lot on “balancing”: The balance between “working together” and “direct order,” and between “top-down” and “autonomy”. Women in the leadership race are sometimes faced with unfair stereotypes, especially when they are characterised as being too emotional or too cooperative . However, with more females joining the C-suite, it should be more a promising time for females to get to the top in various businesses.

Women should be confident in facing “the brave new world,” since this is an era of innovation and ideas without boundaries. It is also an era to strive for co-operation across different age groups, genders, teams, companies and even industries, instead of purely driving results within a simple hierarchy. The natural qualities of women can bring diversity and inclusiveness to teams, which are critical for the existing global business environment.

关于女性领导力的分享，未来我们还将推出更多内容，敬请期待！

More stories of Leading Women will be shared in coming weeks.

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