Category Archives: Case Studies

 

Why buy us?

“Global Mobility” is currently undergoing a global transformation. New technologies, the constant evolution of companies, generational diversity and political situations have evolved the roles and lives of mobile professionals faster than existing policies can keep up, calling for a clear focus on the processes to be updated to cater better for the people driving Global Mobility.

Are you as a Global Mobility Professional feeling overwhelmed by the speed and scope of this ‘boom’? Perhaps you need to introduce yourself to the field and get a better, broader overview of Global Mobility. 

Maybe you are in HR or a line manager and want to ensure that you are becoming an employer of choice for younger generations demanding “Global Mobility” as a prerequisite for working with you. 

Or, you are just on the brink of deciding for or against an international assignment as an expat or expat family and want to understand the language we use better.

How we will help you

Working with “The Global Mobility Workbook” and Angie Weinberger will enable you to:

  • run your Global Mobility in a more strategic way by deeper understanding trends and drivers of Global Mobility
  • develop and sort out your legal framework, policies, guidelines, exception management,
  • give you models for improving how you explain what we do to the outside world,
  • support expats and their spouses and enhance their “Expat Experience” through training, coaching and deeper understanding of the psychological effects of cultural adjustment,
  • develop your professional profile and “Global Competency”.

In order to make the expat experience worthwhile for their careers and support for their families even better, it takes people who want more than ticking off a checklist.

It takes dedicated professionals and it needs personal communication with the entire expat family. We want to bring the human touch back into our process-driven work.

That is just the tip of what Global Mobility truly is, and the Global Mobility Workbook provides not only a baseline starting point to understanding the field but is a hands-on manual for people in HR, line managers, expats and their spouses.

What you can expect from us

  • Establishing the Global Mobility Brand. Strategic classification of international assignments for the “business case”, integration of the assignment in succession planning and more. 
  • Optimizing the Global Mobility Process. Optimizing the operational handling of Global Mobility in all corporate processes from recruiting, via talent development to localisation. We explain basic principles without the technical details that overwhelm beginners in the field.
  • Defining the Global Mobility Clients. Focusing on the experience of expatriates and their spouses, as well as on the process of monitoring those who are affected, including their safety and health. We also give an overview of emergency situations.
  • Building the Global Mobility Team. Presenting Global Competency as a key component in the career development of Global Mobility Professionals. It’s a mix of knowledge, attitude, skills, reflected experience and body learning. We also coach you along the way and develop an online learning plan together.

It’s a workbook so it engages you with:

    • Goal Setting: In the beginning of our journey together you set goals for yourself.
    • Homework: Most chapters come with a suggestion of a homework.
    • 12 Case Studies: In addition we provide downloadable cases studies from daily business scenarios. These present you with various international mobility challenges to engage with and analyze. 
    • 7 Templates: We share templates upon request.
    • 5 Tools: We send you examples how you can run your operations and projects
    • 3 Checklists: Global Recruitment, Relocation, Social security considerations
    • 12 months RockMeApp: Free access to the RockMeApp, our career planner and online coaching platform (value 250 CHF/USD).

Sign up here for updates on this publication. 

About the Author

Angie Weinberger is the Global Mobility Coach. She combines executive coaching, her long-standing Global Mobility expertise and workshop facilitation skills into programs for Global Mobility Professionals, Expats and Expat Spouses. She’s a recognized guest lecturer in “Global Mobility” and “Intercultural Management” and has worked in HR with an international focus for over 20 years.

Previously she wrote “The Global Career Workbook” (2016). She also wrote a German textbook on managing international assignment into and out of Germany published in 2009, 2010 and 2011. This publication triggered her interest in writing again.

Angie’s current projects include building the Global Mobility Function for a private bank, the development of a web application for online coaching called RockMeApp and RockMeRetreat

Angie also defines herself as an author, social media junkie and Bollywood lover. She has lived and worked in Germany, Switzerland, the UK, India and Australia.

When Angie is not working she enjoys hiking in the Swiss countryside, watches movies and overindulges on the cooking of her Pakistani partner.

This is for all our readers who have not yet enjoyed the Global Mobility Workbook or any of our courses on intercultural transition. 

 

The Global Mobility Workbook by @angieweinberger (2016 Print Edition)

by Angela Weinberger

Tom Jones, 32 is an expatriate in in-house consulting. He came to Zurich, Switzerland from New York in August 2011. Tom sits on the balcony of his overpriced apartment, overlooking the Grossmuenster on a Sunday night, while he types a letter into his laptop. He is writing his resignation letter to Star Bank AG. The Human Resources Business Partner Urs Schwarzkopf has reminded him that he had to resign in writing. Otherwise, the bank would not accept his resignation.  The final date to hand in his resignation is tomorrow, and he must take his resignation to HR personally to make sure that he is not making any formal mistakes this time. As Tom reads through the letter once more, he recalls some of the incidents that took place since his first encounter with Star Bank.

 

Part 1 – The first project

 

Tom was hired as a Senior Consultant at the bank’s in-house Consulting Group. He was working for McKinsey in New York when a headhunter contacted him. As he was looking for a new challenge and was promised some interesting projects within the bank, he was excited about joining. One of these projects was to build up a strategic consulting group that would target consulting senior managers on strategy implementation because the Executive Board seemed worried that some of the future strategies required this type of support.

 

Tom’s Swiss boss, Dr. Peter Schmidt (an original “Zurcher”) had been hired from Boston Consulting Group to build up the new strategy group. Peter hired consulting talents from major multinationals and Tom was the one who received the best package. Once his offer was finalized Tom agreed to move to Switzerland on June 1, 2012. When he arrived Peter explained that he was resigning as he had been offered a challenging position at another major consulting firm.

 

Tom was surprized to hear this in his very first meeting in Switzerland. The Managing Director responsible for in-house Consulting, Dr. Rainer Schultz, told Tom right away that the offer still stood and there were no other changes, even though there would probably not be a replacement for Dr. Schmidt for the next few months.

 

On his first day at Star Bank, he had a meeting with Urs Schwarzkopf, his HR contact who was very nice and gave him some important documents and the B-permit that they had requested for him. He also mentioned that the Swiss social security card (“AHV-Ausweis”) would be sent to his home address and was needed for payroll. Tom would also have to open an employee account immediately. He also sent him to the “Ausweisstelle” where he had to have his picture taken in order to receive a security card.

 

At the end of the meeting, Urs Schwarzkopf said: “Mr. Jones, if you have any questions, please call me”. Tom was wondering why Urs? had called him Mr. Jones, although Tom had requested he was called by his first name. He soon realized that many people called each other by their last names when they spoke German even when seemed appropriate to use their first name.

However, sometimes he got stuck when people shook his hands and said “Schwarzenbach” as a way of introduction, or even fairly complicated names like “Kreisweiler-Glass” because he was not sure whether they were giving him his full name or first and last name. Most of the time he would ask for a business card so that he could see the written name.

 

When Tom went to a central branch of the bank to open his employee account, no one was able to explain the system to him in English. He had to fill out a German form and was asked for identification. He assumed that there was only one type of account that he could apply for and that this was because you remained loyal to your employer. He had heard that people in Switzerland would stay with one employer for more than 10 years and that they still had lifelong employment he had also heard that most people received their salary without problems and that performance was not compensated with a bonus.

 

The people in the branch seemed quite rude to him. He was slightly shocked to wait in a line while one of the clerks was working at her desk and did not attend to waiting customers until she had finished what she was doing. As she could not speak English he had to wait for another 10 minutes for an “apprentice”. Her English was acceptable but he was worried that she had no idea what she was talking about, as an apprentice in a bank seemed a very bizarre thing. In the USA apprentices are generally used in manufacturing but not in banks. He finally got an account and his account number and called Klaus Schwarzkopf to let him know the account number.

 

Tom raised his concerns, “Klaus, Are you sure the girls down there know what they are doing? I just had to wait 30 minutes and then was served by an apprentice because no one could speak English. I hope I did the right thing and filled in the forms correctly. I think I might have a slight problem in the future when I try to call them to get things done for me. What if th e apprentice is not there?” Klaus replied by telling him to be patient and that he should start to learn German as soon as possible because this would be the best way to integrate.

 

At the office the first week went very well. Tom got a laptop and a mobile although he had to ask his boss how to get one. He would have expected these technical details to be sorted out before his arrival. He did not have access to any systems immediately but was promised by the group’s secretary that he would have access by the end of the second week. His group consisted of four consultants who had all lived and studied abroad. One of them was Turkish, two Swiss and one came from the Singapore office. As they had all started on the same day, Tom would have expected that they go out on Friday to have a few drinks together and get to know each other a little bit better.

 

When he brought up the idea they all said that they had plans for the night but that they would definitely go out one night soon. Tom went for dinner alone. By the end of the next week, he still had no access to the systems and he was waiting for a project. By the following Wednesday, Peter asked him to work on a concept for an offshoring strategy for the compliance division. Tom asked a few preliminary questions and wanted to know who the client was. Peter said “We have to show a concept to the Management Board (MB) next month. Please integrate the others especially your colleague John Woo as he is an expert“. Tom was pleased to be involved in such a high-level project immediately so he did his best and looked for input from the group.

 

When the presentation was ready he sent the first draft to Dr. Rainer Schultz (also Swiss). Tom learned quickly that he was supposed to address Rainer as “Dr. Schultz”. He did not get any feedback on the presentation and so assumed everything was going well. He gave Dr. Schultz a call finally and left a message with his secretary. The next morning Dr. Schultz called him into his office. “Tom, I have looked at your presentation. Could you please change the things I marked in red and give it back to me by tonight. I have to prepare myself”.

 

Tom was a little taken aback. There was no word of praise and it seemed very obvious to him that Dr. Schultz was not very happy about the presentation. He also got the feeling that he was no longer involved in the project. Tom was disappointed. In his opinion, he had done a lot of research and given a very professional presentation. He was appalled when he saw that Dr. Schultz had added comments with a red pen. Somehow he thought that Dr. Schultz did not take him seriously and that he had used his input to give the presentation himself. He was also not happy about the lack of feedback generally.

 

After the presentation, Dr. Schultz came into Tom’s office to let him know that everything went well and that the Vorstand had approved the budget for the project. Tom was still angry that he had not even been invited to join Dr. Schultz to the presentation and said “Honestly, I do not understand what my role in this project is going to be so I do not really know whether I should be happy about the approval or concentrate on some minor project where I am fully responsible.” Once again Dr. Schultz did not react but replied: “You have the budget and the project plan is approved. I would like you to go ahead. I have marked some milestones in the project plan and if you report to me on time I will not bother you in between. I expect you to discuss all HR-related decisions on the team with me and if you would like to have any amendments to the budget please schedule a meeting with my secretary.”

 

Questions:

  • Which cultural dimensions do you recognize here?
  • Describe briefly the differences between US and (German) Swiss cultural dimensions here.

 

Part 2 – The culture clash

As of then, the project went ahead pretty well. Tom had to change direction several times but the group was following and delivering high-quality results. Tom had to get used to the fact that it took a longer time to get things done compared to the States. When he changed the project plan after week 3, some people on the team seemed to be confused but they got used to the new direction quickly.

 

The Turkish colleague gave Tom a hint “Look, you have to involve us before you decide any major changes in direction. We would like to participate in what is happening”. By week 6 Tom got a call from Dr. Schultz saying, “I actually expected your report yesterday. I assume you have been too busy. Can you come to my office at 3 p.m. and give me an update on milestone 1.” “Sure I will,”, Tom said wondering what milestone 1 actually was.

 

Then he remembered the original project plan. He had totally forgotten that Dr. Schultz had taken his first project plan very seriously and even marked out some milestones. From previous projects, Tom knew that his best plan would never match reality. However, he usually did a weekly status check on Friday so decided to email his status check off from the last week to Dr. Schultz with a brief explanation. “Rainer, FYI – Let’s discuss later, Tom”.

When Tom came to Dr. Schultz’s office his door was closed. Tom had learned by now that a closed door was a sign of privacy. He had to pass the secretary. He didn’t want to wait because the older lady stated something in German (“Dr. Schultz ist am Telefon. Sie dürfen nicht stören.”).

 

Tom did not understand enough German but could read the expression on her face. When Dr. Schultz finally asked him to come in he even apologized for Frau Meier’s behavior.

Then he got very serious, “Mr. Jones, we have to talk. First of all, I would like you not to send these important documents via email. I do not want it to get into the wrong hands. Secondly, I would prefer it if you could address me properly next time. I do not remember the two of us going out for a beer and becoming close friends. I am afraid I have not explained clearly that the project plan is already approved by the Management Board. You cannot change it after approval.”

Tom was puzzled. Dr. Schultz sighed and shrugged, “I have the feeling that you are doing whatever you want to do and you do not have any respect for me. If you continue to work like this I will have to send you back to America. You are very expensive and you are overstretching my budget. I had very high expectations of you and after the first presentation I thought that the project would be a great success but now you have changed everything without consulting me and I am inclined to cut off your budget. Why did you not follow the plan as we had discussed it?”

Tom was very confused and angry as well, “I do not know what your problem is Dr. Schultz. The initial project plan was not meant to be final. It was a starting point for the first two weeks. I did not even know whether we had a budget when I drafted the plan. Also, I had no idea about the resources that are available. So I had to factor those into my initial plan. Some people here have a very low work attitude. It takes ages until things get done and no one even apologizes. We spent far too much time in meetings, at lunches and coffees without doing any real work and I assume this is because you pay those socialist wages to people and do not reward good performance. How could I have known all these things at the beginning? You did not give me any explanation nor did you put me in touch with the right people. Why are you so keen on sticking to an old plan?”

At the same time, Tom was thinking to himself: “I do not understand you. Maybe it is because I am not a doctor. I only have an MBA from Princeton but I assume that this is not good enough in this country.”

Dr. Schultz was very quiet. Tom could tell he was thinking about the conversation and took a sip of water to calm down. Then Dr. Schultz finally said: “OK, I understand we have a different approach to planning and budgeting. Next time you change something I would like to be informed about it. Otherwise, I look bad in front of the MB members as if I have no control over my team.“

He knew that Tom would manage to get the outcome the MB wanted but he found him very arrogant and very American. Tom started to send Dr. Schultz a weekly update, a crisis was averted and the project seemed to be progressing steadily.

Questions

  • How could Tom have improved his situation?
  • What could Dr. Schultz, Urs Schwarzkopf, and others have done to support Tom’s transition?
  • Why do you think this is a typical Global Mobility case?

 

 

Part 3 – Getting organized

 

After four weeks, Tom finally started to organize his private life in Switzerland. He was looking for an apartment with the bank’s relocation service, Ms. Ulrike Apfel. Ms. Apfel found the nice and expensive apartment in the Niederdorf with its bars and pubs. Tom liked the place immediately. Ms. Apfel called him and explained him the details of his lease contract in English. The contract was in German and his German was enough to order a beer but he certainly did not understand any of the legal languages. He asked for a translation but Ms. Apfel said that the translation could not be paid for by the company. He would have to pay the translation out of his own pocket. So he signed the contract trusting that Ulrike Apfel was authorized because she was a reliable and service oriented.

Personally, life seemed to improve after a few months. Tom met a few other expats but gave up on the idea of meeting Swiss friends. They had a good time and spend a lot of weekends watching the Swiss ice hockey team and the soccer championship. They enjoyed the highlights of Swiss culture (skiing, hiking, carnivals, street parades, opera). The only Swiss person he spent time with was a man who had lived in the US as a student, who was very open and showed Tom some nice hikes in the Swiss national park. However, Tom got fed up with being a tourist and he could not see any added value in being in Switzerland. In-house Consulting might as well hire a Swiss in his opinion, to get on with the project. Tom had left his girlfriend in the US to come to Zurich and now he started regretting that career decision.

For Christmas, he flew back to the US and met her but she still could not understand him. She wanted to have a serious relationship and she had no intention of giving up her career for a man living in a foreign country. His mood worsened after he flew back to Zurich in January. The weather was miserable and he was not really enjoying his job and felt useless. Then he found out that the payroll department had made some adjustments in his personal account. Again he was very angry about the fact that things had been changed and that he had not been informed. Urs Schwarzkopf said. “You were on vacation I could not reach you in the office”. Tom could not understand why he did not send an email but he was too angry to reply in a nice manner so he hung up the phone.

Tom’s anger exploded the next morning when he found out he could not draw any money from the cash machine because his account was overdrawn now. He called Klaus again “Klaus, what the hell is going on with that payroll? Now I cannot even get any cash. Can you explain this to me?” Klaus replied: “Well, they have asked you several times to hand in your AHV-Ausweis and you did not hand it in. There was a correction necessary for all the social security you had not paid yet basically August to December 2011. If they had waited, the correction would not work in our system any longer.”

Tom thought that this was a joke. He had totally forgotten about the AHV-Ausweis. He found it in a pile of letters from his early days. Ashe had never understood the letters and as nobody had given him a clear explanation, he had assumed that the AHV-Ausweis would be sent to his employer directly. He was getting very frustrated and complained to the other expats about HR. Others had similar experiences and they decided that coming to Switzerland was a very difficult move.  

In April 2012 the project was at a stage where the MB found that they had expected more savings from offshoring of the compliance processes. Tom had been wondering why nobody had questioned the business case earlier. When his assignment was complete, he handed it over to Dr. Schultz in June and waited for his project bonus. The project bonus was paid in July in addition to the regular bonus payment in February. For Tom, the amount of 15’000 CHF seemed ridiculously low. At this point, Tom decided that there was no point in staying. Dr. Schultz was fine with the decision, as he had to get rid of the highly paid consultants. The budget was reduced and there was a crisis in sight.

However having missed his close friends and his girlfriend, Tom tried to find a new job in New York. When he discussed his plans with the relocation service, Ms. Apfel alerted him to the fact he had a rental lease for three years. This was obviously a problem. Tom called Urs Schwarzkopf because he was sure that the bank would pay for any double rent but was told,“ Sorry Tom, this is your problem. You have signed the contract and the bank cannot be held liable for your personal matters.”

Tom could not believe what he heard.

—-

The Global Mobility Workbook

Exercise

3)   Put yourself into the shoes of Tom and write a letter to a good friend about your situation. Observe your emotional reactions and reflect on them.

 

Wanna buy the Global Mobility Workbook?

We have published updated and enhanced the print edition: ISBN 978-39524284-1-2.

You find it at your favorite bookseller or here: Amazon.com.

Back from the SIETAR Europa Congress in Dublin, I would like to share a small story with you. I wanted to tell you how I started to become an intercultural practitioner. Picture the island of Crete, Greece. It’s a hot sunny day and you see me at the age of 9 years. First I play in the sand. Then I decide to take my air mattress and go into the water despite the jellyfish and other small monsters in the sea.

I observe and hear a girl in my age talking and I recognize that this is a different language. I assume she speaks English and my father confirms this assumption. Since I am really bored of playing with my little sister all the time I try to confront the alien.

I make eye contact and we begin to talk. We play in the water and exchange useful information on our families. This is one of the happiest holidays in my life.

At the time my knowledge of the language was very limited as we only had a pre-course in English. At primary school, we gave ourselves funny English names (I was Judy) and sang songs in English such as Old McDonald’s had a farm. My new friend was Nancy from London. Singing songs was a good start but we wanted more. We became pen friends. Funnily, we wrote each other letters for years. We both got into horse riding and she became a real friend. (This was obviously long before we had social media, the Internet and all that…).

Nancy and I never met in person afterward even though I spent a long time in London after High School. One day, we just lost track of each other. I often wondered what happened to her and what is doing now, if she is still alive and if she is happy.

For me, Nancy had been a strong motivator to learn and improve English. Foreign languages came easily to me because I saw the benefit so early in my life.
So, first of all, I want to thank Nancy for that and I want to thank my parents for exposing me to international people so early in life. We also had a Turkish foster child and traveled to many countries in Europe.

Secondly, I would like to tell you that you might be “Nancy” to someone else. When you help another person from a different culture improve your native language such as French or German, when you speak up against racist remarks or when you are simply that one friend that is a bit different than all the others. When you stick around and stay in the relationship even though it might have become a bit stale or when you are the one who picks up the phone or writes the letter to the friend, who thinks you have forgotten all about him and her.

Tell me if you have anyone in your life that you would like to re-connect with across borders and how it felt when you did.

Kind regards
Angie Weinberger

Guest Post by Jackson Hille

When I decided to make the transition into becoming a full-time freelance writer, I was filled with self-doubt. I wasn’t a journalism or communications major in college. In fact, I majored in American Studies as an undergrad. But I always had a passion for writing; it helped me blow off steam and it was something I really enjoyed. Being a people-pleaser, though, it was difficult for me to put myself out there. I was afraid of the idea that someone would hate my writing and that I could upset people.Cd2Tl91W0AAcqaB

The first couple of months was really tough, both in gaining self-confidence, as well as supporting myself financially. I had to frequently underbid my competition to land jobs. I’m not even sure if I was making minimum wage for a while. But I was dedicated to growing my client base and really establishing myself as a premium content creator in the world of digital marketing for tech startups. In doing so, my financial struggles continued and I contemplated giving up. My personal finances was a headache; my income was unpredictable, and I realized I didn’t even know how to file taxes as an independent contractor. Luckily, my freshman year roommate, who became an accountant, was really able to help me out and build me into a more effective businessperson.

I learned that there are a few, key differences between filing taxes as an independent contractor versus someone who is on a payroll. As a freelance writer, I was given a 1099 form from all of my clients. The 1099 stated my earnings from each company for which I did contract work, and essentially, my 1040 reflected all of the 1099 forms I received. I discovered that I was also entitled to a few tax deductions as a freelance worker, which helped to alleviate my financial burden. I learned to look out for myself and understand where I stood to gain.

As I became more established, I learned to stop undervaluing my work and realize how much I was worth. I was afraid of losing clients, but through it all, I discovered who was really loyal to me. Looking back, I sometimes forget how much hard work and determination it took to get to the point in my career I’m at today. It’s mostly because I was extremely passionate in what I was doing and because I had faith in myself. Your path may be very similar to mine or the exact opposite, but believe in yourself and you will get to where you want to be.

Jackson - Author PicJackson Hille is the Outreach Associate for FormSwift, a startup that focuses on providing low-cost, online solutions to entrepreneurs and business for all of their document needs. A graduate of the University of California, Berkeley, he has a passion for writing about public policy and sports management when he is not helping individuals and organizations find resources that will create a more efficient workspace. Upon joining FormSwift, he was able to put his full-time freelance career to the side, but he still cares tremendously about helping current freelancers find a stable footing in the Gig Economy, which is why he created the Freelancer’s Essential Guide to Business and Taxes.

FAAby Nabeha Latif

Flavia Augusta de Almeida’s dream for “alegria” started when she moved to Switzerland with her family. She had worked with many companies as an architect around the globe. However, it was next to impossible to find a job in Basel where her husband had been hired for a large pharmaceutical company.

Despite her love for architectural design, she decided to work on her own startup “alegria“.

The word “alegria” means happiness. Her company provides children products like crochet vegetable and fruit toys, which help children learn and discover new things.  This startup was crafted with an idea to support working women in Brazil and to spread happiness and love for children.

I asked Flavia about her future plans for alegria.   Her main goal for first year is the growth and marketing of alegria with the objective to grow alegria from a sole proprietorship into a GmbH. She also aims to introduce the alegria play collection into the British Market via stores which promote designer products. She was persistent to focus on the alegria’s giving back company philosophy, which is a model for a more humane centric economy.unnamed

 

Here’s a summary of my interview with Flavia Augusta de Almeida (FAA).

NL: What led to your career change? 

FAA: “Initially my career development was centered around my professional area. It was only towards the end that I opened up to Angela Weinberger and discussed the dream of alegria, and that I was seriously considering pursuing it. Not only I received more information as to where to start from and the fundamentals of setting up my own business in Switzerland, I was also provided with great incentive and positive reinforcement. We had great brain storming sessions regarding the possibility of the company, products, etc. Her enthusiasm was a great source of inspiration and encouragement for me in the development of my startup company.”

NL: What can a client expect to get from working with a career coach such as Angela Weinberger?

FAA: “Aside from the common misconceptions, job coaching is a holistic experience which involves:

1. Evaluation of career goals and prospects for progression in the current cultural and economic market setting, one finds her/himself in.                         Untitled

2. Learning how to highlight one’s professional strengths and use them to the enhancement of their professional development, with the aim of achieving the desired career goals.

3. Learning how to improve one’s weaknesses or areas which require professional improvement/development. Using these areas of professional development as goals towards effective carrier progression.

4. Learn how to network outside your professional realm.

5. Effective use of social media, such as LinkedIn, towards career development and job search.

6. Cultural awareness and its importance in today’s international job market.

7. Professional branding development and how to present yourself in order to achieve desired career goals.

Above all good career coaching offers encouragement and motivation.”

NL: What are the most common misconceptions about career coaching?

FAA: “A lot of us think that career coaching is limited to only CV review and job interview coaching. There’s so much more to it!”

NL: What are the typical sessions like with Angela Weinberger?

FAA: “I started my career development with Angela half way through my career development program and I saw a significant improvement in the structure of the sessions which were very goal oriented. Area(s) of development were identified and worked through during the session at high level. There was a lot of brain storming involved. I then had around two weeks to work on the area(s) to be developed. In this two-week period there was always email communication with Angela, where she would constantly send me articles or material relevant to my career development areas. There was constant email communication between the time we did not meet so my career development progress was continuously moving forward.”

NL: Flavia Augusta de Almeida, Congratulations on having your launched your business and thank you for this interview.

 

Nabeha Latif is a Social Media Marketer and works with Global People Transitions GmbH on a freelance basis.