Saluting women of courage
I ALWAYS HAD TO FIGHT FOR WHO I WAS. THAT CONTINUED IN MY CAREER. I’M NOT GOING TO BACK DOWN.
— CPO1 ALENA MONDELLI I SEE COURAGE AS ALWAYS FACING ISSUES, LOOKING FOR SOLUTIONS, BEING TIRELESS AND LISTENING ACTIVELY.
— NATHALIE FAGNAN
Standing up for what’s right — always, no matter the personal consequence. Facing challenges head-on. Listening and learning. Leading with compassion and empathy. These are the hallmarks of courage, and they are on full display with this year’s WXN Canada’s Most Powerful Women: Top 100 Women of Courage honourees.
Here we turn the spotlight on two 2021 Women of Courage and how they find the strength to stay strong and embrace their courage. CPO1 Alena Mondelli, the first woman to become base chief petty officer of the Royal Canadian Navy
Describe the pivotal events that shaped your journey
From the time I was about six years old, I would tell my family I’m going to play the clarinet, join the army, and be in the band. I think it was because my grandfather was in the Dutch infantry. He loved marches so he would have me march around the living room. I forgot about this until my stepmom asked me what I was going to do with my life and told me she had always wanted to join the army. I started basic training when I was 18. When I first joined, it wasn’t a calling. That changed the higher up in rank I rose. Since becoming the first woman naval communicator in the regular force to be promoted to petty officer second class, it has been a series of firsts. I didn’t want being the first woman to be the highlight, to be the focus, I just wanted to do my job. That changed when I reached my current rank and one of my mentors said, ‘you have a responsibility to all the women and men behind you. Make it loud and proud that you are a woman and you are the first. That’s important for everyone else.’
Was your gender a challenge moving up the ranks?
Absolutely gender impacted me. The first four to six years, it was kind of like high school. People harassed each other. It was a highly sexualized culture. Where I really noticed a change and started to feel sexism and misogyny was when I started to get some rank. I heard I’m only achieving these successes because I’m a woman. I was accused of using the woman card. I don’t know what that is.
How did you push past that?
I love what I do. I also grew up in a situation where as a member of a blended family, I always had to fight for who I was. That continued in my career. I’m not going to back down. I also confront the person. This is what you did. This is how it made me feel and this is wrong. Sometimes it worked, sometimes it didn’t.
How do you define courage?
It’s one thing to have the courage to do what we do in our jobs as professionals, and then it’s another thing to have the moral courage to do that
other part of our job, which is to manage what I call the human system. That’s messy, complex and beautiful. People are going to do things and you are going to have to have the courage to listen, the courage to stand up to them, to help them.
How would you describe your leadership style?
Transformational. I know that just by being a woman in uniform, I’m making change. It’s important right now. I believe in our values. That’s why as a leader it’s important to help change the behaviours we don’t want to see. Part of that is putting on the uniform, having the conversations and the confidence to show what right looks like.
What does this award mean to you?
I am so honoured that my organization nominated me. It shows me that my organization values what I did as a senior non-commissioned member.
Nathalie Fagnan, president and chief executive officer, Héma-québec, a non-profit that supplies life-saving blood and other biological products to Quebec hospitals
Describe the pivotal events that shaped your journey
It’s not the events, it’s the people I’ve met over the course of my career. I had the good fortune of working with inspiring, good people who had faith in me. Knowing how much people can influence a career path, I always make sure to give back and give more of myself to the organization. Before joining Hémaquébec, I was based in New York [as executive vice-president, chief financial officer and member of the Canadian Executive Committee of Publicis Canada] and returned to my home in Montreal each weekend. I had already been thinking about how I could give back to my community, to society. I felt called by the organization’s great humanitarian mission. It’s a feeling shared by all of our staff. Also, it was a great opportunity for me to fill a CEO position. I was ready for that.
Was your gender a challenge moving up the ranks?
I never felt any genderbased differentiation with respect to my contribution to an organization. For me, I’m not a woman. I’m a human being, joining an organization to bring results and to make things happen, working well with other people and making sure we do the best for the company. That is not female or male. I was at Publicis for 17 years and it was one step after another to take on more challenges. I had a voice. I could ask hard questions. That allowed me to develop confidence, which also helped me develop the courage I have. I trust my instinct. I trust my judgment.
How do you define courage?
I see courage as always facing issues, looking for solutions, being tireless and listening actively. Shrugging your shoulders is never an option. It’s making the necessary decisions, not shying away, being convincing and persuasive. Courage is also not acting/behaving in a way to ensure people will like you. It’s about seeing things for what they are and not ignoring the facts. The COVID crisis was very difficult for the whole organization. We did not stop operations. We had to keep going each day. When everyone was being told to stay home, our employees, volunteers and donors came out to our mobile blood clinics and collection sites. We made sure we did everything we could to protect our people, to make the right decisions day after day. It’s not just me, it’s the team, the employees who see the importance of what we do to save lives. We cannot stop. People need our products. There is no substitute. The people who work here know that.
How would you describe your leadership style?
Leading an organization is collaborating with people, each with their own unique personality and expertise. Our employees are our engine. Listening to them, considering their opinion, valuing and recognizing them, this is what drives successful teamwork, so everyone gives their best effort. This means being available and being willing to create space for quality conversations. Leaders need to be firm and determined but that doesn’t mean closed minded. You have to be willing to accept the best idea may not be your own. The organization has to come first.
What does this award mean to you?
In the past, I preferred to be in the shadows. I didn’t want to be in the spotlight. But I want people to know about Héma-québec and the great work we do. I accept the honour and I share it with our staff, volunteers and donors.