Issue - July/August 2022

IAM-YP FOCUS: THE NEXT GENERATION OF LEADERS IS HERE

Future Leaders

An interview with Maria Eugenia Mansur, Partner Relations Manager, Edelweiss; conducted by her organization.

The new generation of leaders has arrived; they are confident and they are here to break the rules. Now more than ever before, these young professionals need to be prepared to face future challenges imposed by a constantly evolving sector like relocation and mobility.


Inspiration? Drive? Motivation? What are the skills a future leader needs these days?


Meet María Eugenia Mansur, Partner Relations Manager at Edelweiss, an Argentine company with more than 30 years of experience in international relocation services. She will answer those questions and many others.


At first sight, María Eugenia looks quite young for her vast experience. But Maru—as everybody calls her at the office—is 37 years old, has a degree in Marketing, and has more than 10 years of experience in the sector.


Who could be better than this young leader who has worked in this segment for almost a third of her life to share her ideas and opinions on the future of the industry with us?


Maru, what innovative practices are you promoting at Edelweiss?


This is a very important year for us. I would even say it is the year of our comeback as a brand. Even though Edelweiss is a modern, innovative company, it has been offering relocation services for more than 30 years. Therefore, we decided it was time to change how we look. We are currently working hard on our rebranding process; once finished we will be ready to face new challenges. We are also fostering a working culture based on proactivity and personal motivation. As for me, I am now collaborating with different blogs in the sector; networking, sharing valuable information, and opening new communication channels.


In your opinion, which are the most important values a leader must have?


A true leader should be able to build up trust in others through his or her skills. I believe that certain capabilities, such as intelligence, empathy, motivation, collaboration and respect are vital to being a successful leader. I would also say that a leader must be curious and inspiring, as well as a person who is always looking for different alternatives, technologies or practices to improve everyday work, add value, and promote teamwork.


How would you describe your path to leadership? Where do you see yourself in five years?


I was very young when I started working in a sector that did not really pay attention to innovation. Luckily, that is changing. In my case, in order to work my way upward and make progress in this industry, I needed great perseverance, a lot of motivation, dedicated customer service, and a deep knowledge of the industry segment. It has been hard work, and I have also learned to see myself as a leader. Regarding where I see myself in five years, I believe I will be setting new goals for whatever is to come.


Are there any mentors or colleagues who have helped you flourish as a leader?

Of course—I am certain that both are vital to shaping new leaders. It is always important to have mentors who will not only have your back as you learn, but who will also light the way when things get complicated. So, yes, they have been definitely important for my professional and personal growth.

Lastly, what obstacles did you have to overcome to bring about change in Edelweiss or in the industry?

Men have long dominated this sector and certain working habits are difficult to change. There were vertical structures in which orders were imposed instead of sharing ideas to develop comprehensive solutions. That is changing. With patience and constant work, I together with many other young professionals are creating a new form of leadership that acknowledges talent and effort beyond gender or age. That is what I fight for every day: to surmount old obstacles and make positive changes in the sector in every scenario where we operate.