Dalia Feldheim

the ups and downs in your life, you actually find the red thread. And that red thread is kind of your hint to what. So I always knew that I was about people empowerment. I happened to be a marketing director, but it was all about people empowerment, whether in the campaigns I did or the teams I built, et cetera. And that's why I, 17 years in P&G, I thrived because I was completely on purpose.

the ups and downs in your life, you actually find the red thread. And that red thread is kind of your hint to what. So I always knew that I was about people empowerment. I happened to be a marketing director, but it was all about people empowerment, whether in the campaigns I did or the teams I built, et cetera. And that's why I, 17 years in P&G, I thrived because I was completely on purpose.

the ups and downs in your life, you actually find the red thread. And that red thread is kind of your hint to what. So I always knew that I was about people empowerment. I happened to be a marketing director, but it was all about people empowerment, whether in the campaigns I did or the teams I built, et cetera. And that's why I, 17 years in P&G, I thrived because I was completely on purpose.

It was the last three years when my career reached the lowest point when I wasn't allowed to bring to life my strengths, that's when I kind of shrunk. And that's where I talk a little bit about the importance of, you know, how do you deal with a challenging situation?

It was the last three years when my career reached the lowest point when I wasn't allowed to bring to life my strengths, that's when I kind of shrunk. And that's where I talk a little bit about the importance of, you know, how do you deal with a challenging situation?

It was the last three years when my career reached the lowest point when I wasn't allowed to bring to life my strengths, that's when I kind of shrunk. And that's where I talk a little bit about the importance of, you know, how do you deal with a challenging situation?

So 17 years after working for P&G, I left and I took a role as CMO, Chief Marketing Officer for Asia. Great company. I love the CEO. I love the global CMO. I thought I landed my dream job, right? One week into the job, or maybe one month into the job, I got a new boss who was the local CEO. And Heather, it took me a week to realize that him and I were fire and water, right?

So 17 years after working for P&G, I left and I took a role as CMO, Chief Marketing Officer for Asia. Great company. I love the CEO. I love the global CMO. I thought I landed my dream job, right? One week into the job, or maybe one month into the job, I got a new boss who was the local CEO. And Heather, it took me a week to realize that him and I were fire and water, right?

So 17 years after working for P&G, I left and I took a role as CMO, Chief Marketing Officer for Asia. Great company. I love the CEO. I love the global CMO. I thought I landed my dream job, right? One week into the job, or maybe one month into the job, I got a new boss who was the local CEO. And Heather, it took me a week to realize that him and I were fire and water, right?

So I'm all about creativity and people. And he was all about numbers and scorecard and ROI. And most days the culture felt like ROI or you die. He told me once, I'm not going to tell you what you're good at. It's a waste of time. I'm only going to focus on what you need to fix. Anyone who comes from marketing would appreciate this. But then he says to me, Dalia, there's no art in marketing.

So I'm all about creativity and people. And he was all about numbers and scorecard and ROI. And most days the culture felt like ROI or you die. He told me once, I'm not going to tell you what you're good at. It's a waste of time. I'm only going to focus on what you need to fix. Anyone who comes from marketing would appreciate this. But then he says to me, Dalia, there's no art in marketing.

So I'm all about creativity and people. And he was all about numbers and scorecard and ROI. And most days the culture felt like ROI or you die. He told me once, I'm not going to tell you what you're good at. It's a waste of time. I'm only going to focus on what you need to fix. Anyone who comes from marketing would appreciate this. But then he says to me, Dalia, there's no art in marketing.

It's only science. You just didn't get it yet, right? Right. So you see the face. I felt like it was a dagger right into the heart. But anyway, him and I were like a match made in hell. But one day, you know, I think it was like a few months into the role. I got summoned into his office. Okay. Now, I'm a C-suite woman. I was the only C-suite on his team. And he starts giving me feedback.

It's only science. You just didn't get it yet, right? Right. So you see the face. I felt like it was a dagger right into the heart. But anyway, him and I were like a match made in hell. But one day, you know, I think it was like a few months into the role. I got summoned into his office. Okay. Now, I'm a C-suite woman. I was the only C-suite on his team. And he starts giving me feedback.

It's only science. You just didn't get it yet, right? Right. So you see the face. I felt like it was a dagger right into the heart. But anyway, him and I were like a match made in hell. But one day, you know, I think it was like a few months into the role. I got summoned into his office. Okay. Now, I'm a C-suite woman. I was the only C-suite on his team. And he starts giving me feedback.

And I love feedback, okay? In P&G, we used to call it tough love feedback. I'm very direct. I love you to say, don't sugarcoat. Tell me exactly how it is. But tough love, it needs to come from a position of care, right? That day, there was no love. It was just really humiliating, denigrating. And I'm holding it in. I'm a C-suite woman. But then he starts insulting my team.

And I love feedback, okay? In P&G, we used to call it tough love feedback. I'm very direct. I love you to say, don't sugarcoat. Tell me exactly how it is. But tough love, it needs to come from a position of care, right? That day, there was no love. It was just really humiliating, denigrating. And I'm holding it in. I'm a C-suite woman. But then he starts insulting my team.

And I love feedback, okay? In P&G, we used to call it tough love feedback. I'm very direct. I love you to say, don't sugarcoat. Tell me exactly how it is. But tough love, it needs to come from a position of care, right? That day, there was no love. It was just really humiliating, denigrating. And I'm holding it in. I'm a C-suite woman. But then he starts insulting my team.

Like, really, very personal. You know, I was getting so frustrated, right? Because it was so unfair. And when I get frustrated, I tear. He saw the tear in my eye and he smiled at me and he gave me a box of tissues. And I had this warm, fuzzy feeling for a moment. But then I lifted my eyes and I saw something weird in his smile. And he turned around that tissue box and I couldn't believe my eyes.

Like, really, very personal. You know, I was getting so frustrated, right? Because it was so unfair. And when I get frustrated, I tear. He saw the tear in my eye and he smiled at me and he gave me a box of tissues. And I had this warm, fuzzy feeling for a moment. But then I lifted my eyes and I saw something weird in his smile. And he turned around that tissue box and I couldn't believe my eyes.