Dalia Feldheim

Third year, what happened is I went to a P&G alumni, so my previous company. And when I walked in, that was the wake up call. I plant myself in the chair and I said, whoa, you know, this is what culture should look like. I've been a frog in boiling water because you know how it goes. And I spoke sometimes with even domestic violence. It was very similar. I kept on thinking I can change

Third year, what happened is I went to a P&G alumni, so my previous company. And when I walked in, that was the wake up call. I plant myself in the chair and I said, whoa, you know, this is what culture should look like. I've been a frog in boiling water because you know how it goes. And I spoke sometimes with even domestic violence. It was very similar. I kept on thinking I can change

And I learned you can't change someone that doesn't want to change, right? So, you know, at the beginning of that third year, I realized, whoa, I need to leave this toxic environment, but not before I deliver everything I committed because I committed to the CEO and I always deliver on my commitment.

And I learned you can't change someone that doesn't want to change, right? So, you know, at the beginning of that third year, I realized, whoa, I need to leave this toxic environment, but not before I deliver everything I committed because I committed to the CEO and I always deliver on my commitment.

And I learned you can't change someone that doesn't want to change, right? So, you know, at the beginning of that third year, I realized, whoa, I need to leave this toxic environment, but not before I deliver everything I committed because I committed to the CEO and I always deliver on my commitment.

So I said, okay, I'm going to stay until the end of the year and I'm going to go back to my strengths. I don't care if he likes them or doesn't like them. So my strengths is people and creativity. And I said, I'm going to bring creativity even to a category. It was washing machines in that sense, right?

So I said, okay, I'm going to stay until the end of the year and I'm going to go back to my strengths. I don't care if he likes them or doesn't like them. So my strengths is people and creativity. And I said, I'm going to bring creativity even to a category. It was washing machines in that sense, right?

So I said, okay, I'm going to stay until the end of the year and I'm going to go back to my strengths. I don't care if he likes them or doesn't like them. So my strengths is people and creativity. And I said, I'm going to bring creativity even to a category. It was washing machines in that sense, right?

And together with the team, we created a campaign that was very data-driven, but also very creative. And that won an Effie Award. The first time this brand won an Effie Award for business results and creativity. And that's when I realized, you know, I found back my mojo and it was time to move on.

And together with the team, we created a campaign that was very data-driven, but also very creative. And that won an Effie Award. The first time this brand won an Effie Award for business results and creativity. And that's when I realized, you know, I found back my mojo and it was time to move on.

And together with the team, we created a campaign that was very data-driven, but also very creative. And that won an Effie Award. The first time this brand won an Effie Award for business results and creativity. And that's when I realized, you know, I found back my mojo and it was time to move on.

And I can tell you, you know, I always say if it happened to me, it can happen to anyone, you know, because I used to be head of the Women's Network for P&G and not a pushover. I kind of stand up. But the more resilient I became, the more toxic he became. And I think, you know, I ended up doing my research on it.

And I can tell you, you know, I always say if it happened to me, it can happen to anyone, you know, because I used to be head of the Women's Network for P&G and not a pushover. I kind of stand up. But the more resilient I became, the more toxic he became. And I think, you know, I ended up doing my research on it.

And I can tell you, you know, I always say if it happened to me, it can happen to anyone, you know, because I used to be head of the Women's Network for P&G and not a pushover. I kind of stand up. But the more resilient I became, the more toxic he became. And I think, you know, I ended up doing my research on it.

So when I studied in INSEAD, I did the research, his research, and I wanted to understand, can you coach yourself out of a toxic environment? That was my research question. And my answer was yes and no. So yes, yes. You can build resilience. And the Dare to Lead Like a Girl is about my resilience model. I call it 5P. I talked about purpose. There's all around perspective or perseverance.

So when I studied in INSEAD, I did the research, his research, and I wanted to understand, can you coach yourself out of a toxic environment? That was my research question. And my answer was yes and no. So yes, yes. You can build resilience. And the Dare to Lead Like a Girl is about my resilience model. I call it 5P. I talked about purpose. There's all around perspective or perseverance.

So when I studied in INSEAD, I did the research, his research, and I wanted to understand, can you coach yourself out of a toxic environment? That was my research question. And my answer was yes and no. So yes, yes. You can build resilience. And the Dare to Lead Like a Girl is about my resilience model. I call it 5P. I talked about purpose. There's all around perspective or perseverance.

There's physical power, people, and positivity. So that's the model. However, that works for a general hardship or general company. I concluded that when you work for a toxic environment, there really is only one strategy. And that is zero tolerance. Zero, right? You with your two pages, you know, that's the zero tolerance. Zero. I was too empathetic. I kept on thinking I can change.

There's physical power, people, and positivity. So that's the model. However, that works for a general hardship or general company. I concluded that when you work for a toxic environment, there really is only one strategy. And that is zero tolerance. Zero, right? You with your two pages, you know, that's the zero tolerance. Zero. I was too empathetic. I kept on thinking I can change.

There's physical power, people, and positivity. So that's the model. However, that works for a general hardship or general company. I concluded that when you work for a toxic environment, there really is only one strategy. And that is zero tolerance. Zero, right? You with your two pages, you know, that's the zero tolerance. Zero. I was too empathetic. I kept on thinking I can change.