Mauro Porcini

So how to protect them first and then later on leverage them without alienating them.

the people I was interacting with that had a very different kind of culture.

And after a while, I found that balance.

I found the ability to speak the language of business of America, of the United States, the ability to navigate the complexity of these corporations, the culture of these corporations,

But being always myself, being always this Italian with this thick accent and this weird way of dressing and this passion and the ability to talk about love in a boardroom and connect love to productivity and efficiency as an example.

Now in Korea, the body language is completely different.

The Korean language obviously is very different than the English one.

You know, here I was the one not speaking the English language and somehow trying to connect.

Now I'm there and the language that is spoken in the company is Korean.

And of course, with me, we interact in English, they interact in English.

but it's not anymore the language of the company.

There is a sense of hierarchy and roles and responsibilities that is very different than the American one and the European one.

And so I'm trying to understand, I'm still in a phase of understanding how to

be myself, how to be authentic, how to work in a super collaborative way, blending the definition of roles and responsibilities, but also respecting what works in that kind of culture and try to understand how to inspire people without alienating them, how to find the right balance between change

and respect for the incredible culture and business success that the company has.

And so it's not easy.

The company is really trying very hard to help me as well.

And this is beautiful.

In what way?

How so?