Cristina Filip is an entrepreneur and organizational development consultant, the founder of Be Connected, with over 15 years of business experience and more than 17 years in the corporate environment, where she supports leaders and organizations in identifying blockages within their internal systems, aligning people, processes, and leadership, and building engaged teams and sustainable performance. At the same time, as a family and systemic constellations facilitator, she integrates into her work a profound perspective on the invisible dynamics that influence decisions, relationships, and results, working with people and organizations at a systemic level to bring clarity, stability, and direction where things seem blocked.

C&B: If we were to look at the narrative thread of your career, what were the key moments that defined you?

Cristina Filip: The narrative thread of my career is built around several moments that, looking back, fundamentally changed the way I understand performance, decision-making, and people.

One defining moment was joining a multinational organization where entrepreneurship was not just a concept, but a value lived every day. It was both a business school and a life school, where I learned what real responsibility means, how to make decisions under pressure, and the impact leadership has on people and results.

The second moment was the transition to entrepreneurship and the founding of Be Connected. Moving from the role of HR and Training Director, as part of the board, to becoming an entrepreneur meant stepping out of a system that supports and validates you into a space where you are the one creating direction, structure, and trust. It was a profound stage of professional and personal maturation.

However, the moment that radically changed my perspective was the loss of my husband. It opened another dimension of understanding — beyond logic and control — and brought me into contact with the world of family constellations, a space where I began to understand how deeply our choices and direction are influenced by invisible dynamics.

Discovering systemic constellations was the next natural step, where I realized that the same principles governing family systems are also present in organizations: in relationships, positioning, decisions, and results.

Today, what defines my work is the integration of these two worlds — the organizational one, connected to people, processes, and performance, and the deeply human one, connected to the relationship with the self. I believe true potential emerges when these two dimensions are no longer separated.

This perspective is also the foundation of my book, Când viața se rescrie – Relații transformate prin constelații familiale, in which I explore, through real experiences and personal reflections, how profound change begins from within and is then reflected in all areas of life and business.

C&B: What has been the most difficult moment in your journey so far, and how did you overcome it?

Cristina Filip: For me, the most difficult moment was losing my husband during a period when I was simultaneously responsible for leading two businesses. It was a context where it was no longer only about business decisions, but about finding the inner resources to move forward during a time of profound personal instability.

During that period, I discovered family constellations, and later chose to deepen this direction through facilitator training. It was a turning point because I started finding answers I had been searching for in business, but could not access solely through logic or analysis.

The clarity I gained through this experience helped me not only navigate that moment, but also rebuild the way I view decisions, relationships, and leadership.

The people around me — my community, family, and friends — also played an essential role, offering real support not only emotionally, but also through their presence and grounding in reality.

Looking back, it was one of the most difficult periods, but also one that profoundly changed my direction and the way I work today with people and organizations.

C&B: When did you realize this project could become a scalable business?

Cristina Filip: The moment I realized this project could become a scalable business was when I deeply understood the mechanisms behind blockages — not only at an individual level, but also within organizations.

Until that point, I had been working more intuitively, based on experience. But when I started seeing recurring patterns — in decisions, relationships, and team dynamics — and understanding what generated them and how they could be transformed, it became clear that this was not only about isolated interventions, but about a model that could be replicated and scaled.

That was when I realized I could take this approach further — not only to individuals, but also to entrepreneurs, leaders, and organizations facing similar blockages, even if they appeared in different forms.

For me, scalability did not come only from structure or products, but from the clarity of the method and the fact that the results are relevant across various contexts — from personal life to strategic business decisions.

C&B: What personally motivated you to pursue the learning & organizational development field?

Cristina Filip: For me, choosing the learning and organizational development field was not a calculated decision, but rather a natural direction.

I have always been drawn to the idea of development — real growth, not only in terms of results, but also at the human level. I was constantly interested in how I could use more of what I enjoy and what feels meaningful to me. And the answer came simply: by working with people and contributing to their growth.

Over time, I realized that beyond strategies, processes, or information, what truly makes the difference in an organization is its people — the way they think, relate, make decisions, and manage pressure. That is where blockages appear, but also where potential exists.

My motivation comes from the desire to create spaces where people can see more clearly, understand what blocks them, and make more conscious choices — both for themselves and for the organizations they are part of.

C&B: If we met your team or collaborators, what do you think they would say about you?

Cristina Filip: I believe that if you asked the people I work with, they would first talk about connection — about the way I manage to create a space where they feel seen and understood.

They would say that I offer guidance and support, but without imposing directions, instead helping them find their own answers. That I pay attention to people, nuances, and to what is not said directly, yet still influences relationships and decisions.

They would probably also mention the energy I bring — positive, yet grounded in reality — and my ability to mobilize people, becoming a sort of engine in achieving goals, especially when things seem blocked.

And perhaps most importantly, that I work “together with them,” in an authentic partnership where growth is built step by step.

C&B: What is the most important decision you have made that changed your trajectory?

Cristina Filip: I do not believe there was a single decision that was “the most important” and completely changed my trajectory.

Rather, my journey has been built through a series of choices and events that, put together, guided me toward where I am today. There were many turning points — some conscious, others shaped by circumstances I could not control — but each contributed to greater clarity and the next step forward.

Looking back, I realize the common thread was not one singular decision, but the willingness to listen to myself, adapt, and move forward even when I did not have all the answers.

All these “small” decisions actually built the big change.

C&B: How did you build your leadership style and your way of making decisions? Was it a natural or learned process?

Cristina Filip: When I look back at my first leadership role and the journey that followed, I can say that my leadership style and the way I make decisions were not fixed or something I was simply “given,” but rather an ongoing process of development.

They were built over time, through direct experience, different contexts, and the people I worked with. Every situation — especially the difficult or high-stakes ones — challenged me to adapt my approach, better understand relationship dynamics, and recognize the impact decisions have on teams and results.

To a large extent, it was a learned process, but one deeply grounded in practice. Not only from theory, but from reality: from understanding what works, what does not, and from the ability to constantly reflect and adjust.

Today, I would say my leadership style is based on connection, clarity, and responsibility — and my decisions come from a balance between analysis, intuition, and a deep understanding of the human context behind every situation.

C&B: What are the most common mistakes organizations make when trying to motivate employees?

Cristina Filip: One of the most common mistakes organizations make is believing motivation can be “solved” mechanically — through salary increases or benefit packages — and that this will automatically lead to engagement, satisfaction, and performance.

In reality, things are far more nuanced.

Salaries and benefits are essential for market alignment and competitiveness. But they are not enough to build an environment where people truly want to stay and perform. Real motivation comes from a much more complex mix: the quality of relationships, leadership style, sense of meaning, recognition, and psychological safety.

Another mistake is implementing initiatives without truly understanding the organization’s reality. My recommendation is simple: do not offer solutions before measuring. Understand where you are, what people feel, and what they want. An employee opinion survey can be a valuable starting point.

But equally important is what happens afterward. Very often, organizations collect feedback but fail to act concretely, which leads to even greater frustration and mistrust.

And perhaps most importantly, the impact of toxic relationships is often ignored. Sometimes, changing a manager or removing destructive behavior can completely transform the atmosphere and restore people’s energy, joy, and willingness to engage.

Motivation is not a button you press. It is the result of a system of relationships, decisions, and contexts that you create day by day.

C&B: What does a typical day look like for you now, and which moments bring you the greatest satisfaction?

Cristina Filip: My days never look the same — and I think that is exactly what makes them alive. I work with a variety of contexts, people, and challenges, and the rhythm comes from this diversity: client meetings, work sessions, workshop preparation, or moments of reflection and structuring.

Still, there is a common thread that gives meaning to every day.

The greatest moments of satisfaction appear when, while working with clients, that “aha” moment happens. When I hear: “I never thought this could be what was blocking me.” That is the moment when something becomes visible and clear, and the perspective shifts.

Equally valuable are the moments when I see people succeed in removing blockages — whether related to difficult decisions, relationships, or professional contexts. That is where not only clarity appears, but also energy, courage, and direction.

For me, satisfaction comes from these real transformations, from the changes I see in people and in the way they choose to move forward.

C&B: What values or principles guide you in what you do, and how do you apply them daily?

Cristina Filip: The values and principles that guide me are not just things I believe in, but things I live every day in everything I do.

Authentic connection with people
For me, relationships are the foundation. I create spaces where people can truly see themselves beyond roles or titles. In every interaction, I choose to be present, attentive, and open.

Clarity beyond appearances
I do not stop at what is visible or logical. I look deeper, where the real blockages exist. I enjoy guiding conversations to the point where clarity appears and things begin to make sense.

Personal responsibility
I believe every person has the resources needed to find their own answers. My role is to create the context and guide, not to provide ready-made solutions. I encourage ownership and conscious choices.

Growth through awareness
I do not believe only in “doing more,” but in understanding better. Real and sustainable change comes from that understanding. That is what I pursue in everything I do.

Authenticity and coherence
For me, it is important that there is alignment between what I say and what I do. People feel this coherence, and trust is built from there.

I apply these values daily through the way I work with people, through the questions I ask, the space I create, and the decisions I make.

C&B: How did the idea behind Be Connected emerge, and what real problem did you want to solve in the market?

Cristina Filip: Be Connected emerged from a real need I observed while working with organizations, leaders, and teams: although strategies, processes, and investments in people exist, retention and engagement remain constant challenges.

I wanted to create more than traditional consulting and organizational or personal development services. I wanted to create a framework where we could go beyond the surface — to the place where the blockages affecting performance, relationships, and decisions are actually formed.

Studies and direct experience confirmed for me that motivation and retention are not only about benefits or isolated initiatives. That is why I built initiatives such as Engage, Retain & Grow – Executive Event and programs dedicated to the organizational environment, approaching employee engagement in an integrated way: leadership, relationships, organizational culture, and the invisible mechanisms influencing behavior.

At the same time, the workshops — both organizational and individual — complement this approach. They add an experiential dimension, where people not only understand, but concretely see what blocks them and can create real change.

The problem I wanted to solve is not the lack of information, but the lack of clarity and connection. Because most of the time, organizations know what they should do, but fail to truly change how people function internally.

Be Connected is the answer to this need: an approach that connects strategy with the human reality inside organizations and creates contexts in which people can become more engaged, stay longer, and perform — not out of obligation, but out of meaning and alignment.

C&B: How have companies’ needs changed in recent years?

Cristina Filip: Looking at the evolution of recent years, I believe companies’ needs have changed not only in depth, but also in pace — much faster than they were used to.

In the past, the focus was on processes, efficiency, and results. Today, these remain important, but they are complemented by two major pressures: people and technology, especially AI.

On one hand, companies increasingly feel the challenges related to retention and engagement. It is no longer enough to offer stability or benefits. People are looking for meaning, autonomy, healthy relationships, and leadership that truly sees and understands them. This creates a real need to build organizational cultures where people choose to stay, not simply remain.

On the other hand, AI is fundamentally changing the way we work. It automates processes and increases efficiency, but at the same time places pressure on roles, competencies, and the way leaders make decisions. Companies no longer need only people who execute, but people who think, adapt, and can work in a constantly changing environment.

And here an interesting tension appears: the more technology advances, the more important the human component becomes. Relationships, trust, clarity in decisions, and the ability to navigate uncertainty cannot be automated.

At the same time, leaders face increasingly complex decisions: how to integrate AI without losing people, how to increase performance without creating burnout, and how to remain relevant in a constantly changing context.

That is why I believe companies today have a dual need: to keep pace with technology while not losing sight of what is essential — people and the way they function together.

Ultimately, the difference will not be made by whoever adopts AI the fastest, but by whoever manages to create a real balance between technological performance and human maturity within organizations.

C&B: How was the Engage, Retain & Grow event born, and what role does it play in your ecosystem?

Cristina Filip: The Engage, Retain & Grow event did not emerge as an isolated initiative, but as part of a broader ecosystem we built around a very clear organizational need: how do we truly create engagement, retention, and sustainable performance?

Everything started with the analysis and deep understanding of the phenomenon — through a study dedicated to retention and engagement, where we examined not only the data, but also the business impact and the practices that genuinely work. This study highlighted one essential thing: the difference is not made by isolated initiatives, but by the coherence between leadership, culture, and the way people experience the organization day by day.

Based on these insights, Engage, Retain & Grow – Executive Event was created as a space where leaders can understand these dynamics, see concrete examples, and have relevant conversations that go beyond theory.

However, the event is only one part of the ecosystem.

We also built the “Engage, Retain & Grow” program, structured into eight modules, which takes things further — from awareness into implementation. It is a framework in which organizations can work practically on their own realities: from leadership and relationships to the mechanisms influencing engagement and retention.

The role of the event within this ecosystem is one of opening and clarification. It is the place where the right questions emerge, where leaders begin to see what is not working and where the actual blockages exist.

Then, through the program and subsequent interventions, this process continues and transforms into concrete actions and real change.

In essence, Engage, Retain & Grow is not just an event, but an integrated system — from understanding (study), to awareness (event), to transformation (program) — built to respond to a real challenge in today’s business environment.

Through her expertise in leadership, organizational development, and systemic constellations, Cristina Filip offers an integrated perspective on how organizations can build employee retention, engagement, and sustainable performance.

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Oana Constantinescu describes herself as a “pure-blood” HR professional, meaning that specialization in human resources is not just a profession but a passion that has accompanied her for nearly 20 years. Closely connected to this field, throughout her experience Oana has also carried out activities in communication, PR, event organization, and blogging.

C&B: If we were to look at the narrative thread of your career, what were the key moments that defined you?

Oana: My career in HR began during university and, gradually, from a junior role in recruitment, I specialized in several areas, becoming first a generalist and then an HR Business Partner. Over time, I have also provided consulting services to both small companies and individuals looking for jobs.

C&B: What were the biggest challenges you encountered in managing teams and how did you overcome them?

Oana: The most difficult mission for an HR professional is to calibrate employees’ expectations with the company management’s objectives, while maintaining practices that are as ethical, fair, and consistent as possible.

C&B: Is there a dream or ambition that has always guided you, regardless of obstacles?

Oana: My ambition is related to professionalism and growth in everything I do: to always provide correct and as complete information as possible, to be an authentic support both for people and for the business, and to understand their needs and their sources before offering advice.

C&B: What were you like at the beginning of your journey and how do you feel you have transformed until now?

Oana: At the beginning I believe I was, like any young person, more idealistic. Now I know that you can only change yourself and that this is how you have a chance to influence the contexts you are part of, that it is sometimes necessary to make compromises, sometimes even lowering standards to achieve results, and that everyone sees things through their own filters, so it is important to make sure, before drawing conclusions, that all parties share the same understanding of a concept.

C&B: If we were to meet your team or collaborators, what do you think they would say about you?

Oana: They would say that they appreciate my dedication, accountability, and adaptability, and they would probably advise me to be less demanding regarding results and to put less pressure on myself.

C&B: What is the most important decision you have made that changed your trajectory?

Oana: I believe that every time I changed my job it was a difficult decision, and I only reached that point after convincing myself that I could no longer grow there. My trajectory has been quite linear in an upward sense, and I have learned something from every experience that helps me today.

C&B: How did you build your leadership style or the way you make decisions? Was it a natural or learned process?

Oana: My natural tendency is to document myself very thoroughly before making a decision, to look at the situation from as many perspectives as possible in order to minimize risks and impact. However, throughout my career I have learned that sometimes it is necessary to act faster and adapt along the way in order to achieve results.

C&B: How did your journey in the People & Organization area begin and what initially attracted you to this field?

Oana: From the very beginning I have been close to people, and the organizational side comes together with the administrative area that I covered especially in smaller companies. I believe HR and office coordination go hand in hand, and I enjoy the challenge of always being connected to so many diverse activities.

C&B: What does a typical day look like for you now and which moments of the day bring you the greatest satisfaction?

Oana: I am involved in all HR processes within the company, so my activity varies a lot. I am also part of cross-functional projects, being responsible at a regional level for implementing and monitoring certain areas (for example, performance evaluation). I am constantly in contact with colleagues from other countries and work at a very fast pace.

C&B: What values or principles guide you in what you do and how do you apply them day by day?

Oana: As I mentioned before, I strive to ensure good quality in everything I do. I like helping and contributing to causes that improve the lives of a group or a community.

C&B: What does the role of People & Organization Business Partner involve and how do you contribute to the success of the organizations you collaborate with?

Oana: It requires a great openness to understand what each side is facing, both employees and management. At the same time, they also need to understand that things cannot function in just any way; there needs to be structure and respect for certain rules that, at first, may seem to make work more difficult, but once embraced, they actually help. A major challenge in HR is to make people-oriented processes more transparent, to make them as fair as possible while still maintaining confidentiality and each person’s uniqueness.

C&B: How do you see the evolution of the HR field in the coming years and what skills are becoming essential for People & Organization professionals?

Oana: Skills such as knowledge, curiosity, adaptability, and resilience are essential in a volatile, fluctuating, and uncertain world.

Oana Constantinescu’s professional journey reflects the balance between rigor, empathy, and adaptability – three essential benchmarks in a field where people and organizations are constantly evolving.

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Diana believes in the power of leading by example and understands how important it is to support those around you in discovering their own potential. Perhaps this is why Diana is an authentic and empathetic leader, always paying attention not just to what gets done but especially to how things are done. Her vision for the future of Romanian people management blends human values with technological innovation, all with a single purpose: to truly harness opportunities for future generations.

To young people just starting out, Diana offers simple advice in three natural steps: be authentic, listen carefully, and act with passion!

C&B: You’ve had a varied professional journey, from medicine to organizing business events. What led you to shift toward people management, and how did you discover this calling?

Diana Oana Cicirean: It always came from the desire to do good and create impact. My start in the medical field—specifically pediatric physical therapy—instilled in me the value of helping people with respect. Over time, I realized that I could make a broader impact on people’s lives within business event organizations, where I gained a vision of how to bring together people, ideas, and opportunities to create change on a larger scale. So, the puzzle came together between my desire to help and the development context, leading me toward people management and communities.

I realized that human uniqueness is the most valuable thing, and it’s important for us to support each other HUMAN-TO-HUMAN to develop authentically. Therefore, this shift from “a field that heals people” to one that shapes new generations came naturally.

C&B: Future Careers is a project dedicated to young people at the beginning of their career journey. What inspired you to create this project, and what impact do you hope it will have on future generations of professionals?

Diana Oana Cicirean: Future Careers was born from the desire to provide young people with support and guidance in the challenges they face early in their careers. Over the past 10 years, I’ve seen more than 2,000 talented young people who volunteered at events and who were seeking direction or support to make the best decisions. I reflected on my own journey and how much it would have helped to have this kind of support—access to personal and professional development events and opportunities to build a career aligned with my values.

That’s how Future Careers came to life—from years of accumulated experience. Our goal is to inspire Generation Z, through the essence of our knowledge and soul, toward a proper integration of transgenerational values and technological advancements. They will represent the central hub harmonizing our HUMAN and AUTHENTIC values with the integration of emerging technologies.

C&B: You strongly believe in the power of leading by personal example. How do you ensure that the teams and people you work with are inspired by your actions and behaviors?

Diana Oana Cicirean: It’s not just about what you say, but more about what you consistently do from the heart and with dedication. I try to maintain authenticity in every decision, show empathy in work relationships, and remain open to feedback. Transparency and respect are essential to me, and I always choose to lead by example in this regard. Recognizing achievements and offering a “kind word” when needed fosters the value of the environment and the team in which we want to thrive.

C&B: In your leadership, you emphasize how things are done, not just what gets done. How do you implement this approach in your teams, and how does it contribute to increased performance and job satisfaction?

Diana Oana Cicirean: When you aim for something lasting, it’s like nurturing a child—you must ensure every step is taken with responsibility, care, and attention to detail.

In my teams, I encourage continuous collaboration and dialogue. We also focus on constant learning and improving processes. Even when we face difficulties, we concentrate on how we approach them, discussing solutions rather than just problems. This approach improves performance because every team member knows that it’s not just about the end result, but also how we get there. This attention to detail creates a sense of pride in their work and significantly boosts job satisfaction.

C&B: You mentioned that you want to blend human values with technological innovation. How do you think these two aspects can be balanced to create a modern, future-oriented work environment?

Diana Oana Cicirean: I believe technological innovation can be an incredible accelerator for professional development, but it must be guided by strong human values. It’s essential to keep empathy, collaboration, and authentic communication at the heart of our organizations, even when using advanced technological tools. At Future Careers, we strive to balance these two dimensions: we encourage the adoption of new technologies, such as artificial intelligence and automation, but always with the goal of improving interpersonal relationships and supporting efficient collaboration. This blend helps create a modern work environment that not only supports performance but also the continuous development of individuals.

C&B: What role does empathy play in your leadership style, and how does it help you create a work environment where people feel supported and valued?

Diana Oana Cicirean: Empathy and respect are the key that opens every door for me. I believe that an authentic leader must understand the needs of their team and be sensitive to everyone’s challenges. Emotional openness and creating a safe space where everyone feels encouraged to express their ideas, concerns, and aspirations is essential. This approach fosters an atmosphere of support and trust, where people feel truly valued and are emboldened to innovate.

C&B: How do you motivate young professionals to be authentic, listen attentively, and act with passion, as you recommend in your three-step advice?

Diana Oana Cicirean: For Generation Z, personal space is essential, providing an environment where they can be authentic without societal pressures. I make sure to acknowledge and encourage them to be exactly who they are, to follow their passions, to be open to feedback, and to take risks. I firmly believe that passion combined with perseverance is the key to success, and young people should be guided to follow their hearts while also paying attention to the details.

C&B: Future Careers is a project dedicated to young people at the start of their careers. What inspired you to create this project, and what impact do you hope it will have on future generations of professionals?

Diana Oana Cicirean: Future Careers was born from the desire to support and guide young people through the challenges of starting their careers. Over the past 10 years, I’ve worked with more than 2,000 talented young people who volunteered at events and were looking for direction or support in making the right decisions. I thought about my own journey and how valuable it would have been to have access to such support, to personal and professional development events, and to opportunities for an authentic career that aligns with my values.

That’s how Future Careers came to life—through years of accumulated experience. We hope that by sharing the essence of our hearts and the knowledge we’ve gained, we can inspire Generation Z to integrate seamlessly into a world of cross-generational values and technological innovation. They will become the central force harmonizing our HUMAN and AUTHENTIC values with the integration of emerging technologies.

C&B: You strongly believe in the power of leading by example. How do you ensure that the teams and people you work with are inspired by your actions and behaviors?

Diana Oana Cicirean: It’s not just about what you say, but more about what you consistently do from the heart and with dedication. I strive to maintain authenticity in every decision, show empathy in work relationships, and be open to feedback. Transparency and respect are essential to me, and I always choose to lead by example in this regard. Additionally, recognizing achievements and offering a “kind word” when necessary creates an environment where people feel valued and encouraged.

C&B: In your leadership, you focus not only on what gets done, but also on how things are done. How do you implement this approach in your teams, and how does it contribute to increased performance and job satisfaction?

Diana Oana Cicirean: When you aim for something sustainable, it’s similar to nurturing a child—you must ensure that every step is taken with responsibility, care, and attention to detail.

In my teams, I encourage continuous collaboration and dialogue. We also focus on constant learning and process improvement. Even when we encounter difficulties, we concentrate on how we address them, discussing solutions rather than just problems. This approach enhances performance because every team member knows that it’s not just the final result that matters, but also the way we get there. This attention to detail creates a sense of pride in their work and significantly boosts job satisfaction.

C&B: You mentioned wanting to blend human values with technological innovation. How do you think these two aspects can be balanced to create a modern, future-oriented work environment?

Diana Oana Cicirean: I believe that technological innovation can be a tremendous accelerator for professional development, but it must be guided by strong human values. It’s essential to maintain empathy, collaboration, and authentic communication at the heart of our organizations, even when using advanced technological tools. At Future Careers, we work to balance these two dimensions: we encourage the adoption of new technologies, such as artificial intelligence and automation, but always with the goal of enhancing interpersonal relationships and supporting effective collaboration. This combination helps create a modern work environment that not only fosters performance but also encourages the continuous development of individuals.

C&B: What role does empathy play in your leadership style, and how does it help you create a work environment where people feel supported and valued?

Diana Oana Cicirean: Empathy and respect are the keys that open any door for me. I believe that an authentic leader must understand their team’s needs and be sensitive to everyone’s challenges. Emotional openness, and creating a safe space where everyone feels encouraged to express their ideas, concerns, and aspirations, is essential. This approach fosters an atmosphere of support and trust, where people feel truly valued and have the courage to innovate.

C&B: What are the main challenges you’ve faced in people management, and how have you overcome them, given the complexity of the fields you’ve worked in?

Diana Oana Cicirean: I’ve encountered multiple challenges depending on internal and external contexts, but one of the main ones has been finding the balance between individual needs and the common goals of the team or company and brand value. I’ve learned that there’s no one-size-fits-all solution because we are all UNIQUE. I’ve overcome challenges through adaptability, empathy, and understanding.

C&B: In your opinion, what are the most important skills an authentic leader needs to guide a team to success in a dynamic and constantly changing environment?

Diana Oana Cicirean: An authentic leader must be flexible and open to change. They should be capable of inspiring by example and maintaining integrity, regardless of circumstances. In a dynamic environment, innovation and courage are just as important as core leadership skills.

C&B: At SMART HR, you will be speaking about inspiration and people management. What is the main message you want to convey to those listening to your story?

Diana Oana Cicirean: Empathy, authenticity, and collaborative respect are, for me, the three pillars of building a sustainable team and an authentic business. Each of us has our own LEADERSHIP VOICE—we just need to discover it and give ourselves the chance to express it, to inspire future generations.

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