No Women’s Day Parties at Globocorp

Last year, I was in Guadalajara having a strategy session at a smart wearable plant. On International Women’s Day, I got to the office and found a bouquet of flowers on my desk. I also had an invitation to the Women’s Day Celebration’ luncheon held for the staff. The female staff. And I got mad. Our local, mostly male, staff meant well. But I felt they were missing the point.

International Women’s Day is a day to shine the light on gender inequality and the real life-threatening struggle for women around the world, for equal rights and opportunities. No more, no less. 

It’s a useful tool to focus our attention on pressing issues – from access to clean water and sanitation, maternity health, to the gender pay gap – and the gender data gap

We need more women to thrive in tech, in business, in the economy. If you still need convincing about the business case for diversity, or have been living under a rickshaw, check out Delivering growth through diversity.

However, exactly how to build the diverse workplace is not so clear cut. Too many efforts centre on changing women or giving them access to senior positions. That’s not enough. Not only do women need a seat a the table, we need to fix the table.

Here are the things Globocorp is not doing today:

  • We are not just throwing a party.
  • We are not just aiming our diversity programme at women.
  • We are not just donating to a woman’s charity.
  • We are not just running campaigns that give women a voice for a day.

We are, however, changing the business:

  • I’ve talked to Marua so she reviews the data we use to develop wearables and make sure that our default model is not a fictional average white white male with big hands. Reading “Invisible Women” was a wake up call for me, and we will address this gap in our company.
  • Flexible working policies for all – based on balancing the needs of our business with the needs of our trusted talented people need.
  • Giving line managers the tools to spot, speak about and address bias. Not just gender bias but age, race and sexual orientation. Making decisions based on our prejudices -professional or personal – is an issue in all companies.

Now that last point has me and our HR Director, Hugh Mann, deeply intrigued. We want to give our teams what they need to eliminate bias, but the evidence around the impact of unconscious bias training is mixed. So what we’ve proposed is to play more games, and simulate scenarios where we feel bias can play a role in decision making to give employees — male and female — the language to discuss it. 

Playing to know, playing to win

Corporate Snakes and Career Ladders is a very useful for tool for this. Playing and having fun opens your brain to learning, relaxes you and breaks down defense mechanisms. Working with fictional people like me allows you to have tough conversations in a safe space. At Globocorp, Corporate Snakes and Corporate Ladders for diversity is an experiment in pilot phase, and I hope to roll it out across the business soon. 

Speaking up to eradicate bias takes three things: the language to spot it, the courage to name it, and a corporate culture open to changing its ways. Since it is very complex and engrained into a person’s history and culture, it has as many shapes as there are stars under the sky. 

You can’t address it with a one day workshop, as much as my CFO would like me to. Instead, we can give people the tools to recognize when they suspect bias is at play – and practice ways to put it on the table, and deal with it. 

Today, we commemorate the progress made and the changes needed to address the fact that globally, as humankind, we’ve build a world that marginalises half the population. Half the market.  

The world of simulation might help you navigate the waters of tricky conversations. Now that’s a way to mark International Women’s Day.

“…I used to struggle to say ‘no’ to senior people.”

Hundreds have played Corporate Snakes and Career Ladders around the world – and we like to check in with people. In this instalment of our series of conversations, Stephen spoke to Ben O’Callaghan, Head of Digital Communications, UK Ministry of Housing, Communities and Local Government.

Stephen: Hi Ben. Can you tell me a little about your work?

Ben: Hi Stephen. I head up Digital Communications for the Department which means that I manage our social media accounts, website and other related items. I joined the Ministry in 2017, after about two years working at the Crown Prosecution Service.

Stephen: Last year, you participated in our Corporate Snakes and Career Ladders as part of the Early Talent Programme for Government Communication Professionals. What was the highlight for you?

Ben: I remember playing Snakes and Ladders as part of the second residential course at Roffey Park. It was the highlight for me because it didn’t feel as much like ‘work’ as the other elements of the programme. It was fun and, although grounded in theory, the scenarios and situations we played through very realistic – they are events that really do happen in Government.

Stephen: How did the lessons from the workshop help you in your day-to-day job?

Ben: I used to struggle to say ‘no’ to senior people. But the game made me think about how you can move a potentially negative conversation into a more constructive one by thinking about the pros and cons of a course of action.

Stephen: This is a very common challenge and Carmen has recently shared her suggestions on how to say no, without losing many reputational points. We have found that one of the big challenges communication professionals face is finding the best way to push back to senior leaders and to influence their decision-making.

Ben: The influencing skills we learned in the workshop are helpful to me. When faced with a situation, I use influencing and reasoning to determine the best response. I sometimes even use the concept of ‘reputation points’ that we covered in the game to help my decision-making.

Stephen: What, if anything, would you change about game?

Ben: It would be great to have a crisis simulation, or a scenario where there are no ‘good’ options. This would make it more challenging. Also: my team got bad luck. We had all the good answers but then hit a snake and fell back down. Other teams got good luck and won.

Stephen: Fair point. But you know, that’s what happens sometimes in life. It is the big secret no one tells you: luck has a big impact on your success. It is of course fun to ‘win’ the simulation but sometimes the real benefit is in the conversation and discussion. At least that is what other participants have told us. Next time you play, we’ll be sure to find you a ‘ladder’!

Ben: Great, thanks.

Stephen: Thank you!

Learn more about the work of the Ministry of Housing, Communities and Local Government – and also the Early Talent Programme. And you can connect with Ben O’Callaghan on LinkedIn.

And if you’d like to try the game: see if it is right for you.

If you’re an alumna/us and you’d like to be interviewed, let us know.

The ‘how to say no’ menu: dessert

Carmen Spinoza profile card
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Yesterday, inspired by a session at #EMENAcomm, I shared my tips on how to say no.

Once the conference ended, I was invited to dinner with some of the speakers. Over drinks and lovely Indian food at the Maharaja restaurant, the subject of saying no and negotiating your time came up again.

“There isn’t a team in the world that can take on all the work, all the time” Zanya, a brilliant agency owner from Belarus confessed, “So saying no is a skill few of us master in time.”

So these two articles are an attempt to share what I’ve learned and maybe sparking so culinary adventures in my readers.

Part 1 covered the beginning of a meal:

• appetisers which are simple and easy to use approaches,

and

• main courses, or slightly more robust sophisticated ways to say no.

They all respond to two questions:

How do you say ‘no’ without annoying your customer or stakeholder (internal or external)?

How do you manage your time effectively so that you are focusing on the right things, at the right time, for the right result?

For those who want a bit extra, I’ve pulled together a couple of advanced tactics.

They come with a warning: Don’t eat too often from this part of the menu! These are more controversial and slightly riskier.

Give normal

This is a polite version of ‘computer says no’. It goes like this, “I know you have asked for X, but our system can only do it in this way. So this is the normal output. I wish I had time to produce a super customised report for you, but this standard format has all the info you need.”

Negotiate

Let them ask for the output but you define how it is to be generated. Produce the analysis in a way that is convenient for you. You can do this under the guise of ‘Normal’ above.

No

What happens if you just say ‘no”? Will we end up in court? Will our most valued employees leave? Will part of our organization fail to achieve its objectives? Will part of our strategy miss the mark? Will you get fired? Think about the consequences … you might be surprised at how small they are.

Neglect

Sometimes the problem will go away. I find this a lot with emails when I am on holiday or on a site visit. Sometimes, when I get back the issue has resolved itself, or the person managed without whatever it was that was oh-so urgent. Of course, this tactic doesn’t always work: sometimes they will come back and chase you … in which case you need to switch tactics (“so sorry I never got back to you! mea culpa”).

Like I said, these are more controversial so use them with care.

Remember to go back to your personal stakeholder map so you ensure you have enough reputation points in the bank to take a risky gamble.

And remember, practice makes perfect so try out these techniques in low-risk situations too. So you feel at ease with each course of the meal, and maybe you can even whip up a dessert of your own.

Simulations and role-playing are a perfect way to flex your negotiation muscles. When you play Corporate Snakes and Career Ladders, you get to put yourself in my shoes and learn how I say no to Buck, Isobel and Marua from time to time. So consider joining us for a game.

Do you have any other strategies? Please do share!

I’m all ears at @carmenspinoza11

The menu of how to say no, first course.

Carmen Spinoza profile card
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My time is precious. So is my team’s.

We work hard to focus on the right things.

This week I have invested two days spending time with fellow communication leaders at the IABC EMENAComm. It was convenient travelling back from Dubai, to stop and recharge my batteries while spending time with old and new friends.

Today at lunch, I had a long chat with Laila -a young  marketing director-who is being pulled in different directions and needs to set boundaries. Now, I am listening to the fascinating story by Hanisha Lalwani. Her courageous story has inspired me.

Marua Kobayashi profile card
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I know how that feels. As the Communications Function, we are strategic advisers and get a lot of requests to help others. Marua Kobayashi, our COO, is frequently popping by wanting advice or support for her latest initiative.

It’s often a pleasure to help her but sometimes we need to keep control of our own agenda, and not be completely beholden to other people’s needs.  Which leads to the big challenge:

How do you say ‘no’ without annoying your customer or stakeholder (internal or external)? How do you manage your time effectively so that you are focusing on the right things, at the right time, for the right result?

Here is my menu of tips for saying no to people so that you can keep control of your agenda. These tactics sometimes work for me. I don’t use all of them in all situations. You will like some better than others, so feel free to pick and choose.

I leave you with the appetisers and the main course, and will go back to my session. The desserts will come tomorrow.

Appetizers

They are little things which are easy to do and generally won’t get you into trouble.

  • Disappear. People can’t interrupt you if they can’t find you. Find a quiet room somewhere. Lock yourself away. Turn off email. Do what you need to do and then re-engage.
  • Delay. Say “yes, but not now”. You are the middle of something. You are about to have meeting. You have a phone call you need to make in five minutes. You are travelling. “Of course I will do it for you, but it will have to be later / tomorrow / next week, etc.” Remember the old maxim: “a lack of planning on their part does not constitute an emergency on your part”.
  • Direct. Point them in the direction of the intranet or wherever so they can self-serve the information they need. Send them a link. Or send them to a colleague who is better placed than you to deal with the issue. (This works especially well for me when I am travelling.)
  • Deal. They want something from you. Ask for something in return or give them a little obstacle to overcome. “Absolutely, I would love to help you. Have a look in my diary and find a free space so we can give proper attention to this. Send me an invite and arrange a time to come to my office.”

Main courses

These are slightly more complex items which move slightly beyond the immediate tactical request and your instant response.

  • Stakeholder analysis. How important is this request or this person to you? Do you have lots of reputation points in the bank with them already, or do you need to strengthen the relationship?
  • Say yes, but with conditions or discussion. Can you get more resources? Can you delay another request from them? “I’d love to help, but I’m just doing something for X. Can you negotiate with her on which of your two requests is more critical and I’ll prioritise accordingly? Can you do the task in a simpler, quicker way?”
  • Strategy connection. Ask questions about the business need, which elements of our strategy this supports, what is the wider context. Why is this request important?
  • SPIN. This stands for “Situation, Problem, Implication, Need.” What is the situation or context? What’s the problem they are trying to solve? What’s the implication of the problem and what is the need? This is a sales technique which enables you to open up the conversation and explore the underlying need… and maybe, find a simpler solution that saves you time, energy and resources.
  • Simplify. “Yes, of course, I can give you a quick short reply now or a more detailed thought through analysis later. Which would you prefer?”

Desserts are more controversial so I will share them with you as part 2 of this menu (you can follow me here if you wan to be sure not to miss it).

Those are my tips, my menu, but what are your tips for saying no and managing your time? Are they appetizers, main courses, or desserts?

As Hanisha invites us to do: ‘says yes to talk about saying no’.

A note from Hugh Mann: 2019 is the year of you

A guest post from Hugh Mann, HR Director

Dear Carmen,

Hugh Mann - HR DirectorJust a quick note from me, your HR director, to remind you that continuing professional development is important. Indeed, Isobel Ching, our CEO – has this as a priority for all of us. As she has set out:

  1. In-person matters more than ever.
  2. CEOs are not getting the data — or advice — they want.
  3. Practicing analytical thinking and complex problem solving is mission critical.

Here are some quick ideas focused on this for the year ahead. It is a mix of conferences – which can help you learn and connect with your peers –  as well as things you can do anytime (podcasts and blogs).

And on the latter note, as learning is best with others, you may also want to encourage others by sharing these:

1) In-person matters more than ever

There are lots of opportunities – these are just a few of them. Be sure to share any interesting ones you come across that are not mentioned below:

#EMENAcomm in Bahrain

Later in the spring – in Milan there’s an opportunity to explore agile practice…

And one of the year’s blockbuster opportunities: #IABC19

2) CEOs are not getting the data or advice they want

First of all, are you too distracted?

Are you clear about your role?

You might want to revisit this brief post on etymology in the boardroom from earlier.

Are you sure you’re really listening

3) Practicing analytical thinking and complex problem solving is more important than ever

Better understanding through slowing down

How to say no – an often overlooked skill in this domain

Analytical thinking is essential – but it can also equal cognitive overload and analysis paralysis. In HR we wish people wouldn’t forget that a skill like this is best maintained through regular, careful practice. I know you enjoyed the menu of how to say no – so I thought this discussion on the same topic might also be of interest.

Most important: test your ideas with others

(Banner graphic of PRSA Employee Communications Connect 19 Conference logo) And of course: regular sessions of Snakes & Ladders. You could for example come along to the pre-conference session we’re running for #PRSAConnect.

And as a warm-up, don’t forget we have a whole collection of interviews where your peers share what they’ve learnt playing the game.

Good luck in 2019!

Isobel Ching’s 3 Take-Aways from #WEF2019

A guest post by Isobel Ching, CEO

Isobel Ching CEOAt -10°C, queuing for the shuttle that will take me from the conference centre to the Digital Technologies of Tomorrow reception, I am surrounded by my peers. These are people like me: educated, powerful, enabled, with a certain commitment to bettering the world. And yet … This year some voices are missing. No Macron, no Trump … But the key issues we are here to solve remain: climate change, gender equality, income inequality.

This make me wonder, does Davos still matter? Is it still worth me trekking to Klosters in the late January snow? Should I just send Carmen or Buck next year?

I think we are all coming next year. And here’s why:

1) In-person matters more than ever

The world might be obsessed by digital, but in-person matters more than ever. The big consulting firms bring lots of data to WEF. One example is Accenture, who asserts that trust in digital has eroded. And they have a set of recommendations for rebuilding it.

I’m struck by how digitally focused their recommendations are nevertheless – especially as they’re bringing these to a face-to-face event. So whilst I agree with the diagnosis, I’d extend the proposed remedy by saying: focus on bringing your people together more.

This why I make time to get my team in the same room. To discuss, plan and review scenarios and to learn from different perspectives. You should too.

Which leads us to the next point, where I hope to see a change next year:

2) CEOs are not getting the data they want

PwC launched their 22nd annual CEO survey. I remember being interviewed for this, and wondering what the results would be. One of the most interesting charts in the report visualised the gap between data considered critical for decision making – versus comprehensiveness of the data currently received.

2019 PwC CEO Survey Report - Exhibit 12

Part of this links to whether CEOs perceive their staff to have the right skills. In an age that is sometimes called the gig economy, I was encouraged to see that my fellow CEOs still invest in training and retraining. I encourage you to move team development from the “nice to have” to the “absolutely must” column of your to do list.

Exhibit 14 from the PwC CEO Survey Report

The report also quotes my friend and rival, Adidas CEO Kasper Rørsted – exploring the tension between following a core idea and getting fresh input:

“We look at all kinds of collaborative creation as valuable — not only within our company, but with external partners as well. We are clear about the borders of our brand, because the brand is sacred to us. But we also recognize that if we have only the inspiration and creativity of people within our own organization, we miss a lot of what’s going on in the marketplace. We articulate this point by saying that we need to be consumer-obsessed and to create the best product for the consumer. If that is your endgame, then you have to be able to confront sacred cows, and open yourself up to ideas that you might not have been open to in the past.”

3) Practice analytical thinking and complex problem solving

The insights above combined with the earlier WEF Future of Jobs report all point to the need for opportunities to practice analytical thinking and complex problem solving. Preferably in-person.

Table 4 from the 2018 WEF future of jobs report -https://www.weforum.org/reports/the-future-of-jobs-report-2018 - Comparing Skills Demand

To that end I’ve asked my colleague Hugh Mann to draw up some ideas for conferences to attend in 2019. You should think about the same for your own development.

I’m also encouraged by the number of companies bringing me and my colleagues to their offices to help their teams develop and get in touch with new ways of thinking. We’ll be in the Leeds University Business School next…

Right … The shuttle is here … Got to go. I don’t want to get stuck next to the Zuck at dinner … he always tries to practice his terrible Mandarin on me.

“I wanted to move from more of a tactical, transactional approach.” – A Q&A

Hundreds have played Corporate Snakes and Career Ladders around the world – and we like to check in with people. In this instalment of our series of conversations, Stephen spoke to Fayrouz Essack, Strategic Communications Manager at the UK Department for Transport.

Stephen: Hi Fayrouz, please tell me a little about your work.

Fayrouz: I’m part of the strategic communications team at the Department for Transport (DfT). My work includes overseeing management of the ‘grid’ – the tool we use to coordinate departmental communication and working on our external campaigns.

Stephen: But you’ve not been at DfT for long?

Fayrouz: No, I re-joined in June 2018, after a stint working in the Prime Minister’s Office as a Senior Campaigns Manager. That was exciting because working at the centre of government gives you a new perspective. I worked with lots of different people in different departments and was able to build my network and work in some challenging situations.

Stephen: You mentioned building your network. How did you do that?

Fayrouz: I wanted to move from more of a tactical, transactional approach. So I did two things. First, where possible, I arranged to meet people face-to-face and used the opportunity to find out a bit more their professional priorities and preoccupations. Second, I tried to find things we have in common: can I ‘click’ with them? What values do we both share? What do they do outside of work? This provides a common ground for working with them.

Stephen: Very good. In my research about how to build trusted adviser relationships, I identified four elements. You are already using two: building the relationship and identifying the common ground. (The other two are defining the business outcome and reducing risk.)

Fayrouz: Indeed. I learned about the importance of networking as part of the Early Talent Programme.

Stephen: Yes, I know. We met when we ran a Corporate Snakes and Career Ladders workshop as part of the 2-day residential element of the programme. As you will recall, we built a special, tailored version for use for government communicators. What can you tell me about the wider context of the whole programme?

Fayrouz: The Early Talent Programme is a two-year programme run by the UK Government Communication Service (GCS) to help professionals build and develop their career. I started in April 2017 and it has really helped me build my career. For example, I was a given a coach who I see every month. My coach really helps me think through challenges and encourages me to think about the next step in my career. I’d encourage anyone in the GCS to see if they’re eligible to apply.

Stephen: You said earlier that you like to find out more about people do outside of work. What about you? What do you do outside of work?

Fayrouz: I go to boxing class. My coach actually suggested I go weekly, ensuring I balance my career and development with self care. I liked it so much I now go twice a week. Last weekend I was in Kiev where my partner works. It was so cold!

Stephen: Yes I can imagine. Thanks again for your time.

Learn more about the work of the UK Department for Transport and also the Early Talent Programme. And you can connect with Fayrouz on LinkedIn.

And if you’d like to try the game: see if it is right for you.

If you’re an alumna/us and you’d like to be interviewed, let us know.

Top 11 articles of the year – vote to win

As we wrap up 2018 it is time to take a look back – via a countdown of the 11 most read articles in 2018. Which was your favourite? RT to be entered into a draw for a free ticket to our next public workshop.

Number 11 – Push back?

Number 10 – Advice?

Number 9 – Never before?

Number 8 – Fun?

Number 7 – Are you?

Number 6 – Shared?

Number 5 – Vexing?

Number 4 – Indispensable?

Number 3 – Trade-offs?

Number 2 – Can we?

Number 1 – Swim?

Shaking the tree: your unexpected end-of-year bonus

A guest post from Buck Greenback, CFO

Materialesweb-10

Carmen:

How time flies. The year is almost up. Last time we met you asked me to share some ideas about how to think more commercially.

So, you know me: I like numbers. Here’s a practical idea that can help you secure an unexpected end-of-year bonus. More bang for the buck so to speak.

Now there’s a caveat: it might not immediately make a difference to your own pocketbook, but doing this could very well position you to ask for a pay rise in next year’s budget – and that does put more change into the jukebox doesn’t it?

Shake the tree

So what’s the idea? Well, it is a simple one: shake the proverbial money tree. Earlier in the year you and I agreed a budget – you made the case for a set of investments that’ll make a real tangible return to Globocorp. So now’s the last chance to check if you’re on track – coming in on budget, and with the results promised. Doing what you said you would. “That’s not much of a bonus”, I can hear you mutter. Indeed. But it is the precursor for the real kicker:

  • Knowing where you’re at with your spend (and the results) positions you early to make the case for next year’s budget.
  • It also means you can speak confidently to your suppliers – they’re doing their final sprint, trying to close their books for the year. If their CFO is anything like me, then they’d like to get as much money through the door as possible. And that often makes them more willing to negotiate discounts, extras, extensions, and whatnot.
  • And those partners you have joint projects with – have they spent all their budget? If they haven’t, now’s the time to shake it loose. Meet your stretch objectives.

The bottom line

You got a budget at the beginning of the year based on a projected return on investment. As your CFO I’m now looking for that return. Now’s the time to use the last bit of it to get as much value as you can through the door before the year is out. And then we can talk to Isobel, our CEO, about a well-deserved pay rise.

Normally we CFOs like to say “show me the money!”. In this case, though, I’m asking you to “show me the results”.

Good luck – and keep me posted.

Best, Buck

P.S. Don’t forget your team’s professional development budget – you made a particularly strong case there. Having spoken to my team, they’d love it to see more business partnering behaviour from your colleagues.  Corporate Snakes and Career Ladders workshops, perhaps?

Picture credit: https://commons.wikimedia.org/wiki/File:AlmondShakerbeforeafter.jpg. Father of Nehrams2020 [GFDL (http://www.gnu.org/copyleft/fdl.html) or CC BY-SA 3.0 (https://creativecommons.org/licenses/by-sa/3.0)]

“Sometimes decision-making is not so cut and dried” – A Carmen Q&A

Hundreds have played Corporate Snakes and Career Ladders around the world – and we like to check in with people. In this installment of our series of conversations, Carmen spoke to Rita Zonius who runs the communications, change and social media agency called the Enterprise Social Engineer.

Carmen: It has been a while – what’s new with you?

Rita: Hey Carmen! I took the leap to start my own business 18 months ago after working in various corporate communications roles for a very long time in one of Australia’s largest banks.

Carmen: Cool. Congrats. That’s incredibly exciting. Now, you played Corporate Snakes and Career Ladders… Tell me more about that.

Rita: Oh, I liked it so much.

I actually ended up co-hosting it with Stephen Welch in London once. So I’ve been very lucky.

Thinking back to the first time I experienced it … I was in Singapore at a conference – and the thing I liked about it was how it reminds you that, as a communications practitioner, there are often no black or white answers. There are there are shades of grey and sometimes you have to make the best decision with the information that you have available to you. I think that is the great thing about playing the game. Sometimes decision-making is not so cut and dried.

Carmen: You say cut and dried?

Rita: I think sometimes it might be an absence of information. As a leader you’re not always going to be exposed to every single piece of information that you need to help you make a perfect decision. So the scenarios in the game really force you to think carefully about the course of action you should take. How different stakeholders might react and what the outcomes of that could be.

Carmen: And your own venture … what are you doing at the moment and does any of it link back to the things you might have learnt playing this game? Or things that you might help others learn – using this game…?

A lot of what I’m doing is coaching executives around the appropriate use of social media to build their impact and influence. With that comes thinking about questions such as: ‘How should I conduct myself?’. And ‘I’m sharing what I know – and is it coming from a place of generosity and with a good intention in mind or am I simply just trying to sell?’.

So I’m really mindful of all of that dynamic when I’m talking to executive teams about how they personally conduct themselves on social media. We don’t want to involve smoke and mirrors. We want to be authentic. Find a way to use social media that really speaks to who you are what you stand for and what your personal brand is because if you try to be someone else (not your authentic self) it will come through anyway. So I think that’s also some lessons that playing this game can teach: to make the best decisions you can from a place of authenticity. Don’t try and game the system. People will see through it.

The other thing I would say about the game is the interaction. What’s great about it is that once people get over their shyness for the first two minutes, they really get into it. The conversations around the tables are very rich. Particularly when you have diverse viewpoints being put on the table and being discussed. Somebody will inevitably illustrate that things are not black and white. The right answer for ‘you’ may not be the right answer for ‘me’. And listening to the sort of vigorous conversation is great. It gives you a fresh perspective.

You can find Rita on LinkedIn and follow her on Twitter @RitaZonius

And if you’d like to try the game: see if it is right for you.

If you’re an alumni and you’d like to be interviewed by Carmen, let us know here.