We want, so that Polish entrepreneurs can show you in the US, A Americans see, young we are capable – says Beata Drzazga, founder of Betamed S. A and vice president of Center Polish in Dolina Silicon.
You are known for opening doors to foreign markets for Polish entrepreneurs. How specifically do you support them in their expansion?
It has been my great pleasure and pleasure to share my experience for years. In the beginning, I shared what I myself had experienced: how I fell, how I got up from my knees, what it was like to run a business. I said what no one told us 25 years ago. Today, I want to pass it on – that the changes we face while running a company are normal. I, at first, was shocked – why, once I put something together, does everything change again? And yet it changes all the time. And it’s not just the market, but also regulations, for example from the National Health Service – everything is evolving, and we have to adapt. That’s why today it gives me great satisfaction to be able to support others: to tell them what is normal, what not to be afraid of, how to hold on and not give up.
How does it look in practice? In what way does it share you this experience and contacts?
Flying around the world, going to conferences and economic missions, I met and still meet many people who inspire. Going to Puerto Rico, for example, I noticed that there it’s like the 1980s in Poland – what opens up, works. So why shouldn’t I suggest others to see it too, to touch it?
For me, the natural step was to share it. I came up with the idea of inviting entrepreneurs I know to go on trips together – to show them places where I met interesting people, where new opportunities arise.
What kind of response is your idea getting? Are entrepreneurs eager to take advantage of this opportunity?
The response is great, because not everyone shares their contacts and ideas about life. They are very eager to participate in trips or meetings. It happens, of course, that sometimes someone doesn’t understand why they should think about other continents. I often ask, “Where do you want to organize an economic mission? What are you interested in?” And I hear: “And I don’t know, here no, there no.” Then I reply, “Fly with me, maybe something will inspire you.”
Not everyone understands that by going to a conference – even one not related to our industry – we are giving ourselves a chance to meet people, learn about a new technology, a country, from which a whole new idea, investor, course of action may come. Meeting people in San Francisco, in Silicon Valley, opens our eyes to the fact that something might work for our companies, that something new might be worth trying. That’s why I say to entrepreneurs that we have to go not only on a par with the competition, but we even have to be ahead of everyone. We can’t run a company with stereotypes and stagnation. We need to open our heads, throw away limitations and go beyond the instilled structures.
Do have you your motto, which guides you in lifeand in business?
Of course! Success is to receive success and at the same time stay that self human – good human, with respect for others.
As a woman with many successes – do you think it is still more difficult for women entrepreneurs than men?
It’s more difficult for us sometimes, but we have to go valiantly forward. It’s not harder for us because of personality. If someone has talent, verve, vision – it works, regardless of gender. I always say that both women and men can manage beautifully, but they can also be weak leaders. The most important thing is the person.
Unfortunately, there is still a narrative that the strong, tall man is the “natural” leader. This is not true. In business, it’s not the muscles that count, it’s the mind, the creativity, the ability to inspire and create an environment where people want to work – because they are respected, can develop, express themselves. I always encourage employees to express their opinions – even if they don’t agree with me. Because I can also miss something. No one is smart from A to Z.
In the mistress philosophy of management strongly exudes empathy and concern for people. Why such attitude?
From personality and from experience. In the beginning, I was even too good – I wanted to bring heaven to everyone. But I quickly learned that you have to set boundaries. And then there is mutual respect between employer and employee. If you are a good, noble, but also assertive boss then people themselves will feel respect and appreciation. Then the company grows and people feel that together they make it.
Do people understand this style of management?
Definitely. Candidates left after interviews touched by the fact that the CEO wanted to talk to them personally. I wanted to create a close-knit, valuable team – even if it had to number three thousand people. And that was my success – that I built a company where people wanted to work because they felt noticed, not managed by fear. I rely on reciprocity – I give a lot of myself, but I expect respect. For me, an employee is a partner – together we create a company with which we identify.
How do young people respond to this approach?
Recently I was in high school, talking to students about entrepreneurship. I said: “Let’s compete in who is the better employer.” I told them that on his birthday, an employee at my place doesn’t come to work, and I pay him for the day. On Fridays we work less, I give extra days off for research. One of the boys asked: “Then I don’t have to be so ruthless, so strong?” I replied: “No. Your strength is assertiveness with class. Be noble – then people will respect you, not fear you.”
She is you actively involved in the activities of the Polish Council Entrepreneurs. What objectives does you you set there?
First of all – to talk to politicians so that they understand us. That what we are reporting is not for our “whim.” For 20 years I’ve been going to ministries, we appeal: theory has nothing to do with practice. Regulations make life difficult for people who have passion, talents and want to build something of value. When I founded BetaMed or other companies, I took responsibility not only for myself, but also for the families of my employees. The government should support such people, not discourage them.
What about the image of the entrepreneur in society? Is anything changing?
I want to change it. Because as a child I saw in movies that an entrepreneur was a thief, a combiner, a caddy. It was pitting people against each other. And I say clearly – we didn’t steal. We harried after nights for years, built something from scratch. Nobody gave us that money. Entrepreneurs are honest, loyal, they pay taxes, and on top of that they are often philanthropists. We help, not because we get a tax break, but because it’s the right thing to do. And we shouldn’t be ashamed of it – we should say out loud that an entrepreneur is a good, honest person and a philanthropist.
One of your latest projects is “Poland in Silicon Valley.” What is this initiative?
This is a project of Professor Piotr Moncarz, who is passionately introducing it together with us. I am the vice president of the Polish Center in Silicon Valley. We want Polish entrepreneurs to be able to show themselves in the US, and Americans to see how capable we are. And this works in three areas: Polish universities, business and local governments. Universities can showcase their projects and talented students, business can enter the American market and America can enter Poland, and local governments can exchange experiences and develop innovations. We want to give people a chance to be able to develop projects globally – we start with the US, but maybe then further.
Which means resume joins you there you passion for networking and supporting others?
Yes. I was proud to participate in economic missions as a partner and sponsor. I became a Nevada business ambassador. I brought entrepreneurs to the US, Polish universities to Reno. I worked with the Nevada government, traveled with them to Peru, Chile. I connected people, inspired people – and that’s what wings me.
Source: wprost biznes