Audrey Clabots (36) has been running the family business Clabots Tools since 2017. A company specialising in site and construction equipment. She got there through dialogue and by never doubting her skills. Being reliable and overcoming stereotypes: this is advice she would give to anyone called upon to take on a managerial role.
| Clabots was founded in 1910. From a small hardware store in the chaussée de Helmet, it has grown into a major company selling building equipment. It currently employs 99 people at sites in Brussels, Court-Saint-Étienne and Liège. For the past seven years, Audrey Clabots has been at the head of this 4th generation family business, which was recently awarded the title of official supplier to the Belgian Court. |
Is it a challenge for a woman to be CEO of a company dedicated to construction and men's professions?
‘You have to defy certain stereotypes, because people don't necessarily expect you to be in this position. When I first started out in this role, and I used to go to events as a sales rep, people would ask my husband to come with me, thinking he was the CEO, even though he has absolutely nothing to do with the sector. In the shop, when I ask customers for help, their reflex is often to turn to a male colleague. These are anecdotes, among others, but they have faded as I have demonstrated my expertise.'
You didn't arrive in unknown territory, did you?
‘Clabots is unique in that it's a family business. It's where I grew up. Even as a little girl, when we were in chaussée de Helmet, I used to spend time in my dad's office and in the shop. After studying languages and working in events management, I joined the company's marketing department. At first I was their colleague before becoming their CEO. I didn't come in taking things for granted. I asked a lot of questions in order to understand all the workings of the company.'
What type of manager are you?
‘I advocate participative leadership. It's important for me to ensure that all the stakeholders can express their opinions. I'm very attentive to non-verbal communication and I want everyone to be able to express themselves. This requires confident and inspiring communication.'
What assets can a female manager bring to the table?
‘I think it's more a question of personality than gender. Women are undoubtedly more likely to achieve their objectives with subtlety and a more global perspective. Without wishing to be a caricature, I would also say that women are better listeners and show more benevolence. We're more diplomatic and thoughtful. We're less likely to want to impose our ideas at all costs. We're probably less guided by our egos.'
You're a young mother. Hasn't that upset your work-life balance?
‘I've realised that balance is in the ‘and’ and not in the ‘or’. You can do both: be a caring mum and a good CEO. Motherhood is an extra challenge, but it shouldn't be a hindrance. You simply have to juggle several roles, be creative in managing your time and have a good babysitter. I didn't take maternity leave. Before he was three months old, I brought the baby to work with me. He would sit on the management committee with me in his stroller. Now that the child is old enough to go to nursery, his father and I alternate dropping him off and picking him up. It's true, however, that I do less work in the evenings.'
What advice would you give to a woman who is about to take on a management role?
‘If the job interests her and she has the skills, she should go for it. The most important thing is not to say to yourself, ‘I'm a woman, am I the right person for this job?' Gender should have no impact on the decision. As with a man, her credibility will depend on her skills and attitude. I would advise her to position herself confidently in the development of authentic leadership based on her values and strengths. Above all, it's important not to doubt yourself. And if you do, use it to challenge yourself even more so that you can do better.'
Interview by
