Eight years ago I found myself camping outside the prime minister’s office in Malta, with the intent of drawing attention to the unjust murder of a female journalist in the country. It’s not the kind of situation I imagine many iGaming CEOs can say they have found themselves in, but it is one that perfectly demonstrates the balancing act I so often find myself performing.
I’ve spent years navigating two very different worlds: activism and business leadership. Many assume these spheres should remain entirely separate, that championing causes and running a company are fundamentally incompatible.
However, I have learned many valuable lessons over my years in leadership and one of them is that fighting for what you believe in does not always need to exist in a vacuum away from your professional life. While keeping a healthy distance between the two is necessary, allowing your personal convictions and beliefs to become the foundation of an authentic company culture is a principle I firmly stand by.
Activist origins
My path to activism began long before that night outside the prime minister’s office in Malta. Over the years, I’ve been drawn to causes that challenge injustice and demand accountability, always believing that those with a voice and a platform have a responsibility to use it.
The Malta protest was one of many moments where I felt compelled to take a public stand. It wasn’t comfortable and it certainly wasn’t typical for someone in my professional position, but it was necessary. These weren’t abstract principles we were fighting for; they were fundamental values about press freedom, justice and the right to challenge abusive authorities.
Keeping it separate
Here’s where I need to be clear: my activism remains personal, not corporate. I don’t use my company as a platform for my political views, and I don’t expect my employees to share my beliefs. This boundary is essential for maintaining integrity across both spaces.
When I advocate for a cause, I do so as myself, Clemence Dujardin, not as a representative of my company, MyAffiliates. However, this separation doesn’t mean hiding who I am. My colleagues know what I stand for. They see me taking stances and dedicating time to causes I believe in, and I’ve found that this visibility has an indirect but powerful impact.
When you see a leader, regardless of the setting, fighting for something they believe in, it sends a powerful message: conviction matters. Taking a stand and fighting for what you believe is right is important. This doesn’t dictate what my employees or colleagues believe, but it does give them permission to hold their own beliefs and, when necessary, act on them.
A culture based on values
The biggest impact of this has been creating an environment where people feel comfortable sharing what matters to them. Whether that is on a personal level, on issues surrounding their private lives, or mental health, or on wider issues, such as geopolitics or ethical issues, I believe we have created a culture of openness and respect.
When you model an example of speaking up, even when it is risky, you give others permission to do the same. This also means speaking up against me, from time to time, and raising issues that they believe make the workplace better.
This authenticity doesn’t feel contrived because it isn’t mandated. I’m showing that it’s possible to be a whole person, to care about things beyond website rankings and quarterly earnings, and to let those values inform how you show up in the workplace.
Risks and rewards
I won’t pretend that activism comes without costs. There are undeniable risks to taking these stances, particularly on controversial issues. You open yourself up to criticism and potentially alienate people who disagree with you.
But when you know something is right in your gut, when the issue at stake is genuinely important, those risks become acceptable. Some things are simply worth fighting for, regardless of the potential fallout. This means trusting your values when they come into conflict with comfort or convenience.
Practical takeaways for leaders
If you are struggling to integrate your personal beliefs with your professional role, here are the key principles: separate activism from business operations, but not from your leadership identity. Create environments where employees feel safe to be themselves. Lead by example rather than mandate, and always trust your instincts when values and business intersect.
As I reflect on balancing activism and business leadership, I’m convinced that we need more leaders willing to show up as whole people. The challenges facing our world, from women’s rights to global inequality, demand that those of us with platforms make our voices heard, regardless of what industry or role we are in.
Authentic leadership means bringing your whole self to the table. It means caring about more than profit margins. Your activism can inform your leadership without becoming your company’s identity, and your values can shape your work culture while also encouraging others to find their voice.
In iGB’s previous Female Founders’ Column Jennifer Innes, CEO for BettingJobs, challenges the social stigma faced by the sector.
Original article: https://igamingbusiness.com/people/celemence-dujardi-personal-beliefs-shape-authentic-culture/
