Leading with Heart: Nestlé’s Rania Abou Samra On The Power of Authentic Women’s Leadership

In today’s dynamic world, the concept of leadership is continuously evolving. While traditional leadership models have often been male-dominated, there is a growing recognition of the unique strengths and perspectives that women bring to these roles. This series aims to explore how women can become more effective leaders by authentically embracing their femininity and innate strengths, rather than conforming to traditional male leadership styles. In this series, we are talking to successful women leaders, coaches, authors, and experts who can provide insights and personal stories on how embracing their inherent feminine qualities has enhanced their leadership abilities. As part of this series, we had the pleasure of interviewing Rania Abou Samra.

Rania Abou Samra is the Global Head of Product & Technology Development and Head of R&D, U.S. for Nestlé Health Science, overseeing innovation and strategic growth initiatives at a global scale. With a strong background in technical and scientific expertise, Rania drives innovation forward to advance nutrition and positively impact lives through science.

In January 2022, Rania assumed her role as Global Head of Product & Technology Development, following her tenure as Vice President of Research and Development at the Vital Proteins brand of the business, and drawing on over 20 years of experience in nutrition and research and development. Rania’s professional journey includes her previous position as Global Director of Science and Technology at NHSc and Global R&D lead for Consumer Care. Across various Nestlé research centers, she lent her expertise to diverse sectors. Her core competencies lie in translating scientific and technical insights into breakthrough innovations for both patients and consumers.

Originally hailing from Lebanon, Rania pursued her education with determination. She earned her bachelor’s and master’s degree in Nutrition and Dietetics from the American University of Beirut, and later, her PhD in Appetite Regulation and Nutrition from the University of Toronto. Beyond her professional endeavors, Rania’s passion for nutrition extends to her family life, where she enjoys preparing traditional Lebanese cuisine for her son. Her unwavering commitment to bringing the benefits of nutrition to all remains a driving force in her personal and professional pursuits.

Thank you so much for joining us in this interview series. Before we dive into our discussion about authentic, feminine leadership, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?

I have always been driven by my passion for science and nutrition since childhood. My deep-rooted interest in the field of nutrition was sparked by witnessing the devastating effects of malnutrition throughout parts of the world. I was determined to make a difference and challenge the status quo, so I embarked on a journey to earning a diploma as a certified dietician, followed by an MSc in Clinical Nutrition and a PhD in Diabetes and Weight management.

With over 20 years of experience in nutrition, science, and food technology, I have held various R&D leadership roles throughout my career, most of which have been with Nestlé. I started as a scientist in Nestlé Research in 2007, then transitioned to Science and Technology Manager in the Confectionery business. In 2015, I joined Nestlé Health Science as a Global R&D Manager in Consumer Care, and in 2018, I became part of the Nestlé Product Technology Center and global Head of Science and Technology. I played a pivotal role in driving R&D synergies with acquired brands like Atrium Pro, Garden of Life, Persona, and Vital Proteins.

In 2021, I assumed the position of Head of R&D at Vital Proteins, and in 2022, I took on the role of Global Head of Technology and Product Development and Head of R&D, U.S. for Nestlé Health Science.

In my current role, I spearhead front-end innovation, developing impactful nutrition and technology-based solutions that empower lives. My expertise in physiology, clinical nutrition, and food technology, along with my impressive research background, are invaluable assets.

Can you share the most interesting story that happened to you since you started your career?

I’ll share an experience that highlights the importance of supporting women during pregnancy, maternity leave, and the delicate balance between building a career and having a family. At the time, I was working in Switzerland in a global R&D role and had discussed with my manager transitioning into a different part of the business. However, I had concerns about whether this transition would still be possible after my maternity leave.

To my relief, upon my return to the office after maternity leave, my boss informed me that he had continued conversations and ensured progress was made in my transition during my absence. They had arranged for me to start in my new role on my first day back, eliminating any unnecessary delays.

This experience solidified my commitment to advocating for women’s success in the workforce. No woman should feel fearful or uncertain about revealing their pregnancy to their boss or worry about the security of their job upon returning from maternity leave.

As a female leader, I make it a priority to support the women on my team and others by encouraging them to take the necessary time to recover and bond with their baby during maternity leave. If a woman is up for promotion before her leave, I am vocal about ensuring she is rewarded and recognized. It is crucial that no woman ever feels penalized for starting a family.

I am dedicated to creating an inclusive and supportive work environment where women can thrive and succeed without compromising their personal lives. By championing women’s rights and advocating for their needs, we can foster a more equitable and empowering workplace for all.

What do you think makes your company stand out? Can you share a story?

I am proud of the team’s dedication to empowering healthier lives for patients and consumers worldwide. The Nestlé Product Technology Center (NPTC) has played a pivotal role in the development of several breakthrough products, leveraging pilot plant capabilities to enable the translation of science and nutrition into innovative products that consumers can enjoy and that fulfill an unmet need for patients. In addition, we’ve established Centers of Excellence for various doses and forms of products, and developed a Rapid Ideation and Prototyping function that allows us to create new concepts and test them with consumers.

Today, the NPTC team continues to play a pivotal role in fostering innovation and addressing the ever-changing needs of consumers and patients. Our efforts have positioned Nestlé Health Science as a leading force in the field of nutrition, effectively translating scientific advancements into groundbreaking products. With our state-of-the-art facility and talented individuals, we have achieved significant milestones in the past five years and look forward to more exciting developments on the horizon.

But our commitment extends beyond just patients — it also provides a supportive and empowering work environment where employees can thrive. During the height of the COVID-19 pandemic, we not only demonstrated unwavering commitment by ensuring the uninterrupted operation of our factories, labs, and R&D centers, but created a safe and supportive environment for our employees, allowing them to navigate complex situations with resilience and strength. This allowed us to continue providing essential medical formulas to hospitals and ICUs, supporting the critical nutritional needs of patients in their most vulnerable moments.

Ultimately, our dedication to empowering healthier lives goes beyond the products we create. It extends to the people who develop them, the consumers and patients who rely on them, and the communities we serve. We believe that by nurturing a company culture that values both patient well-being and employee empowerment, we can truly make a lasting positive impact on the world.

You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?

I would urge others to not be afraid to expand your horizons and step outside of your comfort zone. Always challenge yourself to take on greater responsibilities and have the self-confidence that you will succeed. At Nestlé, I’ve always said yes to new opportunities even if the learning curve was very steep. This helped me grow and evolve. I remember when they asked me to take on my current role, I knew it was a big step, however, making sure I surround my self with talented and smart people and trusting them to do their job allowed me to succeed in the position. Also, recognizing the importance of mentorship, it is crucial to proactively seek guidance and support. Asking for advice is not a sign of weakness, but rather a demonstration of strength and a commitment to personal and professional growth.

• Be Naturally Curious: Dig deeper to understand the underlying factors behind what is presented, providing valuable insights and guiding the team towards effective approaches.
• Build a Trusted Leadership Team: I surround myself with capable and trustworthy individuals who bring diverse perspectives and expertise.
• Foster Open Dialogue and Transparency: I strive to create an environment that embraces open dialogue where everyone can express their opinions. I believe transparency helps to build trust and strengthen collaboration. Creating a space of psychological safety is key to allowing people to be comfortable sharing their thoughts without fear of judgement. We are currently rolling out a feedback-sharing program across the R&D organization which will help build on open dialogue and bolster collaboration.
• Promote Innovation Everywhere: By encouraging an entrepreneurial mindset, I empower my team to contribute their unique perspectives, resulting in a surge of innovative solutions. For example, our Accelerator group launched a collaboration with Tufts University, and our R&D team has been internally hosting rapid ideation and prototyping sessions that promote the participation of various functions to share creative ideas. We also kicked off the R&D Arena across the organization asking anyone and everyone to share their ideas on key trends.

Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader? I’m curious to understand how these challenges have shaped your leadership.

In recent years, as the Nestlé Health Science business has grown and evolved, our R&D organization has adapted to meet the changing needs. With multiple leading health and wellness brands under our umbrella, my focus has been on preserving their unique speed, agility, and identity. Throughout this journey, we have harnessed the power of Nestlé’s extensive reach, global presence, and unwavering commitment to safety and quality. Simultaneously, we have taken great care to preserve the distinctive and unique qualities that define each of these brands. To achieve this, I embraced a fail-forward mentality and encouraged calculated risks in product ideation. By staying ahead of emerging trends and drawing inspiration from start-ups, we merged the best of both worlds to position our company as a frontrunner in the market. Navigating the complexities of an evolving organization has been a challenge, but I am fortunate to have an amazing team that consistently delivers groundbreaking innovations that leave a lasting impact in the market.

Ok, thank you for that. Let’s now jump to the primary focus of our interview. Can you share a personal experience where embracing your unique leadership style, which might not align with traditional expectations, led to a significant positive impact in your organization or team?

I believe in being unapologetically authentic, which can sometimes be challenging for leaders. To be the best leader I can be, I prioritize transparency and directness with my teams. It would be inauthentic to approach my leadership position any other way. By being true to myself, I become the leader I aspire to be. This approach also helps establish trust easily, as I am upfront and honest about expectations and my role as a leader. This creates a safe and collaborative space for my team to thrive.

In your journey as a leader, how have you balanced demonstrating resilience, often seen as a masculine trait, with showing vulnerability, which is equally powerful, but typically feminine? Can you give an example where this balance created a meaningful difference?

Finding the balance between resilience and vulnerability can be extremely challenging, especially as a woman leader in a male-dominated field, but my approach to leadership embraces that balance. For me, it’s not about trying to fit into the mold of what feminine leadership is “supposed to look like” and associating specific traits with those preconceived notions — it’s more about recognizing the needs of my teams and adapting the way I lead to fit the those needs, which sometimes requires demonstrating resilience and vulnerability at the same time.

An example of this balance making a meaningful difference is when I became a mother. Working moms often face guilt and societal pressures. I aimed to break the stigma by being transparent at home and work. I openly communicate the demands and rewards of my leadership role to my family and express my parental obligations to my teams. This unapologetic approach has greatly improved communication and trust in my work and home life.

As a woman in leadership, how have you navigated and challenged gender stereotypes, especially in situations where traditional male-dominated approaches are the norm? What strategies have you employed to remain authentic to your style?

For the longest time, we were taught that showing your emotions in the workplace and being vulnerable, traits that are associated as being feminine, was a weak approach to leadership. As a leader, I have made it my mission to dissolve gender stereotypes in the workplace and demonstrate how integrating emotions into anyone’s leadership style is not a sign of weakness, but rather a sign of strength and resilience. We need to challenge harmful stereotypes that hold people back and celebrate the unique strengths that each individual brings to the table.

An example of staying true to my style is when I encountered a challenging situation with a male peer during a meeting. I addressed the issue the next day, expressing my feelings and setting boundaries. I prioritized open communication and rejected the notion that expressing emotions is a sign of weakness. It is time for the workplace to recognize the power of vulnerability and adapt to the evolving leadership roles of women. I’ve found that expressing my emotions authentically, while maintaining clear boundaries and purpose, strengthens my leadership. The key is not confirming to rigid gender expectations, but rather owning your unique strengths and leveraging them.

How do you utilize emotional intelligence and active listening to create an inclusive environment in your team or organization? Could you share a specific instance where these qualities particularly enhanced team dynamics or performance?”

To be a great leader, you must have emotional intelligence and leverage that skillset in your leadership approach. An impactful leader can read the room and understand the needs of their employees without having to directly discuss them.

The basis of establishing any relationship, both inside and outside of the workplace, is emotional intelligence, as you are unable to connect with or understand those around you without it. This skillset is a crucial part of my approach to leadership — I never want my teams to feel like I am unapproachable, or I will not be able to understand their experiences if we do not share the same ones. Embracing emotional intelligence in the workplace alleviates that fear for me, and I believe it will do the same for others if they make a conscious effort to reflect on its significance.

I cannot choose just one instance of where these qualities enhanced team dynamics or performance, as I am constantly encouraging my teams to become more connected with their emotional intelligence in the workplace.

What role has mentorship played in developing your authentic leadership style, and how do you communicate authentically to inspire and empower both your mentors and mentees?

Mentorship is extremely important to me and is a prominent aspect of my leadership style. I have always held my mentors, both officially and unofficially, to the highest esteem, as having a mentor can be one of the many driving forces behind career success.

I still have mentors to this day who provide me with external perspectives that push me to think creatively and differently about my approach to leadership and my role as a leader in innovation. I meet with a coach outside of the Nestlé Health Science organization once a month to discuss how I can improve in my day-to-day role and in my leadership style. It is important to have mentors outside of your organization so you can separate yourself from the minutia of your company and view your role through a more objective lens.

I served as a teacher while I was earning my PhD, and that experience was tremendously rewarding to me. That experience has stuck with me throughout my career and is what influenced me to become part of Nestlé’s mentorship program, a program that helps mentees accelerate, confront challenges with greater confidence, and become better decision makers. There is something about helping other people see their potential and watching them grow because of it that is remarkably gratifying.

Everyone should make active efforts to be a mentor to someone else and have one or two mentors you connect with regularly. Mentorship is how we equip the future generation of employees and leaders with the skillsets needed to succeed, and the only way we can rise as an organization is if we build up those around us!

Ok super. Here is the main question of our interview. Based on your experience and research, can you please share “5 Ways Leading Authentically As A Woman Will Affect Your Leadership”? If you can, please share a story or an example for each.

1. Transparency and Empathy: Women tend to be naturally empathetic, seeking to understand others’ perspectives. This approach fosters stronger relationships and promotes a culture of transparency.
2. Building Bridges: Women often prioritize finding common ground and similarities when building relationships. This approach helps bridge gaps and strengthens connections within teams and organizations.
3. Attention to Detail: Women’s attention to detail is a valuable asset in business. Leveraging this skill eliminates room for error and enhances the quality of work in various tasks and daily operations.
4. Emotional Intelligence: A skilled leader can intuitively read the room and comprehend the needs of their team members, even without direct discussions. By leveraging emotional intelligence, leaders can effectively address and meet those needs, fostering a positive and supportive work environment.
5. Empowering Others: At Nestlé, empowering women throughout the organization has been critical to my own career and as an R&D senior leader, I am dedicated to advocating for other women’s talent and professional development.

Are there potential pitfalls or challenges associated with being an empathetic leader? How can these be addressed?

There are many potential challenges associated with being an empathetic leader, the most prominent one being the perception of vulnerability as weakness. Traditionally, the perception of a strong and powerful leader was built around that individual’s ability to push emotions to the side and act objectively.

We have the wrong image of leaders — you can be a strong and effective leader without having to be distant and neglectful. Vulnerability and the ability to be empathetic are strengths that all leaders should have, as it demonstrates a level of confidence and security needed for strong connections.

I believe in the power of transparency, even if it means being vulnerable and opening myself up to potential pushback and criticism. While not all feedback may be constructive, I recognize that it can lead to valuable self-reflection and help me adapt my approach for the better.

You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. :-)

If given the opportunity to start a movement, I would dedicate it to promoting women’s health and rights in the workplace, empowering women to advocate for these important issues within their organizations. This movement would address sensitive topics like women’s health, including challenges related to menstruation, pregnancy, and menopause, with the aim of breaking down stigmas surrounding these discussions. The ultimate goal is to foster a workplace culture that prioritizes women’s health and rights, promoting inclusivity, understanding, and support. By encouraging open dialogue and advocating for positive change, we can create an environment where women can truly thrive in their professional lives.

How can our readers further follow you online?

You can connect with me and stay updated on my work by following me on LinkedIn.

Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!

About The Interviewer: Pirie is a TedX speaker, author and a Life Empowerment Coach. She is a co-host of Own your Throne podcast, inspiring women in the 2nd chapter of their lives. With over 20 years in front of the camera, Pirie Grossman understands the power of storytelling. After success in commercials and acting. She spent 10 years reporting for E! Entertainment Television, Entertainment Tonight, also hosted ABC’s “Every Woman”. Her work off-camera capitalizes on her strength, producing, bringing people together for unique experiences. She produced a Children’s Day of Compassion during the Dalai Lama’s visit here in 2005. 10,000 children attended, sharing ideas about compassion with His Holiness. From 2006–2009, Pirie Co-chaired the Special Olympics World Winter Games, in Idaho, welcoming 3,000 athletes from over 150 countries. She founded Destiny Productions to create Wellness Festivals and is an Advisory Board member of the Sun Valley Wellness Board.In February 2017, Pirie produced, “Love is Louder”, a Brain Health Summit, bringing in Kevin Hines, noted suicide survivor to Sun Valley who spoke to school kids about suicide. Sun Valley is in the top 5% highest suicide rate per capita in the Northwest, prompting a community initiative with St. Luke’s and other stake holders, to begin healing. She lives in Sun Valley with her two children, serves on the Board of Community School. She has her Master’s degree in Spiritual Psychology from the University of Santa Monica and is an Executive Life Empowerment Coach, where she helps people meet their dreams and goals! The difference between a dream and a goal is that a goal is a dream with a date on it!