Chiara Mannoni: “42 is pioneering a novel methodology that is gradually reshaping conventional thinking about teaching and learning”

With over three decades of experience in vocational training, Chiara Mannoni has witnessed a wide range of different pedagogical models, each more innovative than the next. Now at the head of 42 Firenze, she aims to turn her campus into a hotspot for Italian tech talent, while nurturing her students’ vocations.

Can you please tell us more about your background? What is your education and what were you doing before working for 42 Firenze?

With over 30 years of hands-on experience in vocational training, I have held prominent positions as a project designer at both the European and national levels. I also have worked as Head of Education for different non-profit organizations. During this time, I have spearheaded complex initiatives across Central Asia and Europe, focusing on redesigning vocational education systems, restructuring statistical frameworks and implementing programs aimed at curbing student dropout rates. I currently lead the education and training sector at the Fondazione Cassa di Risparmio di Firenze, a non-profit dedicated to local community enhancement. My work involves designing projects aimed at broadening training opportunities and engaging a wide spectrum of public and private institutions. I am also deeply committed to nurturing the full potential of young people.

What do you like about your position at your campus?

With my experience, I firmly believe that a fundamental shift in pedagogy requires the active involvement of multiple stakeholders, including public and private institutions, students, professors, families, and ultimately, local communities. My role at 42 Firenze has given me the opportunity to grow my influence among all of these, encouraging them to embrace this innovative, “flipped classroom” approach to education. Since the launch of the campus in 2022, I have successively focused on addressing the perceived institutional competitiveness of our model, engaging local stakeholders and ultimately gaining recognition with them. Unsurprisingly, SMEs, having witnessed the students’ capabilities firsthand, have significantly amplified their engagement and are now actively recruiting our students.

What’s your vision for the future of education?

In my 30-year experience in education, I’ve witnessed a dearth of truly innovative approaches. Faced with escalating social and economic complexities, compounded by global interconnectedness and demographic decline, we must forge new paths. 42 is pioneering a novel methodology that is gradually reshaping conventional thinking about teaching and learning. We currently have two ongoing university research projects, one with the Engineering department and the other with the Education department, investigating the efficacy of the 42 method and its transferability to other disciplines. This is a crucial first step. Concurrently, emerging learning research underscores the growing need for personalized learning pathways, coupled with individualized and consistent mentorship. Greater flexibility should give way to the development of critical thinking, collaboration, and creativity. Technology should also be seamlessly integrated into educational pathways, but not serve as the sole delivery mechanism. All of this must be pursued through collaborative engagement, ensuring a broad platform that embraces inclusion and diversity.

What is your management style, how do you make your team work together?

My leadership style is grounded in genuine two-way communication. I am committed to actively listening to my team, valuing their ideas, concerns, and feedback, fostering a sense of shared understanding. This naturally leads to participative decision-making, where team members are actively involved in the process and their opinions are not only heard but also genuinely considered. I support team development through delegation, offering both autonomy and trust, empowering individuals to take ownership of their work. My approach emphasizes consistent support and development, providing guidance and constructive feedback to help the team grow professionally. Finally, recognizing that every situation is unique, I strive to demonstrate flexibility and adaptability, adjusting my approach to best suit the specific context and the team’s evolving needs.

42 has 4 pillar values: openness, excellence, tech, and ethics. Which one is the most important to you and why?

I find ethics to be the most crucial one. While all four are essential for a thriving and responsible organization, ethics forms the bedrock upon which the others are built. Openness, excellence, and technological advancement are all incredibly valuable, but without a strong ethical compass, they can be easily misdirected. A company can be open, technically brilliant, and strive for excellence, but if it lacks a fundamental commitment to ethical behavior, those strengths become vulnerabilities.