General Management Archives - ��ý Standout

What Gen Z really wants: Rethinking commitment

��ý Standout — Thu, 16 Apr 2026 10:37:04 +0000

You look at your youngest hires and can’t quite read them. They want to balance long hours in the office with time for themselves. They question what you once accepted. They seek work that they see as meaningful, and having purpose.

It’s easy to see it as a lack of commitment. But what if it’s something else? What if they’re not less engaged but differently engaged?

The new rules of engagement

Generation Z, the cohort of workers born between 1995 and 2006, is redefining traditional career assumptions as it joins the workforce, placing greater emphasis on purpose, flexibility, and well-being. This shift that the arrival of Gen Z represents is significant. According to Deloitte’s , meaningful work and well-being now rank alongside financial security as key drivers of career decisions.

, a 22-year-old taking the Master in Management at ��ý’s Madrid campus, remembers the long hours her father used to put in at the office when she was a child and considers how attitudes have changed for her generation.

“Even though we are pretty apprehensive about how the future’s going to look, at the same time, I think that, as a generation we’ve learned to try and put ourselves first instead of focusing on solely what we can achieve in terms of career success,” says Prachi, from Bangalore in India.

Gen Z workers��no longer define success solely by financial rewards, but how job progression can align with personal values and quality of life. “I think there’s a much higher emphasis now on the work-life balance,” says , 25, from Cleveland, Ohio, in the US, who is also studying in Madrid on the ��ý MiM course.

Digital natives, AI disrupted

Gen Z enters the workforce with a clear advantage: they are the first true digital natives, fluent in technology and comfortable in fast-moving environments. Yet they are also the first generation to face a workplace being reshaped by AI, where access to entry level roles and traditional paths to gaining experience is more restricted. In that sense, they are a generation doubly impacted by the digital revolution.

It’s this digital fluency and openness to experimentation that makes Gen Z workers well suited to help companies drive innovation and adjust to technological change – particularly in areas related to AI, says , international HR director at Verisure. “The key is to enable them to become protagonists of this transformation,” he says.

Working together

The goal for companies should not be to choose between purpose and performance but seek to integrate the two, says ��ý Professor Sebastian Reiche. Achieving this requires a more intentional approach to job design, leadership, and culture, he says. The aim should be to offer Gen Z staff more flexible and personalized trajectories where they can develop and gain experience while contributing to the company’s strategic priorities.

Gen Z is “probably a generation that is looking out for a purpose more clearly than other generations did,” says Massa, who completed a General Management Program (PDG) at ��ý in 2005. “They are definitely a generation that believes in working in something that has a real impact.”

To effectively engage and develop this talent, several priorities stand out:

Communicate purpose clearly: Employees need to understand how their work contributes to a broader mission.
Balance autonomy with accountability: Flexibility must be paired with clear expectations and responsibility.
Design developmental experiences: Cross-functional projects and continuous learning opportunities are key to growth and retention.
Leverage digital strengths: Create space for Gen Z to apply their technological skills and contribute new ideas.

Understanding Gen Z is not simply an HR concern – it is a strategic imperative. Organizations that successfully align purpose, performance, and development will be best positioned to attract, engage, and retain this generation, while unlocking its potential to drive innovation and long-term value creation.

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CEO transitions in disruptive times

��ý Standout — Tue, 24 Feb 2026 10:34:12 +0000

In a world of relentless change and rapidly emerging new challenges, the CEO role has never been more demanding. The result? More CEOs are leaving their posts — and more boards are confronting high-stakes succession decisions.

The data tells a clear story. CEO departures in the largest listed firms reached a new global record in 2025, rising 16% from the previous year and 21% above the eight-year average, according to indices tracked by Russell Reynolds Associates, a U.S. headhunting firm.

Meanwhile, the length of time CEOs remain in the role has dropped to an average of seven years from just over eight years in 2021.

The bottom line is that CEO tenures are getting shorter, while expectations are rising – and tolerance for missteps is diminishing. In unpredictable times like these, the need for boards to have robust succession plans in place is a strategic imperative.

Many departures are the result of disciplined planning, as companies take the opportunity to enact orderly and carefully thought-out transitions.

But companies should think hard about the trend for increased and more rapid CEO turnover and their response to it, says ��ý Professor Guido Stein.

“The turnover has a lot to do with the culture of the company – if we prioritize short-term results then we get short-term CEOs,’’ he says.

Once they make their choice of CEO, companies must work with that person so that they can grow in confidence and become as effective as possible in the role as quickly as possible, says , a partner at Spencer Stuart who holds an MBA from ��ý.

“Adaptation is one the biggest issues in high level appointments,” says Llopis, a former professional basketball player for FC Barcelona.

Why the right choice of leader matters more than ever

Professor Jordi Canals, who leads ��ý’s Center for Corporate Governance, argues that shorter CEO mandates reflect the challenges stemming from increasing technological, and also geopolitical, disruption.

Choosing the wrong successor can damage earnings, morale and reputation. Selecting the right one can reposition the company for its next chapter.

Yet success is far from guaranteed. Research cited by McKinsey shows that two years after CEO transitions, between 27% and 46% are considered failures or disappointments. That’s a sobering statistic for boards — and for executives aspiring to the top role.

As ��ý Professor Josep Tàpies notes, the goal of a successful transition should be continuity of purpose, combined with renewal. Each CEO change should be an opportunity to redefine what kind of leadership the company needs next, says Prof. Tàpies.

To that end, boards should ask:

What stage of development is the company at?
What capabilities will be required over the next five to ten years?
What kind of predecessor is stepping aside — and what kind of successor is emerging?
Is the company itself prepared for succession in terms of governance structures, management systems and clarity of roles?

Practical steps for handling leadership change

So, what can board members do to prepare for, enact and ensure smooth and successful leadership transitions? Here’s a list of Llopis’s recommendations:

1. Have a clear role specification

Determine what the role is, what you want the CEO to accomplish, what experience and skills the ideal candidate has, and what specific leadership capabilities the person will need.

2. Identify internal candidates

At least two years before the CEO transition takes place, identify who in the organization has, or might develop, the selection criteria you need.

3. Develop internal candidates

After measuring your candidates’ potential to grow and evolve, craft a development plan for them. As well as skills such as strategic thinking and people management, focus on specifics such as politics and board management.

4. Check the market benchmark

About developing your internal candidates for about 18 months, it’s time to check what external CEO candidates might offer. Compare the level of potential internal, and external, leaders.

5. Choose the right successor

After completing and reviewing the previous steps and carefully assessing your internal, and, if relevant, external options, it’s time to make your choice.

6. CEO acceleration

As well as managing the company’s team, culture, strategy and the board, new CEOs also need to manage themselves carefully, especially in the first six months in the job. Adaptation is key to a new leader’s success, and boards should be ready to support them through this process.

A responsibility for everyone

A change in leadership is not just a boardroom issue – it affects executives at every level. Understanding how leadership transitions are managed within your organization — and how talent is developed — is critical for anyone on the executive ladder.

Companies that treat CEO succession and executive development as a strategic priority will have a decisive advantage. Handled well, a successful leadership transition equips organizations to renew themselves — and to lead confidently into the future.

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Data strategy for AI success: Winning the race against time

��ý Standout — Fri, 19 Sep 2025 12:46:34 +0000

Want to champion AI? Start with your data

How can you win the race against time to mine your companies’ data resources and translate them into higher efficiency and productivity?

That is one of the defining challenges facing executives as they seek to harness Artificial Intelligence (AI) for business growth. While AI promises to transform industries, its power ultimately depends on the quality of the data that fuels it.

“Data is the gasoline of artificial intelligence,” explains ��ý Professor Luis Ferrándiz. “If you incorporate into your algorithms data that isn’t good enough, the outputs won’t be good enough either.”

Why data quality matters

Investments in digital tools will fall short if the underlying information is inconsistent, incomplete, or poorly structured.

When AI models are trained on flawed data, the resulting decisions are fundamentally compromised. That’s why your company must not only review the quality of its existing data sets but also examine the robustness of the processes it uses to collect and administer information.

“High-quality, consistent, and well-governed data is the essential foundation for building reliable and scalable AI models that can deliver real business value,” says , an ��ý Executive MBA holder who is now Chief Data and AI Officer at PagoNxt, a payments firm.��

Five steps to put your data plan on track

Here are some steps that managers like you can take to align your organization with a strong data strategy:

1. Create a data-driven culture

Cultivating a corporate culture that recognizes the importance of reliable data is critically important, says Ferrándiz. That means making sure data is accessible on a company-wide basis and making sure employees are properly incentivized to use it. Only then can firms plan investments with confidence and take the bold decisions needed to execute a long-term digital strategy.

2. Educate and empower staff

Companies need to move beyond pilots and embed AI into business processes and work practices, according to a team including ��ý Professor Evgeny Káganer at MIT’s Center for Information Systems Research. Creating AI-ready teams means providing opportunities and resources for reskilling. Breaking down silos between departments and ensuring data sources are seamlessly linked is also key.

3. Deploy the right systems

Take care to put in place the right modular, interoperable platforms and data ecosystems to enable a free flow of intelligence across the organization, urges Káganer. Choosing the right architecture is a strategic decision that will shape the flow and reliability of data.

4. Establish consistent definitions

Make sure to put in place and maintain a common semantic framework that standardizes data definitions across all business units, says Alonso of PagoNxt. This will enable consistency, interoperability, and a shared understanding of key business and operational concepts across the company.

5. Strengthen data governance and quality

Reinforce the data governance framework to guarantee accuracy, lineage, and trust in the information that powers decision-making and AI models, says Alonso. Governance and ownership of data administration should be in the hands of Chief Data Officer, with a clear mandate to implement rules and oversee levels of access, urges Ferrándiz.��

From strategy to competitive advantage

For business leaders, the data challenge is both technical and cultural. Winning organizations will be those that invest in robust processes, empower employees to value data, and act decisively before competitors outpace them.

In today’s environment, where AI is reshaping competitive advantage, the question is not whether to act, but how quickly you can turn your company’s data into a catalyst for productivity and growth.

Hungry to know more about the AI transformation, or prepare to take your career to the next stage? ��ý’s Artificial Intelligence for Executives focused program, held at our Munich, Madrid, New York and Barcelona campuses, will help you sharpen your skills and learn how to become a more effective leader in the age of AI.

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How teams can flourish by harnessing the skills of different generations

��ý Standout — Wed, 25 Jun 2025 09:18:09 +0000

How do you manage the dynamic between younger and older team members to build stronger and more productive collaboration?

It’s a challenge that leaders like you have always faced – but now the task becomes trickier. With AI advancing rapidly, many of the roles once filled by junior staff are being automated. And that shift comes with a hidden cost.

If those early-career roles disappear, so does a vital learning channel—the transfer of experience and know-how from senior professionals to the next generation. Without it, you risk losing not just technical continuity, but the very culture and identity that make your organization unique.

“Having that range of ages helps you pass on institutional knowledge – if you don’t maintain this flow, there are clear downsides,” says ��ý Prof.��Sebastian Reiche. “The only way to survive and develop as an organization is to have new junior staff learning the culture and adapting it – that’s how you keep the culture alive and dynamic.”

The transformations wrought by AI mean companies face challenges that can’t be solved with software alone. As firms confront the urgent need to redefine skills for a new era, they face a challenge that goes beyond adopting new technologies, according to a new study by ��ý’s , Mireia Las Heras, and Jordi Canals.

Here are some of the steps you and your company can take to make sure teams work effectively as you tackle the disruptions, and grasp the opportunities brought by AI:

1. Rethinking the role of teams

If firms have teams fully staffed by juniors doing technical work, it’s time to rethink that model, says Reiche. Managers should look at opportunities to ensure teams include junior and more experienced staff to ensure that the learning and mentoring process works in both directions.

2. Reverse mentoring

Pairing tech-savvy novices with expert staff who may have less knowledge of how to apply AI is a way to make sure that new ideas get circulated and experience is shared, says ��ý Prof. Evgeny Kaganer. Firms may want to look at pairing up younger and more seasoned staff in a formal “buddy system” so that knowledge can circulate, says Reiche.

3. Reimagining work design

The traditional model in many firms has been for junior staff to carry out simpler, more technical roles of the kind that can be done by AI, but it doesn’t have to be that way, says Reiche. One solution could be to encourage more opportunities for juniors to carry out more project-based work that enables them to broaden their contacts and develop a broader set of skills more quickly.

4. More flexible career paths

Companies and employees need to be more flexible as they consider future career paths, says Reiche. Those in the early stage of their careers can try to build up their skills with project-based work in different companies that they can later transfer to larger organizations. Under this more patchwork model, younger workers can build up a portfolio of skills to take with them into new corporate roles.

5. A sense of adventure

More experienced staff members should ask themselves how they can explore the potential of technologies like AI by thinking of new ways of doing their job with the powerful new tools at their disposal, says Reiche. This means encouraging a more experimental mindset where older workers are encouraged to see AI not as a threat but as an opportunity to be exploited in a creative and fruitful way.

Here are some tips for people at different stages of their careers trying to navigate the evolving landscape of work:

Leverage your AI and digital skills
Become fluent in AI and think hard about how you can use it in a work setting. “Try to bridge the gap between how things are currently done and your knowledge of the way they could be done if they could be infused with the new ways,” says ��ý Prof. Sebastian Hafenbrädl.
Take a hard look at your skill set
The question everyone needs to ask themselves is are they going be a complement to AI or will they get substituted by it, says Kaganer. One aspect to consider is that AI is effective at comprehending knowledge and applying it to solve problems and even carrying out creative tasks – but is less competent when it comes to using judgement to evaluate challenges and solutions.
Develop your soft skills
Amid the focus on AI, develop your capacity for critical thinking, problem-solving, communication, adaptability and teamwork – soft skills such as these will always be valued by employers, says Reiche.
Think creatively
Younger staff can deploy their AI skills to deploy business-linked projects while they scout for a formal position. “Potential entry-level employees have huge resources they can use to showcase themselves to organizations,” says Hafenbrädl.

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The role of the Chief AI Officer (CAIO): a guide to leading the transformation toward artificial intelligence

��ý Standout — Thu, 19 Dec 2024 11:54:22 +0000

A decade ago, artificial intelligence (AI) seemed like a futuristic concept reserved for science fiction books. Today, AI is a transformative reality that not only optimizes processes but also redefines how businesses operate. In this new paradigm, a key figure has emerged: the Chief AI Officer (CAIO). But what exactly does this new leader do? And more importantly, why is their role essential to an organization’s success?

To answer these questions, we spoke with Javier Zamora, a professor at ��ý and an expert in digital transformation. Zamora provides a clear vision of the responsibilities, challenges, and opportunities of the CAIO (or similarly named roles like Chief Data Officer, with overlapping responsibilities) in a world increasingly driven by AI.

Why is a Chief AI Officer necessary?

“AI is the new electricity,” says Zamora. Just as electricity revolutionized industries at the beginning of the 20th century, artificial intelligence is positioning itself as a general-purpose technology that impacts all sectors and functions within an organization.

Until recently, data served to generate dashboards and monitor operations. Today, it has become the raw material for innovation. But to harness this potential, organizations need more than just technology—they need leadership. This is where the CAIO comes in.

“The CAIO not only drives AI adoption but also orchestrates the cultural shift necessary for this technology to be integrated across the organization,” Zamora explains.

Key functions of the CAIO: more than just data and algorithms

The Chief AI Officer’s role extends far beyond overseeing technological projects. According to Zamora, the CAIO must fulfill three critical functions:

1. Defining the organization’s AI ambition

Much like digital transformation, adopting AI must align with the company’s mission and strategy. Zamora summarizes it this way: “It’s essential to define a portfolio of AI initiatives, some more exploratory and others focused on scaling organizational capabilities.” This involves identifying pilot projects, prioritizing resources, and deciding which technological and organizational capabilities need to be developed to industrialize AI use.

2. Driving cultural change and skill-building

Implementing AI requires more than technology; it demands new ways of working and specific professional profiles. However, the necessary cultural shift doesn’t happen overnight. “Organizational culture doesn’t change at the exponential pace of technology. We need to introduce new work practices that gradually reshape the organization’s beliefs and habits,” Zamora explains. Moreover, the CAIO must democratize AI access within the company, training employees and fostering “data literacy.”

3. Acting as a bridge between technology and business

AI should not be seen as an isolated tool but as an integrated solution addressing the organization’s real problems. Here, the CAIO plays a mediating role between functional areas and business units. “It’s crucial to involve teams in designing AI solutions. When projects are perceived as imposed by a central committee, resistance to adoption increases significantly.”

Challenges for the chief AI officer: ethics and responsibility

AI implementation also raises ethical challenges that cannot be ignored. According to Zamora, there are four major risks grouped under the acronym FATE:

F: Fairness. AI models can perpetuate biases present in the data they were trained on.
A: Accountability. Who is responsible if an AI model fails in a medical diagnosis or financial decision?
T: Transparency. The opacity of certain algorithms makes it difficult to explain how conclusions are reached.
E: Ethics. AI can face ethical dilemmas, such as those encountered by autonomous vehicles in critical situations.

“It’s essential for organizations to have an ethical governance framework to ensure AI is used responsibly and aligns with their values,” Zamora emphasizes.

Are organizations ready for AI?

Despite the enthusiasm surrounding AI, many companies are still in the early stages of adoption. As Zamora notes, there is a mismatch in pacing: technology advances exponentially, but organizational culture evolves linearly.

“The only way to address this gap is for top management to prioritize AI adoption as a strategic element, providing resources and fostering a culture open to change,” Zamora concludes.

The CAIO must also lead an evangelization effort within the company, training teams and promoting AI adoption as a common language throughout the organization.

The future of the chief AI officer

The role of the Chief AI Officer is here to stay. This position will be key not only to integrating AI into companies but also to building more agile, innovative, and responsible organizations.

However, as Zamora points out, we are in the early stages of this transformation. Current AI still requires human oversight, but the evolutionary horizon presents challenges as exciting as they are daunting.

“We’re facing a technological wave we don’t fully understand yet. As leaders, our mission is to guide this transition responsibly, ensuring AI has a positive impact on organizations and society.”

How are you preparing your organization for the age of artificial intelligence? Discover how ��ý’s executive programs, especially this program focused on AI, can help you lead this transformation and acquire the skills needed for the future.

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How to start a speech impactfully: techniques to capture your audience’s attention

��ý Standout — Mon, 04 Nov 2024 13:25:52 +0000

Starting a speech in an impactful way is not just an art; it’s a critical skill for any leader. Conor Neill, a communication professor at ��ý, explains that “the first few seconds are when tension and attention are at their highest.” In this article, we’ll explore tried-and-tested techniques to capture that initial attention, offering clear examples and practical strategies to make each of your openings resonate strongly with your audience.

The science of first impressions: the power of the first seconds

The opening of a speech is when you gain or lose your audience’s attention. As Neill mentions in his video , the first few seconds are crucial: “it’s when you have their maximum attention.” During this moment, attendees subconsciously evaluate whether what they are about to hear is relevant, interesting, and valuable to them. If you want to capture their interest and ensure they stay with you, you’ll need a well-planned, intentional opening.

5 effective strategies to open a speech with impact

1. Share a relevant personal story

Charismatic leaders often begin their speeches with a personal anecdote that contains a lesson or an emotional connection. A well-chosen story has the power to humanize you in front of your audience and build empathy. Neill says, “People remember stories because they evoke emotions.” By sharing an authentic experience, you help the audience see you as approachable and trustworthy, establishing a connection that goes beyond formality.

Example: If you are speaking on resilience in times of crisis, you might share a moment when you had to lead under pressure, highlighting the tough decisions and the lessons you learned. These types of stories, especially if they address situations everyone can relate to, immediately connect with the audience.

2. Ask a provocative question

A question is a powerful tool to actively engage the audience from the start. Neill suggests that asking a question “forces the audience to think and gives them a reason to listen.” A good question not only grabs attention but also stimulates interest and reflection within your audience. The key is to pose a question that ties into the central theme of your speech and is intriguing enough not to have an obvious answer.

Example: In a speech on innovation, you could start by asking, “What would you do if your main business disappeared tomorrow?” This unsettling question puts the audience on alert, creating the need to listen to find possible answers.

3. Use an impactful statistic

Neill also recommends using data as an effective opening method, especially if it’s surprising or revealing. Sharing a powerful figure allows the audience to visualize the magnitude of a problem or challenge, making it more tangible and relevant. This is particularly effective if you then connect that data point to a question or a call to action.

Example: In a speech on sustainability, you could begin by saying, “Every year, 18 million hectares of forest are lost—equivalent to 27 football fields every minute.” By providing a specific data point along with a relatable comparison, you trigger an immediate reaction and set a solid foundation to dive deeper into the topic.

4. Start with dramatic silence

It may seem counterintuitive, but one of the most effective ways to start a speech is with silence. A few seconds of pause before you begin creates tension and anticipation, capturing the attention of everyone present. Neill explains that silence “gives the audience time to focus on you; you capture their attention without saying a word.” This technique must be used confidently, as it conveys both authority and calm.

5. Quote a relevant person

Quoting a well-known person can add depth and credibility to your words. Choosing a quote aligned with the theme of your speech can provide your audience with a different perspective or reinforce an initial message. For example, if you’re speaking about leadership, you could open with a quote from great leaders like Mandela or Churchill and then connect their words to your message.

Common mistakes when starting a speech and how to avoid them

Avoid the predictable and boring

Starting with “Thank you for the opportunity to be here” is one of the least effective openings. Neill emphasizes that “formality can make you lose the audience’s interest.” Instead of a generic introduction, be brief and direct. Formalities can be important but should be quick and genuine.

Don’t start with statistics without context

If you decide to open with a data point, make sure it’s directly linked to the issue you’ll be addressing. A common mistake is throwing out figures that, without context, may confuse rather than inform. Always add a brief explanation or question to highlight the relevance of the data.

Avoid self-indulgence or excessive praise

The audience is there to hear ideas, not a list of personal achievements or lengthy acknowledgments. The most impactful leaders are those who come across as humble and focused on their message. Let your message speak for itself, and maintain modesty.

Final tips for a memorable opening

Mastering the art of starting a speech takes practice and authenticity. Here are some practical tips:

Know your audience well: Choose stories, data, or questions that will resonate with them. What works for a sales team might not be effective for a board of directors.
Practice the opening several times: Confidence in the opening shows and increases your credibility. Practice will allow you to deliver it naturally.
Be brief but powerful: The ideal opening should not exceed a couple of minutes. Aim to make a quick impact and then proceed to the central message.

The ability to start a speech with impact not only enhances your communication skills but can transform how your ideas and proposals are perceived. An effective start gives you control of the stage and ensures your audience is receptive to the message. As leaders, our voice and presence are powerful tools; developing them through effective openings strengthens our capacity to influence and guide.

��ý’s leadership programs provide the ideal space to perfect these skills and make every speech a memorable moment. To improve your communication techniques and learn to lead authentically, explore ��ý’s executive and master’s programs.

Other articles you may find interesting:

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Leadership beyond achievements: Lessons from Teresa Perales and Valentín Fuster

��ý Standout — Thu, 26 Sep 2024 07:12:35 +0000

What do a world-renowned cardiologist and a Paralympic swimmer with countless international podiums have in common? Valentín Fuster and Teresa Perales embody a type of leadership that goes beyond visible achievements. Both represent an integral approach to leadership, built on three pillars: Being, Becoming, and Recognizing. From self-awareness to their impact on others, their lessons invite us to reflect on what it truly means to lead.

BEING: Leadership begins with authenticity

Being a leader isn’t about holding a position of power. It’s about having a clear understanding of who you are, what your values are, and how you relate to others. Both Fuster and Perales agree that to lead, you must first know how to lead yourself.

Valentín Fuster, one of the most respected cardiologists in the world, explains it clearly: “I don’t believe you can be a good leader if you don’t like people, if you don’t develop empathy, and if you don’t work as part of a team.” According to him, leadership isn’t imposed; it’s built with people. “You lead by example,” Fuster states. If his team starts working at five in the morning, so does he. For Fuster, leadership is first a matter of integrity and closeness, not about dictating orders from a distant office.

Teresa Perales, Spain’s most decorated Paralympic athlete, speaks from a place of resilience. Her neuropathy left her in a wheelchair at 19, but that didn’t stop her from moving forward. Perales emphasizes the importance of not being defeated by circumstances. “You begin to fail when you stop trying,” she says. For her, being a leader means facing challenges without fear of failure, understanding that success starts with a commitment to yourself.

BECOMING: Leaders are forged through effort and perseverance

Leadership is not a starting point but a journey of growth and constant development. Fuster and Perales are prime examples of how leaders are shaped by daily work, continuous learning, and the ability to overcome obstacles.

Fuster, who leads teams in both Madrid and New York and has surpassed the age of 80 while maintaining an intense work routine, insists that surrounding yourself with people who are better than you is key. “Success is about achieving what you can truly accomplish and surrounding yourself with professionals who are better than you,” he says. For him, being a leader means accepting that you don’t know everything but being willing to learn every day.

In Perales’ case, the idea of becoming a leader is intrinsically linked to personal overcoming. After two decades of competition, a shoulder dislocation prevented her from moving her left arm, significantly hindering her performance in the water. However, Perales didn’t let this limitation stop her. She learned to swim with just one arm and, in record time, prepared to compete in the Paris 2024 Paralympic Games, where she won yet another medal. For her, leadership means adapting to circumstances without excuses: “No two athletes are the same, and leadership must adapt to those differences.”

RECOGNIZING: Leaders know how to value and appreciate

The third pillar of excellent leadership is recognizing. A good leader must be aware of their journey and achievements, as well as those of others. Both Perales and Fuster highlight the importance of humility and recognition, not just toward others but also toward life and its opportunities.

Fuster is clear that success is not just the result of individual effort. “Success is about surrounding yourself with people who are better than you, achieving what you can truly accomplish… and recognizing the role of luck in what you’ve achieved.” The prestigious cardiologist doesn’t shy away from acknowledging that luck has played a role in his career, but he also understands that the key is knowing how to seize opportunities when they appear.

Perales shares a similar view, although her personal story leads her to delve deeper into gratitude. “Understanding that your origin doesn’t always determine your destination” is, for her, one of the most important lessons in life. She recalls how her father passed away suddenly, a tragedy that marked her life but didn’t stop her from pursuing success. For her, leadership also involves accepting that life presents you with challenges, and what matters is how you respond to them.

Reflections for leaders of all ages

Both Teresa Perales and Valentín Fuster offer valuable advice to leaders of all generations. During the 20th anniversary of ��ý’s Public Leadership Program, they shared their insights with hundreds of alumni, highlighting that excellent leadership is not defined by age or time but by a commitment to personal growth and societal impact.

Perales emphasizes the importance of keeping an open mind and learning from others: “There are always people who can guide us and from whom we can learn.” She also reminded attendees that excellence is a long process that requires constant dedication: “States of peak concentration and professional creativity often only happen after 10,000 hours of training in a pool.”

Fuster, for his part, summed up his vision of leadership with five key points:

Know and develop your talent.
Let yourself be guided by your mentors.
Work within and through teams.
Make society better with your work.
Don’t settle for being resilient. Instead, fight, fight, and fight again!

As Perales and Fuster understand it, leadership is not about titles or medals. It’s a journey of self-awareness, effort, and recognition of others. A journey that requires commitment, humility, and, above all, a deep dedication to collective well-being.

In a world increasingly focused on immediate results, these lessons remind us that excellent leadership is about the process, not just the goal. The ��ý executive education programs and masters will help you develop the skills needed to become the kind of leader the world truly needs.

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Scale your company by scaling yourself

��ý Standout — Wed, 03 Jul 2024 11:18:34 +0000

If starting a company is hard, scaling it is even more demanding. Most ventures do not overcome the “entrepreneurial crisis” at the transition from startup to scale-up and ultimately stall or fail altogether. Data shows that only 7% of all firms in the European Union employ ten or more people. So, what does it take to scale a business from a few dozen employees to hundreds or even thousands?

For most entrepreneurs, scaling seems to be about developing the organization, i.e. building the team, implementing systems and processes, expanding into new markets, etc. And it is. But in today’s dynamic business environment, the success of a company is also intricately linked to the development of its leaders. As , Director of ��ý’s School of Founders, explains: “Leaders often become an important barrier to growth for their firms.”

An integral framework for scaling

The School of Founders uses a framework that emphasizes these two sides of business building. The model is based on work from the philosopher Ken Wilber, who suggests analyzing any social phenomenon through four distinct lenses to generate a more holistic or “integral” view of the situation: First, he distinguishes between the perspectives of the individual (how I think, feel, and act) versus the collective (how we as a group or organization think, feel, and act). He then further differentiates what’s visible, tangible, and objective (the so called “outer game”) from the invisible, intangible, and subjective aspects of the situation (the “inner game”) that happen in people’s head.

Transferring this framework to the world of business and scaling, Ross then distinguishes four equally important dimensions of the scaling process that provide structure to the curriculum of the School of Founders:

Organizational Readiness – The lower right quadrant contains the outer game of the organization and is titled “Organizational Readiness,” representing processes, systems, organizational models, and the technology needed to reach scale.
Team Alignment – In the lower left, you have the inner game of the organization, called “Team Alignment” and referring to items like strategy, culture, and the psychology of teams that need to be articulated and managed in order to grow the business.
Leading Others – The upper right quadrant, labeled “Leading Others,” refers to the outer game of the leader, including all the visible behaviors and skills required by the leader to scale the firm.
Leading Yourself – Lastly, in the upper left is the often-ignored inner game of the leader, referring to the mental models that shape the leader’s thoughts, beliefs, values, and feelings.

Looking at the phenomenon of scaling through these four lenses is useful because it explicitly recognizes two often-forgotten realities of these journeys:

First, you need to scale yourself in order to scale your business. Leadership matters greatly. The vast majority of small firms never scale because their leaders don’t scale. They don’t acquire the requisite leadership skills (delegation, communication, feedback, etc.) and cannot cope with the exponentially increasing complexity of a growing firm. Their mental maps are too simple, too rough, not nuanced enough.

The other message this framework carries is that leaders need to focus on the inner game in order to win the outer game. This refers to self-leadership at the individual level (quadrant I) but also to building a psychologically healthy team and aligning it around strategy and culture (quadrant III).

“Most entrepreneurs join the School of Founders in search of tangible advice in areas like strategy, operations, finances etc. But they leave us grateful for having developed into a better leader. This encourages us to keep offering this balanced curriculum across these four areas,” says Ross.

Self-awareness and self-leadership: The inner game of the leader

At the individual level, leadership training traditionally focuses on the outer game (quadrant II), i.e. the acquisition of tangible competencies that leaders must master to guide their teams and organizations forward. That’s important, but not enough.

“Yes, we need to learn about theories, methods, and new skills. But becoming a leader is more than filling the mind with additional content. We also need to develop the mind itself,” explains Ross. “When someone is learning, she processes inputs through an existing mental model. When a person is developing, it is the mental model that changes. Someone egocentric, insecure, and uncompassionate can attend the very best training on feedback or coaching but will never be able to effectively deliver a tricky performance evaluation.”

Apart from skills and knowledge leaders need to refine the mental models through which they view the world. Only this enables them to make better, more informed decisions. Quadrant I points to qualities like self-awareness, self-leadership, emotional intelligence, and ultimately wisdom and higher consciousness—all indispensable competencies for managing large organizations in a fast-changing world. This might sound touchy-feely, but essentially, this inner journey is about becoming a better human. Or, as Ross eloquently states, “The process of developing extraordinary leadership is the same as becoming an extraordinary human being.”

Strategy and Culture: The inner game of the organization

Just as leaders have an inner game, so too do organizations. What people collectively think, believe, and feel, and how they relate to each other (quadrant III) is critical for how they behave and deliver results (quadrant IV). Leaders need to align the team around a small set of core concepts that guide decision-making and behavior.

This starts with strategy. When a company is small, strategic alignment happens almost automatically because you work out of the same room and speak all day. Yet, when the team grows to dozens of people over two or three hierarchical layers, delegation from the founding or leadership team becomes necessary. At that moment, when lower-ranked team members start making decisions autonomously, it becomes critical to have the strategy clearly articulated and communicated. Essentially, everyone in the company should be able to articulate, in their own words, what the company’s strategy is and make their decisions accordingly.

The same applies to the culture of a company—its values, shared beliefs, and behavioral norms. Articulating and implementing a healthy culture that fosters the right behaviors is essential for a fast-scaling company and requires significant attention from its leadership. You might not like the particular flavor, but successful scaling stories always have clearly defined and enforced cultural norms as a crucial success factor.

Consciously managing this inner game of the team becomes crucial for the scaling process. A dispersed organization with people pulling in all directions and behaving erratically cannot generate the forward momentum necessary for rapid growth. Drama and inefficiencies will wear people out and eventually cause the venture to stall.

��ý’s programs for managers are designed to help you develop the mindset and skills needed to navigate complex challenges and drive organizations forward.

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Tales of management: myths and fears about leadership

��ý Standout — Mon, 03 Jun 2024 10:32:06 +0000

Due to the level of responsibility and critical decisions inherent in being at the front of an organization, leadership tends to be an art that is both revered and misunderstood in equal measure. The image we have of a leader is often distorted by myths that extol a series of unrealistic expectations and by fears that stalk both aspiring and experienced managers.

The idea that leading a company requires superhuman powers, endless energy, or an infallible personality has disheartened many people with great talent for company management and has perpetuated a culture in which mistakes and vulnerability are seen as weaknesses.

Challenging these narratives and getting to the bottom of the most deeply rooted beliefs gives us a more realistic, accessible perspective on what it really means to run an organization. An open door onto more inclusive, complete, and efficient leadership, which values authenticity over perfection and which is capable of inspiring and transforming in a world of constant change.

**The 5 myths of a good leader**

In a session with ��ý alumni, Professor Santiago Álvarez de Mon demystified the erroneous perceptions and fears that most tend to condition the work of managers, and gave some recommendations to overcome these:

1. Strict control guarantees productivity

Many managers believe that rigorously controlling every aspect of the work of their employees is key to maintaining high levels of productivity. However, this view is counterproductive. Micromanagement can suffocate the creativity and motivation of your team and in the medium-term tends to lead to intense personal and professional fatigue among employees. That’s why trust and the ability to delegate responsibilities are crucial skills for any manager.

Foster an atmosphere in which your workers feel empowered to make their own decisions and contribute their own ideas.

2. The role gives me authority as a leader

This is one of the most persistent myths in management. We tend to think that the power of a leader emanates from their hierarchical position. However, true authority is based on your capacity to influence and on the trust you generate with your team. Your title may give you formal power, but real authority comes from respect and the credibility you build day by day.

Ask yourself: Do your employees follow you because they must or because they want to?

3. A good boss should never fire anyone

This myth can be one of the most damaging. Believing that you should never fire anyone so people see you as a good person can lead you to keep people on your team who don’t fit in, who don’t perform their work adequately or even who have attitudes that are harmful to the company. This not only jeopardizes the organization in terms of production, but also affects the morale of the rest of the team. Knowing when the time has come to fire someone is a crucial skill for a leader, although this must always be done with integrity and respect.

Be fair and make sure that the attitude and performance of each employee are in line with the company’s objectives and values.

4. No one can give me feedback

Some managers think that giving feedback is sufficient and that receiving it on the other hand can be a sign of weakness or lack of ability. However, the truth is that feedback is an essential two-way tool for the personal growth and professional development of any person within a company, including leaders.

Don’t be afraid to ask for other people’s opinion. You’ll show your commitment to continuous learning and also reinforce your relationship with your workers, who’ll value your willingness to improve and listen to their opinions.

5. Success is only visible through financial results

It’s easy to fall into the trap of measuring success exclusively in terms of financial profit and goals met. It’s not without reason that KPIs form part of the day-to-day routine of any department and often condition the bonuses managers receive at the end of the year.

That said, authentic leadership is about much more than just numbers. The positive impact you have on the lives of your employees, the organizational culture you build, and the ethics with which you lead are equally important. A successful leader is defined by their ability to inspire, motivate, and guide their team toward comprehensive, sustainable growth.

Think about it: What legacy are you leaving in your organization and with your co-workers?

Managers’ 3 biggest fears

1. I’m alone at the front of the company

Loneliness in leadership is a common sentiment, but you don’t have to go it alone. Although there will be important decisions you’ll need to ultimately make alone, you can build a solid network of allies to lean on at key times. Look for mentors, participate in professional communities and don’t hesitate to share your doubts and challenges with other leaders. Collaboration and networking are key to overcome loneliness and enrich your style of leadership.

2. My employees are demotivated and I don’t know how to get them back

A demotivated team can be a sign of deeper problems in the organization. The key is to understand the causes of this situation and address them. Do your employees feel listened to and valued? Do they have clear goals and objectives? Do their duties fit with their interests?

Implementing open communication, recognizing achievements and offering opportunities for professional development can revitalize your team’s spirit. An inspirational leader is one who ignites that spark of enthusiasm and fosters commitment among their workers.

3. I try to show empathy, but I just can’t connect with my team

These days, empathy is an essential skill in the art of leadership, but acting empathetically can be challenging, especially for managers who are used to a more authoritative style of management. In order to truly connect with your team, you first need to make an effort to understand their point of view and concerns.

But empathy is not just about listening but also acting accordingly, being transparent with respect to how far you can go. When your employees see that you genuinely care about them and are willing to make changes based on their needs and opinions, it’s easier to build an atmosphere of trust and collaboration.

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Dispelling the myths and facing the most common fears can transform the way you lead and how your co-workers see you. At ��ý, we believe in authentic leadership that goes beyond individual success and which focuses on serving and developing others. The key to being a good leader lies in self-knowledge and self-management. Knowing your strengths and weaknesses, managing your emotions, and maintaining an attitude of constant learning are essential to manage more effectively, with integrity and empathy.

��ý’s programs for managers are designed to help you develop these key skills. You’ll learn to connect better with your team and make a greater impact within the organization.

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Keys to improving mental health within companies: conference by Marian Rojas

��ý Standout — Thu, 02 May 2024 14:46:07 +0000

In recent years, mental health has become a silent, profound and alarming crisis worldwide, which affects society as a whole. It also has a direct impact on the economy and business development.

The World Health Organization estimates that around 12.5% of the population — one in eight people — suffers from some type of mental health disorder. This is equivalent to more than , or who have more serious ailments such as bipolar disorder, schizophrenia or developmental disorders.

Moreover, it is estimated that mental health problems have an even greater impact among adolescents, with close to one in seven teenagers being affected. The COVID-19 pandemic has accelerated these figures with a 25% increase in cases of anxiety and depression throughout the world.

Given the enormous scale of these statistics, it seems evident that psychological problems must be addressed on a global scale and from the perspective of public health systems. And yet, companies, managers and each one of us can take effective measures to mitigate mental health problems and improve quality of life, both for ourselves and in our surroundings. As is the case with any area of knowledge, we first need to break down the stigmas and be willing to learn.

Leadership and mental health: discover how neuroscience can help you take care of the well-being of your teams

The psychiatrist and author gave a conference at the ��ý campus in Madrid in which she covered fundamental neuroscientific concepts that can help us better understand some of the emotions that are most difficult for us to manage in our daily lives.

She also addressed how the pressures of our fast-paced modern lives affect our well-being and the extent to which integrating a neuroscientific perspective into leadership strategies can contribute to creating healthier, more empathetic, and more supportive work environments.

According to the vision of Marian Rojas, we must first of all dismantle the prejudices that exist around mental health, and we must do so using high doses of understanding. “We are all concerned about having a mind that works well and knowing how to manage our impulses and emotions,” she states. For this reason, she considers disclosure to be essential, because it helps us understand ourselves better and because, as she says, “to understand is to provide relief.”

“If we are understood, we feel relieved. If I understand why my eyelid trembles, why I don’t sleep well at night, why this person reminds me of this other person and I am thus unable to smile at them, or why I choose the wrong partners, I can start looking for solutions,” she explains.

Faced with a growing sense of psychological duress in society, which is especially widespread after the pandemic, Rojas proposes a three-phase diagnosis in which she describes the critical role that cortisol, dopamine and oxytocin play in our physical and mental well-being.

Cortisol and its impact on stress levels

Referred to as the stress hormone, cortisol is essential for our survival as it activates our fight-or-flight mode in the face of immediate danger. “Cortisol is a wonderful hormone,” says the psychiatrist, “because without it things would arise in our environment that we wouldn’t care about. A lion would appear and we would love for it to bite us. We wouldn’t be afraid, in other words.”

Problems arise when this hormone is constantly present in the bloodstream, since high and prolonged levels of cortisol are linked to sleep and attention disorders, inflammatory processes, infertility, depression, cardiovascular risk, intestinal dysfunctions, and a weakened immune system, among other conditions.

According to Rojas, “Nowadays we are intoxicated with cortisol.” For the author, it is essential to clarify that this fear hormone is activated when we feel that our physical, psychological, emotional, affective, or economic survival is at stake. “It doesn’t just appear in the face of a real threat, but also surges at the mere thought that something could happen to me or the people I love most. My body and my mind do not distinguish whether the cause is real or imaginary: the same alert mechanism is activated whether I am being mugged or if my boss tells me that he needs to talk to me tomorrow,” she states.

The author goes on to say that “it is estimated that 91.4% of the things that we worry about will actually never happen. However, thinking about them has a direct impact on our physical and psychological health. That is the key to the neuroscience of emotions: what I allow to be important directly influences my health.”

For Marian Rojas, two of the most important effects of an excess of cortisol in the body are the blockage of the prefrontal cortex — “the part of the brain which reflects and empathizes, and which manages impulses” — along with the depressive processes — “many types of sadness come from living in a state of alertness for many years.”

Today, fear and stress dominate the lives of millions of people. For this reason, the author recommends identifying the factors that most intoxicate our bodies with cortisol and protecting ourselves from them as much as possible.

Dopamine and the rise of addictions

Dopamine is an essential neurotransmitter that regulates functions such as motor behavior, emotiveness and affectivity. It acts as a chemical messenger that rewards beneficial behaviors with sensations of pleasure.

“Dopamine is activated naturally by, especially, food and sex. If we are here today, it is thanks to the fact that our ancestors fed themselves and reproduced. And it is dopamine that makes us continue to behave in the same way,” explains Rojas. “But as is the case with cortisol, dopamine is also activated by imaginary stimuli and not only in real situations. The simple act of thinking that I am meeting friends for dinner tonight already causes my body to secrete dopamine. It is the brain’s reward system and encompasses everything that has to do with newness, surprises and everything we perceive as good news,” she adds.

Problems with this neurotransmitter have begun to arise, says the psychiatrist, as artificial stimuli capable of constantly generating high doses of dopamine in the body have appeared. “Today we are also intoxicated with dopamine,” warns Rojas. “Drugs, the way social networks are designed, pornography and video games have hacked the system,” she says.

The stimuli capable of triggering more dopamine in our bodies are referred to as being dopaminergic and are directly linked to addictions. “On the one hand, the more exposed we are to more dopaminergic factors, the less capable we are of enjoying the joys of everyday life, in the face of which we seem disinterested and sad. It’s really hard for a family game of Parcheesi to achieve the same stimulation that a state-of-the-art video game provides.”

“And on the other hand, addictions work via levels of tolerance. If my brain detects that an excess of dopamine is not good for the body and thereby protects itself, it will limit the ability of neurons to perceive a specific stimulus. And what happens then? I need more to feel the same thing. More porn, more likes on social networking sites, more hours of video games or more drugs… more of anything. And faced with this intoxication, the brain begins to respond with pain,” says the psychiatrist.

Pandemic: the attention crisis

Another of the serious consequences that Rojas links to the high amounts of cortisol and dopamine with which we currently live is just how difficult it can be to concentrate and pay full attention to certain daily activities.

“Today we are experiencing a crisis of attention because we do not allow our minds to dedicate time to calmness or boredom. Whenever we feel that emptiness, we provide any stimulus to fill it or a problem to solve. We have become a society that is dependent on vibrant, dopaminergic experiences,” she states. “Our brain remembers what gives it relief and it seeks it out,” the author continues. “But a society that is distracted by instant gratification is a society that does not connect with what is in front of it. It’s a society that becomes unable to concentrate, to make an effort, or to empathize.

However, calmness and boredom are essential for our well-being and for our development: “Feeling bored is key to understanding the essence of things. Moreover, when we give ourselves time to do nothing, something called the default mode network is activated, which is that inner voice that we all have. And that is where we give shape to our identity, our history, our memories and our emotions. Without these spaces, the prefrontal cortex becomes overwhelmed, deteriorates and is unable to manage stress,” highlights Rojas.

Antidotes to stress: self-knowledge, exercise, oxytocin and contemplation

In light of these assessments, Marian Rojas proposes, first of all, undergoing a process of understanding oneself and of being “brutally honest” with oneself. It’s a job that can be done alone, but that will sometimes require professional support. “The first thing we must do is to speak openly about what is going on with us: the traumas that we have not resolved, our fears, addictions or emotional wounds. Then we put together what is known as a personality framework, which consists of identifying our main traits: impatience, obsessiveness, impulsiveness, dependence, etc.,” she says.

Next, the psychiatrist recommends discovering which factors or situations in our daily lives cause us the most stress. “What increases my cortisol levels? They can be very serious things, but they can also be very small. And if we do not know what they are and if we do not understand ourselves, it is impossible to overcome whatever is going on with us,” she remarks.

Once we have seen what wears us down, we must figure out how to remedy it.�� “One of the things that can help us the most is exercise,” contends Rojas. “Daily intense physical exercise generates a substance called BDNF, which protects us from aging, reduces inflammation and helps our brain reach its maximum potential. It is also important to find moments for contemplation and meditation. Each person can do so either using their own belief system or the method they like best: the important thing is to take the brain to a place of stillness where it is capable of repairing itself,” explains the author.

Finally, Marian Rojas highlights the importance of boosting another essential hormone in our bodies: oxytocin. Known as the hug hormone, it is essential when it comes to social and emotional behaviors. It also participates in the recognition and formation of relationships involving trust and generosity. “If you stimulate oxytocin, you lower cortisol: this is the key,” she says.

“Oxytocin is the biochemical sign of empathy, trust, and peace. It is activated when we look into each other’s eyes or when we hug each other. That is why the pandemic was so hard: in the age of cortisol intoxication, we were forbidden oxytocin. In a world so digitalized and dominated by fear and extreme stimuli, we need to reconnect with what is real: smiles, hugs, signs of affection, helping each other, people who make us feel calm… All of this makes oxytocin flow into our bodies and instantly reduces our stress levels,” concludes Rojas.

Addressing mental health problems within companies or in our homes may often require the support of specialized professionals. But leaders who know themselves better and who care about the quality of life of their teams contribute to creating healthier organizations that are better prepared for the challenges of the future. In the ��ý executive education programs, you will obtain a holistic vision of leadership that places people at the center of business activity.

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