Author Archives: Gabriela Morales

“The Best Legacy for Our Leaders of Tomorrow: Beyond Material Wealth” In our dynamic conferences, we often delve into unconventional topics, and today’s focus on legacy is no exception. We’re redefining legacy, shifting the focus from material inheritance to something far more impactful: habits that shape future leaders. The Power of Reading and Reflective Writing Among these, the habit of reading stands paramount. Its benefits are well-documented: enhanced attention, improved communication skills, and stronger neural connections – all crucial for effective leadership. Equally important, though less obvious, is the practice of reflective writing. Whether with traditional pen and paper or a digital stylus, this habit fosters: Enhanced synthesis and conceptualization of ideas. Improved processing of complex information. Better retention and comprehension. Balancing Speed with Thoughtful Reflection In our fast-paced, tech-driven world, handwritten reflection might seem outdated. Yet, it offers a unique advantage: it curbs the lure of multitasking, a challenge identified in recent studies as detrimental to productivity and focus in both educational and professional settings. Applying Reflective Practices in Professional Life How can these practices be integrated into our daily professional routines? They’re invaluable for: Learning new concepts and strategies. Structuring impactful presentations and pitches. Brainstorming for innovative solutions. Making well-considered decisions. Reviewing and analyzing key documents. In our FASE Method, we emphasize starting with handwritten ideas, and transitioning them into digital formats for further development. Conclusion: Embracing Traditional Skills in a Digital Age In an era where digital tools dominate, the traditional art of reading and writing holds immense power. The most significant legacy we can leave for the next generation of leaders is the ability to disconnect, reflect, and innovate, free from digital interruptions.

“Whoever wants to reconcile, must earn it” Reconciliation involves finding a balance between personal and professional life achieving goals in both areas. It’s about advancing in professional challenges without neglecting what you value most: family, partner, hobbies. We always like to remember that professional purpose should be a means to achieve personal purpose, something that, in my case, took me too long to understand. The Need for Organizational Training But, have we ever been taught to reconcile? Are there specific practices or training in organizations to facilitate this balance, beyond mindfulness training for stressful moments or motivational talks? Organizations and Employee Retention Fortunately, the landscape is changing. Reconciliation has become a priority for both professionals and employers. Organizations are seeking to retain their talent, knowing that a balance between professional and personal life is key to commitment and retention. To achieve this, they are starting to allocate resources more intentionally to help people organize themselves better. Initiatives for simplification or understanding what it means to work smarter, not harder, are some examples in this direction. “Organizations want to retain their talent and know that one of the key elements to achieve this is for workers to maintain a balanced life between the professional and personal.” Strategies for Effective Time Management However, as employees, we must also take individual responsibility to improve our organizational skills. Reconciliation requires an individual effort to manage our time and resources efficiently, which means a process of individual change with all that it entails. “Work smarter, not harder: fortunately, it’s not about working many hours but working with productivity and intelligence, not more.” Conclusion: A Collective Effort for Better Balance In summary, both professionals and organizations must strive to achieve reconciliation. By focusing on effective time management and prioritizing work-life balance, we can foster a more productive and satisfying professional and personal life.

The leader of a team bears the ultimate responsibility when one of their members experiences burnout. Acknowledging this can be tough, but it’s a reality. That’s why being an effective leader is crucial to prevent others from going through the same ordeal—a state that is difficult to recover from. For this reason, among many others, people invest time in learning how to be better leaders. The positive outcome is that we avoid actions that would negatively impact our perception as good leaders (e.g., giving negative feedback to a team member in front of others). However, this doesn’t necessarily mean doing everything we know we should do to be effective leaders (e.g., not dedicating enough quality time to the team consistently). This becomes a double-edged sword, as we either overcompensate or fail to be assertive when things go awry. Why does this happen? The answer is simple: we lack one of the fundamental bases for good leadership—mastering our schedules and time sufficiently to engage in behaviors, practices, routines, or habits that lead to balanced leadership. Balance involves mobilizing our team to achieve desired results while also considering how to care for them by addressing their various motivations and needs. A leader who is not well-organized will not set an example for their team and will lack the necessary time to devote to them, either individually or as a group. We need time to think about each of them, observe their well-being, and then dedicate quality time to them. Otherwise, much of what is illustrated in this fantastic explanatory chart on how to prevent burnout in your team remains theoretical. Leaders have a far greater influence on preventing team burnout than they might imagine.   Everything proposed in this blueprint (by Tamara Beckford MD, MS) requires two things. First, a genuine desire to help our team. Second, being organized enough to have sufficient time to carry out all these actions. Leadership involves a prior exercise in self-leadership, which includes assessing our level of effectiveness and organization, as well as our willingness to improve in these areas. Self-awareness is the key foundation for any change process.

CEO Conversations: The last quarter: Navigating the year-end chaos During this time of the year, one of the most common conversations with CEOs revolves around the challenges presented by the final part of the year. Just this week, a CEO shared something that’s not new to us, something we’ve all heard or experienced almost every year. He mentioned that the last quarter of the year, once again, becomes the most critical period for his company. It’s the time when we must ensure we meet the budget while simultaneously closing the plan for the next year. The pressure is high regarding the results we need to present, and the expectations for 2024 are considerable. The list of pending tasks that must be addressed before the year-end seems to grow every day. His schedule is packed and riddled with meeting conflicts, and, more worrisome, he barely has time to reflect or work individually on truly important matters that require his “personal time,” as he always reminds me. Additionally, the need for sales and margin recovery to meet the 2023 budget has become urgent. He was direct and asked that I remind him of the keys of the FASE Method in our next meeting to help him tackle this complex quarter in the best possible way. So we did. I asked him to take notes so that, at the end of our session, he could perform an honest self-assessment on each point. F for Focus: Delegate as much as possible on what isn’t relevant or categorically say no. Reconsider what wastes your time, especially concerning emails, meetings, mobile devices, and distractions. Spend time identifying what’s important, and most importantly, decide which areas you need to be personally present in and which you can delegate to your team. Divide and conquer. A for Attention: Ensure that when you work on key matters, you do so with quality concentration, as this will ensure you’re truly working with the necessary quality. S for Systematization: Prioritize each month with quality time and attention. Plan each week with the aim of maintaining a strong and productive focus on the upcoming week. Execute each day on what truly matters, sticking to what you’ve planned and protecting that time. And, of course, analyze your progress day by day, week by week, and month by month to make necessary adjustments. Remember, consistency based on habits always prevails over intensity. That’s the essence of the FASE Method: creating and maintaining these habits. E for Energy: The foundation of everything. Although you might feel refreshed after the summer, you must prepare for a marathon that extends until the end of the year. If your energy fails you, you won’t be able to achieve it. Energy is your true enemy, both for you and your team. Therefore, carefully review your weekly and daily routines to keep it in optimal condition. Protect and respect those moments as you do with the most critical meetings. At the end of my explanation, his reflection caught my attention. “After years of working with you all, I’m familiar with this, but the fact that you remind me, put pressure on me, and demand self-assessment on each point is the key.” My response was as clear as his comment. The key isn’t just that. The key is in fulfill the planned actions day by day, week by week, and month by month, which I’m confident will be logical and consistent, especially after this session. This requires daily reflection on your progress and tasks for the next day to avoid getting lost in the complexity of daily routines. Furthermore, it entails weekly planning where we reflect and learn from the past week while thinking carefully about the next one. As a CEO, you must set an example of rigor and adherence to the FASE Method, and you must guide your team in the same direction.