Director General

BACO

“El trabajo apasionado requiere que estemos completamente inmersos en lo que estamos haciendo y que experimentemos un sentido de flujo que se asemeja a la felicidad”.

-Simon Sinek

Para este artículo quise apoyarme en la opinión inicial de CHATGPT®, entendiendo su óptica de negocios que no son negocios, y lo cito, porque me apalanqué en la Inteligencia artificial (IA), y la capacidad de la tecnología que está diseñada para procesar datos y realizar tareas específicas de manera automatizada ( recordemos que La inteligencia artificial (IA) en sí misma no tiene un punto de vista o una perspectiva completa sobre las cosas o vivencias o mecanismos que uno mismo por experiencia, vivencias o entendimiento ha vivido profesionalmente), según esta herramienta: “Los negocios son oportunidades para crear conexiones auténticas y duraderas con personas, para impactar positivamente en sus vidas y para contribuir al bienestar de la sociedad en general. Cuando enfocamos nuestros esfuerzos empresariales en servir a los demás, en lugar de solo en obtener ganancias, abrimos la puerta a un mundo de posibilidades en el que el éxito viene acompañado de un profundo sentido de propósito y realización personal.

Esta frase generada por IA, logra traducir efectivamente ese concepto que agrupa estar en un negocio, vivirlo y generar impacto que queremos lograr, pero esa felicidad o sentimiento de lograr resultados, de generar cambios, de hacer que tu equipo llegue a la meta, que remen todos juntos, que puedas habilitar resultados a través de los demás, o que simplemente puedas impactar la vida de cientos de familias, créanme no tiene ni valor ni precio, y no estoy seguro que ningún motor de inteligencia pueda sentirlo, vivirlo o simularlo; creo yo ningún pago o bono lo puede recompensar.

Esto que probablemente la IA no puede sentir se le llama PASION. Pasión por hacer lo que nos gusta, es esa energía, esa vibra, esas ganas de querer gritar lo emocionado o entusiasmado que estamos (exagero), el poder conquistar batallas, o pasos (baby steps); el poder llegar al número y superarlo, el habilitar un proceso o un cambio, el que tu equipo haga lo inesperado es un sentimiento increíble y lo logras cuando tú y tu equipo le meten PASION. La pasión es clave en este tema de “los negocios que no son negocios”, y es ese foco que nos alumbra y hace brillar, y que también guía a los demás en lograr un objetivo. La pasión se contagia, se transmite, se vive, se siente. Me ha tocado inyectarla a equipos multifuncionales a lo largo de mi carrera y fue lo que me movió a aceptar el reto de liderar a BACO® para poder hacer cosas increíbles hacia adentro del negocio, hacia los clientes, hacia los proveedores, hacia los clientes y hacia la sociedad.

Algo que he visto a lo lardo de mi experiencia profesional que la pasión y las ganas trascienden en dos vías: adentro de la organización (a nuestros colaboradores que viven nuestra estrategia, nuestros valores, nuestra cultura, nuestro ADN) y fuera de ella, incluyendo consumidores, clientes, proveedores y audiencias ( que son parte fundamental y sin ellos no existiéramos), pues un producto con una marca, un portafolio, o negocio desde su percepción, posicionamiento, y concepto, cobran vida en la mente y corazones de todos. Y vamos más allá del neuromarketing inclusive de olores, sabores, colores, logo temas, productos que fueron o son parte de nuestras vidas, o que simplemente han estado formando recuerdos de placer o de satisfacción a lo largo de nuestras historias personales, familiares, profesionales o laborales. Han logrado cubrir un rol, ser parte de algo y posicionarse en nuestros corazones y a la vez de nuestras mentes, dónde es muy fácil permanecer cuando logra entrar.

“A lo largo de nuestras carreras profesionales, corporativas, y como líderes tenemos un lienzo en blanco y que nos toca hacer pinceladas y generar una obra maestra; requerimos mucha precisión, mucha claridad para lograrla, mucha visión y mucha estructura. Y probablemente nos ha tocado estar en distintos roles, negocios, momentos y circunstancias, que claramente nos han nutrido. Quiero citar el ejemplo de Edgar Urich Sass quien me contaba de todo su pensamiento para el diseño y creación de múltiples categorías y como se apalancó en la marca y en el posicionamiento para expandir la huella en distintas categorías con un claro propósito.

El poder “hacer”y generar más valor en los negocios. Propósito

Llegamos a un punto clave, y se centra que muchas personas hablan de que el negocio no es hacer dinero si no crear valor, y es correcto de eso trata cualquier negocio, pero hay mucho más; cuando los dueños de empresas, accionistas, líderes de negocios o empresarios enfocan sus esfuerzos en hacer algo significativo y útil para la sociedad, pueden generar un impacto positivo en la vida de sus clientes, proveedores, consumidores o “shoppers”, hasta de la comunidad en general. Para lograr esto, es esencial una óptica centrada en el “poder del hacer”, es decir, en la capacidad de tomar acción y crear algo que tenga valor para los demás. Y quisiera claramente hablar de BACO® la empresa que me toca liderar.

BACO® es una compañía muy conocida en México y Latinoamérica, con más de 80 años en el mercado, una empresa familiar ya en tercera generación, y con grandes retos de seguir transformando vidas, pero el gran propósitode BACO®, esta en ser la empresa más comprometida con la educación, y esto nos pone en un nivel superior a cualquier empresa que fabrica útiles escolares, por ejemplo, pues es una declaración ambiciosa, retadora, no solo en fabricar artículos escolares, de escritura u oficina, como lo hemos venido haciendo durante años, si no el poder aportar a la sociedad, a nuestro entorno, a nuestro mundo y a nuestros colaboradores. Claramente tenemos el gran reto de habilitar todo lo necesario para poder lograrlo y estoy seguro de que implicará una sólida estrategia, BACO® no es un negocio de papelería, es mucho más y ahí radica el valor del negocio de contribuir en el desarrollo de la educación en la sociedad.

Esto lo he visto en diversas compañías dónde he podido colaborar a lo largo de mi carrera profesional, y el poder generar desarrollo, cambio y crecimiento; el reto de generar valor, ciene acompañado de muchas horas de trabajo en equipo, de claros pilares que consoliden el ¿qué? y el ¿cómo? Un claro nombre llamado diferenciación, innovación y centrar las bases de un negocio sostenible.

El trabajar en una empresa, que pudiera dejar de ser una compañía que vende cualquier producto ( alimentario o de uso), y que pudieran cubrir diversas necesidades de consumo, en diversos momentos y ocasiones, y con el placer de que fueran deliciosos ( en el caso de alimentos), con ingredientes de calidad, con experiencias sensoriales, con conceptos de alto valor a los consumidores, con mecanismos atrevidos y diferenciados genera este “valor del que hablo”y nos ayuda a que al final del día lo que hagamos deje una huella sólida, robusta e imborrable, y no solo hablo de alimentos, creo que aplica con cualquier producto que puede dejar de ser un commodity, para ser parte de la vida, de la historia, del propósito de las personas. Esto va más allá de diseñar productos de 10 pesos mexicanos, que puedan tener presencia en un anaquel de cualquiera tienda de la esquina (esos modelos tarde o temprano no serán sostenibles o no tendrán valor en el tiempo).

Ir más allá del P&L

Indra Nooyi, es conocida por su liderazgo en la implementación de la estrategia“Performance with Purpose”, que busca no solo obtener ganancias sino también tener un impacto positivo en la sociedad y en el medio ambiente. Ella destaca la importancia de que las empresas se centren en generar un impacto positivo en sus acciones. La estrategia “Performance with Purpose” de PepsiCo se enfoca en lograr un equilibrio entre el crecimiento financiero y la responsabilidad social, lo que permite a la empresa hacer una diferencia significativa en la vida de las personas. Cada vez es mucho más importante el tener propuestas genuinas, que conecten con el propósito del negocio o de la vida que juegue en la comunidad o en el ecosistema. Conceptos como la economía circular, como responsabilidad social empresarial, cada vez cobran más relevancia y puedo estimar serán más que fundamentales como carta de presentación de cualquier compañía o negocio.

Al conectar el éxito financiero con la responsabilidad social, las empresas pueden tener un impacto duradero y positivo en la sociedad, lo que les permite construir relaciones sólidas con sus clientes, empleados y comunidades. Esto puede llamarse “goodwill”en términos mercadotecnia, pero al final es cubrir el corazón, adueñarte de un espacio y generar perpetuidad, que el tiempo sea una variable que desaparezca. En BACO por ejemplo fabricamos artículos escolares y nuestro claro propósito esta en ser la empresa más comprometida con la educación de México, el trecho y la responsabilidad es enorme pues tenemos que primero ser genuinos, coherentes, constantes, segundo realizar acciones que realmente impacten, y ser coherentes con las acciones, no es una historia de un año o de un plan de negocio, es algo que llevamos años construyendo, que ha sido parte de un propósito de los fundadores y que esta en el ADN de la empresa, no solo “a comunidades, si no también al interior de nuestra empresa con nuestros colaboradores y sus familias.

Necesito abordar también el tema del liderazgo transformador, en esta asociación de ir más allá de los estados financieros, y tiene que venir acompañado de mucha garra, y recuerdo una frase de su libro (de Indra), que habla de las convicciones sólidas, y del poder defenderlas y estar dispuesto inclusive a que seas despedido, o abandonar tu trabajo. Creo fielmente en su principio y convicción, para lograr transformaciones profundas de negocios, aceleración detrás de una robusta estrategia, alimentada con información- conocimiento – insights, y mucho foco en garantizar un crecimiento significativo. Sus palabras y acciones inspiraron a otros líderes de esa organización, de defender sus convicciones y hacer lo correcto, incluso en momentos difíciles.

Hacer lo correcto, incluso en los momentos difíciles

Vivimos en Latinoamérica, la región de lo posible, dónde es más fácil tomar atajos que hacer la fila, o dónde probablemente exista un camino fácil para lograr las cosas. El mundo cambió y las palancas que movían las acciones de negocios hace años, hoy en día no son o están vigentes, y este pensamiento que nuestras generaciones traen en su chip, de hacer las cosas bien. Oprah Winfrey habla de que “En la vida, a veces tienes que hacer lo que debes, no lo que quieres”, ella habla de la importancia de tomar decisiones basadas en lo que es correcto y justo, incluso cuando no es fácil o cómodo. A veces, hacer lo correcto puede ser difícil o requerir sacrificios, pero a largo plazo, tomar decisiones éticas y honestas puede ser lo que te dé la tranquilidad y la satisfacción de haber hecho lo correcto.

Los negocios y la gente para lograr impacto que queremos como líderes

No puedo hablar de negocios sin su motor, su impulsor, su adn: “la gente”, y lo dejo al final porque claramente es lo más importante, tengo que citar a un jefe que me cambio la vida, Miguel Fuertes, que me enseño algo muy sencillo, profundo y que aplico todos los días, que vivió e inspiró a sus equipos: “Todo arranca y termina con la gente”, y él siempre hablaba de esto en cualquier contexto de negocio, la vida y también de la transformación o el cambio. Nos tocó juntos generar un proceso de profunda transformación de negocio, y lograr duplicar un negocio, darle la vuelta, y aprender, divertirnos y hacer que la gente diera lo mejor de si. Nuestro reto: ¡habilitar a la gente!, desarrollar a la gente, confiar en la gente, ofrecerles todas las necesidades estructurales, dar claridad en la dirección, claridad en la acción, enseñarlas a cuestionar y poder trabajar juntos en propuestas desde estratégicas hasta operativas, basados en un clima de colaboración, de trabajo en equipo, de “equipo de alto desempeño (high performance team, en inglés) y mucho del enfoque en la resiliencia. Nos tocó realizar el cambio durante la pandemia, esto implicó contratar personas de manera remota, habilitar procesos, diseñar prácticamente desde cero un negocio. Y la clave fue en la gente, darle el tiempo, la claridad, la dirección, la recompensa, y claramente el poder tener gente apasionada que sumara y no restara, que multiplicara y no dividiera, comprometida, entusiasmada. Gente que no veía el reloj, que veía las horas ganadas, que se apoyaba y daba todo. La receta fue simple: confianza, apoyo, respeto, y mucho entendimiento”

A medida que generemos impacto en nuestra gente y con nuestra gente, será exponencial el resultado, podremos observar como esta gente busca generar impacto en sus acciones pues trabajarán con pasión, con ganas y con un claro propósito; en sus roles y con sus tareas, fundamental la dirección, acompañamiento, guía y ese mecanismo que nos lleve a habilitar el cambio, a tener una gran resiliencia y saber manejar las incertidumbres, bajo un ecosistema de confianza.

The post Pasión por lo que hacemos, no se contrata ni lo sustituye la IA (Fernando Rosales- BACO) appeared first on XO Leaders.

Advisor

YONDER HOSPITALITY

Having worked in multiple industries across different continents and in a number of roles, both leading organizations and individually contributing to different companies’ successes, I’ve come to appreciate my family, my community and my career even more than I did when I was just striking out on my own.

What advice would I give to my younger self that might help ease some of the anxiousness that I often felt in different situations? What guidance might have helped me make better decisions at key points in my own life?

There are certainly lessons learned and life suggestions I could pass along, but it might be more useful to share some of the “hard realities” that only come with experience…and some reflection.

Most of your friends are probably just acquaintances

How many of you have over one thousand connections on LinkedIn?

Three thousand? Five thousand? That’s a wonderful thing, making all of those links and connections to help advance your career, but how many of those people do you actually know? How many of those folks can you pick up a phone and call today?

Probably not one thousand, or even five hundred. Your collection of connections is most likely made up of many hundreds of people you may have only met briefly in person (or at all) from a conference or even at a company gathering. These folks aren’t going to be there when you need a reference, a potential good word about your work or even a shoulder to cry on.

Your true friends are probably on a GroupMe or text thread that’s at least a decade old, and the conversation continues despite people living on different continents, in different time zones, getting married, having kids, getting divorced, suffering the loss of a family member and surviving the pandemic together (at least virtually).

Your true friends are there to help, support and celebrate the highs and the lows of work life and personal life, and – this is key – they need or want nothing in return. They are there for you, and you are there for them. They are your real friends, and the earlier you can identify that handful of people, and support them and keep the lines of communication open, the richer your life becomes.

You may only see your loved ones a few more times

Our immediate family experienced a wave of untimely passings during and after the pandemic that took all of us by surprise. Upon reflection, though, most of these deaths could have been expected had we looked a little more closely at each persons’ circumstances.

Poor health played a defining role in each case, so we rightly could have expected premature death as a possibility, but instead we focused on living our lives and not calling or visiting as often as we could have, in the belief that we’d “see them at Thanksgiving” or the next holiday.

The reality is, especially for Millennials and Gen Xers living in different cities (states or countries) from their parents and other extended family, those visits and “next holidays” are but a couple of times a year. And with the average lifespan falling to 77 years in the US, the math may not look good for many people.

Let’s say you’re living in Chicago but your 70 year old parents are still on the east coast. You get together every summer and then see them over winter break, so twice a year gatherings. When you do the math, you and your family will see your parents just 14 more times. Obviously, these are averages, but you get the idea.

Find ways to prioritize quality time with your family and (real) friends. You are actually giving yourself and your loved ones the gift of presence, and you won’t regret this kind of action.

You never quite know what you want to be when you grow up

There’s a belief that you should know what you want to do with your life by age 20, and this is simply a lie. My own path was a little different, as I knew as a 14 year old I wanted to be in marketing, but doing what, I wasn’t sure. And I certainly didn’t know how to get there, even as a college student.

But I’ve known other folks, good friends and colleagues, who’ve spent years stressing out over a lack of a clearly defined path both in school and in the workforce.

I’ve come to know now, having worked in the community, on boards and in numerous private and public company settings, that the most successful people only have the faintest idea what they want to do. They just ask great questions to identify opportunities, and have a bias for action that has allowed them to capitalize on the opportunities they identify. And then they go and do.

If you have a bias for action, and ask the right questions, you’ll be fine.

Real and truly useful hacks are few and far between

Despite the popularity of “life hack” channels on Instagram or TikTok, there are very few shortcuts that truly provide the results you think you want (or need).

If anyone tries to sell you the latest hack, you should run away as fast as you can. In my own case, it seems that AI hacks are fast becoming fodder in my Twitter feed: ChatGPT prompts for sale everywhere I scroll.

LOOKING BACK

The only (mostly) successful hack is painful, relentless consistency. It’s not easy, but it works. You. Can. Do. The. Hard. Things.

(But…) Hard work and consistency aren’t always enough

There’s a common phrase in some sales circles, “Hard work beats talent when talent doesn’t work hard.” You may have seen this on motivational posters at the office or in someone’s email sign-off, and it was a bit of a mantra for the “hustle hard” generation of the early 2000s.

But things actually don’t work out every time you’ve got something big to do. It’s just the way things happen, despite our most positive intentions. Do your best, but don’t blindly assume it’s always going to be enough.

Hard work and consistency will always give you a shot, but sometimes you’re just going to get beat. If you lose, make sure it’s because the other person is simply more talented than you.

Never beat yourself, and know that your hard work and consistency gave you the best chance at realizing an opportunity. It probably doesn’t hurt to ask those great questions, too.

The world is definitively not fair

There is plenty of uncontrollable luck that eventually impacts our lives: Where we are born, to whom we are born, and the circumstances of our early childhood all have an outsized impact.

Bad people win and good people lose—all the time. The pandemic showed us as much, no matter where we were in the world.

But within that dark context, there are bright spots: The opportunity playing field is leveling. The Internet and access to technology is opening up the planet so that people everywhere can get chances to grow and contribute.

The world may never be truly fair, but it will always belong to those who make the most of what they have before them. Keep your eyes open to opportunities, have your good questions at the ready and keep that bias for action.

Be action oriented

Speaking of action, this is something that caused me a great deal of stress early in my career. I was always the guy taking notes, not saying a whole lot in meetings because I (wrongly) thought I had nothing to contribute. I was new, right out of school – what could I possibly know?

That’s exactly the mindset that held me back at the start of my career, and it’s one that I look for in new hires and younger teammates so I can try and help them get past it, and really unlock their potential.

If you can adjust your natural tendencies to favor action, you’ll find that you’ll get that experience and will actually have something real to contribute. You will probably do or say the wrong thing more than a couple of times, but you can learn from most of those kinds of mistakes, so it becomes a net positive.

If someone did a great job on a team project or helped you in any way, recognize or thank them right then and there, and don’t wait for the “right time.” Regret is more painful than failure, so when in doubt, just do.

Conclusion

Developing an awareness of these “harsh realities” has allowed me to improve my decision-making and make life changes that have unlocked new growth and progress in both business and at home.

My hope is that others can think (but not too deeply) about each of these truths, and determine if they apply to their own businesses or personal lives.

The post If I knew then what I know now (Deven Nongbri- YONDER HOSPITALITY) appeared first on XO Leaders.

We go around the room and everyone introduces themselves… “hi, I’m james and I’m an addict” and the room echoes “hi james”. Then it’s my turn… “hi, I’m Damian (name changed for obvious reasons) and I am an addict”. So, what is my addiction? This has nothing to do with drugs or alcohol. This boils down to this relentless feeling of being able to build something better than someone else.

“Hi, I’m Damian and I am an entrepreneur.”

Everyone has a drug of choice; may it be AI, fintech, ed-tech, data… the options are endless like a kid in a candy store. We all jump in blindly because entrepreneurship and the startup world are glorified and romanticized.

We all think we will become instant millionaires. Our own bosses.
And have an unchecked amount of clout.

What more would anyone want to ask for? For me, it was the truth. No one told me the truth before all of this started. So, to all the aspiring entrepreneurs out there, this is my truth to you. Don’t think of this as a deterrent but more so the fine print in the terms and conditions of becoming an innovator. A disruptor. An entrepreneur.

So, my story started over three years ago, and just like everyone else’s, I couldn’t stand the corporate world anymore and thought that I was capable of doing something on my own.

I jumped.

I left a high paying job in the Gulf to a nominal salary of zero. I don’t want to call it regret, because you shouldn’t regret anything in life. Before jumping, you need to be ready to accept the fact that you are stepping into a world of endless financial instability. The uncertainty of where your next paycheck will come from, if it will cover your basic needs and all the pitfalls associated with it.

I took my corporate paycheck for granted, just like a lot of you do too. That constant expectation that on the 25th of that month, you get a text from your bank saying that your salary has been deposited which then gets uncomfortably replaced with an unwanted conversation with your co-founder/employees that you can’t pay salaries this month (or even next).

Our first advisor used to ask our potential employees one question “do you have at least one-year salary saved up?” If they said no, that was the end of the conversation. Wise words, a little too late for me.

You start seeing your friends around you enjoying life, talking about a raise they got at work or that trip to Croatia they just came back from. You start becoming a hermit. A life of saying no to a lot of different things. Digging yourself deeper into a hole only to discover who your true friends are, and in some cases, your true love (corny I know but that “through thick or thin” statement really rings true).

To be a “true” entrepreneur, you also begin to read/subscribe to blogs on medium and articles on TechCrunch, Inc., Entrepreneur to name a few. Never do any of the articles actually talk about failure or even so what all this does to your emotional stability. I came into my startup with the same excitement and passion as the rest of you. We know we built a great thing, we even started to win awards and the media publicity was great (if you’re impressed by this, stop reading). But nothing prepares you for your first no and the subsequent no’s. There was this one post on Medium which talked about the state of depression this one entrepreneur went into. But just like everything else in life, you think you’re invincible. I sit here writing this to you with a prescription for anxiety and depression. This is real and what you are going to put yourself through is very real. The life of a hermit, the life of saying no, the life of hearing no’s all begins to take a toll on you and will affect your health. There are side effects to entrepreneurship; some may experience sleepless nights, loss of appetite, impatience, etc…

My biggest fault was that I internalized everything and defined success incorrectly. So, who defines success? You know on the first day of our startup we were asked what our exit strategy was. We hadn’t even started, and people wanted to know how we were going to finish. Was success defined publicly by raising millions in your Series A? exiting to a western company? We obviously know what the media likes to write about, but is that your success? You need to define your own success. A quote that resonated with me was “a billionaire is not a person who has a billion dollars but more so someone that has changed a billion lives.” We knew we had the product to do that but we didn’t set up milestones (quick wins) along the way.

Your first customer, the first time they used your product twice, the organic leads. Don’t ever take any of those for granted. Relish in those negative reviews; they write them because they believed in your product enough to write something cause they wanted it to be better. Once you begin to focus on you, on your wins, on the product and blur out the rest… everything will slowly fall into place. Just know one thing, your success is not tied into your company’s success. If the company fails, it does not mean that you failed or you’re a failure. You tried something millions of others couldn’t do. You may not see it now (to this day, sometimes I don’t) but you will.

So, this story could have gone in two directions; positive or negative. One implies that everything fell into place and the above was reminiscent of a time passed or the total opposite.

No money.

Chicken vs. the egg dilemma.
Doctor visits.
Disintegration of working relationship. Burn out.

Faded passion.

Let’s not define this as failure but more so your acceptance of the status quo and knowing when to move on and not regret anything. You should, or will become, mature enough to see the silver lining in the rollercoaster experience you put yourself through. The peaks of potentially generating millions in revenue to the troughs of the third failed acquisition offer. You will have the odds stacked against you in a copy-cat ecosystem that questions innovation and overly charges you for your existence.

“Fail mindfully. Be aware of the lessons learned. And be aware of the responsibility to share those learnings with the world.” – Leticia Gasca

So, do you accept these terms and conditions?

The post The truth (Nadim Jarudi- TMAM) appeared first on XO Leaders.

Founding Partner / Chairman of the Board

QUASSAR CAPITAL

For many people hearing the word balance is very easy to say but it is difficult to apply and it is essential to be calm, aware of our decisions and our actions in order to be fulfilled.

It is a balance in which things are not all black and white, but there are a number of colors that we must balance in order to have fullness as individuals.

Currently we are vulnerable to various demands of society that set standards of personal and professional success, in which we also demand ourselves to meet these superficial requirements and often neglect the balance that will give us satisfaction in the long term and develop us as people.

There are managers who work exhausting hours that come to diminish their quality of life as they often put on their person and often on their health the fulfillment of organizational objectives, students who demand more than the account thinking that a number describes their intelligence and employees who forget about their person to meet the needs of a company; in all these cases it is wrong because there must be a balance both in our person and in our objectives either professional or academic and that harms both our mental health and our person.

“Companies are made by people and the development of the same depends on the achievements of each of the employees who are the reflection of the balance in their life both inside and outside the office.”

The year 2012 when I sat down with my partners who shared the idea of creating a leading hedge fund in the United States we had a very clear objective, which was to be able to create a company that would never lose the perspective that it was going to work thanks to our people and those same people had to share our passion for what we do; that is how Quassar Capital was created.

As time went by, we started to have private investors, later with large companies, then we managed to have transnational companies as investors and later we became advisors in financial matters for different governments. Our people accompanied us and, as I said at the beginning, we evolved. Quassar Capital became a person with its own objectives, but also with its own strengths and weaknesses that demanded greater commitment from each one of the collaborators who functioned as a big family.

The year 2020 arrived and Quassar Capital employed a little more than 150 people in the New York and London offices, we had approximately 57 billions in assets under management and we were considered by Global Finance magazine in London as one of the 25 most influential hedge funds in the United States.

The company demanded more time and commitment on the part of all the collaborators that we considered were remunerated according to their work. It was in May of 2020 when in a meeting with the entire Finance Committee we realized that we were gradually losing the original idea for which Quassar Capital was created because our people, who were among the best in the industry spent more time in the office than at home, at that time was when we approached our compliance coach and decided to measure the satisfaction of each of our employees regardless of position, whether they were interns, managers and management team.

The results were interesting because they were all satisfied as they had a very high sense of belonging and felt part of what Quassar Capital represented, they were completely satisfied regarding their economic remuneration but many of them had families, some of them had planned to do an MBA or additional studies in a University that we had a collaboration agreement, many had stopped attending the gym that was near our office and with which we had an agreement, at that moment was when we launched the initiative “Quassar take a break” #quassartakeabreak.

This initiative was basically going to focus on 3 key points:

1.- Teamwork
2.- The employee as a person
3.- Fulfillment of short term objectives.

Divide the activities of all departments so that they can begin to identify priorities (first what is urgent and second what is important), being a hedge fund that operates in the main stock exchanges in the world, invest in more personnel to reduce workloads in the teams and formalize work schedules for all employees depending on the market they operate in, This is summarized in more free time so that employees can dedicate time to their personal lives and this will be reflected in the satisfaction of all employees, since they will have a balance between their personal and professional lives and better results will be obtained in the short term, since this will avoid employee dissatisfaction.

It worked, by the end of the year 2021 we reduced staff turnover considerably, we currently have $68 billions in assets under management and we appeared in the ranking of the Global Finance magazine of London in the position No. 19 of the 25 most important Hedge Funds in the United States and we have an operating effectiveness of over 93%.

We learned that as a company having a balance is not a choice, it is imperative for us to grow, it is necessary that our people can feel satisfied both in their personal and professional lives because thanks to their dreams, goals and personal objectives we support them to achieve well-being and be complete people.

To have a balance as people is to seek that balance between the ego and our being, both our personal and professional life and in the professional life both the values of the company and our values learned at home.

Finding balance is not easy because it is not rigid or static, it evolves as we live and daily circumstances complicate it and make it dynamic, it keeps us in a constant process of adaptation as it evolves and also requires us to find a balance between our feelings and thoughts.

The post Finding my balance… (Martin Cabrera- QUASSAR CAPITAL) appeared first on XO Leaders.

Freelance Movie Maker

In my time as a Production Designer for movies, I have had a great deal of challenges leading different crews to create the sets and dressing for movies big and small. However, in my eyes, the true leadership challenges I have had, have been the times when I was sent abroad to design commercials with different local crews. Commercials are produced very differently than movies. Not even on major commercials, such as spots for the Superbowl, does the Production Designer get to bring his favorite crew but will have to work with what is available locally. Most of the time very competent people, but because of the short timeline for these commercials, there is not enough time to really get to know one another before the project is deep in its crucial phase, and it might be too late. As a Production Designer, apart from being creative, it is essential to inspire and lead people to realize the projects, and the less time you have, the harder it is.

I know that the film industry is a very specialized world, but I also feel that basic management can be applied to other industries. Based on my experience, these are the five steps to follow to lead a group of people that you have never met and that you will only be leading for a short while.

1. Break the ice.
2. Adapt to the local way of doing things.
3. Be clear.
4. Lead by example.
5. Don’t trust the translator.

Before we go into details, here is first is a little outline of how we make commercials:

Once the job is awarded, I get sent the director’s treatment and info on the country where we will shoot the commercial. That info is usually the available locations, budget, and available crew. Together with the director, we select the best locations we want to see once we get there. Then, I chose two key collaborators from a list of proposed Art Directors and Set Dressers. If I am really lucky, someone who if have worked with is available, but in general, I have to choose someone new. If I am unlucky, there may not be qualified options available. Before arriving in the chosen country and meeting my new crew, I might have had a kick-off call or a video meeting, but that’s it, and by the time we get to sit down together, there are two to three weeks until we start filming. Considering we need to design sets, have them approved by the director and the advertisement agency, and then build them, time is usually really against us.

So, my newly hired local Art Director and Set Dresser will already have their own assistants, but since we usually shoot in multiple locations, I do have a lot of direct contact with all of them. Often, a Set Dresser assistant will pick me up to scout the Prop Houses while the Set Dresser visits stores and the art director starts the construction of the sound stage.

So, how do I get all of these people to work optimate?

1. Break the ice

Share a personal side of yourself and not just the professional you. Open up a little. You don’t have to lower your professional guard, and you shouldn’t come across as fake or unserious but find a balance where you can be professional and open at the same time. Getting through in a sincere way can be vital for running a group with people you have just met. Don’t just share our success stories but share difficulties you have had on previous projects. Your key people should feel they can share problems with you instead of resolving them behind your back. You telling them to do so is not a guarantee that they will actually do it, but if the ice is broken, you stand a better chance of them trusting you. I usually tell them that I can help solve their problems. For instance, it sometimes happens that there are budget issues. The local crew will most likely prefer not to provide what you have asked for rather than going over budget since they have the financial responsibility and need to stay on good terms with the local production company. It is, therefore, essential that you are part of resolving those issues to get what you need.

2. Adapt as much as possible to the local way of doing things.

The structure of any Art Department can be set up in many ways. I believe that it is not a good idea to impose methods but to figure out together what fits the project best. Ask your local key crew to explain the planned setup. It is not a bad idea to explain how things are usually done in the U.S. and, indeed, in other parts of the world, but if they have objections, I recommend listening and adapting. Northern America and Europe usually have smaller but more specialized crews, while countries with smaller film industries will often just add more assistance to compensate for the lack of skills. In certain cases, it is better to sub-hire providers to take care of parts of the job because there is skilled labor in every country, but they are not always in the local film industry.

An example of this is a staircase. It can be built of wood, metal, concrete, or something else. So, if it turns out that there is a great local tradition for carpentry, then that is probably the best way to go. Of course, you should not let your assistants bully your vision or ideas, but maybe they can be adapted to a way your crew feels more comfortable with. If you do need to put your foot down and insist, do it. Be firm but fair and show them that you were open to suggestions but feel strongly that your way is the correct one in this case.

Its kind of goes without saying, but I will say anyway since part of my philosophy is not to take anything for granted: You have to follow the laws of where you are working. Labor laws are different. Most important, you have to adapt and respect the agreed working hours of the place you are in.

And don’t complain about petty problems. Not everything is like home, and we sometimes get spoiled by the excellent service we get in certain places. You are there for work and not on holiday. You need to keep your comments to important work-related issues. Then your comment will be more effective.

3. Be clear (and don’t use slang or abbreviations).

Make sure that your crew has understood their responsibilities and deadlines. Be crystal clear about what is expected from them and ask them if they feel they have the foundation to deliver. Let people know that you expect some misunderstandings to happen but that everyone should make an effort to be clear to keep them to a minimum. A small example is not using abbreviations or expressions that are not common worldwide. Nowadays, so much of our communication goes through text messages, which are often read at a glance while performing another task. Being clear and not leaving room for interpretation is very important. Take the time to write properly. Do not just forward e-mails but cut out the important information from the long chain you may have received and re-send only that part. I know this sounds banal, but you would be surprised how many producers and directors apply the forwarding of e-mails without further explication. Even though you understand it, you should not take the risk of your team members misunderstanding it. If you send your key people clear information, they will most likely pass it on in a clear way down the chain.

Also, let them know that there is no such thing as a stupid question. Your crew should feel confident enough to ask you questions, even ones they have already asked you. Film-making is very abstract and subjective, so the same question can have a new perspective once the process is a little more advanced.

4. Lead by example.

I find that it is essential that you are first in line when it comes to pulling the load. To make a commercial, the crew almost always works as long hours as is legally permitted. It is important that they see you do the same; otherwise, they will most likely opt for quicker solutions rather than better ones. Don’t arrive at the office hours after your crew. Even though you might be up late doing some kind of work, it is important that you are present and available during the hours your crew work.

Ideally buy the crew lunch (something fast but very good) and don’t disappear for long lunches while the crew is waiting for info or feedback to continue their work.

Make a big effort not to be late to meetings and let your team know in time if it is inevitable.

Let them know that you are always available if doubts occur. Waiting to make important decisions can affect your crew’s workload and, indeed, morale as well. Making hard decisions is your responsibility and the biggest reason that you are in charge. If you are indecisive and look nervous about it, you will have a hard time leading our crew. If you genuinely have a doubt about something, you could consider asking your key people what they think but just keep in mind that you are the person closest to the director and probably know better what is right for the project. It’s not about personal taste but was is right for the project. In fact, if I decline suggestions from my crew members, I say: ‘it is not right for this project.’ I then thank them for that suggestion and encourage them to keep suggesting.

5. Don’t trust the translator.

Another thing to be aware of is that things get lost in translation. If you are in a country where you don’t speak the language and have to use an interpreter, you should never trust that your message has gone through. The interpreter is usually specialized in language but not in the specific field that you are talking about. Therefore the communication should be as direct as possible. In the case of film design, we use plans or simple sketches. Paint and texture samples. I remember using an interpreter to communicate with a Chinese scenic artist who was painting a set. The painter was very good, and the translator spoke English very well, but the translator had never worked in an art department before. I didn’t have the time to educate the translator, so I tried to communicate as directly as possible with the painter, only using the translator for specific keywords. It was not without hickups, but it was surprising how well it worked.

The post When in Rome, be water.(and for those who don’t know Bruce Lee, that means adapt!) (Roberto Bonelli- Freelance Movie Maker) appeared first on XO Leaders.

North America Marketing and Sales Director

MCPU POLYMER ENGINEERING

Could it be that these two trends should be confronted? Many people have talked about this topic, and the title of this article indicates that perhaps the two roles are opposites. From my point of view, however, they are complementary roles, both equally necessary in an organization. They are two sides of the same coin that represent equally important functions that cannot survive without each other. They enrich and strengthen each other and that in fact interweave the personality of a team, company or society according to the way in which they develop and perform.

There is no doubt that since we were young, we have been taught that we must be leaders, that we must develop skills that allow us to lead our lives and those of others into the future. We must create a vision, inspire others, and in some way influence society or the organization in which we participate. But little is said about the managerial or directive skills that are equally necessary. They are reviewed from a very theoretical point of view, and professionals are left to learn them on a daily basis and to perfect them in postgraduate courses in a more technical way.

I truly believe that in this country we need to develop both skills in a more serious way. The subject of leadership or management tools taught in universities presents it in a very general, theoretical and to some extent in a terse way, without putting the knowledge into practice. Recent graduates often think they already have all these skills by the mere fact that the “subject” was in their study plan. We need to get involved with the new generations of employees and create a new way of living these two roles simultaneously and that once and for all they understand that both are equally important when it comes to developing plans that take organizations to another level.

For me being a leader in the field of marketing is exciting. At first, only one word resonated in my head: Influence. In marketing there is a lot of discussion about influencing audiences and potential clients to get them to carry out actions that, in one way or another, contribute to achieving and reaching the goals that have been planned. So as soon as I started to hold senior-level positions in companies, I only had in mind the notion that I would influence both internally and externally. Almost immediately when I started preparing for these roles another thought came to mind: Inspire. Should it be only on a professional or also on a personal level? What should I do first, influence or inspire? Will I really be able to do it or where can I learn to do it? In short, a lot of questions came to mind and although I did not show any concern about it, inside I felt an overwhelming need to know how to do it. I already considered myself a good leader, based on what I had learned in theory at my university and in my postgraduate studies, but was that all I needed to know and simply apply it?

It was there that I learned my first real lesson in leadership, which went hand in hand with management. I had been forging the whole idea of being a good leader, a good manager, a good director around myself and not around others. And that had been my mistake. The reality of a good leader is that it exists in relation to others, and it is in others that it takes on its true importance. So I completely changed the focus and became more humble. I began to see each of the people who reported to me at that time as a potential leader, which completely changed everything for me.

I realized that many of the people in positions of influence with whom I had had the opportunity to work had made precisely that mistake: they
had been exercising their leadership position from a very personal perspective, often seeking only their own benefit and that is precisely why I had originally followed that trend. I managed to completely change the game and began to be interested not only in achieving and surpassing my company’s established goals and objectives, but I began to be interested in the goals, objectives, even the dreams of the people who reported to me. The next step was that I tried to align both sides in a common vision that included the company’s goals but that in some way also contributed on a personal level, elements for my team to advance in steps to achieve their personal goals and objectives.

The process was long, taking me several months in which on weekends I studied ways which I could align them. It even led me to redefine roles and job descriptions and also to realize that I had to work more on the development of my team on both a professional and personal level, creating “soft skills” that we were lacking. It was the first time I found myself changing the sense of direction and leadership in an organization. The challenge was even greater because it was not only about doing it in Mexico, but at a Latin American level, with a team of fifty people under my responsibility. In addition, the challenge increased when I discovered that within the same organization there were differences between the marketing teams in each country. This became a titanic task that could only be solved by getting to know the team well and exposing how their personal goals could be aligned with the goals of the organization. After almost six months, we found ourselves with a marketing team of fifty people with more than fifteen nationalities working with common goals and objectives. We were highly motivated, mostly self-directed and with a huge drive to improve ourselves.

I must admit that the first experience was quite overwhelming and that it cost me a lot of work. However, it opened the doors to a work model focused on people. I realized that as directors or leaders, we forget that we have a huge responsibility that goes beyond inspiring or influencing. Our responsibility is also to train people, not only professionals, but people. The individual is a fundamental part of society and many company executives have forgotten that if the individual is not well, then the organization is not well.

Something that has evidently helped me to be able to replicate this model in my work has been precisely to understand that I am with individuals. As the word implies, each one is different, so we must try to understand them to help them align their personal purpose to the objectives of the company. That is where I have noticed that I have really come to inspire people. When I am more empathetic with their situations and humble in wanting to learn from them, when I make connections with my team and assign responsibilities and tasks according to the skills that I have detected in them, that is when people start to get inspired and seek alignment.

One of the most important points that I must emphasize is that in leadership or management roles, you have to be highly empathetic but also extraordinarily creative. We must look for new ways of doing things based on what we have been doing. I believe that by being creative we become much more open to new options and encourage the intellectual development of our collaborators. I especially love this point because it is where an individual has the opportunity to develop. It is true that overseeing companies is an enormous task. For the right personalities, however, it is more than a job, it is a delight. And for me that is the secret of success: Find the pleasure in what you do and if you add to that the fact that it leads you to be creative, empathetic, humble and to develop people, then I think you are highly blessed because you have the opportunity to really bring about a transformation in the society or country you are in. That is one of the best things that can happen to you, if you are in charge of a team, do not forget your responsibilities towards individuals, on the contrary motivate yourself knowing that your experience alone can change the world. I invite you to reflect on this and to always keep in mind that the roles of leadership and management go hand in hand and must create such a synergy that the organization is revolutionized when a person with these characteristics begins to work with them.

I like to say that the future of this great nation is in our hands, but I think it is more accurate to say that the present of our nation is what we have right now in our hands, and that our constant actions are what will dictate that future, therefore we must assume a leadership role immediately, not only in organizations, but in communities, groups or families. There does not have to be only one, as these responsibilities can be shared, but I urge you to be that agent of change. Are you ready? If not, then prepare yourself even more and if you already are, go ahead.

The post Management versus Leadership: What I have learned along the way (Gustavo Lomas- MCPU POLYMER ENGINEERING) appeared first on XO Leaders.

CEO and Femtech Ecosphere Builder

FEMTECH SALON POWERED BY MY COMMA

Growing up as a 2nd generation Korean-American between the lush, gorgeous west coastline of Washington State and the majestic snow-capped views of Mt Rainier, I rarely saw anyone who looked like me. I was one of five Asian students throughout elementary to high school—accounting for less than 1% of the student body population. My community was a predominately, white farmland suburb of Seattle, WA known for the Olympic gold swimmer, Megan Quann, and its annual fair. And while I grew up in the backdrop of a homogenous metropolis, I recognize that I always had entrepreneurial sparks since the beginning.

From teaching violin lessons at the tender age of nine (at the encouragement of my teacher as I was concertmaster of my school) to building a business line that made my previous employers millions as an intrapreneur—I knew that I would always have something that was mine someday—I simply did not know what or how. After my own health scare in my early 30’s working for a global consultancy firm in London, I solo backpacked across 4 continents and saw the need to propel innovation and equity for women’s and nonbinary healthcare.

Upon my return to the States, I started a femtech startup which over three years during COVID, pivoted into My Comma and the Femtech Salon. My Comma is an organic period care subscription platform amplifying women and BIPOC led brands to power new daily routines while Femtech Salon is a pre-accelerator for femtech founders to amplify them by creating a more connected ecosystem to thrive.

With the recent gold rush and investments into women’s health, my growing health awareness at age of 37 prompted another health discovery—I have been an undiagnosed neurodivergent my entire life. Looking back, the acknowledgement of my condition provides so much clarity to my amalgamated experiences. What I didn’t realize until now is that I naturally coped with anxiety and stress through my immersive love of music.

And so it is through music I impart my thoughts on what I wish I knew then what I know now. I first heard this song in elementary school and I remember that I didn’t think much of the entire song—just the kitchy head bop to the “you gotta be” chorus line. However, after 29 years since the song’s release, I came across it again as an “empowering song” to add to my spotify recently and these lyrics made my neurodivergent, entrepreneurial brain come to life.

You Gotta Be by Des’ree with entrepreneurial musings from Rachael Kim’s neurodivergent brain.

And while the song goes on…these are my cumulative learnings cultivated over a lifetime. Granted, even knowing the above is not the same thing as living it—so I encourage you to get ready for your own adventure and truly live.

Youtube video: https://www.youtube.com/watch?v=WRUwSk9UTrA

Look for it in Spotify: Des’Ree “You Gotta Be”

The post You Gotta Be (Rachael M. Kim- FEMTECH SALON POWERED BY MY COMMA) appeared first on XO Leaders.

CEO & CO Founder

EUGENIA INC

Hey there,

I still remember the first time I entered your life. Your parents sent you to a good school outside Mexico City, and you were friendly but a bit shy. We soon noticed that something was going on. The school staff would often pull you out of class, and you’d wait outside until your parents came to pick you up. All you wanted was to go home and see your grandfather, your best friend.

After a couple of years, we figured out what was happening. It scared us because we realized there wasn’t enough money to pay for the school, or even for gas to get there, and sometimes we couldn’t afford to eat. But your parents were doing their best to fix things. I remember you wanted to help, but there wasn’t much you could do. Sometimes you were frustrated with me, but I couldn’t change the situation.

You always loved watching how movies were made with your dad, and you were curious about technology. We had good times as a family, with mom, dad, your brother, and your grandfather, all living together and helping each other move forward. Your parents would say, “Family is the most important thing, and together we can achieve great things.” I always admired that, even when you lost your best friend. The family stuck together, and your father said, “No matter what, never give up.”

It might sound nice and easy, but I remember you struggled a lot. Sometimes you tried so hard, but it felt like you were getting nowhere. I told you to give up more than once, but you never did. You always said, “Never give up.” You worked two jobs while studying at the university, chasing your dream of starting your own company to help your family. I remember telling you to calm down and take a break, even when you crashed the car because you fell asleep on the highway. Thankfully, nothing serious happened, but you were angry with me, and I couldn’t understand why.

By your twenties, you had already worked at different companies, and you were the creative director of a prominent company. I kept telling you that you weren’t ready, that you were too young, and people wouldn’t believe in you! I remember some of them even quitting, saying they wouldn’t take orders from a young guy. I warned you, but you just kept repeating, “Never give up.”

After some time, your wise old colleague, Plinio, told you, “When I first met you, I thought you would quit this job. But you proved me wrong. I see your passion. Start your own business, and if you do, I’ll trust my son and my wife with you. In ten years, you’ll hire me. You just need to believe in yourself.” To be honest, I was scared when I heard that, but for the first time, I was on your side. It was time. Let’s do it.

You went to your friends Carlos and Gerardo and told them, “It’s time to start our own business.” You were completely convinced and willing to invest all your time and money to make it happen. I saw your commitment, and you were happy.

The first two years were tough, but let’s face it, starting a motion capture company in an underdeveloped market didn’t make much sense. You were putting in so much effort, but there were no visible results. I remember all those comments from friends and family, telling you to stop doing foolish things and go back to a “real” company. It was painful, and for the first time, I saw you deep in thought. I thought you were going to give up. Even Gerardo, co-founder, decided to leave and take another job, leaving only Carlos and you. You lost all your savings and had to support your family financially. I kept pushing you to quit, but you simply responded, “Never give up.”

But after six long years, my friend, you did it. You became the leading motion capture company in all Spanish-speaking countries. I felt so proud, although I never actually told you. We celebrated a lot because you finally could support your family and find some peace.

That’s when we truly understood the wisdom of your dad’s words, “Family is first.” We realized that family isn’t just about blood relations but also about those who love and support you unconditionally. Remember when your mom felt ill and the health insurance couldn’t cover her expenses? You ended up with a huge debt at the hospital, and to make matters worse, you lost a legal battle with the government. I remember how scared you were. You spoke to Carlos, your friend and co-founder, saying, “The hospital debt is enormous, and we also have to pay to the government. Both need to be settled in the next few weeks, and maybe the company won’t survive.” And he simply replied, “If we go bankrupt but your mom is still alive, then let’s go bankrupt.” That’s when everything fell into place — “Money comes and goes, but family is always first.” With the support of our family and friends, we managed to restore your mom’s health and save the company.

After being an entrepreneur for ten years, over 5,000 people have learned motion capture, and more than 100 individuals have worked with our companies. You’re finally able to support your family and help others in an industry you’ve loved since your youth — the cinema industry.

I’m genuinely thrilled that you’ve found your purpose and are making an impact with your ideas, helping those around you. As you always say, we can have dreams, but surrounding ourselves with the right people is what makes them come true. Act well, do good, and you’ll never be alone.

We’ve been together for 35 years, and I know I haven’t always been the most positive person. I’ve been scared to make decisions and often fought with you. Sometimes, I was trying to protect you from suffering or reliving difficult times.

New challenges lie ahead, like virtualizing humans for the cinema industry. It sounds ambitious, but I finally understand that working together will help us achieve even the most impossible goals. Let’s do it and never give up!

Even though we are the same person, I wanted to write this letter to take a moment and reflect, to look back and be grateful and proud of who we are, who we’ve become, and who we aspire to be.

So, thank you for walking this path with me. With gratitude, Hans Guevara.

Reflection

I decided to write this letter to myself as a reflection on some moments I’ve experienced throughout my life. These experiences have shaped me into the person I am today and have helped me find my purpose.

This analogy illustrates how we sometimes get frustrated with ourselves for not doing more or feel anxious about the decisions we’ve made. It also highlights those precious moments when we should pause, appreciate our achievements, and express gratitude for the people who are a part of our lives.

Life often introduces us to different types of people. It’s important to be wise in choosing who we spend our time with because time is the most valuable thing anyone can offer. Give it to those who deserve it, and most importantly, give time to yourself.

Invest in self-improvement. We all have our demons from the past, and sometimes, they can be a heavy burden to carry. However, it is up to us to decide whether we want to befriend them and accept who we truly are. Every experience we have had, good or bad, has shaped us into the person we are today. Knowing ourselves is the first step in finding our purpose, and once we find it, we should never give up.

Remember, progress happens step by step, regardless of its size. Difficult times may be challenging, but they also provide opportunities for growth. Sometimes you win, and sometimes you learn, but you never truly lose.

Many people dwell on the past and worry about the future, rarely focusing on the present. So, whatever you’re doing, make sure to enjoy the present.

Trust yourself, stay true to your purpose, and never give up. With determination, resilience, and gratitude, you will continue to make a positive impact and create a meaningful and fulfilling life.

Feel free to write a letter to yourself.

The post A letter to a friend (Hans Guevara- EUGENIA INC) appeared first on XO Leaders.

BRUCE COHEN PRODUCTIONS

I’ll start by getting right to the point – if you ask me, leading is all about inspiration and communication. I think that probably applies across all businesses, but I can speak specifically about producing Film, Television and Theater. Many people don’t know what a producer does – even my mother never knew how to describe it to her friends at the start of my producing career until she got to spend time on the set and see for herself. She passed away from Alzheimer’s at the beginning of Covid, but she played an important role in the development of my leadership skills at an early age, so it feels appropriate to dedicate this essay to her and begin it with that story, especially since it started me on my path to being a producer.

When I was a kid in a Northern Virginia suburb of Washington D.C, a neighbor whom I loved was very active in the local Democratic Party and she had me campaigning door to door for local candidates … from the time I was 4! I was a precocious kid, I guess, and I’m not sure how inspirational my pitch was but, evidently, I was a pretty good communicator for a four-year-old and my love of politics was born. In 6th grade,

I decided to run for President of my elementary school. My mother was an artist and had the idea that she could help me silkscreen my posters, which led us to the idea that I needed slogans. Each kid running was allowed to put up 3 posters and ours were “Cohen Can,” “Cohen Cares,” and “Cohen’s Cool.” I can’t remember how many other candidates there were, but I can remember that I was the only one with professional looking posters and coherent messaging … and I won! This led to my adolescent political career, with its signature silk screen posters, of Vice President and then President of my Junior High School (“Cohen Can” and “Cohen Can Do More”) and President of the Sophomore Class and Junior Class in High School (“Back Bruce” and “Bring Back Bruce”).

Those elected offices helped me get into Yale, or at least they certainly didn’t hurt, which is where I fell in love with film and was inspired to try for a career in the field. While an intern with a desk job in distribution at Warner Bros. right out of college, my co-workers kept telling me that the dream was to find a job on a set – where they made the films and television shows beloved around the world – and I heard about the DGA Trainee program (Director’s Guild of America) to train you to be an Assistant Director (AD). I had no idea what that was, so my boss arranged for me to spend a day on the set of “PROTOCOL” starring Goldie Hawn and shadow the DGA Trainee. To my delight, I learned that the AD’s were the ones who ran around the set with walkie-talkies organizing everything, which reminded me a lot of being Sophomore Class President and I figured if I could put on the Homecoming Dance, maybe I could help organize a film set!

I managed to get into the program and in the spring of 1985, I arrived on the set of my first film as a DGA Trainee, Steven Spielberg’s THE CO- LOR PURPLE, produced, along with Steven and the legendary Quincy Jones, by Kathy Kennedy and Frank Marshall. For anyone who doesn’t know, that illustrious husband and wife duo are the most recent recipient of the Thalberg Award from the Academy, the holy grail of producing honors, and have, between them, 13 Best Picture Oscar nominations and have produced such tiny, unpopular films as RAIDERS OF THE LOST ARK, E.T., THE SIXTH SENSE, SEABISCUIT, MUNICH, LINCOLN, all 5 BOURNE movies and the 3 most recent STAR WARS movies… or, pardon my French, holy shit. At the beginning of that shoot, I still didn’t know what a producer was, but by the end, I was determined to do what they did some day. Kathy’s definition of the role, which I have also used to this day is that the producer is the CEO of the company formed to make that film, television or theater project and, as such, oversees every aspect of the production, both creative and financial. Meanwhile, I was the luckiest kid in the most phenomenal candy store, Hollywood-style and Steven, Kathy and Frank at their company, Amblin Entertainment, became my magical trio of mentors. They truly taught me everything I know about producing. They were all about hiring the best people, both in front of and behind the camera, inspiring them with their extraordinary creative vision and then communicating to them exactly what they needed to get the job done…. but not just done… done superbly.

Amblin was like a big family and Steven, Kathy and Frank loved to promote family members who they believed in. I was beyond lucky enough to be one of their many beneficiaries. I was a DGA Trainee, Second Assistant Director, First Assistant Director, Associate Producer and Co-Producer on 6 Amblin productions, including AMAZING STORIES and HOOK, followed by ALIVE for Kathy and Frank’s new company, Kennedy Marshall. We filmed ALIVE in the stunning Canadian Rockies and one day on the set, Kathy walked over to me and announced that she had spoken to Steven back in Los Angeles, that Amblin was getting ready to shoot the live action version of THE FLINTSTONES that summer and that I was going to produce it. This seemed insane to me! They knew full well that I hadn’t produced a film before – how would I know what to do and how to do it? Kathy, in her inimitable style, basically told me I was being a wuss, that I was ready to produce and that was that. The three of them had certainly tried to teach me by example that true leaders inspired with great vision and communicated with great clarity and, it turned out I had, in fact, been paying attention.

I think I would say that one of the funnest ways I got to practice my producing skills on my first feature was for the arrival on set of person playing Fred Flintstone’s mother-in-law, Pearl Slaghoople, the legendary Elizabeth Taylor. THE FLINTSTONES turned out to be both her return to the silver screen after a several decade absence and the last film she ever did, but no matter how you slice it, to this gay kid from Falls Church, Virginia who found himself now producing movies for Steven Spielberg, it was a VERY BIG DEAL… and I leapt into action. My goal was to produce her return to the movies in a manner befitting her magnificence and to accomplish that, for starters, I selected and purchased an elaborate series of start gifts, thanks to a personal check from Steven, at her favorite store (it was a Hollywood legend that she expected elaborate gifts at the start of each production which she confirmed for me at her costume fitting by whispering in my ear “Cartier, dahling”). On her first day of filming, I had her trailer filled with purple flowers (famously her favorite color) and had a purple carpet put down for her entrance back on the soundstage after all those years, in a scene right out of SUNSET BOULEVARD. As the piece de resistance, I had learned that when she was a contract player in the early sixties on the Universal lot, where we were filming, the entire crew wore dress shirts and ties to work every day and so I communicated to our crew (see what I did there?) to please do the same for La Liz’s first day. And when she walked down the purple carpet onto the stage, holding onto my arm, and saw the whole crew applauding her historic return in shirts and ties, she burst into tears.

Twenty-nine years later, I am currently in production on my 16th film as a producer or executive producer, including AMERICAN BEAUTY, BIG FISH, MILK, SILVER LININGS PLAYBOOK and the upcoming RUSTIN. I have produced television series, mini-series and specials, including PUSHING DAISIES and THE ACADEMY AWARDS, the Broadway musical version of BIG FISH, co-produced two Broadway plays, THE INHERITANCE and SLAVE PLAY, as well as producing countless live events, award shows and fundraisers, protests, marches, parties and memorials, because I believe EVERYTHING needs a good producer, especially if they are bringing their vision and communication skills to the table. I hope I have been a credit to the producing profession, I hope my projects have made audiences around the world laugh and cry, I hope they have maybe even changed the world a little, but most importantly, I hope I have made Steven, Kathy and Frank proud…. and, of course, my mom.

The post What is leading all about? (Bruce Cohen- BRUCE COHEN PRODUCTIONS) appeared first on XO Leaders.

Vice President General Manager- South Texas Market

AT&T

The elders in society are viewed as possessors of knowledge. These are people that have gained respect through their experience. When I picked this topic to share a few of the things I have learned through 30 years of work, it reminded me of those that came before me and shared their knowledge.

This phrase applies to everything in life. Experience gives you knowledge and it allows you to gain confidence in some cases and in other cases it provides a red alert. The fact that you know the possible outcome in many of these makes you value the situation. Decisions are easier and implementing the different actions or changes give you relative confidence on the outcome. All, when it comes to leadership there are several things I wish I would have known. The following tips and concepts are the most important things I wish I would have known. In no particular order.

Let’s start with performing on the job. Most of the people want to gain more money while they grow professionally. In order to get there, you must be good at what you do. It is great to show potential but that needs to be backed up by current performance. In order to achieve the
next step, start by delivering where you are. We tend to forget that those looking at us for a role must use the information at hand, and that is where you stand now. They will use your background, education and communication skills to evaluate your capabilities, but what you are doing today, opens the door. Believe me when I say, “No one wants a mediocre performer for the next level”.

This one might sound basic. Every time I was promoted, I thought there was a requirement for me to know what the whole job was all about. What I know now is that there is no expectation for the person to know what to do. There is a normal learning curve and leaders understand that. All you must do is raise your hand and say: “I don’t know”. Believe it or not, your leader will take the time to explain. All you needed to do, was ask. Amazing concept. I would have saved so much energy and stress by just knowing that. The typical nerves of not knowing, the chase for answers all over the place, all that gone by just raising your hand.

Meetings are great places for networking, and they give us the opportunity to learn about the business. When you go to a meeting make sure that bring 100% of yourself. Take notes, pay attention to what people are saying. The most important thing, write down every question that people ask. Questions give insight on what others are thinking. They tell you what concerns they might have. They show you how much people are understanding the subject. This is one of the most fascinating things, questions provide you with details of how the presentation is going, the subject at hand and what they are doing to fix it. At the end of the day, if you are focusing on what is happening in the meeting, you are not worried about sounding smart or thinking about what to say. Taking your mind off the meeting to self-fulfill with a comment is not worth. Add without missing what is being said.

Adding value is extremely important. Take every task as an opportunity to add value. There are numerous mundane activities in every person’s role that can be looked at and improved. Look for those opportunities to improve the day to day. Share what you are doing with your leader and bring them into the fold. We tend to think that innovation only applies to technology and artificial intelligence. Innovation exists in everything that we do and becoming familiar with those tasks and making them better helps show your commitment.

We assume that we owe those ahead of us when we get promoted. The truth is that we owe those behind us. For a company to continue to grow, employees need to build up those behind them so that there is continuity, and the enterprise will keep going for years to come. As a leader never expect anything back when you help someone, the expectation needs to be on what the person that you will help will groom those behind them. This is so simple but so important. The culture of a company depends on this.

Run with problems and walk with great news. Never fear sharing bad news as fast as you can. Sometimes your leader’s reaction will not be the best, but the reality is that they will appreciate the fact that you let them know. If you delay informing people of bad news, it will blow up in your face. It is hard but it is the right thing to do. Never hide the issues or try to solve these on your own. The problem will get bigger by the minute.

Be nice to everyone. You never know who you will report to in the future. Every person in the company matters and you should always be the same with every person that works with you and those that do not. Life changes quick and you will be surprised on who will be running the show. Being nice to everyone doesn’t cost you a cent, it is the right thing to do, and believe me when I say, “your days will be so much easier”.

Never ask some one how they are doing if you are not willing to sit through the story. Do not make that phrase a cliché, it is extremely important. People will share their story when you ask, take your time to listen, be engaged. Do not look at your phone. All you need to do is listen and be engaged. They are not looking for an answer, they want to know that you care. That is key. Asking someone how they are doing and leaving them hanging with the story is rude and it will blow up on your face.

As a leader you need to understand that you are present in your employee’s dinner table every night. You chose on what side of that table you are. It does not mean that you just have to be nice and cool, it means that you have to care. People recognize even in hard tough feedback sessions what your intentions are. Those intentions show that you care, even on those tough conversations. You will be in the right side of the table if you do that. The other key point is that you get to do this every single day, so there is always an opportunity to correct any missed step.

Have fun and enjoy the journey. Regardless of the role, we spend way too much time at work. Make sure you always take time to enjoy the moments. I have learned through my years working that we have been more productive when we are engaged and enjoying the tasks at hand. We learn more and we build a better team by having fun.

Finally, when building a Great place to work, don’t forget the “to work” piece. It is important to build a solid environment with a good culture, but the company needs to be profitable. The to work piece is crucial for any corporation. Good solid results need to be in the forefront, always know the goals, deliver on them and build your culture around that.

If I would have known these things thirty years ago, my work life would have been easier. The reality is that I have enjoyed the journey and loved learning and experiencing these. So maybe, just maybe, learning these on the go as I shaped my career are things that to me were good not to know.

The post If I knew then what I know now (Luis Silva- AT&T) appeared first on XO Leaders.