As an entrepreneur and CEO, I spent years immersed in goals, spreadsheets, KPIs and schedules. I thought being a good leader meant ensuring that all processes worked perfectly — and yes, that is important.
But little by little, I realized that true leadership begins when you understand that processes don’t move companies forward. People do. It’s easy to get lost in managing tasks and forget about managing emotions, talents and connections.
And it was precisely when I started to focus more on who was with me — and less on what needed to be delivered — that the results started to appear more consistently.
Processes are important. But people come first.
Don’t get me wrong: processes organize. They bring predictability, reduce errors, and scale results. But no process can make up for a team that is unmotivated, poorly listened to or doesn’t feel valued.
I learned, in practice, that the best systems don’t work if those executing them don’t understand why they are doing what they are doing. If a person doesn’t feel a sense of belonging, purpose, or psychological security, they’ll just do it.
But when they feel like they belong, they give in. They innovate. They care. They go further.
Leading is understanding what no one writes on paper
A good leader learns to read between the lines. To notice the silence of a collaborator who always talked. To notice discouragement in a look, even when the numbers are in order. Because leading isn’t just about managing results — it’s about taking care of people.
And people aren’t a process. They’re emotions, stories, backgrounds, dreams, and fears. It takes sensitivity to balance demands with listening, performance with empathy.
What changed when I changed my perspective
When I stopped focusing only on “deliveries” and started investing more in people, I noticed some immediate changes:
- The environment became lighter, more collaborative, and creative.
- Decisions began to be shared with more maturity.
- The team started to come to me with ideas, not just problems.
- The results appeared more consistently — and with a greater sense of purpose.
This does not mean giving up efficiency. On the contrary: it means understanding that efficiency is born from trust. And trust only exists where there is dialogue, clarity, respect and humanity.
Conclusion: leadership that transforms begins with those around you
Leadership is, above all, an act of connection. It is inspiring people, developing talents, creating an environment where everyone feels seen and needed.
Processes help, but they are just tools. What truly moves a company are the people who believe in it. And the sooner a leader understands this, the stronger and healthier the work he or she builds will be.
