After more than 25 years of working with business leaders, I have come to a conclusion that is confirmed every day: leaders who dejan huella are not just quienes tomana certain decisionsdown to those who integrate humanity, purpose and responsibility in every step they take.
They are able to manage complex organizations in high-pressure contexts without losing sight of the people who make the outcome possible.
This certainty does not come from academic theory, but from direct experience. Over the years, I trained directors at IESE, accompanied hundreds of executives in their development, until my current work in the processes of selection, succession and evaluation of senior management, I saw very different styles: brilliant strategists, impeccable managers, charismatic leaders.
But those who truly transform their organizations have a common goal: they put people at the center of their decisions.
Leadership and the Sense of Vitality: Evidence for Humanism
This humanistic emphasis was the driving force behind the study Leader before happiness (2024) co-authored by Professor Alberto Ribera of IESE. Analyzing the relationship between leaders and well-being, we conclude that only a leader can create a healthy work environment and first understand what gives him meaning and energy for the same thing.
En The leader before the eyes, based on many interviews with CEOs and presidents, the same patronage is confirmed: the leaders who lead us combine challenge and empathy, ambition and poise, results and purpose. This balance is not a paradox; It is the essence of sustainable leadership.
Read about the experience with Tomás Pascual and María Garaña
María Garaña: curiosity, purpose and resilience
In the first episode of the podcast, I spoke with María Garaña, Global CEO of ClarkeModet. María shared how crucial experiences changed her way of leading, how she maintains the illusion of an international career and how she manages her presence without losing empathy.
He emphasized the importance of constantly questioning oneself, looking for connections and staying curious. As he says:
“The ability to ask questions and connect with people is what makes a leader sustainable.”
We also talk about how to build cultures where people can grow without having to learn, learn from mistakes, and maintain a clear goal beyond immediate financial results. For Maria, leadership is a combination of necessity and humanity.
Tomás Pascual: legacy, values and leadership at Largo Plazo
In another episode, I spoke with Tomás Pascual, the president of Pascual, one of the most important family businesses in Spain. The conversation focused on connections, culture and continuous learning.
Tomás explained how he learned from his father the importance of educating the client, thinking and acting quickly, and from his mother the prudence and rationality necessary for strategic decisions. Its focus combines values, purpose and a broad vision:
“To run a family business, you have to know what to do, when to unleash talent and when to give something up to get back to learning.”
Let’s talk about how to create a company with more value than products, based on people, energy, commitment and purpose. We also discuss the importance of aligning the family with the business project, not looking for a blind consensus, but preserving the essence of the business and its mission in a broad sense.
Tomás insists that humanistic leadership is not only an ethical but rather a strategic issue: people, culture and values are the assets that determine the sustainability and outcome of an organization.
Shared clubs: humanity, cohesion and purpose
The two lines agree on various fundamental points:
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Curiosity and observation drive continuous learning.
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Active coaching and empathy as herramentas to understand teams, customers and context.
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Coherence and values as cornerstones of business culture.
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The wide-angle view guides you in front of your eyes for instant results.
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Ability to understand errors and understand what is not working.
Conscious leadership: a goal for the future
From many interviews with leaders at the head of large organizations, the conclusion is clear: a truly working leader is neither heroic nor infallible, but aware and humanistic. It is he who must look at the prospect, think, make sound decisions, and keep the purpose as a guide even as one observes him.
Because what sustains a leader is ultimately not about the load, but the ability to inspire, learn and continue to educate when everyone hopes he has all the answers.
*** Antonio Núñez is a Senior Partner at Paragon Partners and founder of the Harvard Kennedy School Alumno Association.
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