Liliana and Ana, how has the way you lead changed in recent years?
Today it is essential to develop human skills to respond to an environment marked by intergenerational teams, workplace well-being, diversity and the emergence of artificial intelligence. The challenge is not just technical: it is emotional and adaptive. Leaders need to hold deep conversations, manage uncertainty and accompany teams with different needs.
Why do you consider human leadership to be a competitive advantage?
Because it integrates diverse perspectives, improves the quality of decisions and promotes continuous learning. Humane leadership creates context for people to think better, speak on time, and manage conflicts before they escalate. In a fast-paced world, the quality of the links is as strategic as the processes.
What differentiates a leader who inspires from one who only manages?
A leader focused only on tasks loses sensitivity; one focused only on the work environment loses clarity. Balance is key. We see leaders who are afraid of appearing authoritarian and, in that attempt to “not bother,” they postpone or evade decisions. But a friendly climate without direction doesn’t work either. Leading is having clear, honest and empathetic conversations.
How do you work on this development at Ruka?
We train conversational skills with a focus on practice: recognizing what is uncomfortable, saying what is difficult to say and addressing difficult conversations without deteriorating the bond. And a key principle: we do not give “recipes”. We help leaders look at themselves, recognize their impact and decide their own paths. Many times, when looking for quick solutions, they reproduce the pattern they want to change: dependency instead of criteria. Our job is to enable spaces where they can develop autonomy and promote it in their team.
Any example of this process?
A group of leaders saw their team as having little initiative. Leading “in the middle” between traditional management, focused on control, and young generations seeking participation. When reviewing their own style, they discovered something key: the work dynamic between them was different in private than what they later applied in meetings with the team. The team only replicated the model and criteria they could see. They adjusted the dynamics: instead of reviewing tasks by person, they did it by client, integrating everyone involved. That simple change generated clarity, collaboration and judgment. They understood how their way of leading shaped the behavior of the team.
What do you expect from leadership in the coming years?
People-centered leadership, capable of integrating emotional intelligence, conversational clarity and strategic vision. Leaders who create environments where people are encouraged to speak, learn and take responsibility. That is the leadership that builds culture and results.
Contact details
Web: www.rukatalento.com
LinkedIn: Ruka Talent
by CONTENTNOTICAS
