The behavior of the person or people who lead directly determines the behavior of the organization. The emotional instability of the leader destabilizes the entire organization. That's why self-care is essential for leaders. They should not operate from fear, anger, frustration, euphoria... they should not interact with others 'in the heat of the moment.' It's not only important what is said but how it is said, from where it is said. Conveying a positive message but with incongruent, tense, violent body language... causes confusion. Words must honestly match what is thought and done. Humans are very good at detecting falsehood.

Stoicism is very useful personally, especially when leading. In the last decade, it has become popular again, so it's easy to find a wide variety of books and courses on stoicism. One of the books I liked the most is The Daily Stoic Journal by Ryan Holiday. I remember I used to read a few pages of the book each day, which is designed to be read throughout the year, like a journal. I occasionally read it again. This, along with meditation (mindfulness), has given me the composure I needed in the most challenging moments. When you have to deliver bad news, or good news, when there are dangers, when there is too much fear or uncertainty, you must digest well to avoid spreading chaos throughout the organization. To avoid sharing half-baked information that confuses people. This doesn't mean you can't show vulnerability while leading; on the contrary, the right touch of vulnerability humanizes organizations and connects people. Brené Brown talks a lot about this. However, leading with vulnerability does not mean thinking out loud or spreading nerves to others. Another tool that has helped me a lot in those moments has been turning to a coach who listens attentively, without judgment, and asks wise questions. Over the years, I have always relied on my friend Rosa Elvira González.

As the organization matured, natural leaders emerged who, with their intrapreneurship and example, became great supports. They were not people assigned responsibility, nor were they given a role or asked for extra effort. They were people who naturally demonstrated that they led by doing well. Thus, in a very organic way, we formed a management committee that functions as a therapy group that supports each other. Before sending a potentially complicated message to the entire organization, it is shared in this group, discussed from different perspectives, and worked on. This doesn't mean self-care is no longer necessary; rather, it adds to it (for me, practicing meditation every day is essential). In fact, the management committee also needs care, so every few months we meet to share some leisure time in person. Some pleasant, fun, or relaxing activity to strengthen the connection as human beings. From a leadership position where there is also authority (a position of power like CEO), inevitably, tasks and responsibilities must be delegated. However, composure cannot be delegated. Character cannot be delegated. As a leader, I cannot ask someone else to be assertive for me, to convey calm, or to convey optimism. That is precisely what leading is; infusing prosperity from a state of inner calm.

Trying to delegate emotional stability, trying to be understood and supported at all times, trying to be transparent with my own internal discomfort, were the most important mistakes I learned from in previous failures as a leader. Leading can seem like a very lonely act even when surrounded by people. Self-compassion is the best antidote to the loneliness of leadership.

Take good care of yourself, leader, to be able to care for others!