speaker-0: Welcome to the Morrison Global Podcast, the show that brings you inspiring conversations from around the world. Along the way, we'll dive into the latest market insights, explore human topics like well-being and personal growth, and uncover trends shaping the accounting and finance industry. Whether you're looking to stay ahead in your field, gain fresh perspectives, or simply connect with stories that inspire, you're in the right place. So join us as we ignite change and connect communities across the globe. Hello and welcome to another of our conversations with. This is our Morrison Global podcast, and this series is particularly focused on leadership, a big topic for each of us around the world. And I'm delighted today to be joined by Ignacy, who is one of our senior members in Spain. So I'm Ryan Piper, I'm the CEO of Morrison Global. And Ignasi, welcome.
speaker-1: Well yeah, I'm Ignacy Contreras. I'm a partner of Favincla, that is a member firm of Morrison Global in Spain. I'm here to talk about leadership.
speaker-0: It's great to have you with us. I'm particularly excited for our conversation today because you have been leading your firm through quite a big transition over the last 10 years or so. Your strategy has been evolving into the firm you are today. So a lot of leadership opportunities for us to learn from with your guidance. If I can start the conversation with ⁓ your views of leadership today, how would you define leadership in today's world and perhaps how has that changed over your career?
speaker-1: Well for me, ⁓ leadership today is less about having all the answers and more about helping people to do their best work. Also recognizing that people are much more than the work they do. It is about creating an environment where people feel trusted, listened to and encouraged to contribute. When I started my career, the leadership model in Spain was quite different than now. It was Often more focused on expertise, ⁓ authority, and having the having the right answers. Early in my career, I also understood leadership in that way, something closely linked to technical knowledge and experience. But ⁓ over time I have come to realize that leadership is much more about asking the right questions. listening carefully and bringing out the best in others and less about having all the answers.
speaker-0: I really like that. And it's been a theme that I've heard across the other episodes of this leadership programme that the technical skills used to make the difference with leadership. But now, as you say, it is much wider than that. And recognizing people are much more broad than just the role that they do is really important. So with that in mind, Ignacy, how would you describe your leadership style?
speaker-1: Well, I would describe my leadership style as approachable, also collaborative and based on trust. My role is not to control every detail, but to make sure that the right people are involved, that the communication flows and that obstacles are removed when necessary. I value technical excellence, but also attitude, commitment, and the ability to work together. I like people to know they can come to me. whether they need to discuss a strategic decision, solve a problem, or simply share an idea. I think that the best conversations are often the informal ones, and I believe leaders need to be present and accessible. Of course technical excellence matters, but attitude, generosity and the ability to work as one team are often an even better starting point.
speaker-0: And I think that resonates particularly strongly because it's exactly how I've experienced you. When we have had conversations, when we've worked together over my time in Morrison, you have been exactly as you described, very open minded, approachable, and your thinking is very broad. As a person who's experienced your leadership style, I can definitely corroborate that view that you have. So then tell me, what do you think are the characteristics of a great leader?
speaker-1: I think a great leader combines vision also with ⁓ humility. A great leader needs to set a direction, make decisions and take ⁓ responsibility, especially in difficult moments. However, humility also means knowing how to listen, asking for help when needed, and recognizing that the best ideas often come from the people around them. People need to know what to expect. from you. They need to feel that you are present, that you will support them when things are difficult, and that you will give honest and constructive feedback. I also think that a great leader inspires and also creates confidence, not by having all the answers, as I said, but because they bring calm, clarity and trust to the team. So leadership is not about being the most visible person in the room. It is about helping the whole team work better, grow stronger and move forward together.
speaker-0: I think that's a really powerful message, Ignacy, isn't it? That leaders bring people together. They're not the person, as you say, that is with all of the answers. They are the person that finds the answers in the team around them and and through that that definitely builds trust in the direction of the way forward. So then what's your views on whether leaders are born or whether leaders are built?
speaker-1: I believe leaders are are built. It's true that ⁓ while some people may naturally have certain qualities such as confidence, communication skills, or initiative, ⁓ but real leadership develops through experience, ⁓ mistakes, responsibility, and self awareness. I think that you become a better leader when you go through difficult situations, when you have to make decisions without having all the information and when you understand the impact your decisions have on on other people. Also for me, leadership is a continuous learning process. It requires the willingness to improve, adapt, and understand people better. It also requires accepting that you will not always be right, that you need different perspectives around you, and that your role is to serve the team and the organization, not your own ego. Above all, leadership has to be consistent. It cannot just be about words or good intentions. People quickly see whether what you say matches what you do. That coherence is what builds real trust.
speaker-0: That consistency, I agree, is so important. You can't fake it. You can maybe turn up and pretend for a short time, but people, as you say, will see and feel the difference if you're not consistent in what you've said. I agree with you completely. I definitely think leaders are built you're right, some come with natural characteristics, but it is something we work at, it's a muscle that we develop, it's a craft that we hone. So then what If anything has ⁓ shaped or changed your approach to leadership. I know we've touched on some points of how technical capability was the thing years ago, but now isn't. So what shaped your ⁓ your leadership approach?
speaker-1: One of the things that has most shaped my approach to leadership is moving from being responsible for a specific area or team to thinking about the firm as a whole. When you lead a team, you are very close to the work, to the clients, and to the immediate decisions. That gives you a very valuable perspective. But as your responsibilities grow, you also need to step back. And understand how every decision affects different people, teams and parts of the organization. It has also taught me that leadership is not only about making decisions, but about creating currents across the organization so that people understand where we are going and how their work contributes to that direction. That is why I believe leadership is very much about connection. Connecting people, ideas, and capabilities around a shared purpose.
speaker-0: I like that point about creating currents across the organization because you're right, people do tend to move together. They move when they can see a purpose. And so if it's okay with you, I think I will pinch your words about creating currents across an organization because I think that's a really powerful way to describe what we are trying to achieve with direction of purpose. A lot of people get leadership wrong. In your views, what are some of the misconceptions you have encountered in leadership and how would you challenge them?
speaker-1: As I said before, one common misconception is that a leader must know more than everyone else. I do not believe that. A leader does not need to be the expert in every subject. They need to identify expertise, bring the right people together and make short decisions and make sure that decisions are made with the best possible information. Another misconception comes from more traditional leadership models. ⁓ where authority and control were sometimes confused with leadership. Sometimes it also means thinking that the leader should be the most visible person in every meeting or the one who speaks the most. I do not think that is necessarily good leadership. Of course leaders need to make decisions and take responsibility, but real leadership is not about occupying all the space. It is about creating alignment, explaining the why, setting clear priorities and making sure people understand how they work contributes to a bigger picture. For me, the best way to challenge those misconceptions is, as we said, is through consistency. If you want people to trust you, collaborate and take ownership, your behavior has to show that every day.
speaker-0: That point you made about consistency, I think, is very powerful. But also that point about not having to be the person who says everything. Less is more, right? If you say less in the position, just because you're a leader, you don't need to fill the space with noise. I think you're more effective. So I agree completely. So this next one then is sometimes a tricky balance to strike. Some people find it difficult to be assertive and empathetic. So how do you make a balance between empathy and assertiveness?
speaker-1: I do not think assertiveness and empathy are opposites. I think they strengthen each other. I think that as a leader you you need to make a decision, set priorities and be clear about what is expected. But clarity does not have to be called. And empathy does not mean avoiding difficult conversations. For me, being approachable means people feel they can speak openly with you. even when the conversations are not easy. It means listening first, trying to understand different perspectives, and then being honest and transparent about the decision. At the same time, I do not believe leadership is about trying to please everyone. Sometimes you have to make decisions that are not the most popular or that go against current trends. Because you genuinely believe they are the right ones for the business and for the people. Of course that also means accepting that you will not always be right. Leaders make mistakes. What matters is being willing to listen, learn and adjust when necessary.
speaker-0: One point that you've touched on that I I'd love to bring out, which is being everybody's friend. Particularly as we move up in an organization and we are friends with our colleagues and our teammates, and then one person becomes a leader in that team, it's a difficult transition to not stop being people's friend, but to balance the friendship that you have with, as you say, sometimes difficult leadership decisions that won't necessarily be popular with everybody. And I think that transition is a really interesting one to observe. And it's something people find difficult in that transition. So if we think then to difficulty in in leadership and challenges, I know you've listed a number of leadership qualities already. Which qualities have been most helpful for you when you've faced challenges?
speaker-1: I try to stay practical, understand the problems, focus on what really matters, involve the right people, and communicate clearly. When there is uncertainty, people need to know what we are doing, why we are doing it, and what role they can play. Humility is also important. In difficult moments, you cannot assume that you always have the right answer. Well, I said this many times. You need to listen carefully, ask for help when needed, and be open to adjusting your view as new information comes in. And trust goes both ways. Challenges are much easier to manage when people feel informed, involved and supported. You also need to trust the team, their judgment, their experience and their ability to respond together. And while and also when possible, a sense of humor helps. To not to mis minimize the challenge, but to release tension, keep ⁓ perspective and remind everyone that we are humans.
speaker-0: I love that last point, particularly about humour. As a naturally unfunny man, I often wish I had more ability to make jokes in certain difficult situations, because as you say, it sort of diffuses a turkey point. You mentioned humility, we mentioned empathy. If we sort of extend that a little bit further to vulnerability, what role does vulnerability play in effective leadership? And if you've got an example or two that you could share with us that shows where vulnerability has helped you lead better, that would be great.
speaker-1: As I mentioned before, I do not believe leadership is about having all the answers or trying to appear perfect. For me, vulnerability is closely connected to honesty and self-awareness. People may sometimes have certain assumptions about you before they really know you, or how you work, or what you contribute to the firm. And I have learned that the best way to respond to that is not by trying to prove something with words, but By being consistent, working hard, ⁓ listening and earning trust over time. Vulnerability also means accepting that expectations may be high and that you still have to build your own credibility through your actions. When you are open about what you know and what you do not know, you create a space for others to contribute. And in my experience that leads to better conversations, better decisions and a stronger sense of shared responsibility. It also shows the team that asking for help is not a weakness. It is part of doing things properly.
speaker-0: That one I think is a difficult lesson for people to learn. I I know I struggled in my early career, if I asked for help, I was raised to ask for help at home when I needed it. But in the workplace there's an extra pressure sometimes to look like you have everything contained, to look like you're on top of things. And to go to your boss or your colleague and say, I don't know this, can you help me? is sometimes more difficult than it needs to be. So I would particularly like that example. Having Being to your firm, having met a number of your colleagues and had the opportunity to work with you as well, I know that you've got such a great culture in your business. How did you foster a culture of innovation and trust in your team and in the wider business?
speaker-1: I think innovation and trust are closely connected. People with not propose new ideas challenge the way things are done or take initiative if they don't feel trusted. For me, trust is built through consistency, transparency and respect. People need to feel that they can share ideas, ask questions and and raise concerns without fear. In a professional service firm, innovation is not always about big disruptive changes. Very often it is about finding better ways to work, proving how we serve clients, using technology more efficiently, and being open to questioning habits that may no longer add value to the company. I try to encourage a culture where people understand that their contribution matters. When teams feel trusted and supported, they are more willing to speak up. Test ⁓ new ideas and look for better ways to serve clients and the organization. And well, again, it comes back to coherence. If you say you want innovation, you have to create the conditions for it. ⁓ listening, giving space, accepting that not every idea will work, and ⁓ recognizing the people who try to move things forward.
speaker-0: We can all point, can't we, to a good leader. We can all say that person is a good leader, she's brilliant at leading or he's a really inspirational leader. We can feel it. But how do you measure success as a leader?
speaker-1: Well, I measure success not only by results, but by how those results are achieved. Strong leadership should create sustainable progress, not just short term outcomes. For me, success means to have a team that works well together, understands that direction and feels responsible for the project. It means people are growing, taking ownership and contributing with confidence. I also think success is when the organisation becomes stronger, more connected and more capable of making good decisions without everything depending on just one person. Ultimately, success is not about being indispensable. It is about helping build a firm that is clear in its direction, strong in its culture, and confident in its people.
speaker-0: That point you made just now about leaders, ⁓ they don't have to be indispensable. I like that one a lot. And I was taught in terms of leadership, if you build your team around you to such a an extent and you empower them, if you were to step out of that situation, the team would carry on running without too much difficulty. And I think that's in my mind at least a good position to be in as a leader where you say, Well, I'm building everybody around me so that I don't need to then be part of that picture. I am dispensable. And I think if we've got that, then our team is very robust. So I share your views. Now we talked earlier about how leaders are built and how you develop yourself as a leader. What are some of the habits or daily practices that you have found most beneficial to help you stay effective as a leader?
speaker-1: As I mentioned before, I do not believe leadership is about trying to please everyone. Difficult decisions are part of the role, and sometimes you have to make choices that not everyone will immediately agree with. My approach is to be responsible, fair, and transparent. I try to gather the necessary information, listen to the people involved, and understand the possible impact before deciding. But once the decision is made, I think it is important to explain the reasoning clearly and take responsibility for it. For me, the key is not whether everyone agrees with the decision, the key is whether the decision has been made with honesty, consistency and respect, and with a clear focus on what is best for the team, the clients and the organisation.
speaker-0: So then I'd love to draw our conversation to a close with what I think is probably the toughest question of the lot. So I've really enjoyed our conversation so far, Ignacy. So if you were to leave us with some advice, what advice would you give to somebody stepping into a leadership role for the first time?
speaker-1: I'm a very young leader, so I don't know if I can give some advice, but what I would say, I would probably tell them not to put too much pressure on themselves to prove everything on day one. When you step into a leadership role, it is easy to think you need to have all the answers or that you need to earn everyone's respect immediately. And in my experience, that is not how it works. Trust takes time and so does becoming a a leader. Take the time to understand the people around you. Listen more than you speak at the beginning. Ask questions, be curious, and do not be afraid to say I don't know when you really don't. People value honesty much more than pretending to have all the answers. To make mistakes is part of most journeys. And leadership isn't an exception, but how you respond to them hits what really matters, as well as what you learn from them and whether you keep showing up with the same commitment and integrity. Finally, well, I believe that leadership is something you keep learning throughout your career, through every experience, every difficult decision, and above all, through the people you work with. If you are willing to listen, reflect and keep growing, the people around you, you will help make you a better leader.
speaker-0: So many good pieces of advice in there, Ignasi. It feels bad just to pick out one. But that one you started with in terms of taking pressure off yourself, all were great pieces of advice. But that taking pressure off yourself is, I think, an excellent one. It's hard to do, isn't it? Because, you know, we are in that position of leadership and we put ourselves under scrutiny. We put ourselves under the microscope and we think we can't make ⁓ a mistake. We think we must have the answers. And be able to take that out, take it off our shoulders, I think is is really important. And then we have more space and time. To do the other things you suggested, to listen and to learn, to develop ourselves and be open minded and ⁓ and and ask questions. So I'm so sorry that we have to cut short our conversation. I know we could talk much longer about leadership. But Ignasi, thank you so much for your time today and for sharing your your insights. You are a young leader, but you have already reached a very high level of leadership already in your career. So it's been great hearing your thoughts.
speaker-1: Thank you very much and well and see you soon.
speaker-0: Thank you, Ignacy. So that was Agnacy talking to us about his views on leadership. Join us for the next one in our Leadership Podcast. Thank you for tuning in to the Morrison Global Podcast. We hope today's episode sparked new ideas, broadened your thinking, and offered a fresh perspective. Don't forget to subscribe, share, and stay with us as we continue exploring the insights and stories shaping our world. Until next time, stay curious, stay inspired, and keep the conversations going.
speaker-1: Well yeah, I'm Ignacy Contreras. I'm a partner of Favincla, that is a member firm of Morrison Global in Spain. I'm here to talk about leadership.
speaker-0: It's great to have you with us. I'm particularly excited for our conversation today because you have been leading your firm through quite a big transition over the last 10 years or so. Your strategy has been evolving into the firm you are today. So a lot of leadership opportunities for us to learn from with your guidance. If I can start the conversation with ⁓ your views of leadership today, how would you define leadership in today's world and perhaps how has that changed over your career?
speaker-1: Well for me, ⁓ leadership today is less about having all the answers and more about helping people to do their best work. Also recognizing that people are much more than the work they do. It is about creating an environment where people feel trusted, listened to and encouraged to contribute. When I started my career, the leadership model in Spain was quite different than now. It was Often more focused on expertise, ⁓ authority, and having the having the right answers. Early in my career, I also understood leadership in that way, something closely linked to technical knowledge and experience. But ⁓ over time I have come to realize that leadership is much more about asking the right questions. listening carefully and bringing out the best in others and less about having all the answers.
speaker-0: I really like that. And it's been a theme that I've heard across the other episodes of this leadership programme that the technical skills used to make the difference with leadership. But now, as you say, it is much wider than that. And recognizing people are much more broad than just the role that they do is really important. So with that in mind, Ignacy, how would you describe your leadership style?
speaker-1: Well, I would describe my leadership style as approachable, also collaborative and based on trust. My role is not to control every detail, but to make sure that the right people are involved, that the communication flows and that obstacles are removed when necessary. I value technical excellence, but also attitude, commitment, and the ability to work together. I like people to know they can come to me. whether they need to discuss a strategic decision, solve a problem, or simply share an idea. I think that the best conversations are often the informal ones, and I believe leaders need to be present and accessible. Of course technical excellence matters, but attitude, generosity and the ability to work as one team are often an even better starting point.
speaker-0: And I think that resonates particularly strongly because it's exactly how I've experienced you. When we have had conversations, when we've worked together over my time in Morrison, you have been exactly as you described, very open minded, approachable, and your thinking is very broad. As a person who's experienced your leadership style, I can definitely corroborate that view that you have. So then tell me, what do you think are the characteristics of a great leader?
speaker-1: I think a great leader combines vision also with ⁓ humility. A great leader needs to set a direction, make decisions and take ⁓ responsibility, especially in difficult moments. However, humility also means knowing how to listen, asking for help when needed, and recognizing that the best ideas often come from the people around them. People need to know what to expect. from you. They need to feel that you are present, that you will support them when things are difficult, and that you will give honest and constructive feedback. I also think that a great leader inspires and also creates confidence, not by having all the answers, as I said, but because they bring calm, clarity and trust to the team. So leadership is not about being the most visible person in the room. It is about helping the whole team work better, grow stronger and move forward together.
speaker-0: I think that's a really powerful message, Ignacy, isn't it? That leaders bring people together. They're not the person, as you say, that is with all of the answers. They are the person that finds the answers in the team around them and and through that that definitely builds trust in the direction of the way forward. So then what's your views on whether leaders are born or whether leaders are built?
speaker-1: I believe leaders are are built. It's true that ⁓ while some people may naturally have certain qualities such as confidence, communication skills, or initiative, ⁓ but real leadership develops through experience, ⁓ mistakes, responsibility, and self awareness. I think that you become a better leader when you go through difficult situations, when you have to make decisions without having all the information and when you understand the impact your decisions have on on other people. Also for me, leadership is a continuous learning process. It requires the willingness to improve, adapt, and understand people better. It also requires accepting that you will not always be right, that you need different perspectives around you, and that your role is to serve the team and the organization, not your own ego. Above all, leadership has to be consistent. It cannot just be about words or good intentions. People quickly see whether what you say matches what you do. That coherence is what builds real trust.
speaker-0: That consistency, I agree, is so important. You can't fake it. You can maybe turn up and pretend for a short time, but people, as you say, will see and feel the difference if you're not consistent in what you've said. I agree with you completely. I definitely think leaders are built you're right, some come with natural characteristics, but it is something we work at, it's a muscle that we develop, it's a craft that we hone. So then what If anything has ⁓ shaped or changed your approach to leadership. I know we've touched on some points of how technical capability was the thing years ago, but now isn't. So what shaped your ⁓ your leadership approach?
speaker-1: One of the things that has most shaped my approach to leadership is moving from being responsible for a specific area or team to thinking about the firm as a whole. When you lead a team, you are very close to the work, to the clients, and to the immediate decisions. That gives you a very valuable perspective. But as your responsibilities grow, you also need to step back. And understand how every decision affects different people, teams and parts of the organization. It has also taught me that leadership is not only about making decisions, but about creating currents across the organization so that people understand where we are going and how their work contributes to that direction. That is why I believe leadership is very much about connection. Connecting people, ideas, and capabilities around a shared purpose.
speaker-0: I like that point about creating currents across the organization because you're right, people do tend to move together. They move when they can see a purpose. And so if it's okay with you, I think I will pinch your words about creating currents across an organization because I think that's a really powerful way to describe what we are trying to achieve with direction of purpose. A lot of people get leadership wrong. In your views, what are some of the misconceptions you have encountered in leadership and how would you challenge them?
speaker-1: As I said before, one common misconception is that a leader must know more than everyone else. I do not believe that. A leader does not need to be the expert in every subject. They need to identify expertise, bring the right people together and make short decisions and make sure that decisions are made with the best possible information. Another misconception comes from more traditional leadership models. ⁓ where authority and control were sometimes confused with leadership. Sometimes it also means thinking that the leader should be the most visible person in every meeting or the one who speaks the most. I do not think that is necessarily good leadership. Of course leaders need to make decisions and take responsibility, but real leadership is not about occupying all the space. It is about creating alignment, explaining the why, setting clear priorities and making sure people understand how they work contributes to a bigger picture. For me, the best way to challenge those misconceptions is, as we said, is through consistency. If you want people to trust you, collaborate and take ownership, your behavior has to show that every day.
speaker-0: That point you made about consistency, I think, is very powerful. But also that point about not having to be the person who says everything. Less is more, right? If you say less in the position, just because you're a leader, you don't need to fill the space with noise. I think you're more effective. So I agree completely. So this next one then is sometimes a tricky balance to strike. Some people find it difficult to be assertive and empathetic. So how do you make a balance between empathy and assertiveness?
speaker-1: I do not think assertiveness and empathy are opposites. I think they strengthen each other. I think that as a leader you you need to make a decision, set priorities and be clear about what is expected. But clarity does not have to be called. And empathy does not mean avoiding difficult conversations. For me, being approachable means people feel they can speak openly with you. even when the conversations are not easy. It means listening first, trying to understand different perspectives, and then being honest and transparent about the decision. At the same time, I do not believe leadership is about trying to please everyone. Sometimes you have to make decisions that are not the most popular or that go against current trends. Because you genuinely believe they are the right ones for the business and for the people. Of course that also means accepting that you will not always be right. Leaders make mistakes. What matters is being willing to listen, learn and adjust when necessary.
speaker-0: One point that you've touched on that I I'd love to bring out, which is being everybody's friend. Particularly as we move up in an organization and we are friends with our colleagues and our teammates, and then one person becomes a leader in that team, it's a difficult transition to not stop being people's friend, but to balance the friendship that you have with, as you say, sometimes difficult leadership decisions that won't necessarily be popular with everybody. And I think that transition is a really interesting one to observe. And it's something people find difficult in that transition. So if we think then to difficulty in in leadership and challenges, I know you've listed a number of leadership qualities already. Which qualities have been most helpful for you when you've faced challenges?
speaker-1: I try to stay practical, understand the problems, focus on what really matters, involve the right people, and communicate clearly. When there is uncertainty, people need to know what we are doing, why we are doing it, and what role they can play. Humility is also important. In difficult moments, you cannot assume that you always have the right answer. Well, I said this many times. You need to listen carefully, ask for help when needed, and be open to adjusting your view as new information comes in. And trust goes both ways. Challenges are much easier to manage when people feel informed, involved and supported. You also need to trust the team, their judgment, their experience and their ability to respond together. And while and also when possible, a sense of humor helps. To not to mis minimize the challenge, but to release tension, keep ⁓ perspective and remind everyone that we are humans.
speaker-0: I love that last point, particularly about humour. As a naturally unfunny man, I often wish I had more ability to make jokes in certain difficult situations, because as you say, it sort of diffuses a turkey point. You mentioned humility, we mentioned empathy. If we sort of extend that a little bit further to vulnerability, what role does vulnerability play in effective leadership? And if you've got an example or two that you could share with us that shows where vulnerability has helped you lead better, that would be great.
speaker-1: As I mentioned before, I do not believe leadership is about having all the answers or trying to appear perfect. For me, vulnerability is closely connected to honesty and self-awareness. People may sometimes have certain assumptions about you before they really know you, or how you work, or what you contribute to the firm. And I have learned that the best way to respond to that is not by trying to prove something with words, but By being consistent, working hard, ⁓ listening and earning trust over time. Vulnerability also means accepting that expectations may be high and that you still have to build your own credibility through your actions. When you are open about what you know and what you do not know, you create a space for others to contribute. And in my experience that leads to better conversations, better decisions and a stronger sense of shared responsibility. It also shows the team that asking for help is not a weakness. It is part of doing things properly.
speaker-0: That one I think is a difficult lesson for people to learn. I I know I struggled in my early career, if I asked for help, I was raised to ask for help at home when I needed it. But in the workplace there's an extra pressure sometimes to look like you have everything contained, to look like you're on top of things. And to go to your boss or your colleague and say, I don't know this, can you help me? is sometimes more difficult than it needs to be. So I would particularly like that example. Having Being to your firm, having met a number of your colleagues and had the opportunity to work with you as well, I know that you've got such a great culture in your business. How did you foster a culture of innovation and trust in your team and in the wider business?
speaker-1: I think innovation and trust are closely connected. People with not propose new ideas challenge the way things are done or take initiative if they don't feel trusted. For me, trust is built through consistency, transparency and respect. People need to feel that they can share ideas, ask questions and and raise concerns without fear. In a professional service firm, innovation is not always about big disruptive changes. Very often it is about finding better ways to work, proving how we serve clients, using technology more efficiently, and being open to questioning habits that may no longer add value to the company. I try to encourage a culture where people understand that their contribution matters. When teams feel trusted and supported, they are more willing to speak up. Test ⁓ new ideas and look for better ways to serve clients and the organization. And well, again, it comes back to coherence. If you say you want innovation, you have to create the conditions for it. ⁓ listening, giving space, accepting that not every idea will work, and ⁓ recognizing the people who try to move things forward.
speaker-0: We can all point, can't we, to a good leader. We can all say that person is a good leader, she's brilliant at leading or he's a really inspirational leader. We can feel it. But how do you measure success as a leader?
speaker-1: Well, I measure success not only by results, but by how those results are achieved. Strong leadership should create sustainable progress, not just short term outcomes. For me, success means to have a team that works well together, understands that direction and feels responsible for the project. It means people are growing, taking ownership and contributing with confidence. I also think success is when the organisation becomes stronger, more connected and more capable of making good decisions without everything depending on just one person. Ultimately, success is not about being indispensable. It is about helping build a firm that is clear in its direction, strong in its culture, and confident in its people.
speaker-0: That point you made just now about leaders, ⁓ they don't have to be indispensable. I like that one a lot. And I was taught in terms of leadership, if you build your team around you to such a an extent and you empower them, if you were to step out of that situation, the team would carry on running without too much difficulty. And I think that's in my mind at least a good position to be in as a leader where you say, Well, I'm building everybody around me so that I don't need to then be part of that picture. I am dispensable. And I think if we've got that, then our team is very robust. So I share your views. Now we talked earlier about how leaders are built and how you develop yourself as a leader. What are some of the habits or daily practices that you have found most beneficial to help you stay effective as a leader?
speaker-1: As I mentioned before, I do not believe leadership is about trying to please everyone. Difficult decisions are part of the role, and sometimes you have to make choices that not everyone will immediately agree with. My approach is to be responsible, fair, and transparent. I try to gather the necessary information, listen to the people involved, and understand the possible impact before deciding. But once the decision is made, I think it is important to explain the reasoning clearly and take responsibility for it. For me, the key is not whether everyone agrees with the decision, the key is whether the decision has been made with honesty, consistency and respect, and with a clear focus on what is best for the team, the clients and the organisation.
speaker-0: So then I'd love to draw our conversation to a close with what I think is probably the toughest question of the lot. So I've really enjoyed our conversation so far, Ignacy. So if you were to leave us with some advice, what advice would you give to somebody stepping into a leadership role for the first time?
speaker-1: I'm a very young leader, so I don't know if I can give some advice, but what I would say, I would probably tell them not to put too much pressure on themselves to prove everything on day one. When you step into a leadership role, it is easy to think you need to have all the answers or that you need to earn everyone's respect immediately. And in my experience, that is not how it works. Trust takes time and so does becoming a a leader. Take the time to understand the people around you. Listen more than you speak at the beginning. Ask questions, be curious, and do not be afraid to say I don't know when you really don't. People value honesty much more than pretending to have all the answers. To make mistakes is part of most journeys. And leadership isn't an exception, but how you respond to them hits what really matters, as well as what you learn from them and whether you keep showing up with the same commitment and integrity. Finally, well, I believe that leadership is something you keep learning throughout your career, through every experience, every difficult decision, and above all, through the people you work with. If you are willing to listen, reflect and keep growing, the people around you, you will help make you a better leader.
speaker-0: So many good pieces of advice in there, Ignasi. It feels bad just to pick out one. But that one you started with in terms of taking pressure off yourself, all were great pieces of advice. But that taking pressure off yourself is, I think, an excellent one. It's hard to do, isn't it? Because, you know, we are in that position of leadership and we put ourselves under scrutiny. We put ourselves under the microscope and we think we can't make ⁓ a mistake. We think we must have the answers. And be able to take that out, take it off our shoulders, I think is is really important. And then we have more space and time. To do the other things you suggested, to listen and to learn, to develop ourselves and be open minded and ⁓ and and ask questions. So I'm so sorry that we have to cut short our conversation. I know we could talk much longer about leadership. But Ignasi, thank you so much for your time today and for sharing your your insights. You are a young leader, but you have already reached a very high level of leadership already in your career. So it's been great hearing your thoughts.
speaker-1: Thank you very much and well and see you soon.
speaker-0: Thank you, Ignacy. So that was Agnacy talking to us about his views on leadership. Join us for the next one in our Leadership Podcast. Thank you for tuning in to the Morrison Global Podcast. We hope today's episode sparked new ideas, broadened your thinking, and offered a fresh perspective. Don't forget to subscribe, share, and stay with us as we continue exploring the insights and stories shaping our world. Until next time, stay curious, stay inspired, and keep the conversations going.
