Name: Gemma Rubio Rodrigo

Title: Founder

Organisation: Define The Fine

Gemma Rubio Rodrigo is a visionary strategist with a deep understanding of communication strategy, neuroscience, and neuromarketing. As the founder of Define The Fine and a founding member of the EduEmer Chair (University Pablo de Olavide in Seville), Gemma merges expertise from diverse fields to create transformative solutions for global brands. With over 20 years of experience, Gemma empowers visionary organizations by fostering lasting connections that drive sustainable growth and ongoing innovation.

Gemma shapes brand narratives, elevates organizational culture, and influences consumer behavior. Her strategic guidance enables organizations to achieve their goals and surpass expectations, making a significant impact in their respective fields and communities.

At Define The Fine, Gemma spearheads projects for international clients in both Spanish and English, focusing on communication, neuromarketing, and economic behavior. She cultivates her clients' ideas, assists entrepreneurs in forging robust brands, and establishes more impactful communication with their customers and brands. Gemma also imparts her wealth of knowledge by teaching Neuromarketing & Communication to master's students and entrepreneurs across various business schools.

Gemma's commitment to excellence and her visionary approach make her a true standout in her field. Her awards include: Role Model Women in Tech 2019 #WiTNL (The Netherlands) Finalist Wintrade 2020 Awards - Category: Women in Marketing, Advertising & PR (England) Special Mention OpenExpo Europe 2023 - Startup Ecosystem (Spain) Título de Mujer Lider 2023 - Mujeres Lideres de las Américas y Fundación CD (Spain) Best Startup Mentor - Impact Leadership Global Award 2024 (Dubai) Woman Leader in Corporate Communications Global Women Leadership Awards 2024 (Dubai) Global Woman Power Leader 2024 - White Page International (Dubai) Best marketing and media 2024 - Middle East Excellence Summit (Dubai)

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

We’ve gone through the interviews and asked the best of the best to come back and answer 7 MORE Questions on Leadership.

I hope Gemma's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. As a leader, how do you build trust with employees, customers and other stakeholders?

I believe in building trust through openness, consistency, and empathy. I always aim to communicate transparently, providing clear direction and actively listening to everyone I work with. Involving them in decision-making is key – it shows that I value their input. I also make sure we maintain high standards of excellence, which demonstrates that I trust them to deliver, and they can trust me to support them.

With customers, trust is built by delivering on promises and understanding their needs. I focus on creating meaningful relationships by anticipating challenges and offering innovative solutions that genuinely benefit them. They can think of us as an extension of their team, and I believe being human and relatable strengthens those connections even further. If from the beginning both sides are clear on what’s wanted, the objectives, and how to approach things, it makes everything easier for everyone involved.

Trust comes down to consistency. By staying true to my values and leading by example, I create an environment where everyone feels confident in the direction we’re heading and motivated to give their best.

2. What do 'VISION' and 'MISSION' mean to you? And what does it actually look like to use them in real-world business?

I believe that vision and mission are foundational to a business, but I see them as part of something bigger. For me, the personality of a company is key. I approach it as if the company were a person, defining its virtues, strengths, goals, and the way it acts. It’s about building a deeper understanding of who we are as a company – what drives us, how we communicate, and how we relate to others.

The vision is still important, as it gives us direction and inspires us to reach new heights. Similarly, the mission helps define the practical steps to get there, focusing on the value we deliver. But by truly defining the company’s personality (Company Persona), we take it a step further. It’s not just about where we’re going or how we get there – it’s about understanding who we are and why we do what we do. This deeper understanding allows everyone in the company to be aligned and clear about the journey, ensuring we communicate consistently both internally and with our clients.

When everyone understands the personality of the business, it shapes every interaction and decision. It helps create a unified culture and strong relationships with our clients, where the values and the way we work are clear and transparent. Defining the company’s personality is at the heart of everything we do, and it makes everything, from team dynamics to customer relationships, more authentic and meaningful.

3. How can a leader empower the people they're leading?

I believe that empowering people comes from trust, clarity, and encouragement. A leader should first create an environment where everyone feels safe to share their ideas and take risks. When people feel heard and valued, they are more likely to contribute their best work.

Empowerment also comes from providing clarity. When the company's persona, vision, mission, and objectives are clearly communicated, everyone knows where they’re going and how they can contribute. This gives them the confidence to act and make decisions that align with the overall goals of the company.

I also believe that to lead, you need to be humble and vulnerable. It’s important to show the team that you’re not invincible, that you, too, have your challenges. When they see that you’re human, they feel empowered to be themselves and take ownership of their role. Leading with humility and vulnerability creates a culture where people feel safe to grow, take risks, and make decisions confidently.

Empowerment is about being a support system. It’s about being there for your team, guiding them when needed, but also giving them the freedom to shine on their own. By fostering an environment of trust, clarity, and support, a leader can truly empower their team.

4. Who are some of the coaches or mentors in your life who have had a positive influence on your leadership? Can you please tell a meaningful story about one of them?

I don’t have formal mentors or coaches, but I do have a few advisors in my life who have had a significant impact on my leadership. These are people who know me well, understand my strengths and areas for growth, and offer advice when I lose focus or need a different perspective. Their insights are incredibly valuable to me, as they help me stay aligned with my vision and goals.

For example, Gonzalo is someone I turn to when I’m feeling overwhelmed or unsure about a decision. He has a unique ability to transmit calm and confidence, helping me regain control and take the reins when things feel uncertain. His advice always brings me back to what matters most, teaching me to focus on the bigger picture, especially in times of doubt. He’s been instrumental in keeping me grounded and reminding me to trust in my values and the people around me.

In addition, I follow several influential figures online, such as Richard Branson, Joe Dispenza, and Dan Martell, among others. These figures challenge and inspire me, offering valuable insights that I apply to both my personal and professional life. Their perspectives keep me learning and growing, reminding me that leadership is an ongoing journey of improvement.

5. Leadership is often more about what you DON'T do. How do you maintain focus in your role?

I believe that maintaining focus as a leader is crucial, and it’s something I take very seriously. To me, leadership is about knowing what to prioritize and what not to get distracted by. It’s easy to get caught up in the day-to-day tasks, but I focus on what truly drives the business forward and aligns with our core goals.

To help me stay focused, I keep everything updated in my calendar – personal, professional, and even family-related tasks. Every Sunday afternoon, I review the upcoming week’s calendar to get a first look and mentally organize myself. I then check the calendar again each morning and jot down the most urgent tasks in a notebook, focusing on what absolutely needs to be done. This system helps me stay on track and ensures I don’t forget what’s important.

I start my day in a very relaxed way, as I’ve learned that this sets the tone for a more productive day. I wake up with enough time to meditate, have a peaceful breakfast, and read a little before diving into work. I’ve found that when I begin the day this way, I’m far more productive than if I rush through it without that quiet time for myself.

I believe in maintaining a balance and stepping back when needed. I try to regularly take time to reflect and reset my focus, ensuring I’m aligned with our objectives and that I’m guiding the company in the right direction.

6. If you fail to plan, you plan to fail. Everyone plans differently. How do you plan for the week, month and years ahead in your role?

I believe in the importance of planning and structure. Planning is a way to bring clarity and direction to everything I do. I make sure to plan my week and month while remaining flexible enough to adapt when necessary.

As I’ve mentioned previously, the use of my calendar is a key element in my planning process. From weekly planning to daily tasks, and even for long-term objectives, I rely on my calendar to stay on track. I also ensure that I schedule time for reflection and make adjustments as needed.

For long-term planning, I have a clear idea of where I want to go, but I try not to plan more than six months ahead. We live in such a dynamic world that flexibility is essential. Even though the goal remains the same, the path to get there can shift depending on various factors. Having those gaps in my schedule allows me to adjust and redirect my focus when necessary, ensuring I stay aligned with the bigger picture.

Ultimately, my planning process is about balance – setting clear goals while leaving room for reflection and adjustments when necessary.

7. What advice would you give to a young leader who is struggling to delegate effectively?

I believe that delegation is one of the most important skills for a leader, but it can be tough, especially when you're still figuring it out. My advice would be to start by trusting your team and recognising that they bring valuable skills and perspectives to the table. It's easy to feel like you have to do everything yourself, but that can lead to burnout and missed opportunities.

Start small by delegating tasks that you feel comfortable letting go of. It’s important to remember that delegating doesn’t mean abandoning responsibility – you’re still guiding and overseeing the process. Communication is key. Make sure you clearly explain what needs to be done, why it's important, and give the person the space to take ownership.

If your struggle comes from worrying that the task won’t be done properly or that it won’t reflect the essence of your company, I’d recommend documenting your processes. I have a document outlining the personality of my company, another with the voice of my brand, and I create videos explaining how and why certain tasks are done the way they are. This approach frees up time from constant explanations and ensures the person you’re delegating to has all the necessary information. They can refer to it as many times as they need, making it easier for them to align with your vision.

Also, be patient with yourself. Delegating is a process, and you’ll get better at it over time. I’d also encourage young leaders to reflect on why they might be struggling to delegate. Identifying the root cause will help you address it.

Remember that empowering your team to take ownership of tasks actually frees you up to focus on the bigger picture, which ultimately makes you a more effective leader, and as I have read recently, “Great leaders are not the best at everything. They find people who are the best at different things and get them all in the same team.”