Name: Magaly Barroso

Title: HR/OD Consultant & Founder

Organisation: 1st Simple People Solutions

Strategic & Transformational Human Resources Professional with strong Empathy for people, offering years of evaluating corporate HR strategy and developing actionable solutions to meet objectives. Skilled in analyzing metrics to decipher pain points in employee retention, compensation structures, and benefits administration. Personable and committed with a passion for improving work culture.

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

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

Cheers,

Jonno White

1. What have you found most challenging as a leader?

As a leader, the most challenging aspect for me has consistently been navigating the responsibility of making decisions that directly impact individuals within the team. While it's a common part of leadership, it doesn't diminish the emotional weight that comes with it. I firmly believe that effective leadership involves leading with genuine empathy and placing people at the core of every decision.

When others claim that it becomes easier over time, I understand it in the context of acquiring and refining tactical skills. However, what often goes unsaid is that the emotional impact and the lingering sense of responsibility remain, making it a continuous challenge.

It's not about desensitizing oneself to the human aspect but rather about developing resilience to guide and support others through organizational decisions that may be beyond our control. Leadership, to me, is an ongoing journey of balancing practicality with compassion, and it's this delicate equilibrium that I find both challenging and rewarding.

2. How did you become a leader? Can you please briefly tell the story?

Becoming a leader was never a conscious goal for me; it unfolded organically. Early on, a mentor recognized qualities in me that I hadn't fully embraced. Taking me under their wing, they ignited a journey that led me to where I am today. What stood out, I believe, was my genuine passion for connecting with people.

Despite not fitting the conventional mold of a "people person," my approach centers around transparency. I've always been forthright about my intentions, wearing my experiences openly like pages of an unfiltered book. This commitment to honesty, while occasionally challenging, is a facet of myself I don't regret.

Contrary to the notion of leadership as a title-driven pursuit, I see it as a commitment to others. My mentor observed that people were drawn to me not because of any formal authority, but due to a foundation of trust that I naturally built. It's not about wielding power; it's about prioritizing others and responding in ways that resonate with them.

My leadership style centers on putting people first, acknowledging that the essence of leadership lies in trust, authenticity, and a genuine concern for those I lead.

3. How do you structure your work days from waking up to going to sleep?

Over the course of my career, my approach to structuring my workdays has undergone quite a transformation. In the early days, I was meticulous about planning, scheduling everything at least a week in advance, and regularly revisiting my calendar to ensure I met all work commitments. However, as the landscape of the companies I worked for evolved, my structured approach became overwhelming. The constant changes and doubling of meetings left me feeling burnt out and frustrated.

In an attempt to regain control, I took the initiative to train others on effective calendar usage, emphasizing the importance of agendas, meeting purposes, and pre-sharing materials for constructive feedback. While this provided a temporary solution, it wasn't sustainable in the long run.

A turning point for me was when I shifted my focus from scheduling around meetings to allocating dedicated time for actual work. By incorporating breaks, personal time, and setting a clear cut-off, I found a more balanced approach. This adjustment has made my calendar more flexible, and surprisingly, I feel more productive. Today, I prioritize not just meeting the needs of my work but also my own, resulting in a more sustainable and fulfilling workday structure.

4. What's a recent leadership lesson you've learned for the first time or been reminded of?

Navigating the complexities of leadership has always been a personal challenge for me, as I grapple with the weight of decisions that directly affect individuals within my team. I echo my earlier sentiments about the emotional aspect of leadership – it's not something that diminishes over time, despite the acquisition and refinement of tactical skills.

For me, effective leadership means leading with genuine empathy, placing people at the heart of every decision. While some may argue that it becomes easier with experience, I resonate with the idea that the emotional impact and sense of responsibility persist. It's not about desensitizing myself to the human aspect; rather, it's about developing resilience to guide and support others through organizational decisions that may be beyond our control.

The journey of leadership, in my view, is a continuous balancing act between practicality and compassion. This delicate equilibrium remains both challenging and rewarding, and it's what makes the leadership experience uniquely personal for me.

5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?

Throughout my leadership journey, I've been fortunate to draw inspiration from several impactful books rather than just one. Early in my career, "Who Moved My Cheese" revolutionized my approach to change management. This book fundamentally altered how I communicated about change and instilled in me a deeper understanding of how to drive meaningful transformations within a team or organization.

Another influential read for me was "Yes, And..." which significantly shaped my perspective on idea generation and brainstorming. Learning to reframe and build upon initial ideas has been a game-changer, fostering a more creative and collaborative environment.

As I navigated a more complex professional landscape, "The 4 Disciplines of Execution" became a cornerstone of my leadership philosophy. This book provided a structured framework that deeply influenced how my team operates, enhancing our effectiveness and fostering a culture of collaboration.

The list could go on, as various books have played unique roles in shaping my leadership success. Each one has contributed invaluable insights, collectively formed the tapestry of my leadership approach and made a profound impact on my journey.

6. If you could only give one piece of advice to a young leader, what would you say to them?

When reflecting on your journey as a young leader, I would wholeheartedly encourage you to embrace the power of authenticity and transparency. In a world often dominated by expectations and standards, staying true to your genuine self will not only cultivate trust among your team but also foster a unique leadership style that sets you apart.

Remember, authenticity isn't about perfection but rather about acknowledging your strengths, embracing your flaws, and continuously learning and growing. By being genuine, you create a space where your team feels comfortable doing the same, fostering a culture of openness and collaboration.

In the face of challenges, let your authenticity guide your decisions and actions. It's a compass that will navigate you through the complexities of leadership, helping you build meaningful connections and inspire others. Your authenticity is your greatest asset as a leader — cherish it, and nurture it.

7. What is one meaningful story that comes to mind from your time as a leader, so far?

One meaningful story that stands out from my time as a leader is from my early career as a retail operations manager. As I navigated the challenges of building and developing teams, I discovered a unique approach to fostering growth in each team member. Other department managers often approached me with employees they deemed "difficult to manage." While taking on these challenges, I experienced a phase of self-selected turnover, a dip before the eventual peak.

My leadership philosophy centered around the belief that everyone inherently desired success. I maintained transparency with team members facing development opportunities, providing them with the tools and resources needed for success. The choice to utilize these resources was theirs to make. Remarkably, those who opted not to embrace growth eventually chose to leave.

One particular department I entered was initially unproductive, met with resistance from the team. Leveraging authenticity and transparency, I witnessed a transformation in the department's productivity, leading to mutual success. I always emphasized, "Your success and failure are my success and failure. We share it."

To cut this story short, my journey eventually transitioned into a role in HR due to my successful development of people. A defining moment occurred when an employee, who had initially viewed me skeptically, approached me before leaving. In a surprising display of honesty, he admitted, "When you started to work here, I thought you were the wicked witch. Today, if I were to follow anyone else, it would have to be someone like you." I was deeply moved by this revelation and felt truly honored.

Upon leaving, I left behind a legacy of leaders. Many of those I mentored ascended to leadership roles with management titles, and witnessing their success filled me with immense pride.