“You have a leadership profile” — I’ve heard this phrase directed at me many times.
Since the beginning of my professional life, through many stumbles and missteps, I have led teams with the most diverse types of responsibilities. I have held positions ranging from Head of Art Direction to CEO, and currently, I find myself facing the challenges of design operations. Yet, I can still say that I know little about leadership.
A Turbulent Start
When I found myself in the position of CEO of a modest digital agency in Uberlândia (my city), my goal seemed quite clear: I needed results, and only then would the company take off. I went through a tough transition, moving from being an art director to being the person my colleagues would now call “boss.” The spirit of leadership wasn’t going to help me much there, and I painfully learned the need to develop several behavioral skills.
I was so used to doing things my own way, which often yielded good results. So, I believed that if I implemented my way of working, everything would go smoothly. The result? Stress, frustration, and low productivity. I created a true The Walking Dead scenario in the agency, with unmotivated and disengaged employees. It was only after listening to everyone, one by one, that I managed to defeat the zombie army and implement a more humanized management approach.
New Leadership, New Lessons
At cVortex, when the opportunity for leadership came knocking, I already had a slight idea of what not to do, but I had no clue about the size of the challenge ahead. Even though the design team is small, it is constantly impacted by decisions from all other departments, forcing me to look not only at design operations but also to understand the entire context in which those employees are embedded.
One of the biggest lessons I’ve learned is this: you must abandon a unilateral view if you want to make more assertive decisions. This broader perception even allows for the predictability of certain events and prepares the team for them.
I’ve always heard that, as a leader, you are ahead of the team, and today, I completely disagree with that statement. As a leader, you should be beside the team and, at times, even behind them. A leader is a facilitator who cares for the team’s well-being, both professionally and personally. That’s why empathy is an essential skill.
I also abandoned the belief that a leader must deliver results. Instead, we should pave the way, ensuring an efficient and well-absorbed culture so that the team can achieve those results. I spend 70% of my time thinking, “How can we simplify this?” and “What will the employee experience be like here?” The remaining 30% is focused on each individual’s profile: identifying the skills worth enhancing and those that need development. To achieve this, knowing people for who they truly are and building trust is crucial. And that’s only possible through communication and transparency.
One of the aspects I appreciate most about the design team’s culture is how naturally things are communicated—whether it’s a new idea, a suggestion, feedback, a concern, or even a request for help. This environment, where everyone feels safe, is also a reflection of the team’s maturity. If I want to maintain that, I must also be mindful of the type of professional I hire. Many times, I have rejected excellent résumés due to a lack of cultural fit.
I have read countless books and articles filled with formulas for good leadership. I wish this equation were simple, but we’re dealing with people—each with their own uniqueness—which makes the existence of an exact science impossible.
A suggestion from a leader in constant learning:
Take time to get to know your team members beyond their professional roles. Learn about their stories, expectations, struggles, and potential. You’ll be surprised at how much your perspective shifts and how many opportunities for improvement emerge around you.
Focus on their experience, ensure a healthy work environment, and you’ll have more engaged employees. And believe it or not: the bond with a leader tends to be much stronger than the bond with the company.