Emotional Leadership archivos - Meritxell Obiols

AI Is not the challenge: The real challenge is how we use it as leaders

Amparo — Thu, 09 Apr 2026 10:17:34 +0000

Artificial intelligence, wellbeing, and emotional leadership in organizations

A few days ago, I had the pleasure of participating in the 4th Annual Work-Life Balance Conference, organized by Fundación Másfamilia at CaixaForum Madrid.

A necessary space to reflect on a reality that is no longer the future. It is the present.

The relationship between artificial intelligence, mental health, and leadership.

Beyond everything that was shared, there is one idea that clearly summarizes my perspective:

Artificial intelligence is not the challenge. The real challenge is how we choose to use it.

The question that changes the conversation

For years, we have been talking about artificial intelligence in terms of productivity, automation, and efficiency. And that matters.

But today, we need to ask a different question:

Not what AI can do, but what we must protect when we use it.

Because if there is something I consistently observe in my work with leaders and teams, it is this:

This is not a problem of capability.
This is a problem of wellbeing.

Teams that function, but are exhausted.
Professionals who perform, but are emotionally disconnected.
Organizations that do not understand why their talent wears out or leaves.

And this is not something that can be solved with technology alone.

What is happening: Data and human reality

The data is clear. Absenteeism has reached historic levels, and mental health has become one of the main causes of work incapacity.

But beyond the data, there is something even more important: these are not statistics, they are people.

Leaders overwhelmed, teams with accumulated emotional fatigue, organizations that do not know how to interpret what is happening to them.

And this is where artificial intelligence opens up a meaningful opportunity.

The opportunity: from reaction to prevention

AI can become a highly valuable tool for organizational wellbeing.

It allows us to detect signals that previously went unnoticed:

patterns of overload
hyperconnectivity
changes in team dynamics
early signs of burnout

In short, it allows us to move from a reactive model to a preventive one.

And this has enormous value.

Because emotional distress does not appear overnight. It builds gradually. Detecting it early allows us to intervene before the impact becomes greater.

The risk: the illusion of care

But alongside this opportunity, there is a risk that I consider especially relevant:

Confusing monitoring with caring.

Having data does not mean we are improving wellbeing. Measuring is not intervening. Detecting is not transforming.

When an organization measures wellbeing but does not act on its root causes, it creates something very dangerous: the illusion of care.

And people notice. Always.

They can tell whether technology is serving their wellbeing or becoming a tool for control. And that perception directly impacts trust, which is the foundation of any healthy environment.

AI is not neutral: it amplifies culture

One of the key points I shared during the conference is this:

AI is not neutral. It is an amplifier.

It amplifies the culture that already exists.

If an organization has a culture based on trust, care, and healthy leadership, AI can multiply that positive impact.

But if the culture is based on control, pressure, or distrust, technology can intensify those dynamics.

So the question is not whether AI is good or bad.

The question is: Is your organization emotionally and culturally prepared to use it?

Leadership: the piece that cannot be delegated

In this context, leadership becomes the critical variable.

AI can detect that a team is at risk.

But it cannot do what defines leadership:

open difficult conversations with sensitivity
create real psychological safety
provide emotional support in times of uncertainty
make ethical decisions when data is not enough

AI informs.
Leadership cares.

And that difference cannot be automated.

In fact, there is an idea that is becoming increasingly clear:

The more artificial intelligence we introduce into organizations, the more important emotional intelligence in leadership becomes.

The Ethical Question We Cannot Avoid

Before incorporating technology into wellbeing processes, organizations must ask themselves an essential question:

Not what we can measure, but what we should measure, and why.

Because not everything that is technically possible is ethically appropriate.

The difference between a tool that cares and a tool that controls is not defined by the algorithm.

It is defined by organizational intent.

And by the type of leadership that accompanies it.

An uncomfortable but necessary question for leaders

If you are introducing artificial intelligence into your organization, there is one question you should not avoid:

What are you really using it for?

Not from the official narrative, but from daily practice.

To better understand what is happening, or to control more?
To anticipate discomfort, or to justify decisions?
To care, or to measure?

Because technology does not define people’s experience.

The way we use it does.

And that use, ultimately, is a leadership decision.

Conclusion: efficiency or humanity

I am deeply optimistic about the potential of artificial intelligence to improve wellbeing in organizations.

It can help us detect earlier, intervene better, and prevent a great deal of unnecessary suffering.

But that potential only becomes reality when something already exists:
A culture oriented toward care, and leadership that assumes its emotional responsibility.

AI can be an excellent co-pilot, but the pilot is still human leadership.

Because, ultimately, this is more than a technological shift, it is an ethical responsibility.

AI can make organizations more efficient.
But only leadership can make them human.

Working with technology is inevitable. Learning how to lead in this context is not.

That is where true leadership development really begins.

La entrada AI Is not the challenge: The real challenge is how we use it as leaders se publicó primero en Meritxell Obiols.

From Ego to Purpose: The Inner Journey of the Mature Leader

Amparo — Wed, 18 Mar 2026 16:01:41 +0000

Self-awareness, meaning, and evolution in leadership

In the early stages of a professional career, leadership is often associated with achievement, recognition, and the need to prove one’s value. Advancing, making important decisions, and being seen as competent or influential are all part of that initial drive that pushes many people toward positions of responsibility.

Over time, however, some leaders discover that leadership is something more. Beyond visible success, a deeper question emerges: why do I lead?

That moment marks a significant transition. Leadership ceases to be focused solely on personal performance and begins to orient itself toward meaning, impact, and contribution. It is the shift from ego to purpose.

The Role of the Ego in the Early Stages of Leadership

The ego often carries a negative connotation, but in reality, it serves a necessary function in professional development. In the early stages of leadership, the desire to demonstrate capability, gain recognition, or achieve ambitious goals can be a powerful driving force.

The problem arises when leadership becomes stuck at that level—when the need for control, approval, or protagonism becomes the center from which decisions are made.

Leadership that is overly centered on the ego often manifests as:

difficulty delegating
resistance to acknowledging mistakes
a constant need for validation
limited openness to different perspectives

In these cases, leadership becomes more defensive than evolutionary.

Emotional Maturity: The Leader’s Turning Point

As a professional journey progresses, many leaders experience a turning point. Sometimes it comes after a major achievement, other times after a period of exhaustion, or even following a personal or professional crisis.

Suddenly, what once seemed sufficient no longer is. External recognition loses some of its motivating power, and a different kind of restlessness emerges: the desire for work to have deeper meaning.

It is at this point that leadership begins to transform. The focus shifts from individual performance to impact on people, teams, and the organization.

This transition is usually accompanied by greater emotional maturity. Leaders begin to observe themselves with more perspective, better understand their own motivations, and recognize that leadership is not only about directing, but also about creating meaning.

Leading from Purpose

Purpose-driven leadership does not mean giving up ambition or excellence. It means placing them within a broader framework.

A leader who connects with their purpose:

makes decisions with greater internal coherence
builds greater trust in their environment
conveys meaning in times of uncertainty
directs work toward something that transcends immediate results

Purpose acts as a compass. It does not eliminate the complexity of leadership, but it helps navigate it with greater clarity.

The Role of Self-Awareness in Leadership Maturity

The shift from ego to purpose does not happen automatically. It requires a process of personal reflection and self-awareness.

Throughout my experience working with executives, I have observed that leaders who move toward more mature leadership tend to ask themselves different questions than they did at the beginning of their careers.

Questions such as:

What kind of leader do I truly want to be?
What impact do I want to have on the people I work with?
What values do I want to guide my decisions?

These questions do not have quick answers, but they open a space of awareness that transforms the way leadership is exercised.

A Space for Self-Reflection

I invite you to pause for a moment and reflect on these questions:

What motivations have guided my leadership so far?
Which aspects of my work give me the greatest sense of contribution?
What kind of influence do I want to have on the people I work with through my attitude, actions, and decisions?
If I look at my path ten years from now, what kind of leader do I want to have been?

Answering these questions honestly can help identify whether leadership is primarily driven by achievement or is beginning to orient toward purpose.

Mature Leadership in a Complex World

Today’s organizations need leaders who can deliver results, but also sustain meaning in uncertain and changing environments.

Mature leadership is not defined solely by accumulated experience, but by the depth from which it is exercised. A leader who has undergone their own inner process often demonstrates greater calm, openness to learning, and a broader perspective on organizational complexity.

This type of leadership does not seek constant protagonism. It seeks to create the conditions for people and teams to grow.

Conclusion: Leading with Meaning

The shift from ego to purpose does not mean eliminating the ego, but integrating it into a broader vision of leadership.

Over time, many leaders discover that true impact lies not only in the results achieved, but in how they have influenced people and organizational culture.

Leading with purpose means asking not only what we achieve, but also how we achieve it, and why.

Within that inner journey lies, perhaps, one of the most mature and sustainable forms of leadership.

Where are you leading from today: from the need to prove yourself, or from the desire to contribute?

If you are interested in deepening your self-awareness and developing a more conscious, meaningful leadership style, I invite you to continue exploring this space or to begin a professional coaching process.

La entrada From Ego to Purpose: The Inner Journey of the Mature Leader se publicó primero en Meritxell Obiols.

Emotional Productivity: How to Manage Your Energy (and Your Team’s)

Amparo — Thu, 26 Feb 2026 09:08:16 +0000

Emotional Management, Executive Well-Being, and Sustainable Leadership

In the executive world, productivity is often associated with time management: optimized calendars, clear priorities, measurable goals. However, there is a less visible — yet deeply determining — dimension that shapes overall performance: emotional energy.

We don’t always underperform because we lack time. Often, we underperform because we lack presence, inner clarity, or emotional balance. Working eight hours from a place of calm is not the same as working eight hours from a place of tension.

Productivity, in its deepest sense, is not only a matter of organization. It is an emotional matter.

Beyond Time: Productivity as an Internal State

For decades, efficiency models have focused on external tools: planning systems, control mechanisms, productivity methodologies. But contemporary leadership reveals something essential: performance depends not only on what we do, but also on the state from which we do it.

Emotions influence our attention, decision-making, creativity, and relational capacity. An emotionally saturated leader may continue functioning, but at a high cost: burnout, irritability, mental fatigue, and disconnection.

Managing emotional productivity means understanding that energy is not infinite — and that leadership requires caring for the internal state from which it is exercised.

What Is Emotional Productivity?

Emotional productivity can be defined as the ability to sustain effective performance without sacrificing well-being, clarity, or inner balance.

It is not about “feeling good all the time,” but about developing a conscious relationship with the emotions that accompany leadership: pressure, responsibility, uncertainty, and high expectations.

An emotionally productive leader:

Acknowledges what they feel without denying it.
Regulates reactions before acting.
Manages energy instead of depleting it.
Understands the emotional impact they generate on their team.

Emotional productivity is not only individual — it is contagious and collectively built.

The Invisible Cost of Leading Under Tension

Many leaders maintain high external performance while internally operating in survival mode. This often shows up as:

A constant sense of urgency
Difficulty disconnecting
Irritability or impatience
Loss of perspective
Inability to enjoy achievements

The issue is not high standards themselves, but the absence of emotional regulation spaces. Leadership sustained exclusively from tension gradually erodes clarity and purpose.

Over time, the cost is not only personal. The team, the emotional climate, and the organizational culture also pay the price.

Managing Energy Is Leading Better

A leader does not only manage tasks and decisions. They continuously manage an emotional field — their own and that of those around them.

One of the most relevant lessons of modern leadership is this: energy is a strategic resource.

Managing it requires asking:

What situations drain me emotionally?
What dynamics overload me?
What do I need to regain clarity?

A leader who does not care for their energy ends up leading from exhaustion — and exhaustion is never a powerful place from which to inspire.

Emotional Productivity in Teams: Climate Also Performs

Emotions do not belong only to the private sphere. In teams, they become climate, atmosphere, and culture.

An emotionally saturated team reduces its capacity for cooperation, makes more defensive decisions, and loses creativity. In contrast, an emotionally safe environment fosters shared responsibility, innovation, and sustainable commitment.

Real productivity is not built only through processes — it is built through relationships.

The leader plays a crucial role here, because their emotional presence sets the tone for the team.

A Self-Reflection Exercise for Leaders

I invite you to take a brief pause. Just one minute of inner listening.

Ask yourself:

From what emotional state have I been leading lately?
Am I acting from calm or from urgency?
What emotion repeats in my days: pressure, enthusiasm, fatigue, frustration?
What do I need to restore my emotional energy?

These questions are not meant to generate perfect answers, but awareness. Because only through awareness can we regulate and transform.

Keys to Sustainable Emotional Productivity

Some simple yet deeply effective practices include:

Conscious pauses: Stop before responding automatically.
Name what you feel: Labeling emotions reduces their intensity.
Delegate with trust: Avoid overloading the emotional structure of leadership.
Care for your body: Emotional and physical energy are deeply connected.
Create reflection spaces: Leadership without reflection becomes reaction.

Emotional productivity is not achieved by doing more, but by acting from a more integrated place.

Conclusion: Leading from Energy, Not from Exhaustion

The productivity of the future will not belong to those who do the most, but to those who can sustain clarity, energy, and balance in the midst of complexity.

Managing emotions is not an add-on to leadership. It is central to its effectiveness.

Because leading is not only about making decisions — it is about inhabiting an internal state from which those decisions are sustainable, human, and conscious.

Emotional productivity is, ultimately, a form of mature leadership.

How are you managing your emotional energy as a leader?

If you would like to develop a more sustainable leadership style, with greater inner balance and emotional clarity, I invite you to continue exploring this space or to begin a professional coaching process.

La entrada Emotional Productivity: How to Manage Your Energy (and Your Team’s) se publicó primero en Meritxell Obiols.

Delegating Is Not Letting Go: The Art of Trusting Without Losing Control

Amparo — Mon, 19 Jan 2026 21:38:11 +0000

Conscious delegation, emotional leadership, and executive maturity

Delegation is one of the most frequently cited competencies in leadership discourse and, paradoxically, one of the hardest to put into practice.

Many leaders know they should delegate more, but they don’t. Others delegate only partially, with excessive supervision, constant corrections, or last-minute reviews.

Behind this difficulty there is usually not a lack of technical knowledge, but something deeper: a complex relationship with control, trust, and responsibility.

Delegating is not disengaging. Nor is it abdication of leadership. When done consciously, delegation is an act of executive maturity.

Why do leaders struggle to delegate?

In work with executives, several recurring reasons frequently emerge:

“If I do it myself, I know it will turn out well and without mistakes.”
“Explaining it takes me longer than doing it.”
“I don’t want to overload my team.”
“If something goes wrong, the responsibility will be mine.”

These beliefs, understandable in high-demand contexts, are often linked to perfectionism, fear of mistakes, and a strong identification of personal value with performance.

Delegating is not losing control; it is changing its form

One of the biggest misunderstandings about delegation is associating it with a loss of control. In reality, what is lost is not control, but the illusion of absolute control.

Delegation involves moving from direct, operational control to strategic and relational control. The leader steps away from constant involvement in the “how” and shifts toward the “why,” the “with whom,” and the “from where.”

This shift requires trust, but also clarity: well-defined objectives, explicit expectations, and clear agreements regarding follow-up and responsibility.

The emotional dimension of delegation

Delegation is not just an organizational matter; above all, it is an emotional experience.

For leaders, delegating can trigger fears of losing relevance, of no longer being needed, or of outcomes not meeting expectations. For teams, it can generate insecurity if there is no clear framework or if delegation is experienced as abandonment.

That is why conscious delegation requires attention to both the task and the relationship. Assigning responsibilities is not enough; the process must be supported, trust sustained, and it must be accepted that learning involves time, follow-up, and room for error.

Delegation as a tool for team development

When a leader delegates well, they not only free up time and energy; they also create a context for growth.

Delegating is telling the other person: “I trust you,” “You are capable,” “This challenge is yours too.” When this message is consistent, it has a profound impact on motivation, autonomy, and commitment.

Teams that receive real delegation (not excessively supervised delegation) develop a stronger sense of responsibility, initiative, and decision-making capacity.

A self-reflection exercise for leaders

I invite you to pause for a moment and ask yourself:

What tasks am I still doing that I could delegate?

What is hardest for me to let go of: the task itself or control over the outcome?

What do I fear might happen if I delegate more?

What development opportunities am I limiting for my team by not delegating?

Answering these questions honestly helps identify whether the difficulty in delegating has more to do with managing work—or managing one’s own emotions.

Delegating from conscious leadership

Delegating from conscious leadership involves:

Choosing what to delegate and to whom, considering capabilities and life circumstances.
Explaining the purpose of the task, not just the assignment.
Agreeing on clear follow-up criteria without intruding, and understanding that this requires time and effort that ultimately becomes a future investment.
Accepting that not everything will be done exactly as you would do it, but that this does not mean it is done poorly—just differently.

This kind of delegation does not weaken the leader; it strengthens them. Because a leader who trusts does not lose authority—they gain influence.

Conclusion: Trust as an act of leadership

Delegating is not simply letting go. It is holding from a different place. It is trusting without disappearing, supporting without invading, and leading without excessive control.

In an organizational context that demands agility, commitment, and distributed talent, conscious delegation ceases to be an option and becomes a key competency.

Because leadership is not about doing everything yourself, but about creating the conditions for others to do things well too.

What is your relationship with delegation?

If you wish to develop more conscious leadership—capable of trusting without losing clarity or responsibility—I invite you to continue exploring this space or to begin a professional coaching or support process.

La entrada Delegating Is Not Letting Go: The Art of Trusting Without Losing Control se publicó primero en Meritxell Obiols.

The Leader Who Listens: Self-Awareness as a Leadership Tool

Amparo — Thu, 18 Dec 2025 15:46:07 +0000

Self-knowledge, self-leadership, and emotional intelligence in today’s leadership

In an organizational context marked by speed, pressure, and constant decision-making, many leaders have learned to listen outwardly: to their teams, their clients, the market. However, one fundamental, silent, and decisive form of listening is often neglected: listening to oneself.

Self-awareness is not an introspective exercise without practical impact. It is a core leadership competency—an internal tool that shapes the clarity of decisions, the coherence of actions, and the quality of influence a leader has on others.

You cannot lead others without first learning to lead yourself.

Self-awareness: the invisible foundation of effective leadership

Self-awareness is the ability to recognize and understand one’s internal states: emotions, thoughts, automatic reactions, values, and motivations. In leadership, this competency translates into greater presence, clarity, and capacity for self-regulation.

Research in emotional intelligence has shown that leaders with a high level of self-awareness:

Make less reactive decisions that are better aligned with reality
Generate greater trust and credibility within their teams
Manage pressure, uncertainty, and mistakes more effectively
Maintain stronger coherence between what they think, say, and do

When leaders do not listen to themselves, they risk acting from automatism, urgency, or fear—projecting unacknowledged internal tensions onto their teams. A lack of self-awareness affects not only the leader’s personal well-being, but also the emotional climate they create around them.

Self-leadership: leading from within in order to lead outward

Self-leadership means taking responsibility for one’s own emotional and behavioral experience. It is not about rigid control, but about awareness and choice—understanding where one is acting from and the impact one’s decisions have on the environment.

A leader who leads themselves:

Acknowledges their limits without experiencing them as weakness
Observes their reactions before responding
Allows themselves to review, adjust, and learn
Knows when to pause, gain perspective, or ask for support

This type of leadership is not imposed; it is transmitted. Teams perceive the leader’s internal coherence and respond with greater psychological safety, commitment, and trust. Self-leadership thus becomes a silent reference point that guides collective behavior.

Listening in order not to react: self-awareness and decision-making

Many decisions that appear strictly rational are deeply influenced by unrecognized emotional states: haste, fear of failure, need for control, difficulty tolerating uncertainty, or desire for approval.

Self-awareness allows leaders to detect these internal dynamics before they distort judgment. Listening to oneself does not mean doubting everything; it means refining decision quality and expanding the range of choice.

When leaders give themselves internal space to observe what is happening within them, they increase their ability to respond with clarity rather than react from tension. This subtle yet profound difference defines leadership style and its impact on the team.

A self-dialogue exercise for leaders

If you lead people and make decisions regularly, I invite you to try a brief exercise in conscious self-dialogue. It requires only a few minutes—but it does require intention and honesty.

Before an important decision, or at the end of a demanding day, ask yourself:

What am I feeling right now?
From where am I making my decisions: calm, urgency, fear, responsibility?
What do I need right now to lead with greater clarity?
What part of me is asking to be heard?

Ask yourself these questions with complete sincerity and with the calm assurance that they are not seeking judgment, but awareness. Because only from awareness is it possible to care for what is not always visible, but is deeply felt and transmitted.

Leading with emotional intelligence: a trainable competency

Self-awareness is the first pillar of emotional intelligence. Without it, effective emotional regulation and genuine empathy toward others are not possible.

Developing this competency is not a one-time act, but a process. It requires time, reflective practice, and, in many cases, professional support. Yet its effects are deep and sustainable: calmer leaders, more coherent decisions, and more aligned teams.

Listening to oneself does not reduce effectiveness or authority. On the contrary, it strengthens both from a more solid and human foundation.

Conclusion: listening to yourself in order to lead with purpose

In a world that demands fast responses and immediate solutions, conscious leadership dares to introduce a pause—a pause to listen, to understand, and to act with greater coherence.

The leader who listens does not become less demanding, but clearer. They do not lose authority; they ground it in awareness, meaning, and emotional responsibility.

Because leading oneself is not a preliminary step to leadership. It is its core.

Do you make space to listen to yourself in your daily life as a leader?

If you wish to deepen your development of self-awareness and self-leadership as key competencies of emotional leadership, I invite you to continue exploring this space or to begin a professional coaching process.

La entrada The Leader Who Listens: Self-Awareness as a Leadership Tool se publicó primero en Meritxell Obiols.

Caring for the emotional climate: the invisible task of the conscious leader

Amparo — Fri, 28 Nov 2025 11:57:11 +0000

Conscious leadership and emotional climate in organizations

In many organizations, there is talk of results, objectives, productivity, and efficiency. However, there is a less visible (yet deeply decisive) dimension that cuts across all these variables: the emotional climate.

Emotional climate does not appear on balance sheets, but it can be felt in every meeting, every hallway conversation, every shared silence. It is the affective atmosphere that surrounds the team and directly influences its performance, commitment, and well-being.

Caring for this climate is not a delegable task or an accessory aspect: it is one of the most profound responsibilities of a conscious leader.

What do we mean by emotional climate?

The emotional climate is the set of predominant emotions that circulate regularly within a team or organization. It is built on daily interactions, the quality of the bond between people, communication style, and how conflicts are managed.

When the climate is healthy, there is an atmosphere of trust, openness, and psychological security. People feel listened to, valued, and able to express their ideas without fear of judgment. When it is not healthy, fear, mistrust, tension, or apathy emerge.

And although its impact is often trivialized, scientific evidence shows that the emotional climate directly influences:

The quality of work
Creativity and innovation
The ability to cooperate
The mental health of teams
The sustainability of leadership

Climate is not imposed, it is generated

Emotional climate cannot be decreed, it must be built. And the main generator of that climate is, without a doubt, the leader.

Every gesture, every word, and every silence leaves a mark on the environment they create. The way they manage mistakes, deal with pressure, communicate complex decisions, or recognize effort shapes the emotional tone of the team.

A leader can demand results and, at the same time, nurture the climate. These are not opposing dimensions, but complementary ones. In fact, teams that feel emotionally supported achieve more stable, healthy, and sustainable levels of performance over time.

The invisible task: presence, consistency, and emotional sensitivity

Caring for the emotional climate involves developing a sensitive and conscious view of what is happening beyond the explicit. It requires presence, consistency, and the ability to listen.

Among the key competencies of the conscious leader are:

Emotional regulation: knowing how to manage your own reactions to pressure.
Empathy: understanding how others feel without judging them.
Mindful communication: paying attention to both what you say and how you say it.
Internal consistency: acting in line with the values you promote.

These skills cannot be improvised: they are cultivated through self-awareness, reflective practice, and sustained intention.

Warning signs: when the emotional climate suffers

Some indicators of a deteriorating emotional climate may include:

Increase in unresolved conflicts
Lack of initiative or commitment
Superficial or defensive communication
Tense silences and avoided conversations
Feeling of continuous exhaustion

Ignoring these signs means normalizing emotional disconnection and, with it, progressively eroding the organizational culture.

A space for leaders to engage in self-reflection

If you lead your team and are concerned about the emotional climate you create, I suggest you pause for a moment and ask yourself honestly:

How do people feel when they come into a meeting with me?
What emotions do I tend to generate in my team: calm, pressure, security, fear?
Do I allow myself to listen without interrupting?
When conflict arises, do I respond or react?

Ask yourself these questions with complete sincerity and with the peace of mind that comes from knowing that they are not seeking judgment, but awareness. Because only through awareness is it possible to take care of what cannot be seen, but can be felt.

Caring for the climate means caring for people

Truly conscious leadership understands that people do not perform better out of fear, but out of connection.

That motivation is not imposed, but cultivated.

That well-being is not a luxury, but a condition for excellence.

When leaders become guardians of the emotional climate, they transform their role: they cease to be mere task managers and become facilitators of meaningful human experiences.

Conclusion: the emotional responsibility of leadership

Emotional climate cannot be measured on graphs, but it can be perceived in the way people look at each other, collaborate, and create together.

Taking care of it is an ethical and strategic responsibility. Because behind every result there is a team, and behind every team, an emotional fabric that sustains (or weakens) their ability to achieve meaningful goals.

Conscious leadership does not just direct processes; it cares for people, fosters connections, and creates spaces where talent can flourish without losing humanity.

Are you aware of the emotional climate you create in your professional environment?

If you want to learn more about how to develop more sensitive, coherent, and emotionally intelligent leadership, I invite you to continue exploring this space or to connect with me to begin a coaching process.

La entrada Caring for the emotional climate: the invisible task of the conscious leader se publicó primero en Meritxell Obiols.

Gastrocoaching.food: Emotional Leadership to transform gastronomy from within

Amparo — Thu, 31 Jul 2025 13:54:48 +0000

Gastrocoaching.food: emotional leadership to transform the hospitality industry from within

Coaching and gastronomy come together to humanize teams and elevate the experience

In a sector as demanding as catering and food, where every minute counts and the pressure is constant, taking care of your team is not a luxury: it is a strategic necessity.

Gastrocoaching.food was created to respond to this need.
It is an innovative proposal that brings together two worlds that, until now, rarely crossed paths: professional gastronomy and executive and emotional coaching.

The goal: to improve how we work so that it is reflected in what we offer.

What is Gastrocoaching.food?

Gastrocoaching.food is a professional and human support process designed to improve the performance, cohesion, and well-being of teams in companies in the gastronomic sector.

A transformative experience that goes beyond technique and focuses on people, communication, emotions, and purpose.

We offer:

A comprehensive analysis of the business.
Individual or group support.
Design of a customized action plan.
Training and development in key skills.

Conscious leadership
Emotional management
Communication in high-pressure environments
Conflict resolution
Team cohesion

Who is it aimed at?

Gastrocoaching.food is designed for:

Restaurants in the launch phase

We help entrepreneurs get started with a solid, strategic vision from the outset.

Family businesses undergoing generational transition

We facilitate a harmonious and meaningful succession.

Growing restaurants

Where expansion requires a new way of managing people, tensions, and internal culture.

Agri-food companies, brands, and distributors

They seek to integrate a more humane, collaborative culture that is aligned with current values.

Why integrate coaching into gastronomy?

Because talent alone is not enough. Because technique without emotion falls short.
And because team well-being directly influences service, customer experience… and profitability.

Today we know that developing skills such as active listening, assertiveness, and empathy not only improves the work environment: it also boosts efficiency, talent retention, and the ability to cope with pressure with resilience.

Emotional leadership is the new star ingredient.

And gastrocoaching is the way to incorporate it into your company’s daily recipe.

About us

Meritxell Obiols

Coach, PhD from the University of Barcelona, specializing in leadership, executive coaching, and emotional intelligence.

With over 30 years of experience, I have worked with executives, teams, and cooking schools. I am the author of books such as Revolución Soft and Historia del Coaching, a professor at ESADE, and academic director at the University of Barcelona and the RIEEB.

Carme Gasull

Journalist specializing in gastronomy and food.

Contributor to media outlets such as Catalunya Ràdio and CUINA magazine.

Regular presenter of lectures and show cooking events in the sector, author of gastronomic publications, and co-founder of Gastronomistas.com.

A project that is already generating buzz

In an interview for the program Un restaurant caníbal a Berlín (A Cannibal Restaurant in Berlin) on Catalunya Ràdio, we had the opportunity to explain this joint initiative.

You can listen to it starting at minute 14 at this link.

More than a tool: a transformation

Gastrocoaching.food is not a one-off training course. It is a strategic support program based on respect, confidentiality, and active listening to help real teams in real environments with real challenges.

Because behind every dish there are people, there is—ultimately—a team. And behind every team, there is an emotional climate that deserves to be nurtured.

Learn more at:

www.gastrocoaching.food

La entrada Gastrocoaching.food: Emotional Leadership to transform gastronomy from within se publicó primero en Meritxell Obiols.

Mary Poppins as a leadership reference

Amparo — Mon, 14 Apr 2025 14:11:31 +0000

Many of the students who know me know how much “MARY POPPINS” inspires me as a professional.

Ever since I saw the movie as a child (its first version), I have been fascinated by this character: that 100% professional and vocational woman, demanding but empathetic, serious but close, with common sense and passionate, firm with facts and gentle with people, always resolute and full of resources (I still marvel at her briefcase full of the most surprising and extravagant things), making the difficult easy, always accompanying to grow, improve and overcome challenges, elegant and flirtatious, making herself unanimously respected… always from the trust she earned… and with that mysterious point where you never end up knowing everything about her. ..

What I least understood (now I do!) is the decision to disappear when the problem for which she was called upon was solved. For me, the BEST EXAMPLE AND INSPIRATION of the coach I want to be.

What was my surprise when one of my coachees, co-founder of a company dedicated to the design and manufacture of shoes at national and international level, NAGUISA (I adore their beautiful and original creations, which take me away from sneakers and allow me to stand for hours in comfort and without living it as a torment…). I know very well what I’m talking about…), brought to my office some shoes, at my request, that fit my style (they have me more than “on file”… they only needed to know my size… the rest… I left it in the hands of the professionals, of course).

Just like on Three Kings Day, I opened the box with excitement. I assure you that it did not detract at all from the feeling I had as a child when you discover a gift that you were expecting but that reveals the magic of something really special.

And there they were! My Mary Poppins booties! I couldn’t believe it. My coachee was a bit stunned by my reaction and, of course, I had to share this story with her so that she would understand the value and meaning of my reaction. It was such a beautiful moment, so magical, so special….

Thank you NAGUISA, without knowing it, you designed the perfect shoes for your coach…

La entrada Mary Poppins as a leadership reference se publicó primero en Meritxell Obiols.

Emotional leadership: the difference between leading and transforming teams

Amparo — Tue, 18 Mar 2025 13:50:03 +0000

A leader may have vision and strategy, but without emotional intelligence, his or her impact will be limited

Technical skills and knowledge are essential, but what really distinguishes a great leader is their ability to manage emotions (their own and others’).

Self-awareness: Knowing how we react to stress or pressure.

Emotional management: Regulating our responses and acting with clarity.

Real empathy: Not just listening, but understanding what others are feeling.

Emotionally intelligent leaders create environments where people not only work, but grow and trust their team.

What has been the greatest emotional intelligence lesson you’ve learned leading? Share your experience.

Do you want to lead from emotional intelligence? Contact me and I will help you make it a reality.

La entrada Emotional leadership: the difference between leading and transforming teams se publicó primero en Meritxell Obiols.

The art of deciding: keys to making professional decisions with conscience and purpose

Amparo — Mon, 24 Feb 2025 13:17:46 +0000

The art of professional decision making

In our day-to-day lives, we make decisions constantly. Some seem small, almost automatic. Others, however, mark personal and professional turning points. In my recent LinkedIn post, I reflect on the importance of learning to decide more consciously, aligning our choices with our values, intuition and purpose.

You can watch the full video here:

https://www.meritxellobiols.com/wp-content/uploads/LinkIn-.mp4

And read the original post on LinkedIn:
View publication on LinkedIn

Making decisions is not just about choosing between options. It is also about recognizing what we feel, understanding what is at stake and taking responsibility for the impact of our choices. As coaches and leaders, accompanying us in this process is key to promote development and autonomy.

I invite you to share: how do you live the process of deciding?

#DecisionMaking, #ConsciousLeadership, #ExecutiveCoaching, #SelfAwareness, #EmotionalIntelligence, #ProfessionalDevelopment, #Reflection

La entrada The art of deciding: keys to making professional decisions with conscience and purpose se publicó primero en Meritxell Obiols.