Veronika Pistyur, the founder and CEO of Bridge Budapest Foundation, invited me for a thought-provoking conversation in May 2023. In Re-Business Podcast, she talks to business people who believe in the following: “Doing business makes only sense responsibly and ethically, just like living. For the past ten years, as the head of Bridge Budapest, I have worked hard to prove that it only makes sense to build a value-based company for the long term. In the Re-Business podcast, I talk to business players who share the same belief.” This is a very brief summary of the podcast “Leaders also have to mark their boundaries” in English.
Our conversation reminded me that while my chosen path may differ from where I started or imagined, the experience and knowledge I gained throughout my journey are irreplaceable. I am grateful, committed and focused on sharing my knowledge in different and new ways. The podcast also touched upon a question that comes up often in my conversations with leaders: “Why do so many leaders eventually feel the need to break free from the corporate world?” The answer is more complex, as each leader’s experience is unique. However, my personal experience taught me the importance of being in control of my own career rather than letting it control me.
The key is understanding whether you are merely sitting on a career bus or driving your own career bus. This realisation came only after I decided to step away from my corporate role and choose a path more aligned with my personal growth, better balancing my professional and private life.
We discussed and explored the subject of leadership roles and styles. I am grateful to my former employer IKEA, for giving me the opportunity to lead many exciting areas, to be a store manager in Hungary and a Country HR manager in Austria. Positions that required serious focus and responsibility. I never viewed it as drifting in leadership; instead, I was always captivated by the exciting tasks ahead and the potential for learning and growth. With every new opportunity, I discovered new aspects of my leadership style. I attribute my resilience to my background as a long-distance runner. I was doing it on a professional level, being the 3rd in Hungary in the junior age group on 10 km and running a half marathon in a dynamic time of 1:40 m. The endurance and determination required in long-distance running taught me the value of perseverance, even when things get tough. This mindset has played a pivotal role in shaping me as a leader.
I always valued transparency, courage, and openness the most to secure an environment where people feel comfortable expressing their thoughts and appreciate my team’s unique talents and competencies. That was the key to all my business successes- also turning a non-profitable IKEA store into a several million EUR profitable business. A crucial aspect of my leadership style has always been the desire to positively affect people’s lives besides delivering the agreed business goals. As leaders, we must understand that our roles inherently impact the lives of others.
This attitude was reflected in the most touching moment of my career when I left IKEA Hungary to embark on a new journey to Austria. As I said goodbye to my store team, they surprised me with a huge 20×5 m “Thank you Eszter”- facade banner on the store, expressing their gratitude. That gesture reaffirmed my belief that a leader’s true success lies not in financial achievements but in their positive impact on people’s lives. Recognising this, and using it to drive positive change, is fundamental. No matter who I’m dealing with, someone from the management or a frontline co-worker, I always strive to see the human being behind. This approach is deeply rooted in me, encouraging a similar attitude among the leaders around me.
“Everyone needs to be seen. The man who works is not a robot but a sentient being who has a thousand things in his backpack -in his head -when he comes to work. You are a good leader if you can see that.”
My empathetic leadership approach seems contrary to the stereotype of a ‘strong leader,’ but empathy and strength can co-exist in a leader. I had high expectations of my team, but I also understood their need for appreciation, respect, and understanding. This approach and my focus on customer needs led to a significant turnaround in IKEA’s financial performance during my tenure as store manager.
I was fortunate always to have people around me who saw my potential and encouraged me to step into leadership roles. This served as a powerful reminder that we are often our own harshest critics and that sometimes, we need the perspective of others to see our true potential. This belief became my starting point in the corporate world working with people around me, and it’s the same now when I am supporting companies and leaders as a mentor, coach or consultant. We build on strength and deepen self-awareness to kick off something great in everyone.
Leadership is not a one-size-fits-all role. Some leaders build their careers consciously, knowing exactly where they want to go and what they want to achieve. One of the crucial lessons I’ve learned and now effectively support leaders is to find balance – to take care of oneself while caring for others.
Preventing burnout.
As leaders, we can often fall into the trap of always wanting to be good to others, neglecting our needs. This imbalance can lead to burnout and loss of joy in work, which is why I encourage leaders to practice self-care along with their professional responsibilities. Admittedly, moving from being responsible for a large team to working as a freelancer was well thought through but a tough change. While the excitement of solving challenges as a team and exchanging ideas is missed, I’ve found great joy in my current path; the impact is delivered differently. I can share on a broader scope my firm belief in a shift towards a more “human-focused” organisational culture; long-term thinking is a change I believe is crucial.
That said, striking the right balance between a psychologically safe culture to fostering innovation and financial results is a delicate dance. Too often, when the latter takes over, we witness talent flight and high staff turnover.
Looking back, there were times when I struggled with burnout. I’ve seen first-hand how leaders can be alone in tough times, can not express their feelings and often find it difficult to draw personal boundaries, and I was no exception. The need for help in this area must be addressed. Seeking guidance from mentors, coaches, or more experienced leaders can make a significant difference.
Finally, when discussing burnout, it’s crucial to understand that its prevention depends on increased consciousness and career management. If leaders can spot the symptoms of burnout in their team members at an early stage, it can be effectively dealt with. As individuals, we must also be willing to talk about burnout and take necessary actions. Many times quitting a job is really the last option, so much can be done before that. In case it’s treated in a good way, companies can keep more talent, and people face fewer tough decisions in an already very stressful situation.
Our honest discussion about burnout illustrates the importance of self-care and balance and underlines the open dialogue about psychological safety and mental health for leaders. My experience highlights the value of seeking external perspectives to recognise our potential and the power of guidance during challenging times. Each career phase offers invaluable lessons, suggesting that embracing change can lead to becoming a better version of ourselves and living a more fulfilling and authentic life.