Corporate culture is built every day through leadership
In a company like Telefónica, leadership is key to building culture and a sense of belonging. It is not just about guiding teams towards their objectives, but about ensuring that the strategy is embedded in day-to-day operations, and that every individual understands their role and how they contribute.
For me, culture isn’t built solely on grand statements. It is built on what leaders do, say and prioritise every day. It’s about how they communicate, how they listen, how they recognise a job well done, and how they support teams during times of change or uncertainty. That’s where you really see whether a culture is alive.
Accessible leadership is the driving force behind commitment and a sense of belonging
In my experience, one of the keys is for leaders to be accessible. For the Executive Committee to be accessible, for there to be genuine listening, and for people not to feel that the company is something alien to them, but rather something of which they are a part.
When people feel that the objectives, the challenges and also the results are their own, their commitment changes. It is no longer just about fulfilling a duty, but about wanting things to go well because you feel they are yours too.
After many years working in Human Resources, if there is one thing I am certain of, it is that people do not commit simply because they are asked to. They commit when they understand the ‘why’, feel that they matter and realise they can make a real contribution.
Teams need context to work autonomously and responsibly
I also believe that one of a leader’s most important responsibilities is to provide context. Not just to communicate objectives, but to explain the reasoning behind decisions, where we’re heading and what role each person plays along that journey.
When people understand the context, they work with greater autonomy, commitment and responsibility. And that, in large companies and in environments undergoing transformation, makes a huge difference.
In an organisation as diverse and global as Telefónica, this is particularly important. It is not enough simply to know the company’s purpose; each person needs to understand what role they play and how their work contributes to it. One of Telefónica’s strengths is precisely the diversity of its businesses, its teams and the people who make them possible.
The challenge for leadership is to ensure that, despite our different circumstances, we all share the same understanding of the company and feel part of it.
A good leader connects the company’s vision with people’s realities
This is where leadership makes a huge difference. A good leader connects the overarching vision with the reality of their team and creates spaces where people can contribute, learn and feel involved.
For me, leadership is also about helping people feel like key players and take ownership of what we are building.
At Fiberpass, we’re experiencing this first-hand. We’re a young company within the Group and we’re building our own culture, whilst remaining closely connected to Telefónica.
My experience of setting up new companies has taught me that putting people at the centre doesn’t just mean involving them, but also making them accountable, giving them space to contribute and fostering a sense of belonging.
I believe the best companies are built when people understand the purpose, feel they are part of the project and have room to grow.
The strongest companies are those where people feel they are part of the project
Because, ultimately, the company isn’t one entity on one side and the people on the other. The company is the people.
And when this is truly lived out, it shows in the way we work, in our commitment and in how we tackle challenges.
For me, this is one of the most rewarding aspects of working at Personas: seeing how a company is built through its teams, its leaders, its conversations and its day-to-day decisions.
What’s more, we’re at a time when technology and new ways of working are radically changing the way we interact. Technology helps us, of course, but the connection with the company still requires something very human: conversations, trust, clarity and approachable leadership.
We may have plenty of tools, plenty of channels and plenty of information, but if people don’t feel they’re part of the project, something falls short.
Leadership that delivers results combines high standards with approachability
That is why I believe the leaders who make the greatest impact are those who know how to combine high standards with approachability.
High standards to drive progress, meet targets and propel the business forward.
Approachability so as not to forget that results are achieved by people, and that people need to feel listened to, valued and supported.
For me, people-centred leadership is not separate from the business. On the contrary, it helps make the business stronger.
When someone understands where we’re heading, feels part of the project and has the scope to contribute, they usually become more engaged. And that shows in the collaboration, in the ideas that emerge, in the way we learn and also in the results.
Learning, innovation and leadership: the cycle that drives growth
That is also why learning is so important. We do not want people to learn simply to gain more knowledge or more tools, but because learning helps them to lead better, take on more responsibility and feel more part of the company.
Learning also fosters a sense of belonging, because it allows people to grow with the company and contribute more to the shared endeavour.
And this has a direct impact on innovation. When people feel they can have their say, make mistakes, learn and put forward ideas, innovation emerges much more naturally.
The best ideas do not always come from the top; they often arise from teams when there is an environment of trust.
Leadership is about helping people shape the company’s future
For me, leadership at Telefónica means helping each person understand that they are part of something bigger, feel like a key player, and see that their work helps shape the future.
In a context of constant transformation, leadership becomes an essential element in building strong cultures, strengthening commitment and developing organisations that are more innovative, people-centred and competitive.
This vision is fully aligned with Telefónica’s ambition to “become the best gateway for citizens to digital technologies”, fostering a culture where people are at the heart of the company’s transformation and growth. Furthermore, accessible leadership and continuous development contribute to one of the organisation’s key strategic objectives: “to retain and attract the best professionals suited to the sector’s needs” and to offer “more and better services for the customer”
