It’s not just about the strategy you design – it’s about the guarantee of your best self. You, leader, don’t just tell me about the best strategy for the company.Tell me about your plan to ensure your best self is sustained over time.That best self who will lead the successful execution of that strategy.That best self who will lead the teams responsible for delivering it.Because the key isn’t just managing your calendar more effectively. It goes deeper: We don’t manage time. We manage energy. Because without energy, there’s no quality attention.Because without energy, there’s no effective leadership.Because without energy, nothing is sustainable.And because without energy, the leader who needs to deliver the strategy won’t be able to do it as they should. What’s your plan to maintain your best self over time?How will you ensure that a year from now, your best self will have evolved? We don’t manage time. We manage energy.
Author Archives: Gabriela Morales
Jun
Just when we’re most stressed is when we dedicate the least time to planning and prioritising. Ironic, isn’t it? It’s precisely when complexity increases, when we start to feel overwhelmed and the pressure mounts, that we most need to pause. Pause to think. Pause to decide what to say yes to – and what to say no to. Pause to take care of ourselves and ensure we show up as our best selves. The greater the pressure, the greater the need to prioritise intentionally. The more complex the schedule, the more valuable planning becomes. The faster the pace and the deeper the exhaustion, the more important it is to look after ourselves. And no, it’s not easy. But it is what makes the difference. Improving our organisational skills isn’t a luxury. It’s a necessity.
When we ask professionals whether they have clear priorities, most reply confidently with a firm “yes”. But when we ask them to write them down… the silence speaks volumes. Because if it isn’t written down, it doesn’t exist. Prioritising requires at least a basic structure. It’s not enough to simply sense it mentally in between meetings, emails, and daily fires. Three signs you’re not truly prioritising: You can’t show your top five or six priorities for the month in writing. Your priorities are tangled up with random tasks floating around in your head. Urgent matters constantly take over. Writing is deciding. It’s real prioritising.
May
Opportunities and Moments to Reflect from a Distance on How to Foster Talent Loyalty and Enhance Our Employer Branding Details:Event: Employer Branding Summit 2025Venue: Círculo de Bellas Artes – Ramón Gómez de la Serna RoomDate: May 20, 2025Time: 11:30 AM Register here
Apr
We thought we knew nearly everything about productivity… but no — we were missing one crucial piece: systematising ideation. That higher-level kind of thinking, done calmly and with perspective, which becomes essential at certain professional stages. This realisation dawned on me as I reflected on my own systems and considered the direction we want our consultancy to take. When reviewing how we organise our time, many of us have already optimised our calendars: more coherent schedules, focused on what truly matters. We’ve reduced meetings to only those that are strictly necessary, ensuring there’s ample time to prepare for them — and to dive deeper into those that require it. What’s more, we’ve become more efficient in handling those tasks that used to trap us in relentless multitasking (emails, mobile phones, and the like). However, despite all the progress we’ve made, something was still missing: deliberate time to “feed the brain” with essential ideas and knowledge — time to think from a distance about broader topics. Some refer to this as structured ideation. So, what does this “feeding my brain” involve? It’s that kind of space we all need to: Read articles and insights that expand our perspective Listen to voices different from those we usually engage with Observe the world around us with curiosity Converse with clients and colleagues on a deeper level We do engage in these activities — but not as systematically as we should. But here’s the real challenge: how do we transform all this input into valuable ideas? And this is where science offers a rather intriguing clue. Research shows that ideation mainly takes place during moments of scattered focus — those hazy mental spaces when we’re walking, showering, or driving. Our brains first need to absorb information and only then can they process it in the background. The paradox? We rarely schedule these two types of time in our calendars. We’re so focused on doing, that we forget to create space for thinking — for idea generation. Looking back, I realise this is exactly how the FASE method came to me… over ten years ago now.
Mar
The more we observe organizations implementing AI, the clearer it becomes that success depends on strong commitment from top management. Yet, many companies still delegate AI implementation to the IT or digital team. Time and time again, this approach has proven to be slow and ineffective. Why does this happen? Because real AI-driven transformation isn’t just a technical matter—it’s an organizational shift. And like any deep change, the leadership team must take the lead: communicating the vision, setting the example, driving change processes, and measuring progress. That’s why some of our most forward-thinking clients have realized that before discussing AI for personal effectiveness, the first ones who need to learn about it—even at a basic level—are them. But there’s an added benefit: when senior leadership experiences firsthand how AI can boost efficiency, they also clearly see its impact on time savings, process optimization, and eliminating repetitive tasks. In other words, they unlock a massive potential to streamline the company and free up resources. And here’s the key: AI adoption doesn’t start in IT—it starts with business strategy. IT will be a crucial partner, but real change happens when each leader understands and applies AI at their own level. So, let me ask you: Is your leadership team truly committed to AI, or are they still waiting for change to happen without getting involved? Have they experienced its impact on productivity and efficiency firsthand?
The need to improve personal organisation and individual effectiveness knows no boundaries. Some professionals realise this sooner, others later, but it is the fundamental foundation upon which everything else rests. Without this pillar, any attempt at organisational improvement remains limited. It starts with you. Download the full article in Spanish here.
Feb
Taking Time to Think: So Simple, yet so Complex Every month, we try to spend a weekend away from our routine, visiting a new city or small town. We dedicate this time to long walks, good food, and reflecting—gaining distance from the everyday to focus on the topics that truly require it. And without fail, we always come back with at least one great idea. Thinking from a distance is a scarce resource in a world of immediacy, hyperactivity, and hyperconnectivity. Bill Gates had an interesting strategy to counter this when he was leading Microsoft: every six months, he would take two full weeks just to think—no meetings, no urgent emails, just reading, reflecting, and writing. At first glance, this might seem like a luxury only someone in his position could afford. But it reveals something fundamental: the immense value of uninterrupted time to reflect on what truly matters in life. Ironically, the best ideas often don’t come from meetings designed to generate them. Instead, they emerge in silence—in the shower, while driving, or during a walk in nature. That said, it helps to first prime the mind by immersing yourself in certain topics or questions. This all ties back to the difference between fast thinking and slow thinking. Fast thinking is spotting a mistake in a presentation and fixing it instantly. Slow thinking is absorbing information about a complex topic, letting it settle in your conscious mind, then your subconscious, and finally allowing your brain to connect the dots and reach breakthrough insights. Some might say that finding this kind of space is harder than ever today. But if the CEO of Microsoft could step away for two weeks a year without his company collapsing, chances are you can find a few hours now and then. And in that small pocket of calm, you just might discover the ideas that truly make a difference.
Often, interviews prompt reflection and lead to conclusions that we might not reach through self-reflection alone. Through questions and dialogue, new perspectives emerge. In a recent interview with Diario Iberoeconomía, published on 5th February 2025, we delved into this topic. You can download the full article in Spanish here.
Feb
It’s fascinating to observe how many professionals can maintain a frenetic pace—50-hour workweeks, constant travel, hundreds of emails, endless meetings—yet find it nearly impossible to dedicate two hours to reflecting on their priorities and planning. Here’s the key: it’s not just about stopping to think, but doing so in a structured and written manner. Writing and the ritual of the monthly “Stop & Think” compel us to organize our ideas, confront our actual achievements, and clearly define priorities for the coming month. In my experience working with executive teams, I’ve observed that those who regularly dedicate time to this practice of written reflection are much more focused on what’s important and also improve their self-awareness, which is crucial for personal development. Three powerful questions for your next reflection session: How have you progressed on the priorities you set for January? What can you learn from what happened in January regarding your planning and personal organization? What are the major priorities for February? Dare to block out two hours in your schedule this week for this reflection exercise. The agenda never lies. We, to ourselves, do.
