Interview with the lecturer: Ing. Yvona Charouzdová, DBA

Yvona Charouzdová is one of the first Czechoslovak headhunters and an experienced expert in human resources management, leadership, and talent management. She studied in the Czech Republic and the United Kingdom and attended professional seminars in Germany, Italy, the Netherlands, and Austria. She held senior positions at the international company Neumann International, specializing in top executive search and strategic human capital development. She is currently the director of Talent Management Center International, focusing on education, coaching, and leadership development. At ESBM, she serves as a program director and leads core educational modules in the MBA Leadership and Soft Skills and DBA Soft Skills specializations.

How would you describe the main differences in managing and leading people here compared to other countries where you have worked?

Thank you for this question. These differences definitely exist. Above all, in most cases, colleagues from abroad tend to be more curious, ask more questions, and that’s a good thing. Ultimately, it helps prevent potential misunderstandings. It’s mainly about more open and assertive communication, and about seeking agreement when there are different views on how to solve a given situation.

You have experience managing international teams. How is it different from working with purely Czech (or Slovak) teams?

Czech teams are definitely action-oriented, while international teams tend to focus more on agility. The atmosphere in international teams is cooperative and positive. In our teams, I often encountered pessimism even negativity which is a shame, because it drains our energy in the wrong direction. Nevertheless, leading an international team has always been a great joy for me, and I’ve learned a lot in terms of multiculturalism and especially in high-level negotiation. In the Czech Republic, we still have significant room for improvement in this area.

What do you see as the biggest challenges managers face in our country today?

The biggest challenges are adapting to new and rapidly changing trends, and leading people from different generations who need to be motivated in relevant ways. These days, subordinates often feel like their manager is “bossing them around.” But that’s not always the case the manager is simply requiring that assigned tasks be completed to the expected standard. Unfortunately, some subordinates don’t want to acknowledge this and instead look to place blame on others.

How have the expectations for managers and leaders changed over the years? What should they focus on most today?

Today’s approach to management and leadership is truly interdisciplinary. Emotional intelligence plays a key role. A manager is expected to deliver results, while a leader nurtures the team from a relationship perspective. However, we can’t have two people in charge, so ideally, one person needs to possess as many competencies from both roles as possible. It’s about maximizing the overlap between managerial and leadership skills. That’s the key to success for today’s top leaders.

What skills do you consider essential for a successful manager today?

The key skill is communication, in all its forms and formats. If a manager (or leader) doesn’t give this area enough attention, they often fail in their role. We can clearly see this happening in many companies. Other important areas include understanding people in the team, empathy, and trust. In the Czech Republic, we’re not very good at motivating others. In fact, we’re excellent demotivators, and that’s been a long-standing trend. Sometimes we don’t know how, or don’t want, to delegate. We rarely give praise. We’ve been working on all this for a long time, but progress is very slow. Another skill we need to use more effectively in practice is giving feedback. When delivered appropriately, feedback can move people within a team forward based on their potential. This is one of the keys to the success of a good manager or leader.

What trends in talent management and leadership do you see as key for the future?

The main thing is that we need to be willing to nurture talent. Managers and leaders must be ready to develop and prepare their deputies and successors. We need role models, but right now, we don’t really have them. What we do have plenty of both locally and globally, are negative examples. At least we know what not to do and what to avoid in practice. Leadership 2.0 is already here, which means letting go of rigid management styles, embracing modern technologies, and adopting a positive approach to people—offering trust, responsibility, and appropriate autonomy to the team. Remote leadership has become a normal part of everyday life. An emotional leader must be an inspiring personality with charisma and the ability to persuade, even when it comes to unpopular matters.

How important is coaching in the development of managers? What benefits do you see among your clients?

I see coaching as a valuable tool not only for developing managers but also for improving people leadership in practice. Coaching helps managers in areas where they want to grow, but in many moments, they are left on their own. This is where an external coach brings grounding and reassurance. I once coached a female manager who, after our sessions, significantly improved her leadership skills. The top management noticed this, and not long after, she became part of their team. I always advise managers to also act as coaches to their team members. It’s not possible with everyone, of course, but many employees value and even expect this kind of leadership approach.

Do you encounter specific stereotypes or prejudices in leadership? How do you work with them?

I often see that excellent specialists, technicians, and IT professionals don’t believe it’s important to work with people in the team. They tend to downplay this, saying that only hard skills matter and soft skills are useless. But from experience, I know that once these individuals take a course or go through personal coaching focused on soft skills, these prejudices begin to fade. In fact, after a while, they often admit that building closer relationships within the team led to increased productivity, efficiency, and better collaboration.

If you had to highlight one thing that makes a manager a true leader, what would it be?

A high level of emotional intelligence in all its components. It is the decisive factor in the overall success of a leader.

What do you consider the biggest professional challenge and what helped you overcome it?

The professional challenge is always to stay one step ahead of any competition. For me, collaborating with young talents on developing new products always helped. Intense brainstorming sessions with these people have been and still are a great boost, providing perspective and allowing me to see the world through different eyes, which is always beneficial. The outcomes of these sessions positively impact everyone, and the innovations created are usually successful.

Is there a book, course, or idea that has influenced you the most in the area of people leadership?

It’s all the books by Daniel Goleman, the guru of emotional intelligence.

What practical advice or recommendations would you give to students who want to succeed in your field?

I would recommend all students who want to succeed in my field to take advantage of trainee training programs after graduating from university, both in the Czech Republic and abroad. It’s a great career start. Afterwards, it’s beneficial to join a talent management program within a company, which is excellent preparation for those who want to lead people. After several years of practice, I recommend starting an MBA program.

Do you have an interesting or inspiring story from teaching that stuck in your memory?

I have an amazing story of a student who completed his MBA studies. On the day he defended his final thesis, he announced it on LinkedIn and within 5 minutes received a call from his dream company offering an international career. He called me immediately to share the news. Six months later we met, and he was very satisfied with everything that had happened to him.

What would you say to students and the wider public interested in professional education?

Education is an endless process, so jump in before the train leaves without you. And today, that train is moving at the speed of the Shinkansen.

How do you relax and what do you do in your free time? Do you have a hobby that energizes you?

I like to relax in sunny places with a positive atmosphere around me. There are many such places both in the Czech Republic and abroad. I don’t have a personal hobby, but I’m deeply involved in my amazing husband’s hobby — he has the world’s largest collection of chocolate wrappers. So these days, I’m quite knowledgeable about various specialties, from bean-to-bar chocolate production to the current global hit, Dubai chocolate. It’s a wonderful combination of management, leadership, and sweetening life with new delights from the world of chocolate!