In this interview, we delve into the leadership strategies and insights that have made Eduardo Dávila a formidable force at Aon. From his unwavering commitment to authenticity to his ability to empower and motivate his team, Dávila’s approach to leadership has proven to be a game-changer.

Through candid interviews and real-life examples, we explore the key lessons that Eduardo Dávila teaches us about leadership. Whether you’re an aspiring CEO or a seasoned executive, the wisdom shared by Dávila will undoubtedly leave a lasting impact on your approach to leadership.

Industry Leaders: How would you define authentic leadership, and how does it manifest in your role as the CEO of Aon EMEA?

Being a leader requires focus and patience. However, to be an authentic leader you have to really know yourself, your strengths and weaknesses, where you shine and how you can bring out the best in others. It’s also crucial to take the time to get to know those around you. Listening is the ultimate leadership skill. Good listening helps you to navigate challenging situations, find solutions, and provide support when it’s needed most.

These are all important lessons that I learned in a very different setting as a golf caddie for Severiano Ballesteros. I learned how different people need different types and amounts of information. Some clients like a wealth of information and then filter it whereas others are more selective and will ask when they are unsure of something. This is actually more challenging because you need to be prepared for their questions. Being helpful, respectful, patient and providing the right information at the right time are all skills I honed thanks to Seve.

Industry Leaders: You also have experience in the professional sporting world. How do you draw on that experience when leading your team at Aon EMEA, and what lessons have you brought from the sports arena to the business world?

My leadership philosophy is deeply rooted in sports management and my practical experience in the world of golf. Formerly a golf caddie, I have translated the skills and experience from the golf world into my role at Aon, caddying for my clients and reinforcing a culture of partnership and guidance.

When you think about the role of a caddie and what they do for the player, they are responsible for thinking about where the wind is coming from, where the bunker is, and the position of the green. Aon’s role with clients is similar to the caddie’s role – a close-knit partner who is reading the environment, scanning for challenges and providing guidance on the best way forward. Aon helps clients make a better shot. One of the ways we do this is by harnessing data and everything we do around risk capital and human capital. Our clients make the decisions and play the shot but we both have responsibility for the outcome.

Industry Leaders: What specific qualities or characteristics do you believe are essential for an authentic leader, and how do you cultivate those qualities within yourself and your team?

Being respectful, proactive, having patience and being a good listener are all qualities I believe are critical to authentic leadership, and are all skills I strengthened thanks to my time on the golf course. As a leader, you need to know when to share advice at the right time, and have the courage to do so.

Not only is it vital to know yourself, knowing when to go fast and slow, and when you need help, but it’s equally important to get to know those around you. The team around any leader is critical to their success. I ensure I take the time to foster relationships with existing colleagues, supporting them to deliver their best work and motivating them through the good times and the bad, as well as bringing diversity of thought to the table. I firmly believe we can all learn from each other, whether that be experience, knowledge, style or decision-making.

Industry Leaders: Building trust is a crucial aspect of authentic leadership. How do you establish and maintain trust within your organization, particularly in a fast-paced and ever-changing business environment?

Amid economic turbulence and global uncertainty, employees are increasingly looking towards their employers as a source of truth. Leaders play a crucial role in building trust within their organization and set the tone for culture and establish behavioral norms.

For me, building trust is about championing authenticity, empathy and humanity. Trust has to be earned, and it comes from a conscious effort to align behavior with purpose and values. Once lost, it can be very difficult to recover. As a leader I take steps each and every day to ensure we have trust within the team, from encouraging collaboration between colleagues, providing regular team feedback, to highlighting successes within the team.

Industry Leaders: Authentic leaders often value open and transparent communication. How do you ensure effective communication within your team and across different levels of the organization?

Open and honest communication should be at the heart of every team. My approach to this is to have a very human leadership style. In practice, I assume a position with those that I lead which encompasses the role of mentor and teammate.

Our team is more than a group of colleagues, it’s almost a family. We talk openly about everything and have created this feeling of a team that is striving for the same thing beyond the professional. This to me is hugely rewarding.

Faced with the many challenges Covid and now the high inflationary environment have thrown at us, I have had to adapt the way I communicate and build trust with others. We have all had to learn how to be emphatic through the screen and how to build relationships when unable to physically be together.

Industry Leaders: In your experience, how does authentic leadership contribute to employee engagement and overall organizational success?

Authentic leadership is essential to employee engagement and organizational success. It promotes stronger collaboration and communication between employees which contributes to a positive work environment where employees openly celebrate successes and identify challenges that need to be addressed.

In my experience, when employees can feel and see that their leaders truly care about their physical and mental health, they are more productive, engaged and stay in their roles for longer. Creating a positive work environment, therefore, where employees can thrive, grow and be challenged, as well as enabling them to make their own mistakes and learn from them is key.

Industry Leaders: How do you balance the need for authenticity with the demands and expectations of stakeholders, such as clients, shareholders, and employees?

It’s not a balancing act. In my view, you have to bring your authentic self to every situation as a leader. Consistency as a leader is key and that includes how you turn up each and every day. This means building meaningful relationships with all of your stakeholders, and allowing your strengths and passions to be known and understood.

Bio: Eduardo Dávila is Chief Executive Officer for Europe, the Middle East and Africa of Aon plc, a leading global professional services firm providing a broad range of risk, retirement and health solutions. He is also a member of the company’s Executive Committee, the Executive Leadership Team and co-chair of Aon’s Global Inclusive Leadership Council.

The post Leading with Authenticity: What Eduardo Dávila, CEO of Aon EMEA, Teaches Us about Leadership appeared first on Industry Leaders Magazine.

The elite unit of soldiers are known for their dogged perseverance and for achieving the impossible.

Ryan Angold, former Navy SEAL and CEO of ADS, Inc., says that it is important to gather as much information as possible before beginning the decision-making process. He insists that one might access the right resources but it is not feasible to sit in “analysis paralysis forever. Ultimately, there’s no 100% perfect decision.” Author and ex-Navy SEAL David Silverman states that self-awareness and discipline are two characteristics that shape a leader’s efficiency.

VMWare Chief Digital Transformation Officer Mike Hayes, is a former US Navy SEAL Commander who has led many dangerous missions in Afghanistan knows a thing or two about making life and death decisions. He reveals,” Whether I’m making an investment decision on what the company should do right now or I’m deciding what operations the SEALs should go on, it comes down to the same decision making framework.”

According to him, authentic leadership comes down to decision making and reveals the steps he uses to arrive at the best possible decision:

Collect Data

Gathering the right data is key towards making an informed decision that will benefit the team. According to Hayes, people tend to gravitate towards like-minded people. But this can put you at a disadvantage as you miss out on learning from those who have different experiences and worldview. As someone who has worked at the White House and in finance, Hayes has experiences across different fields and stresses on the importance of building a team of people who do not think like you. This will help you plan out how to tackle worst-case scenarios while making sure your blind spots are covered.

Decide When To Make Your Decision

As a leader, time is of the essence. Hayes states, “The first decision is when to make your decision. That’s the thing that most people get wrong.” Sometimes you have days to gather data, while sometimes it is a 30-second decision on where to drop a bomb.

In such cases, it is important to know when to make a decision and to stand by it.  At times, you can even decide to postpone making a decision. He reveals that knowing when you’re at inflection requires experience. Hayes maintains that while getting information is crucial there will be times when you must operate instinctively. He adds, “Instinct is really a set of experiences that you can’t quite crystallize, but that you extract logic from.”

The most important part is to not wait too long as time is of the essence. The US Navy SEAL asserts that the impact of a decision can be lessened because you hesitate too long.

Be Adaptable and Open to Change

Acknowledge your imperfections. Sometimes, decisions can backfire and result in losses. During such times, it is necessary to course correct before moving forward and it is important to be humble to acknowledge one’s failures.

“When making decisions, a lot of senior leaders let their ego get in their way,” says Hayes. “They think that reversing course is going to make them look bad. You need to be comfortable saying, ‘There’s new information, let me reassess. We’re going to reverse course.’ That is the ultimate sign of leadership because it’s a sign of comfort in your own skin and not needing to look good in front of an organization. Instead, you’re putting the organization before yourself and doing the right thing.” Being willing to acknowledge your mistakes and course correct also elevates you in the eyes of your colleagues. They recognize that you want the best for everyone and will in turn pitch in their best. Authentic leadership also includes being honest about one’s weaknesses.

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Authenticity, a Critical Core Value for a Great Leader

Authenticity in leadership is all about being a person that you are behind the walls, call it transparency. This does not come from the position you inhibit in your organization or the whooping amount of fortune, which you might be making. Authenticity comes from being original to self and to people. The companies’ always look for authentic employees. These kinds of employees often get rewarded and encouraged for their genuineness and originality among their leaders, and this gesture establishes a real core value for the organization. As it’s said, leaders who are authentic have the most numbers of loyal followers. Everyone wants their leader to be authentic, in fact, if the leader is authentic than the followers to will follow the same path and embrace authenticity in their lives making this place a better place to live surrounded by authentic people.

Read more at The HR Digest.

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