Tomas Chamorro-Premuzic

So I kind of was predetermined to study the psychology of leadership.

So that's on a theoretical level.

Many, many, many years later, I had the opportunity to finish my studies, get a scholarship, and leave Argentina.

Instead of kind of trying to make it better, I got a scholarship to go to the UK, to London,

Deciding to leave was the redefining moment.

And I always tell people, including my students, if you look at the population of the world, only 6% of people work in a country other than the one they were born.

Guess what?

They tend to be more open-minded, more curious, more resilient, more hardworking.

I'm not bragging about myself, but you have to adapt.

And in the beginning, it was super hard.

But then if you make it, everything is better and easier.

So there's a lot to be said also about having the capacity as an economy to absorb people who come from other places because they have an appetite to make it and they're not able to make it where they come from.

You're part of the 6%.

When you spend time not just living, but also operating and working in different places, it's inevitable that you are very sensitive to the differences, but it's also inevitable that you see what's similar.

Today, when I think about the conversations I have with executives, CHROs, CEOs, board members, there's a couple of things that are universal.

They're all thinking about how to navigate the human AI

era or interface, you know, which goes from translating investment in AI into adoption first, and then ROI, and also how to humanize their culture so that they can have an augmentation strategy and not an automation kind of outcome or result.

The other thing is the fundamentals, the essentials of leadership are the same anywhere.

Can you persuade a group of people to collaborate effectively in pursuit of something that is higher than their individualistic or selfish agendas?

Can you create a winning team, a winning organization?