“Being a leader is not about power or control; it’s about service, integrity, and empowering others,” says Iva Welker, CEO of VML Czech Republic.

In this candid conversation, Iva Welker opens up about her leadership philosophy, the importance of continuous personal development, and the power of empathy and communication. As the head of the largest communication agency in the Czech Republic, she shares insights on what it truly takes to lead in a dynamic industry like advertising. From her career milestones to the unique challenges women face in leadership, Iva offers valuable lessons on balancing work, motherhood, and making a positive impact. Read the full interview for more on her leadership journey and advice for aspiring leaders.

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What does being a good leader mean to you? What do you think being a leader is all about?

In my opinion, good leadership is about serving others. It's about empowering individuals and teams to achieve their full potential and work together towards a common goal.

Being a good leader is not one-off project, it is constant personal development. And there is always room for improvement based on feedback from people around. And I would say it is about:

Vision: Having a clear, compelling vision of the future and being able to articulate it in a way that inspires others.

Integrity: Leading by example, being honest and ethical, and building trust.

Empathy: Understanding and responding to the needs and feelings of others, creating a supportive and inclusive environment.

Communication: Clearly and effectively conveying information, actively listening to others, and fostering open dialogue.

Delegation: Trusting others with responsibility, empowering them to make decisions, and providing support when needed.

Accountability: Taking responsibility for actions and outcomes, both successes and failures.

Resilience: Overcoming challenges, adapting to change, and maintaining a positive attitude in the face of adversity.

Growth Mindset: Continuously learning and growing, encouraging innovation and development in themselves and others.

In other words, in my view leadership is not about having full command and control (dictating orders and micromanaging others), power and authority (using position to exert control or advance personal interests) and being perfect. Everyone makes mistakes; good leaders must acknowledge them, learn from them, and move forward. Only this way I can grow.

You are the head of the largest communication agency in the Czech Republic. What kind of leader are you?

Leading the biggest communication agency is a big personal commitment for me. Not only am I very happy to have this opportunity, but I also see huge potential to make a difference for our clients and our people. As a leader, I strive to lead with passion and purpose, inspiring my team to create meaningful work that resonates with audiences and drives results. I focus on building a strong and cohesive team by fostering a culture of collaboration, innovation, and mutual respect. Additionally, I aim to make a positive impact by doing the best we can for our clients and contributing to the growth of the Czech communication industry.

And I love to challenge and be challenged. At VML creativity meets technology, and diverse perspectives ignite inspiration. And we have future-forward and data driven mind set, constantly analyze industry trends, anticipating changes in the digital landscape and adapting our agency's strategies to stay ahead of the curve. But the core stays – the client-centric focus. Building strong, long-lasting relationships with our clients is paramount. My goal is to prioritize understanding of our clients’ needs across the client teams, exceeding their expectations, and delivering measurable results.

Recap two to three key moments or realizations on your career path to leadership positions.

Having good mentors and sponsors on my way. It has been allowing me to broaden my perspective and show me that there are other points of view, other opinions, and of course has been enriching me with valuable feedback. I have become braver in taking risks and stepping out of my comfort zone.

Motherhood was another big milestone. Being a mother helped me to be more patient, learn to properly set priorities and make compromises, be flexible and don’t be afraid to adapt.

And finally to mention, saying out loud what I want and need. I did ask several times in my career for a promotion but always with a plan and a proposal how to approach that and why.

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What are the specifics of leadership specifically in the field of advertising and communication? What demands does this field place on a person in a leadership position?

In essence, leadership in advertising and communication demands a unique blend of creative inspiration, business acumen, adaptability, and people management skills. It's a dynamic and challenging field that requires leaders to be both visionary and pragmatic, always striving to inspire their teams and exceed client expectations in a constantly evolving landscape.

Leaders in advertising must balance the "art and science" of the field, which requires a delicate touch. They must champion creativity without stifling it, while also making tough decisions based on data, market trends, and ROI. Staying ahead of the curve requires continuous learning, experimentation, and a willingness to embrace new ideas and approaches.

Leaders need to inspire their teams to be adaptable and open to change, fostering a culture of innovation. It’s also crucial to cultivate a collaborative and inclusive environment where everyone feels valued and empowered to contribute their unique talents. Managing team dynamics, resolving conflicts, and ensuring everyone works towards a shared vision are all part of the challenge.

Additionally, managing client expectations, navigating challenging conversations, and delivering on promises are essential for building long-term partnerships. This role requires ongoing commitment, self-reflection, and a willingness to challenge the status quo in order to create a more equitable and inclusive industry.

Share with us a specific example of a difficult decision you had to make as a leader at some point in your career. How do you perceive him in retrospect? Would you do anything differently today?

For me the agonizing choices relate to people. As a CEO of creatively driven advertising agency when facing a financial downturn to avoid jeopardizing the entire agency, one must make budget cuts, which inevitably means letting go of some of the talented team. And those decisions are hard. Because I tried to build the agency on a culture of valuing people and their creativity. Layoffs contradict this leadership philosophy and risk damaging the team's morale and trust, but the fiscal responsibility is crucial in long term.

You are raising two daughters and are actively involved in mentoring and supporting women in finding a balance between motherhood and career. What specific skills do women who combine professional development with family care bring to leadership?

Patience, planning and looking ahead, negotiation skills thanks to teenagers’ years. And for me it is also young generation perspective, relevancy of modern views and quicker adoption of technologies.

If you could give one piece of advice to your younger self at the beginning of your leadership journey, what would it be?

Don’t doubt yourself, you can do and be anything you want. And if you choose a path, dedicate you passion and focus fully to it. But don’t mind asking for what you want and also what you need to succeed. Nothing comes automatically.

In your experience, what is an under-discussed or even overlooked "reality behind the curtain" of leadership that would be worth opening up the debate?

One under-discussed reality behind the curtain of female leadership, particularly in male-dominated fields like advertising, is the persistent pressure to conform to conflicting expectations. While all leaders face scrutiny, women often encounter a double bind:

• Competence vs. Likeability: Women are often expected to be both highly competent and assertive to be taken seriously as leaders, yet also warm, nurturing, and "likable" to fit traditional gender roles. This impossible tightrope walk can lead to women being penalized for being either too assertive or too accommodating.
• Balancing Authority with Collaboration: Women leaders are often praised for collaborative leadership styles, which are highly valuable. However, when women prioritize consensus-building or take time to gather input, they may be perceived as indecisive or lacking authority, while men exhibiting the same behaviors might be seen as thoughtful and strategic.
• Navigating Microaggressions and Bias: From subtle dismissals of their ideas to being interrupted in meetings, women leaders often face microaggressions that undermine their authority and create an uneven playing field. These experiences, while often unspoken, can take a toll on confidence and career progression.

By shining a light on the unique pressures women in leadership face, we can move towards a more inclusive and equitable future where leadership is defined not by gender, but by talent, vision, and the ability to inspire.

Opening the debate about these realities is crucial. Raising awareness and challenging bias by acknowledging the double standards women face can help shift organizational cultures and create more equitable environments for leadership. Redefining leadership norms by celebrating diverse leadership styles and challenging traditional notions of what a leader "should" be can create space for women to lead authentically and effectively. Providing support and mentorship through formal and informal networks can offer women leaders a space to share experiences, navigate challenges, and build solidarity.

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