13 MAGAZINE When examining leadership at organizations, I would like to adopt a perspective that veers toward the bigger picture rather than focusing on this pandemic situation. However, I believe it necessary to start by mentioning the reality we face, about which there is consensus: Constant changes worldwide and unpredictable and challenging scenarios. Of course, this reality is also being felt in the business ecosystem; it is a reality that many companies dealt with quickly, while others took longer to organize, acclimatize, and/or reinvent themselves. But... which ones responded best? They were the ones that already had some theoretical or practical experience, as well as leaders with more skill or flexibility in terms of adaptation. It should also be acknowledged that the leadership required by the crisis, considered to be “aspirational leadership,” was already being considered at many organizations well before the pandemic began. They already had leaders committed to relationships, who make inclusion a tangible reality, and others were heading down that path. However, it was merely a nascent trend. Even today, many companies maintain vertical structures. However, generally speaking, more and more are adopting collaborative models with greater horizontality. These companies will simply attempt to accelerate more inclusion and integration, further energize the space for creativity and innovation, and focus on the future. For the least advanced, it will be an opportunity to embrace the moment, to decide and act swiftly by proposing the creation of diverse teams and fostering an environment that encourages creativity. Collective intelligence, different approaches, and ideas that challenge and propose novelty by driving change. The context and commitment to diversity is making room for these so-called “new leaders” to appear. They are emerging and becoming essential in the current situation and near future. They might be people already responsible for inclusive teams and have the skills required, or people who will have a responsibility to consciously develop them. If I were pressed to list those skills, I would have to base it on my own personal experience. I worked, developed myself, and grew professionally at DuPont, a large company and a management school. I lived through enormous transformations, unique corporate experiences, procurements, joint ventures, dissolutions, business sales and transfers, and closures, leading up to the incredible merger with the competition to create three specialized leading companies. A journey with such challenging milestones forced me to adapt and accompany others by navigating and leading the radical changes needed by committed Silvia Bulla CEO of DuPont / Argentina This ongoing learning experience has helped me greatly in my management, which is why I invite all of you to take some time out of your day to review your professional careers, as often as necessary