Exclusive Interview: The Journey of Julián Salcedo, CEO of CEFYRE, S.L. and President of the Real Estate Economists Forum, Towards Transformational Leadership in a Constantly Changing Environment.

Julián, it is an honor to welcome you today. Your remarkable career spans various disciplines, particularly in economics, urban development, and real estate consulting. As a leader deeply committed to fostering collaboration and strategic partnerships, your insights are incredibly valuable. We look forward to discussing your philosophies on leadership and the wisdom you can share with fellow leaders. Let's explore this together.

1. Julián, your extensive experience in economics and real estate consulting uniquely positions you to navigate rapidly changing industries. What key trends have influenced your approach to leadership, and how do you seek to promote personal growth amidst these changes?

Throughout my professional life, my career path has shifted direction several times, fortunately for me in a positive way, presenting opportunities that I have seized with enthusiasm, dedication, and humility, always recognizing the need for continuous learning. In my case, I have consistently balanced executive responsibilities with research and analysis; I have been a lifelong learner, and I continue to be one. My inspiration comes from work, as Picasso said: "Inspiration exists, but it has to find you working."

Engaging in various activities across different professional fields poses a challenge and stimulates individuals' drive for self-improvement. And never giving up in the face of difficulties or adversities—"never give up."

I am not sure if leaders are born or made, but I do know they must lead by example.

2. As a leader managing diverse teams, you must harmonize various perspectives and aspirations. How do you achieve this balance, and what role does emotional intelligence play in aligning your team's objectives with the organizational mission?

Emotional intelligence was famously popularized by Daniel Goleman in 1995 with his book of the same name, but that was a long time ago—30 years have passed since then. Society and individuals have changed in many ways; unfortunately, many values and principles are not as deeply held by many as they once were. We have become a materialistic society, where acquiring things often takes precedence over enjoying what we already possess.

People often strive to "appear" rather than "be," which is why "appearances can be deceiving."

If emotional intelligence means "putting yourself in others' shoes," then I possess a great deal of emotional intelligence.

If having values and principles means having rules that guide our behavior and decisions, holding firm beliefs and convictions, while also recognizing the necessary flexibility and adaptability to ever-changing circumstances—growing more intense and rapid—then I continue to hold firm principles and values. I strive to make these visible to those around me.

Ethics and truth above all else in every facet of life, along with commitment, solidarity, and adherence to laws and norms wherever I may be, in full respect of diversity and multiculturalism, and always, above all, safeguarding individual freedom.

3. Can you share a transformative experience in which you faced significant obstacles in your career and how that redefined your understanding of innovation and sustainability? How might mentoring help leaders overcome such challenges?

Many years ago, when I was still very young and idealistic, I understood that in the corporate world, it is common for some to be primarily guided by economic outcomes. Yet, this is only a part of the goals and objectives that one should pursue, such as the personal and professional growth of all those connected with the organization—its employees, suppliers, and clients—what we now refer to as stakeholders.

I have also been fortunate to be part of organizations that advocate for "giving back to society a portion of what we receive from it." This is how I understand it, and I have always strived to adhere to this principle.

Moreover, the higher we rise in the hierarchy, the greater our (moral) obligation to do so.

4. Resilience is vital for leaders in high-pressure environments. Can you describe a situation that tested your emotional resilience and discuss how coaching methods could enhance a leader's capacity to manage stress and make effective decisions?

Resilience is a relatively new concept coined by those who merely seek to achieve their objectives at all costs, often by any means necessary—promoting the idea that "the ends justify the means." We have many close examples of this.

I prefer to use words such as fortitude, perseverance, the ability to overcome adversity, the capacity to endure suffering, etc., without yielding. And without blaming others for what occurs or trampling on them to achieve one’s goals, regardless of how long it may take—even if the goal is not ultimately achieved.

One of my maxims is "what matters is not winning, but participating," without implying that I am not competitive—I am, indeed, very much so.

5. ALMA ELITE emphasizes the integration of personal well-being with professional success. What importance do you place on this synergy, and how would you recommend that leaders incorporate this perspective into their daily routines?

Physical and emotional well-being are inseparable. It is incompatible to be a good professional while being a bad person, and vice versa. However, to a large extent, well-being is an internal feeling (unless diagnosed with an illness) that depends on how you feel and how you perceive situations. Many people are perpetually dissatisfied with themselves and their relationships with others. Instead of rejoicing in the successes of their friends or anyone else they do not know, they question whether those achievements were obtained appropriately, which serves to discredit them. Envy is the worst fault of Spaniards and Latins in general.

6. In your work addressing ESG (Environmental, Social, and Governance) factors, what ideas have you gleaned about the emotional and social dynamics that contribute to sustainable change? How might ALMA ELITE methodologies help amplify these ideas within your teams?

I am a firm advocate for sustainability (now redefined as ESG) across its three pillars: environmental, social, and economic (renamed governance in ESG), without any of them taking precedence over the others. Of course, I am sensitive to environmental factors such as climate change, greenhouse gas emissions, and the plastics that destroy the marine environment; however, this must not be at the expense of social sustainability (e.g., pensions in our country are unsustainable—ask retirees who struggle to survive on their meager pensions what they prefer: an increase in their pensions or halting a half-degree rise in the planet's temperature?) or economic sustainability (if caring for and protecting the environment increases product costs to the point that poverty rises globally, let's ask a third-world country what they prefer: to be able to feed their population or preserve nature?).

We have just suffered a pandemic that could have wiped out humanity, wars, and repression in many parts of the world that have generated hyperinflation that we are slowly regaining control over. It is not tenable to be dogmatic and maintain the 2030 Agenda in Europe as if nothing has happened when in more than half the world no measures are being taken, and we must accept levels of immigration—both legal and irregular—that could end up overwhelming our social system and cultural fabric.

Sustainability is defined as "development that meets present needs without compromising future generations' ability to meet theirs." The question is, if we are not capable of reasonably satisfying the present needs of ALL, then it's not just that we compromise future generations' needs; it is that "the new generations will have no future."

7. Your international experience suggests a solid understanding of intercultural dynamics. How important is it for you to share your personal challenges within a coaching framework, and how could this contribute to fostering open dialogue?

Internationalization is key for many companies to grow by opening new markets and developing new products, and they must become more competitive as a result; competition stimulates this. Those that do not succeed will not survive long. However, embarking on an internationalization process is not easy; a lot is unknown regarding the country, its legislation, culture, and sometimes even the language, and it often takes time to achieve positive results when many expect to obtain them more or less immediately. If they do not achieve results, two things can happen: they become discouraged and withdraw, losing what they invested up to that point, or they become obstinate and fail to realize that prudence suggests withdrawing in a timely manner, risking even further losses.

Planning the internationalization process, providing the necessary means (human and material) and resources (financial), and relying on a local partner to help navigate the "experience curve" are essential.

Coaching is very helpful for many entrepreneurs and business professionals lacking experience, and it can also be beneficial for those who do have experience; however, the coachee needs to have sufficient knowledge to progress, and a coach must be properly prepared to assist them in the training process.

8. Throughout your illustrious career, what are some timeless leadership principles you have encountered, and how can these principles be adapted to navigate the complexities of modern organizational environments? How could these ideas motivate other leaders to enhance their own practices?

First and foremost, I honestly do not consider my career to have been triumphant, although I cannot complain since my entire trajectory has been upward with sustained personal and professional growth; I have not experienced significant "roller coaster" moments. I believe I have managed to reinvent myself and adapt to new situations, while never sacrificing my principles and values. I can be flexible and adapt, but I will never give up on them. Not everyone can do this; it isn't easy, but if you are convinced that you are doing/have done the right thing, then there is nothing to regret.

Organizations must be guided by a set of principles that, as you said, are timeless: integrity, sincerity, purpose, values, service, efficiency, austerity, humility, and humanity. They should practice responsible delegation, foster teamwork, integrate different generations within their ranks, encourage and promote personal and professional development, respect diversity and multiculturalism, pursue excellence through innovation, anticipate and adapt to change, and communicate actively and effectively—listening is essential; without communication, there can be no transmission of ideas.

Regarding how these ideas could motivate other leaders, each individual must find and follow their own path, recognizing mistakes and correcting them as many times as necessary. Errors are part of the learning process.

9. What do you believe are the most significant factors driving human behavior and decision-making, and how do you think these ideas could be applied to improve leadership development within a coaching context?

Human behavior is influenced by both biological and genetic factors as well as environmental and cultural factors, alongside life experiences we undergo. Regarding the former, studies have shown that certain personality traits have a biological basis; thus, they can constitute a condition or personality disorder that can be treated and, to some extent, cured with pharmacological and/or psychological support.

However, the factors that most frequently determine human behavior are environmental and cultural: the society we live in, the religion we practice, the degree of freedom we enjoy, the education we receive, our family, etc.

Ultimately, it is our life experiences that decisively influence us, both good and bad. For instance, consider someone who has suffered any kind of violence or abuse or experienced trauma; their behavior will not be the same as someone who had a happy childhood or adolescence. If someone has experienced discrimination, poverty, or marginalization, their perspective will differ from that of someone who has lived in comfort.

All these factors can have their negative effects mitigated, but the individual's will and attitude are paramount to turning them around and transforming them into something positive—this is an essential part of learning.

10. Given the emerging research on the interplay between the brain and the heart in decision-making, how do you foresee the integration of emotional and physiological intelligence shaping the future of leadership? What potential benefits do you think this awareness could bring to leaders in their roles?

The human being is a combination of brain (intelligence, rationality, knowledge) and heart (intuition, impulsivity, love and hate, solidarity, compassion); the question lies in what proportion. Not everything can be left to rationality, nor can everything be based on emotions.

Emotions can indeed be managed; we can learn to control them, just as rationality cannot be devoid of feelings. Currently, and increasingly in the future, media may influence us more than they should. Just look at numerous tweets on X (formerly Twitter) or posts on social networks like TikTok or Instagram, which serve as models for many young people who imitate their behaviors—from fashion choices to the manner of speaking and social interactions.

At present, and in the near future, the possibilities offered by AI—artificial intelligence—will exponentially multiply human capabilities/skills. The evolution of robotics towards the creation of humanoids (a reality that is not as far off as it seems) will revolutionize the human race, which is why some of us advocate for ethics in its deployment, ensuring that it does not lead to further dehumanization (beyond what we may already be experiencing).

Julián, thank you for sharing your insights with us today. Your experiences have provided a rich tapestry of wisdom for leaders seeking inspiration and growth. Your commitment to promoting innovation and sustainable practices serves as a guiding light for many. I look forward to continuing this dialogue and seeing how your ideas can influence our community. Your perspective on leadership as an opportunity for transformation is invaluable, and I am grateful for the time and knowledge you have shared with us. Thank you once again.


Julián Salcedo Gómez

Dr. Julián Salcedo Gómez, PhD in Economics, Doctor of Law, International MBA, and Urban Planner, is a prominent figure in the economic and business realms. He currently serves as President of the FORO DE ECONOMISTAS INMOBILIARIOS at the Madrid Economists' College. He also holds the position of Vice President on the Board of the Urban Planning working group and is a member of REFOR Economista Forense at the General Council of Economists of Spain.

Moreover, Dr. Salcedo Gómez is a member of the Advisory Committee (Economics) of COU Ban - the Official College of Real Estate Agents of Barcelona. As a professor, he has taught postgraduate courses at various Spanish and Latin American universities. Until July 2024, he was an Associate Professor at the Faculty of Economic and Business Sciences at the Complutense University of Madrid.

In the business realm, Dr. Salcedo Gómez acts as an Independent Director, External Advisor, and Consultant in Real Estate, developing expertise in areas such as Development, Assets, Properties and Facilities Management, Strategy, Taxation, Finance and Management Control, Internationalization Processes, Corporate Social Responsibility, Corporate Governance, Compliance, Forensics, Talent Management, Leadership, and Motivation. He is also an expert in Business Restructuring.

As an expert in Economics and Business, Law, Real Estate, and Urban Land, Dr. Salcedo Gómez frequently collaborates with media outlets, providing analysis and commentary on current economic and business issues.

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