La pasión por dejar una huella positiva - Mónica Flores Barragán con Bogart Montiel

Thank you for your space, Leaders Uncovered. Thank you for the invitation. I'm very happy to be here.

Well, I'll go back some years. I'm Mexican, from a middle-class family. I have only one brother, seven years older, and we lived like anyone. I remember my parents didn't have excess resources; we lived well. I was a very shy child, and I always tell this because sometimes we think shyness doesn't go away or can't be overcome. It doesn't go away, but it can be overcome. So I was the typical top student, always getting tens, but I was afraid of sports. I was terrified of the basketball ball, and in volleyball I couldn't hit it. I failed physical education because I never learned to serve the ball in volleyball. It was terrible for me. I was afraid. So I was more of a withdrawn child who didn't participate in activities because I was very closed in on myself. Until one day the teachers spoke with my parents. They called them in because I obviously knew the answers—I studied hard, did my homework, and finished first—but I didn't participate in class. So the teacher said, 'She has the answer, but she doesn't raise her hand. We need to help her come out of her shell and get rid of those insecurities.' So my mom put me in public speaking classes, then dance and theater classes, and I started to loosen up my body and my tongue, to have less fear of making mistakes. I studied dance for a long time: Hawaiian, regional, jazz, modern dance—all kinds. I participated in some theater plays, but I never got into sports, especially rough ones. I remember my mom always told me I had to be confident because I had to be economically independent. My mom worked all her life; she was a woman ahead of her time. She said, 'When you earn your own money, you don't have to put up with anyone, you don't have to ask for permission, and you don't have to ask for forgiveness. You can buy the cream, the clothes, the trip, whatever you want, without having to ask for opinions.' She told me that from a very young age, a million times. And my dad always told me I could do whatever I wanted in life. He only asked that I be the best at it, that I strive to always stand out and not be mediocre. He said, 'You can be a teacher, a dancer, a gymnast, a scientist, a doctor, whatever you want, but strive not to be just average.' Those two mantras stuck in my mind. I think it's very important what your parents tell you, because it marks you. Especially for women, when your dad gives you permission to be whatever you want, you don't have to ask anyone else for permission anymore. Your dad already gave you that. So that always drove me to be economically independent and not be mediocre, always striving for excellence.

Yes, and they repeated it a million times. So I grew up that way. I went to a school run by the Sisters of the Incarnate Word from third grade of kindergarten to third grade of high school. It was all girls, and I had a great time. I have great friends from that time. For me, the nuns were wonderful; they taught me and formed me in values. I lived that student era very well. When I finished high school, I had to decide what to study. As I told you, my parents didn't have excess resources, so the natural option was to go to UNAM, Poli, or some public school. But I wanted to study philosophy. I hadn't had serious vocational guidance sessions, but I always liked it. I remember we were in the kitchen, and I told my parents my intention to study philosophy. My mom, very wise, said, 'Look, back then, being a philosopher meant being a teacher and starving to death. She told me, 'If you want to be economically independent, why don't you study something else, and later, when you finish and have a job, you can study philosophy or whatever you want. But study a career that guarantees you an income for an independent life.' I had no idea what I wanted to study. I had a cousin who studied actuarial science and was doing very well. She said, 'Why don't you study actuarial science?' I didn't even know what that was. So I talked to my cousin, he told me it was great, and that's how I ended up in actuarial science. I was good at math, I understood it, but I was more passionate about words. Math wasn't a struggle; I was good at it. I think it was those circumstances that led me on the right path. Studying actuarial science was a great decision because it helped me think differently. I think all these STEM careers give you a logical-mathematical order that is very important for decision-making. I don't know how to derive or integrate anymore—I stopped practicing—but it formed me. Another important decision was to study actuarial science at UNAM. I graduated from the Faculty of Sciences. But remember, I came from a nun school. The change for me was life-changing. It was a terrible shock to see things I never imagined existed, completely different realities. I came out of a bubble into life, realizing not everything is rosy. There were classmates who had to work to pay for tuition, transportation, or books. It was a very enriching experience for me to understand my Mexico. My dad was always very patriotic and taught my brother and me to respect the flag, national symbols, sing the anthem, stand up when we saw the flag, and celebrate Independence Day. He instilled that from a very young age. It gives me goosebumps because I share a lot of that. Even now, on September 15, we have a Mexican-style party, sing folk songs, and celebrate with respect. The posadas, traditions, singing, rolling the Niño Dios, piñatas with my cousins—we still sometimes get together and have posadas like when we were kids. I also get goosebumps remembering the little candle with cardboard... but yes, all these Mexican traditions, eating like Mexicans, with chili. They said I was blonde and didn't eat chili, so they wouldn't believe I was Mexican. My dad taught me to eat spicy guacamole. You're making me remember all these moments that unfortunately have been diluted or mixed with other traditions. But truly, friends, don't leave this aside. You can feel the blood move, the hair stand on end—it's amazing just to remember it. I set up a Day of the Dead altar at home because that's how it was in my house. My daughter, when she was little, would ask for Halloween, and all her friends dressed up as little pumpkins or witches, very American. I dressed her as La Llorona and La Catrina, and eventually she told me she didn't want that costume anymore. She wanted to be a little pumpkin because it wasn't a Mexican tradition. She still remembers that now that she's 22. Anyway, back to my career stage. That enriching period ended, and I went on to study a master's in business administration at IPADE, where another world opened up to me. I moved from a school environment to talking about business, companies, human factors, and corporate politics. Then I looked for my first job, but I never forgot that I wanted to study philosophy. So while working, I started studying philosophy at the Universidad Panamericana in the evenings. It was a kind of open master's that gave me flexibility, and I fulfilled my dream of studying philosophy, which was a third opening of the world of vision, discovering what moved me inside—the world of knowledge, great sages, and finding the person as a complex, integral being with many facets, with whom you have to do business and be successful. And so my first step happened: I found a job I liked, I earned well, but I didn't love it. I had no obligations to support anyone, I still lived with my parents, so I had the freedom to change and not pressure myself. I had two more jobs, basically because I didn't feel that spark of 'Wow, how great to go to work'—passion, emotion, adventure. Then, by chance, I was introduced to the then-director of Manpower, who was looking for someone to be a manager. I remember perfectly that in the interview he said, 'You have your master's, you studied philosophy, you're an actuary, but here you have to prove yourself. So you're going to start from the first level.' So I had the challenge element. I was paid less, worked more hours, lived farther from home, and had to prove myself, but it was a great lesson. I started at Manpower in the early '90s, recruiting, interviewing, processing payroll. Back then, we still paid with checks and had to remove the carbon paper from the payroll receipt. It was like printing in the 17th century. Now when I look back, I think, 'Wow, how things have changed.' Skills that are enviable today. The combination of actuarial science, philosophy, and business administration... well, yes, it served me. I went through various positions at Manpower. I was there for seven years, then left to work at a bank. After four years, there were organizational changes, and they called me back. I returned as commercial director, having already gone through accounting, purchasing, administration, the foundation, public relations, and operations. I spent seven years in all areas except systems and HR, trying things out. I went to a bank for four wonderful years in HR, which was another thing I had done at Manpower. That gave me a lot of insight from different areas. I returned to Manpower Group, which was no longer just a company but a global company with many brands. It was a different company where you felt the big shift from being an international company with local operations to being a global company. I lived that transition from the commercial direction and then from the general direction of Mexico and Central America. It was a very nice stage where I learned things I never imagined I was capable of doing, where there was transformation in the organization itself in terms of culture, values, and purpose. In 2003, they offered me the management of Mexico and Central America, and in 2013, the presidency for all of Latin America, which has been spectacular for me in terms of learning and challenge. Three years ago, I became the global leader of the Manpower brand, the largest and best-known, where we focus on technology talent and HR consulting and recruitment processes. So that's been my professional history, with good days and bad days, like everywhere, days where you say 'this is easy' and others where you say 'how am I going to do this?' But I think the secret is that I like what I do, I'm passionate about what I learn every day. It's different every day. I don't see myself in any other company than Manpower Group because it aligns my personal purpose with the organization's purpose.

I'm very fortunate in that sense. We transform lives. When we give someone a job, train them, give them feedback, help them in their transformation process, because a person who gets a job has resources to support their family, pay school fees, not worry about groceries, and can educate themselves more. It's the moment when you see the person's face when you say 'the job is yours'—a look of peace, hope, that smile. Well, for some, they pull out a calculator. And that aligns with my purpose, which I think hasn't changed but has matured. I believe it's to leave a mark on my environment, my country, the organization, my team, my family—to transcend by leaving a positive seed. To give back some of the fortune or positive things I have in life. This ambition to hate mediocrity, to seek excellence, to be a better person every day.

I think it matured over time. It was a process. I would say maybe about 20 years ago, when my daughter was born. When you have a child, your parameters change, and you start thinking beyond. Then you have a fourth lens through which to look at life. In this story, my dad was fundamental as a role model. There might be famous people, but my parents were the ones who forged me. My dad always told me, 'I don't educate you for you, but for my grandchildren.' He thought about the next generation. My mom, of course, thought the same: 'I don't go out for you; I look for my grandchildren because they have to make this country a better place.' And with my brother, how was the relationship? Well, poor guy, he had to take me to gymnastics classes, take me to dance, pick me up from school, parties. There's a big age difference. He got married when I was about 18, and I was like the typical aunt who gives everything to her nieces and nephews. I already worked, so I was younger than their parents. We have a great, close relationship. Our kids are like siblings. We've preserved that family sense. And he's also a very successful businessman.

Almost everything in life can be overcome and improved. Don't think that characteristics like shyness are a burden for your development. They can be overcome. You have to learn techniques, which eventually become part of your actions. You don't think about them anymore, but you have to make an effort. Don't let ourselves be marked by things that seem like we can never change. I always advise parents when I give classes or talks to young people or parents in schools: put your children in theater classes, public speaking, team sports. That will help them form competencies that are not taught in schools and are much more important in the 21st century than 14 degrees. Teamwork, leadership, negotiation. Theater, in particular—I also studied theater for a while in high school. The possibility of embodying another person with characteristics different from your own allows you, for a few moments, to be someone else and free yourself from emotions like fear, shyness, or pain you might be experiencing in real life. It's like one of the first metaverses, now that it's so trendy. One phrase you said earlier was 'realizing that I could do things I never imagined.' That seems to appear many times in life. Can you tell us about one of those experiences? What feelings and emotions did you face? Because so far, everything you've told us seems like the bright side of life, the happy side. But here in this program, we like people to know that life is not that flat, that there are peaks and valleys, hills to climb, and turns to take. We'd like you to help us talk about that.

One of the things I learned over time was to harmonize my professional life with my personal and family life. It wasn't easy. Because on one hand, you have the stereotype that to be a leader, especially a woman, you have to sacrifice part of your family or individual life. That process was hard work. I remember once, when I was already mature, not young, I was waiting for a flight from Buenos Aires to Mexico on a business trip. It was early morning, terribly cold, I had a bad cold, and there was a problem with the flight. I was calling Mexico outside the airport, with that terrible draft and ghost town feeling. I was there in the early morning, dying of cold with a fever, talking on the phone, and I said, 'This isn't right. This isn't what I want for myself.' I remember that scene in full color. It was like a click to start worrying about harmonizing things and giving each issue the importance and priority it deserves. I was going to return that flight totally sick, miss the office, and not be with my family. It wasn't what I wanted. So I started setting limits and gaining clarity on priorities. I also learned over time that I needed to give time to myself—not just family or my daughter, but to me. To go have a coffee with my cousins or get a manicure without guilt. Or to say I'm not going to socialize, I'm going to read this book. I had forgotten that part. I lived for others—profession, family—but where was I? And I think nothing works around you if you're not good with yourself. That includes the spiritual part. I think the pandemic made many people think about that. I think if I hadn't had that awareness, during the pandemic I would have gone crazy. And when I talk, you mention the bright side—it sounds nice, but there are terrible days. Days when you wake up and prefer to stay in bed, not want to face a problem with a client or make a painful decision. But you have to do it, or you don't move forward. Can you remember a big problem and how you overcame it?

It wasn't a big problem, but it was very painful. When I was given the management of Mexico and Central America in 2003, I was promoted, so all my peers became my direct reports. There was someone on that team who wanted the position and always aspired to it, but I got it. So he dedicated himself to blocking me, challenging me in meetings, being mean. The process of deciding that this person was not only hurting me but the team was very difficult. He had been working there for years and had significant leadership within the group. I remember the day I thanked him and let him go, I couldn't sleep, I was more nervous than anything. He went into the conference room, and I thanked him, said we had talked about this not working, and that was his last day. The face he made—frustration, despair, perhaps regret—I will never forget. It was one of the most painful and difficult processes for me, but necessary for the common good. The most difficult business decisions are often about whether to enter or not, whether to back down or not. Operational problem-solving is part of daily life. So that skill of decision-making in adverse circumstances—how do you practice it? You learn. One of the strongest learnings for me was when I returned to Colombia and we were sent into quarantine, which I thought would be two weeks, but it turned into two years. I started making practical decisions from one day to the next: strategy, annual plan, and then, 'Everyone, open your computers, take your plant so it doesn't dry out, and go home to work.' In the middle of that pandemic came the labor reform in Mexico, which for us meant reconverting the business. I was at a point where I thought, 'Nothing new for me, I have it all under control.' But the pandemic was a fundamental change in the way Manpower does business in Mexico. That was another learning: making incredibly tough decisions with resilience, without letting yourself fall so the team doesn't fall. It was admirable professionalism from many colleagues who, even though they might leave the next day because operations were reduced, worked with love for the company. That brings me to the purpose part; people knew it wasn't because of a mistake or a decision to save money and cut staff in half. It was something beyond our control. I learned that we don't control all the variables. I never thought the pandemic would be the worst; something else can always happen. So be prepared.

The main business globally is staffing, which is outsourcing personnel. Unfortunately, in our country there were bad practices, like not paying taxes, the famous outsourcing, not registering, and paying under the table. I think the intention of the reform was good—to end these practices—but unfortunately, the law didn't end the bad practices. They continue to cheat the market. The whole issue of the figure of the supplier versus the invoicing companies became a mess; they mixed everything with good intention. Yes, there were and still are bad practices. They weren't eliminated. To some extent, it affected sectors that were working well with that good intention, but perhaps not analyzed in its full spectrum. I think it's hard to please everyone and consider all variables. In my opinion, the legislation could have been nuanced, always thinking—and there I agree with everyone—the authorities thought about workers' rights, talent formation, and the future of the country.

We are in more than 70 countries, listed on the New York Stock Exchange, with more than 70 years in the market. We are the only company in the industry listed among the most ethical companies in the world. We train 10 million people each year, and we have nearly 800,000 people in the field every day around the world. We are a giant company. What we do includes the Manpower brand: we do personnel outsourcing, recruitment and selection, training, and everything related to labor market flexibility. If you need a job, you go to an office or apply online, and we conduct a recruitment process. You are either hired directly by our client or by Manpower and assigned to the client. With the new legislation, this only happens when it's not a core activity of the client. The candidate never pays. We charge the employer. If anyone ever tries to charge you, report it, because that's prohibited. That's one of the services under the Manpower brand. In Experis, it's the same but only with IT talent, because the process is different—interviews are more complex, technology-wise. And in Solutions, the third block, we have a brand called Management, where we do HR consulting, from talent management to placement. It's aimed at companies but also at individuals. If someone loses their job and wants placement services, they can use Right Management, where we help them define what's next: whether to become an entrepreneur, retire, or look for another job. We help them navigate each option. For example, if you've worked at a company for 20 years and lose your job, you might not know how to look for a new one. We help you clarify your resume, practice interviews, know how to answer questions, where to look, and how to plan your life options. So we cover the entire circle of HR and talent for both companies and individuals. Right Management is professional. So there are opportunities. And doors to get employed: there are trades and careers. We have open vacancies of all kinds, from entry-level positions for your first job if you're a student, to operational positions in a factory, to mid-level and area management positions. It's a broad spectrum. It changes depending on the type of talent we serve. We have specialized recruiters by industry who speak the same language as the logistics sector, for example, and know what skills are sought in that sector. We accompany the individual throughout their life.

We have an app, but it's only for Manpower. And the website is www.manpowergroup.com.mx. There you'll find the full range of options. Since it's a company that consolidates this group of brands, you'll find everything there. And I'll take the chance to do a commercial: I had the fortune of writing a book called 'De Sus Máscaras a Sus Marcas, Empléate' (From Your Masks to Your Brands, Get Employed). It's free; you can download it. I give tips on how to get your first job or a new job: how to make a CV, how to interview, what details to take care of, self-assessment, how to practice—things they don't teach you in school anywhere.

First, we need to be clear: we returned to the future, not the past of work. Hybrid and flexible models are here to stay for many positions, but not all. Not everything is for everyone. 100% remote work will be the minority, and 100% in-person work will be the minority. There will be a gradual flexibility in between. That's here to stay for the benefit of employees and collaborators, but also as a challenge for leaders. This new circumstance requires different leadership styles. The transactional employer-employee relationship—'I give you five hours and you pay me a salary'—is over. Now we have a different negotiation: 'I give you this, but you give me that.' Today, the collaborator is much more demanding of what they expect from their company: not just a salary, but learning, motivation, inspiration, being in an environment of a company that gives back to its surroundings positively. Today, companies have to be much more strategic in building their employer brand to attract talent, which is scarce. Here's a fact: we do a survey every year. 64% of employers in Mexico say they can't find the talent they need when they need it. Why? Because with the change in the world of work, academic knowledge is important, but the weight has shifted. Soft skills—teamwork, relationship influence, communication, resilience, creativity, learning—now have more relevance. Since these aren't taught in school, we don't find them easily. So the advice for the second part is: don't think that what you know is enough. Today we all have to keep learning all the time because we become obsolete. Before, having a degree meant you were set for success. Not anymore, because what you learn becomes obsolete in two years. Today you have to learn about the digital era, but also change your leadership style, change management, disruptive business models, marketing digital—you have to learn many things all the time. So don't rest easy with a degree or certificate. And I'm not just talking to young people, but to all of us who are working. What you know might even hinder you from continuing to learn.

Thank you.