LidVa Magazine

01 Article

02 Interview

► “Ensuring that everyone finds their place and feels comfortable in it has a lot to do with leadership.” Interview with Joan Morros, sociocultural animator

04 Games and Values

► VinclES

05 Humor

► Manel Fontdevila's point of view

From the very beginning, when we developed the conceptual model of the Chair in Values-Based Leadership, led by Pep Guardiola and Manel Estiarte, we were aware that a debate could arise regarding the distribution of the different elements on the “field of play.” Thus, the structure based on a 1-4-3-3-1 formation (incorporating the “12th player” as the supporters—the people, the true purpose and meaning) was inspired by Guardiola’s early seasons as a coach, when with this system (always with adjustments and adaptations) he achieved a personal, recognizable, and unparalleled style that led him to the highest levels of results and international recognition.

After his time at FC Barcelona, he had a period at Bayern Munich, and for the past 9 years he has been managing Manchester City in England, winning 6 Premier League titles, 1 Champions League, 1 UEFA Super Cup, 1 Club World Cup, and 2 FA Cups, 4 League Cups, among many others. Throughout his career, he has demonstrated the qualities of an adaptive leader who changes tactical setups and strategies while remaining faithful to his language, philosophy, and essence of play. His systems evolve, but he maintains coherence without betraying his style and identity. Therefore, the key is to distinguish between three concepts:

• Style, as philosophy, immutable essence, and core values
• System, as the adaptable structure, tactics, methods, and organization
• Game model, as the practical application of style through the system

Style is the soul of leadership

It is what is non-negotiable. It is your “what,” your “why,” and what connects you to your purpose (the “what for”). It is the set of values, principles, and beliefs that define who you are as a leader, regardless of where you are or whom or what you lead. For the Guardiola–Estiarte duo, these elements include: intelligent ball possession, immediate high pressing after losing the ball (as a proactive attitude), collective protagonism (everyone participates and matters), associative play, an obsession with detail (also as a sign of respect, commitment, and responsibility), and constant humility despite accumulated success. These principles have not changed in 15 years. They have been present at Barcelona, Bayern Munich, and Manchester City. They are their signature. Their identity. Their style.

Within the conceptual framework of the Chair in Values-Based Leadership, these are represented by the 12 activating elements that sustain it:

• The goalkeeper (1) – The fundamental base: integrity and nobility—one’s own principles, values, personal purpose, convictions, and awareness
• The defense – Personal dimension: (2) Energetic and methodical (3) Passionate and optimistic  (4) Empathetic and humane (5) Communicative and receptive
• The midfield – Team dimension: (6) Learners and adaptive (7) Team talent (8) Intense and detail-oriented
• The forward line – Organizational dimension: (9) Creative and visionary (10) Designers and builders (11) Connectors and distributors
• The 12th player – Social and environmental dimension: the purpose, the “what for” you aim to achieve

These 12 elements form a leadership style that transforms and adapts, but does not change in its essence and foundation—one that connects personal, team, and organizational purpose toward a broader social purpose.

The system is the form of leadership

The system is the form of leadership—the element that adapts to different contexts. It encompasses the structure, processes, tools, and methods you use to put your style into practice. It is essential that the system be adaptable, because contexts are highly diverse, constantly changing, unpredictable, and complex:

• Different cultures
• Varying levels of team maturity
• Diverse strategic challenges
• Distinct stages of development

The Guardiola–Estiarte partnership has proven to be a master of systematic adaptation. From their structured 4-3-3 formation to other systems such as 3-4-3, 4-2-3-1, 3-2-4-1, among many others. In leadership, the system is how you organize, structure, and apply—through your values—the team, its work, and its direction, according to each context, moment, and need. Just as in the world of organizations, it is not the same to lead a startup in its launch phase, a family business in a mature sector, an NGO in a wartime conflict, or a large multinational expanding globally. The systems may be completely different; the style and personal values remain the same.

The game model: responding to each moment

The game model is the specific and concrete application of your style through the system in a given moment and context. It is the practical answer to: “Given my unwavering style and the system I have chosen for this context, what does this look like in daily practice?” Personal values and style are immutable, systems adapt depending on the context, and the “game” (or work) model involves a series of specific, concrete actions that also adapt.

The managerial action plan is the concrete expression of the leadership model and its systems. For example: weekly meetings with the team to set objectives, end-of-week reviews to identify individual and group learning, real-time celebration of achievements, promotion of collaborative social impact projects, etc. The plan can change in line with the system—but values and style remain constant. Having a plan is essential, because without a compass, it is very easy to lose your way.

Joan Morros Torné is the coordinator of the Cultural Association El Galliner, which led the process of restoring the Kursaal Theatre in Manresa from 1995 to 2007. He currently continues to head the organization, which has been responsible for the venue’s programming since its inauguration, in collaboration with a professional technical team. The citizen participation experience of El Galliner has turned the Kursaal Theatre of Manresa into a benchmark in the sector, as through volunteer work it has managed to mobilize and consolidate a broad and diverse audience: in the past, to advocate for the need for a new performing arts venue in the city, and now to achieve one of the highest occupancy rates among theatres in Catalonia.

Morros holds degrees in Psychology and Pedagogy and was a teacher and professor in the Higher Vocational Training Program in Sociocultural Animation before retiring. We spoke with him about leadership and values in the cultural associative sector.

What is leadership?

Leadership in the associative sector is the ability to bring people together around a common project and clear objectives. Whenever people work in groups—even in organizations with very horizontal and democratic structures—there must always be someone who coordinates and facilitates. It is about ensuring that everyone feels comfortable and can engage in the project to the extent they can and want. Not everyone has to do the same thing, devote the same amount of time, or do so with the same intensity. Ensuring that everyone finds their place and feels comfortable in it has a lot to do with leadership. On the other hand, leadership also plays an important role in encouraging the exchange of ideas and reaching consensus.

In the case of the restoration of the Kursaal Theatre—a project driven by volunteers—leadership was key in finding people willing to dedicate their time and in facilitating their involvement and participation. Leadership made it possible to bring together people both within and outside the organization and align them toward a common goal. The restoration of the Kursaal would not have been achieved solely through the work of one association, no matter how strong its team; it also required the support and collaboration of other groups.

How do you lead a team of volunteers?

In my case, as a volunteer myself. It is about leading by example, which gives you a certain moral authority. At the same time, you also need to know how to energize the group with the people around you—people you have not always chosen. An association is not a company, where staff must go through a selection process. This means that sometimes you encounter individuals who do not always contribute positively, who may have toxic attitudes, who want to stand out above others, who do not know how to add value, or who find fault with everything. You need to know how to redirect these attitudes, bearing in mind that the bond is not contractual but voluntary in relation to a shared project.

My experience leading various volunteer-based organizations (Rialles, Tabola, Bloc) helped me avoid mistakes later on with El Galliner. For example, organizing a small management team made up of people you know you can rely on, rather than having a large group where you can never be sure who will be there consistently.

What values lie behind a project like the restoration of the Kursaal?

I am not sure if it is exactly a value, but I believe patience is very important. Patience in dealing with people—accepting and understanding each person’s way of working—but also in relation to the project itself. By patience, I mean having ambition with a long-term vision: the ability to set ambitious goals without the urgency of achieving them immediately. In the case of the restoration of the Kursaal Theatre, it was key to set a ten-year timeframe to achieve the objective. More radical positions might have proposed shorter deadlines.

Other important values that El Galliner has cultivated over its thirty years of existence include tenacity, perseverance, optimism, and generosity. To these values, we should add some essential skills as well: the ability to listen and to express oneself, as well as a positive attitude. It is very important to create a good environment so that people are willing to invest their time voluntarily in a project. People like to work in an optimistic setting—working in favor of something, not against anything or anyone. Experiencing advocacy as a celebration, with a sense of joy.