I believe in identifying leaders by their ability to be true to themselves and their capabilities.

Hamutal Oren-Fox

In this edition of our new Leadership Development Interview Series, we sat down with Hamutal Oren-Fox just before starting her new role as Chief People Officer at Snappy. She was kind enough to share her learnings from developing leaders in multiple tech companies.

Hamutal, can you tell us a bit about yourself and your current role?

Sure, I just joined Snappy, a venture-backed (Series-D) company that offers a gifting platform for employees & clients. I am the Chief People Officer, and I lead a global People team of 6. Before that I led HR at a company in the property tech industry.

What does leadership mean to you?

Leadership is about creating or finding passion in others and helping them develop it into motivation. Everyone has the potential for leadership; it’s about connecting with your superpower and being true to who you are. Leadership is about enabling others to find and embrace their own leadership qualities.

Why does leadership development even matter?

Leadership development is crucial for personal growth and the overall success of the organization. It’s about enabling individuals to realize their potential, contribute meaningfully, and drive positive change within the company. Effective leadership development leads to more engaged, motivated, and productive teams.

Which skills do people need to succeed as a leader?

True leadership involves understanding your strengths and being authentic. It’s about developing self-awareness and the ability to connect with others, fostering their growth and passion. Leaders need to be adaptable, open to feedback, and willing to continuously learn and grow.

How do you select new leadership talent to develop?

I believe in identifying leaders by their ability to be true to themselves and their capabilities. In my last role, we had a program for first-time managers that includes a five-week training course covering essential skills. For mid-managers, we focused on peer-to-peer coaching.

Which tools and programs did you have in place for that?

In that example, we had two main programs. The first was for first-time managers, focusing on basic management skills. The second was for mid-managers, where we used a peer-to-peer coaching approach. Participants would also present on their strengths and consult on case studies, enhancing their leadership and management skills through real-life applications and feedback.

What are the challenges of leadership development?

The main challenge I’ve encountered in the past was in the mindset of leaders. Some managers may not be open to feedback, which can lead to issues like learned helplessness in their teams. Overcoming this requires a focus on self-awareness and the willingness to be vulnerable and accept feedback.

If you were able to support everyone that wanted to develop their leadership skills – instead of a few selected people – what would be different?

We would have a more inclusive approach to leadership development, providing everyone with the opportunity to grow and express their leadership potential. This would encourage a culture of continuous learning and self-improvement, fostering a more dynamic and adaptive organization.

Have you considered using AI tools in developing the future generation of leaders? Why or why not?

Yes, I’ve experimented with AI in leadership development. AI tools can be cost-effective and provide flexible, asynchronous learning opportunities. They can prompt introspective conversations, essential for leadership development. However, AI lacks the human touch necessary for deeper insights and real-time feedback, which are crucial in leadership development.

To learn from more experts on how to grow leaders at your company, check out our full list of interviews here.

If you’re looking to grow future leaders at your own company, get in touch to see how Bunch can enable you to give every person in your company a personalized, continuous development program in just 2 minutes a day.