When Veronika Burešová first stepped into the digital marketing world, she couldn't even tell the difference between PPC and SEO. Today, she heads one of the largest media groups in the Czech Republic and leads over 300 people. She's convinced that leadership superpowers aren't just toughness or ambition, but rather a mix of courage and kindness. "Kindness without courage is just trying to be nice and makes no real impact. Courage without kindness is simply harsh," says Veronika. In the interview, she further shares why being kind to yourself might actually be the most radical leadership strategy of all.
There are still too few women in corporate leadership. According to a 2023 study by Dun & Bradstreet, they make up 13% of leaders in the Czech Republic (the global average is 32%). The reasons? Stereotypes, cultural expectations, prejudice, and a lack of role models in the form of female leaders and women in senior positions.
"It's not about open attacks, but rather the subtle, invisible currents of ingrained expectations. I see double standards in evaluations, where assertive women are perceived as bossy or overly ambitious. I see the overlooked abilities of many talented women simply because they do things differently. I see the mental load, the invisible work that is automatically expected of us, and the neglect of systemic issues like the impact of motherhood on a career and the lack of true flexibility," says Veronika.
"That's why I openly share my experiences and try to create an environment where it makes sense to open up these topics. I believe the best way is to lead by example and thus encourage others not to be afraid to go after what they want. It's about having the courage to be seen and heard."
Honestly, I'm hesitant to call my journey "more challenging," because anyone aiming for a leadership position faces enormous challenges, regardless of gender. I was incredibly lucky because my superiors always looked at abilities more than whether someone was a man or a woman.
But yes, my journey was different. The biggest battles weren't fought in boardrooms, but inside my own head. I struggled with doubts about whether I was "good enough." Whether my collaborative and empathetic leadership style was perceived as strong enough. For a long time, I thought I had to be tougher, more rational, and work harder to deserve my place.
Exactly. The turning point came when I allowed myself to be kind to myself. I understood that what I had perceived as a potential weakness was actually my greatest strength: the ability to listen, connect people, sense the team's atmosphere, and build trust. These aren't "soft" skills; they are the foundation of sustainable success. And then came the role of being a mother, which taught me a level of patience, efficiency, and perspective that no management training can give you.
So yes, my journey was different. Perhaps it required less sharp elbows and more courage to be authentic, to lead with humanity, and to admit that not everyone would happily accept me as their boss.
It's a huge difference. I like to compare it to the shift from being the captain of a single ship to the architect of an entire harbor. As a captain, I had my hands on the helm. I was at the center of the action, knew the project details, solved specific problems, and my work was tangible. As the CEO of the group, I no longer steer the ship; I design and build the harbor. I create the conditions for all the ships—our teams and leaders—to dock safely, refuel, and, most importantly, know where and when to set sail.
This also changes the responsibility. You are no longer responsible for a specific client outcome; your success is suddenly measured by the success of the people you lead. My job is to remove obstacles for them, connect them, and ask the right questions, not to give them the answers.
Letting go. Letting go of control. Letting go of the ego that tells you that you would have done something differently or faster, and admitting that you can no longer understand the details of many things. And that requires immense courage to trust your team and, at the same time, great kindness toward yourself.
I don't want to generalize, because we find great leaders among both men and women. But in my experience, I have seen a few areas where we, as women, sometimes have a head start. We can be more inclined to perceive success not just through numbers, but also through the impact on people, leading us to create environments where people feel good and can grow. For example, when I pushed for the creation of the GroupM Academy or when a colleague launched an internal mentoring program, it wasn't just about education. For me, it was a signal that we care about our people, and that builds tremendous loyalty and trust.
Then there's definitely the courage to be vulnerable. Often, women aren't afraid to admit, "I don't know this, please advise me," or "I made a mistake." By showing their humanity, they paradoxically strengthen their authority and naturally create a culture where the focus is on finding solutions, not blame.
The biggest mistake was trying to be a "superwoman" and do it all. In the first year after my son was born, I threw myself into an incredibly demanding project. I managed it, but at the cost of total exhaustion. That's when I realized what I never want to experience again and that this was not the way forward.
The real price of trying to be 100% everywhere isn't just fatigue. It's the loss of joy and presence. You try to do everything, and in the end, you're not fully present anywhere. You lose creativity, perspective, and most importantly, the connection with the people you care about. So now, I consciously choose where to put my energy every day. Sometimes it's work, sometimes it's family. And sometimes, it's me. I've learned that I'm not a better leader when I work longer, but when I work smarter and with joy.
Others don't have to go through what I went through. I believe that success is built on healthy and happy people, not exhausted ones.
Within WPP, we strive to create an environment that supports this. We open up taboo topics like mental health and provide concrete support, including an anonymous helpline. We build on a culture of trust and flexibility, where we measure results, not hours spent at a desk. This also allows mothers returning from parental leave to find a sustainable work arrangement. We support ambition through projects like the GroupM Academy, a mentoring program, working with talent, and last but not least, by participating in the international Stella platform, which supports women in their growth.
It's not perfect, but it's a conscious decision to invest in people. Because great work is born from safety and calm, not on the edge of burnout.
We women are often programmed to believe that we have to earn our place and that our ambition is something we must suffer for. That's why my honest advice is: Learn to think more about yourself, about what you need and what you want. Stop trying to be perfect in everything. Instead, try with all your might to be good to yourself.
And I have a practical, albeit slightly provocative, mental trick for this. We all have people we admire for their success, whether in business, or society or culture more broadly. Whenever you're in doubt about whether to ask for more money, set a boundary, or turn down another project when you're already on the brink of exhaustion, ask yourself this question: What would that person do in my situation?
They would probably turn it down without guilt, because they have figured out what they want and learned to prioritize accordingly. We have a lot to learn from other people’s success – including men, who often do things more directly and efficiently, even if it's not how we'd imagine it. The greatest courage isn't accepting more work, but putting yourself first. Kindness to yourself isn't a brake on your ambition. It's the fuel. The only fuel that won't run out on the long journey.
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