Leading in a time of AI driven disruption can feel exciting and overwhelming at once. Burnout is not an individual flaw, it is often a systems problem that shows up through our habits and leadership culture. The good news is that resilient, sustainable leadership is a learnable skill. How can you stay effective under constant pressure without sacrificing your health or personal life? What does it look like to build burnout proof leadership from the inside out? How can you double down on your most human qualities while using AI as a powerful tool instead of a threat? These are some of the questions we explore in episode #108 of "Poder aprender."

In this conversation, Victoria Mensch shares why every external disruption is an invitation to strengthen self leadership. She explains how to shift from feeling at the mercy of uncertainty to sitting in the driver’s seat of your own behavior, and why constant adaptation and intentional learning are non-negotiable skills for modern leaders.

We also explore the difference between chasing results and enjoying the learning journey. Victoria breaks down what high achieving leaders who keep growing do differently from those who plateau, and how reframing progress as a game you genuinely enjoy can sustain your motivation in languages, leadership, and any complex skill.

Another key theme is work life harmony and your identity beyond your job title. Victoria talks about the risks of living a one dimensional life, how to design a more multidimensional version of success, and simple practices like intentionally bringing joy into your days so you can replenish your energy instead of sliding into burnout.

Finally, we dive into leadership in the age of AI and multicultural teams. Victoria explains why this moment is an intellectual revolution, which human skills become even more valuable, and how emotional intelligence, ethical judgment, and cross-cultural awareness help leaders build high performing teams that can thrive with AI as an ally instead of an enemy.

These are the topics of episode #108:

• Burnout-Proof Leadership And Self-Leadership
• Enjoying The Journey In Learning And Leadership
• Leading In The Age Of AI: Human Skills That Matter
• Work-Life Harmony And Multidimensional Success
• Joy, New Habits, And Building High-Performing Teams

¡Sigan aprendiendo y acuérdense de practicar bien!

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Sitio web: https://poderaprender.com

Instagram: https://instagram.com/poder.aprender

YouTube: https://youtube.com/@poder-aprender

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Sitio personal: https://walterfreiberg.com

Today I'm having a conversation with Victoria Mensch, PhD MBA and Silicon Valley

leadership strategist and executive coach who helps high achieving leaders thrive in an

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era of AI driven disruption.

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With over 25 years of experience in tech, she brings a rare plan of behavioral science and

business acumen to the table.

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As the founder of the Silicon Valley Executive Academy, Victoria equips executives and

teams to scale sustainably without burnout, without breakdowns or sacrificing what matters

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most to them.

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In today's conversation, we'll explore what it takes to grow under pressure,

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how to build resilient leadership from the inside out, and why the future of work starts

with how we learn,

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how we adapt and how we lead ourselves.

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Welcome Victoria to "Poder aprender".

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Victoria, you talk about burnout proof leadership.

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And when we speak about habits or mindset shifts, what are the most helpful

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things that you work with.

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What are the most your preferred practices

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when working with leaders around these issues?

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There are several, it's really hard to pinpoint just one.

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When leaders come to us to the academy, when when we talk to them there are a variety of

different topics that we usually cover.

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When we talk about leadership, I really like to talk about self leadership, right?

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So before you can lead other people it really makes sense to master the art of

self-leadership.

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And when we're talking about burnout proofs strategies, that's really that connection with

the leadership with how you manage your teams how you manage your companies how you manage

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business, how you manage yourself.

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What's important is that more often than not, especially for entrepreneurs and founders

and high achieving leaders, we all know that we are under stress, right?

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And that stress often comes through our activities at work.

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It could be jobs, it could be your business, could be the culture of the company, whatever

it is that you picked on a certain day.

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It could be a deadline, looming deadline.

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But there are other disruptions in the world as well.

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It could be your family disruptions.

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It could be climate disruptions and political disruptions.

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Technological disruption is another one that we're talking about.

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And all this is really accumulating to a very important skill.

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How do you...

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manage those disruptions.

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They are inevitable.

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So for us to think that this stress suddenly will go away, external disruptions and

external stimulus that kind of create uncertainties suddenly will go away, that's

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unrealistic.

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The only certain things in our lives is that there is uncertainty, right?

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So from a leadership perspective, one of the most important skills is really to deal with

that.

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How is it that you can

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in sustaining disruption.

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And in that angle, one of the most important skills is constant adaptation and learning,

constant adaptation and learning.

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Hence the topic of your podcast.

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I think it's very important, it's very timely, because that's one of the most important

ways for us to deal with disruptions, to sustain, and get out of all of this burnout

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proof.

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Can you share more about when people are developing internal clarity?

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There's a learning involved and what's the role of reflection there?

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All of the skills that we're talking about in our academy, what I am talking about,

they're all learned skills.

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And I think the important part of it is really to understand that.

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To understand that you are not at the mercy of those external circumstances.

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You actually can be at the steering wheel of this.

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So there is a lot of power, there is a lot of...

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there is a lot of control that we have over our behavior.

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Maybe I don't have that much control over the climate, whether it's raining outside,

whether there are wildfires somewhere in the world, but there is one thing that's entirely

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in my control and that's my relationship to what's happening outside.

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I think that, and that's a learned behavior.

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there are steps that you can exercise to actually get into that state of control.

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Beautiful.

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And in learning, I know that there's growth and sometimes we hit a plateau.

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And I see this with language learners all the time and with the skill builders.

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They want to get better,

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and they're very passionate about improving and learning more and increasing their skills.

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And at the same time, they hit that barrier.

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It's like they cannot go further than that.

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And I wonder based on your experience coaching executives, senior executives,

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What do they do differently when those especially those who are able to keep growing

versus those who plateau,

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when it comes to learning?

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Well, one of the big insights for me on my journey was that...

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it's not just results that matters.

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And I think that's a greatest myth that we have out there, that it's only for the results.

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Once I achieve that result, I'll be happy.

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Once I get to that next milestone, I will be happy.

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And what we know from science now, from the research, from the psychology research, the

sociological research is that, that...

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satisfaction, that feeling of satisfaction, actually when you reach a certain milestone,

that feeling of satisfaction is very short-lived.

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In order for you to maintain that motivation and that satisfaction level, you really need

to learn to enjoy the journey.

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So it's not that now you're going to be at the next level of your Spanish learning

journey, for example, of your Spanish learning process.

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So you actually, in order to sustain this effort,

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it does matter that you see that progression, that you go from level one, two, three to

advanced level, right?

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But also, how do you actually enjoy the process itself of learning?

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And the same with the leadership.

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It's not just that you're going to hit that next milestone, you're going to develop that

next big project, that you're going to reach that next level of revenue.

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How you get there and really being aware and reflecting on that process of getting there,

that's actually what's going to give you that sustainable level of motivation and

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satisfaction and happiness in that sense.

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That sounds

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great.

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And I, I resonate with that and I can see that's what sets people or what tends to make a

difference in between those who are continuing learning and those who maybe give up or

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they say, okay, this is all I can do.

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They're making it fun and they're having a good time and it's not boring or is that they

have other reasons they make it enjoyable.

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And that's what

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sometimes opens it up for new strategies or new paths, new ways.

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And, and that's so wonderful.

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Thank you for reminding us of the importance of that.

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And Victoria, you also, you've worked and you have experience working in Silicon Valley.

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Actually you've worked for over two decades there.

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And now we are.

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me.

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Yeah, and you have a lot of experience.

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That's wonderful.

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We are in very strange times with AI and technology, and there's many things that are

happening.

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I love all about that.

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I mean, I love the possibilities that this creates in the world.

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And I know that there's people...

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Today, I was having a conversation with a coach who said...

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We are people are going to still continue using coaches, human coaches in the future.

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Or is that like, no, coaching is not something that is going to be replaced soon by AI.

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we don't really know.

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Right.

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And beyond that, I wonder about.

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the skill set of great leaders in this age of AI and disruption.

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are so many positions that are being disrupted.

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What are your thoughts on leadership and AI?

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There is no question that artificial intelligence is one of the most disruptive

technologies and trends of our time.

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So whatever we think the impact that this technology is going to have on the society, on

our work, on our lives, is going to be more than that.

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We are really at that stage right now, just looking at the pace with which artificial

intelligence is being developed and the capabilities that are being put into that and the

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ways we're using artificial intelligence.

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There is no question that it's very easy to...

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uh

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kind of either overestimate or underestimate what it is that impact is going to be.

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So we're going to witness that, right?

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So we're kind of just in the beginning of this artificial intelligence being a major

factor in our lives.

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At the same time.

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This is not the first disruptive technology that has been introduced.

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And some of them were probably at the time looked as disruptive as what we are looking at

right now with visual intelligence.

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The difference here is that it's, I've just...

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heard it from someone that it's an intellectual revolution, right?

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So before we were going through industrial revolutions, this is an intellectual

revolution.

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So that's really the difference because something that we thought was pure human intellect

is uh kind of, we see those capabilities in artificial intelligence and the way that

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technology can be used.

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So that's just to set the state that we don't know.

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We don't know what we don't know.

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It's going to be a major factor.

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It's already a major factor in our society.

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And we probably don't understand to the full extent how it's going to impact the way we

live and work.

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Now, the way it is right now, it's really best to look at artificial intelligence,

especially if you're a leader, it's best to look at it as a tool, right?

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So my leadership is not going away.

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Some of the capabilities, some of the jobs, some of the tasks should be moved to

artificial intelligence, should be automated.

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and they are being automated to the extent.

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But now, and this is my position and there is a consensus that's being built around this

position as well, is that our uh human qualities, now we have a chance actually to be more

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human.

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So from a leadership perspective, there are still uh skills that are so easy or easier for

us and we take them for granted and almost impossible for artificial intelligence to...

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to perform right now.

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Some of those, for example, the context in which something is being played out, to

contextual, especially in the human interactions.

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The collaboration is right now with purely human, emotional intelligence, empathy, ethical

standards, right?

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So these are within the human purview and there is no really a trend right now that would

say that this is something that can be replaced.

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So I think as long as we look at it this way what it is that makes me human that makes me

work with other people better that makes me different from machines Those are the

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qualities that you want and those that this capabilities and skills that you want to

magnify.

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magnify.

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So

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One of the examples that we just talked about a couple of days ago is the long-term

planning, for example, which is one of the skills for leaders.

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So on the decision-making process, if you make a rational decision, let's say you need to

cut costs, right?

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So you make a rational decision that those cutting costs could come from cutting your

staff, your...

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the money that you spent from your workers.

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So a logical, rational decision would be yes, just let go of those people.

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Now from a long-term planning perspective, there is a judgment call on the human side

whether this is the best way to do that.

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Yes, it could actually help you in the short term.

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What is it going to be in the long term?

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You might be better off to retrain those people, to upskill those people, to pivot some of

those jobs and so on and so forth.

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the judgment calls that human can make at this point.

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And they can use the analysis that AI provides, where the white spots are, where the blind

spots are, how to rearrange the people and so on and so forth.

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But that's the decision process that human goes through.

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And so far, there is uh no need and actually there is no...

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I don't want to say no way, but it would not be wise to outsource that decision to

machines.

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Examples like that, this is on a smaller scale, on a bigger scale, as I said, it's almost,

if you look from philosophical point of view, that's how I like to view it, that.

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So it's almost like it gives us a chance to be actually more human.

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Yeah, that's wonderful.

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That's a great opportunity we can take.

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We can choose to double down on our humanness, what makes us us and what makes us human,

or maybe choose to play a game that we are not so fit to play anymore.

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Or, I mean, we can, and there might be better options by now.

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Great.

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So, and I love what you say about the intellectual revolution.

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revolution, I really like that name.

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And that's something very radical, very new to us as a species.

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And can be a

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a wonderful challenge for...

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if we are willing to take it on.

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Yeah.

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And talking about skills, what are, in your opinion, some underrated skills that leaders,

in your opinion, could be practicing more intentionally, especially when working in work

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in this high growth environments where you work?

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So for me, and I witnessed this over and over, over and over again, and I definitely lived

through it over and over again.

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think one of the...

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one of the interesting things that we do to ourselves is that we tend to identify

ourselves with a job, right?

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Especially when we talk about leadership, we immediately think about, I'm a leader at

work, right?

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So I'm a team leader.

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So there's this complete identification, I am my job, right?

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So I am my function that I'm performing a job.

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But if you look on a personal level, we are...

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multi-passionate human beings, right?

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So we're like a whole human being.

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It's not just a job.

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So one of the mistakes that people do that really tends to lead to that burnout is that

when you make your life kind of one-dimensional to, I am what I do.

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No, you are who you are.

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I am who I am, right?

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um And you explore other parts of...

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of your life that are equally important.

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the equal contributors into your experience of a fulfillment in life, of kind of

flourishing in life.

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What are those parts?

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Your health, right?

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Your health vitality, which is, you know, very close to health.

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Your vitality, your level of energy that you can spend on something.

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What else is it?

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Your relationship, not just at work, right?

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But your relationship with your community, with your close wives.

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Financials, of course, it's

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important, right?

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So that's just one part of that whole gambit of things.

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So I like to talk about that not work-life balance, but about work-life harmony.

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So is your life, do you live that life of harmony?

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What does that mean?

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You have all these different buckets that need to play together for you to really feel

that you are actually alive, right?

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So that you are flourishing that.

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Life has its colors.

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I'm not tired and exhausted and numb anymore, right?

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Because I'm like a rovid just going and doing my work, my job.

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No, so you are that whole human being.

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And for some people, it's more important at this level of their life, you know, at this

stage of their life to spend more energy for work, right?

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And for some people, you want to stay back and say, what it is that makes me happy?

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And work is just one element of that.

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What about all other elements?

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And maybe I should, you know, look at them

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and work on them.

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And that's how you become leader, not only at work, but you lead your life, you lead your

community, you lead your, you lead your, your families, right?

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So you lead in, you take responsibility for your vitality, for your health.

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So you're becoming a leader in that kind of multi-dimensional universe, not just.

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I love that multi-dimensional versus just one dimension.

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So people would come, like, well, how do I advance in my career?

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And then, well, but it actually, it's tied to so many other areas of your life.

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Yes, you can advance in your career.

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And the likelihood is that if you put all your energy into just that, the likelihood is

that you will experience that burnout or you will continue to be in burnout because you

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have not found those other areas that replenish your energy and they do need to, they need

to

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attention.

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Right, might be another question would be how can I advance in my career while holding my

other areas or

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while keeping the harmony or doing that harmoniously.

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Yes, ironically, the answer could be that, right?

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So you're really exhausting yourself doing this one thing.

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And once you learn how to replenish your energies through other means, for example,

intentionally bringing joy into life, you would actually be much more productive at work

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as well, and it will help you to advance.

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And you have a lot of experience in Silicon Valley and I know that that can be a very

diverse place in terms of cultures and even though they might be speaking, all of them

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might be speaking English, there are people coming from many countries and I wonder what

has been your experience in

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what's the role of cross-cultural awareness for a leader who's working with a

multicultural team?

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It's very important and it is a complex question.

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So there is a, I think it's important from the culture of organization perspective, I

think it's important to maintain that broad understanding and uh value of people from

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different cultures and different backgrounds coming and contributing.

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From the personal, again, leadership perspective, it's important to keep that

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openness that

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we are unique in our own sense and

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part of your background that you are bringing, your culture contributes into that

uniqueness.

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And there are many ways to achieve the same goal.

245

So that tolerance, I guess, and openness to accepting all those different ways how people

communicate and how we achieve our goal jointly, I think that helps for sure in the

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multicultural environments.

247

Especially in larger organizations, it's important to actually have that training, that

multicultural training, understanding where people are coming from.

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I've been fascinating with languages, for example, and comparing those languages and how

even on the language level, people perceive the world and how it impacts the way you

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actually describe your world and your reality.

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So I think one of the interesting, was very fascinating for

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me there was this TED talk about the lady who was talking about masculine, feminine, and

plural versions of the nouns in different languages.

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We know in English it's not an issue at all, but in Spanish and German and Russian, there

is actually the objects that assigned either feminine or masculine attribute.

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pretty randomly and they're not actually matching.

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But the way it's assigned in the language actually changes the perception of your reality.

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So if a bridge is masculine in one language and feminine in a different language, the

perception of what bridge is changes.

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So just being aware of that.

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So if you're a leader of a team, multicultural team that comes from different backgrounds,

you actually want to educate yourself on what it means, what that culture feds to that

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person.

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Right?

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And yourself, your own cultural background, I appreciate that and understand those

differences on that level.

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So some of those are totally subconscious.

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Like I don't have any other way to express myself as in my native language, right?

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So I would never think that bridge would be feminine, right?

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So it's masculine for me, so it's strong, it's dirty.

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So all kinds of things that come with that, right?

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Which is...

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fascinating that the culture is really embedded into our fabric on such a fundamental

level.

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That's truly fascinating.

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Yeah.

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Yeah, and I appreciate what you say about openness, like remaining open.

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And there are multiple ways of looking at this and getting curious about how is this for

in this culture or this other culture might be different from what I know.

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And

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you also work with really smart people in Silicon Valley and I wonder how do you help them

unlearn habits, unlearning when they need to unlearn something that is no longer serving

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them?

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What are your strategies?

276

Well, learning new habits.

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I don't think the goal should be to unlearn what you already know.

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I think the goal should be learn new.

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So those are the tools and the skills, especially when we're talking about the burnout and

the leadership and the self-leadership.

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These are the new skills that you learn.

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they'll substitute the ones that you no longer need.

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Usually when you come for training like that or you reach out for training like that, you

know that you want to do something differently, right?

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So those are the people we like to work with anyway.

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If you don't want to do anything differently, don't come to us.

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once you realize that you actually want to make changes in your life, then you develop new

habits and new patterns of behavior, new skills.

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yeah, at the end of the day, it will become a habit that's going to kind of seamlessly

change the environment around you.

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So one of the things that I really like to talk about is that, again, that intentionally

bringing joy into a life because we're so single-minded.

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It's like, I have to do this.

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I should do this,

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do this then it will bring me return an investment or whatever.

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If I don't do this then there will be some kind of a punishment.

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So we're always kind of going about what we should, what we should, what we could, what we

need to do.

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But the way to get out of this is really

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and bring that kind of juiciness into life and that new source of energy is to

intentionally bring joy into the life, right?

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So, and that actually, it could be done very simple.

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You put a list of things that you like to do, and then you pick three of them and you put

them on the calendar.

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You did three things per day, specifically, intentionally, those things that bring you

joy.

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They don't have any other reason.

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They're there to bring you joy.

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So, and once you do those,

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for a week, but it becomes a habit.

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So at the end of the day, you check with yourself, like, I don't feel that good.

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I feel frustrated, I feel angry.

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I snap at that person.

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Did I do my three things?

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Did I bring joy into my life today?

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And it's like, no, I didn't.

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So it's not because somebody crossed me or somebody said something bad to me.

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It's because I did not replenish my energy, right?

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So I actually did not take care of myself today.

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and The other part of that, that's like, okay, well, I did take care of myself, so I have

all this energy, I'm happy, and I'm willing to share that with people around me.

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So, lo and behold, you're actually happy, and people around you are happy, and that's how

you create the reality for yourself.

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Yeah, when people have experienced that and they started.

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they give that a try, then they connect the dots and they can see.

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They can see for themselves.

316

m Yeah, it shifts your attention, right?

317

Yeah, and I know that...

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You have programs in your academy and that you also structure the learning experiences in

a specific way.

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It's not just information.

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You go for transformation and tell us more.

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How do you design those experiences and what happens that leads to transformation?

322

Well, in our academy, actually one of the big elements that we offer is what I call

immersion, immersion in Silicon Valley.

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So it's not me necessarily teaching you and coaching you, but it's actually the entire

resources of Silicon Valley, other leaders in Silicon Valley who went through the same

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journey, other people and experts in Silicon Valley who are building the products and kind

of changing the world and creating the next

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It's more like a collective wisdom and experience from more people like them.

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Great.

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Talking about mistakes, when you see leaders that they are putting together, they are

building a high performing team.

328

What are some of the practices that can or I put it in a different way.

329

What would be one of the typical mistakes you see

330

in such people when they are putting together building a high performing team?

331

One of the mistakes of inexperienced leaders is to feel insecure about those who know more

than you do.

332

It's kind of natural to feel this way, especially if you're younger, if you have less

experience.

333

So you kind of feel that you need to have all the answers

334

before anybody else has the answers.

335

But that defeats the purpose.

336

The reason you work in a team is to support each other and to contribute in a variety of

ways.

337

So for...

338

Experienced leaders usually know that the better people they attract on their teams and

those people could be smarter, that could be more experienced, they could have better

339

education, they could have better answers, but they're not a threat.

340

They are...

341

really a benefit for that team.

342

So the best way for you to reach goals and the best way for you to have that high

performing team is to attract people that you know are better than you.

343

So and the usual mistake for those who are just beginning on that track of being leaders

is to feel insecure around those who you think are...

344

Yeah, who think maybe you know...

345

smarter, more experience have better answers better solutions and so on so forth Does that

make sense?

346

helpful.

347

Yeah, that's helpful.

348

Yeah, for sure.

349

Thank you.

350

And if someone was listening to the podcast right now, they want to start leading in a

more effective manner from now on.

351

What's a learnable behavior they can start practicing right away in order to be better

prepared?

352

Well, as I mentioned, I do believe strongly that leadership starts with self-leadership.

353

So your title at work is just that.

354

It's your place in the power structure.

355

But your impact and influence is based on your...

356

personal abilities as a leader and on your self-leadership skills.

357

So in that perspective, you can't be a leader without that

358

you know, specific title that somebody assigns to you.

359

And you can be a really bad leader with the title.

360

So it's a choice, because at some point, but the healthier way and the better way and the

more sustainable way to do this is really to be that role model, to be who you want your,

361

who you would like to be led by, you know, to be that person.

362

And that's how you replicate that in your environment.

363

Yeah, that makes a lot of sense.

364

And I have something that I've heard over and over is that many leaders

365

learn their ropes by a leader that they had.

366

They had a great leader and that's how they learned.

367

And it's great that there's something to be practiced in terms of self-leadership.

368

What would you say to somebody who maybe has not had that experience?

369

what if I don't have a great role model to learn?

370

Is it possible still to grow my skills as a leader in by working on my self leadership?

371

What else would you recommend to this person?

372

of it, yes.

373

So that's the beauty of it.

374

That's what I said, a lot of it is in our control.

375

So what is it in my control?

376

we all, most of us have bad managers.

377

without naming names, I'm sure, you know, most people at some point in life worked for

someone that they did not like, right?

378

So maybe did not respect, maybe those people that they thought, respect them.

379

So there is not much you can control there when you cannot change another person.

380

You can only change yourself, right?

381

So, and then that, there is a certain level of responsibility that you take for yourself.

382

So I'm responsible for myself.

383

Everything that happens to me is my responsibility.

384

And in that sense, that's your opening into those changes.

385

I said, you want to work for someone who respects you, you start with respecting yourself,

right?

386

And start with respecting people around you.

387

And that's how you actually go through that road.

388

So what is it that leader that I want to work with, what are those qualities of that

person that I want to work with?

389

And you develop them in yourself.

390

And there's no one else who can do this

391

for you, right?

392

There are some people who can support you and some people who can actually, you know, slow

your growth in that area.

393

But at end of the day, it's only you who can make those changes.

394

Only you can make those decisions.

395

And it's better to make them in this kind of aware and intentional way.

396

I love that.

397

And that, you know, that reminds me of this idea of when people are looking for, they are

looking for their romantic relationship.

398

They're looking for someone.

399

And this idea of you becoming the person that you want to be with so that you can attract

that person instead of hoping to meet your soulmate by magic.

400

Maybe there's work to be done inside.

401

Maybe there's work to be done.

402

I need to work on certain things.

403

And when you say that now, how you phrase this idea of the self leadership and the skills

that we can work maybe

404

that's what will lead us to be working with a great leader.

405

I love that.

406

Thank you.

407

Is there anything else that you'd like me to ask you in this conversation that I haven't

mentioned so far?

408

It's not necessarily a question, but more of a comment.

409

So I think that the theme of the podcast, you know, around learning, I think it's very

important.

410

I just want to circle back to that because at the end of the day, right, so we're talking

about leadership and self-leadership and adaptation and disruption.

411

At the end of the day, it really goes back to my willingness.

412

to learn, right, so my desire to learn and my ability to enjoy the process of learning.

413

And I think that's so important that you have this as a theme of your podcast, that you

attract people who actually have this as a value for lifelong continuous learning, that,

414

you know, it's so crucial in so many different aspects of our lives.

415

Thank you.

416

Yeah, that's definitely helpful to having learning as a high value for us in our lives,

even if it's not like the top one as it is for me.

417

For me, it's like top of the list learning.

418

That's why I put I have a podcast name "Poder aprender" and it still can be something high

because there are so many things we can do.

419

Either languages, leadership, skills, and it's wonderful to being willing and being ready

to apply that to different areas of our lives.

420

Thank you.

421

And Victoria, before completing this conversation, how can people get in contact with you?

422

Is there anything you'd like to share?

423

Yeah, so the best way to contact me directly is through LinkedIn.

424

I'm there every day and you can direct message me.

425

You can book a call if you want to discuss more any of the topics that we talked about

here.

426

And on my website of the Academy's Silicon Valley Executive.

427

You can look at all the programs that we have for leadership, for teams, for leadership in

the age of AI, and for burnout-proof leadership strategies.

428

That's great.

429

Thank you for being here, Victoria and looking forward to seeing what you continue

creating in the leadership work and in this intersection of leadership, business and AI.

430

Thank you so much, Walter, it's been a pleasure.