Thank you to the 1,400 leaders who’ve generously done the 7 questions!
I hope reading
7 Questions with António Vidigal
helps you in your leadership.
7 Questions with António Vidigal
Name: António Vidigal
Current title: CEO | Partner | Broker
Current organisation: HERRINGTON INTERNATIONAL REAL ESTATE
Family Office & Wealth Management Professional with over 10+ years experience and diverse expertise in Family Office.
As a Wealth Management Consultant, my aims are to provide bespoke services for HNWNI and UHNWI European, Chinese, and international investors especially in the Middle-East.
HERRINGTON International enters in the Portuguese market in MAY 2020 with the aim of serving a growing portfolio of HNWNI (high net worth individuals) and UHNWI (ultra high net worth individuals), aims to identify and select the most exclusive properties in premium locations, through proposing the best business and investment opportunities to our clients.
1. What have you found most challenging as a CEO or executive of a large enterprise?
The biggest challenge is undoubtedly to design a successful strategy, which can become a successful strategy, financially sustainable over time and our social responsibility projects.
2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?
Since I was very young, I held positions at the level of management and business administration, some of which would have a smaller dimension and others more recently with an international dimension, in areas from the provision of services to operations and logistics. The luxury real estate market and the creation of an international luxury brand in this area is an old passion and a consequence of the many international contacts I have in this area.
3. How do you structure your work days from waking up to going to sleep?
I am a bit of a "work-aholic" and I start to work very early, the first tasks are those daily and that can influence the rest of the day, such as replying to emails or checking contacts on linkedin. The afternoon is more dedicated to video conferences with our international private brokers, partners and clients. I also always take the time to talk and discuss matters with my partner, who is an essential figure in our project.
4. What's the most recent significant leadership lesson you've learned?
Every day we learn something new and learn lessons. The most recent is perhaps that in this activity, coherence, transparency and strict procedures, with our employees, customers and partners are the greatest capital we can have. In our brand we follow a strict "compliance" that we never give up.
5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?
I know that all managers and CEOs in the world read extensively, and from these readings they learn great lessons and update themselves on the topics of their activity. I have some titles and authors that I do not exempt, however I also read a lot of articles and information about digital marketing, because it is increasingly part of the operations and strategy of my activity. One of the books that most impressed me was the Art of War by SUN TZU, the strategies transmitted by the Chinese general Sun Tzu carry a deep knowledge of human nature. They transcend the limits of the battlefields and reach the context of small or large daily struggles, whether in competitive environments - such as those in the corporate world - or in internal challenges, in which we have to face our own difficulties. If you don't know yourself or the enemy, you will succumb to all battles.
6. How do you build leadership capacity in a large enterprise?
With many years of successes and some failures, with the application of leadership by example and not by imposition. With a deep care for everything that is part and surrounds my organization. We know that a small or large organization cannot succeed without motivated employees who work with us every day, knowing that they can count on their CEO as a leader but also as a friend.
7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?
With many years of professional activity the episodes and good stories, and also less good ones accumulate. However, I believe that I will not be able to highlight any in particular, mentioning only those collaborators with whom I had the opportunity to work and that although today we are in different fields, we continue to write stories of friendship, of coexistence, these stories are continuous and those I like the most.