In a world where financial leadership often emphasizes performance, data, and execution, Jocelyn Villareal, Certified Management Accountant (Australia), brings a refreshing perspective: technical knowledge may get you the role—but emotional intelligence helps you lead.
With over 25 years of experience working across the UAE, Philippines, and Australia, Jocelyn has led teams through complexity, growth, and change. In an interview with Financial Adviser PH, she shared her leadership philosophy, shaped by experience and grounded in empathy, fairness, and accountability.
“A good leader must be highly skilled and knowledgeable in their field. But aside from high IQ, high EQ is also essential in inspiring and motivating other members of the team,” Jocelyn said.
Handling Conflict: Start With Empathy
Managing teams means navigating differences in performance, personality, and priorities. For Jocelyn, handling workplace conflict begins with understanding—not discipline.
“Listen to the employee’s concerns, address the issue, and give individualized support if needed,” she explained.
Her approach builds psychological safety—employees feel heard rather than judged, and solutions become collaborative instead of confrontational.
Motivation Is Built, Not Demanded
Jocelyn doesn’t rely on pressure to get the best out of her team. Instead, she creates an environment that rewards excellence and celebrates progress.
“Encourage teamwork, always give positive feedback, and there should be a reward system in place to recognize individual and team performance and achievements.”
Recognition—both formal and informal—plays a major role in team morale. Jocelyn believes that when employees feel seen and appreciated, they go above and beyond naturally.
A Leadership Style That Evolved With Time
Early in her leadership journey, Jocelyn focused heavily on task execution. But as her experience deepened, so did her leadership approach.
“Leading by example. I also encourage open communication and teamwork,” she shared.
Now, she leads by modeling accountability, while creating space for open dialogue and collaboration. Whether working across departments or countries, Jocelyn believes strong results come from strong relationships.
Praise in Public, Reprimand in Private
When performance dips, Jocelyn doesn’t avoid the issue—but she handles it with discretion and care.
“It is best to reprimand in private and praise in public.”
This simple principle, she says, protects dignity while maintaining a culture of honesty and fairness. Positive reinforcement lifts team morale, while constructive criticism is delivered respectfully behind closed doors.
Balancing Performance and People
In leadership, few things are harder than balancing company goals with employee well-being. Jocelyn’s strategy? Be clear, be fair, and be consistent.
“Reward the achievers and impose discipline on the underperforming employee.”
She believes that high performers must be recognized to stay engaged, and underperformers must be guided—or held accountable—to preserve team integrity.
Making the Tough Calls
One of Jocelyn’s hardest leadership decisions? Letting go of team members who didn’t meet expectations.
“Hiring the best applicant and firing the mediocre or negligent employee,” she admitted, was never easy—but necessary for long-term success.
She approaches hiring with high standards and firing with careful evaluation, always focused on building a strong, dependable team.
The Bottom Line
For Jocelyn Villareal, leadership in finance is no longer just about driving results—it’s about building trust, empowering people, and making principled decisions.
As she told Financial Adviser PH, emotional intelligence isn’t a bonus—it’s essential.
In her words: “A great leader is not just smart—but someone who understands people and leads by example.”
