Leadership one-on-oneGady Jacoby

GJ: A model leader combines empathy and authenticity. Authenticity is at the core of my leadership style. I strive to be transparent and genuine in every decision I make and in my interactions. People are acutely sensitive to authenticity. Fostering trust and openness ultimately creates an environment for creativity and innovation to flourish.

I have learned that leadership isn’t about having all the answers or always being perfect—it’s about being real, showing vulnerability when necessary and acting consistently with one’s values. This approach has helped me lead with integrity and build lasting relationships based on mutual respect.

GJ: Seinfeld. I enjoy that kind of humour—cynical and observant, finding comedy in everyday absurdities. I appreciate humour that’s rooted in wit and sharp insight. It is important to have humour in your day-to-day life because it can help you feel uplifted. I try to bring humour to my exchanges with colleagues in the workplace.

GJ: Steve Jobs for his unparalleled vision and his unique ability to bridge simplicity with innovation. As a leader, he dared to think big and act boldly. I admire the way in which he transformed the industry with ideas that were ground-breaking but at the same time very meaningful to society. I respect his ability to stay grounded while pushing the boundaries of creativity—it is a reminder that true leadership requires both imagination and determination.
 

GJ: UBC is a prestigious brand on the world stage. What sets the university apart is its uncompromising drive for excellence. As an institution, it consistently innovates for the future, staying ahead of the curve and exploring cutting-edge frontiers. I see this in my day-to-day interactions with faculty. They not only exhibit pride, but also a drive to make globally relevant contributions in their field. 

GJ: I've learned to listen to diverse perspectives and to be adaptable and open to change.

Being an immigrant from Israel to Canada provided me with the unique opportunity to learn first-hand the power of bringing multiple perspective to bear on a challenge. I have found that working with colleagues from different nationalities and perspectives enhances your experience and understanding of the world. It is something I encourage within the Faculty. The more perspectives you hear and the more diverse set of skills around you, the better informed you will be in solving the problem.

Immersing myself fully in another culture and learning from diverse perspectives has been of utmost importance to me. Whether travelling for personal reasons, or as part of my work, I am reminded of the impact of plurality of perspectives. Diverse viewpoints allow for a broader understanding of challenges, mitigate blind spots and help identify more comprehensive solutions to problems. Diversity leads to better decision-making. 

GJ: My father was a business owner. He was very driven and I got my work ethic and ‘can-do’ attitude from him. At the same time, he taught me to value teamwork. I can imagine strategy as much as I want, but if the teamwork and team ethos isn’t there, it won’t happen.

The following African proverb speaks to me: “If you want to go fast, go alone. If you want to go far, go together.” 

If we want sustainable success, it has to be done together.

GJ: Taking breaks is critical, especially in education where reflection plays a critical role in learning—and also in leadership, where breaking free from the routine allows you to recharge. I enjoy travelling with my wife because the experience inspires a new perspective and offers me space to learn and improve my practice. 

GJ: In my UBC colleagues, I witness an inspiring commitment to delivering exceptional business education. I am motivated by the unique contributions of each faculty member—some are focused on integrating cutting-edge research into the classroom, while others bridge the gap between industry and practice to offer valuable real-world experiences. In every instance, I am impressed by the meaningful ways faculty and staff enrich the student experience.

GJ: My goal is to grow the Faculty of Management to better serve and deliver innovative programming to our communities locally and globally. I want to ensure every graduate of our program will thrive. For instance, we are integrating AI and digital transformation into the curriculum so that every graduate of our programs is astute with AI applications in business. 

I am strengthening partnerships with the local business community and collaborating with business leaders in addition to building a closely connected alumni network with chapters in Kelowna, Calgary and Vancouver. This will help our alumni to support our fresh graduates when they enter the workplace. 

GJ: Photographic memory. In this job, you are provided with significant amounts of information. But information overload—and false information—is increasingly becoming a problem. With photographic memory, I would be able to process and retain information quickly and efficiently, making it easier to approach challenges from an informed position.

GJ: Yes, I will absolutely continue the work the Faculty started to integrate Indigenous perspectives into the classroom. Next year, we are introducing a new course on Indigenous Business which will eventually become a required course for all undergraduate students. I believe it is essential for business students in Canada to learn how to engage with Indigenous businesses and communities in a sustainable and respectful manner. This knowledge is crucial for fostering long-term, mutually beneficial business relationships between Indigenous and non-Indigenous communities, laying the foundation for shared success and prosperity for all Canadians. 

I am dedicated to fostering a true sense of community within the Faculty—a place where all students, irrespective of their background, feel supported, connected and empowered throughout their careers. I want the Faculty to be a space where students grow into bold, responsible leaders who are equipped to tackle the world’s most pressing challenges. 

GJ: My hope is to enhance the reputation of the Faculty of Management as a globally recognized leader in business education. I would consider my tenure as Dean successful if, at the end of my term, the Faculty is a dynamic, inclusive community where faculty, staff, students and community members work together to tackle global challenges and seize emerging opportunities. I am working to position the Faculty as a place where innovation thrives.