One Percent Order in One Hundred Percent Chaos
Interview with Vera Pistyur
Three words that come to mind when thinking about ethical business management?
Awareness, resources, self-reflection.
You have an incredibly diverse personality, and from the outside, it looks like you do an unbelievable number of things. How do you manage it all?
I don’t think they are as different as they seem; it’s just that the outside world labels them differently. I always connect to causes based on values and value creation. My goal is always to use our tools well so they best serve the interests of our communities. I did this in the media too—I was the producer and editor-in-chief of Hungary’s first commercial television program focusing on equal opportunities. Now, I do something very similar in the business world. I’ve always been interested in how we can best use the resources available to us to create a more dignified and just environment. My focus has always been the same—I just see many different tools to achieve the same goal. I believe there is not just one way to approach it, and if I have multiple options, I like to try as many as possible.
Your personal brand is very strong. Did you build it consciously, or did you always focus on the mission, and the brand developed naturally?
One doesn’t exist without the other. I come from the world of mainstream media, and I spent 15 years studying visibility and its tools—how to communicate messages simply but effectively. Because of this, my relationship with visibility is a given, always tied to the cause and my personal presence. I think this is important because if someone truly wants to represent a cause, they can’t do it without credibility. Anywhere in the world, every cause is linked to the person representing it. Once I understood this, it was no longer a question—I realized it’s not enough to work in the background. I had to step up and become visible because that visibility validates the cause.
You have worked with many civil organizations. How much of a problem do you see in Hungary that they struggle to showcase their good causes due to a lack of human or financial resources?
I think resources are almost secondary. What’s missing more is the understanding of why and how it’s worth showcasing results and activities—the understanding of why communication and transparency are important. The funding system for civil organizations and social initiatives is often built on credibility and measurability. Supporters usually look for the face behind the cause and their presence before deciding to donate. They need a person they can trust, and through that person, they trust the organization itself.
For those who are not used to this or have not learned it (which unfortunately includes a large portion of civil organizations today), external professional help is often needed. They need practice to make it a part of their daily routine—understanding why it’s important to provide feedback, how to report effectively, or even how to ask for support.
In most cases, the founders of civil organizations are personally affected by or deeply socially sensitive to a particular issue. For example, someone may have been a social worker and, due to their entrepreneurial mindset, built a cause around it. However, this does not necessarily mean they understand that they will also become the face of the cause and that their active presence helps build credibility.
In the corporate world, individuals guarantee longevity and values—these, in turn, define the trust in a given company.
“Those who stand out are the ones who understand this, step up, and personally advocate for the cause. It’s the same with companies—this is not specific to nonprofits. There are huge brands, but even they rely on the credibility of the personal brands of their CEOs and founders.”
In a previous Forbes article, you mentioned a study showing that Gen Z is willing to donate but expects a high level of transparency in return. They primarily expect this transparency on social media, as that’s where they grew up and socialized. In this case, do you think organizations need to be educated on how to communicate their message to them, or should potential donors be educated on why this isn’t happening yet?
I don’t think it’s an either-or situation. Regardless of generation, civil organizations must understand this and start educating themselves on the topic. Especially since most organizations rely on external funding, communication cannot be overlooked. If they can win over an entire supporter base simply by improving or even just starting their communication efforts, then neglecting this is a missed opportunity—especially because, nowadays, it’s an achievable task. Many tools are available, and external help can also be sought, even on a pro bono basis. Many agencies take on such projects, which also helps build their own brand.
You spent a lot of time in Hungarian media, so I assume you still actively follow changes in the media market. What’s your opinion on the dynamic between traditional media (e.g., online magazines, TV) and influencers in terms of market share? Who do you think holds the future?
Those who have paid attention to how brands evolve and what their value and significance are will find their voice again in this highly competitive media landscape. It’s clear that some traditional media outlets initially lost their footing in this shift, but as they have learned and gained experience, they are beginning to find their place again.
There is room for everyone—this isn’t a black-and-white situation. This is evident in collaborations, where different players come together around specific topics and build on each other’s strengths. Some people we follow for their opinions, while others we trust as platforms—these elements coexist, and their combination also works.
I believe that everyone’s media consumption is like a portfolio—it consists of many elements, and its dynamics are constantly shifting. Traditional media platforms have also started building personal brands, making individuals more visible through photos and associating brand identity with the people behind them.
This is a strong interplay, and framing it as a battle is somewhat meaningless—everyone has a role, a place, and an opportunity. As in many areas of life, I believe in partnerships here too!
Two years ago, in January, your Legacy Leader research was published, introducing this concept in Hungary. Since then, have you noticed any changes in how legacy leadership is perceived and in leadership norms?
More and more people understand it now, and I hear it being used and referenced outside our immediate circles. People recognize its significance, but we are still far from a breakthrough. However, while initially, linking the concept of legacy to leadership seemed intimidating and unfamiliar, we’ve found that once someone grasps it, they accept it easily and can quickly incorporate it into their everyday leadership mindset.
Introducing an English term into the Hungarian business environment required courage on our part, but it was worth it. I can see that the concept is gaining traction and becoming increasingly understood. Just last year, we engaged with six hundred leaders who had never encountered the term before but have since at least started asking themselves some questions related to it. Given the resources we have, I already see this as a significant achievement.
Who is a Legacy Leader?
A dedicated legacy leader is:
Conscious and self-reflective, with a core value of supporting others and a visionary approach to shaping perspectives.
Characterized by a long-term mindset.
Feels a responsibility to leave behind a better world for the next generation.
Believes that every individual’s impact matters when it comes to shaping the future, and thus takes responsibility for contributing to it.
Has a stronger-than-average active and proactive role in driving change.
Values structural transformation, often choosing major causes such as education and equal opportunities.
Understands that every action and interaction contributes to their legacy.
Demonstrates a high level of self-awareness and emotional intelligence, recognizing the importance of emotional consciousness.
Public advocacy, leading by example, and a commitment to shaping perspectives are clear signs of intentional legacy-building.
Typically a leader of a large international corporation or a privately-owned Hungarian company.
Ensures that their company’s core activities contribute positively to the greater good—not just through financial donations but also by integrating positive impact into their business model (or compensating with a strong CSR strategy if necessary).
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Is there a culture where the values that facilitate the emergence of more legacy leaders are fundamentally represented, even if this form does not exist in other cultures?
In any culture where individual responsibility is valued or where value-based actions have significance, it is much easier to be a legacy leader. At the same time, it is difficult to say that there is a country where this is a part of the mainstream business environment. We define legacy as an aspiration, and in some places, this aspiration is more advanced, but no one is perfect. There are many aspects to this, and that’s why we see various forms of washing: even in the most developed cultures, this concept is not always used in the way it ideally should be. However, some cultures are ahead of us—both in Western Europe and in America.
Are you planning to translate the term "legacy leader" fully into Hungarian?
We have thought about this a lot, but for now, we are not going to. We often use the word "hagyaték" (legacy) and the phrase "vezetői hagyaték" (leadership legacy), but we don’t want to go further than that. "Legacy" can stay as it is.
What would you say to your 26-year-old self?
When I was 26, I started going to therapy. If I could send a message to myself, I would suggest that I start earlier. Back then, I had a lot of anxiety, dissatisfaction, and impatience, which, on one hand, drove me strongly, but also caused a lot of emotional difficulties. I wouldn't advise not being impatient or dissatisfied, but if you feel discomfort, it is something you can work on, and it's worth doing so because it takes away a lot of energy, and when we treat ourselves better, it frees up a lot. When these things are freed, you can move forward much more effectively. If I had started earlier, I would have spared myself a few years of struggling.
What do you think of LinkedIn? Do you use it, like it, and would you recommend it to young people?
I think I like LinkedIn the most among social media platforms. I enjoy its connection to the professional world and the valuable posts on it, although recently, I’ve felt that it’s starting to go in a bit of a different direction. Regarding my communication strategy, I recently made a slight change—I scaled back my social media presence and only spoke up when I had something meaningful to say. I don’t feed the algorithm just for the sake of it. Maybe that's a problem, but it feels comfortable and authentic to me. After a while, I felt that amid all the communication (= noise), what I truly wanted to amplify got lost.
What are you looking forward to the most in the coming period?
An exciting period lies ahead for me because I am currently searching for a new home, which tends to happen to me every 5-8 years. In terms of The Bridge’s activities, our connection to the Third 1% initiative is perhaps one of the most exciting things right now. We started it a few years ago to deepen our understanding of how business actors connect with social initiatives. This pillar is now growing beyond a campaign and will stand on its own, and I’m looking forward to its launch in May. We have a lot of surprises in store for this.
