I am inspired when chaos begins to take shape: Natalia Koteneva on the principles that are changing the media

Natalia Koteneva, CEO of Ligamedia media holding and expert of the "Woman of Ukraine" award, is one of those leaders who are not afraid to think differently. Over more than 20 years in management, she has learned to turn challenges into growth points.

Publisher Dmytro Bondarenko, the team, and Natalia are implementing a strategic transformation: instead of chasing traffic, focus on deep, meaningful content that shapes thinking, not just informs.

In her approach, Natalia combines a clear vision of business with the philosophy of responsible media, as the main value of publisher Dmytro Bondarenko — one that influences, inspires and sets a new standard of thinking in society.

In a conversation with LIGA.Life , she shared her own principles that help build not just a business, but a new media reality.

10 rules for success from Natalia Koteneva

— My main rule is not to shift responsibility.

When I see something not working, I don't hide behind a position or function. I ask myself: what can I do to change this? And I take action. Even when it's uncomfortable, unpopular, or difficult.

This principle became an inner support for me in the early days of full-scale war, when decisions had to be made that no one was ready for. There was no time for delegation or coordination then—there was only reality that demanded action—and there were people who needed to be supported.

It was this position — not hiding, but coming forward — that allowed us to preserve the team, the company, and trust.

And today I live by this rule not only as a leader, but as a person. I believe that leadership does not begin with status, but with the willingness to be the first to see, recognize, and take the initiative for change.

This is both my inner vertical and what I expect from the people around me.

— I believe in a mission that is tested by the market.

Because a mission without a viable model is a dream that depends on someone's goodwill. And strong media is not about subsidies. It's about the trust of readers.

In our world, information is power. And I believe that media should not just be a voice, but a point of support, which is provided daily by attention, subscription, and return of people. Therefore, for us, the market and the mission are not opposites. This is a system where one does not work without the other. We believe: if your mission is real, it must pass the reality test. And this is how we build our brand.

— For me, success used to be measured by achievements, but today it's measured by content.

In the first years of management, I, like many others, believed that success is numbers, scale, and dynamics. It is the result. And that is truly important. But this path often turns into an endless pursuit: for results, for recognition, for growth.

And then crises come—deep, personal, systemic. And they pose questions that change the orientation: what will remain if everything stops? Who are you—without roles, without results, in silence?

Today, my idea of success is different. It's when you create an environment in which people can grow.

When a product doesn't just attract attention, but changes perceptions. When solutions not only beat the competition, but also uphold the ethical bar.

It's not about giving up ambition. It's about not chasing, but building.

And for me, the highest level of success is the inner feeling that you are holding onto something that truly matters, even if it doesn't show up in the report.

— A tipping point doesn't always look like a peak — sometimes it's the silence after the explosion.

For me, this moment came in February 2022. Everything familiar disappeared — forecasts, plans, guarantees.

People are in a panic. The country is in the dark. And I understood very clearly: now it's not about job descriptions. Not about processes. Not about KPIs. It's about whether you can be a support for someone when you yourself have nothing to hold on to. I made an internal choice then.

From that moment on, I had a new understanding of strength. Not the kind that comes from confidence, but the kind that comes from responsibility. When you don't wait for permission. When you don't shift blame. When you don't ask "why me?" but ask "what next?"

And the main lesson: when the outside is a ruin, true architecture begins from the inside.

— It's not the process for the sake of the process that drives, but the changes that matter.

In media, there is no instant result, like in sales. But there is an impact — long, complex, but profound. When you see that thanks to a decision, idea, or formulation, not only the product changes, but also the way of thinking in the team or even in the readers — it is more energizing than any metrics.

I am inspired by the moment when chaos begins to take shape. When a team that was in doubt yesterday takes the initiative today. When clarity emerges. And direction. And movement.

I have never sought stability for its own sake. I work for growth — both internal and team.

Being honest with myself helps me keep my inner fire going. When I feel that this is real, this is not a game, this is not a mask, then even in difficult moments the most important thing remains: faith. And it is this that gives me strength.

And also — the team. People who are close to me. Who keep up with me, who strengthen me. Who, like me, do not choose the easy path. In difficult periods, I always repeat to myself: it is not necessary to always have strength. The main thing is not to lose meaning. If it is there, then strength will return.

— What inspires me is that we don't just work with information — we work with thinking, consciousness, choice.

Before I became a media leader, I managed teams at a bank and an airline. These were challenging, serious and responsible roles. But media proved to be the most demanding and at the same time the most meaningful environment I have ever worked in.

There is no stability here – everything changes: algorithms, rules of the game, audience. But there are things that remain: the power of a word that can change a view; the power of an idea that influences a decision; and the power of a team that does not betray the content, even when it is easier to lower the bar.

And it's in that struggle that real impact is born. When analytics change perceptions. When the reader says, "I started thinking differently." That's why I'm here.

Despite its complexity, media is about power. About shared meaning. About choosing to remain conscious — even when it’s dark. Yes, it’s not always profitable. But it’s always important.

And I am also inspired by the people around me – professional, principled, and steadfast. Those who do not compromise on quality and truth. Those with whom I want to create change, not just complete tasks. People who believe in what they do. And this is the main reason why I want to be here.

— Responsibility to the audience means keeping trust, even when it's easier to play clickbait.

Media is not just a source of news. It is a contract. People open our site because they are looking for something more: guidance, clarity, respect for their time and their mind. And if we betray that trust—even once—we betray more than a profession. We betray meaning.

That's why I believe in a different model – the long game. Where the winner is not the loudest, but the most reliable. Not the one who "drained" first, but the one who explained.

Responsibility is about rejecting cheap traffic in favor of content. It's a strategic decision to build media that doesn't just win a minute, but lasts for years.

And that's exactly what I want LIGA.net to be: not the loudest, but the most reliable.

— Information hygiene is not about restrictions, but about taking care of mental space.

I no longer want to be part of the endless cycle of "read-react-exhaust."

Ago:

• the day begins with thoughts, not news;
• I choose information that helps, not just "is there." No channels with pseudo-experts, "insider news." Only real journalism;
• I allow myself to disconnect, because silence is also part of the work.

In today's world, the shortage is not in information, the shortage is in space for thinking.

— I don't compromise on quality — especially human quality.

For me, it's not just the ideas or results that matter, but who brings them to the team. I believe that "who" is often more important than "what". Because it's people who hold quality, meaning and culture. I can accept a mistake, a change of course, even failure – if I see action, responsibility and a willingness to grow. But I never accept indifference, inertia or shifting responsibility. Quality is not just about the product. It's about attitude. About how you think, how you keep your word, how you work with reality.

Blitz poll

• A book and a movie that influenced you as a leader: "The Principles" by Ray Dalio. It's not just a book about management – it's a system of thinking. It taught me to see reality as it is, not as you want it to be. And the movie is "The Post" (directed by Steven Spielberg). It's a story about media, responsibility, and how a woman makes the most difficult decision in a situation where it's not expected of her.
• The habit you value most: Development and learning that never stops. And the ability to put new knowledge into practice.
• Morning or evening ritual that keeps me energized: My mornings are always structured: 3 times a week strength training at the gym at 7:30, and 3 times a week yoga practice. This is the time when I enter the day consciously, with clarity and strength. And in the evening – a must-read. It's my way of calming the pace, shifting the focus from decisions to meanings, and reminding myself why I do what I do.
• The advice you mention most often: "Perceive business as the art of opportunity." This is a phrase that our publisher Dmytro Bondarenko once said — and it became a guideline for me. It has everything: imagination, a sense of the moment, and the ability to see what is not yet there, but is already ripening. It is also about not waiting for ideal conditions, but using what is there now as wisely as possible.

• The main thing that experience has taught you: I thought leadership was about decisions. In fact, it’s about maintaining: focus, people, meaning, development, pace. It’s not about quick answers. It’s about the ability to stay when everyone else wants to run away. And to find a way — not instead of others, but with them.

What is your method of rebooting?

— Literally: I take care of the flowers. I transplant, prune, observe. This is not about a hobby — it's about recovering from informational and human noise.

When the whole day is about decisions, people, words, plans, I need a space where nothing needs to be "solved." Where it just grows.

The material was published as part of the media partnership between LIGA.net and the National Award "Woman of Ukraine" , which has existed since 2016.

The 15 categories honor women who create change, shape new meanings, and inspire millions. The award is an independent initiative that recognizes women's contributions to society without political or commercial bias.

Among the laureates of previous years in various nominations were Ada Rogovtseva, Jamala, Lina Kostenko, Ella Libanova, Marta Levchenko, Lilya Hrynevych, Olga Kharlan, Viktoria Tigipko and other women who inspire with their example.

In May 2025, the award will be held for the fifth time after a four-year hiatus.

Voting is scheduled to start on May 12, and the awards ceremony is scheduled for May 28, 2025.