Africa is navigating one of the most complex global environments in recent history.
Geopolitical tensions, tariff disputes, high borrowing costs, infrastructure strain, energy instability and climate shocks have converged into what many now describe as a global polycrisis. For organisations across the continent, in the public, private, and civil sectors, these pressures are not abstract; they shape daily operational reality. Leaders can no longer rely on predictable, linear solutions. The challenges are interconnected and constantly shifting. Yet expectations remain high. Leaders are still required to deliver growth, create employment, strengthen institutions and build public trust, often with fewer resources and greater scrutiny.
In this environment, resilience, adaptability and innovation are no longer desirable traits. They are leadership necessities.
From reactive management to structural resilience
Resilient organisations are not those that simply absorb shocks. They are those that redesign themselves in response. They understand their geopolitical, regulatory, digital and financial exposure, and deliberately build adaptive capacity into their strategy, governance and culture. As Reg Revans famously put it, organisations survive only when their ability to learn keeps pace with, or outstrips, the rate of change around them. This requires more than operational competence on the part of its leaders. It requires strategic leadership.
Leaders must cultivate:
Personal and contextual awareness
Systems thinking
Strategic risk management
Governance discipline
Digital fluency
The ability to innovate within constraints
Moving beyond short-term crisis response towards long-term institutional strength is fundamentally a leadership capability challenge.
AfCFTA and the leadership readiness gap
The African Continental Free Trade Area (AfCFTA) represents one of the most ambitious economic integration projects globally. Intra-African trade currently sits at approximately 15–18%, significantly lower than Europe or Asia. Greater regional integration could unlock new supply chains, industrial collaboration and cross-border market access.
However, agreements do not create transformation. Leaders do.
To capitalise on continental integration, executives require cross-border strategic literacy, negotiation capability, economic diplomacy awareness and operational execution across diverse regulatory environments. Without leadership readiness, structural reform risks remaining underleveraged.
The youth dividend and digital acceleration
By 2030, Africa is expected to be home to nearly 40% of the world’s youth population. This demographic trajectory presents a largely undervalued but extraordinary potential, and immense responsibility.
Job creation, digital inclusion and workforce development are not aspirational goals; they are economic imperatives. At the same time, fiscal constraints persist across many economies, placing pressure on organisations to deliver both productivity and inclusion. Huge barriers to entry limit the active and viable participation of young people in many African countries.
Leaders must therefore actively remove the barriers to entry while integrating digital transformation with governance, ethics and long-term talent development. Africa’s competitiveness will depend not only on innovation, but on whether institutions can manage scale responsibly in ways that are inclusive, especially of youth and women.
Innovation rooted in adaptation
Today, Africa hosts one of the fastest-growing technology ecosystems in the world. The continent leads in mobile money adoption, and startup funding continues to expand. Fintech and digital platforms are reshaping how citizens transact, save and access services.
What distinguishes this innovation is adaptation. African solutions have emerged from lived realities, reshaping technology models to fit local economic contexts rather than replicating external templates.
This capacity for adaptive innovation is powerful. But innovation alone does not secure long-term prosperity. Institutional capability and financial inclusion do.
Leadership capability as the multiplier
Africa’s markets are expanding. Its talent pool is deepening. Its innovation ecosystem is accelerating.
The decisive variable is leadership.
Organisations must be designed to withstand complexity and volatility. Governance must enable responsible and ethical scaling. Strategy must integrate digital transformation without compromising operational discipline. Trust must be strengthened, not eroded.
These are leadership questions.
In a world defined by uncertainty, leadership capability cannot remain static. It must be continuously developed. Lifelong learning is no longer optional for executives; it is part of responsible stewardship.
Lifelong learning is no longer optional for executives; it is part of responsible stewardship.
The most capable leaders invest in strengthening their own strategic judgement, expanding their understanding of systemic risk, deepening their ethical grounding and refining their ability to build adaptive cultures. They recognise that institutional resilience begins with personal capability. It signals the need for a different kind of leadership, one rooted in humility and self-awareness. Across sectors, leadership is the multiplier that converts demographic potential and economic opportunity into sustainable development outcomes.
Building Africa’s next generation of strategic leaders
Optimism about Africa’s trajectory is justified. The opportunity is real.
But potential does not automatically convert into shared prosperity. That conversion depends on leaders who are willing to learn, to adapt and to undertake the continuous work of strengthening their own capabilities.
Africa’s continued rise will be shaped not only by capital flows or technological progress, but by whether its institutions are led with foresight, discipline and resilience in the service of its people. For the Sotho saying holds true “Morena ke morena ka batho” loosely translated “the king is a king because of the people”.
Africa is rising. Its leaders must rise with it in a responsible, collective manner.
Posted in EDTalks, Resilience, Leadership |
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In a world where economic uncertainty is the only certainty, organisations in Africa need leaders who are not only strategic and results-driven, but execution focused. The ability to deliver meaningful results across multiple portfolios, at pace — often with constrained resources — is no longer a competitive advantage; it’s a business imperative. In this context, strong project management capabilities is a vital skill set for leaders and aspiring leaders across all sectors.
Project management as a discipline bridges the gap between ambition and execution. In Africa’s fast-changing and opportunity-rich environment, that gap can make or break an initiative. Whether managing a digital transformation or a physical asset infrastructure rollout, leaders must be equipped to deliver value — consistently, efficiently, and sustainably.
According to the April 2025 Global Financial Stability Report by the International Monetary Fund, emerging markets and developing economies with weaker buffers are particularly vulnerable to geopolitical shocks. In practice, this means project leaders face real time disruptions. In practice, this means project leaders face real-time disruptions — from supply chain breakdowns to policy shifts. With project management skills under their belt, they can apply agile principles to re-scope timelines, reallocate resources, and realign goals without derailing momentum.
Not every project delivers the staggering return on investment of the Sydney Opera House (an iconic project, famously, or infamously, completed 10 years late and 1,357% over budget). This is why today’s project leaders must ensure adherence to both time and budget constraints are hardwired into project culture.
Agility and adaptability are the new superpowers for executives navigating this reality. Rather than viewing global economic turmoil as a disaster, we can see it as an opportunity to streamline internal processes, establish clear communication channels, and define stop/go points from the onset of any project. The ability to identify and mitigate risks early is vital in informing smart, strategic decision-making.
With shrinking aid budgets, for instance, a healthcare NGO operating in rural Africa with limited staff must prioritise initiatives, allocate resources intelligently, and ensure the sustainability of projects with measurable impact. This highlights the growing importance of optimised resource management.
Having worked with organisations across Africa to align their projects with broader strategic goals, I’ve seen firsthand that project management is not just a technical skill — it’s a leadership tool with real, lasting impact.
In Africa, where many projects involve multinational, multilingual teams, effective communication becomes a project’s pivot point. Leaders skilled in structured communication planning can ensure expectations, roles and updates are clearly shared, reducing misunderstandings and preventing costly delays.
The South African Department of Transport, long troubled by incomplete road refurbishment projects, has acknowledged that intensified engagement with stakeholders, communities, and local business forums has led to a reduction in vandalism and theft on sites — showing the powerful impact of effective communication within project management.
Across the globe, unfinished infrastructure and abandoned developments are visible reminders of what happens when project oversight is weak — often preventable with proper project management training.
Late last year, South African Minister of Public Works and Infrastructure, Dean Macpherson, conceded that a critical skills deficit had led to delays costing taxpayers a staggering R3 billion. He launched a recruitment drive to bring experienced engineers, project managers, and construction specialists onto projects, stating that these delays represent more than numbers on a report — they reflect stalled progress, missed economic opportunities, and denied services for millions.
As someone deeply invested in Africa’s growth, I believe that project management is more than a toolset — it is a strategic lever for change. When embraced at all levels, including leadership, it enables organisations to move from vision to reality with discipline, transparency, and agility. If we are serious about sustainable development in Africa, then we must be equally serious about equipping our leaders — not just to plan projects, but to deliver them with precision.
Join Stellenbosch Business School Executive Development’s L&D Community of Practice In-Person Workshop.
On 18 September, we took a dive deep into the critical role that EQ (Emotional Intelligence) and CQ (Cultural Intelligence) play in C-suite leadership. This workshop, led by renowned advisor, author, lecturer and keynote speaker, Niven Postma, will equip you with the tools to advocate for, pitch, and implement these essential skills within your organisation’s leadership team.
Key Takeaways:
Why Your C-Suite Needs EQ and CQ Training: Understand the tangible benefits these skills bring to leadership and overall organisational performance.
How to Advocate and Pitch: Learn strategies to effectively communicate the importance of EQ and CQ training to your C-suite.
Impact on Organisational Goals: Explore how fostering these soft skills in leadership can align with and enhance your company’s strategic objectives.
Gain insights and practical tips and problem-solve with L&D peers to empower your teams and drive organisational growth.
Join us for “The Era of Accelerated Change” webinar series in 2024 hosted by Stellenbosch Business School Executive Development.
As 2024 brings unprecedented levels of change across Africa, it’s crucial for businesses to adapt to not only survive but thrive. Our free 60-minute webinars, facilitated by industry experts, will focus on four key areas of business that will be significantly impacted by the rapid pace of change taking place in today’s business landscape.
Webinar 3 Topic:Change-fit leadership – Rolling with the punches
As we navigate the era of change, it’s crucial for leaders to cultivate adaptability and resilience to become ‘change-fit.’ Join us to hear how top leaders effectively capitalise on the evolving business landscape, ensuring their organisations remain competitive amidst uncertainty.
Join us as we delve into strategies that tackle current skill gaps while preparing for future needs, ensuring a balanced approach to professional development. In this interactive workshop, gain insights and practical tips from leading expert, Dr Natasha Winkler-Titus and L&D peers to empower teams and drive organisational growth.
Complex problems, conflicting ideas, and the feeling that things are spinning out of control. It’s easy to get bogged down in negativity, but what if we shifted our focus?
This article by Dr Morne Mostert, originally published in Business Day, takes a critical look at some of our biggest challenges and proposes a new way forward:
You see, it is easy to be overly critical of global forums like Davos.
The power. The perceived elitism. The suspicion of vested interests in the status quo.
Despite these (and more) diverse perceptions, such forums play a vital role in shaping our collective future. Indeed, if global decision-makers were not connecting and highlighting the major forces shaping our collective futures, it is highly likely that commentators would be considerably less critical.
It then follows that sense-making of the global theatre is more complex than the optimism I am failing to hide. It’s crucial to recognise the value these gatherings bring in connecting decision-makers to address our world’s complex challenges.
As any decent advisor on Strategic Foresight will understand, the trends are simply the text. Sense-making demands reading the context, but also the sub-text and pre-text. To make sense to the point of finding opportunities for global redesign, we must furthermore explore the forces which may have precipitated these trends, as well as the counter-trends inspired by the dominant shifts.
For instance, while Guterres reminds us that faith in governments may be waning, a counter-trend is emerging: citizens are gaining a greater sense of agency, empowered by technology to provide real-time feedback. This dynamic interplay between government action and citizen involvement highlights the evolving landscape of governance and public participation. Many governments are entirely deserving of their deteriorating reputations. This dynamic interplay between government action and citizen involvement highlights the evolving landscape of governance and public participation.
It would be considerably worse if people continued to trust in archaic voting cycles, given the opportunity for real-time feedback to governments afforded by 21st century technology. von de Leyen (President of the European Parliament) acknowledges that, while “governments hold many of the levers”, business brings innovation – an apparent departure from work by Mazzucatto on the Entrepreneurial State.
While the International Monetary Fund (IMF) has flagged geopolitics and fragmentation as significant threats to financial stability, the reality is that globalisation is a complex force that cannot simply be reversed. We want to buy our favourite wine and fruit throughout the year, despite the lack of local supply. Yet, this same globalisation contributes to rising inequality, a challenge acknowledged by leaders and institutions alike.
Kristalina Georgieva, Managing Director of the International Monetary Fund (IMF), bemoans the ‘divergence’ (i.e. inequality), but her organisation inspires both countries and individuals to become wealthier, thus exacerbating the rise of inequality, according to some far-leftist ideologues, at least. And, once again, we all defend our current wealth, and typically aspire to higher levels of wealth for ourselves. All while joining the global call for ‘equality’. Even Houngbo (ILO), explains the risk of poverty mainly as a threat to prosperity – the kind of financial resilience and mental well-being we would all prefer to enjoy.
Climate change presents a similar paradox. We bewail the realities of it while failing to notice how our aspirations for luxury and convenience often contribute to the very environmental issues we aim to solve. And almost all our pension funds are invested in carbon-intensive industries – a claim I make with little fear of contradiction due to the opaque and layered nature of global investment instruments.
The circular circus does not end here. The calls for ‘less talk; more action’, as an example, are always expressed by people who seem to talk an awful lot, while the ‘culprits’ take strategic action in their own interests without fail. And the latter seem to be succeeding!
This is where the role of a strategist becomes critical. Strategists are not just observers of global trends; they are actively engaged in crafting pathways to success, driven by a desire to see meaningful progress in addressing the world’s most pressing issues.
I personally work as a strategist mainly because I want you – the readers of papers like these – to win. I am sick of the idiots winning.
Will the allure of Artificial Intelligence trump (deliberate!) the reality of pervasive and relentless Natural Stupidity? The current model can only produce the current future. Incremental improvements will never get us there. Mindsets of Pro-silience (inventing forward) must be selected over resilience (vainglorious Putinesque attempts at bounce-back). One clear opportunity is found in the inventive education of senior decision-makers who are imaginative about reinventing the future itself.
Creative, futures-based decision-making is no longer optional.
It is a matter of global survival.
Dr Morne Mostert is a global advisor on Strategic Foresight and decision-making for senior leaders. He was appointed by President Ramaphosa as Commissioner on the national Planning Commission. He is the inventor of the Mindset Index, a world-first scientific instrument for strategic decision-making. He is a full member of the Club of Rome, and is the author of Systemic Leadership Learning – Leadership Development in the Era of Complexity.
Posted on January 24th, 2024 by Dr Nthabiseng Moleko
Access to financial services holds the key to unlock economic development and growth in South Africa and emerging markets. It should serve all segments of society, including entrepreneurs and individuals.
Need for Transformation in the Financial Ecosystem:
The regulatory authorities emphasise providing affordable and suitable products throughout the financial value chain. However, South Africa’s economic landscape reveals concentration in financial, mining, manufacturing, and retail sectors, necessitating a transformation of the financial ecosystem to encourage new entrants and investments in these and other new sectors. Whilst it is important to broaden investment portfolios of existing private sector investments, crowdfunding for public sector investments using subordinated debt, grant and concessionary funding is imperative.
Challenges in the Banking Sector:
A constraint in South Africa is the high concentration within the banking sector, where four major banks control more than 80% of all banking sector assets. This results in reduced competition, leading to South African banking fees being amongst the highest globally, potentially excluding a large portion of the population from essential services.
Access to financial services, including bank accounts, savings products and pension products are also influenced by factors such as income levels and employment levels. To transform the low-income economy, our critically high unemployment rate and the low growth rate of less than 1% which South Africa is trapped in, a different economic strategy through the transformation of the financial ecosystem is imperative.
Despite a sophisticated banking sector, access to credit and formal borrowings remains low, sitting at just 12% of the population. Despite more than 70% of the population having access to some form of bank account, it is crucial to shift focus from simple access. It is important to examine the usage and frequency of use of these financial products. Our financial institutions have been slow to expanded financial services to the underserviced, unbanked and those who have previously been unsupported by the existing financing structures and mechanisms.
Diversifying the Banking Sector:
South Africa has an advanced and diverse banking sector, with a total of 18 domestic commercial banks, 13 local branches of foreign banks and 29 foreign banks with some local representation in-country illustrating this. However, the concentration primarily exists within life insurers, with the top five organisations accounting for 82% of the total market, largely offering funeral cover products. If we are to increase the availability of financial products that cultivate economic wellbeing, we must focus on capital provision to development finance institutions targeting the ‘missing middle,’ those not financed by traditional banks due to risk aversion and lack of collateral.
Recapitalisation and the ‘Missing Middle’:
Recapitalisation of institutions that have track records in providing youth, women, and entrepreneurs with financial products to expand businesses is necessary to further South Africa’s development goals and those of redistribution and structural reform. Providing permanent financial support with lines of credit to businesses will transform economic sectors and increase the market penetration of these new owners, especially where conventional finance mechanisms have been unable to serve this population. Therefore, recapitalisation of development finance institutions that finance the ‘missing middle’, targeting economic sectors and segments of the population not serviced by the traditional financing mechanisms is essential. Key here is the National Empowerment Fund, which has a solid track record of good governance, clean audits and limits risky and reckless investment through its robust processes.
Conclusion
Strengthening linkages between key financial entities, including the Public Investment Corporation, Industrial Development Corporation and the National Empowerment Fund is vital to enable sustained investment and financial flows, driving a new generation of blended public and private sector investment strategies. Deliberate allocation of funds is necessary to drive equity and growth in sectors that dismantle the oligopolistic structures of targeted industries and to overcome the historical exclusion of the black majority across all economic sectors.
A few years ago, I returned from a two-week safari in Botswana, which was not a holiday, but an adventure. This turned out to be an opportunity for profound leadership reflection. We woke up before the crack of dawn, spent hours in a game vehicle spotting game and then finished the day, with our vehicle parked under a baobab tree, watching the sunset over a waterhole. On many of the days, we saw lion, leopard, hippo, elephant and giraffe, not to mention the many antelope species.
After an eventful day of game spotting, we knew when we arrived back at camp that it would be an industrious evening preparing dinner on the campfire and, once again, while there was still daylight, planning for the next day. Such active days made me appreciate the sunset break every evening, as this gave me the opportunity to reflect on the day, have a drink, and chat to my friends about our game sightings, all while watching the sunset… and what a sunset it was! Each day the golden ball descended beyond the earth and I watched as the rays reflected on the water for the last few minutes of the day.
Back at work, while sitting in my office, I couldn’t help but think of that evening ritual and how it relates back to the workplace and leaders. How often do leaders, at the end of the day, hold out a mirror and reflect on the day? Joseph Raelin, in 2002, wrote “
“Is it possible that the frenetic activity of the executive is a drug for the emptiness of our organisational souls, that constant action may merely serve as a substitute for thought?”
The Essence of Leadership Reflection in Today’s Dynamic Work Environment
Leadership reflection is much more than thinking about the day’s work during the commute home. It requires a lot more thought than that. What is reflection? What does looking in the mirror involve? It is the practice of every so often stepping back to contemplate the meaning of what has recently transpired in our lives and in that of others. It involves thinking about our thinking – resulting in an understanding of an experience that may have been overlooked in practice and is hence a form of deep learning. It is this deep learning that helps us understand ourselves.
It must be acknowledged that the act of leadership reflection is not easy and takes time to master. We are not accustomed to reflecting, as we spend so much time taking action. And when we do reflect, we do not always like what the mirror tells us, as the wicked queen in the tale of Snow White discovered in the Grimms’ fairy tale when the mirror spoke. But it does allow us to see the truth. Reflection is a way for leaders to gain a genuine understanding of themselves and their environment.
Reflection therefore gives leaders increased awareness in critical and complex situations, as understandings are reframed and action can be taken. In today’s world of work, we need leaders who are aware of the dynamics of situations and who allow for questioning to take place, making it possible for people to challenge without fear.
Tips for Applying Leadership Reflection Whilst Looking in the Mirror
1) Choose a time of day that suits you:
Spend quality time when you are not interrupted. Build in reflection time into your daily planning. Take time to think, otherwise, you rush from one activity to the next without pause. One of my participants on a leadership course mentioned that he spends 10 minutes sitting in a boardroom with no computer or paper so that he can think about his thinking. Another mentioned that she walks around the park at the end of the day to reflect before she goes home.
2) Re-run in your mind the events that took place during the day:
This provides insight into your own strengths and development areas, thus enabling you to be more effective in the future. There are many sources for reflection such as everyday events, positive experiences, negative experiences, eventful incidents, unusual incidents, routine activities, important events and meaningful events.
3) Apply a model or framework:
Driscoll’s (2000) three questions of WHAT, SO WHAT and NOW WHAT.
WHAT…
What is the purpose of returning to this situation, what happened, what was my reaction?
SO WHAT…
How did I feel, what were the effects of my actions, what have I noticed about my practice?
NOW WHAT…
What are the implications of this analysis – for me and others, what is the main learning from this experience and reflection?
4) Reflect through writing
Journal your thoughts. Writing using a waterfall technique – where you do not censor your thoughts – is a common and easy technique.
5) Reflect with others
Reflection does not have to be individual. Ask for feedback: Just as I chatted to my friends at the waterhole every evening, chat to your colleagues. Ask for feedback by engaging with trusted colleagues. Feedback is necessary as it positions different viewpoints for you to consider while you are reflecting.
6) Link your leadership reflection to action
Don’t just leave ideas in the air. Once you have finished thinking about your thinking link the thinking to actionable items. If you can take these simple tips to heart, it will help you develop the skill of reflection that is necessary for the 21st-century leader. Even more, it will embed your deep learning, as learning can no longer only be something you do when enrolled at a university or on a course.
In the 2023 Global Gender Gap Report from the World Economic Forum, Sub-Saharan Africa’s parity score is the sixth highest among the eight regions at 68.2%, ranking above Southern Asia and the Middle East and North Africa. However, progress in the region has been uneven, revealing persistent gender disparity. Namibia, Rwanda and South Africa, along with 13 other countries, have closed more than 70% of the overall gender gap. The Democratic Republic of the Congo, Mali and Chad are the lowest-performing countries, with scores below 62%. Based on the constant sample, this marks a marginal improvement of 0.1 percentage points. At the current rate of progress, it will take 102 years to close the gender gap in Sub-Saharan Africa.
In South Africa, a nation known for its dynamic diversity, women hold only 28% of business leadership positions, as reported in the 2016 McKinsey Women Matter (Africa) Report. While some contend that progress is being made towards achieving gender equity in leadership roles, the numbers tell a different story. The question that demands our attention is whether women still find themselves underrepresented in senior management positions.
The answer, backed by a barrage of data and research, resoundingly affirms that gender inequity persists, and it is costing us dearly.
The Gender Disparity Stakes Are High
In an era fraught with economic and political challenges, strong leadership is the bedrock of resilience and success. Yet, a staggering 18% of women leak from professional positions to senior management, representing an alarming loss of leadership talent—an opportunity missed.
The picture becomes even bleaker at the board level. While women initially comprise 47% of the professional workforce, this figure plummets to a mere 13% in boardrooms. McKinsey’s research reveals a striking correlation: companies with at least a quarter of women on their boards boast an average earnings before interest and taxes (EBIT) margin a remarkable 20% higher than industry averages. This glaring disparity not only signifies lost opportunities for business but also underscores the financial benefits of diversity.
Beyond the Gender Disparity Numbers
While correlation doesn’t imply causation, interviews conducted by McKinsey with industry leaders highlight the multifaceted benefits of diversity. From improved risk management to more informed decision-making and enhanced board dynamics, the ripple effects of diversity extend far beyond financial performance.
The March 2017 Grant Thornton International Business Report reinforces these findings. Surveying 5,500 male and female business leaders, it revealed that as boards diversified, risk management became more robust. This observation is underpinned by the distinct responses to risk brought by women—a nuanced and balanced approach.
However, the challenge transcends mere numerical equality. Gender bias woven into workplace structures erects invisible yet formidable barriers for women. The gender wage gap, where women globally receive, on average, 77 cents against every dollar earned by their male counterparts for similar work, stands as a stark testament to this bias. Research by Eagly & Heilman identifies disparities in opportunities, rewards, access to networks, and support systems for women.
Making Bias Visible
To confront gender bias, it must first be made visible and addressed through education for leaders and staff alike. Cultural assumptions inadvertently favor men while disadvantaging women. Business landscapes often lack female role models, perpetuate gendered career paths, limit women’s access to networks and sponsors, and subject women to “double binds.” Traditional notions associate leadership with masculinity, constraining women who excel in male-dominated domains.
Unconscious bias further manifests in the “glass cliff” phenomenon, whereby women are disproportionately appointed to organisations in crisis or at risk of failure. Coupled with the “savior effect,” it perpetuates the myth that women leaders are weak and less capable.
Women as Token Appointments
Decision-makers often reserve plum positions, including leadership roles, for in-group members, predominantly men. When women ascend, they may feel like token appointments based on quotas rather than competence. Increasing the visibility of women leaders can alleviate the pressures of tokenism, expand their professional networks, and bolster their performance.
Building a Leadership Identity
Stepping into leadership roles necessitates women to internalise a leadership identity—a challenging feat that requires credibility establishment. Companies should foster communities where women in similar positions can exchange experiences, offer emotional support, and facilitate mutual learning.
Turning the Tide on Gender Equity
The path to gender equity demands concerted efforts:
Engaging in open conversations about gender bias and its repercussions, emphasising the risk management, innovation, and transformative potential lost to gender inequity.
Encouraging diverse leadership styles that break free from traditional stereotypes.
Revisiting workplace processes related to recruitment, promotion, and placements.
Promoting sponsorship, not just mentorship, for women leaders.
Aligning leadership purpose with business leadership strategy.
Creating “identity workspaces” through women’s leadership development programs that support leadership transitions.
McKinsey offers four essential actions for businesses to combat gender imbalance:
Making gender diversity a top priority for boards and CEOs.
Anchoring gender diversity strategies in a compelling business case.
Challenging limiting attitudes towards women in the workplace.
Diversity and inclusion are no longer mere HR programs; they have become central to successful business strategies. As companies move toward gender equity, built-in gender bias is dismantled, unlocking the full potential of women in leadership. With greater representation, businesses gain broader perspectives and innovative problem-solving approaches.
Diversity is the key to success—a key that unlocks the full potential of the talent pool, rather than depriving organisations of half of it. As the world grapples with complex challenges, addressing gender disparity and achieving gender equity in leadership is not just a moral imperative; it’s an economic necessity.
Sarah Babb is a highly experienced executive and organisational and leadership change specialist. Read her Bio here.
Posted on October 26th, 2023 by Prof. Renata Schoeman
In an era characterised by rapid change and constant upheaval, the art of leadership has taken on new dimensions. Today, we find ourselves navigating a world defined by volatility, uncertainty, complexity, and ambiguity—a VUCA world, the term first coined by Warren Bennis and Burt Nanus in their book, “Leaders: the strategy for taking charge.” Against this backdrop of evolving economic, sociopolitical, and environmental challenges, it becomes clear that conventional leadership paradigms are no longer sufficient. In this crucible of uncertainty, the ability to foster human potential and manage change is paramount, highlighting the significance of resilience in leadership. Yet, our capacity for creativity, risk-taking, and growth often falters in the face of adversity.
Significance of Resilience in Leadership
However, hope shines through for leaders who harness the power of resilience. This quality can serve as a steady, unwavering compass in turbulent times. While traits like authenticity, integrity, vision, strategic acumen, and decision-making prowess remain indispensable for leaders, the demands of the modern world necessitate an additional layer of soft skills, the most vital being personal mastery.
Understanding Resilience in a Changing Landscape
Personal mastery, as conceived by Peter Senge, extends beyond mere competence and skills. It involves nurturing a profound self-awareness, inner fortitude, and an innate sense of control. Remarkably, these attributes equip individuals with the ability to not only weather uncertainty but also respond effectively to disruptive events—a phenomenon commonly referred to as resilience.
Shift in Focus: Protective Factors and Resilience in Leadership
Resilience has emerged as a critical concept spanning diverse disciplines, including business, public policy, and psychology. Researchers have shifted their focus from vulnerability and the negative repercussions of trauma to emphasise the “protective factors” that enable success in the face of adversity. These protective factors fall into two categories: individual psychological attributes and external environmental elements.
The Evolution of Resilience: Nurturing vs. Inherent
In the realm of leadership, resilience translates to adapting to constant change while unwaveringly pursuing strategic objectives. It means evolving through adversity and setbacks, not merely bouncing back to a prior state, but bouncing forward. Successful leaders owe their accomplishments not in spite of challenges but precisely because of them.
While early theories on resilience once emphasised genetics, asserting that some individuals are inherently more resilient, an ever-expanding body of empirical evidence suggests otherwise. Resilience, whether in children, survivors of harrowing circumstances like concentration camps, or even in the context of businesses rebounding from the brink of collapse, can indeed be nurtured, and learned. For instance, George Vaillant, the director of the Study of Adult Development at Harvard Medical School in Boston, notes that over a 60-year span of studying various groups, certain individuals markedly developed greater resilience over their lifetimes. Other psychologists posit that individuals initially deemed not resilient may, in fact, be more receptive to acquiring resilience skills. This is compared to those who seemingly have an early advantage.
The Search Institute, a nonprofit organisation based in Minneapolis specialising in resilience and youth, has discovered that highly resilient children possess an uncanny ability to enlist the support of adults. Furthermore, separate studies have revealed that resilient inner-city youth often showcase exceptional talents. These talents, such as athletic prowess, naturally draw others to them.
Fortifying Leadership with Resilience: Three Key Steps
Drawing from Diane Coutu‘s insights, three key characteristics define resilient individuals and organizations: an unflinching acceptance of reality, a deep belief in the meaningfulness of life reinforced by strong values, and an exceptional ability to improvise.
To fortify our leadership capacity with resilience in today’s world, three pivotal steps beckon our attention:
Developing Emotional and Cognitive Awareness
Resilience begins with recognizing when challenges knock us off balance. It involves proactive steps to regain stability. Understanding emotional and physical stress symptoms is paramount, as is identifying potential thinking traps. Countering these traps involves gathering more information and considering alternative scenarios.
Nourishing Connections and Harnessing Support
During stressful periods, the temptation to withdraw and isolate can be strong. However, the wiser course of action is to seek help from others and engage with those who offer support. Robust social support systems not only provide encouragement but also serve as a wellspring of novel ideas and inspiration.
Prioritising Self-Care for Resilience in Leadership
In times of heightened stress, neglecting physical well-being is counterproductive. Maintaining healthy routines, including regular exercise, a balanced diet, and adequate rest, is essential. Engaging in activities that foster well-being, creativity, and introspection complements this regimen.
Conclusion: Cultivating Resilience in Leadership for Sustainable Success
As Victor Frankl astutely observed, “Our freedom to choose our attitude and response to any situation represents the purest form of freedom.” Although resilience is integral to business success in our dynamic VUCA world, it often garners insufficient attention. Leaders must actively cultivate their own resilience and that of their teams. This effort helps establish organizations that are not just successful, but sustainable and resilient.
Achieving resilience requires the courage to remain vulnerable, empathetic, and robust enough to embrace uncertainty and ambiguity. It necessitates flexibility to grow through adversity rather than succumb to its pressures. By nurturing resilience, we can not only survive but thrive in the ever-changing landscape of the modern world.
Prof. Renata Schoeman is a renowned authority in the field of leadership and resilience. This article draws on her extensive research and expertise to illuminate the vital role of resilience in modern leadership.Read more
