Starting and running a business, successfully, is a high-stakes endeavor and, unfortunately, failure is more common than one would think. However, lessons abound in every sphere, including in the vast landscapes of Africa – the setting for Mufasa: The Lion King. Though fictional, Mufasa offers lessons that are relevant to business and for anyone in a leadership role.



According to a study published on Statista, in 2020, the average survival rate of startups in Africa was 75% after one year, 46% after three years, and 25% after five years.



While success or failure cannot be over-simplified or attributed to a single factor, the survival and success of any business can hinge on the fundamentals, such as keeping up with market changes and economic conditions. Another factor remains critical – leadership.



And, the lessons we can learn from Mufasa’s journey offer valuable insights into building resilience and creating a vision strong enough to navigate the tough realities of business.



Leadership Lessons from Mufasa: The Lion King



The sobering truth about business failure rates is something every entrepreneur (and aspiring entrepreneur) should be aware of. Growing a successful business takes resilience and effective leadership – one that is capable of navigating difficulties and adapting to changing circumstances.



Becoming a leader is often described as a journey of growth, self-discovery and uncertainty. The wisdom and themes explored in the photorealistic animation are significant and hold profound relevance:



1.Mentorship



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Mufasa’s journey towards leadership can be traced to a character named Eshe, who I liken to a mentor. When Mufasa expresses being lost, Eshe tells him: “To be lost is to learn the way”.



She took the time to teach Mufasa important skills and the ways of the world. This theme showcases that in this type of journey, mentors are important in offering guidance and perspective to successfully navigate the different fields in which mentees operate.



2. Vision



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Mufasa had a dream or a vision to reach a desired destination (Milele/the Pride Lands) and he kept it at the forefront of his mind, despite any setbacks or resistance.



As leaders, having a clear, compelling vision and a long-term perspective is crucial. Mufasa’s leadership was cultivated by sticking to that vision in different seasons. I believe that this can be a hard lesson to learn for many leaders and entrepreneurs, especially when navigating early failures or setbacks. However, leaders who see the bigger picture are better equipped to weather those tough times and emerge stronger.



3. Skills Development



Mufasa’s strength and efficacy were not just in his physical power but in the skills he demonstrated at critical times. Throughout his story, he learnt important skills from Eshe, and, in addition to making use of those skills for the overall success of his mission, Mufasa, in turn, taught those skills to his companion, Sarabi.&nbsp;



Effective leaders are tasked with problem-solving, making decisions and providing direction. Leaders that demonstrate subject-matter expertise, competence and skills have a greater inclination towards making informed decisions that benefit the overall success of a business or organization.



4.Collaboration and Delegation



Mufasa recognized the diverse skills that his team brought to the table and he provided them with opportunities to contribute towards accomplishing their collective goal of reaching Milele. Rafiki contributed his wisdom, insight and foresight; Sarabi provided her innovative thinking, companionship and motivation; and Zazu provided his aerial vision as a scout, and in strategy. Mufasa’s collaboration with his team led them to triumph over all.



In the business or professional world, leadership is about building a team that feels capable and trusted. It is not enough to be the only one with a vision. The combination and exchange of diverse skills and ideas, and the strategic delegation of roles to team members leads to increased productivity and overall success. A true leader presents opportunities for others to contribute, make decisions and shine.



5.Building Resilience and Overcoming Resistance



Throughout the film, Mufasa’s courage in the face of danger reminds us that true leadership involves stepping up, even when faced with challenges. It begins early on for Mufasa, as a lost and orphaned cub. He was left to face the world on his own; but even in this tragic moment, leadership was inculcated, teaching Mufasa the importance of resilience.



In business, failure is almost inevitable and that can be discouraging. However, resilience and determination are key traits for anyone hoping to succeed. Like Mufasa, many leaders face personal challenges or setbacks that can feel insurmountable. Yet his journey reminds us that resilience is not about avoiding failure but about how one responds to it.



6.The Circle of Life: Self-Awareness



Eshe teaches Mufasa that ultimately, he has to “find [his] place in the Circle of Life”. A leader’s journey toward greatness starts by understanding where they fit within the greater tapestry of life. This process of cultivating self-awareness is essential in making authentic decisions, forming meaningful connections and ensuring long-term success.



Mufasa’s self-awareness, strong sense of purpose and position enabled him to inspire trust and respect among the other animals, after his victory against the outsiders in Milele. Leaders must determine where they fit within their organization, community or the society at large in order to guide their teams effectively.



Becoming an Effective Leader



American football coach, Vince Lombardi, once said, “Leaders aren’t born, they are made”. Leadership is cultivated over time and, like any form of personal development, it requires consistent effort and adaptation.



Mufasa, as an example of a good leader, is a problem solver who inspires, motivates and sets the strategy for his team, especially during difficult times.



In an effort to surmise effective leadership, six leadership styles were identified in 2000 by psychologist, Daniel Goleman and published in the Harvard Business Review.



Those distinct leadership styles are:



<ol class="wp-block-list">
<li>Coercive leadership – requires instant submission or compliance</li>



<li>Authoritative leadership – galvanizing people towards an idea</li>



<li>Affiliative leadership – creates emotional connection</li>



<li>Democratic leadership – encouraging participation by others and building consensus</li>



<li>Pacesetting leadership – hinges on autonomy and excellence</li>



<li>Coaching leadership – fosters the development of others for the future</li>
</ol>



These leadership styles remain relevant today and are learned over time as one grows in their leadership journey. Effective leadership entails one’s ability to understand and identify which type to implement under any given circumstance.



Mufasa’s leadership is a combination of two or more styles, implemented in different circumstances to achieve a desired outcome and this offers invaluable insights for both personal and professional growth.



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Whether one is a business owner, manager or simply looking to step into a leadership position, Mufasa’s journey offers key lessons on the different stages which visionary leaders undergo. They can entail stories of humble beginnings, loss, failure, resilience and, ultimately, triumph.



In the end, it is not just about the title but rather about being the kind of leader who leaves a lasting positive impact, who lifts others up as they rise and who contributes to building a future rooted in wisdom and purpose.

Computer, black woman and manager training intern or coaching employee and helping with project, work or collaboration. Mentor, corporate and talking about a question, error or pc learning in Nigeria

Leveraging Effective Leadership: Lessons From Mufasa: The Lion King

Sunil Kaushal, the new Co-Head for Corporate and Investment Banking at Standard Chartered, has been with the group since 1998 and in the banking business for the last 36 years. In a chat with us in February this year, when he was Regional CEO for Africa and the Middle East, he talked about the bank’s strategies in the emerging markets of Africa, where he has been traveling to for the last two decades. Seated on Ghanaian-inspired sofas in his Dubai office – boasting a full view of the iconic Museum of the Future and the walls adorned with art from Africa – he also spoke about his simple, straightforward leadership style and what drives him to wake up at 4AM every day. Excerpts from the interview:



Focus on Africa including launching digital banks across nine markets 



Africa has been one of our most important markets in terms of differentiation. We consider our presence there to be very strategic and important. We are in all of Asia; the only bank in every ASEAN market&#8230; But when you talk about Africa, each country is different in its own way. Africa is not without challenges but it has been very resilient as well. I do believe that setbacks and a host of political as well as governance issues have resulted in Africa not performing to its potential, but hopefully, in the coming years, that will change… There’s huge potential in terms of demographics, infrastructure and technology; many markets have leapfrogged.



We remain very constructive on Africa, but are also conscious about the challenges there and have navigated them, because we’ve made those risk calls way ahead of the actual events happening. We repositioned our business eight to 10 years ago on the retail side towards digital, [when] there was no rush to get it done, but we made that call early on, and took some difficult decisions. And the last seven to eight years, for every award for digital banking across every category, Standard Chartered has stood out. Africa is a very dynamic market; it requires you to have a good feel for the pulse on the ground. Big changes are happening but the continent needs a lot more in the years to come, and that’s where the fantastic opportunity is.



On the growing Middle East-Africa ties



Not many people are aware that the Middle East has been investing in Africa in a pretty significant way; from investments in mines to ports to logistics. Basically, you step back and look at what’s happening is that Africa is a big market and this part of the world (the Middle East) has got the capital, and of course, it produces energy, petroleum and petroleum products. And there’s a market there waiting to be tapped, and they’re creating their linkages. We work with clients here and one of the topics in all our meetings with the government is around access into Africa, and there are not many banks that will provide that. So it is broad-based, it is capital being invested, it is products being sold, it is assets that are being acquired. So, there’s a whole area of activity taking place and it’s only going to increase, as they get a better understanding of the continent, and you get comfortable with doing business on the continent. We have to remember that the perceived risk of Africa is much higher than the actual risk and you can only appreciate that when you’re on the ground.



Promoting young entrepreneurs



I don’t think there’s any magic formula to it. We need to support the creation of business opportunities in the economy itself. If you really develop the African Continental Free Trade Area agreement, there will be more trade, more manufacturing, more entrepreneurs; if you invest in digitization, digital platforms themselves will create self-employment opportunities for entrepreneurs to come up with new, innovative ways of selling. So, I think it’s very important to create the enabling environment. Of course, the provision of finance is very important. And again, that gets allocated and becomes available if you have the right institutions, the right governance frameworks, the ability to lend in a transparent way or in an informed way, and get your money back when it’s due. So, finance is very important as well in terms of being one of the building blocks to really promote entrepreneurship. We try to do our bit through the Futuremakers Program, which was my focus, for education, employability and creating opportunities. We worked with various institutions to incubate firms, provide them small amounts of finance, hand-hold them in terms of how they manage businesses, governance, etc. We are doing our bit, but there’s lots to be done. And I think it’s a broader ecosystem that you create, which will then ensure that businesses take advantage of that.



Mentoring young people within the organization



We have started creating a very structured way of building the talent pipeline at various levels. We have a leadership program to mentor and interact with our talent in Africa and the Middle East. The idea is that they get opportunities to work on different projects. They have an opportunity to interact with senior regional management teams, and the progress is tracked based on performance and on the leadership skills in the sectors we serve. It’s a formal program, and we’re very proud about it, and now, it’s adopted globally. And then we have another program that’s more targeted with a smaller cohort, which is building a pipeline for very senior roles. And they are then addressed by the global management team, which I am also part of, and tracked very closely in terms of opportunities. Both cohorts would be in the running whenever big opportunities come on.



Perspectives on sustainability and climate change



The bank is deeply engaged. And I generally feel that in all forms of financing we do, sustainability is going to play a big part and link to climate change. But it’s broader than just climate change transition. It’s adaptation. And ESG investing. It is around how we manage in a way that our portfolios are well-protected. So, we’ve made various commitments around the financing. We have created a new business line out of it, and I think it’s going to be the most exciting, which is sustainable finance. It is an opportunity for us to really differentiate ourselves because we have started early. And we invest a lot in our people, in our products, and the accolades we receive are a testament that we are doing extremely well.



Personal leadership style 



It’s more about ensuring that when you have a strategy in place, execution becomes very important. And that comes through straightforward, simple communication and a sharp focus on delivery. That’s very important. Otherwise, I find you waste a lot of time in conversations without action. My own leadership style would be to really get the best out of people by engaging them and getting the buy-in on a common purpose. Otherwise, you sort of lose them. You can have very fancy aspirations, but if your team is not aligned or doesn’t buy in, it’s going to be extremely difficult. So, invest time to really get the alignment. Once you do, you need to focus on delivery. If you’re firm and fair, people generally see it and deliver their best. So, mine is a pretty straightforward, simple, no-nonsense style.



My approach always has been, ‘don’t come up with problems’, because that’s the easiest way – to outsource your problems to your boss, and I have zero time for that. If you come with a problem, also come with a solution. If you don’t have the solution, don’t come with the problem. So, it forces people to think two steps ahead. It’s not that I don’t like to hear what the problems are, but then come up and say, ‘listen, if this is a problem, let’s try and do it this way, and I think it will work’. To me, that’s a more intelligent conversation. It’s my job then to clear the blockages and get them the resources to make that happen. I’m not expecting every junior person to have access to all the resources, but at least come up with ideas and become more stimulating. People appreciate that.



On the entrepreneurial mindset



That’s extremely important, but you also have to be nimble enough. You should recognize that if a certain thing is not working, even if you’re invested in it, you should have the ability to move on and be vulnerable enough to do that than say, ‘no, I’ll persist, and I’ll persist’. It does not mean you’re not tenacious. You have to be tenacious, but if you realize that you have made a mistake, you should have the humility to accept it and then move on and change course. [One of the] big things that kill people at top positions is ego. Particularly in this region, where things keep changing so dynamically, make a call. You get your best shot. If you realize you made a mistake, change course.



Secret to staying the course



Endurance! There is no shortcut to success. My advice to all youngsters is, first of all, ask yourself, ‘what are you trying to really achieve, and are you really good at it?’ And then, ‘are you investing enough on a daily basis to master it?’ Because if you’re saying ‘I’m going to be the number one in payments or cyber or digital’, then invest every day and try to be the best at it. Because this is something which builds on, it has the flywheel effect, once you’ve accumulated the knowledge base.



Growing up in Mumbai



My father was an engineer and from a family of doctors, so, when I took up finance, I was told that there’s nobody in the family who can help me as there was no one in finance. From my early teens, I decided I wanted to be a banker, I had no other desire. My father worked for a steel company, and we lived in this community close to the steel factory, and I used to visit his office, in town at Nariman Point, and I used to see all these fancy banks, you know, people in suits and ties. They dealt with money and I said, ‘okay, what do I need to do to deal with money?’ So, I learned finance. My very first job was at American Express in Mumbai and then I went to New York. But I was ambitious to learn about every facet of banking: treasury markets, corporate banking, retail banking&#8230;



Anecdotes on your first job



I used to dress up very well, always in dark blue. Those days, you had to travel in the Mumbai local train [to get to work], so I would fold my jacket and put it in my briefcase, and wore it at work. I did that for a year or so before getting my own first car, a Premier Padmini, which I loved.



Coming to the Middle East in 1998



That’s when the entire Sheikh Zayed Road stretch was developing. There was nothing but sand, and they said, ‘we’re going to have 700 buildings’. Dubai is a phenomenal story, [because of ] the leadership and there are so many lessons to learn from it. I am a big fan of Dubai.



Thoughts when you wake up everyday



That I want to make a difference. The one thing I can do sitting at the top is clear the blockages. And I say it with all sincerity. Many a time, people don’t tell you the full picture, so, you kind of probe them, or try to use your connections to figure out what’s blocking things. Because this is a great bank. It has a great history and massive potential. We are in the world’s most dynamic market. We are a super connector of capital, trade, etc. Not many banks can claim to have that, so how do you really clear the blockages? What frustrates me sometimes is if you’re not getting things done quickly.



Idea of relaxation



I play golf. I’m a very relaxed person. I sleep at 9.30PM and get up at four o’clock. I am able to switch off every day as you should. I love to go for holidays in Africa. I’ve traveled to South Africa many times but would love to do Serengeti, Masai Mara and Victoria Falls.

Sunil Kaushal (Image by Priscilla Selhorst)

CEO Strategies: The No-Nonsense Global Banker On His Straightforward Leadership Style

Leadership is a very precise balancing act. American statesman Teddy Roosevelt is said to have once argued, “The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint to keep from meddling with them while they do it.” 



This is one aspect of the balancing act I refer to. The other aspect is the very art of navigating the various moving parts leadership entails. Maneuvering these parts requires leaders to demonstrate skill, intuition, discernment, and perseverance. 



There thus needs to be a framework to guide leadership practices. In the South Asian Journal of Business and Management Cases, Lämsä and Keränen refer to responsible leadership. 



As they argue, “The principles of responsible leadership are organized in a hierarchical order, based on the level of cooperation between manager and employee.” In an analysis of leadership styles, their study found that responsible leadership was dependent on the presence of various principles, including care, trust, openness, fairness, and empowerment. 



This, they argue, is based on ethical frameworks from both parties. As I went through this study, I contemplated the implications of managing employment relations. This could be considered a ubuntu style of leadership that has its roots in various African societies and cultures. 



In Understanding Organizational Leadership Through Ubuntu, Chiku Malunga argues that ubuntu calls for leaders to determine the way for others based on African values such as honesty, sincerity, dignity, and respect for others. 



This goes beyond the traditional hierarchical notions of leadership and focuses on building strong relationships, fostering social cohesion, creating a purpose, and encouraging environments that promote collective wellbeing. In Ubuntu Leadership – An Explication of an Afrocentric Leadership Style, Eugene Laloo argues that there now needs to be a view to encompass traditionally African leadership theories such as ubuntu. 



As he asserts, “Now is the time to refocus on its further development and refi nement to bring this leadership theory into the fold of general leadership discourse.” It could be argued that mutual respect, a central tenet of ubuntu, is the lens through which discipline, confl ict and harmony in the workplace should be analyzed.



Discipline within the context of employment relations can be viewed in two ways. Firstly, it entails a framework of expectations for employees to follow. Strong leaders are made acutely aware of their roles and responsibilities but also the consequences of not meeting these expectations. What is required is a framework for accountability, which outlines how leaders respond to issues such as performance or conduct. Secondly, it denotes one’s own sense of control – or controlled motivation as some camps refer to it as. 



This is based on values such as respect and humility. Leaders who encourage this sense of discipline are likely to have more engaged and empowered employees.Confl ict resolution is a crucial component of leadership, and leaders must be skilled at addressing confl ict not only promptly but also in a constructive manner. 



Conflict resolution relies on open communication. It is thus imperative for employees to create channels for employees to effectively communicate their grievances and for employees to act as mediators where necessary to fi nd mutually beneficial solutions. 



Leaders must have soft skills such as active listening, clear and effective communication, and empathy in their arsenal. This enables a more conducive and positive environment. Disagreements should thus not be viewed negatively but rather through the lens of opportunity for growth.These ideas strive towards achieving harmony in the workplace. 



Harmony is predicated on the very culture of respect. Here, leaders must demonstrate respect through their actions by emphasizing traits such as fairness or empathy. This fosters a sense of belonging. This inspires cooperation and teamwork and instils a sense of belonging and respect for one another. Additionally, the very idea of harmony acknowledges and celebrates differences. The mutual respect that emerges is ubuntu in practice – as the idea insists, ‘I am because you are’. 



In ubuntu-style leadership, these principles are encouraged and deeply ingrained in cultural norms and traditions. According to writer Sammi Caramela, this approach to employee engagement is integral for productivity, creativity, and innovation. 



Strong manager-employee relations have the potential to decrease employee absenteeism and turnover rates, while poor management can have devastating effects. In fact, this is backed up by a GoodHire survey of 3,000 workers, which indicated that 82% of respondents would leave if they had a bad manager. Indeed, leadership is a very precise balancing act – one enriched by the very idea of ubuntu.

Three creative colleagues exchanging ideas

Expert-Speak: Leadership As A Balancing Act Between Ubuntu Principles And Effective Management

An audit coordinator, Arora Akanksha is challenging the status quo, declaring herself as a candidate to be the next Secretary-General of the United Nations.







Arora Akanksha speaks to us from New York in a bright African print dress, one of the nine colorful outfits in her wardrobe that she brought back from her trip to the African continent in 2016.



Every time she wears one of these dresses to work, walking down the streets of Manhattan, she receives compliments, she says, with people alluding to her as “an African princess”.



Looking up from those streets in Manhattan, at the towering, 154-meter glistening slab of steel that is the United Nations (UN) Secretariat, her hopes and ambitions run as high, as she boldly attempts to foray into a slew of unprecedented firsts.



The Indian-Canadian, who prefixes her name with her family name, joined the UN in 2016 and is the audit coordinator at the United Nations Development Programme. Today, she is known to her friends and supporters – and the global media she has recently approached in her personal campaign – as the 34-year-old bidding for the top job at the UN.



In February this year, Akanksha announced her candidacy, challenging incumbent UN Secretary-General António Guterres in the UN elections to be held later this year.



Hired to serve on the UN’s financial reforms, Akanksha says, prior to that, she was a manager at accounting firm PricewaterhouseCoopers (PwC) in Toronto, Canada. She was also the youngest audit professor at the University of Toronto, at the age of 28, teaching audit at the master’s level. She graduated from Canada’s York University with a Bachelor in Administrative Studies and has a Master in Public Administration from Columbia University in New York.



Aiming for more firsts, Akanksha, who spent her formative years in Saudi Arabia and India, says she is “the first woman and first millennial candidate for the position of the UN Secretary-General and the first known candidate to challenge an incumbent”. If she wins, she will be the youngest-ever and first female Secretary-General of the UN in its 75-year history.



In early January, Guterres, a long-serving international diplomat and former UN High Commissioner for Refugees, presented himself as a candidate seeking a second five-year term. To succeed as Secretary-General, any candidate must finally win the approval of the five veto-wielding permanent members of the UN Security Council, namely, the United States, the United Kingdom, Russia, China and France.



When contacted by FORBES AFRICA for a comment on Akanksha’s candidacy and details on all the candidates who have presented for the position of Secretary-General, Brenden Varma, Director of Communications and Spokesperson for the President, Office of the President of the General Assembly, says: “As of now, there is only one candidate whose name has been jointly circulated to Member States by the Presidents of the General Assembly and Security Council – and that is António Guterres of Portugal.”



The UN notes on its website regarding the selection and appointment process: “The position of Secretary-General is one of great importance that requires a person with the highest standards of efficiency, competence and integrity, and a firm commitment to the purposes and principles of the Charter of the United Nations.”



Given that Akanksha has only been with the institution for four years – and that currently she is in discussion with member states to support her candidacy – what are her chances, I ask, and how is she responding to the naysayers?



She is not daunted.



“My decision to run for this position is not influenced by some long-held ambition. I believe in the UN and I know it is capable of doing great work,” she begins. “My candidacy is to restore the UN’s trust, credibility and respect in the world and to bring it back to serving people in humanitarian crises, in development needs and in climate action.



“The naysayers will always be there, and for me, I love to engage with them where I am challenged that I don’t have the experience as the Secretary-Generals of the past. I always tell them I acknowledge that I don’t have the same profile as them, but I do bring a lot. I was an auditor for PwC. I have written guidelines for elections in Canada, and in seven years working in audit, I have excelled and proven myself to be a leader in Canada and internationally. What I bring is the perspective of taking a decision and implementing it. As millennials, we have moved mountains in every profession&#8230; And I bring the force of an entire generation. We are ready to take the baton and make the UN an organization that serves all of us.”



One of the critical issues Akanksha wants to bring to the fore is the refugee crisis, especially on the African continent that’s home to more than 33 million of the world’s displaced people. She says she has a personal affiliation for the cause, hailing from a family of refugees.



“All four of my grandparents moved from Pakistan to India after the partition [in 1947], so I know what it’s like to be in a position to have nothing and build life back for yourself.”



On Africa, she adds: “We need to depopulate the refugee camps through repatriation, local integration or resettlement… Local empowerment, government engagement and listening to the people directly are what is critical, so I am proposing a development approach that empowers people on the ground through universal education and internet access.”



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<blockquote class="wp-block-quote is-layout-flow wp-block-quote-is-layout-flow">“As millennials, we have moved mountains in every profession&#8230; And I bring the force of an entire generation. We are ready to take the baton and make the UN an organization that serves all of us.”</blockquote>



Akanksha says her candidacy and her pressing call for a new UN has not been a surprise for her colleagues.



“My candidacy has been received well by the employees of the UN… Within the UN universe, people are expecting that we might be able to change things. Everyone is aware of the shortcomings but no one has dared to challenge the system and status quo. &nbsp;



“We need to shape the new world order, and we need a new UN, and specifically for Africa&#8230; Africans have always presented themselves with dignity no matter their hardships and been able to forgive and get to work collectively to move things forward… The UN has to give more to Africa, to give them adequate humanitarian assistance to meet their basic needs.”



Akanksha’s daring candidacy has also found her positive endorsement as “the voice of young people”.



“Arora’s candidacy is important,” says Simone Filippini, a senior Dutch diplomat and President of the Leadership4SDGs Foundation in the Netherlands, when contacted for a comment by FORBES AFRICA. “She is a talented, smart young woman of the world. She has a clear view of what needs to happen to make the UN a more effective and inclusive organization in her perspective… We need disruption and Arora is a disruptor; she is courageous to challenge power and deserves admiration and support… I hope that she will be able to get the support of many, especially of the younger generation.”



Agrees Agustin Matteri, Senior Portfolio Manager, Climate Change Unit – Latin America &amp; Caribbean, UN Environment, about the need to spread the voice: “Her chances are high, but only if we make common people aware of the importance of the UN in their daily lives.”



At the moment, Akanksha is preparing to submit her vision statement and is on leave from the UN without pay until the conclusion of the election, but does she have a plan B if she does not win?



“I am in this to win,” she affirms. “I am so optimistic in the member states to realize that the world after Covid cannot go back to the old ways of doing things… I have no plan B other than serving those not served by the system.”

1Arora Akanksha for a new UN_01_16x9

The 34-Year-Old Aiming To Run The United Nations

Dr. Akinwumi A. Adesina has been re-elected to serve a second five-year term as President of the African Development Bank Group (AfDB) on Thursday, August 27, 2020, by the Board of Governors of the bank. According to the official statement by the AfDB, the globally-renowned development economist and World Food Prize laureate and Sunhak Peace Prize laureate, received a 100% of votes of all regional and non-regional members of the bank.



The election took place on the final day of the 2020 Annual Meetings of the AfDB Group, which was held virtually for the first time in the bank’s history.



Bismarck Rewane, a leading economist and CEO of Financial Derivatives, says, “The re-election of Dr. Akin&nbsp;Adesina&nbsp;is an epoch-making event for the African continent. It goes a long way towards erasing the stereotypical image of Africans in general and Nigeria in particular as lacking in the discipline of transparency, accountability and governance. For the institution, the African Development Bank,&nbsp;it provides&nbsp;a major opportunity for it to play a more catalytic role in the development of a continent in dire need of liberation from the pangs of multidimensional poverty,&nbsp;a debt trap and&nbsp;anaemic economic growth. The&nbsp;AfDB is&nbsp;expected to become more dynamic under the stability of the leadership of Akin&nbsp;Adesina&nbsp;especially with the increased shareholder funds and depth of intellectual capital that&nbsp;it currently possesses. It is in fact a new day for Africa.”



“Congratulations to Dr Adesina for his re-election&#8230; The shareholders of AfDB could not have selected a more appropriate person to support Africa to &#8216;build forward together&#8217;&nbsp;post-Covid-19.&nbsp;He is not only a passionate and visionary leader but also has the execution capacity and empathy to help Africa unleash its great potential. AfDB is a unique organization founded by all African countries in the 1960s and subsequently joined by non-African countries in an exemplary partnership to build a first-class ‘AAA’ entity. It is an organization that responds to Africa’s needs like no other entity because it has Africa’s DNA embedded in it,” says Arunma Oteh, academic scholar, University of Oxford, and former Treasurer and Vice President, World Bank.



In December 2019, Adesina, known for his trademark bow-tie and his keenness for continental development, was the recipient of the African of the Year award and was on the cover of FORBES AFRICA.

Photo by: Kelechi Amadi-Obi (www.kelechiamadiobi.com)

Akinwumi Adesina Re-Elected President Of The African Development Bank Group

By Thandi Tobias



In its fight against the spread of COVID-19, our continent faces a massive challenge that requires unprecedented levels of unity and coordinated action. To prevail, we have to grasp without hesitation what the World Health Organization (WHO) has described as a ‘window of opportunity’ while it remains open for us to do so.



While our continent is home to many of the world’s fastest developing nations, it is also home to some of the most vulnerable. It is a known fact that the high prevalence of malnutrition, anaemia, malaria, HIV/AIDs, and tuberculosis among our people, puts our continent in an unfortunate position; one in which high death rates happen easily. That is why the country’s leadership had to act swiftly and decisively.



As Africans, itis essential that we focus on coordinated efforts in our shared battle against COVID-19.&nbsp; Africa spans both hemispheres and consists of 55 member states. Our combined efforts and determination can and will see us through this challenging period. The second and follow-up virtual meeting of the ‘AU Bureau of Heads of State and Government’, held in April 2020, ended with solid plans for a more unified African response to the COVID-19 pandemic. In addition to presentations by Dr Tedros Adhanom Ghebreyesus, Director-General of the World Health Organisation (WHO), Dr John Nkengasong, Director of Africa Centres for Disease Control and Prevention (CDC), the Bureau was also addressed by French President Emmanuel Macron.



All the heads of state in attendance expressed a shared apprehension over the unknown impact this virus stands to have on the health of citizens of Africa, as well as the unforeseeable economic impact it will have. The Heads of States and Governments discussed three broad themes and agreed to proceed to pursue several key solutions:



1.&nbsp;&nbsp;&nbsp; Stronger inter-continental links for greater African solidarity



There was unanimous agreement on the urgent need to establish better humanitarian and trade corridors among countries; something they also agreed would require cohesive efforts from all participants.&nbsp; All decisions would be in the best interest of the continent and its people.&nbsp; This will also enable Africa to speak with one voice on Africa’s priorities. African leaders also agreed on the need for an immediate lifting of all economic sanctions imposed on Zimbabwe and Sudan, as no African state would be left alone to fight against the spread of COVID-19. It was resolved that without the burden of sanctions, Zimbabwe and Sudan would be better positioned to save lives.



2.&nbsp;&nbsp;&nbsp; An aggressive medical response



Africa requires the production of medical supplies and equipment. The heads of states and governments called for international cooperation, support towards up-scaling local production of needed Personal Protection Equipment (PPEs), medical supplies such as masks, gowns, ventilators, and other support devices, all of which are greatly needed in the continent.



Furthermore, the AU commended rapid action initiatives such as the ones coordinated by Ethiopian Prime Minister Abiy Ahmed and the Jack Ma Foundation. Working with the World Food Programme and Africa CDC, they mobilised and distributed over one million diagnostic tests, six million masks, and 600,000 PPE items to all African Union member states in less than a week.



3.&nbsp;&nbsp;&nbsp; Fundraising efforts



The AU is taking a multi-stakeholder approach towards raising needed financial and other forms of international support to strengthen the fight to flatten COVID-19 growth in Africa. The gathered Heads of States and Governments also noted the progress made in operationalising the African Union’s COVID-19 Response Fund, which was established on in March 2020. Members pledged the sum of US$12.5 million and an additional US$4.5million to the Africa CDC.



Africa’s Call



To win the battle against COVID-19, protect its citizens and, by extension, citizens of the world, the AU calls for the support pledged by the G20, the World Bank and the International Monetary Fund (IMF) to be delivered without further delay. It also calls for these institutions to review their disbursement policies to unlock higher levels of flexibility, speed, and Africa’s access to the IMF’s Special Drawing Rights (SDRs). In addition, the AU also supports the call for a comprehensive stimulus package for Africa and the immediate suspension of interest payments on Africa’s external public and private debt. Such measures would benefit all Africans, as greater fiscal space would be created to resource the battle against COVID-19.



In conclusion, allow me to remind you all, of our South African concept of Ubuntu – I am because you are – which also rings true in the hearts of all Africans and, I hope, inspires people around the world. It is in the spirit of this shared humanity that Africa’s call is made for the global support of our resilient, yet fragile continent.



Thandi Tobias is the Chairperson of Brand South Africa; the official marketing agency of South Africa with a mandate to build the country&#8217;s brand reputation and to improve its global competitiveness.

Coronavirus_Shutterstock

Op-Ed: Africa’s People-led Approach To Combat COVID-19 Shows Signs Of Progress And Leadership

We all possess an invisible crystal ball that works illimitably in our minds. For most, it is the subconscious belief that conditions are going to get better; the next day will eclipse the last and so forth. I call it ‘the optimist’s theory of mitigation’; we subconsciously coerce our minds to believe that over time, all risks can and will be mitigated. This is what makes us human.



As I ponder over this theory and historic events, I cannot but ruminate on the current Covid-19 pandemic. We have seen nothing like this before. The only people who have any recollection of something similar are centenarians who would have then been at least teenagers during the Spanish Flu in 1918. Not many left! The Spanish Flu did not originate in Spain as many believe; the flu actually started after World War 1 and was first detected in US troops who spread the pandemic.



There are volumes written about the causes and impact of the H1N1 virus that spread influenza across the globe. Even at that time, the infection spread across the world with 500 million people contracting and about 50 million people dying from the virus. Those are scary numbers. At that time, there were no advanced medical facilities, Intensive Care Units or mechanical life support systems and/or ventilators. It took approximately 12 months for the pandemic to stop; it is widely believed that it was not a vaccine or a cure that eradicated the pandemic but it ceased after people had either died or developed immunity. What the flu taught humans was that in keeping with Murphy’s Law, things will go wrong and the impact of these pandemics will be severe; both humanity and economics will be casualties of exponential dissemination. However, as humans, we have always prevailed and come out stronger.



What appears to be consistent remedies to containment, but not eradication, are social distancing, hygiene, wearing masks, lockdowns and flattening the curve measures that were adopted in 1918 as they are being done today. Time and again, nature reminds us through various outbreaks that something sinister can happen. In the aftermath of the Spanish Flu, a lot of research was done on the pandemic but in reality, no vaccine can be developed in advance for a virus that constantly mutates itself. It is not surprising that we managed to contain various pandemics like the Asian Flu in 1957-58, AIDS since 2001, H1N1 or the Swine Flu in 2009-10 and Ebola from 2014-16. The question therefore is not only whether there is a way out, but is there a way we can prepare better. We come back to the age-old malady that we tend to learn from what we have done right and not from what went wrong.



The winners that will come right at a time like this is innovation led by technology. The revolution will be meteoric. Even for dinosaurs like me, the adaptation to these times has been expeditious. Managing a business spanning three continents by sitting in front of my desktop was never conceivable. The mind has once again proven its superiority over matter. If we believe we will surpass any crisis.



There are no right answers during a crisis. How did our leaders act when they were faced with the question of risk to their citizens? Do we enforce lockdowns or do we allow normalcy and then to what degree? Does what works in one country necessarily work in another? History will judge each one as we are living through a period when there are no immediate answers. It’s frightening that even the most learned ones revel in the theory of “being less wrong” than others. More realistic is the fear that the only solace we will find is when our bodies and businesses face the test of immunity; immunity that is the only answer for survival and continuity.



But this is the sad reality of our current time. As we continue to experiment through this ordeal, I encourage everyone to revert to my ‘optimist’s theory of mitigation’; we will find a way out and let no one judge anyone, particularly our leaders (save a few), on what course they selected, as they risked a lot in making the choices that impact the lives of billions. Never before as leaders have we had to take one day at a time to course-correct. It is unprecedented in our lifetime. Let us stand together, follow the law in letter and spirit, contribute towards the destitute, celebrate each success and exonerate our failures as there is light at the end of this tunnel; we simply need to revel with optimism.



– Rakesh Wahi, Founder and Publisher, FORBES AFRICA

Rakesh Wahi

Dealing With Covid-19: The Optimist’s Theory Of Mitigation

Even
our thoughts about disruption are being disrupted. Is it radical change? Is it
total displacement? Do we need entire new paradigms? Can we manage it? Is it
avoidable? Is it permanent or temporary? Is it reversible? The common mistake
we make is to minimize its effect and then “beat” it into a shape that we
understand and manage it from there. The challenge is to lead inside a wave of
disruption, the art is to initiate disruption to our own benefit. If we only
respond to disruption, we have lost the game already.



We
are increasingly engulfed by a disrupted world. Our ways of work are
irrevocably changed. Our futures will not be the same as where we come from and
are presently. Disruption and the future go hand-in-hand.&nbsp; How do we prepare for disruption?&nbsp; By making sense of the future landscapes that
we will navigate on. How do we lead others into coming revolutions, such as the
Fourth Industrial Revolution that we experience at present?



What
is disruption? Disruption is the interruption or disturbance of the accepted
norm that becomes a force that changes the way things are done, values,
societies and often beliefs. It is so abrupt and impactful that there is often
not time to prepare for it. To thrive in disruption, we need to navigate
landscapes of the future. When is this future? The future is at this moment,
tomorrow and thereafter, often stretching beyond an era in time yet to realise,
that lies outside the everyday planning, strategic management and intervention
scope. 



The
future approaches at different speeds for different business environments. We
can thus shape the future to create landscapes from our imagination. To thrive
in the unknown, even the short-term unknown, we need leaders with the courage
and skills to venture into and beyond the immediate future. Leaders shaped for
disruption are at ease with fast evolution, revolution and the transitions
which take place among eras of technology, business and economies. Although
they cannot always anticipate disruptions, they are prepared to be thrown into
them and guiding others through the turbulent and complex eras of change.



The
Graduate School of Technology Management (GSTM) of the University of Pretoria
and the Team Building Institute (TBi) have joined forces to create a leadership
development concept – Leadership in a Disrupted World. This is a learning and participative
journey that puts future perspective to themes that leaders need to address to
shape, influence and navigate disruptive landscapes that they will guide others
on. The journey will unlock the combined knowledge of future aware leaders for
being at ease with disruption and creating an environment where collaboration,
teaming and personalisation are used to draw on experience and to lead towards
future leadership qualities to deal with disruptions of many kinds. This experience
is ideal for all leaders in a broad spectrum of industry where, especially
engineering and technology management play a disruptive role, and change leads
to complex environments evolving rapidly and need to be dealt with. Leaders
that find that existing leadership theories fall short to assist them in
handling current and future challenges should be seeking new ways of thinking
about the future and to prepare themselves and their organisations for
disruption.



The
GSTM has graduated many Masters and PhDs in Engineering Management, Project Management,
and Technology and Innovation Management students over its existence of more
than 30 years. This has resulted in a common body of knowledge of engineering
and technology management. Engineers that qualified through the GSTM are
playing a leadership role in their industries, academia and government in
Africa. With the speed of change brought about by technology, lifestyles and
geo-political influences, these leaders have to remain resilient to future
disruption. The GSTM has built future thinking into its courseware and research
and now offers this understanding in the context of future leadership as a
continued service to its alumni and other industry leaders through this
workshop. 



TBi supports a vision to improve self-understanding, intra- and interpersonal relationships in a social or team context. This unique value proposition (scientific method of training) distinguishes TBi from other service providers. TBI’s approach is to integrate inter- disciplinary concepts that are usually viewed as separate entities The TBi methodology also known as Adventure-related Experiential Learning (AEL), finds its roots in the disciplines of Psychology, Philosophy, Human Movement Sciences and Business. The AEL method of learning guarantees immersivity, novelty and engagement of participants in discovering new perspectives to facilitate change.



<div class="wp-block-image"><figure class="alignleft size-large is-resized"><img loading="lazy" decoding="async" src="https://www.forbesafrica.com/wp-content/uploads/2020/03/Anthon.jpg" alt="" class="wp-image-43062" width="206" height="206" srcset="https://cms.forbesafrica.com/wp-content/uploads/2020/03/Anthon.jpg 221w, https://cms.forbesafrica.com/wp-content/uploads/2020/03/Anthon-100x100.jpg 100w, https://cms.forbesafrica.com/wp-content/uploads/2020/03/Anthon-150x150.jpg 150w, https://cms.forbesafrica.com/wp-content/uploads/2020/03/Anthon-80x80.jpg 80w" sizes="auto, (max-width: 206px) 100vw, 206px" /></figure></div>



Dr Anthon Botha is a physicist, strategist and future thinker. He has more than 30 years of experience in the management of science, engineering, technology and innovation. He spends a lot of time imagining the future, creating mental images for leaders of what is to be. He developed novel ways for future thinking and has used this in both academia and consulting to assist leaders to think strategically about the future after painting future landscapes and making choices on their preferred futures. He currently provides extensive business consulting in the management and commercialisation of knowledge, technology and innovation and facilitates debates and events in the field of science, engineering and technology. He is a part-time academic at the GSTM



<div class="wp-block-image"><figure class="alignleft size-large is-resized"><img loading="lazy" decoding="async" src="https://www.forbesafrica.com/wp-content/uploads/2020/03/Chris.jpg" alt="" class="wp-image-43063" width="208" height="208" srcset="https://cms.forbesafrica.com/wp-content/uploads/2020/03/Chris.jpg 195w, https://cms.forbesafrica.com/wp-content/uploads/2020/03/Chris-100x100.jpg 100w, https://cms.forbesafrica.com/wp-content/uploads/2020/03/Chris-150x150.jpg 150w, https://cms.forbesafrica.com/wp-content/uploads/2020/03/Chris-80x80.jpg 80w" sizes="auto, (max-width: 208px) 100vw, 208px" /></figure></div>



Dr Chris Heunis holds a DPhil from the University of Pretoria. He specialises in Organisational Development and has been consulting locally and internationally for the past 25 years. He co-founded TBi as a niche company that specialises in interpersonal and intrapersonal behavioural dynamics. He appeared on several radio and TV- programmes including Carte Blanche, Business Beat, Maatband, Take 5 and recently on Prontuit. He believes that the success of business leadership starts with being mindful of the needs of others. 



Content provided by the University of Pretoria

Best media technologies. Mixed media

Leadership In A Disrupted World

With unemployment at a low 3.6%, American workers have been enjoying a candidate-friendly market, and many have used it to their advantage. According to a recent&nbsp;<a href="https://www.roberthalf.com/blog/compensation-and-benefits/salary-negotiation-0" target="_blank" rel="noreferrer noopener">survey</a>&nbsp;by recruiting firm Robert Half, 54% of job seekers negotiated for a higher payout before accepting their most recent position. Of those who didn’t ask for more, nearly one fifth said it was because they felt uncomfortable doing so.



“Anyone who has the experience is in demand,” says Paul McDonald, senior executive director at Robert Half. “Everybody should feel comfortable negotiating compensation today.”



Negotiating can be intimidating, but with a little preparation, job seekers can be better equipped to walk away with what they’re worth. Here are three keys to a successful salary negotiation, plus what to do if the hiring manager doesn’t budge.&nbsp;



1. Do Your Research



While hiring managers often discuss pay with candidates early on in the hiring process, with 35% of respondents reporting that the subject of salary came up in their first in-person interviews, McDonald advises against negotiating before an offer has been made. If salary range does come up, use that as the starting point to research industry averages for the role at hand, using online resources like&nbsp;<a href="https://www.glassdoor.com/Salaries/know-your-worth.htm" target="_blank" rel="noreferrer noopener">Glassdoor’s salary tools</a>&nbsp;and&nbsp;<a href="https://www.payscale.com/salary-calculator" target="_blank" rel="noreferrer noopener">Payscale’s salary calculator</a>&nbsp;as your guide. Another form of compensation that’s worth considering is benefits. A flexible work arrangement or student loan reimbursement, for example, may not pad your paycheck, but they are perks that could boost your bank account. Whatever you do, don’t overshoot—that could be a turnoff. Flexibility and knowing your market worth is key, he says.&nbsp;



2. Establish Your Must-Haves And Your Nice-To-Haves



Before you go into a salary negotiation, determine what you need and what you can do without. “If you’re interviewing for a new role, or if you’re going to your current employer for the annual salary review, know what your priorities are,” McDonald says. “Take the emotion out of it and be really in tune with what’s important to you.” Not being able to articulate what matters most can cost you a few extra thousand dollars, or even the position itself. 



3. Practice Makes Perfect



There’s no better way to calm prenegotiation nerves than to practice. McDonald recommends role-playing with trusted colleagues, mentors or recruiters so that you can get feedback from those who have been on different sides of the table. As you craft your pitch, remember to make liberal use of the words “we” and “us.” “It’s always good to try and join the parties when you’re negotiating,” McDonald says. Something as simple as “There are a few things that I’d like us to discuss” can demonstrate to the hiring manager that you’re a team player. For instance:  



“I’m so thrilled that you’ve extended an offer and I’m really enthusiastic about the role! I know I’d be the right fit for the [co. name] team and based on what we’ve discussed during the interview process, my background and experience align really well with the expectations of the job. I’m hoping we can discuss the offer you presented because based on my research, the salaries in our area for [job title] are typically around [number]. I’m confident you’ll be pleased with what I’ll bring to the role and organization and I’m looking forward to contributing.”&nbsp;



Next Steps



It is unlikely that your negotiation will end with you receiving an immediate “yes,” so leave by offering to continue the conversation. If the hiring manager doesn’t follow up regarding your request or just won’t budge, ask yourself if you can still afford to take the opportunity. If the answer is no, tell the company right away. “Don’t ghost the opportunity,” McDonald says. “Regardless of how it all turns out, always be professional, always be courteous, always be objective.”



&#8211;<a href="https://www.forbes.com/sites/samanthatodd/">Samantha Todd</a>, Forbes Staff, <a href="https://www.forbes.com/leadership-strategy">Leadership Strategy</a>

Business handshake in glass reflection in office

How To Successfully Negotiate Your Salary

During her time away from Malawi, Joyce Banda served as a distinguished fellow at the Woodrow Wilson Center in the United States, and has just finished writing a book, From Day One, on the issues around women and the girl child.
What are you looking forward to and how does it feel?
I am so happy I have done all I wanted to do and am going home. There’s much excitement in Malawi&#8230; I guess I am the only one not excited… It has been a week of hype and I am totally surprised and humbled because I didn’t know just how much Malawians love me.
We don’t have any female presidents on the continent at the moment… why are there so few women in politics?
Women’s leadership is under attack globally. Start from Australia, look at what happened to Julia Gillard. And you go to Thailand and look at what happened to the former Prime Minister… 
I’ve been speaking a lot in the US and the question I always ask is ‘tell me why [as] the oldest democracy for 200 years, [why] you have not managed to have one woman in state house’?
Coming back to Africa, we haven’t done badly, at least we had four women. We went to Beijing in 1995; we agreed that it was part of the work plan that we are going to come back and get into leadership. I remember asking Mrs Gertrude Mongella, who was the Secretary-General of the UN Fourth World Conference on Women, ‘because men are already sitting in the seats, how can we go to parliament?’ They said ‘go and push them if you have to’. And we went home, tried our level best and got into leadership.
In Africa, go one by one, and check how they left, go and see what Catherine Samba-Panza is going through in Central African Republic; see what is happening in Mauritius to our friend who just left a few weeks ago. So at the end of the day, you ask, why is it we don’t have any more female leaders in Africa? My answer is we have done well as a continent, we have found ways of getting our women into state house, but perhaps what we have to do is learn how to keep them there. And Africa hasn’t done badly.
<a href="http://www.forbesafrica.com/woman/2014/10/01/malawians-should-not-shed-blood/" target="_blank" rel="noopener">READ MORE: ‘Malawians Should Not Shed Blood’</a>
Somebody asked me, what can I say about feminism? I said ‘no, Africa shall have it all; it shall design its own because we can’t copy what’s happening elsewhere unless we are convinced it’s working there’. But how can we copy other models where women are still not getting equal pay, where women can’t even go on maternity leave, where for 200 years, there’s no female president? The continent with the highest number of women in parliament is Africa – three countries have 40% women in cabinet. And the time I was head of state, I took advantage of that position to appoint my fellow women… The advantage of us cutting into state house is we focus on social issues; we want people to have electricity, clean water and fuel every day. We want hospitals to have medicines, we want schools to have school materials but the challenge is how do we keep women in state house?
Is the patriarchal mind-set to blame?
It is. In fact I think the death of Mama Winnie Mandela and all that has been revealed these past weeks has opened the debate and women are sitting down and saying, ‘how could we not have seen?’ Because we never did… That’s what her daughter said when she spoke at the funeral: ‘why did you people wait until my mother is gone, to vindicate her?’ That is the kind of pain women are going through and nobody seems to care. I don’t know why the media doesn’t seem to dig more into this misogyny, and abuse to women leaders…
Do you have presidential ambitions again?
No. It is not up to me. I don’t care about going to state house… I am just going back home.
Are you returning to politics?
I am not planning anything. From this far, I don’t know the political landscape on the ground. I am highly experienced in politics. And I was very fortunate. When my husband retired [as chief justice], I decided I can enter politics. So I did at age 54, I was late… the president didn’t allow me to join the national executive committee so he sent me down to the grass roots. So I came from the grass roots as a treasurer in the village. I had the opportunity to study and I was fortunate when elected head of women in 2003 in my party…
What have you been up to in the last four years?
…In the time I have been away from home, I’ve spoken 37 times, received 12 international awards, written two papers, written a book, been appointed to five international awards and received an honorary doctorate. Everybody who has been with me in the US know I’ve run non-stop. It’s been time well spent. At the Woodrow Wilson Centre, they even assisted me to draw up a tool kit. I can now go into any country and speak with authority about how I feel women should be treated, how the space should be created at the table for women to participate in leadership.
In Malawi, what are your plans for women and children, through your foundation?
The Joyce Banda Foundation is bigger than Joyce Banda. I established it in 1997 when I received the Africa Prize so it cuts across all parties. It has 500,000 women beneficiaries in micro finance, it has sent to school 6,500 girls, it has a sponsorship program, and a youth program. We have five pillars in the Joyce Banda foundation: one is income, we believe that in the rural household if there is income the woman is in control and can provide better health and nutrition and even send girls to school and will also make decisions about her life; she can make choices to stay or leave an abusive place.
The second pillar is education for the girl child, because if she doesn’t go to school, then she is exposed to all harmful traditions. The third is maternal health. My research has shown that those that have died giving birth are between the ages of 11 to 19. So there is a connection with education. This girl child should go to secondary school. The four years in secondary school is not just about her future, it is also about her health.
The fourth pillar is leadership. I believe we must find ways; hence my research, find ways of allowing more and more women to enter politics and participate in leadership. And the last one is human rights which is a cross-cutting pillar.
What is the current investment climate in Malawi?
I believed the day I left office, I needed to step aside and look the other way. And provide an opportunity for the sitting president to freely show his capabilities. He is my president because I conceded and I accepted that he can become president, so the last thing that I want to is poke my nose into what he is doing right and not. 
I just feel sad and surprised when they say people are going 36 hours without electricity… I don’t understand some of the hardships my Malawians are facing because I say this boat is connected when you ask about the investment climate. There is nobody who is going to invest in a country that has 170MW of electricity. That doesn’t happen.
– Interviewed by Methil Renuka; for the full interview, visit www.cnbcafrica.com

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‘Women’s Leadership Is Under Attack Globally’

It has been a year since FORBES AFRICA lost one of its staunchest supporters and readers, Colonel Satya Pal Wahi. He was an ardent admirer of our magazine and the great stories of African entrepreneurship in it.
In India’s industrial and business world, Col. Wahi was a legend himself, having had a highly-decorated career in the armed forces and then, as a corporate titan.
Through him, stories of Africa reached the pristine parks and walking trails of Gurugram (formerly Gurgaon), about 32kms from India’s capital New Delhi, home to some of the biggest Fortune 500 companies.
In his later years, on his morning walks in the park, he carried copies of FORBES AFRICA. There was always an erudite audience looking forward to impromptu conversations with the genteel, illustrious Col. Wahi.
Thus, the doyens of business in Africa, 8,000kms away, invariably became a part of Gurugram’s misty mornings.
Col. Wahi visited South Africa many times, and also the offices of FORBES AFRICA, when he regaled staff with rapturous stories of his own leadership journey. His lessons and legacy are being carried forward by his son, Rakesh, who was also in the Indian Army and is co-founder of FORBES AFRICA. His grandson, Sid, is the Executive Director of the magazine.
Col. Wahi, born in Khushab, a small village near Lahore in what is now Pakistan, went on to do his engineering at the prestigious Banaras Hindu University in India and thereafter attended the Indian Military Academy. He worked with some of India’s greatest political leaders such as Indira Gandhi and Rajiv Gandhi.
He says in his book, Leading From The Front: From Army To Corporate World: “I have never bowed down to anyone and have learned to stand on my own legs and fight my own battles.”
The book vividly illustrates him as a man with an insatiable hunger for knowledge and information; his attitude to rebel against injustice remained with him throughout his working life.
The Indian Army gave him a strong foundation for leadership. On retiring from the army, he served many corporate enterprises, including Bokaro Steel Plant, Bharat Heavy Electricals and Cement Corporation of India.
A leading light in India’s energy sector, he was inducted into the Oil and Natural Gas Commission (ONGC) in June 1981 as chairman of the public sector behemoth. He was a firm believer that an organization or individual, which does not grow, stagnates and finally decays.
His decade-long stint at ONGC coincided with the development of Bombay High offshore oilfields and he is credited with contributions in raising India’s oil output from 9 million tons to 32 million tons per annum. He brought about several paradigm shifts, modernizing office facilities and setting up training centers for ONGC.
His contribution in India’s various public sector undertakings is unparalleled. Of the array of awards he has won is one of India’s most shining medals: the Padma Bhushan, the third-highest civilian honor, which he received in 1988. He is the recipient of the Giants International Award and Indian Geophysical Union’s Silver Jubilee Award. He was awarded the Lifetime Achievement Award Petrotech in 2007. To recognize his contribution to the energy sector, he was conferred the Lifetime Achievement Award in 2013. He was also a recipient of the degree of Doctor of Science (honoris causa) from three Indian universities.
Col Wahi passed away on 13 February last year, at the age of 88, leaving an aching void and an empty park bench southwest of Delhi.

Remembering A Corporate Legend

When he was selected to travel to the United States (US) to take part in the second edition of the Young African Leadership Initiative (YALI), otherwise known as The Mandela Washington Fellowship, Jean Bosco Nzeyimana knew that the sky was the limit for him.
<img loading="lazy" decoding="async" class="alignleft size-medium wp-image-4776" src="/wp-content/uploads/2017/05/Jean-Bosco-Nzeyimana-founder-of-waste-to-wealth-company-Habona-Ltd-300x200.jpg" alt="" width="300" height="200" />
Last year, US President Barack Obama’s Mandela Washington Fellowship invited 500 of Africa’s brightest minds to learn new skills and see innovative entrepreneurial trends. For Nzeyimana it was invaluable.
Having grown up in the rural village of Gikongoro, in the Nyamagabe District of Rwanda’s Southern Province, from parents of humble origins, Nzeyimana’s journey to the top was out of the ordinary; especially when you consider he used trash to get there. Garbage is Nzeyimana’s calling.
In August last year, Nzeyimana met Obama, and other US state department officials, in Washington DC immediately after the US president visited Kenya to host the Global Entrepreneurship Summit in Nairobi.
A few months later, Nzeyimana presented his business ideas at St James’s Palace, in London, at an African business event called Pitch@Palace in the presence of Prince Andrew. This event, which Nzeyimana says changed his perspective on green business, takes place twice a year and involves more than 300 CEOs, angel investors, mentors and the event’s business partners.
Nzeyimana became an entrepreneur in challenging circumstances. His neighborhood was gripped by poverty and poor sanitation bedevilled the community.
Firewood was used to cook every day. This was problematic as finding wood was daunting and burning it led to health problems. Nzeyimana felt a need to do something about it.
“I needed to be part of a sustainable solution to address lack of power and affordable sanitation and to fight poverty at my rural village in Kitabi, in Gikongoro. My solution was to try composting trash into cleaner cooking fuel and, if possible, to produce other green products too,” he says.
This led to Nzeyimana starting Habona Ltd, a company that produces 20 tons of briquettes per month, in 2013. He did when he was barely 18 and still studying at the University of Rwanda’s College of Business and Economics. Habona currently employs more than 100 people.
“I studied business administration because I needed to lead a private enterprise that could solve myriad problems that my folks faced, especially hygiene and lack of fuel,” says Nzeyimana.
While at college, he researched how waste could be turned into green products, such as biogas, compost or briquettes. He was particularly interested in new approaches that could displace firewood or help his parents access cleaner and cheaper fuels during the rainy season, when access to firewood – the primary source of cooking – was more difficult.
With time, the knowledge he acquired from university helped him to draw up a comprehensive business plan for his project.
With barely any capital, Nzeyimana formed a small team to set up waste collection points in Nyamagabe town. The team gathered waste from people’s homes and hired vehicles to transport them to a central processing point.
Here the waste is categorized and the degradable materials are processed into manure, briquettes and biogas, while the non-degradable are turned into ornaments or sold for further recycling.
“You don’t need money to start off successfully,” he says. “A lack of funds did not discourage us in any way. Instead we needed to think out of the box in order to raise capital to enable our idea to take shape.”
When the African Innovation Prize, a continental business competition for start-ups called for entries in 2014, Nzeyimana entered and won, receiving Rwf2 million ($2,700) in valuable capital for Habona.
Nzeyimana also scooped the 2014 Young Innovator Award in Rwanda and was among 10 Africans who participated in training in New Delhi, India, on running a start-up.
By August last year, while attending the YALI fellowship, Habona was granted around $25,000 from the United States African Development Foundation(USADF)  to support Nzeyimana’s waste project.
“The grant will boost our capacity substantially going forward. We intend to employ 10 more workers and increase our briquette making capacity from 20 tons to 50 tons per month,” he says.
Habona sells a kilogram of briquettes for Rwf200 (around $0.30) to people fighting the vicious circle of poverty in Nzeyimana’s rural village.
“There is more value in that the briquettes last three times longer than charcoal of the same cost. This is not only cost effective, but is environmentally sustainable.”
Nzeyimana’s experiences in the US and Britain have led to bigger and bolder ideas.
Since his fellowship in the US, Habona has scaled up its capacity in renewable energy management. Consequently, the company was contracted to run an integrated waste management plant owned by the Nyamagabe District authorities.
At St James’s Palace, Nzeyimana learned to introduce a broader vision of his business.
“I came back charged and armed with a better vision of the potential of my abilities, including where I want to be by the end of 2016.”
The event opened his eyes to the big world of green business.
“I am in the process of setting up an office in Kigali. As an entrepreneur, it is important to spread my wings. My company is in talks with a group of local, regional and international investors to set up something with the same business model, but very huge in Kigali while expanding our operations in Nyamagabe.”
Support for Habona is flooding in.
Nyamagabe District’s Deputy Mayor for Finance and Economic Development, Immaculée Mukarwego, is a firm supporter of the company.
“The project started by Habona Ltd is very good, with a very bright future as it seeks to deal with the issue of waste in a sustainable manner and, in the process, it has a high potential of improving the overall wellbeing of the entire district,” says Mukarwego.
As part of the district’s long-term plans, a plant and dumping post was built at a cost of more than $500,000 to help Habona to increase its activities.
It’s a good start for a rural village boy who started off with nothing but an ambitious dream to fight poverty.

One Man’s Trash  Is Another Man’s  Treasure

She is African and holds one of the most powerful jobs in the world. Known as Nigeria’s ‘Iron Lady’, she was appointed the World Bank’s Vice President and Treasurer in September last year. Prior to that, Oteh served as Director General of Nigeria’s Securities &amp; Exchange Commission (SEC), where her tough decision-making skills helped transform the country’s capital markets.
In November, she was honored with the Impact in Leadership award by FORBES WOMAN AFRICA.
Oteh, who was also a nominee for the FORBES AFRICA Person of the Year 2015, tells us successful women should pave the way for others.
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<h4>How has it been working at the World Bank, in Washington DC?</h4>
It’s been amazing, If I had to live anywhere away from home, it would definitely be in Washington DC.
First and foremost, it is such a great time to be returning to development, because between the time I left [the United States], back in 2005, and now, I’ve seen significant progress in the world.
I also think we need lots of resources to address development challenges. In July 2015, global leaders got together and said, we need to move from talking about millions to trillions and the fact that people recognized that is important, this is what we need to do something about.
The second thing is, the World Bank is truly the leader on all  these issues. The world is looking at it because it’s an institution that is AAA-rated; it has a footprint across the world.
They’re also looking at the World Bank, not just to use its own resources, but to be able to carry the people along, to capitalize the private sector to be involved in development. Innovation and creativity are very important.
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<h4>Considering the recent commodity slump in a few African countries, how can African economies see sustained economic growth without an over-reliance on natural supplies?</h4>
We are in transition in Africa, our leaders recognize our economy must be diversified and understand our most important aspect is our people and not what we dig out of the ground. Our leaders are focusing on how we can make sure we diversify our economy, how do we make sure we focus on manufacturing and other things that will enable us and protect our country from depending on one sole commodity.
In a sense, even though it’s been a difficult period for a lot of oil-exporting countries, we are in a period where leaders have been very focused on ensuring that in the future we can be more dependent on other things and not just oil and other natural resources. It’s a real opportunity, that’s how I see it.
We have the youngest population in the world; at least 62% of Africans are below the age of 40. Investing in young people is very important because it’s what ensures that entrepreneurs who are making a difference are able to continue to do so.
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<h4>Your take on the recent revelation that it will take over 100 years to close the global economic gender gap?</h4>
I don’t know why it would take 100 years, I pray it doesn’t. I think there’s been such significant progress made by women in leadership positions demonstrated by capacities; we’ve global leaders, such as the World Bank VP, who’s very keen to give women an opportunity; women like Indra Nooyi, who has managed to distinguish herself, Michelle Obama, Hillary Clinton, who has been an amazing candidate.
The point is when we are given tasks as women, we do a good job, and the impact made by women in society is much more than an impact of investing in her. We’ve also had supportive men at different levels and so I’m certain it shouldn’t take 100 years.
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<h4>How do feel about receiving the Impact in Leadership award?</h4>
It’s very special. There are a lot of women who have distinguished themselves across Africa and it’s really an honor to be named a woman who has had significant impact in Africa.
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<h4>Your advice to young women who want to be where you are today?</h4>
First, seek to be the best and only that the best is good. Secondly, always remember that integrity is key, never compromise on your standards, and never compromise on your values. Thirdly, invest in yourself, crave knowledge, read, read and read.
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<h4>Plans for the future?</h4>
I’ve just started my dream job and I want to focus on being the best treasurer the World Bank has ever had.
I want to make sure I do my bit in ensuring the World Bank achieves its  goals. I’m looking forward to an even greater year in 2016.
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Nigerian Investment Conference

10 Minutes With  Arunma Oteh…

Africa’s biggest economy boasts billion-dollar businesses, and thankfully, entrepreneurs who are doing everything in their power to ensure the money also goes to social impact, despite the gargantuan odds stacked against them.
Therefore, it is heartening and laudable to see entrepreneurs such as Ndidi Nwuneli. She is not just a restless trailblazer in Nigeria’s business world, but also a passionate advocate of sustainable development. A woman of diverse interests, she has a stellar track-record.
To promote entrepreneurship and leadership development, Nwuneli served as the Executive Director of the FATE Foundation, following a career as management consultant with McKinsey &amp; Company, working in their Chicago, New York and Johannesburg offices. She established LEAP Africa, a pioneering and leading non-profit leadership -focused organization in 2002, and NIA, a non-profit organization for female university students in 2003.
Nwuneli is the co-founder at Sahel Capital, a private equity and advisory firm focusing on the West African agribusiness sector. Nwuneli is also Co-Founder of AACE Food Processing &amp; Distribution, an indigenous, agro-processing company, and serves on numerous international and local boards. Through her work on the respective platforms, Nwuneli has driven cross-sectoral development in Nigeria.
“The vision for LEAP Africa was  based on the conviction that Africa desperately needed a new generation of visionary, ethical, creative and disciplined servant leaders and that a small group of people who shared the same vision could work together to change their communities, countries and indeed the continent,” says Nwuneli.
LEAP Africa has worked across 26 states in Nigeria, leadership training and entrepreneurship coaching at the core of its mission.
“The vision for LEAP Africa was based on the conviction that Africa desperately needed a new generation of visionary, ethical, creative and disciplined servant leaders and that a small group of people who shared the same vision could work together to change their communities, countries and indeed the Africa. Our youth beneficiaries have launched over 1,000 change projects to improve the lives of others in their communities”, says Nwuneli.
With a vision just as vivid for Nigeria’s agribusiness landscape, she co-founded AACE Foods, an agro-processing company and SME focused on sourcing from farmers, processing and producing for the local market.
Nwuneli holds an MBA from Harvard Business School and a BSc with Honours from The Wharton School, The University of Pennsylvania, in the United States.
Driven by a strong desire to impact societies, Nwuneli is writing a book on ‘scaling social innovation in Africa’ to be published by the end of the year. She is working on this project as a non-resident fellow at Harvard Kennedy School.
“I was propelled by the little initiatives that are just a drop in the ocean. The needs are much greater. How can we scale impact and reach millions, who else has scaled and how do we change our ecosystem to enable this?” she asks.
Nwuneli’s AACE Foods addresses high levels of malnutrition in Nigeria and the dearth of locally manufactured food products by processing and packaging nutritious food sourced from smallholder farmers within the country. The company also provides support to farmers, empowering them with training, access to microfinance and storage technology.
“My core passion is sustainable development and impact and this cuts across sectors. Agriculture currently, because not only does it create the vast majority of jobs on the African continent, it is also linked to nutrition. I am optimistic and impatient about progress. Technology allows us to leapfrog and we can do that in health, education, agriculture and energy. Those are the four sectors I’m focusing on because I think they are the most important. I believe agriculture is neglected, however. The average African still feels that imported food is better quality and we face that a lot with fast-moving consumer goods.”
Challenges in Nigeria’s agricultural sector include fragmented supply chains and a lack of capacity due to the poor education of farmers and lack of an extension system. In spite of the hurdles, Nwuneli finds her entrepreneurial journey rewarding.
“I feel extremely blessed to have been given the unique opportunity to birth companies that will outlive me and my greatest achievement has been training and grooming exceptional young people  through LEAP, Sahel or AACE. Watching them grow and blossom in their careers has been extremely rewarding.”
Nwuneli would like to see a West Africa where agribusiness is a viable and profitable industry, where farmers are respected and where all countries are net exporters of food and more importantly, where nutritious food is affordable and accessible for all, all year round.

Ndidi-etch

‘I Am Impatient About Progress’

No one said it would be easy!
As women of Africa we have had epic battles to fight, from freeing ourselves from the shackles of colonized and patriarchal mindsets, to being pigeon-holed by our multi-textured identities shaped by race, gender, class and cultures. But we have started to change that: initially we did this hesitantly, often unsure about our own strength, both physical and emotional, as well as our worth – and, more often than not, cowed by the often unquestioned power-based status quo in our societies and institutions, and the barriers that kept us out.
But now we are braver, wiser and more reliant on our own instincts and leadership traits; our emotional and spiritual intelligence; our formal and informal knowledge; our experiences and our relationships, and so we have begun to carve out the future we want for ourselves in bigger, bolder and more audacious steps. In general, African women have started to own their voices and make their mark in domains that were previously male-dominated. Why?
<img loading="lazy" decoding="async" class="size-medium wp-image-30049 alignleft" src="http://www.forbesafrica.com/app/uploads/2017/05/Shireen-etch-141x300.jpg" alt="" width="141" height="300" srcset="https://cms.forbesafrica.com/wp-content/uploads/2017/05/Shireen-etch-141x300.jpg 141w, https://cms.forbesafrica.com/wp-content/uploads/2017/05/Shireen-etch.jpg 268w" sizes="auto, (max-width: 141px) 100vw, 141px" />
I like to posit that one of the primary reasons for this phenomenon is that women are no longer afraid of owning their ambition; we have finally learned that ambition is not a dirty word. Previously we would shy away from asking, negotiating, speaking up, recognizing our worth and claiming the recognition we so rightly deserve. From war-torn countries to boardrooms to our homes, we are no longer wearing the victim cap but have replaced it with our open ambition – not driven primarily for self-centered, egocentric reasons but because we are deeply passionate about creating better adjusted societies. Most of us are, after all, mothers or mothers in the making, and so instinctively nurturing – and which mother in which country does not want a better life for her child?
From women who are playing significant peace-keeping roles in their countries, to the survivalist female entrepreneurs operating as the third economy in hugely disparate nations, to women who have paved the way for more women in the boardrooms of corporate enterprises and government structures – all have claimed the right to their goals and aspirations.
Huge sacrifices have been made by women who came before us, particularly those who fearlessly stood up to oppressive regimes and allowed us to take our seats around the tables of power. You and I are without a doubt still making sacrifices and may obtain many scars for openly demonstrating such a determined sense of civil or commercial purpose. But instead of hiding our scars let’s wear them as badges of honor.
I have quite a few scars myself, but through my experiences I have learned that what does not kill or damage me is character-building and has given me  an inner strength and resilience I did not know I possessed. I was talking to a South African male leader recently and he said something very interesting; the gist of it went like this: “I was never an insider and being the outsider from a young age made me fight for it, and work harder and smarter – and made me infinitely more hungry.”
I think this can be argued as a case for women who have never been the insiders in a male-dominated society and business environment. In addition to being the outsiders we also possess traits that men simply don’t have. According to an extensive study conducted in 2013 by John Gerzema, named one of the Top 100 Thought Leaders in Trustworthy Behaviour 2014 by Trust Across America, and Michael D’Antonio, women are intuitively more expressive in their leadership style, they use flexibility as a way of getting things done, and they see winning as a group construct. These are primarily female leadership traits, the study concluded, and are what we want in our leaders today – that is, leaders who have the capacity to relate to ordinary people and their points of view.
Simply put, we are the leaders we have been waiting for. Our nation, our society and our corporate enterprises need leaders like us; and the young women and men in our societies need role models like us. Gerzema and D’Antonio articulate it beautifully in the title of their 2013 New York Times bestseller, The Athena Doctrine: how women (and the men who think like them) will rule the future.
That future is now. Women need to be proud of their ambition and, in realizing it, must be prepared to stave off whatever slings and arrows the insiders may throw at us.
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The writer is the Executive Director of the Centre for Leadership and Dialogue at the Gordon Institute of Business Science (GIBS) in Johannesburg,
South Africa.

Tag: Leadership

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