In this ever-dynamic BANI (Brittle, Anxious, Nonlinear, and Incomprehensible) world, bouncing back from disruptions is challenging for any and every organisation, which has warranted leaders to reinvent their operational strategies continuously.
Certain ideals have remained constant in my career and guided me through many challenges and triumphs. These are four steadfast pillars that I have never compromised on – Integrity, Culture, Teamwork, and persistence. I think integrity is the primary value – without it, we are lost.
Culture defines us as people and as an organisation, and I believe it’s the critical ingredient needed to shape a thriving professional ecosystem. Building trust and transparency in teams has helped me achieve more than I can do alone. Lastly, persistence in the face of challenges has allowed me to continue along the path where others may falter.
Motivate and guide teams to stay ahead of the curve
If we continue to stand where we were in a fast-changing world, we are moving backward. Leaders who excel in motivating and guiding their teams to stay ahead of the curve possess a unique blend of foresight, craft, adaptability, and strategic thinking. They understand that in a rapidly changing business landscape, to be successful, organisations need to anticipate shifts instead of merely reacting to them.
They encourage a proactive mindset amongst their teams and motivate them to swiftly assess the situation and reprioritize and reorient to transform challenges into opportunities. A prepped-up agile ecosystem of units with the right skill sets and technological expertise can help with consistent organisational performance amidst disruptions.
Foster an empowering and inclusive culture where everyone is encouraged to rise
An empowering and inclusive culture is the bedrock of sustained success. A research study by Gartner highlights that a human-centric approach, which gives people more control over their work, also makes them more productive.
To build resilient organisations that can withstand disruption, leaders must invest in human capital and foster an inclusive culture wherein employees feel valued, empowered, and motivated to contribute their best work. An environment where employees are unafraid to ask questions and express their opinions encourages collaboration. A collaborative spirit not only enhances team morale but also drives growth.
Research studies show that organisations with an inclusive culture and diverse workforce outperform their peers in profitability. When diverse viewpoints cross-pollinate and are critically analysed, it leads to improved decision-making.
Businesses globally have always found solutions to make community inclusion a big part of their agenda, as it makes brilliant business sense. In my experience, you can use multiple levers to achieve the goals –
- There is a massive opportunity to revisit how jobs are structured in organisations. By just a structured review of the positions in their organisation, businesses can unlock productivity potential and identify opportunities to address diversity and inclusion in their workforce.
- Businesses can craft ‘build for the future programs’ by investing in vocational education and skilling initiatives to achieve the right mix of local and expat talent.
- The final step is to make it attractive for the talent to aspire to those initiatives and participate.
Changing the outcomes needs to start by changing how opportunities are perceived.
Building a region-specific talent strategy
In navigating global trends, it’s common to shape business strategies in a global context. However, considering talent and innovation requires a pivotal focus on region-specific design. This ensures better alignment with prevailing market sentiments MENA is poised to emerge as a hub for exceptional talent.
While the GCC has historically attracted expat labour in industries like oil and gas, construction, financial services, and tourism, the region is now transforming into a hub with a highly skilled talent pool comprising nationals and expatriates.
The talent landscape in the MENA is changing rapidly. Many countries in the region are mandated to create digital economies by 2030. Further, a PwC report finds that nationalisation, the region’s move to increase the number of local talents, drives the need to develop the right skills at home. Whatever the objective for upskilling, the most significant assets are manifold.
Anticipating a rapid and dynamic evolution in the local talent landscape will highlight the ascendancy of leadership by nationals across various industries. Developing excellent leadership impacts individual enterprises and contributes significantly to nation-building. Ethical considerations and a strong people focus will play a pivotal role in successfully navigating the road ahead.
Setting the right direction as leaders
An ethical organisation always has a tone from the top that allows no room for ambiguity – as leaders, we must be seen as walking a straight path. We must embrace the values that guide our decisions rather than succumb to expediency. This sense of respect creates a working environment where ethical behaviour isn’t just an expectation; it’s the way we act. Through our transparent actions and rigorous principles, we must be the role models we want others to exemplify.
As a renowned Middle Eastern leader, Sheikh Zayed bin Sultan Al Nahyan, the founding father of the United Arab Emirates, emphasised the importance of dynamic leadership in his words: “The greatest use that can be made of wealth is to invest it in creating generations of educated and trained people.”
This ethos aligns with our mission to foster dynamic leadership as the driving force behind a resilient and future-ready organisation. Our ability to adapt, innovate, and inspire in the face of uncertainty will determine our success in shaping the future.
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