City of Cape Town

☲☲☲☲RESPONSIBILITIES☲☲☲☲

•	Delivery Lead/Programme Manager for multiple projects (8 Projects in FY20/21 and 7 Projects in FY21/22) overseeing more than 35 resources
•	Supervise and coordinate the work of multiple project managers
•	Engaging with business and key stakeholders by chairing bi-monthly SME and IT integration meetings.
•	Reporting to the Steering Committee, Executive Directors and Councillors on project deliverables, risks and mitigation plans.
•	Responsible for the management of support, maintenance and enhancement within the Integrated Services stream
•	Manage projects through the project life cycle to ensure effective delivery of projects 
•	Driving performance within the project teams by monitoring tasks and evaluating areas for individual growth within a dynamic environment.
•	Monitoring budgets of various projects to manage costs against delivered and realised benefits 
•	Define the programme's governance arrangements
•	Facilitate the appointment of individuals to project teams in line with the budget
•	Ensure there is allocation of common resources and skills within the programme's individual projects

☲☲☲☲ACHIEVEMENTS☲☲☲☲

•	Projects: SAP HANA 2 Migration, ArcGIS Upgrade, Western Cape Government Integration Project, CRM for Metro Police, Safety and Security Dispatcher Project

Head SAP CRM

☲☲☲☲RESPONSIBILITIES☲☲☲☲

▪Project Managing the HANA BI Reports - this includes managing scope, resources, risk, issues, HANA BI architecture (Business Objects) and being involved in the modelling approach.
▪Responsible for Scrum board and stand up meetings using Agile methodology to resolve issues and share information
▪Monitoring and controlling support statuses by driving the plan with the analysts and developers, based on prioritisation input from the SMEs
▪Engaging with business and key stakeholders by chairing SME and IT integration meetings
▪Reporting to the Steering Committee, Executive Directors and Councillors on project deliverables, risks and mitigation plans
▪Mentoring interns and junior employees who have recently joined from the SAP Skills for Africa programme
▪Driving performance within the teams by monitoring tasks and evaluating areas for individual growth within a dynamic environment
▪Setting up and managing a content repository for all project-related documentation

☲☲☲☲ACHIEVEMENTS☲☲☲☲

▪Introduced Agile Scrum methodology into the SAP environment
▪Introducing ITIL Change Request Process to ensure compliance with auditors
▪Reducing defect rates for bi-monthly releases to less than 2.5%

SAP EPIC (Emergency Policing Incident Centre) Lead - 24/7 environment 

SAP EPIC (Emergency Policing Incident Centre) Lead - 24/7 environment
Dates Employed March 2019 - Present
Location Cape Town Area, South Africa

☲☲☲☲OVERVIEW☲☲☲☲

EPIC provides an integrated system for incident management including call logging, dispatch, real-time situational awareness and reporting. EPIC uses SAP technology as well as spatial real-time mapping to integrate the City of Cape Town Directorate's six emergency and policing services onto one common platform, facilitating collaboration and co-ordination across the multiple agencies.

☲☲☲☲STAKEHOLDERS☲☲☲☲

The stakeholders are all within the City of Cape Town and include: 
▪Executive Director for Safety & Security 
▪Mayco Member for Safety & Security 
▪Law Enforcement Chief 
▪Traffic Services Chief 
▪Fire Chief 
▪Metro Police Chief 
▪Manager of Disaster Risk Management 
▪Head of Operations, Public Emergency Communications Centre 

☲☲☲☲RESPONSIBILITIES☲☲☲☲

▪Project Managing the rollout of HANA BI Reports - this includes managing scope, resources, risk, issues, HANA BI architecture (Business Objects) and being involved in the modelling approach.
Responsible for the overall EPIC BI Reporting Project, consisting of delivering SAP HANA  BI analytics reporting solution to strategic and operational managers.
 
Accountable for the management of the team to ensure tasks are delivered on time, to budget and to quality standards. Managing project scope and change control, risk and issue registers with escalation to senior stakeholders where necessary. Providing project updates to all stakeholders and governance boards. Also responsible for workshopping requirements and being involved in getting sign off of functional requirements and specifications and then assigning to developers.

SAP HANA BI Project Manager

☲☲☲☲PROJECT OVERVIEW☲☲☲☲

The City of Cape Town uses SAP CRM to manage all its call centre operations. These include the Corporate Contact Centre, Motor Vehicle Registrations, Transport Information Centre, CCTV incident centre, Electricity and Water technical operations centres as well as Revenue walk in centres as well as internal call centres like the IT Service desk and HR service desk. As the CRM Project lead, I was responsible for managing the implementation and rollout of SAP CRM to the Motor Vehicle Registration Centre and CCTV incident centre. I was also responsible for the rollout of CRM to the Electricity and Water technical operations centres as well as Revenue walk in centres. 
In total, across these various call centres which relied solely on the SAP CRM system to manage their incidents across the entire City of Cape Town, my team ensured that the resident population of over 3.8 million people track all corporate related information effectively. In total these various call centres handle more than 150 000 incidents per month.

☲☲☲☲RESPONSIBILITIES☲☲☲☲

▪The team lead for supporting all CRM support operations, including the Corporate Customer Call Centre, IT Service Desk, HR Service desk and transport handling of more than 150 000 incidents logged per month
▪The Team Lead in implementation of rollout of SAP CRM Motor Vehicle Licensing and Registration Project which interfaces to the e-Services Citizens portal
▪Involvement in recruiting of new functional and technical employees
▪SAP Design Lead across all CRM integration and utility objects together with other SAP modules
▪Creating and managing the work plan and resources for the rollout of the CRM email integration solution to the Corporate Customer Call Centre
▪Involvement in process design and business analysis of web Citizens portal

SAP Customer Relationship Management Team Lead

☲☲☲☲OVERVIEW☲☲☲☲

Working in support and as a Project Lead with the City of Cape Town, I was working across and leading multiple teams, responsible for support and multiple projects concurrently. 

☲☲☲☲RESPONSIBILITIES☲☲☲☲

▪System development, analysis and process re-engineering of key billing systems
▪Stakeholder management, providing status and progress updates regularly
▪Resolving issues that were escalated from support team
▪Implementing a process within the business to manage the daily billing errors by identifying reports and processes to manage this

ISU Billing and Invoicing Support / Project Lead 

Findhireza

☲☲☲☲OVERVIEW☲☲☲☲

FindHire is a digital marketplace connecting professionals with regular people so that they can accomplish any project, anywhere and at any time.

☲☲☲☲RESPONSIBILITIES☲☲☲☲

Project managing offshore development to build a website using Lean Start-up methodology. 
Learning SEO strategies to build into the development of the website. 
Building of landing pages and using Facebook Ads and email automation to drive traffic. 
Bootstrapping to ensure we maintain budgets. 
Recruiting sales staff and procurement of external service providers.

☲☲☲☲ACHIEVEMENT☲☲☲☲

Successfully pitching for entry into accelerators (Sw7, SeedAcademy, Sparkup, Tony Elumelu Foundation). 
Selected out of 40 000 applicants for the Tony Elumelu Foundation Entrepreneur Course.

Project Manager

Accenture

☲☲☲☲OVERVIEW☲☲☲☲

Working with Chevron in South Africa, as a Project Lead on a major data conversion project, I was responsible for managing the data conversion for divestiture operations for Chevron’s East African operations.  

☲☲☲☲REPORT☲☲☲☲

I reported to the Director 
Managed a team of six staff

☲☲☲☲RESPONSIBILITIES☲☲☲☲

Responsible for scope, business case and project charter. 
Reviewing functional and technical specifications. 
Conducting business analysis to determine feasibility of divestiture. 
Managing a team of 6 and updating client with regular status reports. 
Managing the work plan, tracking actual against forecasted plan. 
Updating and driving comprehensive project, quality and risk plans. 
Mentoring junior consultants in various aspects of SDLC.

Project Lead - Chevron

☲☲☲☲OVERVIEW☲☲☲☲

Working as the Project Management Office Lead, I was responsible for managing the South African PMO office for a global SAP project, focusing on the supply chain and developing a resource plan during the critical period to ensure all resources were used effectively on projects. 

☲☲☲☲RESPONSIBILITIES☲☲☲☲

▪Managing and highlighting risks to global management on a bi-weekly basis in preparation for the S.A. go- live. 
▪Managing a team of 10 managers within my role. 
▪Managing the status of actual and planned, resource issues and project risks of the entire project. 
▪Developing the cutover plan together with team for the go-live. 
▪Additionally, developing the post go-live support plan for the various warehouses and holding regular meetings with regional and local steering committees to ensure the plan was on track, and managing issues and risks. 
▪Developing the close out report after successful delivery and go-live of projects.

Project Management Office Lead: Unilever

☲☲☲☲OVERVIEW☲☲☲☲

Working with global, leading oil and gas company, Chevron, through Accenture, I was responsible for managing the work and priorities of the Data Conversion Team for a global SAP downstream implementation project. Leading a team of 18 in Cape Town and working with a team of more than 100 in Manila. 

☲☲☲☲RESPONSIBILITIES☲☲☲☲

▪Responsible for new solution from analysis of business process to implementation phase. 
▪This included analysis, design, build as well as deployment, leading a team of 6 resources. 
▪Project Manager of the Property Rates Team for the SAP system upgrade. Responsible for scope management and ensuring that solution was tested according to the V-model. 
▪Responsible for developing and implementing an operational improvement process according to the ITIL methodology for the IT Service Desk. 
▪Design and managed the reconciliation process for Property Rates.  This process was to ensure that the projected revenue would reconcile to the revenue collected for the financial year. 
▪Worked closely with the LAW society to develop a real-time interface allowing rates clearances to be reduced from 10 working days to 3 working days. 
▪Responsible for developing a process for the first city wide billing of all properties using SAP. This meant billing and invoicing more than 640 000 properties.

Cutover Lead

☲☲☲☲OVERVIEW☲☲☲☲

Working with global consulting firm, Accenture, my role was to lead a team of consultants and developers and provide project management for the implementation of a SAP Billing Solution for Property Rates.

☲☲☲☲RESPONSIBILITIES☲☲☲☲

▪Responsible for new solution from analysis of business process to implementation phase. 
▪This included analysis, design, build as well as deployment, leading a team of 6 resources. 
▪Project Manager of the Property Rates Team for the SAP system upgrade. Responsible for scope management and ensuring that solution was tested according to the V-model. 
▪Responsible for developing and implementing an operational improvement process according to the ITIL methodology for the IT Service Desk. 
▪Design and managed the reconciliation process for Property Rates.  This process was to ensure that the projected revenue would reconcile to the revenue collected for the financial year. 
▪Worked closely with the LAW society to develop a real-time interface allowing rates clearances to be reduced from 10 working days to 3 working days. 
▪Responsible for developing a process for the first city wide billing of all properties using SAP.  This meant billing and invoicing more than 640 000 properties.

Rates Team Lead

SAP Consultant

Development Team Lead

British American Tobacco

ABAP Developer

Philip Morris International

University of Cape Town

I talk about how Introverts can Grow their Career through Personal Branding | 8 Years consulting to Fortune 100 companies. | Ex-Accenture | Head of CRM - City of Cape Town

Confessions of a Recovering Tech Whisperer: My Journey to Project manager.

For over 19 years, I've thrived in the shadows, quietly solving problems and whispering solutions to complex technical issues. 

But here's the secret: I crave the thrill of leading projects from conception to celebration. 

As a "Certified Project Manager" and a solution-focused SAP specialist, I'm a unicorn in the tech world. 

My diverse industry experience (think Government, Oil & Gas, Education – you name it!) lets me see the big picture and navigate any commercial hurdle. 

But I'm not just all business. 

My introvert superpower is clear, concise communication. 

I leverage design thinking and Agile methodologies to guide teams towards success, fostering a collaborative (and yes, even fun) environment. 

Remember that nervous junior you once were? I take immense pride in mentoring and empowering those around me to reach their full potential. 

My passion for personal branding and personality development extends beyond myself. 

Here's a taste of what I bring to the table:

1) Project Rockstar: Led the City of Cape Town's SAP EPIC project, ensuring seamless service delivery for emergency services – a project that's only growing bigger and better.

2) HANA Whisperer: Currently implementing a cutting-edge BI reporting solution for the Safety & Security Directorate. 

3) Global Nomad: South Africa, Belgium, UK, Philippines – I've tackled tech challenges across the globe, bringing a unique perspective to every project.


Ready to unlock your company's full potential? Let's chat.

What's the one thing all successful leaders have in common? 

They surround themselves with talented people.

Successful leaders know the power of a strong team. 

And building a team of diverse and skilled individuals is crucial for solving complex problems and driving innovation.

A leader who doesn’t focus on building a talented team can face: 
• Low team morale
• Missed opportunities
• Ineffective problem-solving
• Stagnant growth and innovation

Here’s how successful leaders do it: 
❶ Team Builders.
→ Ensure everyone works together  and foster an environment where all ideas are valued and shared.

❷ Talent Finders.
→ Identify individuals with diverse skills to tackle various challenges, leveraging their unique perspectives.

❸ Idea Starters.
→ Encourage the generation of new ideas not just within their team but across different teams,.

Great leaders understand that their success is tied to the collective talent and creativity of their team. 

Focus on building, finding, and fostering talent to achieve remarkable outcomes.

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Muneeb Galant

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Have you ever wondered what’s going on in the minds of your colleagues?

We usually know about the people we interact with daily. We can see their smiles and interactions, but do we know what is happening with their inner lives:
→ their past, 
→ feelings, 
→ struggles, 
→ fears.

We think of empathy as a soft skill, but it’s  the core of emotional intelligence. It’s crucial for building positive relationships.

Empathy helps us recognize the humanity of those around us. We can create meaningful bonds that can transform teams and organizations, leading to positive outcomes.

Empathy matters because it:
• Builds Stronger Teams: Understanding each other’s struggles and strengths fosters teamwork.
• Enhances Communication: Empathy leads to more open and honest conversations.
• Improves Morale: Feeling understood boosts morale and job satisfaction.
• Drives Innovation: Diverse perspectives lead to creative solutions.

Do you practice empathy in your workplace? What steps can you take to improve it?

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It's easy to play the victim and feel that you never recognized.

It's much harder to put in the effort and reach your goals.

Success is never easy.

♻️ Share this with someone that needs to hear this.

If you're not defining and reviewing your career goals, 

how do you know you're on track?

Career goals provide direction and ensure you stay on track. So if you not doing this, do you even know you're on track? 

It's easy to drift through your career without clear objectives, leading to stagnation and missed opportunities. 

And a lack of defined career goals can lead to: 
• Aimless career progression
• Lack of motivation and purpose
• Frustration and career dissatisfaction
• Missed opportunities for advancement

But by setting and regularly reviewing your career goals, you can create a clear path to success. Start with:

❶ Define Short-Term Goals. 
What do you want to achieve in the next 6-12 months to build momentum.

❷ Set Long-Term Objectives.
Now, outline your vision for the next 5-10 years to guide your career trajectory.

❸ Create a Detailed Plan. 
Break down your goals into actionable steps and set deadlines.

❹ Regularly Review and Adjust.
Assess your progress at least every 4 months and adjust your plan as needed.

❺ Seek Feedback and Support. 
Engage mentors and peers for advice and accountability to stay on track. 

No one else will do it for you. You need to take charge of your career by defining and reviewing your goals.

This proactive approach will keep you motivated and on the path to success.

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Do you believe that the best performers always get promoted? 

Think again. 

I used to think that those who get promoted are the best performers. But in reality, it's often those who excel in other areas as well. 

Many talented individuals get overlooked because they focus solely on performance without considering the broader aspects of career advancement. 

Relying solely on performance can lead to:
• Stagnation in your current role
• Missed opportunities for growth
• Feeling undervalued and overlooked
• Increased frustration and disengagement

But by becoming an all-rounder, you can position yourself for promotion and career growth. Here is what to do:

❶ Network Effectively. 
→Build and maintain professional relationships both within and outside your organization. 

❷ Work Smarter, Not Harder. 
→ Prioritize tasks that have the most impact and find efficient ways to complete them. 

❸ Set a Clear Direction. 
→ Define your career goals and create a roadmap to achieve them. 

❹ Communicate with Clarity. 
→ Express your ideas and achievements confidently and clearly to the right audience.

❺ Embrace Continuous Learning. 
→ Stay updated with industry trends and develop new skills to remain relevant.

Being an all-rounder means balancing performance with networking, strategic thinking, and effective communication. 

Embrace these habits to accelerate your career growth.

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20 common career mistakes that introverts make.

I was terrified of change and never spoke up. Confronting these mistakes was tough, but it unlocked my potential. 

I used to struggle with every one of these mistakes. I was terrified of change and never spoke up. 

Confronting these mistakes was tough, but it unlocked my potential. 

→ Fearing change 
→ Not speaking up
→ Not self-promoting
→ Not asking for help
→ Not seeking feedback
→ Overthinking decisions
→ Not setting boundaries
→ Not building a network
→ Undervaluing soft skills
→ Not leveraging strengths
→ Avoiding leadership roles
→ Ignoring work-life balance 
→ Being too hard on yourself
→ Not advocating for yourself
→ Staying in the comfort zone
→ Underestimating your value
→ Not setting clear career goals 
→ Not building a personal brand
→ Not seeing introversion as a strength 
→ Neglecting professional development
→ Not using face-to-face communication

Start today.

Pick one mistake and tackle it head-on.

Your future self will thank you.

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The #1 thing I look for in potential employees:

The willingness to learn.

Instead of looking for someone who knows everything, I look for someone who has the most potential and a strong desire to grow.

When you invest in your team, they’re more likely to stay, and also bring fresh perspectives and new ideas.

Skills are important and can be taught.  But a growth mindset is priceless.

So, how do I assess this in an interview? I ask questions like:

↳ “Tell me about a time when you had to learn something completely new. How did you approach it?” 
↳ “Can you share an example of a recent challenge you faced and how you overcame it?” 
↳ “What’s a skill you’re currently working on improving and why?”

It's not foolproof but I can get some kind of gauge their enthusiasm for learning and their ability to adapt and grow.

Next time you’re hiring, look for the potential and the hunger to learn.

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New managers struggle in their new role. 

They get stuck simply doing tasks instead of leading the charge.

And leading the charge means focusing on those under you.

Here's how to recognise if you doing or leading.

Doers do this:
→ Love to answer everything.
→ Tend to work independently.
→ Solve the immediate problem.
→ Take pride in their own contributions.
→ Focus on completing tasks independently.

Leaders do this:
→ Recognize and celebrate team successes.
→ Inspire others to achieve common goals.
→ Foster collaboration and teamwork.
→ Empower others to find solutions.
→ Asks the right questions.

You can't blame a new manager. They facing new challenges without the support:
• Lack of leadership skills.
• Difficulty delegating tasks.
• Inexperience with team dynamics.

But you can make the transition from a doer to a leader successfuly. 
↳ Mentor your colleagues. 
↳ Focus on long-term goals. 
↳ Practice active listening and empathy. 
↳ Continuously seek feedback and learn from it.
↳ Delegate tasks to build trust and develop skills in others

Which character trait do you think new managers lack the most?

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Paying your employees what they're worth isn't just fair - it's a strategic business move.

The truth is, investing in your current employees by paying them what they're worth can save companies a lot in the long run. When you don’t, you risk losing them to competitors who will. 

It's not just about the immediate cost of salary - it's about the bigger picture.
• Training,  
• Recruiting, 
• Onboarding 

A new employee can cost up to 200% of the position's salary (Gallup). 

That's a huge investment, not to mention the loss of productivity and the disruption to your team's performance.

I remember a time early in my career when I asked for a raise but was denied. When I gave in my notice for another company I received a counter-offer.

↳ If they had the budget to counteroffer, why didn't they value me enough to pay it earlier?

This scenario happens too often. Companies often don't realize the true cost of losing a great employee until it’s too late. 

So, how can companies avoid this costly mistake?
→ Assess and Adjust Salaries Regularly
→ Communicate Employee Value
→ Offer Growth Opportunities
→ Listen to Your Employees
• Act on Feedback

Retaining your best talent starts with recognizing their value and paying them fairly. 

It’s not just a cost - it’s an investment in your company’s future.

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I'll let you in on a secret: 
If your team is unproductive, it's likely because of you - the manager. 
Here's how to fix it: 

Many managers unknowingly become funnels, overwhelming their teams with too many tasks and disrupting their focus.

A distracted team leads to:
• Lower quality of work
• Higher levels of stress
• Decreased productivity
• Reduced employee engagement

But by embracing the umbrella model, you can create a productive environment where your team can thrive.

❶ Shield from Distractions.
→ Filter out unnecessary interruptions to allow your team to concentrate on their core tasks.

❷ Manage External Demands.
→ Act as a buffer, carefully handling outside pressures to prevent them from overwhelming your team. 

❸ Foster Focused Work.
→ Create an environment where team members can work on their key responsibilities without constant disruptions.

❹ Prioritize Effectively. 
→ Ensure that only the most critical tasks reach your team, allowing them to maintain high productivity.

❺ Protect Team Well-being. 
→ Recognize the impact of stress and overload, and take steps to protect your team's mental and emotional health.

❻ Empower the team
→ Encourage team members to take ownership of their work, but still offer guidance and support when needed.

Channeling every task to your team is holding them back and causing less engagement. Your job as a manager is to shield them from unnecessary distractions and ensure they are focused on the team's goals.

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Great leaders aren’t born; they’re made with the right mindset.

For 25 years, McKinsey studied the secrets of the world’s top leaders. Their discovery? 

Six powerful mindsets that will transform your leadership journey.

❶ Be bold in your vision.

Great leaders embrace uncertainty and realize fortune favours the bold. 

Shape your organization's future by being bold in their:
→ Vision: Envision a future where your company leads the industry.
→ Strategy: Develop strategies that challenge the status quo.
→ Resource Allocation: Invest in innovative projects and ideas.

Elon Musk's vision for SpaceX to colonize Mars is one of the boldest visions for any CEO.

❷ Focus on the people and culture.

The soft stuff is hard to get right. 

A radically different approach is required when dealing with people:
→ Prioritize Employee Well-being: Create programs that support mental and physical health.
→ Foster Inclusivity: Build a culture where everyone feels valued and heard.

Google's success is due to its focus on employee happiness and creativity.

❸ Focus on how the team works together.

Obsess over the psychology of your team and how they gel. 

How they work together is more important than the individuals' roles:
→ Team Dynamics: Conduct regular team-building activities.
→ Communication: Implement open and honest communication channels.

Pixar’s collaborative team culture drives its creative success in animation.

❹ Surround yourself with experts.

Be proactive in building a team with the right skills to realize your bold vision:
→ Recruitment: Hire people with diverse expertise and perspectives.
→ Development: Invest in continuous learning and development for your team.

Steve Jobs surrounded himself with top talent at Apple.

❺ Start with "Why?"

Dig deep to understand the motivations, hopes, and fears of your customers and use that to inspire others:
→ Customer Insights: Conduct thorough market research and listen to customer feedback.
→ Purpose-driven: Align your company’s mission with a greater purpose.

Simon Sinek's "Start with Why" philosophy inspired companies like Apple.

❻ Do what only you can.

Prioritize the most critical issues and focus on what you need to do. Delegate any remaining tasks:

→ Prioritization: Use tools like the Eisenhower Matrix to prioritize tasks.
→ Delegation: Empower your team by delegating responsibilities.

Richard Branson emphasised delegation to focus on strategic growth.

Leading a team is hard. Leading an organization is even harder.

But having the right tools can give you the edge,

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No one will say it but working in a bad team drives top talent away.

You might be the reason your top performers are heading for the exit.

Working in a low-performing team is detrimental:
→ Stifles innovation.
→ Poor decision-making.
→ Low engagement and morale.
→ Decreased employee satisfaction.
→ Employees crumbling under pressure.

And changing the team dynamics to get  to high performing team means starting with a few steps:

→ Set Clear Goals
→ Inspire Innovation
→ Enhance Resilience
→ Promote Accountability
→ Recognize and Celebrate
→ Foster Open Communication
→ Build Trust and Collaboration
→ Align Team with a Clear Vision
→ Encourage Continuous Improvement

And to do this you need be open and inclusive in your communication: 

• Encourage creativity and new ideas.
↳ "Don’t be afraid to think outside the box; your innovative ideas are welcome."

• Encourage regular and honest communication.
↳ "Your input is valuable; let’s discuss our progress and any challenges openly."

• Foster a culture of learning and development.
↳ "Let’s always look for ways to improve and grow as a team."

• Acknowledge individual and team achievements.
↳ Great job, everyone! Your hard work is making a difference."

• Support the team through challenges and setbacks.
↳ "We’ll face obstacles, but together, we can overcome them and come out stronger."

• Define and communicate the team’s objectives clearly.
↳ "Let's ensure everyone understands our targets and how we’ll achieve them together."

• Ensure the team’s goals align with the organization’s vision and mission.
↳ "Our work contributes to the bigger picture; let’s stay aligned with our vision."

• Encourage team members to take responsibility for their roles.
↳ "We’re all accountable for our parts; let’s commit to our responsibilities."

• Create a supportive environment where team members can rely on each other.
↳ "We succeed together; let’s support one another and collaborate effectively."


A leader’s actions and words can elevate a team to new heights. 

❓ What strategies have you seen effective leaders use to build high-performing teams?

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And follow @muneebgalant  for more.

Your style of leading can affect whether you get promoted or not.

And sticking to one leadership style is a career killer. If you always lead the same way, you’re limiting your potential.

Being flexible in your leadership style can make you stand out. And it essentially comes down to how you interact with others. As an example:
↳ You shouldn't be a bulldog with your team, 
↳ nor a pushover with your managers.

Great leaders mould their style to the situation. 
✔︎ Adaptable leaders thrive. 
✘ The rest stagnate.

Leadership isn’t one-size-fits-all. Different contexts call for different approaches.

But here’s the key: adapting your style doesn’t mean changing who you are - it's not the same as your personality.

It’s about being versatile and responsive.

It's your ability to read the room and adjust accordingly. This adaptability can transform you into a more effective and respected leader.

So, the next time you struggling to influence or make an impact, remember it’s an opportunity to flex your leadership muscles. 
→ Assess the situation, 
→ Tailor your approach, 
→ Show your versatility.

Because ultimately, it’s not about sticking to one style, but about being the leader your team needs in every situation.

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52% of employees who quit their jobs cite a lack of appreciation as a key reason. 

If you want to keep your best employees start by saying "Well done" and mean it. (McKinsey Study)

Employee loyalty isn’t a mystery. Here are 10 reasons why employees stay:

❶  Job Security 
❷ Work-Life Balance
❸ Strong Leadership
❹ Recognition and Rewards
❺ Positive Workplace Culture
❻ Career Growth Opportunities
❼ Feeling Valued and Appreciated
❽ Fair Compensation and Benefits
❾ Challenging and Meaningful Work
❿ Good Relationships with Colleagues

What else would you add?

♻️ Share this post with your network so they can also grow.

These habits are secretly destroying your leadership potential.

Interrupting often
→ Results in being a bad communicator

Failure to clearly communicate goals
→ Creates confusion

Lack of transparency
→ Causes loss of your team’s respect

Ignoring work-life balance
→ Results in burning out quickly

Resisting change
→ Causes stagnation in your role

Neglect critical thinking
→ Leads to poor decision-making

Neglecting continuous learning
→ Leads to falling behind

Dismissing feedback
→ Creates a lack of openness

Failing to prioritize
→ Leads to disorganization

Micromanaging
→ Undermines team morale

Avoiding collaboration
→ Alienates your team

Fearing failure
→ Stifles innovation

What does it take to be a great leader?

There is no simple answer – but it is a journey. 

And there are different levels that you have to master to move to the next level. Becoming a great leader requires continuous growth and mastery of various skills and stages.

A leader who doesn’t develop will face challenges:
• Poor team performance
• Inability to inspire and guide others
• Ineffective adaptation to changes
• Misalignment with organizational goals

This simple framework will guide you:

❶ Lead Yourself - Manage your emotions and behavior, and lead yourself effectively and efficiently. 
→ Start with being open to learning from others and practicing self-awareness.

❷ Lead Others - Help others grow and achieve their goals. 
→ Start with setting clear and realistic goals and expectations for your team and yourself, and measure and monitor the progress and results.

❸ Lead the Company - Align your vision and mission with the core values and purpose of your organization. 
→ Start with creating and communicating a clear and compelling vision and mission for your team and motivate them to pursue it.

❹ Lead the Vision - Anticipate future trends and changes, and align your strategies to navigate them effectively. 
→  Start with fostering a culture of innovation and adaptability, and regularly communicate how these trends impact the organization's vision.

By following these steps, you can climb the different levels of leadership and become a great leader who makes a lasting impact on your organization and society. 

♻️ If you enjoyed this or learned something, follow me for more in the future!

12 Brutal Truths Every Introvert Aspiring to Leadership Needs to Hear

❶ Silence isn't always golden. Speak up; your ideas have value.
❷ Avoiding conflict doesn’t make you nice. It makes you ineffective.
❸ Perfectionism is a trap. Striving for perfection can paralyze progress.
❹ You need a network of supporters. Going it alone limits your potential.
❺ Networking isn't superficial. You need to build relationships & influence.
❻ Feedback isn't a personal attack. It's a tool for growth and improvement.
❼ You can't lead from the shadows. Visibility is crucial to be seen as a leader.
❽ Your inner critic is too harsh. Challenge those thoughts that hold you back.
❾ Self-promotion isn't bragging. How else will others know your achievements.
❿ Your comfort zone is your enemy. Growth happens when you push beyond it.
⓫ Taking initiative is non-negotiable. Waiting to be asked won't get you noticed.
⓬ Leadership isn't about being the loudest. It's about being authentic & impactful.

When you step out of your comfort zone, you will discover the leader within you. 

***
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Effective decision-making can significantly impact your leadership journey.

It shapes your path as a leader more than you might realize - it's the backbone of your success.

A razor is a mental tool that helps simplify complex choices and clarify thinking. These razors are invaluable because they provide practical frameworks to approach different types of decisions effectively.

❶ Luck Razor: When faced with choices, opt for the path that offers the most potential for unexpected opportunities. Actively seek out situations where luck can play a positive role in your outcomes.

❷ Optimist Razor: Surround yourself with optimists who uplift and inspire rather than pessimists who dwell on potential setbacks. Positive environments foster growth and resilience.

❸ Occam's Razor: Choose the simplest theory or solution when faced with competing ideas that yield the same results. Complexity often adds unnecessary complications.

❹ Feynman's Razor: Simplify complex concepts to gauge your understanding. If you can't explain it plainly, deepen your comprehension until you can.

❺Rooms Razor: Select environments where you're likely to be the least knowledgeable. Embrace the chance to learn from others who excel in areas you wish to grow.

❻ Arena Razor: Pursue your goals actively. Place yourself in challenging situations where growth and achievement are most likely to occur.

❼ Lion Razor: Work intensely when energized and rest deeply when fatigued. Consistent performance stems from balanced energy management.

❽ Hanlon's Razor: Assume goodwill in others' actions, acknowledging the potential for misunderstandings or ignorance rather than malice.

Mastering these decision-making razors will not only refine your leadership skills but also pave the way for transformative growth and success.

♻️ Share this post with your network so they can also make better decisions.

8 Techniques for Better Decisions

Did you know 60% of new managers fail within the first 24 months? 

Thats huge - 60% of previous top performers failing because of a lack of essential management skills and inadequate support during their transition.

Effective training and mentorship programs significantly improve new managers' success rates by equipping them with the necessary skills and confidence to lead.

🤔 Poll Time: What is the skill that most new managers struggle with?

🗳️ Take a Stand:
Team Building - Creating a cohesive and collaborative team.
Providing Feedback - Giving constructive and effective feedback.
Time Management - Balancing numerous responsibilities and deadlines.
Delegation - Trusting others with tasks and responsibilities.
Communication - Effectively conveying ideas and feedback.
Other - Share your experience.

Questions to Consider:
❶ Which of these skills have you found most challenging in your own experience?
❷What skills have you seen new managers face?

What is the skill that most new managers struggle with?

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