Gulf Business LEADERS NOV 2023

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THE ADVERSITY ADVANTAGE: How tough times can shape your character

WORDS OF WISDOM: LEADERSHIP LESSONS THAT ARE TIMELESS

INSPIRING

CHANGE

DARIUSH SOUDI, FOUNDER OF GLADIATOR MASTERY, REVEALS WHY WE ALL DESERVE ABUNDANCE AND HOW HE CAN HELP US ACHIEVE IT

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COMPASSION COUNTS: Kindness, an often underestimated force in the world of business, has the power to transform organisations

CONTENTS

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A GOOD BALANCE

Why recognising and rectifying mistakes is the bedrock of good leadership

MOTIVATED TO MAKE A DIFFERENCE

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Dariush Soudi has forged an extraordinary path in the world of business and personal development. The inspirational speaker and serial entrepreneur shares the secret to ‘Gladiator Mastery’

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Pic: Abhi Indrarajan

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COMPASSION COUNTS

We explore the transformative potential of kindness in business

TO TACKLE LIFE’S GREATEST CHALLENGES, IT IS VITAL TO MAINTAIN A POSITIVE AND RESILIENT MINDSET. THIS INVOLVES TREATING YOURSELF LIKE AN OLYMPIAN EVERY DAY BY PRIORITISING YOUR HEALTH AND WELLNESS.” —JOE DE SENA , founder and CEO of endurance sports brand Spartan

DATE: DECEMBER 7, 2023

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BUILDING RESILIENCE

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The difference between success and failure could depend on how you tackle tough times

Managing partner and group editor Ian Fairservice Chief commercial officer Anthony Milne anthony@motivate.ae

KEY VALUES

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Publisher Manish Chopra manish.chopra@motivate.ae

Abbas Sajwani, founder and CEO of AHS Properties, on being a young entrepreneur and the values that have honed his skills

EDITORIAL Editor Neesha Salian

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Digital editor Marisha Singh

TO THE TOP WITH TECH

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Our panel of C-suite tech leaders tell us how to stay ahead of the game with today’s top technologies

Senior feature writer Kudakwashe Muzoriwa

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FEATURE

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LEADERSHIP TRAITS | BY REHAN KHAN

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LEADING BY EXAMPLE WHAT MAKES A GOOD LEADER? SHOULD THEY BE TOUGH OR COMPASSIONATE? WE LOOK AT KEY LEADERSHIP BEHAVIOURS THAT CAN MAKE OR BREAK A GOOD TEAM

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he behaviour exhibited by a leader is critical, it not only affects their ability to manage but also ripples out to impacting the work of their subordinates and their wider teams.

One study in Leadership Quarterly found that when a manager conveyed a piece of bad news, such as an employee failing to achieve their performance targets, but did so with a pleasant manner, employees rated this communication positively. Conversely, when good news, such as an employee achieving their performance targets, was communicated with a morose dour countenance, employees rated this communication negatively as it left them feeling bad.

Another study in the Journal of Applied Psychology observed the contagion impact of mood. In it, they found that when 56 heads of teams were nudged into either a good or bad mood, this had a ripple effect on their team members. In other words, where there was a positive team leader, their employees reported better moods.

Not only did it stimulate a better mood within the employees, it also resulted in team members coordinating their work better, and achieving more with less effort. Whereas those teams that were led by managers with bad moods, found themselves losing momentum and rhythm and becoming inefficient. Problems were further amplified in these teams, by employees trying to please the moody boss by second guessing their preferences, which resulted in bad decisions and poorly selected strategies.

A little bit of toughness from the boss can work at the right time, but if it gravitates towards the manager being in a perpetual state of fuming, then this is self-defeating. Being a moody boss might motivate your employees in the short term, but it’s unlikely to lead to better quality of work in the longer term. Rather a corrosive emotional environment will end up destroying employee morale and shutting down their ability to think clearly.

Deloitte conducted a marketplace survey of 1,274 workers across a wide range of industries, regions, education, income levels, and demographics. They found that there were three factors that had a sizeable impact on well-being in today’s work environment: Leadership behaviours at all levels, from a direct supervisor to the C-suite How the organisation and jobs are designed The ways of working across organisational levels.

When it comes to leadership behaviours, Deloitte recommended that what ‘good’ looks like is when: “Leaders have self-awareness and exhibit positive personal well-being behaviours, foster psychological safety with excellent EQ (emotional quotient), and make strategic choices for their team and organisation that support collective well-being.”

They went on to say that the most harmful leadership behaviours when it came to employee wellbeing were related to: Micro or under management: This was highlighted in the survey across all generations of workers. For example, millennials reported that leaders

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LEADERSHIP TRAITS

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micromanaged them (16- to 17 per cent) significantly more often than Generation Z and baby boomers (10 per cent and 7 per cent, respectively). The biggest issue for Gen Z workers was leaders not providing any developmental feedback.

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Lack of recognition: This was also very important across all demographics, industries and generations.

For instance, 17 per cent of surveyed workers ages 50 and older valued leaders who recognise workers for their hard work and success, versus 11 per cent for those under 25 who were surveyed.

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Lack of empathy and psychological safety: Which Deloitte suggests is a key building block for trust, and trust is seen as foundational to high-performing teams.

Deloitte also regards emotional intelligence and empathy as increasingly important as many workplaces have transitioned to a hybrid environment.

GOOD MANAGERS ARE NOT INSECURE

The manager-employee relationship represents one where a person has some type of authority over another. The same can be said for a doctor-patient and teacher-student. My own experiences have been that a good manager will always want their employee to

outperform them, just as a good teacher will always want their student to become more knowledgeable than them.

In other words, these relationships promote growth in the person who has less authority, building them up with positive comments, as opposed to knocking them down with negativity.

Demotivation is very toxic and spreads very quickly when released, which means it is critical for managers to leave behind uplifting emotions in their teams.

People always remember negative interactions more with their boss than they do positive ones. I recall one of my first managers, saying that he was going to replace my office chair with a deck chair, as he thought I was too relaxed in my demeanour and he wanted to see more urgency from me.

If you are wondering what happened, well I’m still pretty relaxed when it comes to work and I managed to keep my office chair despite his comments.

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LEADERS WHO SET THE RIGHT TONE WITH THE RIGHT BEHAVIOURS, BUILD A COMPETITIVE ADVANTAGE FOR THEIR FIRMS WITH ENGAGED EMPLOYEES.”

DEVELOPING RESILIENCE

A good leader cannot protect their employees from all the turbulence that takes place within and around an organisation, and nor should they. Facing some difficulty enables employees to develop resilience which holds them in good stead over the long term, irrespective of who they work for.

What happens though when you don’t have a supportive boss, and you are not in a position to change your job at this time?

In that case having strong social support can mitigate much of the difficulty of having a bad boss. In one study published in the Annals of Internal Medicine, researchers reported that heart attack patients who received emotional support during the six months after a heart attack were three times more likely to survive. Another study published in the prestigious, The Lancet, found that participating in a breast cancer support group actually doubled women’s life expectancy post-surgery.

WHEN YOU HAVE A MANAGER WHO PROVIDES YOU WITH A SECURE WORKING ENVIRONMENT, THEN YOU ARE MORE LIKELY TO EXPLORE IDEAS, TRY OUT DIFFERENT THINGS, BE MORE INNOVATIVE, AND ACCEPT NEW CHALLENGES

This also holds true in a work setting. Studies in the Academy of Management Review, indicate that every positive interaction employees have at work, helps to restore the cardiovascular system to resting levels.

In addition, over a longer period these positive interactions help to weather the negative aspects of the job, which there will be in any type of role. Each positive interaction also lowers the stress-related hormone cortisol, allowing employees to recover faster from work-related stress and builds their resiliency for the future.

In addition, studies in the Journal of Management have shown that those people who have strong relationships are less likely to regard situations as stressful in the first place. In other words, if you have a bad boss then one way to mitigate this is by investing in strong social connections as a way to overcome adversity and seek out new opportunities, and when individuals are faced with stressful situations they recover and bounce back faster.

Leaders who set the right tone with the right behaviours, build a competitive advantage for their firms with engaged employees. They also reduce costs, as employees who know their wellbeing is important to get sick less, so reducing health care costs to the firm. And critically for employees researchers in the Academy of Management Review have found that those who have “physiological resourcefulness” as a result of positive social connections are more engaged at work – they can work longer, harder and under more difficult conditions. L

The writer is the founder and CEO of Improve Executive Focus, and as well as a writer of fiction and non-fiction books.

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If I consider the behaviour traits of some of the best bosses, I have worked with irrespective of which culture they come from or which country I worked for them in, I would say they had the following attributes: empathetic, humble, humorous, active listener and communicator, encourager, delegator, resolute and ownership. They always made me feel appreciated for my skills and knowledge, provided a calm environment to work in, and inspired me to push myself to achieve more.

As a result, I was able to focus on my work, achieve the goals that I had been set by my manager and regard obstacles as challenges to rise to. When you have a manager who provides you with a secure working environment, then you are more likely to explore ideas, try out different things, be more innovative, and accept new challenges.

The worst bosses, of which fortunately I did not have many, but the ones I did have, possessed the following traits: self-centered, arrogant, ill-tempered, secretive, doubter, mistrustful, indecisive and blamer. They always made me feel uneasy in my role and place within the organisation, as well as getting the bare minimum output from me. Whilst working for them, I was always looking to change jobs and did not feel engaged at work. As a result, I always played it safe, as I was concerned that they would not support me, and instead abandon me at the first sign of trouble.

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INNOVATION

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BY DR M MUNEER

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A BALANCING ACT RECOGNISING AND RECTIFYING MISTAKES AND WHY ITS KEY TO BETTER LEADERSHIP

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uch has been written about the various aspects of leadership and, about power leadership. Yet leadership remains complex and often paradoxical, as it involves navigating contradictory principles.

For example, take the paradox of authority and servant leadership. On one hand, leaders are expected to have authority and make decisions, but on the other hand, effective leadership also involves elements of ‘servant’ leadership, where leaders prioritise the wellbeing and development of their team members.

Striking the right balance between authority and service is a skill to master.

Here’s another paradox – that of confidence and humility. Leaders need to exude confidence and inspire confidence in others, yet humility is also a key trait. Admitting mistakes and seeking input

from others requires a certain level of humility that many leaders we see are incapable of.

A good leader should have a clear vision and be able to set a course for the organisation. However, the ability to adapt to changing circumstances and revise that vision is also critical. This balance between vision and adaptability is another conundrum.

KNOWING THE DIFFERENCE

Leaders must lead, but they should also know when to follow. They should be

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receptive to feedback and willing to learn from their team members. Knowing when to take the lead and when to follow is a leadership paradox.

Taking calculated risks is something most good leaders do, but they must also exercise caution and consider the potential consequences of their decisions.

The balance between being a risk-taker and a cautious decision-maker is a contradiction.

Effective leadership involves recognising the value of each individual on the team while also nurturing a collaborative team spirit. Likewise, leaders must simultaneously focus on achieving short-term goals to ensure immediate success and work toward long-term objectives to secure the organisation’s future.

Leadership, in essence, is about navigating and resolving these paradoxes. Successful leaders are those who can recognise when each side of a paradox is needed, adapt their approach accordingly, and find the right balance to drive their organisations toward success.

MISTAKES HAPPEN

When leaders are faced with these choices, it is natural to make mistakes. Even the most effective and experienced leaders make mistakes. However, what sets exceptional leaders apart is their ability to acknowledge these errors and take deliberate actions to rectify them.

Here are some of the common mistakes that good leaders make, and what steps they employ to rectify them. These lessons will come in handy for all leaders in their personal and organisational growth journey.

Poor communication: Effective communication is the lifeblood of any successful organisation, and even the best leaders can occasionally stumble in this area. Poor communication can lead to misunderstandings, lowered morale, and a lack of clarity in the workplace. Recognising this mistake is the first step towards rectification.

Alan Mulally, the former CEO of Ford, took over the company in 2006 during a tumultuous time. One of the biggest issues he faced was poor internal communication. Mulally recognised that silos within the company were hindering progress, and he decided to implement

GOOD LEADERS UNDERSTAND THE IMPORTANCE OF COMMUNICATION AND ACTIVELY WORK TO IMPROVE THIS ASPECT OF THEIR LEADERSHIP

a weekly business plan review (BPR) meeting. This brought together executives from various divisions and functions, leading to open and transparent communication. The BPR meeting became a cornerstone of Ford’s cultural transformation, enabling the company to regain its competitive edge and recover from financial crises.

Good leaders understand the importance of communication and actively work to improve this aspect of their leadership. They invest in enhancing their communication skills, seeking feedback from their teams, and creating open channels for dialogue. For them transparency and clarity in their messages are nonnegotiable, and they actively listen to the concerns and ideas of team members. By acknowledging their communication mistakes and making a concerted effort to rectify them, these leaders create a more cohesive and informed work environment.

Neglecting employee wellbeing: Leaders with the best of intentions often focus on the success of their organisations at the expense of employee wellbeing. This can lead to high turnover, burnout, and a decline in productivity and growth in the medium term.

Marc Benioff, the CEO of Salesforce, recognised the importance of employee wellbeing when employee healthcare costs shot up despite sales growth. Benioff saw the signs of burnout and stress among his employees and took the initiative to increase the salaries of underpaid employees and implemented various wellbeing

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TAKING CALCULATED RISKS IS SOMETHING MOST GOOD LEADERS DO, BUT THEY MUST ALSO EXERCISE CAUTION AND CONSIDER THE POTENTIAL CONSEQUENCES OF THEIR DECISIONS. THE BALANCE BETWEEN BEING A RISK-TAKER AND A CAUTIOUS DECISION-MAKER IS A CONTRADICTION.”

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INNOVATION

In an attempt to maintain a unified front, NASA leaders failed to address concerns about the Challenger shuttle’s O-rings, leading to a catastrophic explosion in 1986.

Effective leaders recognise the importance of diversity of thought.

They actively encourage dissenting opinions, embrace a culture of open debate, and seek out individuals with different perspectives. This can prevent disastrous outcomes and ignite better innovation.

Ignoring feedback: Even the most accomplished leaders can fall into the trap of believing their expertise is infallible. Ignoring feedback from employees, customers, or other stakeholders will lead to poor decisionmaking and an overall disconnect from reality.

Blockbuster ignored opportunities to acquire Netflix and transition to online streaming. This oversight led to

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programmes, including mindfulness and stress reduction practices. He also focussed on equality and social responsibility.

Amazon’s founder Jeff Bezos aimed to create a customer-centric powerhouse. However, the intense work environment created burnout among employees.

The company faced backlash over increasing employee health issues.

Good leaders recognise that their organisations are only as strong as their employees. Employee wellbeing is important for these leaders and they extend work-life balance, mental health support, and professional development opportunities. They understand the value of showing appreciation and providing a healthy work environment. Leaders must strike a balance between achieving company goals and caring for their employees.

Regular check-ins, flexible work arrangements, and addressing employee concerns can help in creating a healthier work environment.

Encouraging groupthink: Many leaders surround themselves with loyal, like-minded individuals. While this can create a sense of harmony, it invariably leads to a lack of diverse perspectives and innovation, often resulting in poor decision-making.

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its downfall. Blackberry, Nokia and many others ignored Apple’s entry into mobile phones to their peril.

A G Lafley, the former CEO of Procter & Gamble, emphasised the importance of listening to consumers and employees. P&G was once criticised for its insular culture that disregarded feedback. Lafley initiated programmes like Connect + Develop, which opened P&G to external ideas and innovation. He even wanted 50 per cent of new product ideas coming from outside of Cincinnati HQ. Effective leaders actively seek feedback and make a genuine effort to incorporate it into their decisionmaking process. They establish mechanisms for feedback collection, such as regular surveys or opendoor policies, and create a culture where feedback is not just encouraged but valued.

Micromanaging: The desire for perfection and control can make leaders micromanage their teams.

This hinders employee growth and creates a toxic workplace. Great leaders know that there is no such thing as perfection.

Steve Jobs’ meticulous nature led to the Apple Maps’ release before it was ready, resulting in a public outcry over its inaccuracies. Google’s founders, Larry Page and Sergey Brin, initially held a tight grip on the company’s operations but pretty soon realised the need to empower leaders below. Sundar Pichai, who succeeded Page as CEO, was given more autonomy and responsibility. This shift allowed Google to streamline its decision-making processes and foster innovation.

Great leaders recognise the importance of trust and autonomy. They actively delegate responsibilities, empower team members, and build workplaces that encourage employees to take ownership of their work.

Lack of ethical leadership: In the pursuit of success, leaders may sometimes over-emphasise profits over ethical considerations. This leads to unethical practices, tarnished reputations, and legal consequences.

Enron’s leadership was driven by a desire for financial success, which led to unethical practices, fraud, and the company’s ultimate downfall. VW falsified emission claims and paid a heavy price in fines and legal expenses. Howard Schultz, the former CEO of Starbucks, understood the importance of ethical leadership. After a racial bias incident in one of the stores,

KODAK, THE ONCE-LEADER OF THE PHOTOGRAPHY INDUSTRY, FAILED TO EMBRACE DIGITAL TECHNOLOGY AS IT EMERGED, WAS CLINGING TO FILM-BASED PRODUCTS

Schultz closed all Starbucks locations for a day to provide racial bias training to employees. This was a bold move to rectify the company’s image and commitment to inclusivity.

Effective leaders put ethics and integrity as priorities. They establish a strong code of conduct and set an example of ethical behaviour, and actively seek ways to rectify past lapses, whether through restitution or public acknowledgments.

Resistant to change: Many leaders may become complacent with what has worked in the past, leading to resistance to change. Kodak, the once-leader of the photography industry, failed to embrace digital technology as it emerged, and was clinging to filmbased products. This decision ultimately led to the company’s bankruptcy. On the other hand, a competitor, Fuji Films, boldly embraced the digital tech and prospered.

When Satya Nadella took the helm of Microsoft, the company was facing a cultural challenge. It was resistant to change and heavily invested in a declining Windows operating system. Nadella recognised the need for a cultural shift toward innovation and collaboration.

He embraced a growth mindset, encouraged experimentation, and shifted focus to cloud services and AI. Leaders must remain agile and open to change. They should encourage a culture of continuous learning, embracing new technologies and adapting strategies as necessary. L

The writer is the co-founder of the non-profit Medici Institute for Innovation.

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GREAT LEADERS RECOGNISE THE IMPORTANCE OF TRUST AND AUTONOMY. THEY ACTIVELY DELEGATE RESPONSIBILITIES, EMPOWER TEAM MEMBERS, AND BUILD WORKPLACES THAT ENCOURAGE EMPLOYEES TO TAKE OWNERSHIP OF THEIR WORK.”

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WORK CULTURE

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BY ALAN O’NEILL

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WHY CULTURE IS KEY CULTURE IN ESSENCE IS A COMBINATION OF THE VALUES AND BEHAVIOURS OF A COMPANY’S PEOPLE AND ITS LEADERSHIP STYLE

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n a recent workshop, I asked the question: “What is the main driver of success for an organisation?” Answers included, “It’s about having an amazing product that is different,” said one. Another offered: “It’s all about having great people”. While others gave answers such as “great service”, “lowest prices”, “clever marketing”, I simply nodded in agreement, supporting every answer.

All of these answers are perfectly correct in varying proportions, depending on where the organisation is in its evolution. It also depends on the competitive environment, the market and changing customer dynamics. But what is it that binds all of these concepts together and ensures they are executed effectively?

CULTURE IS CRITICAL

I believe the common denominator that determines the success or failure of any organisation, is its culture. Vision and mission are high-level descriptions of ‘why’ an organisation exists. The strategy outlines ‘what’ should be done and ‘when’. Structure details ‘who’

will do what. But it’s the culture that shapes ‘how’ things will get done.

Management guru Peter Drucker was credited with saying: “Culture eats strategy for breakfast”. In corporate lingo, culture is often defined as ‘the way we do things around here’. It’s possible to ‘read’ the culture of an organisation from how it interacts with its customers, media, suppliers and itsown people. For example, the experience you get at Spinney’s is quite different from what you get at Carrefour. That’s driven on the one hand by a clearly defined brand that sets context. On the other hand, it’s driven by culture to execute it consistently at every touch point.

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EVERY ORGANISATION HAS A CULTURE. YOU MAY NOT BE ABLE TO DEFINE IT OR EVEN HAVE PLANNED IT. BUT YOU DO HAVE ONE. THERE WILL BE ELEMENTS OF IT THAT ARE GOOD AND SOME ELEMENTS THAT ARE HOLDING YOU BACK.”

CULTURE CHANGE TIPS

Every organisation has a culture. You may not be able to define it or even have planned it. But you do have one. There will be elements of it that are good and some elements that are holding you back. I am an avid supporter of organisations taking charge and shaping their own culture to achieve consistency. Consider these steps in doing just that: 01. Do an audit of your current culture Firstly, conduct focus groups of your own people, customers and suppliers. Think carefully about what questions you want to ask. You need to address the softer issues such as behaviours, processes and leadership. From the findings, carefully design an independent and anonymous culture survey. Engage a company that understands culture and helps you to ask the right questions. That will ensure you get quality insights as a result.

02. Design a new culture, using ‘values’ Use the feedback and insights to design a new culture,

built on a set of values that respect the heritage of your brand, the ambition of the key stakeholders and the changes in your marketplace. Do not use generic words from a Google search that any organisation could also claim. Make them your own.

USE THE FEEDBACK AND INSIGHTS TO DESIGN A NEW CULTURE, BUILT ON A SET OF VALUES THAT RESPECT THE HERITAGE OF YOUR BRAND, THE AMBITION OF THE KEY STAKEHOLDERS AND THE CHANGES IN YOUR MARKETPLACE

03. Use this ‘gap analysis’ to plan your change programme There will of course be a gap between your actual culture and your ideal.

There always is. Use these insights to develop a plan and a structured change programme to embed your new culture. This is better when it is facilitated by a third party, to share best practices, challenge you and keep you on track.

THE LAST WORD

Organisations often get culture design wrong. They list a set of commonly used words or phrases that nobody believes in, never mind being able to articulate. They need to be your values, carefully tailored in line with your heritage and your ability to utilise them. They should be authentic and measurable.

When designed and embraced by the whole company, from the boardroom to the front line, that’s when you get your real long-term benefit and value.

Remember, others can copy your strategy, but nobody can copy your culture. L

The writer is an author, change consultant and keynote speaker, specialising in strategy, culture and structure.

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Within the definition of culture as ‘the way we do things around here’, there is a clue. Culture in essence is a combination of the values and behaviours of its people and its leadership style.

It’s very encouraging to see huge brands like Disney attribute so much of their success to culture. They proactively defined their culture and continue to embed it right across their organisations. And if an organisation of its size can do it, then a more nimble SME should certainly be able to do that too.

I was invited to support a culture change project for an organisation recently in Dubai. With a level of maturity and openness, the leadership team acknowledged that their culture needs a refresh. As they examined past successes and failures, they concluded that those results had more to do with how they worked together than anything else. They also recognised that their attractiveness as an employer to the best talent was under duress. In a post pandemic world, recruitment and retention of great talent has become a real challenge across many industries. This organisation was no different.

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FEATURE

REGIONAL OUTLOOK | BY TASNEEM RIYAZ

CHAMPIONING EMPLOYEE WELLBEING WHY LEADERSHIP’S COMMITMENT TO WELLBEING HAS BECOME THE CORNERSTONE OF CORPORATE RESILIENCE

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n the bustling corridors of global corporations, there’s a seismic shift underway. The traditional paradigm of leadership, once characterised by hierarchy and command, is being redefined by a singular, powerful ethos: the wellbeing of employees. This isn’t a fleeting trend, but a profound realization that the health, happiness, and holistic wellbeing of employees are the bedrock of sustainable success.

Imagine a skyscraper, with leadership as its pinnacle and the workforce as its foundation. This structure stands tall not just because of its architectural prowess but because of the symbiotic relationship between its top and base. Leadership, in this context, isn’t about dominance – it’s about influence, impact, and most importantly, empathy.

Jerome Droesch, CEO – Domestic Health and Health Services, International Health, Cigna Healthcare, captures the sentiment, emphasising the need for employers to create nurturing environments for their employees, stating: “Employee health and well-being has become paramount, and employers need to step up to create an environment where employees feel more cared for, supported, and can grow in their personal and professional capacities.”

EMPLOYEE WELLBEING TOPS THE CORPORATE AGENDA

THE ECONOMIC CASE FOR WELLBEING

The modern corporate narrative is no longer just about profit margins and market shares. It’s about people. It’s about understanding that every employee, from the C-suite executive to the entry-level associate, is a unique blend of aspirations, challenges, strengths, and vulnerabilities. And when leaders truly understand and act on this, they don’t just build companies—they build communities. However, there’s a shadow that sometimes looms large: toxic leadership. It’s a term that’s been gaining traction, and for good reason.

Mckinsey highlights that nearly half of Gulf employees believe their workplace environment is toxic. This isn’t just about overt aggression or blatant disregard for employee well-being. Toxicity can manifest in subtle ways: favoritism, inconsistency, undermining team members, or creating an environment of perpetual fear and doubt. The repercussions? A workforce constantly on edge, dwindling productivity, high turnover rates, and a tarnished organisational reputation.

We are living in an era where burnout, mental health challenges, and workplace stress are real and rampant, and leadership’s commitment to wellbeing becomes the cornerstone of corporate resilience. McKinsey’s survey underscores this urgency: two-thirds of over four thousand respondents from the GCC reported poor mental well-being or had a diagnosed mental health condition. Moreover, one in three reported symptoms of burnout.

Beyond individual wellbeing, there’s an economic narrative. The corporate world is beginning to recognise the fact that mental health is not just a personal matter. Its implications stretch far and wide, influencing not only individual lives but also the economic vitality of entire regions.

PwC’s 2022 report has brought to light some startling figures for the GCC countries. The report suggests that untreated mental health conditions result in a significant loss of productivity, quantified as 37.5 million workdays gone astray each year. This isn’t a mere data point; it’s a reflection of missed opportunities, innovations, and economic contributions. The monetary value of this loss? An eye-opening $3.5bn annually. But the story doesn’t end with these numbers. The global

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well-being, we can hope to build a future that’s not only economically robust but also socially inclusive and compassionate.

THE UAE’S PIONEERING APPROACH

In today’s globalised era, the emphasis on employee wellbeing transcends organisational boundaries, influencing national agendas. The ripple effects of employee health and happiness are felt not just within the confines of a company but across the broader economic landscape.

The UAE, recognising this interconnectedness, has been at the forefront with its progressive policies like the National Program for Happiness and

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corporate ecosystem feels the repercussions of untreated mental health issues in various forms: reduced efficiency in the workplace, increased instances of employees taking leaves, and a higher propensity for staff turnover. Such challenges not only affect the morale and cohesion of teams but also dent the overall output and market standing of businesses.

However, the PwC report isn’t just an alarm bell – it’s a call to arms. It emphasises the need for a proactive approach to mental health, not just as a social responsibility but as a strategic economic move. By investing in mental health initiatives and support systems, there’s potential not only to reclaim those lost billions but also to foster a healthier, more engaged workforce.

The journey ahead requires a united front. It’s imperative for the public and private sectors, along with communities, to come together. By creating environments that prioritise and nurture mental

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REGIONAL OUTLOOK

THESE CORPORATE TRAILBLAZERS IN THE UAE EXEMPLIFY THE PROFOUND IMPACT OF PRIORITISING EMPLOYEE WELLBEING. THEIR EFFORTS AND SUCCESSES ECHO ACROSS THE NATION, REINFORCING A CULTURE DEFINED BY GROWTH, TRUST, AND MUTUAL RESPECT.”

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Wellbeing and the National Strategy for Well-being 2031. This commitment from the nation’s leadership underscores the UAE’s ethos, where the wellbeing of its residents is paramount and seamlessly integrates into its corporate culture.

The foundation of any employee well-being initiative lies in creating a supportive work environment. When companies prioritise mental health, champion flexibility, and foster inclusivity, the results are tangible: heightened productivity and enhanced employee satisfaction.

Knowledge and training on managing mental health is a critical domain where Emirates Global Aluminium (EGA) serves as a beacon. Going beyond checkboxes, EGA has proactively addressed mental health by training nearly 150 mental health first aiders. These trained professionals have provided invaluable counselling to over 300 workers, and the company’s outreach has touched more than 3,200 employees through group sessions. Such proactive measures not only elevate EGA’s stature but also cultivate an environment of trust, collaboration, and mutual respect.

Parallelly, the empowerment and wellbeing of women in the workforce have emerged as pivotal aspects of holistic employee health. Mashreq Bank’s ‘Reignite’ program exemplifies this commitment. Designed to empower women to re-enter the workforce after a

Going beyond checkboxes, EGA has proactively addressed mental health by

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mental health first aiders

TRAINING NEARLY 150

Cigna’s research paints a concerning picture: a staggering 97 PER CENT OF YOUNG EMPLOYEES report symptoms of burnout

hiatus, this initiative is a testament to the bank’s dedication to diversity and inclusion, ensuring every woman has the platform to shine and excel.

In the relentless rhythm of the modern corporate world, the need for flexibility and a comprehensive focus on health is more pronounced than ever. TishTash Communications, a Dubai-based firm, is leading by example in this space. It has been pioneering in its approach, introducing women-centric health policies, advocating for fertility and menopause treatments, and promoting work-life balance through initiatives like a 4.5day working week and extended maternity leaves. Their endeavours highlight the essence of a peoplecentric approach, underscoring the significance of a nurturing and inclusive work environment.

These corporate trailblazers in the UAE exemplify the profound impact of prioritising employee wellbeing. Their efforts and successes echo across the nation, reinforcing a culture defined by growth, trust, and mutual respect.

LEADERSHIP IN THE AGE OF REMOTE WORK

The global pandemic has fundamentally altered the way we work, pushing remote work to the forefront. This shift, while offering flexibility, has also brought forth unique challenges in ensuring employee well-being. In this digital age, where work can sometimes feel transactional and devoid of human warmth, leaders have a heightened responsibility. They must be more connected, empathetic, and proactive,

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recognizing that fostering wellbeing isn’t just an HR task – it’s a leadership imperative.

Cigna’s research paints a concerning picture: a staggering 97 per cent of young employees report symptoms of burnout. This underscores the pressing need for leaders to be attuned to the well-being of their teams, especially when physical interactions are limited.

LEADERS WHO CONSISTENTLY APPRECIATE THEIR TEAM’S CONTRIBUTIONS FOSTER A CULTURE OF RESPECT AND MOTIVATION

Ultimately, how leadership prioritises and champions employee wellbeing becomes a litmus test of its values, vision, and vitality. It’s a reflection of whether a company views its employees as mere cogs in a machine or as invaluable assets whose well-being is intrinsically linked to the organisation’s success.

In the words of Harvey S Firestone, “The growth and development of people is the highest calling of leadership”. Today, this calling isn’t just about professional growth – it’s about personal well-being. And as the corporate world stands at this pivotal juncture, one thing is clear: leadership that champions wellbeing doesn’t just set the tone – it defines the future. L

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THE LEADERSHIP LITMUS TEST

KEY APPROACHES LEADERS CAN ADOPT

Promoting work-life balance: The constant access to work in a remote setting can blur boundaries. Leaders who lead by example, respecting their work-life balance and that of their teams, set a positive precedent.

The UAE government’s “Guide to Happiness and Wellbeing Program in the Workplace” emphasises this, advocating for flexible working hours to ensure employees maintain a healthy balance between work and personal life.

Recognition and respect: In a digital world, where interactions can sometimes feel impersonal, genuine recognition becomes even more vital.

Leaders who consistently appreciate their team’s contributions foster a culture of respect and motivation.

As highlighted by Great Place to Work, companies with a strong recognition culture see employees who are seven times more likely to feel they’re working at their full potential.

Open communication: Now, more than ever, open

dialogue is crucial. Leaders must ensure that communication channels are transparent and inclusive. Google serves as an exemplary model in this regard, keeping employees informed about company updates and actively encouraging feedback, thereby fostering a culture of trust and proactive problem-solving.

Investing in professional growth: As Sam Walton aptly said, boosting the self-esteem of personnel can lead to remarkable achievements. By investing in continuous learning and growth opportunities for their teams, leaders are not just enhancing skills but building confidence and loyalty.

Advocacy for mental health: With the changing narrative around mental health, leaders must be proactive advocates. Introducing wellbeing initiatives, providing counseling services, and creating a stigma-free environment are essential. Companies that prioritise mental well-being, like those recognised on the ‘Great Places to Work Middle East’ list, showcase the profound impact of such initiatives.

In conclusion, leadership in the age of remote work is about understanding and valuing the unique blend of aspirations, challenges, and strengths of each individual. It’s about building not just successful companies but thriving communities.

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FEMALE EMPOWERMENT

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BY MADIHA BEE

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FORGING YOUR PATH WITH PURPOSE HOW ARAB WOMEN CAN TRANSFORM INTO POWERFUL LEADERS

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ack in the day, if the topic was ‘powerful leaders in the world’, Arab women wouldn’t typically cross someone’s mind. Fast forward to today, and several women from the region have been featured in the power lists of reputable media outlets. A record nine Arab women were featured on BBC’s 100 Most Influential Women in the World in 2022. It is as much a cause for celebration as it is a call for more women to aim higher and etch their names in the history books.

So, where do we begin? Though it is not hard to model one’s life around powerful leaders, it may not often yield the intended outcomes. That is because the road to power and impact isn’t always smooth and is often missing; you have to pave it yourself, in your own way and time. Meanwhile, the best allies you can count on are your inherent strengths.

Your core competencies; what sets you apart; and what gets you going despite life’s endless curveballs. That pursuit of the ‘self’ forms the basis of my ‘Awakened Woman’ movement, from which I present five tips for Arab women to transform into powerful leaders.

01. DON’T COMPARE YOURSELVES WITH MEN

Women must first come to terms with the fact that the rules of the world they navigate have been largely defined by

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BY VIRTUE OF THEIR DISTINCT, MORE INTUITIVE WAY OF SEEING AND EXPERIENCING THE WORLD, WOMEN ARE WELL-EQUIPPED TO HOLD THEMSELVES TO HIGHER STANDARDS THAN WHAT SOCIETAL NORMS DICTATE WITHOUT DISCARDING THEIR OWN INTRINSIC GIFTS.”

04. TAP INTO THE DIGITAL ECONOMY

men. So, many are predisposed to compare their achievements to that of men. Thatwill stifle their ability to achieve more. By virtue of their distinct, more intuitive way of seeing and experiencing the world, women are well-equipped to hold themselves to higher standards than what societal norms dictate without discarding their intrinsic gifts. As women and men operate differently, they shouldn’t hold each other to any standard but their own. When both understand such structural differences and co-create, the output will speak for itself.

The Internet has been the bridge for myriads of Arab women to circumvent patriarchal hurdles and become selfemployed. In many parts of the region, the Internet continues to be the only medium for women to achieve financial independence, bring their ideas to fruition, and announce themselves to the world.

Fortunately, the internet proliferation in recent years, especially following the pandemic outbreak, has had a catalytic impact on their fortunes. Today, one can be a business leader while operating in the comfort of their home – small-scale ventures such as drop shipping, blogging, coaching and e-commerce allow that privilege.

02. BALANCE REASON WITH EMOTION

Excessive pursuit of rationality has undermined women’s inherent emotional strengths, holding them back from achieving their full potential. Women possess the emotional resilience to safeguard themselves against typical workplace challenges like burnout. By balancing reason with emotions, they can manifest their strengths better and put their selfdoubts to bed. Empathy-led leadership, which characterises that tricky balance, has propelled many women to the upper echelons of the more balanced business world.

03. LEAD WITH HEART

Women have an amazing capacity to see the world through the prism of compassion and service. They can subconsciously separate goodwill from business calculations, enabling them to unconditionally care for any righteous cause.

Most common challenges in the world, such as poverty and diseases, require compassion before anything else. When compassion is the reason to lead a righteous cause, you become unstoppable and relentless in your quest to succeed.

Likewise, there is a pressing need for women, especially corporate leaders, to empower their kind, be a voice for them, and take a vested interest in their growth. Young women in the Arab world could use the leaders’ support to sidestep lingering challenges and roadblocks. When you lead with compassion, you inspire others to follow you – which only solidifies your position.

THE INTERNET HAS BEEN THE BRIDGE FOR MYRIADS OF ARAB WOMEN TO CIRCUMVENT PATRIARCHAL HURDLES AND BECOME SELF-EMPLOYED

A defining trait of a good leader is the vision they harbour for the world.

The bigger vision is what separates leaders who will only continue to grow and those who will be forgotten in time. Powerful leaders have a legacy that outlives them, birthed by the vision they conceived, developed, and worked for in their heydays. By their leadership, they foster inspired people who will someday become the custodians of their vision — for example, a positive change they aspire for in sectors such as education and health. Such visions are the seeds of progress. And powerful leaders sow powerful seeds. L

The writer is a transformational coach.

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05. HARBOUR A VISION FOR THE WORLD: WHAT IS YOURS?

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FEATURE

COMPASSIONATE LEADERSHIP | BY MARK DICKINSON

BENEVOLENCE IN BUSINESS WE EXPLORE THE TRANSFORMATIVE POTENTIAL OF KINDNESS IN BUSINESS AND WHY IT’S RELEVANT TO PROFESSIONALS AND LEADERS AIMING TO CREATE THRIVING, PEOPLE-CENTRIC ORGANISATIONS

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indness is an often underestimated force in the world of business, yet it has the power to transform organisations, elevate team dynamics, and enhance productivity.

PRIORITY ON PROFITS

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Within the fast-paced and result-driven business landscape, leaders often prioritise profits, KPIs, and growth strategies, inadvertently sidelining the significance of fostering genuine connections among employees.

In a corporate world where metrics, performance indicators, and shareholder value often take centre stage, it’s easy to overlook the immeasurable value of treating people with kindness. However, it’s time to recognise that kindness is not just a feel-good concept; it’s a strategic asset.

Leading with a vision that encompasses both financial success and human connection is the hallmark of exceptional leadership. While profit margins and market share are vital, the true essence of any thriving organisation lies in its people – the heartbeat of the company.

Effective leaders understand that it’s the individuals within the team, the loyal customers, and the collaborative partners who fuel the engine of success.

In this context, the ‘Act of Kindness’ becomes an invaluable tool for leaders to create an organizational culture that thrives. It’s not about mere gestures; it’s about embedding kindness into the DNA of the company. The guiding emotion behind this act is love – the profound force that transcends mere profit margins. Leaders who lead with this powerful emotion inspire passion, commitment, and purpose among their teams.

Here are five strategic approaches to infuse kindness into your business

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TO TRULY UNDERSTAND your team, get to know them as individuals

In the world of business, where

HARD METRICS

and strategic plans dominate, remember that the human element is the true catalyst for success

04. Be an active listener

Sometimes, the kindest act is simply to listen without interruption. Ask questions, focus on the speaker, and let them express their thoughts. By doing so, you allow your team members the freedom to share their ideas and perspectives without feeling overshadowed.

05. Recognise contributions

01. Know your team

To truly understand your team, get to know them as individuals. Whether they’re your co-leaders or coworkers, acknowledging every member’s value is key. Personal touches like remembering birthdays, and family members’ names, and using them in conversations create an environment of mutual respect and appreciation.

02. Demonstrate genuine care

Business and life are not separate entities but intricately intertwined. Show your team that you care about their overall well-being, acknowledging that there’s no rigid boundary between work and personal life. Be approachable, allowing your team to connect with you on a personal level.

03. Be present

In the hustle and bustle of corporate life, spontaneous moments often spark the most profound connections.

Occasionally, set aside your agenda and allow unscripted conversations to take place. Genuine interactions with your team can lead to exceptional ideas and improved working relationships.

The writer is an executive coach and consultant.

SOMETIMES, THE KINDEST ACT IS SIMPLY TO LISTEN WITHOUT INTERRUPTION. ASK QUESTIONS, FOCUS ON THE SPEAKER, AND LET THEM EXPRESS THEIR THOUGHTS.”

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operations, striking a balance between being an exceptional workplace and a high-performing company:

Praise and celebrate the contributions of your team members regularly.

Actively search for instances where their efforts have propelled the organisation forward. Make it a habit to share these success stories with the entire team to foster a culture of appreciation.

By incorporating kindness within your workplace, you’ll not only make each team member feel valued but also nurture a sense of unity and trust within your organisation.

Office politics and the race for position will give way to a collective spirit of achievement, driving your company forward. In the world of business, where hard metrics and strategic plans dominate, remember that the human element is the true catalyst for success.

The act of kindness isn’t just an idea; it’s a powerful strategy to elevate your business. L

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RESILIENCE

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BY ADRIAN HAYES

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WHEN THE GOING GETS TOUGH, LEADERS KEEP GOING THE DIFFERENCE BETWEEN SUCCESS AND FAILURE COULD RELY HOW YOU HANDLE AND SURMOUNT TOUGH TIMES

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n my expeditions to the Earth’s extremes – which I started when I was 17 and continue as part of my work – many factors determine success in reaching a summit, pole, crossing, or similar challenge. Physical fitness, mental determination, equipment, resources, an excellent team, weather and luck are all critical to not just completing the challenge but also surviving it.

But the prime factor, which may surprise some readers, is one’s ability to accept, adapt, or overcome adversity – and leadership requires this trait. Bad things happen on expeditions in remote regions: injuries, frostbite, heat exhaustion, sunstroke, sickness, diseases, medical evacuations, or even death. Equipment malfunctions are also a possibility. You may experience dire weather, dangerous or hugely challenging terrain, rockfall, avalanches, crevasses, or run out of food or water, or experience teamwork breakdown.

In the military too, adversity is part and parcel of the job. If you happen to serve in a conflict, it’s even more challenging. As someone who served for 10 years as a British Army Gurkha officer, I am all too aware of what it entails. In both examples, you can overcome these challenges and problems, and the leadership skills you can demonstrate to your team, which will, more than anything else, mean the difference between success and failure.

A RISK-AVERSE WORLD The problem today, particularly in the

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LEARNING FROM CHALLENGES Every single challenge, hardship, or adverse experience, no matter how bad, has at least one lesson to learn from.

Where does all this leave leaders and leadership?

EVERY SINGLE CHALLENGE, HARDSHIP, OR ADVERSE EXPERIENCE, NO MATTER HOW BAD, HAS AT LEAST ONE LESSON TO LEARN FROM

Not in a very good place, it appears. It is commonly viewed that there is a lack at best, or dearth at worst, of exemplary leadership across the world in many sectors of industry. With notable exceptions, most managers, directors, CEOs and leaders at many levels simply haven’t experienced the adversity and hardships required of being an excellent, credible and inspirational leader.

The best leaders today have, conversely, all experienced huge challenges, be it imposed or willingly taken on. Many have military service or value-added personal and leadership development behind them.

And many will have experienced adversity in some shape or form. All this results in what I consider is the most important quality of a leader: sound judgement. L

The writer is a record-breaking adventurer, author, keynote speaker, leadership, and team and executive coach.

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developed world, is that most people don’t experience these hardships. And whilst we can all agree that we are living in some challenging times, very little we experience today – unless you live in a country experiencing conflict – resembles the hardships our parents and forebearers had to live through.

If one has the opportunity to talk, or rather listen, at length to anyone over 90 years of age, we are starkly reminded what real hardship means. Even in the UAE, I recall a meeting that I had with a former chair of a leading oil company who bemoaned that today’s generation had “no idea of the hardships we went through before the UAE was formed”. In most areas of the world, the stark truth is that, compared to previous generations, we’ve never had it so good.

Even worse, in Europe and North America, the increasing obsession since the turn of the century on health and safety, security, protection and mental health has resulted in the developed world retreating ever more into an overtly sanitised comfort zone. A zone that, unless one steps out of, will continue to shrink in an ever-decreasing spiral as one’s cotton wool-wrapped life is devoid of true hardships and challenges. That is fine if you can maintain this for your whole life, but, unfortunately, real life is nothing like that. You’ll encounter challenges, tragedies, heartaches, and mayhem, along with joy, achievements, happiness and stability – all of which make up the rich tapestry of life.

The result is that we have become a risk-averse society that panics at the sight of (or a voice) that isn’t meeting our narrow view of the world – and hence the increasing de-platforming or cancelling of those that dare to air different views. An entitled society that is rapidly forgetting the vital skills of critical thinking and problem solving. One that is all too eager to finger-point problems but unwilling to solve problems. One that is in an epidemic of victimhood rather than one of ‘Kaizan’ – the Japanese word for continued personal development.

And a generation that is struggling to deal with life’s challenges in a positive rather than negative mindset.

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IF ONE HAS THE OPPORTUNITY TO TALK, OR RATHER LISTEN, AT LENGTH TO ANYONE OVER 90 YEARS OF AGE, WE ARE STARKLY REMINDED WHAT REAL HARDSHIP MEANS.”

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COVER STORY GLADIATOR

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MASTERY

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DRIVING

TRANSFORMATION, INSPIRING

ACTION

WORDS NEESHA SALIAN

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PHOTOS ABHI INDRARAJAN

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DARIUSH SOUDI, FOUNDER OF GLADIATOR MASTERY, SHARES HIS STORY AND TELLS US ABOUT HIS LIFE’S MISSION TO UPLIFT AND INSPIRE THOSE AROUND HIM

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n a world where motivational speakers are aplenty, Dariush Soudi stands out. His skill lies not just in his rousing words but in the profound connection he forges with people.

Soudi is driven by an unrelenting passion and deep compassion to help individuals discover their potential and find their path to a brighter future.

It’s not hard to believe, as Soudi walks the talk: his indomitable spirit and resilience are hard-won, complemented by a warm, self-effacing manner and humour. Challenges faced during his boyhood days in Iran and England, being bullied for being dyslexic, surviving a traumatic attack in his home, and enduring a heart attack are just some of the experiences he has had to overcome. These were driving factors in pushing him toward a career in sales where he sought assurance and self-worth.

Soudi shares: “I started my career in sales because I’m dyslexic and I wasn’t very good academically, but I wanted to make money and sales was the easiest avenue to do that. I loved that I was in control of how much money I made as it was directly linked to my performance – it boosted my confidence and my ambition. This also kick-started my entrepreneurial journey. I set up and operated various businesses in the UK and subsequently moved to Dubai, where I started life afresh at 44.

“After I landed in Dubai, I needed a job. So I thought about what I was skilled at. I knew I was good at setting up businesses, so I became a consultant. Before September 2009, everybody was making money; they didn’t need a consultant. However, as soon as the recession hit, people needed support and advice. What was a really bad time for everybody else became a good period for me. To add to that, I was determined to succeed and forge my path regardless of the challenges.”

Subsequently, Soudi founded, managed, and still runs several successful businesses including a family-run consultancy and private venture capital group, ARENA Capital and Consultancy. His endeavours span multiple industries, making him a seasoned entrepreneur with a wealth of experience. During his journey, he realised that people from all walks of life didn’t just heed his advice but were also inspired by his journey.

“I used to regularly attend motivational workshops where strangers frequently praised my ‘uplifting’ presence so I decided I was going to take that energy and my knowledge to help people achieve their goals and financial success. People would ask me to share tips and advice based on my experience in business. Ultimately, this laid the foundation for my true calling.”

MOTIVATION AND INSPIRATION

“Rather than saying I am a motivational coach, I would say I am an inspirational speaker: my goal is to inspire people to take action,” says the entrepreneur and transformational ‘catalyst’.

Soudi’s Gladiator Mastery seminars are action-packed community events where he shares tips and advice to embolden people to take charge of their lives, careers and businesses.

COVER STORY GLADIATOR MASTERY

The format of the event has changed with Soudi’s schedule getting more hectic over the years. “In the past, I would hold a twoday workshop from 8am until 12am, but I’m currently working on a new Gladiator Mastery programme that will enable businesses to train their sales team remotely, which will save time and money,” says Soudi.

“It’s a one-of-a-kind event aimed at teaching you how to differentiate your business in a crowded marketplace. This intense and unique event is designed to push your limits and test boundaries you didn’t know existed. You learn tangible skills to take your business to the next level, improve client relationships, convert leads into sales, and much more.

“I created the programme because of my personal experience.

I’ve lost millions before and had to rebuild my business from the ground up twice. My goal is to help other entrepreneurs save money, time and energy through sharing proven strategies and techniques that I used to build my businesses. When most people think of success, they only think about money and I believe that success is having all aspects of your life working together in harmony which is a guide not often shared.”

RATHER THAN SAYING I AM A MOTIVATIONAL COACH, I WOULD SAY I AM AN INSPIRATIONAL SPEAKER: MY GOAL IS TO INSPIRE PEOPLE TO TAKE ACTION.”

Soudi continues: “Around 85 per cent of what I cover in my podcasts and seminars is focused on people’s mindset. Mindset is really important so I tend to focus primarily on that and teach the skills required to strengthen an individual’s mindset. The important part is finding the right people who have the right mindset and the desire to succeed in life.”

Soudi is aware that with the current pace of life, people don’t have too much time on their hands and so he has come up with an innovative way to engage people who sign up for the online programme.

“Currently the average attention span of an individual is 8.25 seconds, which means that training or coaching programmes need to adapt and hold the attention of the audience even more so than ever. Due to this, I’ve created an interactive programme online that requires the participant to engage with the video to move on to the next module. Each module offers valuable lessons and advice that work as a pathway to learning.

“I’ve also created additional material that the participant needs to complete at the end of every module, and as a bonus, all the material will be shared with their sales manager to track their progress.”

So far, his fans are loving it. Soudi’s insights into sales and marketing are invaluable. He emphasises the importance of understanding the value of the problem a business solves in the marketplace. Pricing should reflect this value, and the focus should be on delivering a simple, compelling pitch. Success in sales, he believes, is a numbers game. “Entrepreneurs must reach out to as many prospects as possible and be prepared to address objections while continuously improving their skills. I address all this in my programmes.”

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KEY FACTORS COVERED IN HIS SEMINARS

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FROM SHOOTING OUR PODCASTS TO EDITING CONTENT FOR MY SOCIAL PLATFORMS, WE’VE INTEGRATED THE LATEST TECHNOLOGY TO CREATE AS MUCH VALUABLE CONTENT AS POSSIBLE BASED ON WHAT THE AUDIENCE WANTS TO LEARN OR SEE.”

Soudi says there are key ways to ensure people who’ve enrolled in his programme learn more effectively. “We have many companies that tie up with us to train their sales staff. I find that when a participant’s progress is tracked and shared directly with their sales manager, productivity increases, and all of my courses are geared towards implementing action.

“If a person wants to succeed, they have to practice the strategies and techniques shared in my courses; it’s their responsibility.

Assuming accountability is the defining factor in one’s success.”

Soudi has also created an exclusive club for high-achieving individuals who are determined to succeed, no matter what it takes. “I’m proud to share some of the benefits include lifetime access to selected courses, bi-weekly coaching sessions from my Gladiator coaches and monthly sessions from myself. My team also facilitates networking events so that members receive the opportunity to meet like-minded individuals and within the community, members will receive daily tips and industry news.”

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EXPANDING FANBASE

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Using the power of social media, Soudi has also been able to reach a wider audience. He has more than two million followers across all social platforms and 10 million viewers who’ve watched his ‘inspirational‘ videos. “Social media has helped motivational speakers get their message across to a wider audience. If you’re able to leverage social platforms, you won’t need to constantly prove that you’re an expert in your field because the content you publish will do that for you. I would say that the only challenge is setting yourself apart from every other motivational speaker, and the only way you can do that is through your personal story.

If you always share your personal story, it’ll make you unique and truthful, and the audience will resonate with you. When the audience can resonate with you, they will be inspired.”

Soudi is also leveraging technology as he does social media to enhance the value offered to his followers. “My team and I are leveraging the power of artificial intelligence when it comes to creating content that adds value and motivates users.

“From shooting our podcasts to editing content for my social platforms, we’ve integrated the latest technology to create as much valuable content as possible based on what the audience wants to learn or see.”

THE PRESENT AND FUTURE

Soudi says he is aware of how short life is and the adage “this too shall pass” reminds him to stay in the present, appreciate everything, and avoid procrastination.

“Whether good or bad, life is precious and I want to make the most out of every moment, and follow my purpose. My plans include expanding the international Gladiator Community and inspiring individuals worldwide to lead lives of abundance. My commitment to sharing knowledge and motivating individuals remains unwavering,” he says emphatically.

“I’ve got many programmes and events in the works and look forward to sharing them soon. We’re coordinating with a variety of esteemed keynote speakers to share their knowledge and expertise on a variety of topics with a wide range of audiences.

“From entrepreneurs, and sales and marketing executives to innovators and individuals who want to take action and change their lives. So watch this space.”

As Soudi continues to lead and innovate, his impact on the world of entrepreneurship and personal development is bound to grow, inspiring individuals to take action, achieve their goals, and live lives of abundance. L

SOUDI HAS MORE THAN

TWO MILLION

FOLLOWERS ACROSS ALL SOCIAL PLATFORMS

COVER STORY GLADIATOR MASTERY

LESSONS IN

GLADIATOR MASTERY BY DARIUSH SOUDI

01

In my 40 years of experience, I’ve noticed that one key mistake that good leaders make is the inability to delegate and instead micromanage.

Micromanaging stops them from letting go of the business and inevitably stunts the business’ growth. I would recommend that leaders structure a strong system and always hire someone who knows more than them because they have to accept that they won’t be experts at everything.

02

Entrepreneurs should understand the value of the problem they are solving in the marketplace (which is their product or solution). The focus should be on the pitch and not the price. The pitch needs to be simple; it should communicate its relevance. It’s important to remember that sales is a numbers game so entrepreneurs should be reaching out to as many people as possible. Be prepared to handle any objections your prospects might have. As an entrepreneur, you need to continuously be adapting and sharpening your skills to stay ahead.

03

When most people think of success, they only think about money. I believe that success is having all aspects of your life working together in harmony.

04

I believe in hiring ‘superstars’ to ensure success. These are individuals who are driven, selfmotivated and ambitious. My approach involves trusting my team because trust is a two-way street and nothing will be achieved if either side feels uncertain, underappreciated, or distrusted.

05

As an entrepreneur, you need to be clear about your values and if someone doesn’t align with those values they won’t become a valuable member of your team. As a leader, you need to inspire your team and understand their goals, and provide them with tools or training needed to achieve them.

06

The world is changing faster than ever, with new advancements in technology. I would say that entrepreneurs need to adapt to change more than ever. If you don’t change and adapt your business models to stay ahead of the curve, you’ll be left behind.

FEATURE

ANGEL INVESTORS

SUPERANGELS SUMMIT TO BE HELD IN ABU DHABI THE SUMMIT, WHICH WILL BRING TOGETHER VISIONARIES, INVESTORS AND STARTUPS, WILL TAKE PLACE ON DECEMBER 15 AND 16, 2023, AT THE ABU DHABI NATIONAL EXHIBITION CENTRE major government entities, and prestigious angel networks both domestically and internationally.

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BRINGING TOGETHER LEADERS AND INVESTORS

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Dedicated to celebrating and advancing the art and science of the entrepreneurial world, the event will bring together active and aspiring angel investors, industry leaders and ecosystem enablers from around the world to network, engage and explore opportunities beyond.

“SuperAngels Summit is a powerful platform for investors who are also visionary catalysts to help fresh entrepreneurs realise their potential. We are really excited to bring this summit to Abu Dhabi, the UAE capital, the fastest-growing startup ecosystem in the MENA. Here innovative ideas can outperform success. A wide variety of exciting opportunities is waiting to take off in this veritable crucible of opportunity.

Being a member of this summit is to immerse oneself in the essence of modern enterprise, where he SuperAngels Summit, the world’s first and those with a skill-based piolargest angel investor conference, is coming to neering spirit are called to Abu Dhabi in partnership with The Private Office innovation. of Sheikh Saeed Bin Ahmed Al Maktoum, the “Together, we can create the Department of Culture and Tourism Abu Dhabi, irrevocable future of business Abu Dhabi Convention and Exhibition Bureau, and investment, setting out and Emirates Angels. on a journey where amazing RAVI K RANJAN, The two-day summit will be held on December 15 and founder, SuperAngels opportunities abound, and new 16, 2023, at the Abu Dhabi National Exhibition Centre Summit horizons open up,” says Ravi K (ADNEC), Abu Dhabi.

Ranjan, founder, SuperAngels Summit.

Founded by Ravi K Ranjan, presented by Venture Catalysts++, “I believe in the boundless potential the summit will see participation from well-known VC groups, of entrepreneurship to drive positive

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SPEAKERS AT THE SUMMIT

SUPPORTING STARTUPS

ASHNEER GROVER, Khalifa Al Qubaisi, chief commercial officer at Abu Dhabi founder of BharatPe National Exhibition Centre (ADNEC), which is part of and a ‘Shark’ at Shark Tank India ADNEC Group said, “SuperAngels Summit is a revolution in angel investing, setting the stage for investors to connect, collaborate and catalyse ground-breaking opportunities. It’s a conference like none other. It is a reflection of the transformational impact that angel investors have on the world of startups. In the world of angel investing, we are the architects of innovation, the nurturers of dreams and a bridge between visionary entrepreneurs and transformative opportunities.”

“In the SuperAngels Summit, investors become visionWILLIAM BAO BEAN, aries, and startups find their way,” said Masaood Al managing director, Masaood, chairman of the Board, Emirates Angels, “This Orbit Ventures summit will offer a unique platform where seasoned investors, aspiring angels, and innovative startups converge. It’s an opportunity to network with like-minded individuals, gain insights from expert panels and witness the birth of the next big innovations.

“The summit will inspire, educate, and focus on the Dec, 2023 ADNEC, future of angel investing15-16 ensuring that attendees stay Abu Dhabi at the forefront of the industry trends. This summit will surely be a win for you and your journey as an entrepreneur.”

PAULA TAVANGAR, To elevate the stature of the SuperAngels Summit, co-founder Genesis Capital LATAM many distinguished native angel investors and Ashneer Grover C

Ex-BharatPe

William Bao Bean Orbit Startups

Shikhar Dhawan

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CM

Andreas Baand Larsen

MY

ABAAND Holding EduSphere

Shraddha Sharma

Brian Pallas

Cricketer

YourStory Media

Opportunity Network

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Pakiza Alsouse

CMY

NEOM K

Arjun Vaidya V3 Ventures

Sandy Carter Unstoppable Domains

Sanjiv Bikhchandani Opportunity Network

15-16 Dec, 2023

ADNEC, Abu Dhabi

JOIN THE WORLD’S FIRST & LARGEST

ANGEL INVESTOR SUMMIT Register Now

www.superangelssummit.com Ashneer Grover

C

Ex-BharatPe

William Bao Bean Orbit Startups

1000+ ATTENDEES | 400+ FOUNDERS | 300+ ECOSYSTEM ENABLERSShikhar Dhawan Cricketer PITCH BATTLE | PANEL DISCUSSIONS | STARTUP EXPO | FIRESIDE CHATS Shraddha

M

Y

CM

Andreas Baand Larsen

MY

ABAAND Holding EduSphere

Brian Pallas

Sharma

YourStory Media

Opportunity Network

CY

Pakiza Alsouse

CMY

NEOM K

Arjun Vaidya V3 Ventures

Sanjiv Bikhchandani Opportunity Network

Sandy Carter Unstoppable Domains

PHILIPP CASPERSPABST, senior associate, Dubai Future District Fund

DR APOORVA RANJAN SHARMA, co-founder, Venture Catalyst++

entrepreneurial founders are participating as super speakers, like Dana AlJawder, CTO, MAGNiTT; Abe Seksek, CEO, Rainmaking & Startupbootcamp Mena and Africa; Philipp Caspers-Pabst, senior associate at Dubai Future District Fund; Nancy Najm, Co-Chair 2022 Female Angels and co-founder and CEO, Cloudhoods; and many more.

STAR-STUDDED EVENT

The UAE is emerging as a robust global centre for entrepreneurship, and its primary startup ecosystem is at the forefront of this growth. To enhance the growth of the startup ecosystem and global prominence of the summit, speakers from around the globe are also participating, adding their expertise and making the event shine on an international scale, gathering Ashneer Grover, founder of BharatPe and Third Union, Shark at Shark Tank India and author of best-seller book Doglapan; Felix Lam, director, WYNG43 Social Investment; Christopher Aurand, Open Innovation leader at Thai Union Group PCL; Moshe Hogeg, chairman, Blockchain Research Institute, and many more.

With the line-up of celebrity speakers, SuperAngels Summit has made a milestone move by having 50 global funds grace the event.

Organised to celebrate the essence of angel investing, this summit is uniting top talents from the global startup ecosystem. Moreover, it features compelling pitch battles, insightful keynote panel discussions, engaging fireside chats, and enriching coffee couch conversations. L You can register for the the event on www.superangelssummit.com

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change. As a visionary in this area, my mission is to ignite sparks of innovation and fuel the fires of success in every entrepreneur. Bringing SuperAngels Summit 2023 to Abu Dhabi gives us a tremendous opportunity to engage, explore, and further empower the startup ecosystem in the MENA region,” said Dr Apoorva Ranjan Sharma, co-founder and president, Venture Catalysts++.

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TECHNOLOGY | BY NEESHA SALIAN

Getty Images

FEATURE

LEVERAGING TECH TO STAY IN THE LEAD WANT TO ENSURE YOUR COMPANY STAYS AHEAD OF ITS COMPETITORS? OUR PANEL OF C-SUITE TECH LEADERS TELL US HOW USING TODAY’S TOP TECHNOLOGIES

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AMES HARVEY, CTO ADVISOR EMEA, CISCO APPDYNAMICS

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Today, the digital experience is everything and organisations that can deliver seamless application performance will have a decisive edge when it comes to attracting customers and driving sales.

But managing the availability and performance of digital services in today’s complex hybrid environments can be difficult for organisations.

To overcome this challenge, they need to implement an observability solution that spans across both cloud native and on-premises environments and allows technologists to monitor the health of key business transactions that are distributed across their entire technology landscape. With real-time insights from the business transaction’s

telemetry data, technologists can swiftly understand the root cause of issues and expedite resolution, so that applications always operate at peak performance.

NICOLA BUONANNO, VP SOUTH EMEA, CHAINALYSIS

As cryptocurrencies draw ever-growing interest from institutional investors, we will no doubt see greater efforts being placed on the analysis of markets

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TO ENSURE VALUE, AN ORGANISATION MUST IDENTIFY USE CASES UP FRONT, ALLOWING BOTH FOR MUNDANE APPS THAT OPTIMISE AND TWEAK, AND MOONSHOTS THAT TRANSFORM THE BUSINESS.”

SID BHATIA, REGIONAL VP AND GENERAL MANAGER, MIDDLE EAST, TURKEY & AFRICA, DATAIKU

Before long, it seems gen AI (artificial intelligence) will be part of IT think.

And because digital adoption is in many ways a race to value, enterprises must come up with an adoption strategy that includes consideration of short-term timeto-value, long-term ROI, CAPEX versus OPEX analysis, and an evaluation of on-hand physical, digital, and human resources.

To ensure value, an organisation must also identify use cases up front, allowing both for mundane apps that optimise and tweak, and moonshots that transform the business. A medium-term roadmap and budget should align with a specific adoption path and a platform approach is the best of all worlds – reduced entry barriers, lower costs, faster time to value, easier

BUSINESS LEADERS MUST BE PREPARED TO BREAK DOWN SILOS AND MOVE TOWARDS AN EVERYDAY AI CULTURE WHERE TEAMS COLLABORATE ROUTINELY, AND VALUE CAN BE ADDED REPEATEDLY THROUGH BRAINSTORMING AND RAPID PROTOTYPING

maintenance, more audit options, better governance, and more. But to fulfill its potential, an AI platform requires an organisation-wide shift in mindset. Business leaders must be prepared to break down silos and move towards an everyday AI culture where teams collaborate routinely, and value can be added repeatedly through brainstorming and rapid prototyping. A middle ground must be found between developmental autonomy and governance, so that employees feel empowered to add new value.

HELENA NIMMO, CIO, ENDAVA

In recent decades, digital technologies have undeniably been a differentiator for businesses, to the extent that today, even though it is unrealistic, I still see that businesses consider digital technologies akin to a silver bullet for all their challenges. Instead of addressing foundational aspects for success such as the underlying processes, or company culture, they surge ahead with technology implementations that fail to align with and impact desired business outcomes.

When technology becomes the sole driving force, organisations risk adopting solutions that don’t necessarily align with their unique challenges and needs. This can result in inefficiencies, resistance to change within the targeted user group, wasted resources, and a disjointed implementation process that lacks a clear path to achieving overarching objectives.

Digital transformation should be about aligning technology with the organisation’s overarching mission,

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and assets to gain an edge. Similar to traditional markets, the blockchain ecosystem provides investors with myriad tools to evaluate opportunities and risks presented by any crypto asset, but with additional transparency due to on-chain data. By looking at the distribution, liquidity, and market composition of tokens, investors are well-equipped to make informed decisions.

It’s important to note that raw on-chain data would simply show investors a list of transactions between different crypto addresses, with no indication of what organisations and entities those addresses represent.

Institutions therefore need the right tools to draw actionable insights from on-chain data. For institutional investors, these investments would be well justified for the informed decision-making they facilitate. And for crypto exchanges that are playing in an increasingly competitive field, leveraging such tools to provide retail investors with differentiated insight, could give them the edge they need to stand out from the crowd.

Ultimately, as investors learn more about the practical applications of on-chain data and adopt the tools they need to understand it better, we’ll see more and more institutions and retail investors adopt crypto assets successfully.

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FEATURE

TECHNOLOGY

strategies, and customer-centric goals. By maintaining a balance between technology acquisition and core business objectives, organisations can ensure that their digital acceleration is purpose-driven, cohesive and truly transformative.

VIBHU KAPOOR, REGIONAL VP FOR MEA AND INDIA, EPICOR

As technology continues to permeate all aspects of our personal and professional lives, organizations should consider harnessing the power of digital twins. Sharing similarities to augmented reality, a digital twin is a virtual copy of a physical object.

Sensors from the physical object can feed information into the digital twin. This enables real-time virtual monitoring or even the manipulation of physical equipment from anywhere, all via a digital interface.

The potential benefits of this paradigm are staggering.

For example, a factory floor worker could view a machine in real time by simply following its digital twin on a mobile device.

Moreover, digital twins can be used to run simulations – be it to optimise operations or test edge-case scenarios that could be harmful to the real-world assets that they model. This can help teams enhance efficiencies, define safe operating parameters, or better predict outcomes for different input criteria. A major advantage of digital twins is that they don’t require organisations to replace their existing solutions as in most cases, these systems simply augment the abilities of existing investments.

FRED LHERAULT, CTO EMERGING, PURE STORAGE

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Data has become the engine of progress. But centralised repositories for data are becoming obsolete and legacy approaches for accessing insights will not work for future-minded organisations.

Transporting data from the edge to a centralised data centre for processing brings with it cost increases and

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According to Gartner, by 2025,

75 PER CENT

of all data processing will take place at the edge

TRANSPORTING DATA from the edge to a centralised data center for processing brings with it cost increases and latency hikes

latency hikes.Forward-thinking organisations should be planning at the edge to keep data closer to where it’s created. Edge locations can be managed simply with automation: infrastructure-as-code can deploy and maintain across many sites easily, no matter if they are edge or centrally located. A distributed analytics platform can then analyse data from anywhere without bringing it back to a central location first. This will speed up the time to insight and add a further level of differentiation.

Those who do not invest in the edge risk being left behind by these new environments. According to Gartner, by 2025, 75 per cent of all data processing will take place at the edge. It’s clear that now is the time to invest in edge computing capabilities.

SIMON MORRIS, VP SOLUTIONS CONSULTING, SERVICENOW

Adopting low-code and no-code tools will help organisations with the democratisation of AI. Entrepreneur and author Scott Belsky said, “The greatest distance in the universe isthe space between an idea and its implementation”.

This is because business people are poor at conveying their problems, ideas and solutions into technical specifications; in building the bridge between strategy and execution. It’s a problem that has plagued businesses for as long as we’ve been building software and frustrating our stakeholders by producing misaligned solutions.

Low-code/No-code puts the ability to build a solution into the hands of the people who understand the problem most deeply. It’s an incredibly empowering moment to be given the tools to fix your problems at work.

Innovation must not be exclusive – that word literally means to exclude people. We must include everyone in the effort to digitally transform our businesses and that starts by democratising innovation through citizen development tools.

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Broadly speaking, AI can either assist in performing tasks that humans fundamentally cannot do, or it can help perform the tasks that humans can do but do so at speed and scale. For example, humans cannot detect malicious commands and control activity over encrypted traffic by analysing the temporal flows of bytes and packets between machines.

AI algorithms, on the other hand, can be trained to do precisely this.

Subsequent tasks, like prioritising, analysing, investigating and reporting are tasks that humans are fully capable of doing, but can be aided by AI to perform tasks more quickly and robustly.

TAJ EL-KHAYAT, AREA VP, EMEA SOUTH, VECTRA AI

Given the challenge of ‘more’ in cybersecurity – more attack surface, more evasive attacker methods, more tools/alerts, and more analyst burnout, leveraging AI and automation to detect, prioritise and remediate threats is vital. However, not all AI and automation are built equal and many only add to the problem of more by introducing more alerts and more noise which require SOC (security operation centre) analysts to spend more time tuning rules and triaging alerts.

Assisting in relieving cyber security staff to address people and skill shortages is the primary application of AI in the context of cyber (and beyond). In addition to removing non value-adding, tedious activities, AI models can provide visibility into complex threat activities enabling early detection and thus prevention.

AS THE ROLE OF IT IN BUSINESS GROWS, SO TOO DOES THE IMPACT OF PERFORMANCE, AVAILABILITY, AND SECURITY ISSUES

As the role of IT in business grows, so too does the impact of performance, availability, and security issues.

Traditionally, within IT departments, there are different teams with different responsibilities, who use different tools that are specialised to their functions. This makes it difficult to pinpoint the root cause of an issue when anomalies occur. For this reason, this is a stage where a lot of time is wasted simply trying to identify the resolver group.

It is therefore beneficial for all teams to work within a unified suite.

Modern observability solutions not only look into applications; they also pay equal attention to any other layer of the most complex IT infrastructure.

Such a solution allows all the different teams within the IT organisation to use the same data and features, reducing the time required for root cause analysis.

It’s difficult to bring everything together in a modern, distributed environment, but it has to be done. A proper solution helps reduce costs and can compensate for shrinking head counts. But, more importantly, it protects the value IT brings to the business. L

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Getty Images

ABDUL REHMAN TARIQ BUTT, REGIONAL DIRECTOR MIDDLE EAST, SOLARWINDS

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INTERVIEW

Pics: Supplied

BY NEESHA SALIAN

TRUE GRIT

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Joe De Sena, the founder and CEO of endurance sports brand Spartan, tells us how the Spartan race can help build leadership skills and resilience

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AS THE FOUNDER AND CEO OF THE SPARTAN CHAMPIONSHIP, WHAT ARE THE KEY TRAITS THAT HAVE HELPED YOU EMERGE AS A LEADER IN THIS CATEGORY?

Key traits that have contributed to my leadership in this area include resilience, tenacity, and, most importantly, a genuine sense of purpose. At Spartan, our purpose is to change lives, by giving people from all over the world a chance at working towards being happier and healthier.

This has been the driving force behind our unwavering focus and determination, especially during

challenging times. Our mission is all about transforming individuals for the better.

Like many others, we were hit hard by the pandemic, particularly across the various lockdowns.

Despite the setbacks, the overwhelming support and messages that poured in from the Spartan community inspired us to come back with bigger and better events.

TELL US YOUR STORY AND HOW SPARTAN CAME TO BE. WHAT IS YOUR VISION FOR IT?

THE VISION DRIVING THE SPARTAN BRAND WAS BORN IN THE ’70S

The vision for Spartan was inspired by my mother back in the 1970s when she introduced me to a healthier lifestyle, which included healthy foods, yoga, meditation and long-distance running. Although I initially

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“Running a Spartan race encourages participants to push their limits and to live with less, both physically and mentally, growing muscles they never knew they had.”

IN YOUR EXPERIENCE, HOW CAN THE RACE HELP PARTICIPANTS DEVELOP KEY LEADERSHIP GOALS?

Since launching Spartan, we have seen many leaders turn up at the starting line and they have come out of the race learning many life-changing lessons. One thing that we try to communicate through our events is that leadership often requires discipline and the ability to delay gratification. The individual needs to embody the principle that ‘leaders eat last’.

Running a Spartan race encourages participants to push their limits and to live with less, both physically and mentally, growing muscles they never knew they had. We are proud that in the past 24 years, our ecosystem has seen ten million individuals develop these essential leadership skills, and they have become unbreakable both on the course and in the workplace.

“I reimagined my life by reintroducing my mother’s teachings. When I launched Spartan initially it was

A 350-MILE RACE.”

TELL US ABOUT YOUR DAILY ROUTINE AND HOW IT PREPS YOU FOR A WINNER’S MINDSET.

My daily routine revolves around preparing myself for a winning mindset. I start by clearing all the negative thoughts and cobwebs. First thing, in the morning, I make sure that I’m up at 5am, and then I take a cold shower.

It’s not always the most comfortable way to start the day, but to maintain a winner’s mindset, I had to confront my avoidance of the uncomfortable.

After my shower, I get out of the house to do a two or three-mile run, followed by a bodyweight workout and throughout my daily routine, I keep myself hydrated.

WHAT ARE YOUR KEY TIPS FOR DEALING WITH LIFE’S CHALLENGES?

To tackle life’s greatest challenges, it is vital to maintain a positive and resilient mindset. This involves treating yourself like an Olympian every day by prioritising your health and wellness. Additionally, always finding gratitude in everything you encounter can help you navigate life’s obstacles more effectively. A perspective of gratitude opposes

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didn’t embrace her lifestyle choices, two decades later, I found myself on Wall Street, financially successful but feeling unwell and lacking a sense of purpose.

That’s when Spartan was born. I reimagined my life by reintroducing my mother’s teachings. When I launched Spartan initially it was a 350-mile race.

Today, 24 years later, Spartan has evolved into a global phenomenon, welcoming millions of participants to take part in various race distances and disciplines.

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INTERVIEW

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“Maintaining perspective is crucial when faced with challenges because ultimately, you can have a clear mind to understand how situations could be more challenging.”

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self-pity and resentment, which are two traits that will choke your roadmap to success. Maintaining perspective is crucial when faced with challenges because ultimately, you can have a clear mind to understand how situations could be more challenging. You can give yourself breathing space to recognise the possibilities that lie within your grasp.

IN YOUR OPINION, WHAT IS THE DIFFERENCE BETWEEN A BOSS AND A LEADER?

In my view, a leader inspires, while a boss merely holds a job title.

When a leader makes an effort to inspire their team, they begin to

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“Leaders must take the role of putting their team’s needs before their own, sharing a clear vision, and articulating a compelling purpose.” foster a sense of purpose, motivation and trust to achieve greatness.

On the other hand, a boss may prioritise achieving profitability, before building towards greatness with their team. They won’t necessarily focus on motivating and inspiring the people who work with them.

That kind of method isn’t sustainable as it puts you out of touch with the people that keep your business afloat and by extension, out of touch with your business’ potential.

Leaders must take the role of putting their team’s needs before their own, sharing a clear vision, and articulating a compelling purpose. Anyone and any team who wants to achieve something needs a ‘Why’.

It will be the guiding principle when challenging times hit. During challenging times, it’s even more critical to maintain a sense of direction and motivation.

The team who knows and believes in a shared vision, and whoever knows what the ‘Why’ is, will be motivated to put in the hard work to stay on the roadmap to success.

In a lot of ways, becoming an inspiring leader is like preparing for a Spartan race. Weeks or even months ahead of the race, you want to set a goal that is clear and achievable. You have to want to reach that goal, so you set out to find your ‘Why’, and then you start your training. A lot of successful competitors will tell others about their vision to keep themselves accountable on the days when their motivation runs low.

When it comes down to attempting each of the race obstacles, you are already prepared, because you have your goal and your motivation.

WHAT CAN WE EXPECT TO SEE AT THE UPCOMING SPARTAN CHAMPIONSHIP IN ABU DHABI THIS YEAR?

This year, you can expect to witness the global Spartan community coming together with tremendous excitement for our annual world championship, set in the desert. Expect to feel the pressure – that’s something we never compromise on – and to see some

SPARTAN IS AN INCREDIBLE EVENT THAT UNITES PEOPLE FROM ALL AROUND THE WORLD IN THE SPIRIT OF CAMARADERIE AND COMPETITION

inspiring racers giving it their all in every event in the Super and Team Super races. It’s an incredible event that unites people from all around the world in the spirit of camaraderie and competition.

The obstacle course, as always, will be a real test of grit and resilience and the open heats are the perfect opportunity for everyone to get involved and to test yourself against the best. The heats are open to everybody, so the whole family can get involved. We’ve also introduced a first-of-its-kind night race this year on Friday evening to kick off the World Championship weekend.

It’s our second consecutive year at the stunning Al Wathba venue. Last year, we saw 5,000 participants across the weekend, and we can’t wait for an even bigger turnout this year. L

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HOW CAN LEADERS INSPIRE THEIR TEAMS TO DO WELL IN TOUGH TIMES SUCH AS THESE?

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INTERVIEW 11 | 202 3

BY NEESHA SALIAN

AN AMBITIOUS OUTLOOK Abbas Sajwani, founder and CEO of AHS Properties, talks about being a young entrepreneur and the values that have honed his leadership skills

AS A YOUNG LEADER, WHAT ARE THE LEADERSHIP LESSONS YOU VALUE?

My father, Hussain Sajwani, instilled in me the significance of tenacity and resilience. He has always said: “Challenges should be seen not as roadblocks, but as stepping stones”. Equally important, he highlights the profound impact of relationships; he believes that in both business and personal life, the relationships you forge and how you nurture them shape your legacy.

He also taught me that innovation, more than just embracing technology, is about constantly evolving your mindset. True leadership lies in continuous learning, and I’m fortunate to have had my father as my foremost mentor and guide.

Abbas Sajwani

avenues for growth, innovation and value creation. By the time I delve into these tasks, I am clear-headed, energised and equipped with the right mindset to navigate the entrepreneurial landscape effectively.

HOW DO YOU STAY MOTIVATED?

My motivation stems from two main sources. First, I am deeply inspired by our company’s vision and the transformative impact we aim to achieve in the industry in the immediate future; every project we undertake is a chance to shape the future. Second, the feedback and insights from our clients, partners, and team fuel my drive.

Their trust and the challenges they bring forth consistently push me to set higher standards.

WHAT ARE THE KEY VALUES THAT YOUNG ENTREPRENEURS SHOULD HAVE TO ACHIEVE SUCCESS?

Success doesn’t materialise overnight. Aspiring entrepreneurs must harness patience and maintain a long-term perspective. Staying committed to their vision, especially during challenging times, is imperative, with integrity as the cornerstone of trust in a world brimming with options. Additionally, adaptability is key, given the fluid nature of the business landscape, and core values are your guiding compass, especially when the way forward seems uncertain.

TELL US ABOUT YOUR BUSINESS AND HOW YOU MANAGE YOUR TEAM.

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HOW DO YOU START YOUR DAY?

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When asked how I start my day, my answer is always rooted in intentionality and purpose. The dawn of each day for me isn’t just about routine; it’s about setting the right tone for everything that follows. I believe in the power of gratitude, so I always take a moment to acknowledge the blessings I’ve received and the potential of the day ahead. This mindset of appreciation fuels me with positivity.

Following this, physical wellness is paramount. A brisk workout serves not just as a health ritual but also as a great way to shake off inertia and gear up for the challenges and opportunities that lie ahead. It’s an assertion to myself that I am ready, active and engaged.

Finally, my responsibilities towards my business, AHS Properties, take precedence. The tasks and intricacies associated with it aren’t mere chores, but

THE TASKS AND INTRICACIES ASSOCIATED WITH IT AREN’T MERE CHORES, BUT AVENUES FOR GROWTH, INNOVATION AND VALUE CREATION

Established in 2021, AHS Properties is in the business of creating spaces that not only stand out but also deeply resonate with our clientele.

Real estate, to us, is not just a transaction; it’s the art of crafting lasting legacies, dream homes, and dynamic spaces that mirror our clients’ aspirations.

Leadership, to me, is about empowering my team, and I place immense trust in their expertise. I give them the autonomy they deserve and equip them with the necessary resources.

However, beyond mere management, I strive to cultivate an environment where every idea is cherished, and every voice is heard. L

BOOKS WE LOVE and manage their emotions and the emotions of those around them can create a positive and productive work environment. The book is a valuable resource for business readers looking to enhance their leadership skills.

THE 7 HABITS OF HIGHLY EFFECTIVE PEOPLE

START WITH WHY

BY SIMON SINEK This thought-provoking book inspires organisations to discover and articulate their ‘why’ and use it as a powerful tool to inspire and lead. Sinek’s central message is that organisations and leaders who start with a well-defined and inspiring ‘why’ - their purpose, cause, or belief - are more likely to succeed, inspire others, and achieve longterm success. He illustrates this point with numerous real-world examples, such as Apple, Martin Luther King Jr, and the Wright Brothers, who all led with a clear sense of ‘why’ that ignited passion and loyalty in their followers.

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PRIMAL LEADERSHIP

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BY DANIEL GOLEMAN, RICHARD BOYATZIS AND ANNIE MCKEE The book starts by highlighting the significance of emotional intelligence in leadership. It argues that effective leaders are not just those with high IQs but also those who possess emotional intelligence. Leaders who understand

BY STEPHEN R COVEY This book is a timeless resource for business professionals seeking to enhance their leadership, productivity, and effectiveness. It provides a framework for personal and professional growth that can lead to positive, lasting impacts in the business world.

MINDSET: THE NEW PSYCHOLOGY OF SUCCESS

BY CAROL S DWECK Dweck’s work on the growth mindset and its impact on leadership and personal development is insightful. Dweck

identifies two mindsets: the fixed mindset, which believes abilities are static, and the growth mindset, which sees qualities as malleable.

She demonstrates how individuals with a growth mindset are more likely to embrace challenges, persevere through setbacks, and ultimately achieve higher levels of success. Her research emphasises the importance of cultivating a growth mindset in both personal and professional initiatives, encouraging readers to view failures as opportunities for growth and to unlock their full potential.

TEAM OF RIVALS

BY DORIS KEARNS GOODWIN This book examines Abraham Lincoln’s leadership during the Civil War, showcasing his ability to lead a diverse group of individuals effectively. Goodwin examines how Lincoln assembled a cabinet of political rivals to address the nation›s challenges, offering valuable lessons in leadership, political strategy, and unity during times of crisis.

THE INNOVATOR’S DILEMMA

BY CLAYTON CHRISTENSEN This groundbreaking book examines the challenges companies face when trying to innovate in a rapidly changing market. Christensen introduces the concept of disruptive innovation, where smaller, more agile firms disrupt established industry leaders. He provides numerous case

WE’VE CURATED A COLLECTION OF GREAT BOOKS THAT OFFER VALUABLE INSIGHTS, STRATEGIES, AND INSPIRATION FOR BOTH ASPIRING AND EXPERIENCED LEADERS

THE FIVE DYSFUNCTIONS OF A TEAM

BY PATRICK LENCIONI Lencioni dissects the common pitfalls that hinder team success. He identifies five dysfunctions: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. Through the story of a fictional executive team, he highlights how these issues can erode teamwork and impact an organisation’s performance.

Lencioni offers practical strategies to address these dysfunctions, emphasising the importance of open communication, trust-building, and mutual accountability.

The book serves as a great guide for leaders and team members seeking to cultivate a more cohesive, productive, and results-oriented team dynamic.

GIVE AND TAKE

BY ADAM GRANT Give and Take offers a breath of fresh air to traditional theories of what it takes to be successful.

Backed by in-depth research, the book demonstrates how giving more to others, rather than competing against them, maybe the secret to profound success and fulfillment. Grant argues

that givers, who are generous without expecting immediate returns, often achieve long-term success and satisfaction.

The book provides numerous case studies, research, and practical advice to help individuals and businesses harness the power of giving. It serves as an insightful guide for readers seeking to cultivate a giving mindset and leverage it for personal and professional growth.

THE INTROVERTED LEADER

BY JENNIFER KAHNWEILER Kahnweiler explores the unique strengths and capabilities that introverted individuals bring to leadership roles.

She dispels myths about introversion, emphasising that introverted leaders often possess valuable qualities like deep listening, empathy and thoughtfulness. The book offers practical strategies to help introverted leaders excel in extroverted settings, including effective communication and networking techniques.

It is a good resource for both introverted leaders seeking to harness their potential and extroverted colleagues aiming to better understand and support their introverted counterparts.

LEVELS OF LEADERSHIP

BY JOHN MAXWELL This tome is a step-by-step guide to becoming a true leader with a lasting influence.

It uses engaging real-life stories and inspiring quotes from

successful leaders to describe key pitfalls that may be holding you back, while explaining how to overcome them. Maxwell presents a leadership framework based on five distinct levels of influence and effectiveness. His model starts with the lowest level, ‘Position’, and progresses through ‘Permission’, ‘Production’, ‘People Development’, and ‘Pinnacle’. The book guides readers on how to advance through these levels by developing leadership skills and building meaningful relationships. It emphasises the importance of self-awareness, character and continuous growth.

TRUE NORTH

BY BILL GEORGE This compelling book delves into the concept of authentic leadership.

George contends that effective leadership begins with a deep understanding of one’s inner values, passions, and principles, which he refers to as ‘True North’.

Through personal anecdotes and interviews with successful leaders, George guides business readers in their quest for authentic leadership. He underscores the importance of staying true to one’s values and principles in the face of challenges and external pressures.

The book serves as a roadmap for leaders looking to lead with authenticity, integrity, and purpose, ultimately driving personal and organisational success. L

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studies to illustrate how companies can lose their market dominance by failing to adapt to disruptive technologies and trends. It’s a must-read for business leaders seeking to navigate the complexities of innovation and market dynamics.

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LEADERSHIP LESSONS

HERE’S WHAT SOME OF THE WORLD’S TOP LEADERS, STATESMEN, SPORTSMEN AND CEOS HAVE TO SAY ABOUT LEADERSHIP

FORMER US PRESIDENT THEODORE ROOSEVELT

JACK WELCH, FORMER GE CHAIRMAN AND CEO

ARNOLD GLASOW, HUMORIST AND AUTHOR

“EARN YOUR

LEADERSHIP

EVERY DAY.”

MICHAEL JORDAN, FORMER NBA BASKETBALL PLAYER Getty Images

BEFORE YOU ARE A LEADER, SUCCESS IS ALL ABOUT GROWING YOURSELF. WHEN YOU BECOME A LEADER, SUCCESS IS ALL ABOUT GROWING OTHERS.”

“A GOOD LEADER TAKES A LITTLE MORE THAN HIS SHARE OF THE BLAME, A LITTLE LESS THAN HIS SHARE OF THE CREDIT.”

“YOU DO NOT LEAD

BY HITTING PEOPLE OVER THE HEAD. THAT’S ASSAULT, NOT LEADERSHIP.”

“IN ORDER TO BE IRREPLACEABLE ONE MUST ALWAYS BE DIFFERENT.”

FORMER US PRESIDENT DWIGHT D EISENHOWER

COCO CHANEL, FOUNDER OF CHANEL

THE CHALLENGE OF LEADERSHIP IS TO BE STRONG, BUT NOT RUDE; BE KIND, BUT NOT WEAK; BE BOLD, BUT NOT BULLY; BE THOUGHTFUL, BUT NOT LAZY; BE HUMBLE, BUT NOT TIMID; BE PROUD, BUT NOT ARROGANT; HAVE HUMOR, BUT WITHOUT FOLLY.” JIM ROHN, ENTREPRENEUR, AUTHOR AND MOTIVATIONAL SPEAKER

GB LEADERS

Getty Images

“PEOPLE ASK THE DIFFERENCE BETWEEN A LEADER AND A BOSS. THE LEADER LEADS, AND THE BOSS DRIVES.”

49

A LEADER IS ONE WHO KNOWS THE WAY, GOES THE WAY, AND SHOWS THE WAY.”

“TRUE LEADERSHIP STEMS FROM INDIVIDUALITY THAT IS HONESTLY AND SOMETIMES IMPERFECTLY EXPRESSED… LEADERS SHOULD STRIVE FOR AUTHENTICITY OVER PERFECTION.”

LAO TZU, ANCIENT CHINESE PHILOSOPHER

SHERYL SANDBERG, FORMER COO OF META PLATFORMS

Getty Images

“IMPOSSIBLE IS JUST A WORD THROWN AROUND

BY SMALL MEN WHO FIND IT EASIER TO LIVE IN THE WORLD THEY’VE BEEN GIVEN THAN TO EXPLORE THE POWER THEY HAVE TO CHANGE IT. IMPOSSIBLE IS NOT A FACT. IT’S AN OPINION. IMPOSSIBLE IS POTENTIAL. IMPOSSIBLE IS TEMPORARY. IMPOSSIBLE IS NOTHING.”

INNOVATION

DISTINGUISHES GB LEADERS

BETWEEN A

50

LEADER AND A FOLLOWER.”

STEVE JOBS, CO-FOUNDER AND FORMER CEO OF APPLE

Getty Images

MOHAMMED ALI, FORMER BOXER AND HEAVYWEIGHT CHAMPION OF THE WORLD

WE, IN THE UAE, HAVE NO SUCH WORD AS ‘IMPOSSIBLE’; IT DOES NOT EXIST IN OUR LEXICON. SUCH A WORD IS USED BY THE LAZY AND THE WEAK, WHO FEAR CHALLENGES AND PROGRESS. WHEN ONE DOUBTS HIS POTENTIAL AND CAPABILITIES AS WELL AS HIS CONFIDENCE, HE WILL LOSE THE COMPASS THAT LEADS HIM TO SUCCESS AND EXCELLENCE, THUS FAILING TO ACHIEVE HIS GOAL. I REQUIRE YOU, YOUTH, TO INSIST ON NUMBER ONE.” SHEIKH MOHAMMED BIN RASHID AL MAKTOUM, VICE PRESIDENT AND PRIME MINISTER OF THE UAE AND RULER OF DUBAI

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