Tag #leadership

By Dr. Gilbert A. Ang’ana

A close friend once shared her story with me. A story that, sadly, mirrors the silent suffering of many professionals today. She was passionate about her work, deeply committed, and loyal to her organization. Yet, beneath that dedication lay emotional exhaustion. Her confidence had been chipped away bit by bit by subtle humiliation, unrealistic demands, and an environment where fear was the dominant. Eventually, she sought therapy.

Fortunately, after months of healing and believing she was ready to start afresh, she left that organization for another. In fact it looked like a blessing since the new organization had a glowing reputation for success. But barely two years into her new role, she found herself back in therapy. The same patterns had resurfaced. Different faces, same wounds.

Workplace-inflicted trauma is a reality many people face today. A psychological injury sustained from the way people lead and treat one another at work. Sadly, her story isn’t unique. It’s the lived reality of millions across workplaces today.

The Unspoken Sunday Evening Dread

You can almost sense it every Sunday evening. The sinking feeling that tomorrow is Monday. For some, it’s mild fatigue. For others, it’s anxiety, sleeplessness, even physical sickness. The mere thought of returning to their workplace triggers distress. Then there are those who count down to Friday, live for holidays, and dread every morning because it means stepping into a place that slowly drains their sense of self-worth. These are not isolated emotions. They are symptoms of workplace-inflicted trauma, a silent killer of motivation, creativity, and emotional well-being.

And the irony? Some of the most “successful” organizations, the ones topping performance charts are often the most traumatizing environments for their people. Behind such glossy reports and impressive profits lie teams gasping for psychological air.

Trapped by Necessity, Wounded by Leadership

Many employees cannot leave, even when the workplace breaks them. They have bills to pay, families to feed, or financial commitments tied to the very jobs that are harming them. They wear smiles in meetings, deliver results under pressure, and quietly suffer. The trauma festers, unseen and untreated, until burnout or breakdown becomes inevitable.

At the root of it all is one fundamental cause: leadership.

Toxic workplaces are not created by policies, they are created by people. It is leaders who model behaviors, set tones, and create atmospheres that either uplift or suffocate. A workplace becomes a source of trauma when leadership fails to humanize its people.

Healing Through Humanized Leadership

The question, then, is this: How can leaders create environments where employees feel valued, safe, and energized to contribute meaningfully?

Research, experience, and the reflections I share in my book Purposeful at Heart all point to a simple but powerful focus. Leadership is an act of love.

To heal workplace trauma and prevent it from recurring, leaders must:

Love their team members unconditionally – This is not sentimental love; it’s a deep commitment to the well-being, growth, and dignity of each person. When people feel loved, they stop working out of fear and start working from purpose.

Believe in their people – Many employees are traumatized not by what they do, but by leaders who don’t believe in them. When leaders communicate belief, they awaken confidence and courage in their teams.

Value people genuinely – Valuing someone goes beyond compensation. It’s about listening to them, respecting their perspectives, and recognizing their humanity. A valued employee thrives; an undervalued one withers.

When leaders cultivate such an environment, people wake up with energy and purpose. Work becomes not a burden but a meaningful part of life’s expression.

If you are a Leader, Reflect and Reimagine

The workplace should be a space for growth, creativity, and collaboration, not a source of trauma. Yet, unless leaders confront this reality, we risk normalizing emotional harm as a cost of doing business. It’s time organizations audit not just performance, but psychological climate. It’s time we measure not only productivity, but also people’s peace. Because in the end, sustainable success is built not on exhausted bodies or fearful hearts, but on inspired souls.

Leaders must ask themselves daily – Am I creating an environment where people flourish, or one where they flee emotionally? Only when we humanize leadership will we begin to heal the hidden wounds of workplace-inflicted trauma.

About the Author

Dr. Gilbert Ang’ana is a Leadership, Governance, and Policy Consultant and Founder of Accent Leadership Group. He is a Senior Lecturer and the Dean School of Leadership at PAC University, a Policy Leader Fellow at the European University Institute and a published scholar, he champions human-centred leadership as the future of organisational success. Follow his insights on LinkedIn or visit www.accentleadership.com.

By Dr. Gilbert A. Ang’ana

Picture This:

Saturday morning in Nairobi. A 12-year-old scrolls TikTok at the breakfast table while her “best-friend” mum, dressed for brunch, begs for a selfie, “Hashtag bonding time!” Dad is still asleep after a late-night business dinner. At noon, guilt kicks in: Mum orders pizza and books an evening at the mall. The child shrugs; she’s already gaming with friends online. By bedtime, everyone is exhausted, but no one has actually spoken.

This tableau captures a bigger tragedy: in too many Kenyan homes, parenting is happening through Wi-Fi, wallet, or wishful thinking everywhere but in the hard, heart-to-heart work of presence and guidance. Kenya is witnessing a quiet but consequential crisis: the collapse of parenting. Behind rising cases of youth crime, mental-health struggles, and moral drift, too many children are growing up with parents who are present in name but absent in essence.

The Three Faces of Failing Parenting

The Clingy Parent

In the name of “modern friendship,” some parents mistake permissiveness for love. They blur the line between guidance and indulgence, desperate to be their children’s best friends. Boundaries vanish; discipline feels old-fashioned. But when a parent abdicates authority, a child loses the guardrails needed to develop resilience and moral clarity. Can a parent’s friendship be a substitute for their leadership?

The Absent Parent

Others are physically and emotionally unavailable. Their calendars brim with work, social outings, or endless travel. They outsource nurture to nannies, teachers, or screens. Children, craving connection, either rebel to attract attention or retreat into isolation. These parents often console themselves with the promise of a better future for the family, forgetting that children need presence more than presents.

The Splash Parent

Then there are those who try to “buy back” their children’s affection. They shower them with gadgets, lavish trips, and pocket money, hoping material comfort will fill the emotional gap. But affection bought is never secure; it breeds entitlement and a hunger for more, while masking a deeper ache for conversation, guidance, and trust.

The Stakes for Society

The consequences ripple beyond the family. Kenya’s future workforce, leaders, and citizens are being shaped today. When home ceases to be the first school of values, society pays the price in rising delinquency, fragile relationships, and diminished civic responsibility. Research consistently shows that strong parental engagement, clear boundaries combined with warmth, correlates with better academic outcomes, lower risk behaviours, and higher emotional well-being.

How Do We Reclaime the Parental Mandate

The reality is, I am not very sure. Reversing this collapse requires courage and cultural honesty. However, since I am also on an intentional journey, I share tips below that could help.

Re-centre Parenting as Leadership – Parenting is not a part-time hobby; it is the most critical leadership role we will ever hold. Children need parents who guide, not simply entertain or bankroll.

Set Boundaries and Model Character – Discipline is not oppression. It is love expressed as structure. Parents must embody the values: integrity, empathy, hard work, they hope to see in their children.

Prioritize Presence Over Performance – The simplest gifts, unhurried meals, shared chores, bedtime conversations, nourish a child’s sense of worth far more than any expensive outing.

Leverage Community – Extended families, faith groups, and schools can reinforce, but never replace, the parental role. Communities must champion and support parents in this demanding task.

A National Imperative

Kenya stands at a demographic crossroads. Our young population is an immense asset, if well nurtured. But without intentional, engaged parenting, we risk raising a generation brilliant with technology yet starved of empathy, discipline, and civic spirit.

The collapse of parenting is not inevitable. It is a choice, and so is its reversal. Let us choose presence over distraction, guidance over indulgence, and authentic love over material substitutes. Our children, and our nation’s future, deserve nothing less.

By Dr. Gilbert Ang’ana

Dr. Gilbert Ang’ana is a Leadership, Governance, and Policy Consultant and Founder of Accent Leadership Group. He is a Senior Lecturer and the Dean School of Leadership at PAC University, a Policy Leader Fellow at the European University Institute and a published scholar, he champions human-centred leadership as the future of organisational success. Follow his insights on LinkedIn or visit www.accentleadership.com.

By Dr. Gilbert Ang’ana

Executive Summary

Kenya’s leadership crisis goes beyond individual presidents to a deeply entrenched culture of an “imperial presidency.” Drawing from a sentiment analysis of Kenya’s five presidents, this article explores the persistent gap between campaign promises and delivery. It exposes the systemic flaws in the presidency as an institution, including centralisation of power, patronage, and weak accountability. I outline critical reforms to be enhanced: strengthening institutions, deepening devolution, fostering civic empowerment, and promoting meritocracy. Ultimately, the way forward lies in reimagining the presidency as a servant institution, not a seat of unchecked power, driven by accountability and shared leadership.

The Lingering Question

Kenya’s political history, from its independence in 1963 to the present, reveals a concerning trend. The grand promises made by presidents during their campaigns frequently do not materialise once they take office. Recently, I shared initial findings from a sentiment analysis centred on Kenya’s five presidents: His Excellencies Jomo Kenyatta, Daniel Arap Moi, Mwai Kibaki, Uhuru Kenyatta, and Dr. William Ruto. The data revealed a disheartening reality: a substantial gap exists between the electoral promises and the actual fulfilment of agenda items in each administration. This finding compels us to consider a crucial question: Is the issue with the individual president or the presidency as an institution? This inquiry is crucial for shaping Kenya’s future. Discerning whether the challenges in Kenya’s leadership stem from the individuals in the State House or from the inherent structure and culture of the presidency, stakeholders, including citizens, political parties, and governance institutions, can devise more effective and targeted solutions.

Personality vs. Policy

Each president assumes office with a distinct persona, a comprehensive vision, and a campaign manifesto replete with commitments. Jomo Kenyatta’s rhetoric of unity, Moi’s “Nyayo philosophy” advocating peace, love, and unity, Kibaki’s pledges for economic reform, Uhuru Kenyatta’s initiatives for digital transformation and the Big Four Agenda, and Dr. William Ruto’s bottom-up economic model, each leader has articulated objectives that resonated with the electorate. Nevertheless, the essence of leadership transcends mere promises; it encompasses delivery, integrity, and sustainable impact. The personality of each president has significantly influenced their governing style.

Kenyatta Sr. maintained a nationalist yet centralised approach, Moi solidified patronage and survival politics, Kibaki exemplified technocratic leadership, leading to relative economic growth, Uhuru navigated a complex legacy of infrastructure development tainted by corruption, and Dr. Ruto inherited economic hardship while advocating for a people-centred economic revival. However, none have entirely evaded the criticism of overpromising and underdelivering. This highlights a persistent concern: even the most capable individuals appear to underperform once in office. What accounts for this phenomenon?

A Flawed System?

The presidency in Kenya transcends the status of an office. It constitutes a superstructure deeply imbued with executive power, control, and historical complexities. Colonial legacies, the centralisation of authority, and a winner-takes-all political culture have shaped it. The 2010 Constitution endeavoured to rectify some of these challenges by introducing devolution alongside institutional checks and balances. Nevertheless, the presidency continues to possess a disproportionately significant degree of power. Appointments, budgetary allocations, national security, and foreign policy are all consolidated under a singular office. This institutional overreach frequently hampers even the most well-intentioned presidents. The bureaucratic inertia, entrenched interests, and political expectations surrounding the presidency erect significant barriers to reform. Furthermore, the personalisation of power, whereby state functions and presidential will become increasingly indistinct, has transformed the presidency into an emblem of both hope and despair. This situation fosters a political culture wherein development is perceived as a privilege conferred by the president, rather than an entitlement accessible through a functional system.

What the People Are Saying

The sentiment analysis I conducted examined a broad spectrum of public data, encompassing social media posts, media articles, public speeches, and policy reviews. The analysis revealed a consistent trend of disappointment following elections. The initial euphoria associated with electing a new president often rapidly transforms into skepticism and ultimately disillusionment. Key themes that emerged include:

1. Broken Promises: From infrastructure to healthcare, presidents have frequently failed to fulfil their declared commitments.
2. Corruption Fatigue: Each presidency has grappled with systemic corruption, thereby eroding public trust.
3. Personalisation of Power: Numerous citizens have voiced concerns that the presidency functions more like a monarchy than a democratic institution.
4. Lack of Accountability: Oversight institutions remain either feeble or co-opted, which enables the president to operate with impunity.

This data does not solely implicate individuals; rather, it illustrates a systemic issue that endures irrespective of who occupies the office. Looking at the global context, mature democracies have successfully separated the individual from the institution. The presidency of the United States—though not a perfect example due to the current challenges, still has positive aspects to highlight—while powerful, is constrained by rigorous checks from Congress, the judiciary, the press, and civil society. In contrast, Scandinavian countries, with their robust parliamentary systems, distribute power to prevent overreliance on a single office. Conversely, in Kenya, the presidency remains a central locus of power. Even cabinet secretaries, governors, and heads of parastatals often await presidential directives before taking action. This bottleneck results in inefficiency and restricts innovation in governance.

It is evident that the issue extends beyond the individuals who ascend to the presidency; it also encompasses the institutional and cultural framework of the presidency itself. Kenya operates within an “imperial presidency” model, whereby the head of state concurrently functions as the head of government and the principal authority for national decision-making. This culture encourages: Patronage over performance; loyalty over merit; secrecy over transparency; and centralisation over subsidiarity. Such a system undermines critical thinking, deters the growth of independent institutions, and perpetuates a cycle of unfulfilled promises.

What Needs to Change?

Enhancing the oversight institutions, including the Auditor General, the Ethics and Anti-Corruption Commission, and Parliament, to ensure accountability of the presidency is an avenue that has not been fully explored in Kenya. While efforts have been made to strengthen devolution, further actions are needed to grant counties greater autonomy, financial independence, and legislative flexibility. Furthermore, the emergence of a more active and vibrant youth demographic in Kenya provides a beacon of hope. Nonetheless, additional efforts are essential to cultivate a citizenry that is engaged, assertive, and well-informed. The parliamentary culture across the countries, the National Assembly, and the Senate must evolve to formulate development policies that extend beyond the political cycles of presidencies and leadership. The practice of depending on presidential patronage must cease; appointments to public positions should be grounded in competence rather than loyalty or ethnic affiliations.

Ultimately, political parties should evolve into institutions founded on ideology and accountability, rather than merely serving as vehicles for electoral success. It is imperative to foster a national dialogue regarding the scope and limitations of presidential authority. The responsibility also lies with citizens. Apathy, hero worship, and low civic awareness have allowed the presidency to operate unchecked. Civil society, media, academia, and faith institutions must reclaim their space in governance discourse. Citizens must: Vote wisely and issue-based; demand transparency and performance; resist ethnic mobilisation; and engage in policy processes.

Kenya finds itself at a pivotal crossroads. The presidency ought to function as an instrument of transformation rather than merely a platform for unfulfilled promises. To advance, it is imperative that we reconceptualise the role of the presidency not as the singular driver of development but as an integral part of a system characterised by shared leadership. The inquiry should not focus on whether the president is competent or incompetent; rather, the critical question is whether the current structure of the presidency is designed to effectively serve the populace. We must urgently transition from a model of personalisation to one of institutionalisation, moving away from idolization and towards accountability. If we genuinely seek progress, we must cease our fixation on the individual in office and begin to reformulate the functions of the presidency. Only in doing so will we disrupt the cycle of hope and disappointment that has come to define our political landscape.

About the Author, Dr. Gilbert Ang’ana
Gilbert A. Ang’ana is a 2024-2025 Policy Leader Fellow at the EUI’s Florence School of Transnational Governance and a Founder/CEO at Accent Leadership Group. Gilbert’s research interests include leadership, governance, sustainable development goals, and transnational policy.

For decades, millennials in Kenya have been hailed as the “future leaders.” From childhood, we were told that we would inherit the mantle of change, that we would revolutionise industries, lead nations, and redefine society. Yet, here we are, in our late 30s and early 40s, still being called the “future” while leadership opportunities slip further away.

Meanwhile, the cutoff age for youth-targeted programs, grants, and opportunities is often set at 35. The irony? Millennials have aged out of the very systems meant to empower young leaders, yet we are still not viewed as the leaders of today. Were we jinxed with an eternal waiting game? Is the promise of leadership for millennials a mirage we were always meant to chase but never reach? And how can Gen Z avoid this endless loop of postponed power?

The Stolen Promise of Leadership

The “future leaders” mantra wasn’t just an encouragement. It was a programmed delay. The phrase subtly conditioned millennials in Kenya to wait, to hold off, to keep preparing instead of seizing leadership when the time was right especially in the political leadership. The problem is the time was never “right” for us.

• In our 20s, we were told we were too young and inexperienced.
• In our 30s, we were advised to be patient and keep learning.
• In our 40s, we’re still being called the “future,” as if leadership is forever on the horizon but never within reach.

This endless postponement of power has left millennials disillusioned, watching older generations cling to authority while younger generations position themselves as the new torchbearers. It begs the question – were we never meant to lead?

The Structural Barriers That Block Millennials

It is no accident that millennials in Kenya find themselves stuck in this cycle. Several systemic issues have ensured that we never quite arrive at the leadership table:

Boomers Holding on to Power: The older generation’s reluctance to pass the baton has been a significant roadblock. Many boomers and Gen X leaders have stayed in power far longer than anticipated, refusing to step aside for fresh perspectives. This stagnation has kept millennials in waiting mode, never given the chance to prove their top political leadership potential.

The Economic Setback: Millennials entered the workforce during economic crises, 2008’s financial collapse, stagnating wages, and soaring student debt. While past generations climbed corporate ladders with relative ease, millennials had to fight just to stay afloat. Many struggled to build financial stability, let alone claim leadership positions.

The Age-Locked System: Opportunities meant for young leaders often cap eligibility at 35. But when millennials were in their 20s, leadership positions were scarce. Now, in our late 30s and early 40s, we’re deemed too old for youth programs but not yet established enough for executive and top political leadership roles. This strategic cutoff ensures that leadership keeps slipping from our grasp.

Breaking the Cycle: Lessons for Gen Z

If Gen Z wants to avoid the same trap, they must break the cycle and claim leadership now—without waiting for permission. Here’s how:

• Don’t Wait for It: One of the biggest lessons for millennials was realising that leadership isn’t just going to come to us on its own. Gen Z should boldly take the reins! They can run for office, pursue executive roles, and create their own leadership opportunities instead of waiting for an invitation.
• Extend the Table: If the current leadership structure isn’t welcoming enough, Gen Z can build their own systems! It’s all about creating new platforms, industries, and opportunities rather than trying to squeeze into outdated models that were never meant to include them.
• Ignore the “Too Young” Lie: When people say, “You’re too young to lead,” remember that it’s just a way to delay your power. Millennials faced the same challenge, and as time went on, we were told we were suddenly “too old.” The best time to lead is always right now!
• Leverage Technology and Social Movements: Millennials didn’t have the advantage of digital activism the way Gen Z does today. With social media and grassroots movements, Gen Z has the power to drive change faster than any generation before! It’s important for them to use this opportunity to amplify their voices, connect communities, and inspire institutional shifts.

Millennials: It’s Not Too Late

While millennials find themselves trapped in a cycle of postponed leadership, there remains hope. The essential action is to cease the waiting. Here’s how we can assert our significance:

• Challenge the Narrative: We are not the leaders of tomorrow; we are the leaders of today. It’s crucial to shift the conversation and claim our power in the present instead of anticipating an invitation that may never arrive.
• Create Parallel Leadership Structures: If traditional institutions exclude us, we must build our own. Through startups, independent media, or grassroots movements, millennials need to forge spaces where they can lead on their own terms.
• Mentor and Collaborate with Gen Z: Instead of viewing Gen Z as rivals, millennials ought to collaborate with them to end the cycle of postponed power. Together, these generations can challenge the status quo and dismantle outdated hierarchies.
• Run for Office, Take Leadership Roles: In politics, corporate leadership, or community initiatives, millennials need to step into leadership roles now. The more of us who take action, the more challenging it becomes to keep us on the sidelines.

Leadership is Now, Not Tomorrow

The notion that millennials are the “future leaders” has been misleading, keeping us in a cycle of preparation, hope, and anticipation while actual leadership stayed just beyond our grasp. If we keep waiting, we risk growing older, still convinced that our time will eventually arrive. Gen Z needs to learn from our errors and seize leadership now without seeking approval. Millennials should discard the falsehood of the “future leader” and step into the roles we were always meant to occupy. The moment is now. No more delays. No more justifications. We lead today.

Author

Dr. Gilbert A. Ang’ana is a Social Scientist at the core. He thinks, acts, and influences on leadership, governance, and policy.

Employee retention is a critical issue for organizations globally, but it takes on a unique urgency in the African context, particularly in Kenya. In the United States, a LinkedIn workforce survey highlights that seven out of ten employees are likely to leave an organization if they encounter poor management.

While similar comprehensive data may be lacking in Africa, the increasing unrest among the youth regarding governance and leadership within organizations suggests that this trend is not limited to Western countries. Understanding the key behaviours that drive employees to quit and implementing strategies to mitigate these issues is essential for African organizations aiming to retain top talent.

Four Key Behaviors that Drive Employees to Quit

• Micromanagement and Lack of Autonomy: Micromanagement is one of the most detrimental behaviours a manager can exhibit. It stifles creativity, undermines employee confidence, and signals a lack of trust in the team’s capabilities. When employees feel that their every move is being watched and controlled, they become disengaged and demotivated. Over time, this leads to burnout and a desire to seek employment where their skills and judgment are trusted and valued.
• Poor Communication and Lack of Feedback: Communication is the cornerstone of effective management. When managers fail to communicate clearly, consistently, and transparently, employees are left in the dark about expectations, organizational goals, and their own performance. Moreover, a lack of constructive feedback denies employees the opportunity to grow and improve. When communication is inadequate, employees often feel undervalued and confused, leading to frustration and eventually resignation.
• Inconsistent or Unfair Treatment: Perceived fairness and equity in the workplace are critical to employee satisfaction. When managers show favoritism, apply policies inconsistently, or engage in discriminatory practices, it erodes trust and morale within the team. Employees are more likely to quit when they believe that they are being treated unfairly, especially if they see others receiving preferential treatment without merit.
• Lack of Career Development Opportunities: Employees are increasingly seeking opportunities for professional growth and advancement. When managers do not provide or support opportunities for learning, skill development, and career progression, employees may feel that they have reached a dead end in their current role. This stagnation can prompt them to seek out organizations that are more invested in their long-term career goals.

Strategies for HR Teams to Help Leaders Improve

To address these challenges and reduce employee attrition, Human Resource (HR) teams must play a proactive role in developing and supporting effective leadership within organizations. Here are some strategies that can help:

• Leadership Development Programs: HR should design and implement comprehensive leadership development programs that focus on building the skills necessary for effective management. This includes training on emotional intelligence, conflict resolution, communication, and decision-making. By equipping leaders with the right tools, organizations can create a more supportive and empowering work environment.
• 360-Degree Feedback Systems: Implementing 360-degree feedback systems allows managers to receive input from their peers, subordinates, and superiors. This holistic view of their performance can help them identify blind spots and areas for improvement. HR teams can then work with managers to address these issues through targeted coaching and development plans.
• Promoting a Culture of Open Communication: HR should encourage and facilitate open communication within the organization. This can be achieved by establishing regular check-ins, town hall meetings, and anonymous feedback channels where employees can voice their concerns without fear of retaliation. Managers should be trained to actively listen and respond constructively to employee feedback, fostering a culture of transparency and trust.
• Creating Clear Career Pathways: To address the issue of career stagnation, HR teams should work with managers to create clear career pathways for employees. This includes identifying potential opportunities for advancement, offering mentorship programs, and supporting further education and training. When employees see a future within the organization, they are more likely to stay and contribute to its success.

The correlation between poor management and high employee turnover is undeniable. While data from Western countries like the United States may not fully reflect the African context, the underlying principles remain relevant. In Kenya and other African nations, where the workforce is increasingly vocal about the need for good governance and leadership, addressing the root causes of employee dissatisfaction is essential. By recognizing the key behaviours that drive employees to quit and implementing strategic HR interventions, organizations can create a more stable, motivated, and productive workforce. This, in turn, will enhance organizational performance and contribute to the broader goals of economic development and social stability in the region.

Author

Dr. Gilbert A. Ang’ana is a Leadership, Governance, and Policy Consultant and Advisor. He is the CEO of Accent Leadership Group whose purpose is to enable leaders to influence beyond positional authority. He is also a Policy Leader Fellow at the European University Institute and an Adjunct Faculty at ACT University, Rwanda.

In a world saturated with diverse leadership styles, the concept of “natural dominance” stands out as a beacon of authentic influence. Natural dominance isn’t about authoritarian control or an overbearing presence; rather, it’s about harnessing one’s inherent strengths and unique qualities to inspire and lead effectively. In this article, we explore how understanding and leveraging your natural dominance can set you apart as a leader, drive your influence, and establish your brand.

What Sets You Apart?

Every individual possesses a unique blend of traits that contribute to their leadership style. These traits, often referred to as one’s “natural dominance,” are the core strengths that define how a person naturally influences others. Identifying these traits is the first step toward leading authentically and effectively. Here are some ways to recognize what sets you apart:

• Self-Reflection: Take time to reflect on your experiences, both personal and professional. Consider moments when you felt most in your element, when you were able to lead effortlessly and effectively. What qualities were you exhibiting during those times?
• Feedback from Others: Seek feedback from colleagues, mentors, and peers. Often, others can provide valuable insights into your natural strengths and how they perceive your leadership.
• Personality Assessments: Tools such as the Myers-Briggs Type Indicator (MBTI), StrengthsFinder, and DISC can offer structured insights into your dominant traits and how they influence your leadership style.

Driving Your Influence

Once you’ve identified your natural dominance, the next step is to harness these strengths to drive your influence. Here are some strategies to consider:

• Authenticity: Be true to yourself. Authenticity builds trust, and trust is the foundation of effective leadership. When you lead authentically, people are more likely to follow you because they believe in your vision and trust your intentions.
• Consistent Communication: Use your natural communication style to connect with others. Whether you are a charismatic speaker, a thoughtful listener, or a strategic thinker, consistent and genuine communication reinforces your leadership presence.
• Empowerment: Leverage your strengths to empower others. A leader who understands their natural dominance can inspire and motivate their team by recognizing and nurturing the unique strengths of each team member.
• Adaptability: While it’s important to lead from your strengths, being adaptable ensures you can meet the needs of various situations and diverse teams. Flexibility in approach, while staying grounded in your core strengths, enhances your effectiveness as a leader.

Establishing Your Brand

Your natural dominance is a key element of your personal brand as a leader. Establishing a strong, recognizable brand requires deliberate effort and consistency. Here are some tips:

• Clarity of Vision: Clearly articulate your vision and values. Your vision should reflect your core strengths and the unique value you bring to the table. Consistently communicate this vision to reinforce your brand.
• Visible Expertise: Position yourself as an expert in your area of strength. Share your knowledge through writing, speaking engagements, and social media. Visibility enhances your credibility and reinforces your brand.
• Consistency in Actions: Your actions should consistently reflect your natural dominance and core values. Consistency builds reliability and trust, which are essential for a strong personal brand.
• Networking: Build a network of like-minded individuals who share your vision and values. Networking not only expands your influence but also reinforces your brand through association with others who reflect your strengths.

Recommendations for Leaders

• Invest in Self-Discovery: Continuously invest in understanding your strengths and areas for growth. Self-awareness is a lifelong journey and the foundation of effective leadership.
• Cultivate Emotional Intelligence: Understanding and managing your emotions, as well as those of others, enhances your ability to lead from your natural dominance. Emotional intelligence fosters empathy, resilience, and effective communication.
• Seek Mentorship: Find mentors who can provide guidance and feedback. A mentor can help you refine your strengths and navigate challenges, further enhancing your natural dominance.
• Lead with Purpose: Align your leadership with a greater purpose. Purpose-driven leadership inspires and motivates others, amplifying your influence and impact.

Leading from your natural dominance is about embracing your authentic self and leveraging your inherent strengths to inspire and influence others. By understanding what sets you apart, driving your influence through authenticity and empowerment, and establishing a strong personal brand, you can lead with confidence and impact. Leaders who tap into their natural dominance not only stand out but also create a lasting, positive influence in their organizations and beyond.

Author

Dr. Gilbert A. Ang’ana is a Leadership, Governance, and Policy Consultant and Advisor and the CEO of Accent Leadership Group. Dr. Ang’ana’s purpose is to challenge leaders across various contexts to influence beyond positional authority.

Leadership has evolved from the traditional authoritative style to a more inclusive and empathetic approach. This shift is crucial in today’s dynamic work environment, where connection, engagement, and productivity are key to success. Leaders who humanize their approach can foster a thriving organizational culture.

The Power of Empathy

Empathy in leadership means understanding and sharing the feelings of your team members. It is about putting yourself in their shoes and considering their perspectives.

• Example: Imagine a team member struggling with a personal issue that affects their work performance. A humanizing leader would take the time to listen, provide support, and possibly offer flexible working arrangements to help them through their tough time. This not only shows compassion but also builds loyalty and trust within the team.

Transparency Builds Trust

Transparency involves being open and honest about decisions, processes, and the reasons behind them.

• Example: When organizational changes are on the horizon, a transparent leader will communicate the upcoming changes, the rationale behind them, and how they will impact the team. This approach reduces uncertainty and rumours, promoting a culture of openness and trust.

Empowerment Fuels Innovation

Empowerment means giving team members the autonomy to make decisions and take ownership of their work.

• Example: A leader who encourages their team to take on new projects and make decisions demonstrates trust in their abilities. This empowerment leads to increased innovation, as team members feel confident to propose and implement new ideas.

Recognition Boosts Morale

Recognition is about acknowledging and celebrating the achievements and efforts of your team members.

• Example: Regularly celebrating milestones, whether big or small, helps boost morale. A leader who takes time to recognize and appreciate hard work can significantly increase motivation and job satisfaction within the team.

Authenticity Creates Connection

Authenticity means being genuine and true to oneself in all interactions.

• Example: When a leader admits their mistakes and shows vulnerability, it creates an environment where team members feel safe to be themselves. This authenticity fosters deeper connections and a more cohesive team.

Humanizing vs. Demonizing Leadership

Humanizing Leadership

Behavior	Description	Practical Examples
Empathy	Understanding and sharing the feelings of others.	A leader takes time to listen to a team member’s personal challenges and offers support.
Transparency	Being open and honest about decisions and the rationale behind them.	A leader shares the reasons behind organizational changes, including both positive and negative impacts.
Empowerment	Encouraging team members to take initiative and make decisions.	A leader delegates meaningful tasks and trusts their team to execute them independently.
Recognition	Acknowledging and celebrating the achievements of team members.	A leader publicly praises a team member’s hard work and contributions in meetings or company-wide communications.
Authenticity	Being genuine and true to one’s values.	A leader admits mistakes and shows vulnerability, fostering a culture of trust.

Demonizing Leadership

Behavior	Description	Practical Examples
Micromanagement	Overly controlling every aspect of team members’ work.	A leader frequently checks on employees’ tasks, undermining their autonomy and confidence.
Opaqueness	Keeping information hidden or sharing it selectively.	A leader makes decisions without consulting the team or explaining the reasoning behind those decisions.
Disempowerment	Preventing team members from taking initiative.	A leader denies team members opportunities to take on new challenges or make decisions.
Neglect	Ignoring the achievements and well-being of team members.	A leader never acknowledges or rewards employees’ hard work and contributions.
Inauthenticity	Acting in ways that are not genuine or true to one’s values.	A leader pretends to care about employees’ issues but shows no real commitment to addressing them.

Humanizing leadership is not just a trend; it is a necessity in the modern workplace. Leaders who embrace empathy, transparency, empowerment, recognition, and authenticity can create a work environment that drives higher connection, engagement, and productivity.

By contrast, leaders who demonize their leadership through micromanagement, opaqueness, disempowerment, neglect, and inauthenticity can expect low morale, high turnover, and reduced productivity.

To drive meaningful change, leaders must commit to humanizing their approach, putting people at the center of their leadership practices. This shift will not only enhance individual and team performance but also contribute to the overall success and sustainability of the organization.

Author

Dr. Gilbert A. Ang’ana is a Leadership, Governance, and Policy Consultant and Advisor and the CEO of Accent Leadership Group. Dr. Ang’ana’s purpose is to challenge leaders across various contexts to influence beyond positional authority.

In today’s fast-paced, achievement-driven world, productivity is often celebrated as a hallmark of success. However, there exists a dark side to this relentless pursuit: toxic productivity. Unlike healthy productivity, which aligns with personal goals and well-being, toxic productivity is characterized by an unhealthy obsession with constant output, leading to stress, anxiety, and eventually, burnout.

Understanding Toxic Productivity

Toxic productivity is a state where individuals feel an incessant need to be productive at all times, often at the expense of their mental and physical health. It stems from societal pressures, cultural norms, and internalized beliefs that equate self-worth with accomplishments and work output. This mindset can lead to:

• Neglect of Personal Needs: Prioritizing work over sleep, nutrition, exercise, and social connections.
• Perfectionism: Setting unrealistically high standards and being overly critical of oneself.
• Inability to Rest: Feeling guilty when taking breaks or engaging in leisure activities.

The Link Between Toxic Productivity and Burnout

Burnout is a state of chronic physical and emotional exhaustion caused by prolonged stress and overwork. It is often the result of toxic productivity, which creates an unsustainable cycle of constant effort without adequate recovery. The key factors contributing to burnout include:

• Tension: The pressure to continuously perform and achieve can create immense psychological tension.
• Stress: The relentless pursuit of productivity leads to stress, which, if unmanaged, can have severe health consequences.
• Misalignment: When one’s work is not aligned with their passions and values, the disconnect can drain motivation and joy, exacerbating the risk of burnout.

Misalignment with Purpose: The Core of Burnout

Contrary to popular belief, burnout is not merely a result of hard work. It is deeply rooted in the misalignment between one’s work and what they genuinely love doing. When people engage in activities that resonate with their purpose and passions, they are less likely to experience burnout. This alignment fuels intrinsic motivation and sustains energy levels, even during demanding periods.

However, when there is a misalignment—when individuals are forced to work in environments or on tasks that do not resonate with their core values or interests—the likelihood of burnout increases. This misalignment can manifest in several ways:

• Lack of Fulfillment: Engaging in work that feels meaningless or unimpactful.
• Value Conflict: Working in environments that contradict personal beliefs or ethical standards.
• Skill Mismatch: Performing tasks that do not utilize one’s strengths or capabilities.

To mitigate the risk of burnout, it is essential to cultivate a sense of purpose in one’s professional life. Purpose-driven work aligns with personal values, passions, and strengths, providing a sense of meaning and fulfillment. Here are some strategies to align work with purpose and prevent burnout:

• Self-Reflection: Regularly evaluate your career goals, values, and passions. Identify what truly motivates and inspires you.
• Set Boundaries: Establish clear boundaries between work and personal life to ensure adequate time for rest and rejuvenation.
• Pursue Meaningful Work: Seek out roles and projects that resonate with your core values and interests.
• Prioritize Well-Being: Incorporate self-care practices into your routine, including exercise, mindfulness, and hobbies.
• Continuous Learning: Engage in activities that promote personal and professional growth, keeping you engaged and motivated.

Humanizing Leadership: Fostering Alignment in Teams

Leaders play a crucial role in preventing toxic productivity and fostering an environment where team members can align their work with their purpose. Humanizing leadership—an approach that emphasizes empathy, connection, and holistic well-being—can significantly impact team engagement and productivity. Key aspects of humanizing leadership include:

• Empathy: Understanding and addressing the individual needs and challenges of team members.
• Support: Providing resources and opportunities for professional development and personal growth.
• Flexibility: Encouraging a healthy work-life balance and respecting personal boundaries.
• Recognition: Acknowledging and celebrating achievements and contributions, fostering a sense of value and belonging.

Toxic productivity is a pervasive issue in modern society, driving individuals towards burnout through relentless pressure and misalignment with their true passions. By recognizing the signs of toxic productivity and prioritizing alignment with purpose, individuals can protect their well-being and achieve sustainable success. Leaders, too, have a pivotal role in creating environments that nurture purpose-driven work, ultimately leading to more engaged, motivated, and productive teams. In the end, true productivity arises not from constant output, but from meaningful, fulfilling work that aligns with our deepest values and passions.

Author

Dr. Gilbert A. Ang’ana is a Leadership, Governance, and Policy Consultant and Advisor and the CEO of Accent Leadership Group. Dr. Ang’ana’s purpose is to challenge leaders across various contexts to influence beyond positional authority.

In today’s rapidly evolving business landscape, leaders are confronted with unprecedented challenges. To thrive, they must adopt a stretch mentality—a mindset that encourages pushing beyond comfort zones, embracing uncertainty, and continuously striving for growth. This article explores the concept of a stretch mentality and presents a comprehensive framework for cultivating this mindset in leaders.

Understanding the Stretch Mentality

A stretch mentality is characterized by a proactive approach to growth and development. Leaders with this mindset are not content with the status quo; they actively seek opportunities to expand their capabilities and those of their teams. This mentality involves several key attributes:

• Growth Orientation: Emphasizing continuous learning and development.
• Resilience: Maintaining composure and determination in the face of adversity.
• Adaptability: Adjusting strategies and approaches in response to changing circumstances.
• Visionary Thinking: Envisioning bold and innovative future possibilities.
• Empowerment: Encouraging and enabling team members to reach their full potential.

The Framework for Developing a Stretch Mindset in Leaders

To cultivate a stretch mentality, leaders can follow a structured framework that involves self-reflection, strategic planning, and consistent practice. The framework is divided into five key phases: Self-Awareness, Goal Setting, Skill Development, Implementation, and Evaluation.

Phase 1: Self-Awareness

The journey towards a stretch mentality begins with self-awareness. Leaders must understand their current capabilities, limitations, and areas for growth.

Step	Description
Self-Assessment	Conducting a thorough evaluation of personal strengths and weaknesses.
Feedback Mechanisms	Seeking feedback from peers, mentors, and team members.
Reflective Practices	Engaging in regular reflection to gain insights into personal behaviors and thought patterns.

Phase 2: Goal Setting

Once self-awareness is established, leaders can set ambitious yet attainable goals that challenge their limits and encourage growth.

Step	Description
Vision Development	Crafting a clear and compelling vision for personal and organizational growth.
SMART Goals	Setting Specific, Measurable, Achievable, Relevant, and Time-bound goals.
Milestone Identification	Breaking down long-term goals into manageable milestones.

Phase 3: Skill Development

Achieving stretch goals requires the acquisition of new skills and competencies. Leaders must be committed to ongoing learning and development.

Step	Description
Learning Plan	Creating a structured learning plan tailored to the leader’s goals.
Continuous Education	Participating in workshops, courses, and training programs.
Mentorship and Coaching	Seeking guidance from experienced mentors and coaches.

Phase 4: Implementation

With a clear vision and enhanced skills, leaders can implement strategies that push the boundaries of their current capabilities.

Step	Description
Action Planning	Developing detailed action plans to achieve set goals.
Risk Management	Identifying potential risks and devising strategies to mitigate them.
Iterative Execution	Implementing plans in stages, allowing for adjustments and improvements.

Phase 5: Evaluation

Continuous evaluation ensures that leaders remain on track and make necessary adjustments to their strategies.

Step	Description
Performance Metrics	Establishing metrics to measure progress towards goals.
Regular Reviews	Conducting periodic reviews to assess performance and make adjustments.
Reflective Learning	Analyzing successes and failures to extract valuable lessons.

Conclusion

A stretch mentality is essential for leaders aiming to navigate the complexities of the modern world. By fostering self-awareness, setting ambitious goals, continuously developing skills, implementing strategic actions, and consistently evaluating progress, leaders can not only thrive but also inspire their teams to reach unprecedented levels of success. Embracing this mindset is not merely a strategy for leadership—it’s a pathway to transformative growth and enduring impact.

Author

Gilbert Ang’ana is an Award-winning Leadership, Policy, and Research Consultant | Keynote Speaker | CEO, Accent Leadership Group | Books Authored: “Engaged & Productive” and “Purposeful at HEART”

In the fast-paced world of leadership, progress is not just a goal—it’s a necessity. Leaders are the visionaries, the pioneers who steer organizations, communities, and even nations toward a brighter future. However, the journey of leadership is fraught with challenges, and one of the most insidious obstacles is stagnation. This article delves into the law of progress for leaders, explores the causes of stagnation, and provides actionable strategies to create and maintain momentum.

The Essence of Progress in Leadership

Progress is the lifeblood of effective leadership. It is the continuous movement towards improved outcomes, innovation, and the realization of vision. Without progress, leaders risk becoming obsolete, and their organizations can fall into complacency, losing their competitive edge. Progress, however, begins in the mind. It is a mindset, a relentless pursuit of betterment that must be cultivated and sustained.

The Signs of Stagnation

Before addressing how to create momentum, it is crucial to recognize the signs of stagnation. These signs are often subtle but can have profound impacts on leadership effectiveness:

Signs of Stagnation	Description
Complacency	Satisfaction with the status quo, leading to a lack of drive for improvement.
Lack of Innovation	Repetition of the same strategies without seeking new approaches or ideas.
Resistance to Change	Reluctance to embrace new methods or technologies due to fear of the unknown.
Decreased Motivation	Decline in enthusiasm and drive, often reflected in lower team morale.
Plateaued Growth	Halt in personal or organizational growth despite efforts.

Causes of Stagnation

Understanding the root causes of stagnation is the first step towards overcoming it. Common causes include:

Causes of Stagnation	Description
Fear of Failure	Paralyzes decision-making and stifles innovation.
Lack of Vision	Without a clear vision, leaders and teams lack direction and purpose.
Comfort Zones	Staying within familiar territories limits growth.
Inadequate Skills	Rapidly changing landscapes require continuous learning.
Poor Communication	Misalignment and misunderstandings derail progress.

Strategies to Create Momentum

Creating momentum involves a deliberate and strategic approach. Here are actionable steps leaders can take to propel themselves and their organizations forward:

1. Cultivate a Growth Mindset

A growth mindset is the belief that abilities and intelligence can be developed through dedication and hard work. Leaders with a growth mindset see challenges as opportunities and persist in the face of setbacks. To cultivate this mindset:

Cultivating a Growth Mindset	Actions
Embrace Challenges	View them as opportunities to grow and learn.
Learn from Criticism	Use feedback constructively to improve.
Celebrate Effort	Recognize and reward hard work and perseverance.

2. Set Clear, Ambitious Goals

Goals provide direction and a sense of purpose. They should be specific, measurable, achievable, relevant, and time-bound (SMART). Ambitious goals push leaders and their teams beyond their current capabilities, fostering innovation and growth.

3. Foster a Culture of Innovation

Innovation should be embedded in the organizational culture. Encourage experimentation and risk-taking, and create an environment where new ideas are welcomed and valued. This can be achieved through:

Fostering Innovation	Actions
Dedicated Innovation Teams	Form teams specifically tasked with exploring new ideas and solutions.
Open Forums	Create platforms where team members can share their ideas without fear.
Incentives	Reward innovative thinking and successful implementation of new ideas.

4. Invest in Continuous Learning

Leaders must be lifelong learners. This involves staying updated with industry trends, acquiring new skills, and encouraging the same in their teams. Some ways to invest in learning include:

Investing in Learning	Actions
Professional Development Programs	Enroll in courses, attend workshops, and pursue certifications.
Mentorship and Coaching	Seek guidance from experienced leaders and provide mentorship to others.
Knowledge Sharing	Foster an environment where knowledge is shared freely among team members.

5. Embrace Change and Adaptability

Change is inevitable, and adaptability is a key trait of successful leaders. Embrace change by:

Embracing Change	Actions
Staying Informed	Keep abreast of technological advancements and market shifts.
Flexibility	Be willing to pivot strategies and approaches when necessary.
Resilience	Build the capacity to recover quickly from setbacks and maintain positivity.

6. Enhance Communication

Effective communication ensures that everyone is aligned and working towards common goals. It involves:

Enhancing Communication	Actions
Transparency	Be open about goals, challenges, and progress.
Active Listening	Ensure that team members feel heard and valued.
Regular Updates	Provide consistent and clear updates on progress and changes.

7. Lead by Example

Leaders set the tone for their organizations. By embodying the principles of progress, they inspire their teams to do the same. This includes demonstrating commitment, resilience, and a willingness to learn and adapt.

Call to Action

Progress must exist in your mind before you can manifest it in reality. As a leader, your mindset, vision, and actions set the course for your organization. Do not allow the comfort of the present to hinder the possibilities of the future. Reflect on where you are, identify what is holding you back, and take deliberate steps to create momentum. Embrace challenges, foster innovation, invest in learning, and communicate effectively.

Remember, leadership is a journey, not a destination. The path of progress is paved with continuous improvement, adaptability, and unwavering commitment to growth. Take action today to ensure that you, your team, and your organization are always moving forward. The future belongs to those who are willing to innovate, adapt, and persist in the pursuit of excellence. Are you moving forward, or are you stagnating? The choice is yours.

Author

Gilbert Ang’ana is an Award-winning Leadership, Policy, and Research Consultant | Keynote Speaker | CEO, Accent Leadership Group | Books Authored: “Engaged & Productive” and “Purposeful at HEART”