WOMEN IN LEADERSHIP – A MIDDLE EASTERN PERSPECTIVE

There is a general look of surprise, even bewilderment when people hear I love working in the Middle East, for the simple reason that I’m a woman.

I understand how there is a perception that women are not respected or highly regarded in the Middle East, therefore making it difficult to fathom how a woman could have a successful business. However, in my experience, there is a chasm between perception and reality, especially since the traits that seem to be more abundant amongst women, such as insight, intuition and inclusion, seem to be trusted and appreciated in the Middle East, enabling us to not only contribute but also play our role in business.

What I find strange and perplexing is some of the rhetoric around women and leadership. A case in point is an article that said 15% of Senior Leadership roles in the City of London were held by women and the majority of those by foreigners. The article went further by attributing this ‘fact’ to the foreign women’s swagger. The truth of the matter is, given London is a global financial centre, there is a strong likelihood that a senior leadership role will have a regional or global focus. If the potential candidates haven’t had any international experience, they don’t qualify, swagger or not.

That said, the ‘swagger’ comment got me thinking, and led me to reflect on the great Arab women I have had the privilege of interviewing and working with. They are highly intelligent, very well-educated and incredibly insightful – ingredients which are prevalent amongst many women around the world. They don’t seek to be liked but rather have the courage of their convictions. They don’t have to speak loudly or demand to be listened to, but they still have their views be known and considered. They tend to talk less and act more. They are compassionate and kind but don’t tolerate fools. Above all else, there is a particular ingredient in their presence and demeanour, described perfectly by a dear friend from the region – “we are salty, not sweet”.

 

From Segregation to Sisterhood

It’s fascinating when you think about it. Yes, women in the region tend to live more segregated lives. Instead of competing with men, they understand and nurture the concept of sisterhood, encouraging and supporting each other. When they get older and enter the corporate realm, government or family business, they are purposeful and have a quiet self-confidence, an inner strength which is ready to come out and be deployed in a broader spectrum. Moreover, contrary to popular belief, they are welcomed in the workplace and encouraged to grow and rise through the ranks. Have they had challenges to overcome? Absolutely. Challenges have shaped their character, balancing their resilience, perseverance and determination, together with their faith, patience and belief in a higher power. Formidable indeed.

So what are some of the ingredients that help foster women’s capabilities that we could use to make our companies more balanced, diverse and better equipped to handle the changing times?

 

Vision & Purpose

If you want to attract, nurture and keep the best women, consider what difference your business makes, why it matters. Frankly, if your business isn’t concerned with anything other than profit, you are going to face challenges in finding and keeping people with character and competence – women or men.

 

Interview From the Inside Out

If you are using an interview only as a checkbox exercise to see if the person has the skills for a particular job, you are missing out on a great opportunity. A person’s CV is merely a scratch on the surface of not only who this person is, but also how far their capabilities can extend. Context is key.

As a starter, why don’t you put the CV aside and get them to tell you their story? Adopt a curious mind, seeking to learn about the person’s experiences that have brought them to the present day. This approach can open up an individual’s character, their way of thinking, approach to challenges, and the environment and factors needed to bring out their best. You never know – you could even learn something along the way.

 

Don’t Hire What You Don’t Appreciate

If you don’t see how someone adds value to your organisation, why hire them? If the person is on board, why aren’t you listening to their viewpoint and perspective? If you want yes people who go along with what you say, you are wasting your money hiring great people. A recorded message to yourself telling you “you’re doing a good job” will suffice. However, if you hire us, listen to us. We have a different perspective. It may not be what you want to hear, but we are here to add value. Allow us – there are skills, traits and natural capabilities just waiting to be engaged. If you don’t appreciate us, we’ll find or create companies that will.

As featured in Women’s Prospects 

AMBITION, ATTITUDE AND ACTION

Ideas are great, but it’s action that turns them into reality. So do you know what you’re creating? Do you know for what purpose? Or are you in danger of getting there at a cost you hadn’t envisaged?

Here are some tips to help you achieve what you truly want – not just what you think you may want.

What is your Ambition?

Nelson Mandela had said: “In judging our progress as individuals, we tend to concentrate on external factors such as one’s social position, influence and popularity, wealth and standard of education…but internal factors may be even more crucial in assessing one’s development as a human being”.

So in your defining your ambition, consider and factor in:

  • The type of person you want to become
  • The values and principles you believe in and are committed to
  • The accompanying behaviours and actions that reflect the above
  • Keep Your Attitude in Check

It is pressure and time that develops diamonds, and so it is with character. As lofty and beneficial as your ambition may be, the likelihood is there will be challenges along the way. Integrate them into your plan and have a strategy on what to do if and when the chips are down. Here are some suggestions:

  • Pick a mentor or support team
  • Find an activity that picks up your spirits
  • Adopt principles from martial arts, yoga and other practices
  • Write a letter to yourself from a position of clarity and strength to provide yourself with the courage and insight you need to pull yourself through.
  • Learn to breathe ? – we tend to panic or get stressed when things aren’t working out according to our plan, resulting in a lack of oxygen to the brain, further compounding matters.
  • Build the capacity to identify lessons and opportunities – turning lemons into lemonade
  • Have the wisdom to readjust and fine-tune along the way
  • If you see challenges as rough seas and waves – learn to surf!
  • See how you can harness the circumstances to your advantage.
  • Take Action!

All the ideas and ideals in the world are no good if you don’t act upon them. Imagine your outcome and break it down into the steps you need to take to reach it and turn these into daily do-ables. Here are some suggestions:

  • Include the action in your daily to-do-list
  • Review your actions at the end of every day
  • What went well?
  • Where can you do/be better?
  • What are you grateful for?
  • What are you going to integrate into the next day?
  • Set milestones
  • Create celebrations
  • Enjoy the process!

You will be amazed what you can achieve when you set your mind (and heart) on a focal point. So take the first step towards realising your ambitions, the rest is there waiting for you to step up.

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STEWARDSHIP, EDUCATION AND ENTREPRENEURSHIP

 

Family wealth fails to make it beyond the third generation in 90 per cent of cases. This failure isn’t due to poor investment decisions, but rather a lack of cohesion and communication between family members, where the family fragments, and with it the wealth.

Some members of the next generation attend the best schools and universities across the world. However, they are still not adequately prepared for the responsibilities that face them when they return home. Each phase of life presents its own unique set of challenges. Families need to ensure they are doing their best to equip themselves and the next generation with the skills and knowledge they need to move forward in their professional and personal lives.

So how can a family increase the chances of success? Let’s take a closer look at the issues, and some critical stages and situations families and individual family members need to be aware of and consider.

 

Challenges Facing Young People

Imagine a young person getting ready to embark on higher education, perhaps abroad. Youngsters can face pressure from peers or from a desire to fit in and make friends. These can be more pronounced for someone from the Middle East. Sadly, it is common to hear of individuals bragging about their family’s wealth as a way to gain acceptance in a new environment, or of people making assumptions based on origin. If a young person is not adequately grounded and prepared, this can make them easy prey to be taken advantage of by supposed friends.

In such cases, there are two typical outcomes. The first is the young person becomes surrounded by parasites, taking advantage of their wealth. The second is the young person succumbing to peer pressure, taking on harmful behaviours or habits. Although both examples are factors every family, regardless of origin, needs to be aware of, these two scenarios seem to be more pronounced for families from the region, due to the perception of wealth, and the differences in culture and traditions between the Middle East and non-Islamic societies.

 

Who Should Succeed?

Succession does not guarantee success, and being the oldest does not make a person best suited to take over the family business. Families in the region, have traditionally seen the eldest son as the natural successor. However, history and excellent examples of female leadership have shown this is not necessarily what is best for the family or the business. The Middle East is experiencing a cultural shift, with women playing a more significant role in business and society. It would be wise for families to not overlook the women in the family and to capitalise on their capabilities.

The transition from one generation to the next can be challenging at the best of times, but the speed at which society is changing in the Middle East can add a different dynamic to succession. Alignment between personal and family values can be perplexing, but adding traditional, cultural and religious values can add further complexity, especially in times of societal change. Ultimately, the person who succeeds should be the best equipped to ensure the long-term sustainability and longevity of the family wealth, to support current and future generations.

 

Shared Vision

The need to create value to support a growing family is not the sole responsibility of the patriarch. Every member of the family needs to move forward together towards a shared vision. Each member of the family must also take personal responsibility in ensuring they work in the family enterprise only if they add value. Failure to do so jeopardises the well-being of the family enterprise and the family system. No two people have the same combination of skills, talents, interests and aptitudes. So each needs to hone their skills to make them fit for whichever role best suits them – if any.

Consider the Olympics: being the son or daughter of a great athlete doesn’t make you a great athlete. You need to have a particular aptitude, talent and interest. You must also have the resilience, tenacity, passion and stamina to stay the course and win. It is imperative for families in the region to go beyond the default ‘eldest son’ and pass the baton to the family member(s) best equipped to carry forward the legacy and provide the support necessary.

 

Ensuring Sufficient Value and Growth

How does a family provide sufficient value and growth of the family’s wealth to sustain a growing family? With increased longevity, there are now more family members across generations alive at any given time. In the Middle East, this figure is amplified by cultural traditions, creating larger families than other societies. Some families have around 30 family members across three generations. In addition to needing more significant financial resources, larger families can also find it more challenging to create cohesion and shared values among family members, further increasing the potential threat of wealth dissipation.

 

Investments

As wealth transitions to the next generation, so does the investment focus. For instance, Morgan Stanley’s sustainable investing institute found Millennials (broadly defined as those born between the early 1980s and 2000) are more likely to align their investment choices with their personal values and are twice as likely as the overall investor population to invest in companies targeting social or environmental goals. The research also found Millennials purchased from a sustainable brand twice more often than the average investor population and were three times more likely to seek employment with a sustainably-minded company. Given the size of the Millennial generation, these are factors worth considering when choosing where to invest the family’s capital – be it the investment portfolio, family business or new enterprises the next-generation want to start. Smart families would seize the opportunity by exploring and aligning the family philosophy and its investment principles.

 

Value-creating Enterprises

One way to provide sustainability is through value-creating enterprises. However, with the advancement of technology, businesses in the region are in danger of being disrupted, making innovation, tech-savviness, agility and sharpened entrepreneurial skills even more essential. It is also where the shifting traditions mentioned previously can be a positive influence. With more Arab women tapping into their entrepreneurial capabilities, families have greater potential in wealth creation, further safeguarding the family’s legacy and wealth for future generations. A proactive approach to disruption, embracing the shift in traditional views, and supporting the role of women in business, is a way to benefit all parties.

 

Managing Transition

Transitions are never smooth and for the patriarch, handing over while finding new direction and purpose can be challenging. Over the years patriarchs have gained precious experience and wisdom, and often still want to feel needed and useful. That said, the transition offers an opportunity for patriarchs to harness their knowledge, experience and interests into a new chapter, exploring and undertaking new ways to continue their legacy. As with all change, this has its challenges. Entrusting someone with your life’s work is no mean feat. The region has changed so much over the years this can add an extra layer of difficulty for patriarchs from the Middle East.

Patriarchs have also seen a shift in the values of the next generation and society. The next generation, coming on board with a fresh pair of eyes, is eager to take on new frontiers. Managing succession requires all parties to understand the two perspectives, and finding the balance between them is vital. Passing on the legacy is a gradual process that comes over time, but eventually, there is a need to let go. Leaving the transition to the last minute is likely to leave the next generation ill-prepared, and higher risk for the dissipation of the wealth and legacy.

 

The Process of Succession

Ninety per cent of wealth, globally, does not go beyond the third generation, and the dynamics of families in the Middle East could increase that number even further. The unfortunate statistics demonstrate the intricacies of navigating the phases of a succession process.

Succession is not merely about setting up structures to ensure wealth is passed on. It is an intricate process through which the next generation is equipped with the skills, tools and aptitude to succeed for generations to come. The better-prepared families and family members are, the higher the chance of success.

 

Rethinking Startup Success

We often hear ‘it’s a great company, they’ve raised $x’. This is the wrong metric, and recent disasters (e.g. WeWork, Uber and Theranos) have confirmed this. Thought it was time to peel back the layers on what we should be looking at. Here’s the article featured in Entrepreneur Middle East. read more

Discussion on AI & Intellectual Property

A recent article in Technology Review posed the question of whether AI can be an inventor. In principle, it’s a debate around IP law and whether AI can own ideas it generates. Check out the debate generated on LinkedIn. It’s worth a read. Additional views always welcome. read more

State of MENA Startups 2019

Following on from the recent report on the startup scene in the MENA Region (well done to MAGNiTT and 500 Startups for putting this together), here we peel back the layers on some of the issues raised. read more

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GET THE MOST OUT OF YOUR BOARD

While internal boardroom politics are the bane of many an executive’s existence, getting your board members working in the same direction can be a vital step towards a successful CEO tenure.

Corporate governance has brought with it greater scrutiny of the board, its role, its composition and its effectiveness, and we are ever more aware of the importance of independence and ethical guidelines. And when one looks at the composition of several boards, there are general rules of thumb that are followed. But looking across a number of organisations, it can be seen that although some companies’ boards have the “right” mix in terms of backgrounds and skills of the individual directors, some have more of an impact than others.

So, if it is not structure, what is it that makes a good board? Research documented in the Harvard Business Review stresses that the key ingredient is the social element as opposed to the structure per se.

Just as the chemistry in a well-functioning, successful team cannot be quantified, it nonetheless is a key, determining component that is present in effective boards.

There are five key elements that can help a CEO foster the optimum environment in which the board, and each member within it, performs at their best: creating a climate of trust and candour; fostering a culture of open dissent; harnessing the mix of different roles; ensuring individual accountability and performance evaluation.

Climate of trust

Creating a climate of trust and candour is a virtuous cycle whereby board members develop mutual respect, therefore developing trust, and hence enabling the sharing of difficult information. The CEO needs to be transparent and open in information sharing, providing documents with ample time for them to be read and digested. This will enable all members to have the same level of information and so allow for more balanced discussion and a better- informed decision process.

The CEO should also give board members free access to people who can answer their questions, such as creating opportunities to meet key company personnel and inspecting company sites. Encouraging different board members to engage in this kind of activity and spending time together creates more unity and minimises the exposure or risk of factions. Providing free access to information and key personnel also eliminates the need and/or desire of individual members to create “back access” to information leading to them breaking away from the team and creating possible factions.

Open culture

In an environment of trust and mutual respect, healthy debate is encouraged where assumptions are challenged. This ensures issues are thoroughly discussed and each member has the opportunity to voice his viewpoint.

The CEO should not punish or discourage rebels or nonconformists, but instead use the opportunity to learn. It is through these interactions that people’s perspectives are challenged and horizons expanded. The CEO should leverage the knowledge and wisdom of the members of the board. Having a thorough understanding of members’ positions and their justifications opens opportunities to new conclusions and stronger decisions.

Research conducted by Eisenhardt and Bourgeois, found that the highest-performing companies have extremely contentious boards and regard dissent as an obligation, treating no subject as a taboo topic.

Roleplay

CEOs, along with other board members, should encourage members to play a variety of roles thereby giving them a wider perspective of the business. Viewing a scenario from a different perspective and developing alternative scenarios to evaluate strategic decisions not only broadens the number of possibilities and opportunities but also inhibits members developing a rigid point of view. Hence, members should be encouraged to play devil’s advocate, at other times delve into the details of the business and also be given the opportunity to act as the project manager. A case that demonstrates the impact this can have on a business was at Pepsico in 1997 when the board decided to sell the various components of its well-run restaurant group.

CEO Roger Enrico had previously turned around the unit which had been the brainchild of two of Enrico’s predecessors and must have had great pride in the division. Yet, he eventually convinced all that the restaurant unit should be sold and so that it could flourish freely beyond the controls of the parent company. It proved to be a brilliant idea.

Accountability

Ensuring accountability is probably one of the toughest challenges a CEO faces. In a survey conducted by the Yale School of Management and the Gallup Organisation, 25% of CEOs claimed that their board members did not appreciate the complexity of the businesses they oversaw. In recent history we have seen cases of individuals blaming others, proclaiming ignorance, Enron being a case in point.

Directors should take their duties seriously and encourage others to do the same, setting the tone for acceptable behaviour and performance.

Behaviour breeds behaviour and although the CEO and chairman of the board can assign tasks to get individuals fully engaged, peer pressure will play a major influencing factor in further enforcing positive behaviour.

Tasks can take on various formats and could involve collecting external data, meeting with customers, anonymously visiting plants and stores in the field and cultivating links to outside parties critical to the company. The exercise will then require members to impart knowledge and findings to the rest of the board and allows them to become better versed in strategic and operational issues the company faces.

GE’s board members for instance, dine with the company’s largest suppliers and distributors the night before the annual meeting while Home Depot’s board members are expected to visit at least eight stores outside their home state between board meetings.

Evaluate performance

Not giving feedback to a team is self-destructive as there can be no learning without feedback. Findings from a combination of research and surveys show that directors rate their board’s effectiveness significantly more positively at companies where individual members are evaluated. Although, when individuals are in an interdependent group such as on a board, it is better to conduct a formal evaluation on the performance of the overall group rather than its individual members.

One reason for this may be that, as it currently stands, board members are typically replaced for performance reasons only in extreme circumstances (e.g., criminal misconduct, conflict of interest, active disruption, very poor attendance/participation record) – and if they are replaced, they are rarely given an early warning and a chance to improve. In most cases, boards wait for under-performing directors to retire, a more reactive than proactive approach. Since the Board is in effect a high-level team, no matter how good it is, it is bound to get better if  there is an evaluation process in place.

A good first step in director evaluation is to have directors assess only themselves. After two or three years, a peer assessment can be introduced, with directors evaluating one another. A simple pass/fail along several dimensions will ensure that the process is not too time consuming. The evaluations can be handed over to a trusted board advisor, such as outside legal counsel, who summarises the findings and provides individuals with their results. A next step is for the assessments to be turned over to the committee charged with director nominations, so that under-performing directors can be identified and action taken. Overall, this is good way of identifying who is truly adding value to the organisation, as well as making performance expectations clear. In evaluating directors, ask yourself the following questions:

• Do they understand the company’s strategy and business?

• Do they keep up to date with issues and trends affecting the business?

• Are they willing to challenge management when necessary?

• Do they have special expertise that is important to the company?

• Do they have an appropriate level of involvement in CEO succession and assessment?

• Do they attend boardroom meetings and discussions?

• Are they readily available for committee meetings?

• Do they contribute to board and committee agendas?

• Are they well prepared for meetings and discussions?

• Do they actively participate and contribution to the committee and boardroom deliberations?

• Are they available outside meetings to advise management?

• Do they effectively inquire about major performance deficiencies?

Although there are guidelines in how to formulate a board, the attitude a CEO takes towards the board is key in the tone that is going to be set. If a board is to truly fulfill its purpose of monitoring performance, advising the CEO, and providing connections with a broader world, it must become a robust team. Its members need to be actively engaged in seeking the truth and challenge each other to broaden their perspectives and viewpoints. The CEO should work in collaboration with the Board and all its members as opposed to viewing it as an obstacle that needs to be managed. Adopting an approach of transparency, honesty and respect will go a long way to building and nurturing a strong team, and a robust and effective board.

FIND YOUR HARMONY – UNLOCK YOUR POTENTIAL

finding your inner harmony

Imagine a violin – its beautiful lines, the warmth of its colour, the depth of its lacquer, the tactile feel of the wood. Such a work of craftsmanship, and yet, the beauty of the violin is wasted if hidden, nestling in its velvet lined case. Its true beauty comes when it is picked up, brought in to the light, balanced in hand, tuned and the bow kisses the strings creating pure harmonies. An exquisite amplification and showcase of the player’s unique skill and technique.

This is a simple allegory for human potential, looking at our talents that, like the violin, are hidden until we pick them up and employ them. Talents need to be tuned, artfully brought out and harmonised for the myriad of possible repertoires and circumstances.

The other beautiful analogy of the violin, or any other musical instrument, is it can play many tunes, many harmonies, in solo, as a duet or leading an orchestra, both syncing and syncopating the melody and harmony to the others. The same is true of us, applying our talents to personal goals, relationships, team environments and wider organisational missions, listening to the music and tuning in.

Some pieces of music are better suited to some instruments than others – and that’s ok. You don’t see a violinist or flautist upset because a part of the composition doesn’t include their instrument at that moment. Musicians understand and love the beauty and harmony of the piece, and are happy to play their role in weaving it together. They trust the conductor, each other and themselves to do the piece justice, to woo the audience and transcend them to another place, filling them with the emotions the composer intended.

Now consider an organisation, built on great values, with a shared mission and goals. Each team member needs to play in harmony for the organisation to achieve. An environment where each person is knowing, confident and passionate about their particular talents and how they mesh with others to create beauty and harmony. Unusual words in an organisational framework, and yet, it is music to our ears when we hear positive feedback on our work, when we satisfy our customers, when we have content employees, when our shareholders are happy.

So be like the great conductors and get your orchestra to play in harmony. Lead the way in doing things differently.

Did this resonate and you’d like to know more? Please get in touch for your confidential one-to-one.

inSight - Salty not Sweet

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TIME IS OF THE ESSENCE

Within every person lie moments of significance, experiences that shape us, change our perspective, carve our character and drive us to a deeper part of ourselves.

A few years ago I had one of those moments. It took the form of a terrible shock – the sudden death of someone I loved deeply, his last breath in front of my very eyes. I would be lying if I said, as I reflect on that moment, that my heart doesn’t hurt, that my own breath doesn’t stop for a moment. But just as I choose to ride rollercoasters, with the gut wrenching squeals that come with them, if I’m honest, I choose to reflect on that moment. Not to experience its sadness, but rather to encapsulate a sense of purpose, of urgency, of peace, of joy, of life itself.

The fact of the matter is a) I can’t change what happened b) it could happen to anyone of us at any moment c) our own time on this planet, whether we choose to admit it or not, is finite.

So I find it focuses my mind to what really matters in life, knowing all too well that this could be my last moment. As strange as it may sound, I choose to see it as a gift.

I have held back from sharing this openly with people, in a way fearing putting myself so much on the line, fear of being judged, fear of being labeled as morose. But those who know me can attest that I have a love of life and a love of humanity. And it is because of that love that I am doing this, because maybe the lessons I learned through my experience could in some way make a small difference to someone, and that in a strange way will make the experience worthwhile.

No Unsaids

If you love someone, tell them. If you need something, ask. If you’re stuck, own up. Don’t be afraid to share your dreams, your wishes, your aspirations. Don’t worry about airing your fears, they don’t seem so bad when they’re brought out from the dark recesses of our minds. Be fearless in challenging perspectives (especially yours). Be honest. Be truthful. Be honourable.

Connect deeply

Put down your phone, your iPad, your laptop. Ignore your emails, messages and put your phone on silent or off. Get the person you care about most in the world and look into their eyes, hold them, feel their breath, take time to listen – to the words and the silence in between, the magical doorways that lead you to their essence.

Be present

If you’re at dinner, be at dinner. If you’re having a conversation, be in the conversation. If you’re sharing a moment with someone (even yourself) be in that moment. Absorb everything every moment offers you. Just as you would savour every morsel of a gourmet meal, so it should be with moments.

Have the courage to love deeply

The only thing that hurts more than loving someone is not having the courage to love at all. Love with all your heart, with abandon, with fullness, with gusto, with no holds barred.

You can’t have a rainbow without some rain

Don’t be afraid of shedding a tear and definitely don’t bottle it up. See tears as a way to transform what may seem as a sad or painful experience. With light shed on it and the right perspective even that moment can bring beauty and joy into your life.

Gratitude

Be thankful for every moment – to have an extraordinary life one must take pleasure in what may seem extra-ordinary.

Tend to what matters

It is easy to get distracted, to listen to the drum of others. Take some time to figure out what truly matters to you and make sure your daily actions reflect that.

Just do it!

Don’t wait till tomorrow, till next week, till you have more time, till you have more money, till whatever excuse or reason blocks your way – today, right now, this moment. Tick tock, tick tock. You have but one life – live it!

 


 

Headhunter turned talent spotter, Deborah is vested in the impact business has in both economic and social terms across various strata of society. She is the Creator of AMANI™ and a catalyst for business being a force for good, 

 

Did this resonate and you’d like to know more? Please get in touch for your confidential one-to-one.

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During my time in Executive Search, I had the privilege of meeting and interviewing brilliant people every day. Amidst a 'war for talent', I didn't experience a shortage of talent. What I found was a shortage of great companies that deserved great talent. I didn't...

COMPANY CULTURE STARTS WITH YOU

COMPANY CULTURE STARTS WITH YOU

Ask a person the reason they love to travel, and often they say to experience different cultures. Human beings seem to be intrigued by the social norms and ways of living of their fellow man in different cities and villages around the world. Having the experience and...

WOMEN IN LEADERSHIP – A MIDDLE EASTERN PERSPECTIVE

WOMEN IN LEADERSHIP – A MIDDLE EASTERN PERSPECTIVE

  There is a general look of surprise, even bewilderment when people hear I love working in the Middle East, for the simple reason that I’m a woman. I understand how there is a perception that women are not respected or highly regarded in the Middle East,...