Tag: leadership

Leaders are expected to plan for the future, whether they operate in big business, small business, government or good-deed organisations. And they do. Leaders collate data across all aspects of operations. They compare budgets with actuals. They also make projections for the next six months to five years.  Leaders build detailed quantitative models and dashboards. Some projections include both positive and negative outcomes.

Drift happens. Not because leaders lack intelligence. Not because the strategy was wrong. Instead, execution decays quietly and predictably under the weight of competing priorities, unclear ownership and fragmented attention. Ethiopian Airlines sustained commercial focus through five government transitions and became Africa’s most profitable carrier.

For years, the future of finance and accounting has been framed mainly as a story about technology. Artificial intelligence (AI), automation and data platforms are reshaping the profession. They are changing how work gets done and what employers and clients expect. However, if that is the whole story, we are missing the point.

Personal problems rarely stay at home. In modern workplaces, financial pressure, emotional stress, family responsibilities and health concerns often spill into performance, morale and team dynamics. As a result, employers must balance operational demands with empathy, fairness and legal compliance.

The book arrives at a time when many women are seeking ways to strengthen their financial independence and build a more secure future. Financial Confidence for Her Wellbeing is a practical guide that helps women build a stronger relationship with money. It also gives them the confidence they need to make informed financial decisions.

Blending personal testimony with practical tools, the book examines how trauma and adversity shape the way people live, work, lead and relate. It also offers a path toward healing, self-awareness, and authentic transformation. In Trauma to Triumph, Botha draws on her lived experience and her professional work in law, mediation, and conflict resolution.

I write this from London on the eve of England’s first game at the FIFA World Cup. Before a ball is kicked, the airwaves already fill with debate. Has Thomas Tuchel made a mistake by leaving out star names such as Cole Palmer, Phil Foden and Trent Alexander-Arnold? While some people call for a public inquiry, I can understand Tuchel’s choices as an investment manager.

There is a narrative building around artificial intelligence (AI) that deeply concerns me. It is a narrative rooted in fear. People fear being replaced. They fear being left behind. They fear not understanding the technology. They also fear experimenting and getting it wrong. Yet, from where I sit, AI is not something we can afford to fear from the sidelines. Instead, we need to engage with it. We need to learn from it, play with it, challenge it, shape it and adopt it.

Many organisations believe they have a communication problem. Teams are working in silos. Messages are being misunderstood. Decisions are not filtering through. People are not taking enough ownership. However, these challenges often signal something deeper.

Trust is the foundation of every relationship, whether in business, sport, friendship, or marriage. Once broken, can it ever truly be restored? Or must we create something entirely new?