WOMEN ARE BETTER LEADERS!!!

The study by Zenger and Folkman seems to demonstrate pretty strongly that women are seen as better leaders than men by those around them.  And there are other studies indicating that companies that have a higher representation of women in management ranks are more profitable and have higher employee productivity. And yet – I’ve noted this statistic before, but I’ll say it again in this context: only 33 of the Fortune 1,000 are headed by women.
So, what’s the deal?  Why are women still so woefully under-represented, especially at the most senior levels?
               I’d love to hear your sense of why this is still happening.  Here are two elements I think have a big impact:

Women don’t self-promote. Of the 16 leadership competencies Zenger and Folkman assessed, the only one where men outranked women was “develops a strategic perspective.”  One of the areas in which I observe women not developing a strategic view is the advancement of their own careers. I notice that many more men than women focus on where they want to take their careers, and regularly use some part of their time to develop the relationships that will support their success, and offer themselves for outside-their-day-job opportunities that will show their superiors they have the bandwidth and the capability to do more.  Women, on the other hand, tend to put all their energy into simply doing the best possible job in their current position.  We seem much more inclined to believe that work is a meritocracy, and that if you simply work hard and get great results, you’ll get noticed and promoted. Admirable, but not very accurate.

Senior men still mostly hire other men. My husband and I have been watching the first four seasons of Mad Men lately, and it’s shocking to remember that only 50 years ago, women in business were almost exclusively secretaries and telephone operators – and generally stayed in those jobs only until they got married. In the mid 1960s, only about 35% of women worked, and only 1 in 50 working women held managerial or professional jobs. The grandmothers and grandfathers of the young women coming into the work force today expected that women, if they worked at all, would be secretaries, nurses, teachers, librarians, or possibly factory workers, and that they would only work if they “had” to – that is, if they didn’t have husbands who could be the family breadwinner.  The older white males who run most companies are only one generation away from those beliefs – and I suspect their parents’ expectations still color their hiring and promotion decisions more than they would acknowledge.
There may be a light at the end of the tunnel, though. Perhaps I’m being overly hopeful, but I’m seeing both of these phenomena much less often in men and women in their 20s and 30s: the young women I deal with in organizations tend to be as confident and ambitious as the men, and the young men seem to be much more gender-neutral in their hiring and promotion decisions.
But till these younger people come fully into power in business, what can we do to change the statistics, and give women a more equitable – and, according to Zenger and Folkman, well-deserved – shot at the corner office?

source:forbes

Eight Leadership Lessons From The World's Most Powerful Women

Stay Determined
The world’s most successful women really want it–and remain determined even in the face of obstacles. They have the skills, and they put the time in. But more importantly, they have the desire to do something great. Beth Brooke, global vice chair of Ernst & Young , was diagnosed with a degenerative hip disease at age 13 and was told by doctors she may never walk again. Before going into surgery she promised herself she would walk—no, she would run—and aspired to become one of the best young athletes the world had seen. Not only did she walk, she went on to play several varsity sports at her high school, earned multiple MVP awards, and later played Division I basketball in college. She made up her mind, and she didn’t quit. She brought that same determination to her career and today ranks among the 100 most powerful women in the world.

Be Courageous
Women at the top aren’t fearless. They move toward their fear to continually challenge themselves. That takes courage. In 2011, Beth Mooney, CEO of KeyCorp KEY -0.09%, became the first woman ever to lead a top-20 bank in the U.S. Mooney began her career as a secretary at a local Texas bank, making just $10,000 a year, but soon realized she wanted something more. In 1979, she knocked on the door of every big bank in Dallas and asked for a spot in their management training programs. At the Republic Bank of Dallas, she refused to leave the manager’s office until he offered her a job. After waiting for three hours, he finally agreed to give her a chance if she earned an MBA by night.
That was a turning point in her career, one of many, powered by a courageous call to action—to champion herself and what she knew she was capable of. Later, she had the courage to move into roles she’d never done before, to pick up and move across the country, and to stick with it for three decades. If you’re not a little bit scared every day, you’re not learning. And when you’re not learning, you’re done.

Think Bigger
In order to achieve big success, you have to have big impact. When Michelle Gass, who is now leading 33 countries for Starbucks, started at the coffee chain, she was asked to architect a growth strategy for a just-launched drink called the Frappuccino. Her mantra: “Let’s think of how big this can be.” After countless hours testing ideas, she decided to position it as an escapist treat and added ice cream parlor fixings and new flavors. What began as a two-flavor side item is now a $2 billion platform with tens of thousands of possible combinations. Gass repeated her go-big-or-go-home strategy when she took over Seattle’s Best Coffee. She decided to take the sleepy little-sister brand to new heights by partnering with Burger King, Delta, Subway, convenience stores and supermarkets. In one year, the brand exploded from 3,000 distribution points to over 50,000.

Take Calculated Risks
As CEO of Kraft Foods and now Mondelez International, Irene Rosenfeld is very familiar with this one. A couple years ago she completed a hostile takeover of British candy company Cadbury. Not long after, she surprised the business community again with a plan to split Kraft into two separate companies, a North American foods company and a global snacks company. To move the needle, you have to make a big bets—but never rash—always based on a careful study of the outcomes. You have to know what you have to gain, and if you can afford to take the hit if it doesn’t go your way.

Remain Disciplined
It takes discipline to achieve and maintain success. You simply can’t do everything, and the world’s most powerful women stay focused on the areas that will have the biggest impact—from both a leadership perspective and a career management perspective. Sheri McCoy, the new CEO of struggling Avon Products, is currently implementing a huge turnaround at the century-old beauty company. Interestingly, when I asked what the biggest challenge would be, she said: “Making sure people stay focused on what’s important and what matters most.” It is very easy to get distracted by new trends, new markets, new projects—but when you extend yourself too far, the quality of your work suffers across the board.

Hire Smart
Over and over again women at the top say their best strategy for success is to hire people who are diverse, passionate and smarter than themselves–and then listen closely to their perspectives. Hala Moddelmog, president of Arby’s Restaurant Group, believes surrounding yourself with people of different backgrounds—including gender, race, geography, socio-economic and personality types—will help round out your conclusions. “You really don’t need another you,” she says. Similarly, staying open to different viewpoints keeps you ahead of the curve. Claire Watts, the CEO of retail and media company QVC, schedules open door times every Tuesday, so that anyone in the company who wants to come talk to her, ask her a question or share something they’ve noticed can do it then.
  
Manage Your Career
Denise Morrison, the CEO of Campbell’s Soup, knew from a very young age she wanted to eventually run a company, so she asked herself what are the kinds of things I need to do to prepare for that? That might mean management experience, global exposure or revenue responsibility. She always looked at her career as: Where have I been? Where am I now? Where am I going, and what are the right assignments to get there? If her current company would work with her to deliver those assignments, she was all-in. But if it didn’t, she knew she needed to move on. “We apply these skills in business, and yet when it comes to ourselves we rarely apply them,” she said.

Delegate At Work And At Home
The most successful women have learned that they have to have help, and they have to have faith in the people around them—at work and at home. It’s not easy, but it’s critical over the long-term. Katie Taylor, the CEO of hotel brand Four Seasons, admitted to me that she is a bit of control freak, but for the good of her and everyone around her, she tries to delegate. “Sit on your hands, if you have to,” she said. “Get yourself to that place.”

source:forbes

7 African Women Who Founded Amazing Companies

VENTURES AFRICA – Leadership, passion and vision no longer wear a purely masculine face and scores of African women are now counted among the founders of the amazing companies that are contributing to Africa’s development. Their countenance and demeanour, confidence and wisdom; there’s always something about a strong, influential woman. African women that wield the power to make important decisions are becoming with increasing frequency, the norm rather than the exception in everyday business and society across the continent. In no respective order, Ventures Africa lists 7 African women, who founded remarkable companies, chosen for their innovativeness, courage, and contribution to economic development and commitment to integrity despite incredible odds:

Divine Ndhlukula, Securico Services, Zimbabwe
One of Africa’s most successful female entrepreneurs, Divine Ndhlukula is the Director of Security Operations (Pvt) Limited, one of Zimbabwe’s largest security groups. Always a businesswoman, Divine did everything from selling clothes to renting out high-capacity vehicles to farming. After a few small successes and one near-fatal failure, she began Securico Services, now a subsidiary of the group, in her small cottage with four employees. By taking advantage of a huge quality gap in the securities industry, she began providing customised quality security services to businesses and steadily, the business grew. Over the next 12 years, she grew the company from 4 to over 3,500 employees. The firm has since become the largest employer of women – having close to 1000 women on the work force – many of them single mothers. Although Divine’s ‘no bribe’ policy cut her off from many government opportunities, her business has grown consistently as has her reputation. She is a recipient of numerous national and international awards including the prestigious Africa Awards for Entrepreneurship in 2011.
Njeri Rionge, CEO Wananchi Online, Insite Limited, Ignite Consulting, Business Lounge, Kenya
Njeri Rionge began her working life as a hairdresser but she always had bigger entrepreneurial dreams. At 19 years old, she began her first business as a yoghurt retailer and soon began trading luxury goods as the opportunity arose. In 2000, she co-founded Wananchi Online, an affordable internet service provider for anyone who wanted to access the internet. Wananchi became East Africa’s first internet service provider oriented towards the mass market. She has since turned Wananchi Online into Wananchi Group, the region’s leading provider of cable television, broadband internet and internet-based phone services. She is also the founder of Ignite Consulting, a business consultancy; Ignite Lifestyle, a health care consultancy; Insite, one of Kenya’s most successful digital marketing companies; and Business Lounge, Kenya’s leading start-up incubator. Njeri Rionge is the quintessential serial entrepreneur, passionate about start-ups. She is widely acclaimed as a speaker and writer, sharing her entrepreneurial experiences with young aspiring entrepreneurs.

Jalila Mezni, Société D’Articles Hygiéniques (SAH), Tunisia
Jalila Mezni is the co-Founder and CEO of Société D’Articles Hygiéniques (SAH), Tunisia’s leading manufacturer of diapers, tissues and feminine hygiene products. Together with her ex-footballer husband, Mounir el Jaiez, Mezni began the business in 1995. Jalila left her job as the Vice President of a Tunisian bank to start SAH, leaving behind the bank’s bureaucracy and limited impact. Despite a difficult first few months, SAH soon began to gain a share in the feminine products market and by 2012, her company laid claim to over 45 percent of the market for feminine products and diapers. The company has since grown from 24 employees to over 1,000 and from one starting factory in Tunisia, to others in Algeria and Libya. Jalila Mezni envisions a future where SAH continues to expand and create jobs in a world region ravaged by unemployment and political instability, and she is working towards it. She was a finalist for the 2012 Africa Awards for Entrepreneurship

Tabitha Karanja, Keroche Breweries, Kenya
Tabitha Karanja broke an 87-year old spell when she announced that her successful alcohol production company, Keroche Breweries, would be producing the first ‘truly Kenyan’ beer, Summit Lager. A daring businesswoman, Tabitha went into the fortified wine industry with her husband in early 1997 and for over a decade battled with large multinationals and fierce competitors that used both intimidation and brute force to push her out of business. Against all odds, Keroche Breweries not only reinvented itself but became the first Kenyan manufacturer of beer. Her enterprise has grown from a small factory with three rooms to a multi-million dollar facility that employs hundreds of Kenyans. Keroche beers now claim 20% of the east African beer market, a market once considered impenetrable. In 2010 she was awarded the Moran of Burning Spear (MBS) award by his Excellency President Mwai Kibaki for her efforts to liberalize the Kenyan liquor industry.

Ola Orekurin, The Flying Doctors, Nigeria
Doctor Ola Orekunrin is the founder of West Africa’s first emergency air ambulance service, The Flying Doctors. Raised in the United Kingdom by foster parents, Dr Orekunrin became widely known for becoming England’s youngest doctor at age 21. In a tragic loss, one of her younger sisters died from a sickle cell anaemia crisis. Ola knew that her sister’s death could have been prevented if there had been adequate emergency care and an air ambulance, so setting out to reduce the numbers that die in the same manner, she started The Flying Doctors. Despite the enormous challenge of gathering both government and private support, overcoming rejections and raising funds, Ola has established a business of great social impact. She is the recipient of several awards and honours.

Ndidi Nwuneli, LEAP Africa, AACE Foods, Nigeria
Ndidi Nwuneli is a household name in Nigeria and Africa. She is the founder of LEAP Africa, an organisation committed to developing “an army of committed change agents”, young men and women, business owners and social entrepreneurs that are focused on making a difference in their countries and communities. With a focus on Leadership, Effectiveness, Accountability and Professionalism, LEAP has transformed thousands of young people and led to the initiation of thousands of change-projects across the country. LEAP is also a known publisher of leadership literature. After handing over the reins of the organisation to the new Executive Director, Ndidi went on to found AACE Foods, an agribusiness and agro-processing company. By sourcing, processing and distributing fruits and vegetables within West Africa, the company improves nutrition levels, aids farmers and creates jobs. Ndidi’s commitment to social and economic transformation through leadership and entrepreneurship sets a high standard for African women.

Susan Mashibe, TanJet, Tanzania
Born in Kigoma, Tanzania, Susan Mashibe decided early in life she would fly. She dreamt of life as a Delta Airline 777 Captain, traveling the world. Yet circumstances surrounding the September 11 terrorist attacks brought her back to her homeland, jobless and with only prospects for being underemployed. At the suggestion of a South Africa client, Susan turned her skills and experience as Tanzania’s only aircraft engineer and FAA-certified commercial pilot into TanJet, a private jet logistics firm. TanJet provides services for companies and individuals that own and operate private jets and her clients include Fortune 500 company executives, military flights, monarchs, Heads of States and celebrities. In 2011, she was selected to participate in the Fortune/US State Department Mentorship programme for promising women global leaders. She continues to expand TanJet’s operations and inspire young women to pursue careers in aviation.

source:venture africa

Tanzania: 55,000 Tanzanian Schoolgirls Pinched, Prodded and Expelled for Pregnancy

More than 55,000 Tanzanian schoolgirls have been expelled from school over the last decade for being pregnant, perpetuating their vulnerability and poverty, the Center for Reproductive Rights (CRR) said on Thursday.
From the age of 11, schoolgirls are forced to undergo humiliating and painful pregnancy tests as often as once a month, the U.S.-based advocacy organisation said in its report, “Forced out: Mandatory pregnancy testing and the expulsion of pregnant students in Tanzanian schools”. If pregnant, they are expelled immediately.
“Girls are expelled from school regardless of how they get pregnant,” Evelyne Opondo, CRR’s Nairobi-based Africa director, told Thomson Reuters Foundation.
“A lot of the girls who get pregnant at that age are actually girls who are vulnerable. They are girls from poor families. They are girls who have been exposed to sexual violence,” she said.
One of the girls interviewed for the report was raped at the age of 13. Others were sleeping with older men in exchange for school fees, food or shelter.
“When you expel them from school, you deny them that chance of education. You confine them to that circle of poverty,” said Opondo. “They will remain poor and their children will be poor most likely.”
Expelled teenagers face widespread stigma, the possibility of being forced into marriage and the challenge of providing for themselves and their babies. Some wealthier families are able to send their daughters to private schools but the majority end up looking for casual work….http://allafrica.com/stories/201309270069.html

African Women Leaders: Why Don't We Hear Their Voices?

African women are blazing a feminist trail – why don't we hear their voices?

Rwanda's parliament is now almost two-thirds female, while Malawi, Liberia and Senegal have women at the helm. Western feminists, take note

theguardian.com, Monday 23 September 2013 11.05 EDT

What would have once sounded like a far-fetched feminist fantasy – namely women forming the majority of a parliament – is a reality in one country in the world, Rwanda.

Early reports from the parliamentary elections last Monday indicate that women now hold nearly 64% of the seats. Prior to the genocidal conflict in 1994, the figure was just 18%.

In fact, women have made significant gains all around Africa: indeed, the most successful social movement in Africa in recent decades has been the women's movement, particularly in policy and legislation. Malawi and Liberia have female heads of state, and earlier this month Senegal elected its first female prime minister, Aminata Touré.

Also, the African Union chair is female for the first time in its history. Africa's strong legacy of female leaders is a hugely positive statement about the continent's direction.

So why does the western feminist movement hardly look at African feminism for clues?

Why does it only pay such little attention to the realisation of a once utopian fantasy of female majority leadership in Rwanda – where, since 2008, women have held over half the parliamentary seats?

Feminists everywhere have spent decades campaigning for equality in political leadership, yet its achievement in Rwanda has been met with a loud silence.

NGOs and international bodies have addressed the changes – not a bad thing per se – but as a result, without feminist debate, gender equality in Rwanda is mostly discussed in terms of the 1994 genocide, which killed an estimated one-tenth of the population (800,000 people), most of them men. Or gender parity is attributed to the country's quota system, which is indeed meaningful, though only responsible for allocating 24 of the 45 seats women hold.

Even worse, the debate has, in Eurocentric fashion, all too often implied that women's progress in Rwanda is a result of the adoption of western values and that westerners are "helping" local women achieve them.

But the main reason Rwandan women MPs find themselves in the majority is the country's organised women's movement.

Women such as the late feminist champion, Judith Kanakuze, and the organisation she spearheaded, Twese Hamne (Pro-Femmes), ensured through active mobilisation that equality became a top priority in the post-conflict constitution.

Female activists made a conscious effort to include women in the rebuilding of the country after the genocide. In other words, what we see is not simply a consequence of the conflict or big-hearted male leaders handing out seats to women. It is a conscious and co-ordinated effort, by women for women.

These are stories that have lessons for women the world over. Yet the western feminist movement has barely understood the significance of Africa's achievements – in comparison to, say, Iceland or Australia, where triumphs of the women's movement are frequent topics of discussion. Not many feminists can readily name an African, let alone a Rwandan counterpart. Where is the strength of the "sisterhood", I wonder?

Western, as well as African, feminism is diverse, naturally. But the western feminist movement is still mostly disengaged from the struggles being fought – and won – by women in other parts of the world.

In an increasingly inter-connected world, it should start listening to voices of these women and most importantly, to reject the indifference that cripples the progress of women everywhere.

source:pan africa

The Controversy Surrounding African Women Leaders

One cannot ascertain when or where the stigma against women leaders stemmed from. However there seems to be widespread reasons for why people think women should not take active part in leadership and governance.
The argument about the “biological clock” seems to be the most popular case against women leaders. In many African societies, it is believed that as a result of a woman’s metabolism and her duty of bearing and bringing up children, she has little time for any thing other than the upkeep of her household.
Although it is valid that the maintenance of a household and upbringing of children is time consuming, it seems that the proponents of this argument forget that the leaders in their societies were also brought up by women or maternal figures. In effect, African women do have the capacity to create a positive influence in the lives of people. Perhaps women leaders are even more adept at being leaders than their male counterparts as they spend a great part of their lives being unofficial leaders.
Another excuse used against the participation of women in leadership is the fact that they are usually sensitive and emotional and as such would not be able to perform to the best of their ability in stressful situations. True, women are usually very emotional. But does this necessarily have to be a bad thing? The empathy that women feel for people and situations make them better able to understand the people they are leading and this motivates them to work even harder to achieve the goals of the community.
A typical example is the case of Yaa Asantewa, the Ghanaian Queen mother of Ejisu who’s empathy for her people the Akans motivated her to fight for the protection of her people and land against the British colonists. Although she eventually exiled to Seychelles, she was able to inspire the Asante army to fight for the protection of their land and in effect, the Asante kingdom prevailed. Even today, it is one of the most diverse and rich ethnic groups in West Africa.

Entrepreneurship Students in National Debate Competition

Akilah students Brenda Muhati, Darlène Laure Karamutsa, and Lydia Uwimbabazi (Class of 2015) performed exceptionally well in the National Young Entrepreneur’s Debate Championships and secured Akilah’s place in the semi-finals of the competition.
          
This was the students’ first-ever public debate and they were up against stiff competition. Universities from all over Rwanda take part in the National Young Entrepreneur’s Debate Championships and many of the participants are experienced debaters who had taken part in the competition last year.  The format of the debate was British Parliamentary Style, which is known to be the most demanding format, as participants are allowed to interrupt the competitors with questions during their presentations. To add to the students’ nerves, the debates are broadcast on national television!
The motion before the debaters was: Promoting entrepreneurship in the health sector is the only way to enable the development of the health sector in Rwanda. The students had prepared thoroughly during the week — they were even grilled by the staff in a mock debate! The students had only 20 minutes to develop their arguments before they had to present, but they were strong under pressure and delivered persuasive speeches.
Akilah student Brenda Muhati said:

It was so exciting for us to have such an opportunity. We were nervous because it was our first debate but we enjoyed it too because it gave us a chance to stretch our capabilities. We are looking forward to the semi-finals and hoping to reach the finals!

The students will now go on to the semi-finals at the end of September. We wish them luck!

The 20 Most Powerful Women In African Business

“You have to think fast in business. If someone asks – Are you selling your blouse? Sell it!

You can always buy another one. The first day I opened my shop, I only had five bunches of roses.
My first customer didn’t see the flowers I had – all he saw was water. So he asked me: Are you selling water? I told him – Yes! That 20 cents he gave me was my first income. You have to be brave. You have to be aggressive. Don’t be embarrassed.” - DINAH BINAH, FLORIST, TANZANIA

VENTURES AFRICA - With incredible business savvy, determination and resilience, many African women have succeeded in creating a name for themselves. Whether they achieved by moving up the ranks of the corporate world, through entrepreneurial innovation or fighting for social justice, these 20 Women represent the most powerful of the African business cohort across various industries.
Like Dinah, each woman’s remarkable achievement is the result of a combination of many elements: identifying and maximising opportunities, striving for excellence in everything and a refusal to turn from their vision. Maybe you’re just starting out in your career; perhaps you are 30 years deep, let something from these women drive you to be the absolute best in whatever you do – be it creating floral masterpieces or brokering contracts worth millions.

Nonkululeko Nyembezi-Heita (South Africa) CEO ArcelorMittal

As the Chief Executive Officer of ArcelorMittal SA, Nonkululeko leads the South African branch of the global steel manufacturer which is the largest producer of steel on the African continent, a position requiring steely determination. Prior to this, she served as the Chief Officer in charge of Mergers and Acquisitions in the Vodacom Company.

Siza Mzimela (South Africa) CEO South African Airways, Oprah Winfrey Academy

Siza Mzimela was appointed in 2010 as the first female Chief Executive Officer of South African Airways. After joining the company in 1996 as a Research Analyst, Siza moved up the ranks to assume her current position while garnering recognition for her work in tourism. She serves on the Oprah Winfrey Leadership Academy board and was a finalist for 2002 Nedbank Businesswoman of the Year award.

Isabel Dos Santos (Angola) President’s daughter, oil, diamonds and media

First daughter of Jose Eduardo dos Santos, President of Angola, Isabel Dos Santos has made her mark as perhaps the most powerful and richest woman in her country. Deftly using family influence and financial backing by her father, she started her own business. Through strategic investing, she currently has holdings in diamond trading industry, media, retail and energy both in Angola and Portugal.

Mamphele Ramphele (South Africa) CEO Circle Capital Partners, former MD of World Bank

Former Managing Director of the World Bank group, Mamphele is a renowned academic and businesswoman. She has succeeded in her work as a medical doctor and anti-apartheid activist and she now sits on the board for the Rockefeller Foundation in New York, Mo Ibrahim Foundation, rewarding good governance in Africa and leads Circle Capital Ventures, a Black Economic Empowerment Private Equity firm.

Bridgette Radebe (South Africa) Founder and Chairman Mmakau (Platinum, coal, chrome gold)

Bridgette Radebe, elder sister of South African Billionaire Patrice Motsepe, wields great power in the mining industry. She founded and runs Mmakau Mining with investments in platinum, gold, coal and chrome. She is the nation’s first black female mining entrepreneur and serves as the President of the South African Mining Development Association and was awarded the International Business Person of the Year Award in 2008 from Global Foundation for Democracy.

Dr Ngozi Okonjo-Iweala (Nigeria) World Bank, Minister of Finance, Co-Founder Makeda fund

Well-known for her role as the Managing Director, World Bank and her part in shaking up Nigeria’s finances, Dr Ngozi has returned to her country as the current Minister of Finance and leader of President Jonathan’s economic team. She continues to work towards economic reform and investing in capital projects with the aim of reducing Nigeria’s high unemployment rates. She founded the Makeda Fund, investing in helping African women entrepreneurs.

Folake Folarin-Coker (Nigeria) CEO, Fashion designer, Tiffany Amber

Responsible for revolutionising the Nigerian fashion industry in 1998, Folake started the Tiffany Amber brand. Every collection created pays respect to her African heritage blended with the influence of her childhood spent in Europe. The Tiffany Amber collections have received wide acclaim in the global fashion industry, showing in fashion weeks in Lagos, London, Paris and South Africa. She is the first African designer to have shown at New York fashion week twice.

Dolly Mokgatle (South Africa) CEO Peotona Group Holdings Ltd and Thandi Orleyn (South Africa) Co-Founder, Peotona Group Holdings Ltd; Lawyer

Dolly and Thandi co-founded Peotona Capital, an innovative women’s investment company with stakes in De Beers, South Africa, the world’s top diamond miner as well as holdings in Lafarge, one of South Africa’s cement makers. Prior to this Dolly served as the CEO of Spoornet, a heave freight rail company and has set up and continues to support numerous women’s initiatives. Thandi is a highly qualified lawyer and expert on labour and employment matters.

Iman Abdulmajid (Somalia) Founder and CEO Iman cosmetics

Somali-born former supermodel Iman is best known for her high-profile modelling career and beautiful cosmetics created for women of colour. During her 14 years of modelling and TV appearances, Iman mixed her own products to match her skin tone and after retiring she started the self-named cosmetics brand to fill that gap. As of 2010, Iman Cosmetics is a $25 million a year business.

Joyce Banda (Malawi) Country Vice-President, CEO, Joyce Banda Foundation and National Association of Business Women

Joyce Banda has had a long and successful business and political career. Prior to her role as the current vice-president of Malawi, she was the founder and CEO of Joyce Banda Foundation, focused on improving educational opportunities to children and orphans and micro-credit to poor women. She also founded the National Association of Business Women to empower women economically. She received the United Nations Population Fund International Award for the Health and Dignity of Women in 2006 and the African Woman Development Fund Woman of Substance award in 2010.

Adenike Ogunlesi (Nigeria) Founder, CEO Ruff n Tumble

After dropping out of undergraduate Law program at the Ahmadu Bello University, Zaria in Nigeria, Adenike joined a tiny tailoring shop as the second member of staff, after her mother. In this shop, she found her calling and in 1996, her entrepreneurial spirit. She began selling the clothes she made from a suitcase and eventually turned Ruff N’ Tumble into a widely recognisable children’s brand across West Africa. She was featured in the documentary, Africa Open for Business and named the 2005 FATE Foundation Model Entrepreneur.

Maria Ramos (South Africa) Group CEO, Absa Group Bank

From her former role as Director General of South Africa’s National Treasury, Maria later became the CEO of the Barclays Bank subsidiary, Absa, a role in which she has excelled till date, raising the group profits significantly even through trying financial times.

Linah Mohohlo (Botswana) Governor, Bank of Botswana

Linah Mohohlo has served as the Governor of the Bank of Botswana since 1999, following 23 years in other areas within the bank. She has also worked as International Monetary Fund Special Appontee and been a member of the International Monetary and Financial Committee. An eminent academic, she has published several papers, books and chapters in the field of economics, reserves management and governance. She is the recipient of Botswana’s highest public service award, Presidential Order of Honour.

These trailblazing women have opened the door for a younger generation of African power women. The next six women represent increasingly the next generation of African women taking the mantle in business.

Susan Mashibe (Tanzania) Founder and Executive Director TanJet Aviation

At 29, Susan Mashibe returned to her home of Tanzania to start up TanJet in 2002, a company offering logistical support for company, diplomatic and private jets. Her clients include Heads of State, monarchs, celebrities and corporate gurus. She has received numerous awards and was honoured as 2011 Young Global Leader by World Economic Forum.

Bethlehem Tilahun Alemu (Ethiopia) Founder and Managing Director, soleRebels

Bethlehem brought the soleRebels brand to life in 2004 in an attempt to create jobs in her community in Ethiopia. By innovatively fusing artisan skills and entrepreneurial wisdom, she has created a globally recognisable brand that produces excellent fair trade shoes sold and distributed in more than 30 countries around the world.

Chimamanda Ngozi Adichie (Nigeria) Author

According to her, Chimamanda began writing as soon as she could spell. She published her first book of poetry in 1997 and released her first novel, Purple Hibiscus, in 2003 to wide critical acclaim. She is the recipient of many awards including the Commonwealth Writer’s Prize for Best first book (2005). She is working to pass on her expertise and vision by teaching writing workshops in Nigeria.

Khanyi Dhlomo (South Africa) CEO, Editor, Destiny Magazine, Destiny Man

Through a combination of wit, passion for media and good luck, Khanyi Dhlomo has positioned herself as a leader in the South African media industry. At 22 she was appointed Editor of True Love magazine and succeeded in doubling circulation within her first year. She acquired an MBA from Harvard University and set up her own company, Ndalo Media, a joint venture with the publishing arm of South Africa’s largest media company. Destiny Magazine, Destiny Man and DestinyConnect.com are the successful products of Ndalo.

Isis Nyongo (Kenya) Managing Director, InMobi Africa

Isis was appointed Vice President and Managing Director of InMobi, the world’s largest independent mobile advertising network in 2011. She is well-suited to the task of driving the company’s business strategy for Africa having previously led the African business development initiatives for Google. A graduate of Stanford University and Harvard Business School, Isis has been instrumental in driving the launch of MTV networks and setting up Kenya’s first online recruitment service, MyJobsEye.

Magatte Wade (Senegal) CEO, Adina World Beat Beverages

Who knew a business could be based on the Hibiscus flower? Magatte Wade co-founded Adina World Beat Beverages in 2004, a manufacturing company based on a simple, sustainable, fair-trade model relying on manufacturing and products from Africa. Their beverages include herbal drinks, organic coffees and teas sold across the US. Her company supports the Quality Biological Agriculture Cooperative (QABCOO), a group of Senegalese women earn a living producing the traditional hibiscus drink. Adina’s annual revenues are reported to be over $3million by UNDP.

source: ventures-africa.com

Secrets Of Women At Top Business Positions

Secrets Of Women At Top Business Positions

VENTURES AFRICA – While companies and government undoubtably can do more to promote women in leadership positions – women need to learn how to tap into their unique strengths and make use of existing platforms to become more successful in the business world.

Having more women in management roles is good for the bottom line. Research shows that female board members in executive positions for listed companies impact positively on the firm’s stock price – proving that women in leadership positions can boost a company’s performance.
Yet women continue to be underrepresented at executive levels of business. The 2013 Grant Thornton International Business Report on women in business recently released, revealed that only 28 percent of senior management positions in South Africa were filled by women, a figure that has remained unchanged for the last four years. This corresponds with the global average of 24 percent.
While the need for gender diversity in the workplace is recognised worldwide, putting it into action appears to be complicated. A Harvard Business Review study published in June 2013, found, “Although boards say they like diversity, they don’t know how to take advantage of it. Women told us they were not treated as full members of the group, though the male directors were largely oblivious to their female colleagues’ experience in this regard,” wrote authors Prof Boris Groysberg and Deborah Bell.
The study entitled “Dysfunction in the Boardrom” was based on research done in 59 countries and stated that women had to be more qualified than men to be considered for directorships and appeared to pay a higher personal price to become board members than men did. In comparison with male directors, fewer female directors were married and had children. A larger percentage of the women were divorced.
But, according to some women role models, getting to the top of the corporate ladder is not about working harder – but rather about working smarter.

Develop your competence

Business Woman of the Year in 2011 and Discovery’s Franchise Director, Kate Moodley, says men often welcome women in senior company positions. “This does not mean that women in executive or managerial positions don’t initially encounter some resistance, with people perhaps having to get used to a woman getting on board, but as time goes on, your competence will work in your favour.”
She recommends that women remain true to themselves and their own way of doing business. “I don’t compromise on some things. For instance, in a male-dominated industry there is often a lot of socialisation after hours. I take a very different view; I say it’s about service, about resolving client problems and upskilling yourself, not partying until 5am. On a business level it may be construed as being set in your ways, but the results will be in your favour. Be competent, be uncompromising.”
She is inspired by a quote by Reserve Bank Governor Gill Marcus: “You should be selected for a position not because you are a woman but because you are the best at what you do.” This ties in with what Liz de Wet, course director of the Women in Leadership programme at UCT’s Graduate School of Business (GSB) calls a “signature presence” – the unique presence each woman has in her role as leader. Successful women in leadership have developed their own management style, based on their core values and personal abillities, says de Wet.

Make use of coaching, mentoring and training opportunities

In order to develop themselves, women should be encouraged to seek out development opportunities and have the confidence to identify the right mentors adds de Wet. Coaching programmes and sponsorship initiatives can be valuable support mechanisms for women in leadership positions.
Rosemary Grant is a former general manager and board member of a mulitnational company and now runs the GSB Women in Leadership programme alongside De Wet. She says operating without sponsorship or mentorship in complex organisations tends to be a common barrier to progress. Such support can nurture inate leadership qualities and give that signature presence the opportunity to make a unique impact on the organisation. Without it, women risk just being subsumed into the dominant culture.
“Operating in an environment which is slow to embrace the value of gender diversity can be a confusing and challenging experience. In this situation, does one hold true to your own values and ideas or adopt the dominant approach? The key to success here is not only to remain true to oneself but also to find appropriate approaches and sponsorship which will enable colleagues to have a greater appreciation of what a woman’s life experience can bring to the table,” she says.

Take your time, pick your battles

Moodley remembers the challenges she faced when she started out in her career.
“I was quite young when I got into management and many people I worked with were 10 to 20 years older than me. The reality is you have to win people over, find courage and confidence.”
Grant similarly says she took a “very steady” six months to settle into her new top management role. “I ensured I met all key players on a one-to-one basis and understood their particular business needs. I focused on having significant relationships with individual peers rather than running the risk of lumping them all under ‘the old boys network’ label. Also, I developed a sphere of influence way beyond my peer group and across several countries which was useful for everyone on the board.”
“Looking back, an important point of discernment was to ignore silly comments and football conversations and to choose carefully when to take a stand when something unacceptable arose.”
The fact that women often inhabit a different reality and bring other views and perspectives is part of the diversity that they bring to the boardroom table. “This duality in their lives can be an advantage that makes women more suitable for certain leadership roles,” says Lyndy van den Barselaar – Managing Director for Manpower Group South Africa.

Know the value of networking
Grant says that the time she invested in developing her networks was one of the best things she could have done. One of the common mistakes that she has observed when women step into senior roles, specially in male-dominated organisations, is that they underestimate the importance of networking. “One of the big consequences of being poorly networked often manifests itself in poor communication skills – not knowing when to inform, not knowing who really needs to know, not appreciating when silence and confidentiality are critical.”
Grant adds that not supporting other able women is also a common mistake women in leadership make. Moodley agrees and says she promotes the development of talent within her own company, emphasising the advantages of building a strong network of women within an organisation. She advises female leaders to take other women along on the journey to the top as this benefits leaders, employees as well as the company in the long run.
While it cannot be disputed that there is a need for companies to do more in terms of buying into gender diversity and the promotion of talent development – women should realise that they already have many of the tools and abilities needed for success at their disposal. Focusing on strengths instead of weaknesses and tapping into personal core values to develop a signature presence can be regarded as pivotal to success in the business world.
What successful women in business share, says Grant, is “a winning combination of ability, good networks, sponsorship and courage.”


Source: ventures-africa.com