I recently sat across from an executive facing mandatory retirement. After decades of navigating market crashes and mergers, he was clear: "People see the gray hair, but they miss the fire still in the engine." He was right. We often mistake a long resume for a finished story, or physical markers of time for a decline in capability. The most formidable leaders are defined by their refusal to exit the arena.
In leadership, we often focus on the "big picture," but a recent breakfast meeting hosted by Urysia Ltd and the French Chamber of Commerce Kenya (FCCK) reminded me that excellence is found in the details. The theme, "Enhancing Mobility in Kenya: Driving Business Performance Through Strategic Solutions," sparked brilliant dialogue. However, three leadership lessons stood out even more:
Last month, I wrote about the "Undeniable" factor—that rare, razor-sharp edge that elevates a high-achieving professional from "highly qualified" to the absolute choice. I recently had the privilege of preparing a distinguished candidate for a high-level judicial appointment.
In high-stakes interviews, technical brilliance is rarely the deciding factor - it is the baseline. By the time you reach a high-profile panel, your credentials have already been vetted. The panel is no longer checking if you can do the job; they are gauging your temperament and your fit for the gravity of the office.
The plan was flawless - until the final session of our major fundraising gala. As Lead Coordinator, my role was to ensure a seamless experience for our donors. The protocol was simple: our Keynote Executive would stand at the front alongside Marcus, a junior Associate. Marcus represented the very rising talent this fund was designed to support; he was the symbolic bridge between our organization’s legacy and its future.
On a recent Saturday, I found myself in a room full of exceptionally capable women. We were gathered for a meeting, but the morning hadn't gone quite to plan. Our Chairlady was unwell, and the Secretary was running late. The meeting was at a standstill. A lady eventually volunteered to chair, but when she asked for someone—anyone—to take the minutes, the room fell into a heavy, dead silence. I sat there and smiled. My mind immediately went to the tenets of the Girls 4 Girls (G4G) Kenya mentoring program. In our work, we constantly talk about the importance of women taking up leadership positions, yet here was a real-world example of how easily we hesitate when the "official" roles aren't filled.
I have been re-reading Chapter 1 of "How Women Rise" by Sally Helgesen and Marshall Goldsmith. It explores the concept of "Where You Are Coming From," contrasting the "Stickler" (who thrives on rules and precision) with the "Spontaneous" leader (who excels at adapting in the moment). In my professional life, I have leaned heavily into being a Stickler. Precision, discipline, and a deep respect for the "rules" have served me incredibly well - they are the foundation of my reliability.
It is mid-February. The initial rush of the new year has faded, and for many, the "to-do" list from January is still sitting on the desk, largely untouched. Progress isn't always about learning something new; often, it’s about identifying the specific behaviors that keep us pinned to the same spot. If you feel like you're running in place, it usually comes down to these three culprits.
The expression "stop and smell the roses" is not simply about flowers, but rather about how to slow down and notice the little things that make life worthwhile. In today's hustle and bustle, it is easy to move through the day disconnected from our capacity as humans. Simple ways you can follow so that you can stop and smell the rose.
The one-way video interview is on the rise: companies like Apple, Twitter, Google, UBS and many more use a one-way video interview at some point in their hiring process. Some estimates have seen a nearly 30% increase in the use of pre-recorded interviews in the last year. While one-way interviews are a great time-saving tool for recruiters, they can be an awkward experience for the candidate.