< Previous10 C EO M I D D L E E A S T OCTO BER 202 1 LEADERSHIP EOs in the GCC are affirming their commitment to the “dual journey” of transforming themselves and their organisations, a task many are tackling with energy and devotion. This journey can help CEOs build a strong community of mutual thriving. That matters: in the UAE for example, some chief executives are currently in a lonely place. Unlike their worldwide counterparts, a number of UAE-based CEOs say they do not have a closely aligned executive team, a strongly sup- portive board, or close confidantes to rely on. That makes it all the harder for them to navigate an environment that they describe as dynamic and challenging. In Saudi Arabia, many CEOs face challenges around developing local talent in an already complex business environment – namely, a nationwide imperative to embrace economic trans- formation and diversification. Egon Zehnder’s recent worldwide study of nearly 1,000 CEOs, and I will focus on findings from the UAE and KSA. It also includes my own reflections about Gulf CEOs’ approach to leader- ship, drawn from the firm’s years of deep engagement in the GCC. UAE-based CEOs: Leaders seeking confidantes Across a range of industries and organi- sations, UAE-based CEOs are in near total accord that, in recent years, the CEO has moved into the centre of loud- er, more diverse and diverging voices. In today’s environment, as one UAE CEO puts it, “Remaining dynamic and agile is crucial. What worked for many years cannot be applied anymore.” While CEOs across the globe and in the GCC continue to give top priority to financial metrics in their decision- making, they are also expected to embrace a range of other topics, ranging from growth, innovation and talent, to Environmental, Social, and Governance (ESG) issues. CEOS TRANSFORMING THEMSELVES AND THEIR ORGANISATIONS Imran Saleem, Managing Partner of Egon Zehnder Middle East, walks through the Gulf-region highlights from Egon Zehnder’s recent worldwide study of nearly 1,000 CEOs COCTO BER 202 1 CEO MIDDLE E A ST 11 LEADERSHIP The challenges of adaptation are profound. As one CEO says, “The abil- ity of the organisation’s inner circles to accept change, the speed at which it’s done, the degree of willingness to ques- tion methods, cultural environments, legacy situations, unsuitable structures – these are obstacles that you have to manage, sometimes fight, while you are facing tremendous external risk factors”. In these circumstances, what support do CEOs receive in their decision-making? The stark answer is that many in the GCC tend to feel that they are funda- mentally alone – more than their global peers. When asked whom they turn to for honest feedback, for example, three in five UAE-based CEOs say: “You have to rely on your own judgment.” This is nearly 25 percentage points higher than the worldwide figure. Despite having to rely on their own judgment, however, many leaders are not content with their degree of executive solitude. As one UAE-based CEO puts it, chief executives “are doomed to fail when perceived as lone wolves”. As for their relations with other sen- ior people, just one in five UAE-based CEOs say they are “fully aligned with their executive team”; the same propor- tion are fully aligned with their boards of directors. These figures are half the global average. While UAE-based CEOs do seek feedback from figures such as the chairperson of their board, independent board directors, and – most frequently – members of their senior executive team, they are less inclined to do so than their global peers. Saudi-based CEOs: stronger networks to tackle challenges According to one KSA-based CEO, this is an era of “more pressure”. There are significant expectations on CEOs in Saudi to play their part in a nation- wide drive to transform and diversify the national economy. As a Saudi chief executive puts it, when affirming the importance of close ties and solidarity: “We’re all in this together”. For one Saudi-based CEO, the greatest opportunity over the past year has been “building trust with the leader- ship team”. Given KSA CEOs’ atten- tion to maintaining strong teams and networks, it is noteworthy that Saudi respondents to Egon Zehnder’s recent worldwide study identify talent manage- ment as a “high priority” among the drivers of their decisions, comparable in importance with financial performance. Succession processes and board relations To recognise the importance of close relations, it is not to say that CEOs in the GCC need to learn the fundamentals of their job from others. In the UAE, for example, more than a third of surveyed CEOs were previously chief executives. But however experienced CEOs may be, a new role, sometimes within a new environment, calls for collaboration, mentorship, and other relationships of “THERE ARE SIGNIFICANT EXPECTATIONS ON CEOS IN SAUDI TO PLAY THEIR PART IN A NATIONWIDE DRIVE TO TRANSFORM AND DIVERSIFY THE NATIONAL ECONOMY” Insight. Many CEOs in the GCC tend to feel that they are fundamentally alone, more than their global peers, Saleem says12 C EO M I D D L E E A S T OCTO BER 202 1 LEADERSHIP support and learning. A strong suc- cession process also helps CEOs find their feet. Yet, while CEOs in KSA are far more likely to regard their succes- sion process as “good” than to criticise it, most surveyed CEOs in the UAE are not quite satisfied: fewer than a quarter rate as good the succession process, by contrast to most of their global peers. In Egon Zehnder’s experience, many factors might help explain uneasy relations with boards and poor succes- sion processes. A board might take on a CEO with an impressive prior chief executive record, and expect the new leader to take up the reins without substantial support. As a result, the succession process may be minimal, “CEOS IN THE GCC ARE WORKING TOWARDS BEING PART OF A RICHLY VARIED COMMUNITY – ONE OF SHARED EXPERIENCES, EXPERTISE, IDEAS AND RESOURCES” and the board under-engaged. While some CEOs enjoy strong board relations, others experience their board as having “rigid expecta- tions” that do not fit well with the agile, dynamic and collaborative approach of the new business environment. One CEO in KSA contrasts the board’s traditional approach with recent influences on the organisation, including “stakeholder activism, changing attitudes of bright younger talent, digitalisation, and democratisation of knowledge and infor- mation that makes everyone think they are subject matter experts”. The chief executive adds that “a board dominated by more traditionally minded folk makes it challenging for the CEO to navigate Executive decision. A board might take on a CEO with an impressive prior chief executive record, and expect the new leader to take up the reins without substantial supportOCTO BER 202 1 CEO MIDDLE E A ST 13 LEADERSHIP stormy waters on an even keel, and keep moving forward.” The 4 Cs: Credible, caring, curious and courageous As farsighted businesspeople, many CEOs in the GCC are not content to be lonely and isolated. Like their worldwide counterparts, they are committed to the “dual journey” of transformation, working to change their organisations as they attempt to change themselves, and doing so in a way that is relational, adaptive, and self-aware. Such attributes, as one UAE-based CEO puts it, when offering a range of personal strengths, include the “ability to forge relationships that go beyond what one needs from the other person, and the ability to deeply listen and en- sure diverse views are considered”. For CEOs in the Gulf region, the pandemic has brought not only crisis but opportunities. For instance, one UAE- based CEO points out major and lasting gains in productivity and efficiency. More broadly, the change has stimulated profound reflection, and fresh commit- ment to solidarity and mutual thriving. According to a prominent CEO in the UAE, the greatest benefit over the past 12 months has been the “renewed importance of communicating purpose to yourself and colleagues”. The same CEO emphasises “the importance of the community winning – which ensures you are successful as well”. As for reaching out to others, some CEOs regard their tendency towards isolation as a personal flaw (“I refuse to receive help”, says one CEO in the UAE, when asked to name an Achilles’ heel). Other CEOs are nurturing relational capacities as their greatest asset: “Cred- ible, caring, curious and courageous” is the list of strengths (4 Cs) given by one chief executive in the Emirates, in addi- tion to being “honest and engaged.” A Saudi-based CEO talks about “empathy, interest, fairness and inclusion.” In short, many surveyed CEOs in the GCC are working towards being part of a richly varied community – one of shared experiences, expertise, ideas and resources. They know that the old model of the lonesome CEO is no longer working well, and adapting to a rapidly changing world calls for multi-faceted contributions from confidantes and a close community. As leaders who are solution-oriented – to use one CEO’s self-description – chief executives in the GCC are “prag- matically taking on ways to advance the transformative journey.” “Knowing how your business works might not be sufficient anymore,” as one of the UAE-based CEO respondents puts the challenge. “Predicting how the business could work in the future – that might be a stronger skill.” As CEOs in the GCC look to the future, Egon Zehnder looks forward to joining them in further conversations on leadership. Lonely at the top. As for reaching out to others, some CEOs regard their tendency towards isolation as a personal flaw14 C EO M I D D L E E A S T OCTO BER 202 1 hat is the biggest factor that has aided your successful career as a woman? Doing a job I love, at a company that I love and being confident about my commitment and ability to do it well. I believe that doing what you love and staying close to your strengths produces the best results. In both work and personal life, I can be the same person. As a female leader, what has been the most significant barrier in your career? Have you faced any gender- related roadblocks? Being a woman was never an issue for me – if anything, I found it a point of strength. My work environment is very encouraging. They see beyond gender: qualifications, skills and potential. I do too. If we stop being biased, we can achieve greatness and success. Chra Hussein, chief commercial offi cer at Asiacell, talks about gender barriers and the importance of leaders having an open-door policy DARE TO MAKE MISTAKES AND LEARN FROM THEM If we focus on performance, the re- sults will be beyond expectations. Take it from a woman who has been in the business field for more than 25 years. What mistakes have you made along the way, and what did you learn from them? I don’t believe in making mistakes, I believe we make the decisions we believe are the best for us at the time. Sometimes those decisions are benefi- cial for us, others are lessons to learn from for the future; either way, they help our personal growth and provide us with a new perspective. One thing that I learned is to trust your gut more often. What are some things women could be doing better to advance their careers? Asiacell is incredibly supportive of its women employees. However, just W LEADERSHIPOCTO BER 202 1 CEO MIDDLE E A ST 15 LEADERSHIP because we provide them a supportive atmosphere does not mean that women must not work harder to develop. They need to take initiative and manage the balance between work and personal life yourself. Don’t feel guilty about it – make your own rules, set your own agenda and be clear about them from the start, with pride. Dare to make mistakes – everybody does – and learn from them. Dare to show your vulnerable side as a female leader; we do not have to be strong all the time. Why do you think companies would benefit from having more women at the top? In Asiacell, we believe in diversity. I love working with other people, regardless of gender. Without gener- alising, in my experience, women tend to be more sensitive and focussed on the development of others and letting them shine. Connective leadership is relevant in times of continuous change. What advice would you give the next generation of female leaders? I always tell young women to choose a profession they are passionate about when they are older. You must work your whole life, so better have fun while doing it. Be honest and explicit about what you want and feel. If you want things to change, you must actively address them, talk about them, and dare to dream big. Would you encourage your own daughter to go into the business world, or would you advise her to take a more traditional route in life? I would love my daughter to enter the business field. In my opinion financial independence is important, especially in our country. However, if she chooses a traditional life, she also has my en- couragement and support. I always urge my daughter to be her own self, follow her own dreams. Everyone should be able to do whatever makes them happy. I’ve read you have an open-door policy and are ready to mentor those seeking your help. How are you actively doing that? My doors are always open for our em- ployees. Whenever they need mentor- ship, they do come to me. I remember that one time, a new employee walked to my office overwhelmed by a certain task, at the time it felt like the end of the world to her, but after we sat down and talked it through, she realised that all she needed was guidance. I think it is empowering to see how women are not afraid of asking their colleagues for help anymore, how they are seeking personal and professional development. And yes, a mentorship programme is an option – Asiacell is preparing something special. “IN ASIACELL, WE BELIEVE IN DIVERSITY. I LOVE WORKING WITH OTHER PEOPLE, REGARDLESS OF GENDER” Empowerment. Women tend to be more sensitive and focussed on the development of others “IF YOU WANT THINGS TO CHANGE, YOU MUST ACTIVELY ADDRESS THEM, TALK ABOUT THEM, AND DARE TO DREAM BIG” Telecoms. Asiacell is playing a key role in Iraq16 C EO M I D D L E E A S T OCTO BER 202 1 COVER STORY | LIGHTHOUSE ARABIALIGHTHOUSE ARABIA OCTO BER 202 1 CEO MIDDLE E A ST 17 A LIGHT IN DARK TIMES AS A MENTAL HEALTH CRISIS GROWS IN THE WORLD, CLINICAL PSYCHOLOGIST DR. SALIHA AFRIDI, CO-FOUNDER OF THE LIGHTHOUSE ARABIA – CENTRE FOR WELLBEING, SITS DOWN WITH CEO MIDDLE EAST TO DISCUSS THE LANDSCAPE, AND WHAT LEADERS CAN DO BY SCOTT ARMSTRONG COVER STORY18 C EO M I D D L E E A S T OCTO BER 202 1 COVER STORY | LIGHTHOUSE ARABIA f you read the news you will see article after article, report after report, about mental health, a conversation which has grown from a whisper before the pandemic to one that is now being voiced openly in public. Here is the UAE, with all its ad- vantages, we are not immune to the impact of mental health, with recent research showing that 88 percent of employees are stressed out. Follow up research showed that even HNWIs in the UAE were suffering, with 96 percent showing at least one symptom of stress. So who better to unpack this grow- ing phenomenon than clinical psy- chologist Dr. Saliha Afridi, co-founder of LightHouse Arabia – Centre for Wellbeing in Dubai. Since its founding in 2011, the outpatient mental health and wellbe- ing centre has grown to serve children, adults, couples, and families with a team of more than 25 psychologists, I 88% The percentage of the UAE workforce who said they are stressed out, according to the 2021 Cigna 360 Wellbeing Survey Importance. Covid-19 has served as an eye-opener for people to pay more attention to mental healthLIGHTHOUSE ARABIA OCTO BER 202 1 CEO MIDDLE E A ST 19 psychiatrists, occupational and speech and language therapists. What’s your assessment of the current mental health climate? The facts on mental health difficul- ties have been clear for some time but I think only recently we have started hearing about its importance. Everyone knows one out of four people has or will struggle with some mental health difficulty at some point in their life. We also know that when the world goes through difficult experiences, such as those that we have experienced in 2020, that figure becomes much bigger. The harsh reality is that the world today is experiencing major trends such as the pervasive and invasive role of technology in our lives, the weak- ening of social bonds of families and communities and the effects of social media and overbearing news, which are all things that put pressure on our mental health. And they are not going away anytime soon. The good news is that there is more awareness and mental health difficul- ties are becoming more de-stigmatised and people are talking about their own struggles more openly. As a result, more people are having the courage to ask for help without the sense of shame, that they may have otherwise felt previously. While mental health is shaped by many factors, including family, home, community, education, what’s your assessment of the situation inside companies? On average, people spend 50 to 60 percent of their waking life at work and engaging with work and so compa- nies play an important part in contrib- uting to our mental health. One thing I noticed during Covid-19 crisis as our home and work life blended, and the stress and anxiety that comes with uncertainty and re- structuring increased, so did the level of responsibility felt by the corpora- tions. I think if they had addressed it five to seven years earlier with the same level of intensity and responsibil- ity, we probably would have been in a better place today when it comes to our overall employee mental health. However, companies are finally taking note because they are realis- ing that caring for their employees is not just a nice thing to do but also an important part of a sustainable and successful business strategy. They are realising that the old way of think- ing “leave your emotions at home” is not working and their employees are less productive, less creative, and less engaged. Companies are unable to attract and retain the talent that is needed to be successful. They are coming to the awareness that wellbeing programmes are one of the best invest- ments they can make for a creative and sustainable business – and the same goes for countries. How would you define leaders’ re- sponsibility to their employees, do they have a duty of care? Obviously, every leader has a duty of care to their teams, but few might get excited about the “duty of care” of messaging. However, every CEO and shareholder will get excited by conversations about revenue growth, lower costs, better client service, and more engaged, productive and creative teams. They will all be eager to have conversations that focus on attracting and retaining higher talent. They will respond to the message that every dol- “MENTAL HEALTH DIFFICULTIES ARE BECOMING MORE DE-STIGMATISED AND PEOPLE ARE TALKING ABOUT THEIR OWN STRUGGLES MORE OPENLY” Professionalism. LightHouse Arabia’s work is evidence-based, anchored in research, results-oriented and effective Stress. There are a number of work-related situations that impact employee’s performance and their productivityNext >