I was born in Sudan to Sudanese parents, and although I’ve lived in Britain since my university days, I hold fast to many aspects of African culture. One key principle I learned from my ancestors is the importance of caring for one’s neighbors. In my business ventures, that commitment has translated to what I call inclusive capitalism.
My next venture was the one I’m best known for: Celtel, which brought mobile phone service to Africa. From the start, in 1998, I knew it would be a winning proposition. With a huge geographic spread and barely any landline service, the continent was in dire need of a telecommunications network. By building one, we would help millions of Africans stay in touch with loved ones and better manage their own lives and businesses—and we could earn good revenues and profits doing it.
With equity spread among many investors, I couldn’t give discounted shares to employees, as I had at MSI, but our board committed to full insurance and health care benefits for them and their families—an important step as AIDS ran rampant—and awarded significant stock options. By the time we sold the company in 2006 for $3.4 billion, 13% of the shares were in workers’ hands.
Joey Wat's advice on innovating to meet customer needs is spot on. Great piece!
We know distorted definitions of leadership and confuse it with presiding and sitting in that chair just passing on orders is certainly not 'Leadership'. As they say, seek/listen to understand first and speak to be clearly understood !
That being said active listening is kinda creepy. In my experience when people are active listening it’s not you they are engaged with. It’s about, what was said, and respond purely to that.The other projections inflection ,emotion , body and facial expression are excluded.
i decided to leave any work to elonmusk