Women in The Media 2024

ON THE RECORD...

There is much to ponder in this year’s selection of thought leaders from women working in media. There’s a wonderful mix of positive and inspiring pieces, and others that challenge notions of women always being supportive and helping each other.

There are stories on leadership, on growth, on burnout. There are also many tales of how damn hard it is for women in the media to reach the top.

“The reality is that the women we see holding leadership positions in our industry today have made it there against the odds,” writes advertising doyenne Fran Luckin. She mentions the relaunch of Open Chair, “a community for women in advertising that exists to provide a safe and empowering space where young women in the industry can access mentorship and guidance and connect with a like-minded sisterhood.”

The glass ceiling might have cracks, she says, but it is still in place.

While reading around the issues women in the media face, I discovered Australia’s Women in Media Industry Insight Report 2024. Women in Media is a “nationwide, not-for-profit initiative for women working in all forms of media, advertising, marketing and communications”. It also conducts vital research into the industry from a female perspective, the foundation of the new report.

“Career dissatisfaction reaches three-year high for women in media” was the pull quote highlighted in huge letters. It reports that 35% of women are considering quitting, particularly senior and mid-career professionals, and 56% hold a negative view of the industry’s commitment to gender equality.

We can’t even compare those statistics to our situation in South Africa, simply because there is no cohesive research into women in the media. There are some academics writing papers, there’s the State of the Newsroom Report. But there isn’t a national body committed to the cause, with branches in every province. There are pockets here and there, like Open Chair or Sisters Working in Film and Television (SWIFT). And the excellent resource, Quote this Woman+, which is dedicated to growing the number of female expert sources used in media.

For 10 years, Wag the Dog Publishers (former owner of The Media and The Media Online) hosted Women in The Media Awards. They celebrated the achievements, the legacies of South Africa’s women in media. The last event was in 2014. At the time, publisher Sandra Gordon said she would continue hosting the awards as long as the glass ceiling was in place. Sadly, that wasn’t to be.

What is clear from the contributions to our annual Women in The Media edition is that we are not shrinking violets, that we are smart, opinionated, ambitious, thoughtful, inspirational, pithy, hard-working, honest, ethical and bloody good at what we do.

So, thank you to each and every one of our contributors for your openness and willingness to share your stories. You are an inspiration.

The Media.

Got to love it.

Glenda

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EDITORIAL

Editor: Glenda Nevill

glenda.nevill@cybersmart.co.za

Content Manager: Raina Julies rainaj@picasso.co.za

Sub-Editor: Lucinda Jordaan

Content Co-ordinator: Natasha Maneveldt

Contributors: Lerina Bierman, Melanie Campbell, Kirsty Carlson, Thando Dolomo, Kalyn Fagan, Merissa Himraj, Lamise Inglis, Lucinda Jordaan, Raina Julies, Deirdre King, Kate Kitz, Fran Luckin, Claudelle Naidoo, Shanaaz Nel, Lindsey Rayner, Tebogo Skwambane, Adelaide Tshabalala, Ingrid von Stein

DESIGN

Head of Design: Jayne Macé-Ferguson

Project Designer: Anja Hagenbuch

Advert Designer: Bulelwa Sotashe

SALES

Sales Manager: Tarin-Lee Watts wattst@arena.africa +27 79 504 7729

PRODUCTION

Production Editor: Shamiela Brenner Advertising Co-ordinator: Johan Labuschagne

MANAGEMENT

General Manager, Magazines: Jocelyne Bayer

Copyright: Women in The Media. No portion of this magazine may be reproduced in any form without written consent of the publisher. The publisher is not responsible for unsolicited material. Women in The Media is published by Arena Holdings. The opinions expressed are not necessarily those of Arena Holdings. All advertisements/ advertorials have been paid for and therefore do not carry any endorsement by the publisher.

ON THE COVER

Bottom from left: Deirdre King, Lamise Inglis, Shanaaz Nel

Middle: Thando Dolomo, Adelaide Tshabalala, Kate Kitz

Top: Tebogo Skwambane, Kalyn Fagan

CONTENTS

To harness the full potential of creativity, businesses must create environments that encourage and support innovative thinking, Deirdre King believes.

The combination of engaged, committed employees and loyal, trusting clients creates a powerful synergy, says Lerina Bierman. 12

EVERYONE HAS A STORY

By training youth in content creation, we are giving them the tools to document their realities and challenge the narratives that have long been dominated by those with power and privilege, writes Lamise Inglis

There is a growing expectation that organisations take proactive measures to support employee wellbeing to mitigate the adverse effects of ongoing crises and to foster a healthier work environment, notes Thando Dolomo.

YOUR CHOICE

True leadership demands the courage to speak up, especially when it matters most, writes Tebogo Skwambane.

19 CONSTANT EVOLUTION

The journey to leadership, especially for women in maledominated industries, is rarely straightforward, as Claudelle Naidoo has experienced.

CANDOUR

Cultivating a culture that not only welcomes but embraces direct feedback encourages open and honest communication, says Kate Kitz.

21 UNLEASHING INTELLIGENCE

Merissa Himraj believes being prepared for hard work, learning continuously and being both ambitious and kind is preparation for a leadership role.

22 NEWS, TO ME

Despite ongoing disruption, there’s hope for the future of news – thanks, especially, to pioneering woman disruptors, writes Lucinda Jordaan.

26 BEWARE ‘MACHIAVELLIAN MARY’

Toxic femininity is insidious, operating under the radar and often justified as “honesty” or “tough love”, writes Ingrid von Stein.

30

TIPTOEING AROUND TRANSFORMATION

Our messaging around transformation and empowerment issues, at times, is no longer hard-hitting or thought-provoking,

34

MAD MEN LEGACY

Fran Luckin explains why there is still a need for industry bodies like Open Chair, a community for women in advertising that exists to provide a safe and empowering space for young women in the industry.

36

ADVICE, UNLEASHED

Adelaide Tshabalala has spent 14 years in the media industry and has some seriously good advice for young women at the start of their journey.

38 LONELY IN THE C-SUITE

It’s a sad truth that Shanaaz Nel still finds herself the only woman in the C-suite – so she encourages female pioneers in our industry to boldly honour their successes.

42

‘HELL, YES’

When faced with a work or life dilemma, Kirsty Carlson asks herself: “Does this feel right for me? Is it aligned with my values? Is it a ‘hell yes’?”

44 BRAIN POWER

In a world where emotional intelligence is increasingly recognised as a critical component of effective leadership, women are naturally equipped to excel, writes Melanie Campbell.

46 ENGAGING AUTHENTICITY

We need to remember why we do media and the purpose of media: to inform, entertain, inspire and engage, says Kalyn Fagan.

48

HIGH PERFORMANCE

Women are born to scale the fine balance between business growth, team (and self-) development for high-performance environments – with a healthy dose of humanity, writes Lindsey Rayner. 16 46 38 36

CREATIVE CONTROL: HOW TO UNLEASH INGENUITY IN THE WORKPLACE

A stagnant corporate culture stifles women from expressing creativity in the workplace, says DEIRDRE KING, who offers sage insights into tapping into creativity with a dynamic, inclusive workplace.

Women’s Month is when we celebrate the incredible contributions and achievements of women. It’s also the perfect time to spotlight the importance of creativity in the workplace, especially as it relates to women’s experiences and perspectives.

Creativity isn’t just about artistic endeavours; it’s about innovative thinking, problem-solving, and the ability to adapt and thrive in a rapidly changing world.

INNOVATE LIKE A WOMAN

Women are often celebrated for their empathy, collaboration and leadership –but one word encapsulates all these traits: innovation.

Today, more and more women are taking their seats at the big table, using their dynamic skill sets to drive innovation. Across the world, women are distinguishing themselves by making significant contributions across all industries and sectors.

In South Africa, techpreneur Arlene Mulder and medtech innovator Dineo Lioma are just two examples of women impacting the male-dominated field of technology.

Innovation is about originality and solving problems through a creative lens. For instance, Jacaranda FM faced the challenge of making Women’s Month meaningful. The solution emerged from an informal brainstorming session led by women, resulting in a competition that made Women’s Month not only

A

WORKPLACE CULTURE THAT PRIORITISES CONFORMITY OVER INNOVATION ALSO SUPPRESS CREATIVITY. TO HARNESS THE FULL POTENTIAL OF CREATIVITY, BUSINESSES MUST CREATE ENVIRONMENTS THAT ENCOURAGE AND SUPPORT INNOVATIVE THINKING.

meaningful, but also insightful and innovative. Insights are brilliant nuggets to use in your creative process.

TAILORED TO TARGET

Creativity is the driving force behind innovation and growth. It enables businesses to develop new products, improve processes and find solutions to challenges. For women, creativity can be a powerful tool for breaking barriers and challenging the status quo – leading to more inclusive and dynamic workplaces. In media, creativity translates to inventive marketing strategies and clientspecific solutions. There is no longer a one-size-fits-all approach – clients now demand creativity tailored to their unique needs and purposes.

Clients don’t want creative ideas for the sake of inventiveness, but to reach and engage consumers or audiences in a way that resonates with them personally. Creative concepts should make clients want more of the same –and want to engage with your platforms or businesses!

SPECIFIC APPROACHES

Creativity in the workplace requires structure – because thinking outside the box often requires a well-defined box – and women are very good at setting structures in place.

This might mean a well-crafted brief led by purpose and a clear problem to solve. Structured brainstorming, informal sound boarding, or using an inspirational venue can all provide the necessary framework.

Having the right people in the room, a creative agenda to spark ideas, or exposure to the problem at hand can all lead to insightful creative solutions.

OVERCOMING LIMITATIONS AND CHALLENGES

Many women face obstacles that stifle their creative potential in the workplace. Gender bias, lack of representation in leadership roles and limited access to resources can hinder their ability to express and implement creative ideas.

A workplace culture that prioritises conformity over innovation also suppress creativity. To harness the full potential of creativity, businesses must create environments that encourage and support innovative thinking.

Strategies to foster innovation in the workplace

• Fail forward Cultivate a culture that encourages experimentation and views failure as part of the learning process. Employees should feel safe proposing and testing new ideas without fear of retribution.

• Recognise and reward creativity This motivates employees to think outside the box, and can include formal recognition programmes as well as informal acknowledgments. When people feel seen and heard as creative contributors, they are more likely to share impactful and original ideas.

• Promote diversity and inclusion Diverse teams bring a wide range of perspectives and ideas, fuelling creativity. It’s crucial to ensure that everyone has equal opportunities to contribute and lead; this includes addressing cultural and gender biases.

• Provide support Access to training, technology and creative spaces empowers employees to explore and develop their ideas. Mentorship and networking opportunities can also provide valuable support and inspiration.

Our Women’s Day initiative, now in its third year, revealed that mentorship from successful women was the most alluring part of the prize. Mentorship significantly boosts the confidence needed to bring creative ideas to the table.

• Foster collaboration Encourage open communication and cross-functional teamwork to break down silos and foster a collaborative atmosphere.

• Follow other women Look for role models in your field or organisation and follow them; better yet: be brave and reach out for mentorship.

LEADING THE WAY

Leaders play a pivotal role in fostering creativity. Inspiring leaders model creative behaviour, think differently, and encourage new approaches.

To lead successfully, create an environment where creativity is valued and employees feel empowered to share their ideas.

As a leader, constantly pushing yourself to be more creative and showcasing innovation in your thinking inspires your team to match that energy.

CREATIVITY IS NOT JUST A VALUABLE ASSET; IT IS ESSENTIAL FOR THE GROWTH AND SUCCESS OF ANY ORGANISATION.

Women have always been at the forefront of creative thinking, from leading social movements to innovating in various fields. By supporting women’s creativity, organisations can tap into a rich source of innovation and drive meaningful change.

Deirdre King

Celebrating and elevating women’s contributions to creativity can inspire others and promote a more dynamic and inclusive workplace.

By fostering an environment that encourages innovation, diversity, and collaboration, we can unlock new possibilities and drive progress. Creativity is not just a valuable asset; it is essential for the growth and success of any organisation.

Let’s commit to creating workplaces where creativity thrives and where the unique perspectives and talents of women are recognised and valued.

King is a passionate leader of people who champions every team member under her leadership to surpass the status quo and innovate.

One of her proudest career moments remains catching the eye of The Walt Disney Company who asked her to head up marketing and communications for Africa. Before joining the Kagiso Media team, King was general manager brand experience (India, Middle East, Africa) for Nando’s. She finessed her nuanced skill of brand building through experience – a skillset highly valued in the post-COVID business landscape.

Today, King leads a team of successful media specialists at Jacaranda FM, one of the most beloved radio stations in the country and has already reaped numerous external awards as well as innovated the business from within.

Deirdre

LEADING ON PRINCIPLE

In today’s fast-paced industry, marked by relentless pitch cycles, clients often change agencies every three- to five years, and employees frequently move from one job to the next, seeking better opportunities. How can we slow this cycle and build sustainable growth for our agencies?

To foster long-term growth, we must create an environment where employees don’t just pass through but find a place to thrive and build their careers. Likewise, we need to focus on building long-term client partnerships based on mutual respect, trust and benefit.

THE COMBINATION OF ENGAGED, COMMITTED EMPLOYEES AND LOYAL, TRUSTING CLIENTS CREATES A POWERFUL SYNERGY.

A CULTURE OF TRUST

Ethical leadership promotes transparency and fosters an open culture of trust and communication between employees and managers. Leaders must understand the power of honest communication and taking ownership of their actions. Owning up to mistakes and accepting responsibility is fundamental. Blame and avoidance have no place in an organisation driven by ethical leadership. The leadership style within an organisation significantly impacts employee engagement. When teams are engaged and there is a sense of trust and common purpose, they are more committed to contributing their best efforts and staying with the organisation. This reduces the costs associated with constantly hiring and training new staff and mitigates the loss of talent and institutional knowledge on our clients’ business.

Lerina Bierman is group managing director of Dentsu Media Brands.

LERINA BIERMAN hones in on the power of ethical leadership to boost impact, drive sustainability, and retain long-term partnerships –with clients and employees.

Moreover, ethical leadership creates a positive work environment where employees feel safe to voice their concerns and share their ideas. This openness fosters innovation and creativity, leading to better delivery for our clients. When employees know that their leaders have their best interests at heart, they are more likely to go the extra mile, resulting in higher productivity and better outcomes.

BUILDING TRUST AND CONFIDENCE WITH CLIENTS

The onus is on all of us, driven from the top, to build trusted relationships with our clients and other partners based on the principles of ethical leadership. Consistent adherence to principles that prioritise honesty, integrity, diversity, and social responsibility creates a strong reputation that resonates with those who share these values.

Clients are more likely to stay with an agency they trust, knowing that their interests are being handled ethically and responsibly.

Long-term partnerships are built on mutual respect and benefit. Ethical leadership ensures that clients feel valued and respected, fostering loyalty and trust.

When clients see that an agency is committed to ethical behaviour, they are more likely to engage in open and honest communication. This transparency leads to a better understanding and alignment of goals, resulting in more successful collaborations.

INNOVATING TO IMPACT

At dentsu, our focus is built around three key pillars: people, product and profit –but it is critical that it is always in that order. If our people are not our priority, we will not deliver the best product for our clients, and it will never lead to sustainable financial growth over the long term.

Creating a people-first culture where honesty, respect, fairness and transparency are valued, and where high performance, collaboration, and accountability are rewarded, needs to be in your DNA.

Our focus on “Innovating to Impact” aligns perfectly with these principles. By driving innovation through ethical leadership, we can create impactful solutions that benefit both our employees and clients. This approach ensures that we remain at the forefront of the industry, delivering cutting-edge services while maintaining the highest ethical standards.

CREATING MAGIC THROUGH COMBINED VALUES

The combination of engaged, committed employees and loyal, trusting clients creates a powerful synergy. Employees who feel valued and supported are more likely to deliver exceptional service and innovative solutions, which in turn strengthens client relationships.

The path to sustainable growth lies in fostering an environment where ethical leadership drives every decision and action, creating a thriving, collaborative and innovative workplace.

Lerina Bierman

EmpowErEd VoicEs

Dentsu is being led to new heights by visionary, barrier-breaking women who are contributing to revolutionising media across Africa.

in the dynamic landscape of African media, a new wave of innovation is being led by visionary women who are breaking barriers and setting new standards. At the forefront of this movement is dentsu, a global agency uniquely led by women in Africa, boasting a 51% female staff component.

With a vast footprint across the continent, deep insights into local cultures and an impressive record of over 120 awards in technology, creativity, media and strategy in the past 18 months, dentsu stands as a beacon of excellence and innovation.

Central to our mission is the theme of ‘Innovating to Impact’, a philosophy that resonates through every facet of our business, from groundbreaking artificial intelligence (AI) advancements to our commitment to mentoring and investing in our people.

Here, we celebrate some of our most influential women leaders who exemplify this spirit, driving transformative change and fostering growth across the African media landscape.

Africa board and the dentsu global committee for social impact.

Dentsu Africa was crowned Africa Advertising Agency Network of the Year at the 2024 Pitcher Awards, a prestigious recognition known as the “Pan-African benchmark for creative excellence”. Dentsu clinched 77 awards across various categories. Carat was named Africa Media Agency Network of the Year, DENTSU CREATIVE Nigeria won Advertising Agency of the Year, dentsu Kenya took third place and Carat Nigeria secured second place as Media Agency of the Year.

Dawn rowlands, ceo, dentsu africa, a seasoned entrepreneur with over 30 years of experience, has transformed dentsu Africa into a market leader. Her vision and practical approach has scaled the talent pool from 40 to over 1 500, fostering a high-performance team under the ‘Make it Real’ culture. Rowlands has launched 12 businesses in Africa and received numerous awards, including Businesswoman of the Year. She serves on the Loeries Middle East

Lelani Makarchuk, general legal counsel, dentsu SSa, boasts over 20 years of hands-on legal experience as an admitted attorney. She excels in commercial contract negotiation, merger and acquisition transactions, corporate governance and compliance. Her extensive expertise ensures we navigate complex legal landscapes with confidence and precision. Makarchuk is also a dedicated community servant, currently serving on the Meals on Wheels board of directors.

South African CFO, she excels in group accounts, accounting, internal controls, tax and financial reporting. A University of Cape Town graduate and chartered accountant (SA) through SAICA, Ismail drives finance teams to deliver impactful projects and enhance operational efficiency. Her stakeholder management skills and ability to navigate complex challenges establish her as a reliable, results-driven leader. Committed to fostering a collaborative work environment, she has a proven track record in mentoring junior staff and promoting professional development. Her proactive approach to continuous learning and leveraging emerging technologies keeps her ahead of industry trends.

Lana Marais, group operations director, dentsu africa, has 14 years of experience within the company, backed by her education from the Red & Yellow School of Business and the Greenwich School of Management.

ruschda Ismail, chief financial officer, dentsu africa, is a distinguished professional with a robust background in marketing and advertising. Promoted to chief financial officer (CFO) of dentsu Africa in July 2023 after serving as

In her role, she collaborates with regional leadership across 11 markets to drive effective business strategies, significantly expanding dentsu’s footprint across Africa. Currently interning with the chief operating officer, Marais was recently awarded the NorthStar for SuperSuits, dentsu’s initiative to identify and fast-track leaders within the group.

EA s T AF ric A

Samantha Kipury, founder and group head of strategy and media, dentsu Kenya, has grown dentsu Kenya into one of the largest agencies.

Lana Marais

Lelani Makarchuk

Dawn Rowlands Ruschda ismail

Samantha Kipury

Her leadership in digital transformation and commitment to gender diversity have been key to the agency’s success, serving over 40 clients and employing more than 100 professionals. She has been recognised as one of Africapitol Ventures’ 50 Most Influential Women in Kenya (2024), received the Future is Female Award by Adweek US (2023) and was named one of the Top 40 Under 40 Women in Kenya by Business Daily (2018 & 2023).

Joyce Swedi, financial controller, dentsu Kenya, is a confident, reliable and enthusiastic financial controller with over 10 years of experience growing revenue through effective team and project management. Swedi excels in the analysis and management of financial trends, procedures and internal controls to advise leadership on business improvement strategies. A motivational and inspirational leader, she has the capacity to train and develop teams to enable them to fulfil their potential and add value to the company.

Dentsu Kenya has been named e-Commerce Agency of the Year.

Premios Lusofonos da Criatividade for TV & Cinema, Billboards and Health, Wellbeing and Pharmaceutical categories in the past 18 months.

WEST AFRICA

Dr Yetunde Adekemi Adegbite, managing director of iProspect Nigeria, is a marketing professional with over 18 years of experience in integrated marketing communication. She has held various roles at dentsu, including managing director of Posterscope Nigeria. Dr Adegbite holds an MBA from the University of Bradford, an honorary doctorate from London Graduate School, and is a full member of ARCON and the National Institute of Marketing of Nigeria.

A transformational leader, Dr Adegbite is dedicated to driving business and brand growth. Her innovative approach has earned her recognition as one of the Top 50 Most Influential Women in Marketing and Communication.

Cátia de Sousa, executive director, dentsu Mozambique, has, since 2018, excelled as managing director at dentsu Mozambique, honing skills in client deliverables, consumer behaviour and strategic development. Her experience spans Mozambique and other African countries, significantly impacting the communication and media sectors. De Sousa’s interdisciplinary approach, combining psychology with marketing and business management, drives industry growth. She has received numerous awards, including

Funmi Lawal, group finance director, dentsu Nigeria, with over 12 years of experience in auditing, accounting and consulting, oversees financial forecasting, budgeting and reporting at dentsu Nigeria. Her strategic financial insights and leadership have earned her team the Best Service Function Award at the 2024 dentsu Africa Awards.

Adekemi Alegbeleye, general manager and chief operating officer, dentsu X Nigeria, leads a talented team at dentsu X Nigeria. Her strategic leadership drives business growth and ensures seamless integrated solutions, compliance, and quality control. Alegbeleye’s commitment to innovation and excellence shapes the industry. She

has been recognised as one of the Top 50 Most Influential Women in Marketing and Communication in Nigeria, was the Future Creative Leader Academy Dean in 2023 and honoured as Outstanding Media Advertising Personality of the year 2023.  Dentsu Nigeria has been named Emerging Media Agency of the Year, DMA Agency of the Year, Young Creative Agency of the Year.

Mbomnda Onguene, regional media director, dentsu Francophone, boasts a two-decade career in media and advertising, marked by strategic insights and excellence. From Spectrum Advertising to Acmar Media Group and now dentsu Cameroon, Onguene has directed media strategies for major brands such as Total, Coca-Cola and Nestle across multiple markets.

Bithia AwukuAsante, Carat Ghana, has a career history spanning major global networks and brands such as Coca-Cola, Nestlé and Unilever. Under her leadership, Carat Ghana has grown threefold, becoming the largest media agency in Ghana. Awuku-Asante’s focus on people and principles drives the agency’s continued success.

SOUTHERN AFRICA

Chishimba Musonda, managing director, dentsu Zambia, has over a decade of experience and excels in building high-performance teams and crafting effective brand strategies. Her resultsfocused approach and diplomatic communication have driven growth and success for dentsu Zambia, ensuring high standards and alignment with company values.

Dentsu Zambia has been voted Best Customer Service Agency.

Joyce Swedi

Cátia de Sousa

Dr Yetunde Adegbite

Funmi Lawal

Adekemi Alegbeleye

Bithia Awuku-Asante

Mbomnda Onguene

roxana ravjee, ceo, dentsu South africa, is a seasoned executive with 20 years in marketing. Her expertise in TTL solutions, client services and business strategy has driven significant growth and operational success. Ravjee’s leadership and dedication to being “true and unique” have made her a formidable force in the industry.

Dentsu South Africa with their brands, Carat, iProspect and DENTSU CREATIVE, won over 25 industry awards in 2023, from Agency of the Year to creative awards across many of their business lines.

carni Wilkens, group commercial director, dentsu South africa, has fast-tracked her career in media and advertising over the past 14 years. She launched Amplifi South Africa in 2014 and now drives dentsu’s regional commercial, investment and content agenda. Wilken’s strategic insights create sustainable business growth solutions. She is currently interning with our chief commercial officer. NightVision, her brainchild, walked off with just about every industry award in the past year.

Lerina Bierman, group managing director, dentsu Media Brands, South africa, drives the vision and strategy for dentsu Media businesses in South Africa. With 17 years at dentsu, Bierman has established Carat as a market leader, fostering a culture of excellence and innovation. Her commitment to talent development ensures her teams are at the forefront of industry trends. Carat was named Media Agency of the Year 2023 and Bierman was listed in the top 10 media professionals in South Africa. hantel Harrison, managing director of rospect South africa, brings over a decade

of media planning experience to the company, having worked with major brands like Coca-Cola, P&G and Nike. Her leadership in launching Ariel washing powder and deploying media tools for P&G underscores her industry expertise. Under her guidance, iProspect has won multiple accolades at the Smarties Gala Awards, including gold and silver in Brand Purpose Activism for Castle Lager and Social Impact, bronze for Castle Lite with AB InBev, and several awards for the ‘Turning Waste into Nourishment’ campaign. Additionally, dentsu’s NightVision AdTech secured silver in Experience Technology and Marketing Impact.

Lebohang Luvuno, general manager, DentSU creatIVe South africa, has a career in advertising marked by her dedication to brand and people growth. Her work with clients, such as SABC and Standard Bank, and her focus on nurturing client partnerships and empowering team members have solidified her reputation as a dynamic leader.

Sadiqah Levy, group performance director, dentsu South africa, is a leading digital performance expert with 17 years of experience. Levy excels in transforming businesses through innovative ideas and data-driven insights. Her leadership fosters collaboration and high-performance outcomes, setting her apart in the digital performance industry. She was recently awarded Rising Star for dentsu Africa.

candice theron, media director, carat Sa, began her career at dentsu in 2015. Beyond her day-to-day role, she focuses on mentoring and growing junior employees across Carat and dentsu SA. Starting as a junior, Theron has risen to a senior leadership position, emphasising the importance of skill development and career growth through mentorship and practice. She drives skill development across our brands by being accessible and approachable and understanding the ever-evolving media and advertising landscape. Theron is dedicated to shaping a new generation of marketing and media professionals. She is a SuperSuits graduate and is currently interning under our general manager. naazema rawoot has been chief financial officer at Dentsu South africa since July 2023. She joined the company in 2014 as the group finance manager of South Africa and rest of Africa business and was promoted to group financial controller in 2017.

Shihaam abrahams, general manager, Johannesburg, decades of advertising and communication experience to her role as general manager of Carat Johannesburg. Her expertise in marketing management and digital strategy has driven success and growth for dentsu’s clients.

Before this, she served as a financial accountant at Gen Re. She completed her articles at Moore Stephens and qualified as a chartered accountant (CA) in 2008.

STRONG FEMALE LEADERS

These remarkable women are not only leading dentsu to new heights, but are also shaping the future of media across Africa. Their dedication, innovation and leadership are driving transformation and fostering growth in the industry.

As we continue to expand our footprint and impact across the continent, we remain committed to empowering and celebrating the incredible women who make

his is sponsored content.

Carni Wilkens

Lerina Bierman

Roxana Ravjee

Lebohang Luvuno

Naazema Rawoot

Candice Theron

Sadiqah Levy

Chantel Harrison

Shihaam Abrahams

HAVE A HEART, WILL YOU? TOWARDS A CULTURE OF COMPASSION

The media industry is an intricate tapestry woven with creativity, innovation and relentless drive. It’s a world where deadlines loom like dark clouds and the pressure to create captivating content is ever-present.

Over nearly three decades of working within this industry, I have observed one harsh truth repeatedly enacted: compassion and heart often have no space here.

LAMISE INGLIS is on a mission to bring the human element to the forefront of storytelling –and calls for an industry-wide shift in culture to promote true diversity, equity and inclusion for sustainable impact.

This might sound like a sweeping generalisation, but it stems from the very fabric of the media sector – a fast-paced environment where glossy exteriors mask the inner turmoil of those struggling to meet relentless demands.

In a space where success is measured by ratings, views and profits, individuals are often compelled to don iron-clad exteriors, shielding themselves from the bullets of stress, criticism and burnout.

The need to present a strong front becomes a survival mechanism, leaving little room for vulnerability, empathy or genuine connection.

This hardened approach to work might ensure short-term success, but it fosters a culture where personal values like generosity, empathy and adding value to people’s lives are sidelined.

This made the working environment unbearable for someone like me –someone whose personal value system revolves around making a positive impact on others.

THE IRONY OF A ‘GREEN FOOTPRINT’

The irony I’ve struggled with throughout my career is that, while the media industry has

wholeheartedly embraced the concept of a ‘green footprint’ and environmental consciousness, that level of consideration is rarely extended to the human element –especially to those in underserved communities.

The push for sustainable practices, reducing carbon footprints and advocating for environmental stewardship is necessary. But where does this leave the people within these communities?

Why is there such a glaring disconnect between our concern for the planet and our concern for the people living on it?

The media industry’s efforts to ‘go green’ are widespread and well-publicised – but there is still a lack of parallel efforts to support the communities often depicted in the content we produce.

This disconnect has gnawed at me for years, fuelling a deep sense of discontent and leading me to question my place within the industry.

I began to yearn for a space where media, storytelling and community impact could intersect – where content creation could be a force for good, not just a tool for profit.

INCLUSIVITY EMPOWERS ENTERPRISE

Eight years ago, that yearning led to the birth of iKasi Creative, an organisation that has become a sanctuary for those who, like me, believe in merging media with meaningful impact.

WHY IS THERE SUCH A GLARING DISCONNECT BETWEEN OUR CONCERN FOR THE PLANET AND OUR CONCERN FOR THE PEOPLE LIVING ON IT?

Lamise Inglis

iKasi Creative is a space where compassion and heart are not just welcome; they are the driving force behind everything we do.

Our mission is simple yet profound: to empower unemployed youth by equipping them with storytelling skills, enabling them to use their mobile devices to gather stories from their local communities. This approach amplifies the voices of those often left unheard, while also helping these young storytellers enter the gig economy, where they can earn incomes and build sustainable careers.

We believe that everyone has a story to tell, and these stories are invaluable to understanding the human experience. By training youth in content creation, we are giving them the tools to document their realities, share their perspectives, and challenge the narratives that have long been dominated by those with power and privilege.

This, in turn, fosters a more inclusive media landscape, one that reflects the diversity of our world and gives space to the stories that matter most.

The impact of this work extends far beyond the individuals we train. It ripples through entire communities, bringing about a sense of pride, agency and possibility.

For many of the young people who come through our programmes, the opportunity to tell their stories and those of their communities is life-changing. It shifts their perception of what is possible, opening doors to opportunities they may have never considered. This is the kind of impact that is often overlooked in the traditional media landscape, where metrics and profits take precedence over people and communities.

THE INVALUABLE IMPACT OF A CULTURAL SHIFT

I can’t help but dream of a future where more media companies adopt a similar ethos – where impact, compassion and giving back become integral parts of the industry’s culture.

Imagine a media landscape where every company prioritises not just the stories they tell, but the people behind those stories... A landscape where the power of storytelling is harnessed not just to entertain, but to also educate, empower and uplift.

COMPASSIONATE LEADERSHIP IS NOT JUST ABOUT BEING KIND OR EMPATHETIC; IT’S ABOUT BEING INTENTIONAL IN YOUR ACTIONS AND DECISIONS AND PRIORITISING THE WELL-BEING OF YOUR TEAM AND YOUR COMMUNITY IN EVERYTHING YOU DO.

This cultural shift requires a reimagining of what success looks like in the media industry. It’s about moving beyond the traditional markers of success – ratings, views and profits – and recognising the value of social impact.

It’s about creating spaces where individuals can bring their whole selves to work, where vulnerability is not seen as a weakness, but as a strength that fosters connection and creativity. It’s about building a media industry that cares as much about the people who create content as it does about the content itself.

To achieve this, we must start by challenging the existing norms and structures that perpetuate the disconnect between media and community impact.

This shift calls for:

• Advocating for policies that support diversity, equity, and inclusion – not just in front of the camera, but behind it as well.

• Investing in training and development programmes that empower underrepresented voices and give them the tools to succeed in an industry that has historically excluded them.

• Creating partnerships with organisations like iKasi Creative that are already doing this work and amplifying their efforts on a larger scale.

LEADING WITH COMPASSION

As leaders in the media industry, we have a responsibility to lead with compassion and heart. This means being attuned to the needs of our teams, our audiences, and the communities we serve. It means creating work environments

where people feel valued, supported and inspired to bring their best selves to the table.

It means recognising that our work has the power to shape perceptions, influence culture and drive social change – and that that power comes with a serious responsibility.

At iKasi Creative, we have seen first-hand the transformative power of compassion in leadership. When you create a space where people feel seen, heard and valued, you unlock a level of creativity and innovation that is impossible to achieve in an environment of fear and pressure.

Compassionate leadership is not just about being kind or empathetic; it’s about being intentional in your actions and decisions and prioritising the well-being of your team and your community in everything you do.

A CALL TO ACTION

As I reflect on nearly 30 years in the industry, I am filled with a sense of hope and possibility. The challenges are great, but so are the opportunities to create real, lasting change.

I urge my colleagues and peers to join me in this mission – to rethink the way we do business, and to embrace a new model that puts people and impact at the centre of our work.

Together, we can build a media industry that is both profitable and purposeful –an industry that values compassion and heart as much as it values creativity and innovation; an industry that is not just a reflection of the world as it is, but a catalyst for the world as it could be.

This is the future I dream of, and I believe it is within our reach. Let us seize this moment to make it a reality.

Lamise Inglis is recognised for her strategic vision, operational excellence, and ability to drive growth in competitive markets. She is skilled in managing diverse teams and known for her strong leadership, integrity, and unwavering commitment to excellence. As the founder and MD of Ikasi Creative Media, an NPO she co-founded in 2012, she oversees the delivery of multimedia training programmes for aspiring filmmakers in rural areas. facebook instagram Linkedin X @Lamise_Inglis

SYSTEMIC SOLUTIONS TO THE LOOMING THREAT OF BURNOUT

With the country on the brink of a burnout epidemic, it’s vital that companies quell this looming threat to productivity and industry by implementing and promoting a healthy work-life balance, writes THANDO DOLOMO.

South Africa is grappling with a severe work-life balance crisis, where nearly one in three employees suffer from burnout, according to the South African Depression and Anxiety Group (SADAG).

The 2024 Risk Outlook report by International SOS underscores this growing threat of crisis fatigue, with 80% of risk management experts warning that stress and burnout will significantly impact businesses and their workforce this year.

The pressures of an unstable economy, high living costs and social tensions are driving South African workers to the brink, resulting in widespread stress and dwindling engagement levels. With 36% of the workforce experiencing daily stress and over 71% reporting low job satisfaction, the burnout crisis is not just a personal issue – it’s a looming threat to productivity and wellbeing across the nation.

As this crisis deepens, the role of employers in safeguarding their workforce’s mental health becomes increasingly vital. By prioritising personal wellbeing and creating supportive work environments, businesses can help restore balance and mitigate the detrimental effects of this ongoing burnout epidemic.

IDENTIFYING THE TRIGGERS

Work-life balance involves finding the right mix between your job and personal life. It means making sure you have enough time and energy for both work and personal activities like family, friends and hobbies. Achieving a good balance allows you to enjoy life more fully while avoiding excessive stress or burnout.

Productivity expert Maura Thomas highlights various daily challenges faced by employees that negatively impact their wellbeing, such as:

• The expectation of being ‘always on’

• Time constraints due to back-to-back meetings throughout the day

• Constant distractions from communication technology and open-office layouts

• The omnipresence of work due to our constant connectedness

These factors contribute to burnout, stress and strain.

IN HEALTHY COMPANY

There is a growing expectation for organisations to take proactive measures to support employee wellbeing. This shift is necessary to mitigate the adverse effects of ongoing crises and to foster a healthier work environment.

Companies that recognise the importance of fostering a balanced work environment improve employee wellbeing, effectively enhancing productivity and overall job satisfaction.

WITH 36% OF THE WORKFORCE EXPERIENCING DAILY STRESS AND OVER 71% REPORTING LOW JOB SATISFACTION, THE BURNOUT CRISIS ISN’T JUST A PERSONAL ISSUE –IT’S A LOOMING THREAT …

Healthy measures employers can take include:

• Offering flexible working hours

• Implementing mental health support programmes

• Encouraging a culture in which time breaks or time off is normalised

Supportive workplaces can greatly facilitate work-life balance. Flexibility allows employees to manage their work commitments around their personal lives, reducing the likelihood of conflict between the two.

Thando Dolomo

A NATION ON THE BRINK OF BURNOUT

While the workplace itself presents many challenges, our economic and socio-political environment further exacerbates the struggle for work-life balance. Several key factors are at play:

ECONOMIC PRESSURE

South Africa’s economy is struggling, marked by high unemployment and rising living costs. Many South Africans are finding it difficult to keep up with the escalating costs. Many workers have not seen corresponding salary increases. Many individuals are turning to credit cards to manage expenses, leading to higher levels of debt and financial insecurity. These economic pressures intensify stress among employees, as many struggle with financial instability.

According to SADAG, about one in three employees experience burnout, a condition worsened by the economic climate.

SOCIO-POLITICAL FACTORS

Political polarisation and social unrest further complicate the work environment, trapping workers in a cycle of uncertainty that heightens anxiety and disengagement.

SELF-ALIGNING STRATEGIES

Those struggling with work-life balance can implement several strategies to achieve greater harmony between their professional and personal lives.

These proactive measures will help you mitigate the impact of external stressors and regain control over your time and energy.

1. Set clear boundaries

It’s crucial to establish distinct boundaries between work and personal time. Define specific times for work-related activities and dedicate uninterrupted time for hobbies, relaxation, exercise and spending quality time with loved ones. Being clear about when work ends and personal time begins can help prevent the blurring of lines that often leads to burnout.

2. Practice open communication Communicate openly with both your employer and family to manage expectations and reduce conflicts. Ensure that all parties understand each other’s

The ongoing water crisis and frequent load shedding cycles severely impact the work-life balance for many.

These disruptions make working from home challenging, and for those having to commute, traffic congestion and safety concerns add significant stress, and take away valuable time from family.

The cumulative effects of these social tensions create a pervasive sense of crisis, blurring the lines between personal and professional life, making it difficult for employees to maintain a healthy work-life balance.

CLIMATE IN CRISIS

Concerns about climate change also weigh heavily on workers’ minds. We are experiencing more frequent and severe heatwaves, droughts, and floods, adversely impacting employee wellness. Extreme weather events also increase the risk of disease outbreaks, leading to absenteeism and reduced productivity among workers.

The economic consequences of climate change, coupled with the fear of losing livelihoods due to unpredictable climate impacts, create pervasive anxiety among workers, contributing to heightened stress levels.

needs and constraints. Open dialogue leads to mutual understanding and the establishment of realistic goals and timelines.

3. Prioritise personal time

Investing in your personal wellbeing is key to maintaining a healthy work-life balance. So, it’s important to allocate time for activities – hobbies, exercise, relaxation – that strengthen your mental and physical health. This serves as a powerful counterbalance to the pressures of work, keeping stress levels in check.

4. Consider flexible work arrangements If unemployed, seek positions at companies that offer flexible working hours, remote work options, and a culture that values employee wellness alongside productivity. If employed, ask for this: open the discussion, with supporting data on the benefits for all.

5. Seek counselling or support If you are experiencing high stress or

burnout, consider seeking support from a mental health professional or joining a support group. Counselling can provide coping strategies and help you manage challenges. Don’t hesitate to reach out for help if you feel overwhelmed – taking care of your mental health is as important as addressing physical ailments.

THE ROAD AHEAD: A COLLECTIVE, SYSTEMIC EFFORT

Widespread stress and burnout significantly impact productivity and, effectively, industry. This requires leaders to redefine work-life balance for their teams in a way that suits the modern workplace, rather than using it as an ambiguous catchphrase. While individual strategies are important, systemic changes are also needed. Employers should prioritise employee wellbeing through policies, programs, and a supportive organisational culture. Ultimately, achieving a healthy work-life balance requires a multifaceted approach that considers both personal and structural factors. At its core, work-life balance is about making choices that align with your values and priorities. In a country as dynamic and challenging as ours, achieving this balance is more than a personal goal; it’s a societal necessity. By working together – employers, employees, policymakers –we can create an environment in which work-life balance is not a luxury, but a reality for all.

Citations

https://aainform.co.za/life/south-africans-needmore-work-life-balance/

https://www.researchgate.net/publication/ 368142323_Meeting_the_challenge_of_the_worklife_balance_in_the_South_African_workplace

https://www.researchgate.net/figure/Work-lifebalance-strategies-WLBS-at-the-municipality_ fig1_313037960

https://www.forbes.com/sites/ maurathomas/2022/07/26/what-does-work-lifebalance-even-mean/

Thando Dolomo has led strategic initiatives at DStv and MultiChoice, focusing on driving revenue growth, enhancing brand visibility and fostering key stakeholder relationships. With over a decade of experience, specialising in trade marketing and communications, Dolomo effectively leverages industry insights to optimise campaigns, manage communications, and deliver impactful results across both digital and traditional platforms.

VALUE, YOU!

Tebogo Skwambane goes beyond viewing leadership as power, focusing instead on unlocking the true value of making tough decisions with steadfast integrity.

In a world where leadership styles continually evolve, the essence of values-driven leadership remain steadfast and timeless.

Over the course of my 25+ year career, I’ve learned that grounding leadership in personal values is not just a strategy; it’s a commitment to integrity, authenticity, and the courage to stand for what is right.

This journey has not been without its challenges, but it has been profoundly rewarding – not just for the successes achieved, but for the impact made by staying true to my principles.

INTEGRAL FOUNDATIONS

Integrity goes beyond mere honesty – it’s about being consistent in your words and actions, regardless of the circumstances.

Tebogo Skwambane is the WPP Country Manager for South Africa. She has over 20 years of international strategy consulting experience across 30 countries.

A passionate strategist, advisor, and entrepreneur, Skwambane is dedicated to mentorship, leadership, learning, and empowering diverse teams.

She has co-founded North Road Consulting and held significant roles at Bain, Monitor, McKinsey, IFC, and Brown Brothers Harriman.

In a career spanning over two decades, I’ve faced numerous moments where the easy path was to compromise; to bend the truth, or to ignore uncomfortable realities.

Yet I have always believed that leadership rooted in integrity means making the tough decisions, even when they are unpopular or difficult. Integrity builds trust, and trust is the currency of leadership. Without it, a leader’s influence quickly fades.

For women in leadership, maintaining integrity is particularly crucial. Often, we are judged more harshly, and any deviation from our stated values can be used as ammunition against us. However, this scrutiny can also be an advantage, as it pushes us to be meticulous in our adherence to our values.

Integrity, in the long run, sets a standard for others and fosters an environment where ethical behaviour is the norm.

VOICE YOUR CHOICE

Using one’s voice is another critical aspect of values-driven leadership. As women, we’ve historically been taught to be demure, to not rock the boat, or to let others lead the conversation. However, true leadership demands the courage to speak up, especially when it matters most.

I have often had to use my voice to challenge the status quo, advocate for

what I believed was right, or defend those who couldn’t speak for themselves. Speaking up is not about being loud or abrasive; it’s about being clear, confident, and unwavering in your commitment to your values.

Over the years, I have seen how using my voice has inspired others – especially other women – to find their own voices and contribute to a more inclusive and equitable workplace.

TAKE A HARD RIGHT

Leadership is often romanticised as a position of power, but true leadership is about making tough decisions. Doing the right thing is rarely easy and often involves risks – whether to your reputation, position, or comfort. But real leadership is defined by how you act in these challenging moments.

As a woman in leadership, the stakes can feel higher, but this only strengthens my resolve to lead by example, setting a standard for others to follow.

INSPIRE THE NEXT GENERATION

One of the most fulfilling aspects of being a values-driven leader is the opportunity to mentor and inspire the next generation of leaders, particularly women. By leading with integrity, using my voice, and doing the right thing, I hope to demonstrate that values-driven leadership is not just an ideal, but a practical approach to building a successful and meaningful career.

Stella is a global WPP initiative launched in South Africa as a forum for women across the WPP network to connect and support each other. It’s based on the premise that shared experiences can be empowering, and that there’s value to be gained in learning from those who have overcome the challenges you’re currently facing.

It is through initiatives such as these that I seek to formalise the work of mentoring the next generation of women leaders.

Being a values-driven leader is not about perfection; it’s about consistency, courage and commitment. It’s about making choices that reflect who you are at your core.

For women in leadership, this approach is not only possible but necessary. Our voices, our integrity and our values are powerful tools for change – and it’s up to us to use them to forge paths that others can walk with pride.

Tebogo Skwambane

MASTER THE MINDSET BEYOND THE TITLE

When leadership is defined solely by a position, it can create a narrow perspective that overlooks the true essence of what it means to lead. This mindset often stifles innovation, and discourages initiative and limits the recognition of potential leaders who operate outside conventional hierarchies.

The challenge lies in breaking free from this restrictive viewpoint to embrace a more holistic approach to leadership – one that values mindset, actions and the ability to inspire others, regardless of titles.

This shift is essential but can be difficult in environments where titles and positions are deeply ingrained as the primary indicators of leadership.

One of the most significant lessons I’ve learned is that leadership starts with having the right mindset: one focused on impact rather than status.

When I was promoted to managing director at EssenceMediacom, my first week involved stepping into a clientservicing role. To some, this might have seemed like a demotion, but I saw it as an opportunity to leverage my analytical skills and stabilise a client relationship during a critical time.

THE POWER OF ACTIVE PARTICIPATION

This “get-it-done” attitude has been a consistent thread throughout my career. I’ve always believed in being an active participant rather than a passive observer – whether it’s tackling a complex client challenge or diving into industry forums like the Interactive Advertising Bureau (IAB).

My curiosity and constant thirst for knowledge have allowed me to stay ahead of industry trends and provide valuable insights to my team and clients.

EMPOWERING OTHERS: BUILDING A LEGACY BEYOND PERSONAL ACHIEVEMENT

But leadership extends far beyond individual achievements; it’s about empowering others to reach their

Claudelle Naidoo believes impactful leadership requires a multifaceted, holistic approach that challenges conventional hierarchy.

full potential. My approach to talent management has always been multifaceted. I invest in professional development, recruit individuals with a strong sense of purpose, and foster a culture of accountability and connection. I believe in leading by example, promoting values like integrity, empathy and accountability.

Providing constructive feedback is crucial for growth, and I strive to create an environment where everyone feels supported and challenged to excel.

NAVIGATING CHALLENGES: A WOMAN’S JOURNEY IN LEADERSHIP

The journey to leadership, especially for women in male-dominated industries, is rarely straightforward. I’ve faced my share of challenges, from the early struggles of gaining experience as a journalist to the implicit biases that often hinder women’s progress in leadership roles.

These experiences have shaped my approach to leadership and taught me the importance of self-advocacy, goalsetting, and building a network of allies.

Advocating for myself and others has become a core aspect of my leadership style. I’ve learned to use my voice to champion diversity and uplift those around me, ensuring that everyone can be recognised and valued.

Staying focused on my goals and regularly reflecting on my progress has helped me remain true to my aspirations, even in the face of adversity. Building a network of allies who understand the importance of true leadership and support my vision has been instrumental in navigating the complexities of the media landscape.

PILLARS OF GROWTH: ADVICE FOR ASPIRING WOMEN LEADERS

For women in media seeking leadership roles, a strategic approach to professional development is essential. This begins with cultivating a strong sense of self-worth, effectively communicating your value, and leveraging your unique strengths.

Simultaneously, prioritise continuous learning through mentorship, professional development opportunities, and a commitment to expanding your knowledge base. Finally, proactively manage your career trajectory by actively seeking opportunities for growth and embracing challenges that push beyond your comfort zone.

Leadership is not a destination but a journey of constant evolution. Embrace the challenges, celebrate the victories, and never underestimate the power of your voice and vision.

Claudelle Naidoo is the new chief executive officer of GroupM SSA. She has more than 20 years’ experience in the media, marketing, research and advertising industries. Prior to being named CEO of GroupM, she was the CEO of EssenceMediacom. Naidoo considers herself to be a visionary leader dedicated to inspiring and adding value to brands and people seeking growth in Africa.

Claudelle Naidoo

IN ON THE ACTION

Kate Kitz shares the dynamic winning leadership strategies that lead to operational excellence.

True leadership is more than just having a vision. It’s about turning that vision into a tangible reality.

The media landscape is in a constant state of flux, with new technologies, shifting audience preferences and emerging platforms redefining how content is created and consumed. In this environment, the leaders who thrive are those who cannot only anticipate these changes but also act decisively to implement strategies that drive innovation, creativity, and success.

As I reflect on my journey in this industry, I’ve come to realise that the essence of leadership is action. It’s about taking bold steps to execute on ideas, to lead with purpose, and to inspire a team to move forward together, even in the face of uncertainty.

Leadership, for me, is not a passive role. It’s an active pursuit – one that requires both a clear vision and the courage to bring that vision to life.

EMPOWERING YOUR TEAM TO TAKE OWNERSHIP

One of the most critical aspects of turning vision into reality is empowering your team. It’s not enough to simply set a direction; you must also create an environment where your team feels a deep sense of ownership over their work. This balance between autonomy and alignment is delicate but essential.

In my experience, it starts with fostering a shared understanding of our company’s goals and values. These aren’t just

Kate Kitz is the newly appointed chief operations officer at GroupM SA. Prior to that she was the CEO of WPP agency, Mindshare. Kitz has over 22 years media experience. She’s a strategic thinker with a proven track record of operational excellence. She is passionate about leveraging data and technology to streamline processes, unlock new opportunities, and maximise value for clients.

abstract concepts; they are the foundation upon which we make every decision. By embedding these values into our daily operations, we ensure that everyone on the team is aligned, even as they exercise their own judgement and creativity.

HARNESSING THE POWER OF DIRECT FEEDBACK AND DIVERSE PERSPECTIVES

We’ve cultivated a culture that not only welcomes but embraces direct feedback through ‘radical candour’, encouraging open and honest communication, always operating from a place of positive intent. This approach drives excellence as an output and allows us to challenge each other’s perspectives, fostering an environment where diverse viewpoints are welcomed and valued.

Of course, navigating different personalities requires a nuanced approach. Some team members thrive on direct feedback, while others respond better to a gentler approach.

I make a conscious effort to understand individual communication styles and tailor my feedback accordingly.

RUTHLESS PRIORITISATION

In an industry as fast-paced as media, prioritisation is not just important – it’s essential. My approach to ruthless prioritisation is grounded in clarity, alignment and a relentless focus on impact.

It begins with a shared understanding of our overarching goals. What are we ultimately trying to achieve, and how does each project contribute to that bigger picture? This clarity is crucial when it’s time to make tough decisions about where to focus our efforts.

I use a simple framework to assess each project: What is the potential impact? Is it urgent, or can it wait? Do we have the resources to execute effectively? This helps us prioritise the initiatives that will truly make a difference, even if it means saying “no” to other good ideas.

Ruthless prioritisation might sound harsh, but it’s about making the tough choices that will propel us forward and ensure our long-term success.

CELEBRATING THE JOURNEY

Celebrating successes, both major milestones and incremental victories, is not merely about acknowledging achievement; it’s about fuelling morale and reinforcing our shared commitment. When team morale wavers, these celebrations serve as powerful reminders of our collective strength and the resilience we’ve cultivated.

For the “silent achievers” who consistently deliver exceptional work without seeking the limelight, recognition takes on a more personalised approach. Quietly acknowledging their contributions, perhaps in a one-on-one setting or by creating a space for them to share their expertise with the team, ensures that their efforts are both valued and celebrated.

Leadership in the dynamic media landscape is not a passive pursuit—it is an active force. By fostering a culture of transparency, empowering our teams, and embracing a mindset of continuous improvement, we can navigate the complexities of this industry, transforming our shared vision into a tangible and impactful reality.

Kate Kitz

INFLUENCING FROM THE INSIDE

Merissa Himraj gets to the nuts and bolts of true power: leading with influence, not authority.

The business landscape requires forward-thinking leaders who understand that the traditional top-down leadership model is losing its grip. Organisations that thrive in this new reality recognise that true power lies in influence, not authority.

Powerful leadership is about fostering a culture where every employee feels empowered to contribute, innovate, and lead – regardless of their job title. This shift isn’t just about feel-good vibes; it’s a strategic imperative.

When you unleash the collective intelligence and passion of your workforce, the results are undeniable: increased innovation, stronger solutions, and ultimately, accelerated business growth.

Leaders who succeed in this environment do so by mastering a few key principles.

CULTIVATE INITIATIVE

A key aspect of leadership is encouraging team members to take ownership and lead projects, fostering a sense of responsibility and innovation.

Balancing this autonomy with quality control is crucial, and it begins with a clear vision. By sharing the company’s goals and outlining how each person’s contribution fits in, employees are empowered to take initiative while staying aligned with the organisation’s objectives. Setting ground rules from the outset –clarifying deliverables, quality expectations, and timelines – creates a framework that supports autonomy without sacrificing quality.

It’s also vital to establish a safe environment where employees feel comfortable checking in and seeking guidance as they work. By doing this, leaders can ensure that their teams are motivated to take risks, share ideas, and innovate without fear of judgement.

CROSS-COLLABORATE

Cross-functional collaboration is essential for innovation and robust business strategies. Diverse perspectives can lead to solutions that are more creative and effective. For example, projects that bring together different disciplines often result in successful outcomes that exceed initial expectations.

However, breaking down silos and encouraging collaboration can be challenging. The key is to align senior leaders on the purpose and outcomes of projects, ensuring that responsibility and accountability are clearly defined. Leaders must also create a psychologically safe space where all voices are valued, regardless of hierarchy. By removing the barriers of day-to-day reporting lines and focusing on each team member’s expertise, collaboration becomes more natural and productive.

EMPOWER UP

Empowering employees to develop their leadership skills is another vital component of a growth-oriented culture.

At GroupM, we’ve seen the impact of our GradX programme, which accelerates graduate learning through structured lessons, mentorship and access to senior executives. This, along with ongoing mentorship and a suite of self-learning tools, supports continuous development and prepares our team for future challenges.

The return on investment for these programs is evident in a clear succession plan, where individuals are prepared to take on greater responsibilities and deliver exceptional results.

Creating a culture of continuous learning involves leading by example – leaders should share how learning has shaped their careers and provide regular opportunities for discussion and growth.

BUILD FOR BETTER

Inspiring the next generation of leaders requires thoughtful planning and inspirational leadership. I look for emerging leaders who are team players, eager learners, and natural problemsolvers. A future leader is someone who embodies the company’s mission and vision, collaborates effectively, and shows initiative without needing a title to validate their contributions.

To inspire teams to think long-term, leaders must clearly communicate the company’s vision and continuously motivate their teams toward that goal. Regular updates on progress help keep everyone aligned and focused.

My advice to young professionals aspiring to leadership roles is to be prepared for hard work, to learn continuously, and to be both ambitious and kind. While ruthlessness might accelerate your ascent, kindness ensures you have a strong support network once you reach the top.

Merissa Himraj is the chief growth officer at GroupM South Africa. An experienced communications expert with over 20 years of industry experience – a decade of which was spent in various key roles at Wavemaker – her skillset spans both media and commercial business disciplines, but her true love is strategic thinking and implementation.

Merissa Himraj

BREAKING NEWS –WHY JOURNALISM MATTERS

Despite what you read – or where you read it – there’s no denying that #JournalismMatters. Essential for any society, and crucial for democracy. This is why Lucinda Jordaan is excited about the role women are playing in news today, and tomorrow...

Once upon a time a proud little bookworm would delight her semi-literate grandmother every morning after school by reading the newspaper aloud to her.

The newspaper: too unwieldy for my small frame to handle properly, but crammed with way more diverse information than I could process. As fascinating as an encyclopaedia, but with information about people, places and things that were more familiar.

I was hooked on the news. Even later, as a teenager, when what it fed me was often so clearly contrary to what I was seeing and experiencing. Because, as a Gen Xer, I grew up during apartheid –and the news was… well, limited.

So when a high school teacher first suggested I consider a career in journalism, I couldn’t see it. There were no journalists of colour in South Africa in the late 1980s, after all – and certainly not women journalists of colour. If there were, we certainly didn’t see them.

Look at us now! How far we’ve come over the past three decades, especially in South Africa. We’ve seen incredible change in women’s representation and ownership of local media – across all mediums and sectors. Worldwide, we’re no longer just reading the news: this year, for the first time in its nearly 80-year history, the World Association of Newspapers (WAN-IFRA) has a woman president: Ladina Heimgartner, CEO of Ringier Media in Switzerland – who heads an executive board that comprises more women (4) than men (3).

Yet how much further we still have to go. The most recent research on women in media from the Reuters Institute (Women and Leadership in the News Media 2020: Evidence from Ten Markets) is by now, outdated – because the world is in flux, and the news is questionable.

GLOOM, NOT DOOM

On the surface, the actual business of news itself seems rather dismal. The industry is being decimated by shrinking revenues, stiff, overarching competition from digitech platforms, political interference and an ever-increasing mistrust in news.

The Fourth Estate is littered with the wreckage of defunct titles, the shadows of mass retrenchments and hollow cries of Fake News.

Lucinda Jordaan

News media is not what it used to be. Digitech changes wrought over the past two decades have indelibly altered how news is produced, processed, disseminated – and even received. And with all this, is how journalists, too, are perceived – and the very real threats they face, online and in real life. Maligned, mistrusted, misunderstood.

Is it any wonder they’re exiting the profession in droves?

I’ve been in and out of this maelstrom that is news media several times over the past two decades.

THE FOURTH ESTATE IS LITTERED WITH THE WRECKAGE OF DEFUNCT TITLES, THE SHADOWS OF MASS RETRENCHMENTS AND HOLLOW CRIES OF FAKE NEWS.

Pivoting for posterity – or simply, mere survival. Retrenched, or contractually terminated. I’ve moved on, across sectors and beats, continuously upskilling and switching roles just to stay relevant. Yet somehow, always returning to the news.

With good reason.

In the current state of affairs, it’s not hard to imagine a world without news media. The echo chamber on various digital platforms, political rhetoric and dissenting discourse offers a clear perspective on what happens when mis- and disinformation collide with public information. This all contributes to what journalist, activist and author Cory Doctorow termed the ‘Enshitoscene’ of the internet.

ENSHITIFICATION – AND INSPIRATION

This enshitoscene has, for years, left me in despair – and, since Covid, radically curtailed my use of social media, especially Facebook. Yet Facebook is where I first encountered Nobel Peace Prize laureate Maria Ressa, the woman journalist who, with fellow women journalists (Glenda Gloria and Beth Frondoso), built a news outlet from a Facebook page in 2011. Rappler soon made waves as an independent platform built on strong, credible, verifiable journalism. It soon

became one of the top online news sites in the Philippines –and Ressa became a political target.

The persecution was relentless – in fact, it’s ongoing – and at times I lost track, convinced that she would end up in prison, or worse.

She’s still standing.

Over the years, I’ve seen her in various interviews and panel discussions and, this year, got to do so in person, at the World News Congress in Copenhagen. And then, I got to meet – and interview her! And reaffirm my faith in journalism, and women in media.

Ressa is not just still standing. She’s striding into the future – and taking willing news junkies along with her, too.

To me, the spirited Nobel Laureate epitomises the courage of convictions –and the possibilities for women in news now, and in the future.

She not only stood strong and firm against political persecution and lawfare – and an onslaught of public attacks from the Duterte regime’s political supporters – she continuously paved the way for strong, credible, truth-seeking journalism to prosper in her country, despite these. Now, she’s pioneering a way forward for the journalism she espouses and lives by – and clearing the way for an inclusive, independent, accredited media platform to counter the enshitification we have no choice but to contend with.

There’s hope for the future of journalism, after all.

NEW ANGLES

News media is still a tough landscape to navigate – especially for women journalists. The glass ceiling may be shattered, but the shards have not been cleared.

Numerous, ongoing studies show that online harassment of women journalists is ever-increasing, and safety is now paramount, online and off.

Of the 94 journalists killed in the line of duty last year, nine were women. Women journalists are not spared assassination either, as per the global headlines on the deaths of investigative reporter Daphne Caruana Galizia, and Al Jazeera+ reporter Shireen Abu Aklef.

In South Africa, Karyn Maughan faces relentless online attacks from supporters of former President Zuma, who also waged lawfare against her.

Newsrooms may have adapted to tech advances and generational demands for greater equity and compassion – but journalists open themselves to malignant and toxic reception from a mistrusting public. The pay’s not that great, either.

So why should any sane woman even consider a career in journalism today?

Because it matters.

Over the past three decades, I have been fortunate to encounter, befriend and work with inspiring women journalists and media leaders – most notably, the editor of this very magazine, Glenda Nevill.

I was a bit star-struck when I first met the former Sunday Times’ Wicked Women on Wheels columnist. And I was rather over-awed watching her turn a ragged local version of The Big Issue into a real magazine that rivalled its London namesake, which made for compelling reading. I’ve watched her, too, pivot and push herself, and others – and yes, she would be appalled if I waxed too lyrical about her impact on my career, but her consistent approach to the development of the industry, and mentoring and development of young entrants, further propels me.

It is thanks to inspiring women journalists like Glenda Nevill, and pioneers like Maria Ressa, that I keep returning to the newsroom, or pushing myself to the forefront of media development.

They’re solid example of what we can do, and be.

Today, we are, and can be, seen and heard. And we can deliver solid solutions to a changing media landscape riddled with challenges and complexities. It matters.

Truth matters. Facts matter. Journalism matters.

Lucinda Jordaan is an independent media consultant with extensive experience in all media sectors and on all publishing platforms, from print and digital to film and broadcast. She has assumed various roles in her 30-year media career, from newsroom dash sub and freelance journalist to author and writing coach. She now freelances as a writer, editor and consultant, providing full-suite media and communications services to media enterprises and agencies.

Jordaan regularly writes for WAN-IFRA, and contributes to the World Editors Forum newsletter.

A strong advocate for media literacy and development, she actively participates in various mentorships, training and skills development programs for young media aspirants and entrepreneurs.

Ibegan my career as a cadet journalist in 1988, stepping into a newsroom dominated by men. As a young woman, I had to constantly prove myself, working harder and faster than my male counterparts to earn my byline.

This relentless fight shaped my career and today, I see women in all industries around the world, many at the top of the ladder.

Yet, despite our progress, we are still fighting to be taken seriously.

And amid this, a new challenge has emerged: the rising trend of toxic femininity. This phenomenon is subtle, often masked by the guise of compassion and honesty, but it manifests as bullying, belittling and nastiness among women in the workplace.

Toxic femininity refers to behaviours and attitudes among women that perpetuate negative stereotypes and harm other women. Unlike toxic masculinity, which is often overt, toxic femininity is insidious, operating under the radar and often justified as “honesty” or “tough love”. It plays out in many forms, including undermining a colleague’s competence, exclusion from important meetings, spreading rumours and excessive micromanagement. These behaviours create a hostile work environment and undermine the progress women have made towards gender equality.

THE COMPETITIVE NATURE OF SOME WORKPLACES

CAN EXACERBATE

TOXIC BEHAVIOURS. WOMEN

MIGHT

ADOPT AGGRESSIVE OR BACKSTABBING TACTICS TO GET AHEAD, MIMICKING WHAT THEY PERCEIVE AS SUCCESSFUL MALE BEHAVIOURS.

BEYOND THE STEREOTYPE

Toxic femininity in the workplace can be traced back to a mix of sociocultural and psychological factors. Societal expectations often hold women to outdated and harmful gender stereotypes, such as being passive, docile and

TOXIC SHOCK

Ingrid von Stein confronts the rising trend of toxic femininity in the workplace, with recommendations on how to identify, and counter this malignant phenomenon.

cooperative. Manifested in the workplace, these stereotypes lead to behaviours that discourage ambition and assertiveness.

In some cultures, traditional gender roles are deeply ingrained, perpetuating toxic behaviours. Women may feel pressured to conform to these roles, even in professional settings. The competitive nature of some workplaces can exacerbate toxic behaviours. Women might adopt aggressive or backstabbing tactics to get ahead, mimicking what they perceive as successful male behaviours.

On the psychological side, certain personality traits, such as Machiavellianism, narcissism and psychopathy (often referred to as the ‘dark triad’), can contribute to toxic behaviours. These traits can lead to manipulative and self-serving actions. Women who feel insecure about their abilities or position may engage in toxic behaviour to assert dominance or protect their status.

Additionally, some women may internalise negative societal messages about their gender, leading them to undermine other women to align with male-dominated power structures. By understanding these root causes, we can better address and mitigate toxic femininity in the workplace.

OUTING MACHIAVELLIAN MACHINATIONS

A well-known example of toxic femininity in the workplace is the concept of ‘Machiavellian Mary’: a woman who is superficially agreeable but actually ruthless and self-focused, often creating friction and distrust among colleagues. Such behaviours can lower morale, damage productivity and contribute to a toxic work environment.

Facing and addressing toxic femininity requires a multifaceted approach

• Recognising and acknowledging the issue through open discussions about toxic behaviours can help bring them to light.

• Establishing mentorship programmes and support networks for women can foster a positive and collaborative environment.

• Implementing training programmes focused on communication, conflict resolution, and leadership skills is also crucial.

Women have fought hard for gender equality, and it is crucial that we support

Ingrid von Stein

BRIDGING THE DIGITAL DIVIDE

Easy access to connectivity empowers commuters to participate in the digital economy, writes Collette Roetz, head of media at Sebenza.

Reaching SEM 4-7 consumers in digital environments can be challenging. Data and connectivity issues often hinder their online engagement and accessibility, resulting in decreased dwell times and lower engagement rates. In contrast, targeting the SEM 6+ audience tends to present a clearer and more effective path, particularly when measuring return on advertising spend. This is where the Sebenza platform offers a matchless opportunity with the potential to leverage in-transit influence – ideal for marketers and strategists looking to advertise to these out-of-reach SEM 4–7 consumers.   Unlike other digital platforms and channels speaking to the commuter market, when a user is on our platform, we know they are on the path to purchase or generating the means to purchase. Herein lies an incredible opportunity to connect to a working class that is an economic driving force.

We have equipped 7 000 taxis and 500 buses with wi-fi, creating an exceptional platform for advertisers. Commuters earn SebenzaBucks, our digital currency, by watching videos, completing surveys and engaging in other activities on the platform. To date, we’ve distributed R90million in wi-fi access, enabling users to connect with platforms such as WhatsApp, Meta and the open web. This investment highlights our commitment to digital

mission of promoting digital inclusivity and bridging the digital divide within minibus taxis and bus commuting environments and brands.

THE BEST IS YET TO COME

Collette Roetz

inclusion – we believe internet access opens the door to opportunities, learning and community.

Interestingly, consumer behaviour on the platform shows a surprisingly high engagement time with users dwelling for an average of 6-10 minutes per session. They earn and burn their bucks and come back again to redeem more. This is probably because we offer more than just media – users can access free online educational courses, read news, download e-editions, listen to podcasts and access other content and valuable services.

INDUSTRY PARTNERSHIPS ARE KEY

Thanks partly to our successful collaboration with established bus companies, taxi associations and other key players, we have fostered increased engagement and enhanced user retention. These strategic partnerships have empowered us to target our campaigns precisely and tailor our products to meet the specific needs of our brands and the commuters relying on our platform.

These concerted efforts align seamlessly with Sebenza’s overarching

Shortly, the full potential of our goal to reach 50 000 taxis and buses will be realised, allowing us to create continuous connectivity in South Africa’s townships. Easy access to connectivity is the first step in empowering commuters to participate in the digital economy.

Then, we can meaningfully democratise the internet and bridge the digital divide to create true digital inclusivity, which will have the potential of getting one-third of non-banked consumers into the banking economy, connecting people to relevant and accessible jobs along their daily commutes and Sebenza users to more products and services that could add value to their lives.

Contact us to discover how to harness the power of our immersive ecosystem and connect with our highly engaged audiences in several creative ways.

This is sponsored content.

For more information:

For media inquiries:

Anastacia Martin

National sales manager, Arena digital and direct MartinA@arena.africa

Tinyiko Thobejane

National sales manager, public sector Tinyiko@arena.africa

For agency network enquiries: Collette Roetz

Head of media and sales, Sebenza collette.roetz@sebenza.taxi

IF LEFT UNCHECKED, TOXIC FEMININITY CAN UNDERMINE THE PROGRESS WE HAVE MADE TOWARDS GENDER EQUALITY.

each other rather than tear each other down. By fostering a culture of solidarity and mutual respect, we can create a more inclusive and empowering workplace. If left unchecked, toxic femininity can undermine the progress we have made towards gender equality.

Addressing it head-on paves the way for a more equitable future.

As women in media, we have a unique platform to influence change.

Steps we can take include:

• Leading by example, demonstrating respect, empathy, and collaboration.

• Mentoring younger women and helping them navigate the challenges of the workplace.

• Advocating for policies and practices that promote equality and address toxic behaviours.

• Educating ourselves and others about the impact of toxic femininity and how to combat it.

Men also play a crucial role in creating a positive workplace culture. Encouraging men to be allies involves educating male

Ingrid von Stein is an independent communications strategist, journalist, podcaster and human rights activist. As a Global Peace Ambassador for the Tutu Foundation UK, she leverages her expertise to drive impactful change. With a master’s degree in communications science, Von Stein serves on various industry and NGO boards, and has been recognised with numerous local and global awards for her business innovations. A dedicated mother and mentor, she continues to inspire and lead in the fields of media, marketing, advertising and branding.

SOME WOMEN MAY INTERNALISE NEGATIVE SOCIETAL MESSAGES ABOUT THEIR GENDER, LEADING THEM TO UNDERMINE OTHER WOMEN TO ALIGN WITH MALE-DOMINATED POWER STRUCTURES.

colleagues about the impact of toxic femininity, inviting them to join mentorship programmes and support networks, and fostering open dialogues where men feel comfortable discussing gender issues and supporting their female colleagues.

INFLUENCING THE INFLUENCERS

Social media has revolutionised the way we communicate and interact, both personally and professionally. Platforms such as X, LinkedIn and Instagram have become powerful tools for networking, sharing ideas and building professional brands.

However, they also have the potential to amplify toxic behaviours. Negative comments, rumours, and personal attacks can spread rapidly, creating a toxic online environment that spills over into the workplace.

To combat this, it is essential to promote positive online interactions and hold individuals accountable for their behaviour on social media. Encouraging respectful and constructive communication can help create a more supportive and inclusive digital space.

In today’s digital age, social media and influencers play a significant role in shaping perceptions and behaviours. The 18-second attention span of social

media users means that messages need to be concise and impactful.

Influencers can use their platforms to promote positive behaviours and call out toxic ones. By promoting positive workplace practices and calling out toxic behaviours, influencers can play a crucial role in fostering a healthier work environment. They can use their platforms to highlight stories of collaboration, mentorship, and support, setting a positive example for their followers.

Cancel culture, while often seen to hold individuals accountable for their actions, can also contribute to a toxic environment if not managed carefully. It is important to differentiate between holding someone accountable and engaging in public shaming.

Constructive criticism and open dialogue are essential for addressing problematic behaviours without resorting to cancel culture.

By working together, we can create a workplace that is fair, respectful and empowering for everyone. As women in media, we have the power to set the standard for future generations, ensuring that our children grow up in a world where equality and respect are the norms.

CHOOSE YOUR BRAND PARTNERS CAREFULLY

Working with a radio station that is trusted is essential for an advertiser’s campaign, writes Dennis Karantges, Algoa FM sales manager.

In the words of Stephen Covey, “trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships“. Within a landscape fraught with fake news, manipulated social media and online scams, the importance of a trusted medium like radio cannot be overstated. Trust between a brand and consumer can be broken if the advertisement is associated with people, events or other advertisers that the customer finds offensive.

Algoa FM takes the issue of trust very seriously.

We understand radio’s unique power to connect deeply with listeners and bring a loyal and engaged audience to our advertisers.

Many moving parts combine to create a relationship with listeners that is ultimately built on trust.

People listen to presenters they like and trust. By association, the advertisements appearing in their shows are endorsed and trusted.

INTEGRITY ABOVE ALL ELSE

Algoa FM prides itself on upholding this trust across our diverse ecosystem – from presenter credibility and advertiser profile to news integrity.

When it comes to news, Algoa FM prioritises accuracy over being first, ensuring that information shared is not only timely, but also verified and trustworthy.

This commitment is encapsulated in our mantra, “fun is a serious business”, reflecting our dedication to delivering quality and impactful campaigns while enjoying what we do!

Maintaining our position as the leading commercial radio station serving the Garden Route to the Wild Coast and through the Karoo is a serious business. Building and maintaining credibility in radio broadcasting is an ongoing endeavour that requires commitment

from all stakeholders — from the on-air team delivering content to our advertisers.

Listeners trust what they hear because Algoa FM ensures advertisers align with ethical standards and audience expectations.

Our advertiser engagements begin with a diagnostic process, during which Algoa FM evaluates business compliance and alignment with the station’s values.

What prospective clients want to achieve with their advertising is important to us to the extent that sometimes we will rather walk away from a sale if our experience and market insight tell us the product, service or message will not resonate with our audience.

That is why ad agencies and advertisers trust us – we know that building credibility and maintaining trust takes time and is a continuous process. It has to be a collaborative environment in which listeners, advertisers and the station thrive.

This is sponsored content.

For more information: 041 505 9497 info@algoafm.co.za www.algoafm.co.za

LISTENERS TRUST WHAT THEY HEAR BECAUSE ALGOA FM ENSURES ADVERTISERS ALIGN WITH ETHICAL STANDARDS AND AUDIENCE EXPECTATIONS.

LET’S BE INTENTIONAL

Raina Julies asks why our lexicon within the media space seems to have morphed into a checklist of socially acceptable nuances.

When I first dipped my toes into the world of media in the mid-’90s at UCT’s student newspaper, Varsity Newspaper, the platform was already a radical voice for transformation and empowerment.

Our language was intentional, it was urgent and it wasn’t nuanced by any political correctness or socially woke restrictions. It was loud, it was clear.

But in a corner of today’s media landscape, it seems that our language patterns have all but morphed into a checklist of what’s comfortable, socially acceptable and boss-friendly.

It is apparent that our messaging around transformation and empowerment issues, at times, is no longer hard-hitting or thought-provoking; we merely trot out copy that doesn’t even begin to scratch the surface of the issues, in fear that we will offend.

We tiptoe around the all-too-familiar ‘slow pace of change’ and ‘still more to be done’ discourse. But this doesn’t help anyone’s cause. And isn’t media the platform to not just spark meaningful conversations, but to drive real change?

We have the power to really shape public opinion, challenge the status quo, and hold those in power accountable. And unlike many social media campaigners today, we have the responsibility, ability and necessary journalistic tools to do this.

So why are we still taking the safer route; why are we copping out of speaking up?

BE DISRUPTIVE, ASSERTIVE, UNAPOLOGETIC

The language we use in news media and in our social campaigns is crucial. It should be intentional, provocative and unafraid to challenge. We should stop being so politically and socially correct and once again adopt a more disruptive, assertive and unapologetic approach.

News media must dig deep below the surface and put our interviewees on the

LANGUAGE MUST BE SENSITIVE TO PEOPLE, EXPERIENCES AND ISSUES –BUT A WATERED-DOWN SOCIALLY ACCEPTABLE LANGUAGE CONSTRUCT AND DISCOURSE ONLY PERPETUATES THE STATUS QUO. IT HINDERS PROGRESS AND MAINTAINS THE EXISTING POWER IMBALANCES.

WE HAVE THE POWER TO REALLY SHAPE PUBLIC OPINION, CHALLENGE THE STATUS QUO AND HOLD THOSE IN POWER ACCOUNTABLE. AND UNLIKE MANY SOCIAL MEDIA CAMPAIGNERS TODAY, WE HAVE THE RESPONSIBILITY, ABILITY AND NECESSARY JOURNALISTIC TOOLS TO DO THIS.

spot so we can shed light boldly and bravely on the harsh realities of disparity and inequality, particularly around gender transformation.

Words, such as diversity and inclusion and belonging, buzzing across boardrooms globally, really do not talk to the urgency of equity and fairness. We must make a conscious decision and effort to uncover the core of the issues

to amplify the voices of our communities and mobilise individuals to take action, pushing for tangible change in our households, communities and at work. I understand that language must be sensitive to people, experiences and issues, but a watered-down socially acceptable language construct and discourse only perpetuates the status quo. It hinders progress and maintains the existing power imbalances. As women in media, we have the responsibility to disrupt this pattern and challenge the comfortable narratives.

WORDS, SUCH AS DIVERSITY AND INCLUSION AND BELONGING, BUZZING ACROSS BOARDROOMS GLOBALLY, REALLY DO NOT TALK TO THE URGENCY OF EQUITY AND FAIRNESS.

We should be unafraid to ask difficult questions, expose injustices and demand accountability. It’s no longer enough for those of us who control what is reported on to simply go with the flow.

ASK DIFFICULT QUESTIONS, DO IN-DEPTH INVESTIGATIONS

Let’s investigate why one of the key findings in the World Economic Forum’s Global Gender Gap Report 2024 still says: “Based on current data, it will take 134 years to reach full parity –roughly five generations beyond the 2030 Sustainable Development Goal (SDG) target.”

Let’s ask our women CEOs, when we report on their ground-breaking appointments, what strategies they have in place for the next cohort of female leaders. Then follow this with an in-depth investigation of how effective these strategies are, how targets were set, what tangible impact the strategies have and why their boards and executive teams are still mainly pale and male.

It’s not enough to simply report on the pockets of success, we must begin to ask why radical change has not yet happened.

Let’s ask questions around how leaders are breaking down biases, and how effective these policies are; let’s ask government, civil society and corporate SA to explain how they decide what a fair gender equity goal is, and how they track and measure progress; and let’s hold organisations founded to address social injustices accountable for the ‘slow pace of change’ within their areas of influence.

A WATERED-DOWN SOCIALLY ACCEPTABLE LANGUAGE CONSTRUCT AND DISCOURSE ONLY PERPETUATES THE STATUS QUO. IT HINDERS PROGRESS AND MAINTAINS THE EXISTING POWER IMBALANCES. AS WOMEN IN MEDIA, WE HAVE THE RESPONSIBILITY TO DISRUPT THIS PATTERN AND CHALLENGE THE COMFORTABLE

NARRATIVES.

REIGNITING THE PASSION TO DRIVE TRANSFORMATION

I want to reclaim my role as a catalyst for social change, particularly in addressing gender disparities and promoting empowerment through the products I work on.

And I want to reignite my radical voice and break free from living under the constraints of a ‘woke’ society, which, at times, has left me despondent by the lack of change and may have caused me to lose my passion to encourage our writers to write with fire.

This passion must be rekindled and used to drive content that inspires meaningful transformation.

Women in media have the potential to be a powerful force for transformation and empowerment in their brands and workplaces, and for every other marginalised group that seems to be asking apologetically for fairness and equity.

Let’s be intentional and bold!

Raina Julies has spent the last 26 years in the media space. She is currently the content manager at Picasso Headline, overseeing the production of more than 40 titles in both print and digital. For more information about these brands, log onto www.businessmediamags.co.za.

# ONMYWATCH: ADVERTISING’S WOMEN BAND TOGETHER FOR A BETTER, BRAVER INDUSTRY

Today’s women leaders in advertising have a responsibility to help ensure there are women left in the industry who can follow them to the top, writes FRAN LUCKIN.

It’s sad, in a way, to be writing about making space for women in advertising now, in 2024. For decades, we’ve had all those glorious cliches around shattered glass ceilings and women in drivers’ seats. Yet, here we are, in the 21st century, having the same conversations women were having even before I started my career.

Of course, things are not entirely the same.

It wasn’t so long ago that people automatically used the pronouns “he” or

“him” when referring in generic terms to a CCO or CEO. That isn’t the automatic assumption anymore. Many women have, indeed, chipped away at the cliched glass ceiling and are, in fact, sitting in the driver’s seat.

Far fewer of us, however, than we’d like to see.

BEHIND EVERY SUCCESSFUL WOMAN

Speak to a woman who’s “made it” in advertising about her career path and she’ll probably tell you a straightforward

narrative: “I joined the industry, set out to prove myself, rose through the ranks”. But listen closely and you may pick up subtle subtext: sentences that start with “I was the first woman…” or “I was the only woman…” or “There weren’t (m)any women…”

Press for detail, and chances are you’ll find the narrative is not straightforward, but a convoluted tale of struggles overcome.

The reality is that the women holding leadership positions in our industry today have made it there against the odds. They

Fran Luckin

have sat in boardrooms where their voices went unheard – or repeatedly interrupted. They have had male colleagues present and take credit for work they made sacrifices to produce. And, sadly, they have been the subject of inappropriate comments, or worse.

Many talented and respected women leaders will tell stories of being fortunate because a man “took a chance” on them and gave them the opportunity to prove themselves. Anyone would be grateful for an opportunity early in their career.

But one can’t help but wonder: if they hadn’t been women, would that opportunity have been viewed as a calculated risk – or just par for the course of giving a young talent the chance to show what they could do?

Another trope of the woman leader is having a reputation for being “hard” or “combative” – even belligerent. You don’t get that way from sailing through your career on talent and reputation. You toughen up because despite your talent and reputation, you still had to fight for every opportunity, accolade and promotion that came your way.

The sad thing is that women won’t volunteer these addenda to their CVs because they’re not seen as something worth mentioning. Frustrating, yes, exhausting, absolutely, but not ‘relevant’.

That needs to change.

OPEN CHAIR POLICY

When Suhana Gordhan relaunched Open Chair earlier this year, I was excited – even more so, because I was invited to be part of the committee, along with other formidable women leaders in our industry whom I respect and admire.

Open Chair is a community for women in advertising that exists to provide a safe and empowering space where young women in the industry can access mentorship and guidance and connect with a like-minded sisterhood.

One of Open Chair’s goals is to retain talented women in the industry. We realised that the industry is still so tough for young women that many leave early in their careers – or don’t even bother trying in the first place.

You can’t blame them. For starters, the representation isn’t exactly encouraging. Yes, there are women in leadership positions now. But not many. And even fewer of them are women of colour.

ONE CAN’T HELP BUT WONDER: IF THEY HADN’T BEEN WOMEN, WOULD THAT OPPORTUNITY HAVE BEEN VIEWED AS A CALCULATED RISK – OR JUST PAR FOR THE COURSE OF GIVING A YOUNG TALENT THE CHANCE TO SHOW WHAT THEY COULD DO?

It’s difficult to imagine a successful outcome for yourself when so few people who look like you have achieved it. What they do see is an industry full of exceptionally talented women who don’t always make it to that top level. That sends a message that that glass ceiling, though cracked in parts, is still very much in place.

VOICING SAFETY FIRST

It goes beyond representation. One of our main objectives is to shape the industry into an environment that’s safe for young women, and one in which they have a voice. We may not be working in the Mad Men era any longer, but we can’t pretend that the legacy does not exist. A microaggression is an aggression – whether it’s an inappropriate hand placement, a joke in poor taste, or a demeaning nickname.

IT’S DIFFICULT TO IMAGINE A SUCCESSFUL OUTCOME FOR YOURSELF WHEN SO FEW PEOPLE WHO LOOK LIKE YOU HAVE ACHIEVED IT.

We want to end the gaslighting in our industry. Open Chair is a place where young women can hear that they are not the problem if they don’t want shooters on awards night, and their refusal won’t earn them the reputation of not being a team player; that it’s not that they “can’t take a joke” but that the joke was disrespectful and should not have been uttered in the first place; that refusing physical contact with a colleague isn’t being stuck-up or unfriendly.

IN SUPPORT OF SPEAKING UP

Suhana has written a Code of Conduct for Open Chair. By signing it, each of us has

pledged that #OnMyWatch these and other undesirable behaviours will no longer be tolerated in our industry.

We all know how difficult it is to speak up when you’re young and just starting out. You fear victimisation. You fear your career will end before it’s begun because you’ll be labelled a troublemaker. You think this is just how things are – that it’s you who’s to blame for not being tough enough to play in the big leagues.

And when no one says anything, the silence of your more experienced industry colleagues reinforces those beliefs. We have committed to be those who speak up.

The industry needs women to look out for each other. Being a pioneer is more than just representation – it comes with a responsibility to look out for those who come after, and make their paths smoother than yours was.

I’m immensely proud of the work I’ve helped produce over the course of my career to date. But the legacy I hope to be part of creating, along with industry colleagues like Suhana and the rest of the Open Chair committee, is an industry where we no longer have to write magazine articles about the struggles of women in advertising.

I’d like to see women speaking up in meetings, confident that their opinion will be heard and respected. I’d like to see women CEOs and Exco members who don’t arrive in their positions already tired from the fight to be taken seriously.

So yes, we celebrate how far we’ve come. But the work continues.

Follow Open Chair on LinkedIn here.

Fran Luckin is chief creative officer at VML South Africa. She studied speech and drama at university but was saved from a life spent as ‘Second Extra From the Left’ by moving into advertising – which served her well: Luckin has won multiple awards, including some of the industry’s most coveted accolades. In 2022, she was named Industry Leader of the Year at the Adfocus Awards. She has an MBA from the Berlin School of Creative Leadership and is a passionate advocate of lifelong learning.

THE HUSTLE, THE GRIND AND THE TRUTH: LESSONS FROM 14 YEARS IN MEDIA

Adelaide Tshabalala shares insights gained navigating a (still) male-dominated industry with aplomb, and coming out on top through each stage of this rewarding journey.

Wow, I can’t believe I have been in this industry for 14 years already. Looking back, it’s been a wild ride filled with lessons, triumphs and more than a few hard knocks.

One thing I’ve learned is that success in media and digital marketing isn’t just about keeping up with the trends; it is about creating meaningful connections, staying true to your values and knowing when to push yourself and when to take a step back.

I’ve also learned that there are notable strategies worth following at varying stages of one’s development in this industry, which I wish I had known earlier in my career.

I hope they offer even a little insight or help you navigate the complex world of work.

SAGE ADVICE FOR STUDENTS

To all students dipping your toes into the world of media and digital marketing.

Stretch yourselves

University or college isn’t just about getting the grades; it’s about building relationships and gaining experiences that will set you up for success.

Network

Develop strong friendships; you never know whose aunt is a media mogul, whose mom is a strategist, or whose sister-in-law is a global PR director.

Adelaide Tshabalala

Get uncomfortable

Intern at the campus radio station, student paper, or council; get to know how it works behind the scenes, make connections with DJs, hosts, producers, publishers. Practice writing every chance you get – and offer to contribute to project, campaign or output.

Spread your wings

Start looking for internship opportunities in your second year, and aim for a global agency. The structure, exposure and opportunities to learn from other offices around the world are invaluable.

INITIATIVES FOR INTERNS

Now that you have secured an internship, don’t get comfortable. You’re in a highly competitive environment and there are probably 50 or more people who could replace you.

Be proactive

Take your development seriously, and don’t wait for tasks to come to you. Be proactive, even if it means being ‘annoyingly clingy’. Talk to your boss whenever you can. Watch them work on tasks. Absorb everything.

Follow up

When you finish a task, don’t just hit send and forget about it; find out where it went, how it was received and what impact it made.

DON’T BE AFRAID TO BE THE WET BLANKET WHO SAYS “NO”. IT MIGHT SAVE YOU FROM BEING THE INTERN WHO CAN’T HOLD THEIR ‘SIYAVANA’ AND END UP AS A CAUTIONARY TALE.

Report back

Reporting will become a major part of your career because it’s how you know whether what you’re doing is working or if something needs to change. It shows you are making an impact and, just as importantly, helps your client see where their money is going and that you are delivering on your promises.

TAKE YOUR EXPERTISE SERIOUSLY, AND DON’T BE INTIMIDATED BY THOSE WHO KNOW MORE – BE INSPIRED BY THEM. STAY ON TOP OF YOUR GAME AND LEAVE

be inspired by them. Stay on top of your game and leave the politics at the door. Politics are the wasters of energy and the creators of doubt.

Balance yourself

THE POLITICS AT THE

DOOR. POLITICS ARE THE WASTERS OF ENERGY AND THE CREATORS OF DOUBT.

Avoid the vices

Now, let’s talk vices. Because girl! In this industry, there are plenty of cashless bars at networking events, a party around every corner and enough social distractions to fill your calendar. It is easy to get swept up in the scene but remember why you are here, and what it is you want to be remembered for.

Build your brand

Now’s a good time to start honing and strengthening your personal brand. Don’t be afraid to be the wet blanket who says “no”. It might save you from being the intern who can’t hold their ‘Siyavana’ and end up as a cautionary tale. It may be tough, but I promise you: if you hold your own and remind yourself why you are there, you’ll always come out on top.

SEASONING THE PROFESSIONALS

Now, speaking to the me of today: Keep grinding, Mama, but remember to manage your mental health. Find a rhythm that works for you and know that there is no version of you that will fail at this. You are important.

Watch out for imposter syndrome

It creeps in easily, but remind yourself that you’ve earned every seat at the table, every connection, every recognition, every award and every single one of those compliments.

Inspire ingenuity

Take your expertise seriously, and don’t be intimidated by those who know more –

Avoid rooms filled with too much noise about things that don’t “change the price of bread”. Choose the rooms that add value to your work as a trailblazer, and also know when to turn off your laptop. Finding balance is crucial. It’s not just about pushing through; it’s about thriving, and that requires you to listen to yourself, prioritise your well-being, and keep the bigger picture in mind.

NAVIGATING THE GENDER JOURNEY

Being a woman in digital marketing has its share of challenges. I have been underestimated, sidelined and sometimes overlooked. These experiences only strengthened my resolve.

Women bring a unique perspective to the table: one that is empathetic, creatively driven and rooted in an understanding of human connection.

We excel at balancing data with human emotion, using our lived experiences and empathy to create strategies that are both effective and meaningful.

It is critical to acknowledge the gender pay gap in our industry and advocate for change. According to a 2023 report, women in South Africa still earn about 30% less than their male counterparts in similar roles. It’s an ongoing challenge, but one that can be addressed through open dialogue, transparent policies and a commitment to inclusivity.

Remember, Miss Mam, your journey is unique – and while it might not always be easy, it will be worth it.

Stay curious, stay fierce and never stop pushing forward.

Adelaide Tshabalala is head of strategy at Nerdware . She is an award-winning digital communications expert with a proven history of developing effective public messaging, strengthening internal communications policies, and creating robust crisis management procedures. Published in leading media outlets, Adelaide combines her professional expertise with a keen understanding of digital trends to drive impactful results.

LinkedIn instagram X @Addy_Tshabz

CONNECTED LEADERSHIP

As a business leader, I often grapple with questions surrounding the challenges faced by women in business and the broader obstacles to small business development in South Africa.

Reflecting on these issues, while gender-specific challenges do exist, they are closely connected with the broader hurdles faced by all business leaders in our country.

One of the most significant challenges in leadership is maintaining a connection with day-to-day operations. It wasn’t too long ago that I was in the thick of it, hands-on every day – manually collecting and sorting media sources to ensure the production team met our targets.

Although my focus has now shifted to making critical strategic decisions to grow the business, I recognise the increased risk of becoming disconnected from the grassroots level.

This is precisely when it becomes crucial to empower and enable your greatest allies: your team. By building trust and fostering a culture where team members are encouraged to make key decisions, leaders can ensure that business objectives are clearly communicated, consistently reiterated and reflected in outcomes. This alignment is essential for sustained success.

ROUND TABLE STAKES

The importance of having a seat at the table is often underestimated, yet it is vital. Debating, presenting arguments, exploring options, and challenging views are critical practices within diverse teams. These actions foster critical thinking and drive innovation.

SHANAAZ NEL offers sage advice for building a collaborative culture with integrative solutions for sustained success.

It’s also essential to recognise that no single person holds all the answers. By rotating the leadership role – or the ‘head of the table’ – we promote shared responsibility and interdependency. This approach allows us to harness the collective strengths and insights of our workforce, leading to more innovative and effective solutions.

GENDERING UNIVERSAL CHALLENGES

When considering whether the business issues I face are different from those experienced by my male colleagues, it’s evident that while some challenges may be universal, others may have unique dimensions for women.

However, the fundamental obstacles in business – market volatility, the need for innovation and effective leadership – are shared across genders.

Women in media continue to face challenges in attaining the automatic authority and acceptance that their male counterparts often receive.

I still find myself stepping into the C-suite and realising that I’m still the lone woman at the table. It is more important than ever to genuinely celebrate the achievements of women leaders and amplify their voices.

I encourage the female pioneers in our industry to boldly honour their successes and help pave the way for future generations of women to thrive and lead with confidence.

CRISES SHOULD BE VIEWED AS AN OPPORTUNITY TO INNOVATE, GROW, AND ULTIMATELY, EMERGE STRONGER.

Shanaaz Nel

HOW TO ENCOURAGE INTRAPRENEURSHIP

Key strategies to foster innovation and intrapreneurship within an organisation include:

• Plan for succession

Effective succession planning must begin at the outset of any leadership role. This means identifying and nurturing future leaders early in their careers, ensuring a seamless transition when the time comes. Throughout my experience with visionary leaders in global organisations, I’ve found that a critical goal is to work toward a smooth, strategic exit. This exit could stem from years of dedication, leading to a transition where empowered team members continue to carry forward the established vision. Alternatively, it might involve transferring knowledge while embracing fresh perspectives and new ways of working. As a mother of teens, I am constantly reminded of this lesson: I’ve learned that effective parenting often means knowing when to step back and allow my children to take the lead. This principle applies equally in the workplace, where leadership is about recognising when it’s time to hand over the reins and allow the next generation of leaders to step up and drive the organisation forward.

THE IMPORTANCE OF HAVING A SEAT AT THE TABLE IS OFTEN UNDERESTIMATED, YET IT IS VITAL.

• Learn from volatility

Market volatility should be embraced as an opportunity for learning and growth, not as a threat – it offers a chance to build resilience and adaptability within the team. The Covid-19 pandemic, for instance, sparked innovative thinking around how people earn a living. As countries locked down, people were forced to explore new income streams, entertainment options, and communication methods, with technology taking centre stage. The lasting impacts of this period – inflation, rising costs of living and barriers to market access – continue to influence our daily lives. By embracing

MARKET VOLATILITY SHOULD BE EMBRACED AS AN OPPORTUNITY FOR LEARNING AND GROWTH, NOT AS A THREAT – IT OFFERS A CHANCE TO BUILD RESILIENCE AND ADAPTABILITY WITHIN THE TEAM.

these challenges, businesses can uncover new opportunities and develop strategies for thriving in uncertain times.

• Embrace evolution

Encourage a mindset that views change as a constant and necessary part of business evolution. Be willing and prepared to pivot strategies quickly in response to new information and market conditions. Adaptability is key to staying relevant and competitive.

• Cultivate the hustler mindset

Foster a culture that values the entrepreneurial spirit: take calculated risks, be resourceful and maintain a proactive approach to problem-solving. The ability to hustle and innovate is crucial for sustained success.

• Beware of easy money

While not every strategy requires a long-term focus, sustaining a business demands the application of multiple strategies to reach your ultimate goals. Quick profits may be appealing, but maintaining and growing that wealth requires a team with a shared vision. As the saying goes, “If it sounds too good to be true, it probably is.” Building a solid foundation is essential for longterm success.

• Crisis as a learning curve

Each crisis can provide valuable lessons and insights that can strengthen the organisation. Experience proves to be the best learning tool; entrepreneurs and leaders cannot defer to others when navigating day-to-day challenges or shying from tough decisions, whether right or wrong. Instead, foster a working culture that recognises effort and the ability to find required solutions. Crises should be viewed as an opportunity to innovate, grow, and ultimately, emerge stronger.

INCORPORATE SELF-CARE

Incorporating self-care into your business strategy is not just important—it’s essential for sustaining your well-being and effectiveness as a leader. Regularly acknowledging your achievements and maintaining a strong sense of self-worth

are vital, particularly for women leaders who often juggle multiple roles.

The added burden of emotional caregiving, both at home and in the workplace, can contribute to self-doubt when tasks don’t go as planned, leading to unnecessary self-criticism and guilt.

It’s crucial to recognise that “No” is a valid and necessary response for self-preservation, and is a powerful tool for setting boundaries and maintaining control over one’s life and work. By prioritising self-care, you can maintain your focus and energy, ensuring that you lead with clarity and confidence.

The journey to success is often long, difficult, and fraught with challenges. It can feel lonely and thankless unless we expand our vision and embrace the collective power of our teams.

Our roles as leaders extend far beyond gender-specific challenges, encompassing the broader issues of leadership, innovation, and organisational development. By addressing these critical areas, we can build more resilient, dynamic, and successful businesses, well-equipped to navigate the complexities of the modern business landscape.

It is imperative that we encourage future business leaders to rise and take on the mantle of leadership, driving the growth and prosperity of our nation.

As women, we must continue to inspire, guide, and support our teams in achieving shared goals, fostering an environment where everyone can thrive and contribute to our collective success.

Together, we can create a legacy of leadership that transcends individual achievements and paves the way for future generations.

Shanaaz Nel, the dynamic CEO of Media Host and PEAR, is a visionary leader in the media and tech industries. With a robust background in communications strategy and innovation. At PEAR, her commitment to excellence and community engagement has fostered impactful media solutions. Nel’s leadership is marked by her strategic acumen, passion for technology, and dedication to fostering inclusive growth in the media landscape.

WOMEN MAKING WAVES

Rosestad 100.6FM chats to the women driving the station’s success.

Johleen Olivier, sales manager

Thanks to the marketing and sales manager at the SABC, I started in the radio industry in October 1989.  My radio career extends from public to commercial radio and advertising sales houses to Rosestad 100.6FM – a community radio station in Bloemfontein. My career shows how my passion for radio has developed. Radio is, I believe, the best advertising medium to help your client with their marketing.  In October this year, I will celebrate 35 years in the industry – a testament to my passion for my work. I started as sales manager in 1991 and have retained that title throughout the years, as well as sales consultant.

Jana Roos, news editor

I’ve been in the media industry since 2007 when I started as a rookie in daily newspapers. As a journalist, I’ve covered almost all bases in the media – from a daily paper and weekly magazines to television and online. Then the radio bug bit – driving home that working in radio was the dream. After listening to the station and realising it is more progressive, fun and exciting than I had always assumed, I approached contacts about working at Rosestad 100.6FM. I invited myself to a meeting with the general manager and received a job offer later. At Rosestad 100.6FM, my main role is news editor –trying to keep a grip on the newsroom. On weekdays, I also co-present the afternoon drive show to stay connected to the lighter side of life. Karin Booysen, programme scheduling I have been involved with media for 16 years. A then-presenter at

Rosestad 100.6FM brought me in to help with the music and reception. I started here at the end of 2008 in a temporary position and was appointed permanently on 1 January 2009, still responsible for compiling and loading music on our systems. About five years ago, I became responsible for programme scheduling.

Jo van Zyl, national agencies co-ordinator I began my media career at the national broadcaster back in 1988. In 1999, I moved to the newly

privatised commercial radio station in Bloem. In 2004, I was privileged to move to the coast, which led to a 15-year break in broadcasting. However, when circumstances changed in 2019, I moved back to my hometown and grabbed the first opportunity to get back to my “first love” – radio! I started at Rosestad 100.6FM at the beginning of August 2020 as a sales representative and have never looked back. Almost two years ago, I was given the responsibility of overseeing national advertising agencies’ bookings with Rosestad 100.6FM – I thoroughly enjoy working with the national market!

Selma Rossouw, sales representative I have been in radio advertising and sales for more than 16 years. For over 13 years, I worked in commercial radio and was looking for a new challenge other than radio sales. But after a month, I was back in radio advertising – at the community station, and loving it again! I am

a sales representative and the brand liaison officer at Rosestad 100.6FM.

Lilian Zaaiman, sales representative I am a dedicated sales representative with a robust track record at Rosestad 100.6FM since May 2019. I transitioned from a volunteer role, supporting Rosestad’s charity events, to a key position in a vibrant community radio station. I have a proactive approach to sales, excellent relationship-building skills and a passion for community engagement and networking. Rosestad 100.6FM gave me the platform to live out my passion as a sales representative who brings solutions to business marketing challenges.

Aletta Vermaak, sales representative

I have been with Rosestad 100.6FM for just over a year now. I joined the station after bumping into a staff member who asked if I would be interested in working here as there was an opening for a sales representative. I applied for the position and have been working here ever since.

Tania Benson, financial officer

I have been with Rosestad 100.6FM for 20 years – since 1 June 2004. I heard about a vacancy from an acquaintance of mine. I started by scheduling advertisements and helping with production, I loaded music onto our system and was

Jana Roos

Johleen Olivier

Jo van Zyl

Lilian Zaaiman

Aletta Vermaak

Selma Rossouw

Karin Booysen

Tania Benson

in reception. In January 2019, I was appointed financial officer.

alecia Venter, receptionist

I am Rosestad 100.6FM’s receptionist. I was recruited by an employment agency and have been here since 1 August 2011. My work not only involves the usual daily duties of a receptionist and administrative officer, but I also book and schedule the Christian programmes as well as helping with recordings, interview editing and programmes and posting daily programmes on the Rosestad 100.6FM podcast.

Leah du p reez, graphic designer

I have worked in media since graduating from Kovsies in 2014, and have been the graphic designer and social media manager for Rosestad 100.6FM for the past eight years. I also assist with public relations and administrative work. Having creative freedom is my dream and enables me to have fun while working.

nadia pieters, presenter and news compiler

My media career began in newspapers just over 20 years ago. I was a graphic designer, salesperson, photographer and occasionally a journalist.

I am a proud member of the Rosestad 100.6FM news team as a news compiler. As a presenter, I have the privilege of talking to our listeners over the sound waves three nights a week. While old and new music is played on these three evenings, music from the ‘80s remains my favourite. Jeremiah 29 verse 11 is printed on my coffee mug and every morning when drinking my coffee, I know it was His plan for me to join Rosestad. Here, my heart – and cup – are full every day.

anna pauw, presenter and news compiler

Newspaper layout landed me in print media in Nelspruit, before returning to my hometown in 1997 as acting news editor of a local community newspaper and editor for various community and national titles. My career evolved rapidly: editor of several supplements and regional co-ordinator for Media24’s school newspaper initiative, before being approached by a commercial radio station to co-ordinate large-scale station events and manage communications and publicity. My on-air presence began as a presenter in Gqeberha and progressed to various community stations. I later created and anchored a hard-hitting current affairs programme. During the pandemic, it was a privilege to keep people connected, informed and entertained. The pandemic also brought me back to Bloemfontein. I joined the news team at Rosestad 100.6FM in March 2022 as current affairs journalist and guest presenter of ‘Rosestad Soeklig’.

Dr Mardi Delport, presenter

Benita Jacobs, presenter After finishing matric in 2015, I completed my BCom degree in communication management and an honours’ degree in marketing (cum laude) at the NWU. Currently, I am a marketer, specialising in social media, functions and fundraising. In 2020, I fell in love with radio and started shadowing various shows. Today you can tune in to Rosestad 100.6FM for a gospel programme on Sunday mornings (06:00–10:00) or Tuesday evenings (18:00–22:00) to spend time with me and various schools!

For the past 30 years, I have been playing on the airwaves, working in a diverse range of radio formats, including campus, commercial, digital and community radio. During the week, I present classes to students in media studies at the Central University of Technology, Free State. Over weekends, I put on my broadcasting shoes and host the Saturday mid-morning programme. I love outside broadcasts due to their interactive mode of delivery and am affectionately known as the “OB Queen”. I also do freelance copywriting and voice-over work. I am a proud member of the Broadcast Education Association and have presented a paper at this year’s convention in Las Vegas. Since 2023, I have been a judge for the South African Radio Awards.

Ilde roos, presenter I have been in media on and off for about 16 years – first in print media as a sub-editor for daily and weekly newspapers and an international beauty magazine, and then radio.

I’m a born performer, so when I’m not on air, I teach ballet classes at my studio. About a year ago, I learned that Rosestad 100.6FM was doing a jock search. I am currently co-presenter of our breakfast show ‘Brêkfis GPS’, weekdays from 06:00 to 09:00.

Zuané Joubert, presenter I have been in the media industry since December 2023, training at Rosestad 100.6FM. I did a voice test in May 2023 and was asked to come for an interview. I was lucky to land a presenter’s position on Saturdays with the “Op Reis” show from February 2024. I moved to Sports in August 2024.

aggie tshambo, general office assistant I have been working at Rosestad 100.6FM since September 2007. Through someone I knew, I became aware of the vacancy, applied for it and was appointed. I do the general cleaning, tea- and coffee-making and help with purchasing supplies. When I’m not at work, Rosestad staff experience a “dry” day. his is sponsored

Alecia Venter

Nadia Pieters

Leah du Preez

Anna Pauw

Benita Jacobs

Ilde Roos

Zuané Joubert

Aggie Tshambo

Dr Mardi Delport

Icould write about mental health in the media, mentorship or my views on women in the industry because I am extremely passionate about these critical topics. But I decided to share a piece of myself with the world, along with some of the incredible women’s words and tools that have inspired and impacted me through my journey, in hopes that they will inspire and guide yours, too.

As I have progressed in my career, I have found that you can often be distracted by what others think or say about yourself and your journey. Brene Brown’s famous TedTalk on The Power of Vulnerability, and the speech she references from T Roosevelt and how she interprets it,

HELL, YES! PERMISSION GRANTED

Kirsty Carlson shares valuable insights from inspirational women on how to build a life and career aligned to your most authentic self.

has and always will profoundly impact me: “It is not the critic who counts; not the man who points out how the strong (wo)man stumbles, or where the doer of deeds could have done them better…”

This has taught me that unless others are in the same arena as I, walking the same path, their critical opinions or thoughts have no influence me. I will continue to ‘Dare greatly’. It also reconfirms one of my own personal

quotes: “Stay in your own lane. Focus on what you are doing and what you are striving for. Keep going.”

In a recent newsletter, renowned South African life coach Judy Kliplin, author of ‘Recover from Burnout’ and ‘Make Work Work for You,’ noted that the 50/50 balance is a concept, rather than a reality.

“We need to move away from that workor-life binary mentality and recognise – and embrace – the fact that work is part of life.

Kirsty Carlson

”This is not an either/or situation. It’s not work or life: it’s life, of which work is an element.”

Her “wheel of life” quiz is a great tool to evaluate where your world could possibly be out of balance.

FLUID FORCES

I tell those I am close to that you only have this one capsule of energy; think of it as a battery, with 100% power – not 150% or 200%. That is the energy capsule we each have. You decide where you focus or use that energy. Some days it will be 80% work and 20% personal, relationships, family. Other days it will be reversed – hence the need to be fluid and realistic about how life can change and move. Surround yourself with a community, leaders and support system that understands this too.

My longtime love for poetry led me to the amazing Janne Robinson a few years ago. A poetess, life coach and speaker, she is also the author of ‘This is for the Women Who Don’t give a F**k’. Beyond the possibly shocking title, the messages signify empowerment – encouraging women to stand in their power, be authentic and embrace their place and purpose in the world.

It advocates letting go of social expectations, and letting yourself step forward as who you are, and live your life with purpose, on purpose.

One important lesson I take from her is the importance of identifying your “Hell yes” and “Hell no” moments in life. If you decide to opt for something that is not your ‘Hell yes’ moment, you are not just doing an injustice to yourself; you are also doing an injustice to someone else by denying them the opportunity for their moment.

I have often thought about this in my career journey. If I am holding onto a role or a position when it is no longer my ‘hell yes’, I need to intentionally stay true to my purpose, move on and forward, allowing the next deserving individual the ability to step into their opportunity and soar.

This approach has also guided decisions in other areas of my life, including where I live, my relationships, and the leaders and mentors I choose to follow. As Robinson says in ‘I am a woman of distinction’: “It is either aligned, or it is not.”

INTUITIVELY ALIGNED

Powerhouses Elizabeth Gilbert and Glennon Doyle also speak about an “inner compass” or ”inner knowing” – or simply, our intuition.

Women are blessed with this incredible invisible inner compass.

When it gets loud and noisy out there, and we feel overwhelmed, distracted or fragmented, take a step away and find stillness to listen and assess.

This is how I tap into my intuition.

When faced with a work or life dilemma, I ask myself: “Does this feel right for me? Is it aligned with my values? Is it a ‘hell yes’?”

The best career decisions I’ve made have been based on choices that are in line with who I am, even though they have been difficult at times. Leaving roles and teams that I cherished was tough, but I knew it was necessary for my personal fulfilment. I admit, I’ve made mistakes by getting caught up in noise and confusion, neglecting my inner compass. But I take learnings from those experiences.

IF YOU DECIDE TO OPT FOR SOMETHING THAT IS NOT YOUR ‘HELL YES’ MOMENT, YOU ARE NOT JUST DOING AN INJUSTICE TO YOURSELF; YOU ARE ALSO DOING AN INJUSTICE TO SOMEONE ELSE BY DENYING THEM THE OPPORTUNITY FOR THEIR MOMENT.

Best-selling author Glennon Doyle, who hosts the We Can Do Hard Things podcast, wrote ‘Untamed’ – a book lives on my nightstand, with pages marked and bent, always available to reference and re-read. It reminds me to not play small for the comfort of others.

The prologue alone is enthralling, and there are many nuggets. For instance, Glennon introduces the word Selah, which appears 74 times in the Hebrew bible, and is believed to be a signal for readers to pause, because the previous idea is important enough to consider deeply.

Selah, she says, appears in Hebrew music too, as a sign to the music director to hold a space between notes. “The silence, of course, is when the music sinks in,” notes Doyle.

This, to me, highlights how we often rush through life as the queens of multitasking,

moving from one thing to the next, another deadline, another responsibility, another meeting. Rarely taking the time to stop and notice what we think and feel; being present; having a moment of pause, a ‘Selah’.

I recently achieved something I had worked hard for and, instead of taking a pause moment to let it soak in, expand into the good feelings and acknowledge the ‘win’, I just carried on, swept up by the daily demands and workloads. Until someone pointed it out, I didn’t realise I was moving on without pausing to take it all in, to ‘Selah.’

This happened during a time of grief and pain too: I lost my grandfather and cried over his body. Early the next morning, I was in a senior panel interview, and I did exceptionally well – because I didn’t stop to acknowledge and feel the pain.

A momentous thing had happened to me; I had lost a loved one. However, I just motored through because: “We need to be strong, we need to be brave.” Frankly, sometimes we just don’t need to be anything – just still.

Glennon speaks about the pain of a woman abandoning herself, and exhorts: “I want us to refuse to betray ourselves. Because what the world needs right now in order to evolve is to watch one woman at a time live her truest, most beautiful life without asking for permission or offering explanation.”

THAT. That is what I hope this thought piece does: Inspire every woman reader to build the life, career and world around you that is aligned to your most authentic self.

The more women see other women living their truest, intentionally aligned lives, on purpose with purpose, the further it will ripple to women around them – and that is how we build and inspire more women around us.

If women leaders all operated from this mindset, it would magnify the space and the arena for more women to be inspired, empowered and lead in the industry.

If this is an intention to hold and lead with, I can honestly say I grab it with both hands.

Kirsty Carlson is co-host of Beyond the Billboard podcast. She has developed and led successful OOH centralised shared service departments for two large media groups in South Africa and led regional media teams across the continent. She is passionate about operations, leadership, empowerment and people development.

SOFT SKILLS –OR HARD CURRENCY?

Women are genetically predisposed to excel at leadership, writes Melanie Campbell, who reckons it’s time we recognise that the qualities often labelled as ‘soft’ are, in fact, the hard currency of effective leadership.

Women’s month is when we reflect on the incredible contributions women make to every sphere of life. It’s also the perfect time to finally go beyond the achievements, to acknowledge the unique biological strengths that make women formidable leaders.

Studies indicate that women’s brains tend to have greater connectivity between the two hemispheres, which supports better integration of analytical and intuitive thinking. Men’s brains may have more connections within each hemisphere, which could be linked to more focused, task-specific processing.

Some studies suggest that women have a slightly thicker corpus callosum, the structure that connects the two hemispheres, which may enable better communication between hemispheres.

Men tend to have more gray matter (linked to processing power), while women generally have more white matter (associated with communication between different brain regions). Women often show more activity in brain regions associated with language, which may contribute to superior verbal fluency and communication skills.

Enter the amygdala: a small, almondshaped structure in the brain that, though often overshadowed by more glamorous brain regions, holds the key to the kind of leadership our world desperately needs.

The amygdala’s relevance today lies in its ability to rapidly influence our emotions and behaviours. In a modern context, where threats are less physical and more psychological or social, the amygdala plays a crucial role in shaping our reactions to situations that we perceive as risky or rewarding. This can include everything from responding to social cues, experiencing stress, or making snap judgments about people or situations.

Since the amygdala can override more rational, slower and more deliberate System 2 thinking, advertising that effectively engages the amygdala can influence decisions before the viewer even consciously considers the product –making it a powerful tool in marketing and advertising.

SHAPING REACTIONS

Here’s the twist: the amygdala functions differently in women and men. Research conducted by the University of Pennsylvania found that women tend to use both hemispheres when processing emotions, while men typically utilise just one. This bilateral activation leads to a more holistic and nuanced approach to problem-solving and decision-making, allowing women to consider a broader range of perspectives and emotional cues – especially helpful in the workplace.

Melanie Campbell is partner: group strategy at RAPT Creative. She believes creativity is a wild imagination coupled with a disciplined eye. This, along with her insatiable curiosity, has empowered her to challenge the status quo throughout her career, working with teams to deliver creative that wins awards and drives business results. She believes leaders become great not because of power, but our ability to empower.

Melanie Campbell

EFFECTIVELY, EQ-EQUIPPED

In a world where emotional intelligence (EQ) is increasingly recognised as a critical component of effective leadership, women are naturally equipped to excel. Daniel Goleman, a psychologist who popularised the concept of EQ, emphasises that empathy – a key aspect of emotional intelligence – is essential for managing relationships and leading teams effectively.

The amygdala, in its role of processing emotions, enables women to navigate complex social dynamics, read the room with uncanny accuracy, and lead with empathy – indispensable qualities in today’s rapidly changing and often volatile business environments.

But the power of the amygdala goes beyond just emotional intelligence. A study published in Biological Psychiatry found that women tend to exhibit higher amygdala reactivity to emotional stimuli, which is associated with better stress management and resilience. In leadership roles, this means that women are not only able to perceive and respond to threats but also to strategise around them, rendering them adept at crisis management and long-term planning.

Women leaders, guided by this biological powerhouse, often display a heightened ability to remain calm under pressure and bounce back from setbacks – traits that are critical in navigating the uncertainties of the modern workplace.

Despite these strengths, the reality is stark: women remain underrepresented in top leadership positions globally. According to McKinsey’s 2023 Women in the Workplace report, women hold only

28% of senior vice president roles and 24% of C-suite positions worldwide. This underrepresentation is not due to a lack of capability; rather, it’s the result of entrenched workplace structures that have traditionally favoured masculine traits such as aggression and competitiveness over the empathetic and strategic strengths that women bring to the table.

According to Global Leadership Forecast 2023 – the largest and longest-running survey of its kind representing data from 1 827 human resource professionals and 13 695 leaders at 1 556 organisations across more than 50 countries and 24 major industries – women impact the bottom line: “Companies in the top 10% for financial performance have more women leaders, with 29% women leaders compared to only 23% women leaders in underperforming companies.”

SILENT POWERHOUSE

At RAPT Creative, we’ve embraced a values-driven leadership and performance model that acknowledges these qualities, and embeds them into our very fabric. Traits traditionally associated with female leadership – passion, love, respect, vulnerability, empowerment, and accountability – are celebrated as the driving forces behind our culture. This approach aims to not only foster a better workplace environment but also directly contribute to superior business results.

As we face unprecedented global challenges, it’s becoming increasingly clear that the traditional, male-dominated model of leadership is no longer sufficient.

The world needs leaders who can balance strength with empathy, who can see beyond the immediate horizon and lead with a vision that includes the well-being of all.

Women’s leadership, powered by the amygdala, offers exactly that. It’s time we recognise that the qualities often labeled as ‘soft’ are, in fact, the hard currency of effective leadership. Women are not just capable of leading; they are uniquely equipped to do so in a way that is desperately needed today.

Let’s challenge the outdated norms of leadership. Let’s celebrate the amygdala, the silent powerhouse in every woman’s brain, and acknowledge that the future of leadership is not just female – it’s empathetic, resilient, and brilliantly strategic.

The sooner we embrace this truth, the sooner we will see women not just participating in the workplace, but transforming it for the better.

References:

Penn Study Shows Elevated Brain Blood Flow Linked to Anxiety and Mood Symptoms in Females

Two minds: The cognitive differences between men and women

The hardwired difference between male and female brains could explain why men are ‘better at map reading’

Male vs Female BRAINS (Part 3)

BRIDGING THE GAP BETWEEN INNOVATION AND AUTHENTICITY

At the forefront of the challenges and opportunities emerging in the digital media space, Kalyn Fagan outlines the critical need for innovative metrics that reflect the true value and impact of navigating new frontiers.

Digital media, an exciting, adventurous industry, is characterised by constant change and disruption. The rise of digital platforms has empowered content creators and transformed how we consume media, forcing industry players to adapt or fall behind.

It’s an exciting time, but it’s also complex. The pressure to deliver instant results often overshadows the importance of building lasting relationships with audiences – and we risk losing sight of what truly matters: storytelling and the human connection.

Advertising, once focused on reaching and engaging the masses, must now prioritise storytelling as emotional experiences, as authenticity is what consumers crave. While the industry possesses the talent and resources to create impactful campaigns, the pressure to deliver immediate results has sometimes overshadowed the pursuit of creativity.

A common response to this is that either we are overworked or lacking in innovative approaches – but I believe this is where we need to remember why we do media, what it means to truly change a brand into a household name, and the purpose of media: to inform, entertain, inspire and engage.

We are seeing a major shift in every step of the process of the way things have always been done – but how do we ensure

efficacy and what does this mean for us within this thrilling industry?

We need to reimagine our approach to navigating the complexity of this industry. By combining data-driven insights with a deep understanding of human behaviour, we create campaigns that truly resonate. This involves moving beyond traditional metrics and focusing on building authentic experiences with audiences.

It is important that we understand that how your brand makes your customer feel is what matters most in retaining their loyalty.

South Africa is a unique country, and we often lose the nuances that would drive massive conversation because brands don’t fully understand how their products are being used in different communities or regions. With the extensive technology, data and tools available to us, we can do better to interact and reach our customers authentically. This naturally increases affinity, engagement, and delivers on objectives.

VOICING TRUE VALUES

At Motherland OMNi we are currently working on an exciting project called Reshaping the Way We Talk Community Radio. Radio, a stalwart, is one of the strongest mediums still, and integrating digital touchpoints and out of home (OOH) with radio drives phenomenal results.

With community radio, the conversation is different, and we need to find to new, effective monitoring and measurement of the true value within this unique medium. Traditional metrics such as BRC listenership figures may not yet capture the full scope of community radio’s impact, as their social media platforms and streaming numbers suggest they have greater audience figures than traditional metrics allow for.

My favourite station, Impact Radio, for instance, has 52 000 BRC listeners and 127 000 Facebook followers – although the value is determined by the BRC data.

WE ARE ACTIVELY DEVELOPING INNOVATIVE METHODOLOGIES THAT MEASURE AFFINITY, SENTIMENT AND AUDIENCE ENGAGEMENT TO PROVIDE A MORE COMPREHENSIVE UNDERSTANDING OF COMMUNITY RADIO’S EFFECTIVENESS.

For most community radio stations, the value sits on the airwaves – not the digital and streaming numbers. We’ve long known that, in communities, affinity is the biggest driving force.

Kalyn Fagan

When brands drive messages through community radio stations, they reach the hearts of the community. And when they do so in the native language, they become an integral part of their homes, too.

The challenge we face is: how do we report on this? How do we show the conversion?

NEW METRICS FOR REAL IMPACT

Clearly, there is a need for innovative measurement solutions to accurately assess the value of community radio –one that would work in reflecting the true value of engaging our communities. Traditional metrics are falling short in capturing the real impact of these platforms.

We are actively developing innovative methodologies that measure affinity, sentiment and audience engagement, to provide a more comprehensive understanding of community radio’s effectiveness. But would this be a solution brands would consider implementing?

THE PRESSURE TO DELIVER INSTANT RESULTS OFTEN OVERSHADOWS THE IMPORTANCE OF BUILDING LASTING RELATIONSHIPS WITH AUDIENCES.

We need to come together as an industry and look at what’s best for our customers, not just the brand. After all, a truly successful ad campaign is not only dependent on the medium we use; it’s about reaching the customer at the end of that device, station, channel, interaction or touchpoint.

At Motherland, we are at the forefront of this transformation, working tirelessly to bridge the gap between traditional and digital media to contribute to thriving communities. We truly believe in the power of community and the importance of hyper-local connections through unique experiences. Our expertise in community radio has shown us the incredible impact that authentic storytelling can have on brand perception.

Committed to driving innovation and shaping the future of the media industry, we believe in the power of collaboration and the importance of understanding the unique needs of our clients and their audiences.

Let’s work together to create a new era of media that is more effective, engaging and impactful.

Kalyn Fagan, experience manager at Motherland OMNi, oversees brand management and product development, with a strong background in digital integration and hyper-local media touchpoints. facebook LinkedIn

BATTLING TO KEEP

LEADING FROM THE FRONT, BACK AND CENTRE

Lindsey Rayner illustrates why she believes women are born to scale the fine balance between business growth, team (and self-) development for high-performance environments – with a healthy dose of humanity.

D“on’t be too aggressive, but don’t let people walk over you,” they say. A not-so-subtle reminder that assertiveness is only acceptable when it comes with a side of politeness.

“You’re letting your emotions get the better of you,” a seemingly caring yet judgemental remark after a heated debate. As if passion and giving a sh*t have never been the driving force behind effective leadership.

“It’s great that you are ambitious, but you need to make space for others to lead.” Mmm, ja, okay, thanks.

Rest assured, you’re not the only one suffering whiplash from the unsolicited advice flung in your direction on your journey as a woman in leadership.

Though we are fortunate to operate in an industry that has its finger on the pulse of diversity, equity and inclusion (more than others), humans will be humans –and, without fail, you’ll regularly receive the low-key advice that the balance between looking professional and not “too ambitious” is a tightrope that seemingly only women have to walk.

Lindsey

Rayner

director of Machine_ in Johannesburg, a creative advertising agency where fearless minds lead to borderless ideas. Rayner started her career in sports marketing before moving into advertising, and often draws parallels between the high performance in sport and business. She is passionate about bringing fresh perspectives to old problems and isn’t afraid to challenge the status quo. LinkedIn

It’s okay. It’s not all bad. You can still choose what to take on and what to politely let roll off your shoulders.

THE TRUTH

Regardless of the call to empathy, not arms, the requirements of successful business performance is more complex, more demanding and more nuanced than ever before.

to rapidly adapt, or how the rise in customer expectations has raised the bar for business to deliver personalised products, services and experiences from the get-go.

As a leader of a business, you have less time to make decisions, and very little room for error. But don’t forget to smile; you don’t want people to think you can’t handle the heat.

It has become the custom at Machine_, the creative agency I lead, to connect our Cape Town and Johannesburg leadership teams at the start of each year. We spend of us out of bed in the morning, and talk about how to best tackle the

THE THING I MOST NEEDED TO LEAN INTO IS THE THING WE ARE ALREADY NATURALLY GIFTED WITH: EMOTIONAL INTELLIGENCE –THE FIREPOWER NO ONE EVER SEES COMING.

Lindsey Rayner

A HUMANE BALANCING ACT

So when Anne Hartslief, co-founder of business management consultancy Lockstep, held up a poster: “Balancing performance with humanity“, I felt a bolt of lightning through my spine. There, in big bold letters, was the articulation of the unspoken thing that had been tripping me up for the last little while, gnawing at my subconscious: the fine balance between growing a business, developing your team (and yourself!) for high-performance environments, while considering all the challenges our people face daily, which hinders them from bringing their best selves to the physical and virtual table.

THE UPSIDE

The thing I most needed to lean into is the thing we are already naturally gifted with: emotional intelligence – the firepower no one ever sees coming. And no, I didn’t need to read that Lead with Empathy self-help book a colleague gifted me at last year’s Secret Santa exchange.

“PERSUASION IS WHAT HAPPENS WHEN YOU ACTIVELY PUT ENERGY INTO CHANGING SOMEONE’S MIND. INFLUENCE IS WHAT YOU HAVE WHEN YOU’RE NOT TALKING.”

It turns out all I needed was a little less second-guessing of the ingenuity that helped me get to where I am today. Not that I need the data to back this one up, but if you are that way inclined, research from the Korn Ferry Institute shows that women score higher than men in nearly all emotional intelligence competencies – and a high EQ is associated with better leadership, enhanced communication, conflict resolution and team motivation –all of which are critical to business success. We are, quite literally, born for this.

THE REALITY

It takes hard work. Like any athlete, natural talent needs to be honed and trained. Your human instinct to focus on the parts of emotional intelligence you

LIKE ANY ATHLETE, NATURAL TALENT NEEDS TO BE HONED AND TRAINED. YOUR HUMAN INSTINCT TO FOCUS ON THE PARTS OF EMOTIONAL INTELLIGENCE YOU MAY BE MORE COMFORTABLE WITH OR CONFIDENT IN IS, WELL, HUMAN.

may be more comfortable with or confident in is, well, human.

I was reminded of this while listening to an interview between British podcaster Steven Bartlett and Andrew Bustamante, a former covert CIA intelligence officer who now runs an online education platform providing people with useful spy skills for everyday life.

But before I delve into what piqued my interest in the interview, let me take a step back.

Emotional intelligence is broadly composed of five main competencies (thanks, ChatGPT): self-awareness, selfregulation, motivation, social skills and empathy. (Maybe I should read that selfhelp book after all?!) And although I’m no introvert by any stretch of the imagination, it’s the social skills in the context of business that I seem to ignore most.

I’m not sure if it’s the cheesy stereotypes of the CEO four-balls making their way around the Joburg Country Club on a Thursday afternoon or the boytjie-led poker night power play invite that has me cringing about the way relationships are historically cemented in business.

Either way, I’m willing to admit with a healthy dose of self-awareness that I might have a warped perception of the impact social skills can have on business success.

So, let’s get back to the everyday spy, Andrew Bustamante. In the interview, he talks about influence frameworks as powerful tools for getting what you want.

As a starting point, he emphasises that influence and persuasion are not the same thing: “Persuasion is what happens when you actively put energy into changing

someone’s mind. Influence is what you have when you’re not talking.”

A lightbulb moment for me! Because, in my mind, without the active energy in practising and honing your persuasion skills, how will you ever have influence?

He goes on to talk about the foundational principles of relationship-building as “sensemaking” – illustrating that all relationships can be viewed in a cylinder shape, like an empty cup. The bottom third of the cup is avoidance. Every time you meet a new person, you try to avoid them – even if you don’t want to admit it! We avoid what is new.

So, in order to get past the awkward bottom third of that cup, you have to put on your big-girl pants and intentionally, against your immediate instinct, pour energy and effort into a new relationship. The second third of the cup is competition –the exchange of information and ideas that helps make sense of the relationship dynamic.

Whether this is a healthy debate, conflict or contributing to a winning idea, competition helps you fill the second third of your relationship cup. The final third is compliance. This is when, through the back and forth of competition, you find a rhythm in your relationship that ultimately says, “We’re in this together.”

I just loved this. It felt like something incredibly relatable, but also framed the foundational phase of a business relationship, of persuasion and ultimately, influence as something smart and strategic –and a reminder that even though overcoming avoidance feels challenging, it is worth it in the end.

Regardless of your gender, whenever you’re wondering whether you have what it takes to balance business performance with humanity, the answer is yes. Yes, you do.

The key is to bring the full firepower of emotional intelligence into your leadership style – not just the parts that feel easy or natural.

Be aware of the stereotypes and blind spots you may be harbouring, holding you back from success. Turns out, there is always something new to learn in leadership!