WLP348 Nurturing Team Growth through Conscious Leadership

In this episode, Barbara Mutedzi describes conscious leadership and its role in transitioning to remote work, with particular reference to her work in Zimbabwe. Throughout the episode, Barbara advocates for the need for leaders to embrace self-awareness, adaptability, and empathy to create more resilient, inclusive, and effective work environments.

Barbara, currently based in Bali, teaches at a local university partnered with a Netherlands-based institution. Her focus lies on inspirational and mindful leadership, she is trained in neuroscience-based coaching and has a PhD in Conscious Business Ethics.

Barbara defines conscious leadership as a journey of self-discovery. It starts with understanding oneself as a leader - not just by title, but at a fundamental human level. This enhances emotional intelligence and creates a space where others can thrive, aligning a team's efforts with a common vision.

Barbara Mutedzi

“We can never lead other people beyond where we are... It's not about the title of leadership, it's about who you are as a human being."

The onset of the pandemic dramatically altered the work landscape in Zimbabwe. Organisations accustomed to a traditional, top-down approach faced immense challenges adapting to remote work. The transition was not just about logistics and technology; it involved a significant shift in mindset. Leaders had to move from a scarcity mentality, focused mainly on profit, to a resourceful approach that considered the well-being and capabilities of their teams.

For a very long while, leaders in Zimbabwe have been seen as authoritative figures, adopting a top-down hierarchy. The emphasis was on a boss-centric model, where decision-making power was centralised at the top. Barbara makes a clear distinction between a 'boss' and a 'leader.' In the traditional view, a boss was someone who believed they knew everything, and the direction of the team or organisation couldn't be decided without their explicit approval. In contrast, the idea of a leader is someone more inclusive and collaborative.

Traditional leaders in Zimbabwe were characterised as being resistant to change, especially in terms of adopting new work methods like remote work. This was partly due to a lack of exposure and understanding of alternative work models. There was also a significant focus on physical presence as a measure of productivity. Leaders expected team members to be at their desks during fixed hours, valuing visibility over actual output or the quality of work.

Barbara points out that the leadership style was often fear-based. Leaders operated under the notion that employees needed to be closely monitored and controlled to ensure productivity, leading to a lack of trust and autonomy within the workforce. There also used to be limited scope for self-reflection and introspection. Leadership roles were more about maintaining status and control rather than understanding oneself deeply and leading from a place of self-awareness and emotional intelligence.

“We also have to be compassionate to leaders who are having to go through this, and even leaders who are leading in a fear based manner. That's also all they know on the most part. And so we really have to be compassionate and conscious of that and to be as open and supportive as we can and to provide.”

For businesses to move forward, there is a need to revisit business strategies, focusing on purpose, vision, mission, values, and implementation. This will ensure that companies are not just profit-driven but are also creating a conducive environment for their employees. By establishing a strong foundation and clear communication, organisations can foster trust and empower their teams to work effectively, regardless of location.

Conscious Leadership in Remote Work

Even more so than when based in the office, leaders of remote teams and organisations need to understand the diverse circumstances and resources available to their team members. This understanding requires a deep level of self-awareness and empathy. Leading is not just about task delegation; it’s about genuinely connecting with team members, understanding their challenges, and helping them navigate the new normal.

We can’t look at the future of remote work without considering how its future is affected by society. The pandemic, while disruptive, opened doors to rethinking not just where we work, but how we work. It highlighted the need for a more holistic approach, considering societal norms, educational systems, and leadership styles. The future of work is not just about remote or in-office settings; it's about creating environments where people can bring their whole selves to work, contribute meaningfully, and grow both personally and professionally.

“We are only wanting to be listened to and to be understood. And when we are listened to and understood, we're able to then offer that to other people.”

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