Skip to main content

A tale of three cities


I am a frequent visitor to the Gulf and have been so for almost ten years so it's been a delight, in the past few weeks, to have visited two new (for me) places which immediately made me feel at home because they take culture on the one hand and the empowerment of female leaders on the other, seriously. All of which feeds my fascination with the way nations, and cities, work at their vision and position in the world - about which I have blogged often.

Sharjah is only 20 minutes down the road from Dubai and to my shame, a place I hadn't visited until earlier this year. This is an Emirate with a passion for culture, a Ruler who actively encourages the arts, and a Ruler's wife who doesn't just carry out charitable work (after all, which Ruler's wife in the world doesn't do charitable work...) but actually gets down and dirty in doing so and speaks with knowledgeable passion about her work - whether in Jordan for the Syrian refugees or at home with children with disability. This is a quietly ambitious Emirate which builds art galleries, amphitheatres, universities and museums without much fanfare – Sharjah is this year’s Capital of Islamic Culture. Here, powerful women are taking active leadership roles across all sectors, from investment and arts to education and medicine.

Last week, at a conference in Sharjah, I got to meet Simon Anholt for the first time. I have quoted him often and love his work and analysis on Nation Brands. During the conference, Simon talked about the need for national vision and strategy. Mikhael Gorbachev talked about the need for (and lack of) global political leadership, Alastair Campbell talked about the need for (and lack of) global communications leadership and James Wolfensohn talked about the need for (and lack of) global business leadership. Yes, there was much talk about social media - or as someone quoted during dinner, anti-social media. But to bring these topics together in a quiet Emirate next door to its slightly louder neighbour was impressive.

Almost next door is Oman, a country I remembered as a gentle, warm and welcoming, with a stunning landscape of rocky hills and wadis, a proud sea-faring people with a long history. In the past few weeks I have discovered another side of this country, spending time with Omani business and government leaders on issues around education, culture, music, and engaging with senior leading women. I have also been introduced to The Muscat Royal Opera House, an exquisite building created around a grand piazza where, during performance evenings, music lovers promenade and socialise.

Closer to home, the Edinburgh International Festival programme for 2014 will be unveiled next month.  It promises, again, to be a great Festival. Coinciding with the Commonwealth Games down the road in Glasgow, Edinburgh will again host the second Culture Summit during August - the first one having been held successfully to coincide with the London Olympic Games in 2012. The focus on arts and culture, has made Edinburgh (and Scotland) a prominent capital of international culture. It can now bring together performing companies, galleries and venues in an integrated and strategic manner. The positive reputational and economic impact these Festivals bring to Edinburgh over the month of August have increased every year since the EIF’s inception in 1947.

Sharjah, Muscat, Edinburgh. Three cities with different political and economic histories but with a common desire to make a real impact. Cities that are ambitious but who have avoided a mad dash towards achieving leadership positions. Three cities which have in common, a great number of women leaders who may not take up as much airtime as their male counterparts, but are moving quietly and efficiently in national leadership.




Comments

Popular posts from this blog

Panic and the absence of leadership

I often borrow a line commonly used in crime movies when I see yet another leadership organisation fall from grace: "You could have done this the easy way, but you chose to do it the hard way". Oxfam  was a hitherto admired institution, having done impressive work around the world for more than 75 years, respected for its engagement with donors big and small, its courage in working in war- and disaster-torn regions, and its commitment to equality and fairness. The Haiti scandal has rocked it to its core, putting into question its ability to continue its operations, as governments are rethinking funding levels, donors withdrawing sponsorship and customers pulling out of their shops. In other words, it is losing its licence to operate. There are so many lessons that can be learned from brands which fail to protect their culture, vision and reputation. United Airlines CEO's response to the treatment of one of its passengers on a flight, Bell Pottinger's colla

Authenticity and public gaffs

Tari's LinkedIn post 8 November 2018 Interesting that in this otherwise fascinating article, the word 'authenticity' only came up once. If you're a boss of any sort (politics or business), your first step should be to get in touch with your own authenticity and check how aligned this is with a) the organisation you lead or represent, b) expectations of your stakeholders, and c) the prevailing zeitgeist. Yes, presentation and avoiding-gaffs training can help but better still, get the thinking, the emotions and the behaviours right. The bonus is that you'll feel less nervous about making a gaff when out and about in public because you're not second-guessing what might constitute a gaff. There's a bonus in doing this: you get to lead your organisation better and your staff also get to live a culture of authenticity

From change and transformation to sustainability

"...only if the lightbulb wants to change..." Like or hate it, Brexit will bring enormous change for businesses through transformed regulation, trade policies, labour laws, new financial management, and many other challenges.  "...while Britain and Europe are negotiating over what happens to European Union citizens who now work in Britain (as well as Britons who work in other European Union countries), no-one is sure how these ralks will go..." ( NYT Sept 18, 2017 ). Many employees' lives will be transformed in deeply personal ways. They may need to move to a different country, they may be working under a different regime or leadership. Their hours of work, pay scales and contractual obligations may change, their reporting lines and accountability shifted, their place of work reorganised. They may need to get used to a new corporate culture.  Sounds familiar? Any change in an organisation needs to be embraced, lived and supported by its most precio