THE UPCOMING EDITION OF SCAN THE QR CODE GET FEATURED IN INSIGHTS SUCCESS MAGAZINE
REGISTER NOW BECAUSE YOUR STORY DESERVES THE SPOTLIGHT
Editorial-Alaya Brown
Beyond Seamless Networks
Fewsectorsinthearchitectureofthemoderneconomy
pulsewiththeintensity—andconsequence—of telecommunications.Itistheinvisibleinfrastructure poweringtrade,enablinginnovation,linkingcontinents,and turningintangibleinformationintomeasurablehumanprogress. Yetbehindeverypromiseof“seamlessconnectivity”liesafar moredemandingreality:rivaltechnologiesevolvinginparallel, unstablemarketequations,risingcybersecuritystakes,regulatory complexity,andconsumerswhoseexpectationsresetwithevery newdeviceandplatform.
Leadershipintelecom,therefore,isnotdefinedbystrategyalone. Itrequiresarareabilitytointerpretcomplexityatmultiple levels—technicaldepth,commercialviability,andhuman experience—withoutlosingspeedorclarity Theleaderswho thriveherearenotthosewhosimplyreacttodisruption.Theyare theoneswhoengineerrelevance.Theyapplydisciplined innovationnotasatrend,butasamethod—buildingresilient systems,future-proofbusinessmodels,andserviceecosystems thatholdunderpressure.
IntheMiddleEast,thisleadershipstandardbecomesevenmore critical.Here,telecommunicationsisnotmerelyanindustry;itisa nationalenabler—fuelingdigitaleconomies,smartinfrastructure, cross-bordercommerce,andambitioustransformationagendas.It ispreciselyatthisintersectionofnationalvisionandtechnological accelerationthatBandarAllehyaniemergesasoneoftheMost TransformationalLeaderMakinganImpactin2026
Everytransformationalleadercarriesanoriginstoryofdeliberate preparation.ForAllehyani,thatfoundationwasshapedinSaudi Arabiawithinanenvironmentrootedinresponsibility,education, andperseverance.Earlyon,hedisplayedanuncommoncuriosity forsystems—howtheyfunction,wheretheyfail,andhowthey canbeoptimizedatscale.Overtime,thatmindsetmaturedintoa leadershipapproachanchoredbyvaluesthatendure:integrity withoutcompromise,humilitywithambition,andanunwavering commitmenttomeaningfulimpactoversuperficialwins.
Thiseditioncelebratesleaderswhodon’tmerelynavigate change—butdesignwhatcomesnext.Allehyanirepresentsthat standard.
THE SIGNATURE STORY
Bandar Allehyani
LEADING THE INTERSECTION WHERE VISION 2030 MEETS 5G REALITY
Change as Constant
HOW LEADERS MAINTAIN STABILITY IN MOTION
INDUSTRY INSIGHTS
16
18 WHAT LEADERS BUILD BEYOND THEIR TENURE Legacy as Architecture
Business
Business
Fewsectorsofthemoderneconomy'sarchitecture
pulsewiththeintensityandimpactof telecommunications.Itistheunseeninfrastructure thatdrivestrade,linkscontinents,andconvertsabstract informationintoreal-worldhumanexperience.Beneath flawlessconnectivity,however,isabattlegroundofrival technologies,unstablemarkets,andunrelentingconsumer demands.Strategicthinkingisnotenoughforleadershipin thissituation.Itnecessitatestheuncommoncapacityto simultaneouslydecodecomplexityintechnical, commercial,andhumandimensions.Thesearepeoplewho usedisciplinedinnovationtocreatethefutureratherthan justreactingtodisruptions.Fewleadersfullyembodythis philosophyintheMiddleEast'stelecommunications landscape,wherenationalvisionanddigitalambition converge.BandarAllehyaniisonesuchleader.
TheArchitectureofLeadership
Everytransformationalleadercarriesanoriginstoryof deliberatepreparation.ForAllehyani,thatfoundationwas builtinSaudiArabiawithinanenvironmentthatprized responsibility,education,andperseverance.Eveninhis earlyyears,heexhibitedinsatiablecuriosityaboutsystemshowtheyfunction,howtheyfail,andhowtheycanbe optimized.Hisfamilycultivatedvaluesthatwouldbecome leadershipanchors:integritythatrefusescompromise, humilitythattempersambition,andcommitmentto meaningfulimpactratherthansuperficialachievement.
Allehyani'sacademictrajectoryreflectsbothexcellenceand strategicintent.Heearnedhisbachelor'sdegreein ElectricalEngineeringwithspecializationinElectronics andCommunicationsfromKingAbdulazizUniversity, graduatingwithdistinction.Butherecognizedwhatmany technicalprofessionalsdiscoverlate:engineering excellenceopensdoors,butbusinessacumendetermines howfaryouwalkthroughthem.HepursuedanMBAand achievedaperfectGPA,deliberatelybuildingcompetencies instrategy,finance,andmarketing.Thiswasn'tcredential collection;itwascapabilityconstruction.Hiseducational journeycreatedarareconvergence:circuit-level understandingpairedwithcustomerpsychology,network architecturealignedwithmarketpositioning,and operationalefficiencyintegratedwithstrategicvision.
MasteringtheEcosystem
AllehyanijoinedSaudiTelecomCompany(stc)inthe early2000s,startingdeepintechnicalandoperationalroles withprepaidsystemsandnetworkoperations.Whilemany viewearlytechnicalpositionsaslaunchingpadstoabandon quickly,heapproachedthemasessentialeducation.Hewas buildingwhatfewexecutivespossess:anintimate knowledgeofhowtelecommunicationsactuallywork beneathstrategicpresentations.Thisgroundingproved decisivewhenhelaterledcommercialtransformations, becauseheunderstoodwhichpromisestechnologycould deliverandwhichwereaspirationalfiction.
Allehyani'scareerprogressionwasintentional.Hemoved systematicallyacrossengineering,operations,marketing, productmanagement,andstrategy.Eachtransition demandedreinventionandnewlanguages.Overmorethan twodecades,hebuiltwhatindustryveteranscalla360degreeperspective-understandingthetelecommunications valuechainfrominfrastructuretocustomerexperience, fromtechnologyconstraintstomarketopportunities,and fromoperationalrealitiestostrategicpossibilities.Whenhe enteredcommercialleadership,hebroughttechnical credibilitythatpuremarketerslacked.Whenheshaped strategy,heunderstoodoperationalconstraintsthatpure strategistsoftenmissed.
Hisphilosophycrystallized:leadershipin telecommunicationsrequiresmasteryofecosystem,not functionalspecialization.Trueinfluenceemergeswhenyou understandtechnology,customerbehaviour,economics,and executionasinterconnectedsystemsratherthanisolated domains.
ReimaginingDigitalConnectivity
Themostrevealingtestofleadershipisn'tmanagingthe familiar;it'screatingtheunprecedented.ForAllehyani,that testcamewithleadingJawwy,stc'sdigital-firstbrand.The challengewasformidable:transformtelecommunications fromatransaction-basedutilityintoadigital-firstexperience inamarketdominatedbytraditionalmodels.Success requiredafundamentalreimaginationofwhattelecomcould be.
HeledJawwy'srepositioningaroundprinciplesthatseem obviousnowbutwererevolutionaryinexecution: transparencyoveropacity,flexibilityoverrigidity,and digitalempowermentoverprocessdependency.Healigned technologyinfrastructure,brandidentity,andcustomer insightintoacoherentpropositionthatresonatedwith digitallynativeconsumers.
Theresultsvalidatedthevision.Underhisleadership, JawwysurpassedonebillionSaudiRiyalsinrevenuewithin fouryearsandexceededonemillionsubscribersina saturated,intenselycompetitivemarket.WhatmadeJawwy significantwasitsproofthatestablishedtelecommunications companiescouldcompetewithdigitaldisruptorsby embracingoffensiveagilityratherthandefendinglegacy positions.Jawwywasn'tasideexperiment;itwasa statementabouttelecommunications'digitalfuture,and Allehyaniwasitsarchitect.
LeadingTransformationatScale
Today,asVicePresidentofMobilityServicesatstc, Allehyanioperatesattheapexofcomplexity.Heoversees oneofthelargestconsumerportfoliosintheregion, responsibleforstrategicdirection,operationalexecution, andcommercialperformanceaffectingmillionsof subscribers.Underhisleadership,themobilityportfolio deliveredconsistentannualgrowthovermultiple consecutiveyearsinamature,saturatedmarket;notthrough marketexpansion,butthroughdisciplinedinnovation.
Hismostvisibleaccomplishmentwasleadingstc's nationwide5GnetworkrolloutacrossSaudiArabia.He oversawdeploymentofover8,0005Gsiteswithinthree years,leveragingmid-bandspectrum,massiveMIMO technology,networkslicing,andfiber-backhaulintegration. Thiswasn'tmerelyinfrastructureexpansion;itwasstrategic positioningfortheKingdom'sdigitalfuture,directly supportingVision2030objectivesandstrengthening nationaldigitalinfrastructure.
The5Grolloutexemplifiedhisleadershipphilosophy: transformationrequiresbothtechnologicalexcellenceand executiondisciplineatscale.Rollingoutthousandsofsites acrossdiversegeographiesdemandedcoordinationacross engineering,operations,regulatoryaffairs,andcommercial planningwhilemaintainingservicecontinuityformillions ofusers.
Beyondtraditionalconnectivity,Allehyanichampions ecosystemexpansion.HecontributedtolaunchingstcPlay agamingplatformthatreachedoveronemillionregistered users,demonstratinghisconvictionthat telecommunicationscompaniesmustevolveintointegrated lifestyleplatforms.
GovernanceandStrategicOversight
Allehyani'sinfluenceextendsthroughhisroleasBoard MemberandExecutiveCommitteeMemberatstcBahrain. Thisdualresponsibility,operationalleadershipinSaudi ArabiaandgovernanceoversightinBahrain,reflectshis abilitytooperateeffectivelyatdifferentorganizational altitudes.Hebringstogovernancetherarecredibilityof someonewhohasledtransformationsoperationally, navigatingmarketdynamicsanddeliveringdigital transformationfirsthand.
ThePhilosophyBehindPerformance
Allehyani'sleadershipphilosophycentersonstrategic claritypairedwithexecutiondiscipline.Herejectsthe notionthatstrategyexistsinpresentationdecks.Strategyis apracticalroadmapthatdirectsresources,energizesteams, andcreatesmeasurableoutcomes.Hetranslatescomplex marketdynamicsintoexecutableplansthroughanalytical rigour,customerinsight,andoperationalunderstanding.
Equallycentralishiscommitmenttoorganizational empathyandpeopleleadership.Herecognizesthat organizationalperformanceultimatelydependsonhuman capability,motivation,andalignment.Manyleadershehas mentoredhaveprogressedintoseniorroles,reinforcinghis beliefthatleadershiplegacyismeasuredbycapabilities developedinothers,notpositionsheldpersonally
Hiscommitmenttoadaptabilityandcontinuouslearning distinguisheshiminanindustrycharacterizedbyconstant technologicaldisruption.Heembraceslearningthrough iteration,reflection,andfeedback,viewingchallengesas opportunitiestoevolve.
Thisgrowthmindsetenabledhimtoleadtransformations thataresimultaneouslyresponsivetopresentrealitiesand forward-lookingtowardemergingpossibilities.
NavigatingCrisiswithStrategicResilience
TheCOVID-19pandemictestedleadershipuniversally,but telecommunicationsproveduniquelycritical.Associeties shiftedtoremotework,digitaleducation,andtelehealth, telecomnetworksbecameessentialinfrastructurefor economicandsocialcontinuity Thepandemicdidn'tcreate newtrends;itaccelerateddigitaltransformationtrajectories alreadyemerging.
Allehyani'sresponseemphasizedstrategicresilience-not merelysurvivingdisruptionbutharnessingittopropel innovation.Demandpatternsshifteddramatically,requiring unprecedentedcapacityplanningandnetworkresilience. Thecrisisacceleratedcustomeradoptionofdigitalchannels andelevatedbusinesscontinuityplanningtoboard-level priority.Leadershadtoblendstrategicforesightwith operationaladaptabilityinrealtime,balancingperformance demandswithhumansustainability.
BalancingAmbitionwithIntentionalLiving
Despitetakingonchallengingexecutiveresponsibilities, Allehyanimaintainsdisciplinedwork-lifeintegration.He viewsbalanceaspurposefulprioritizationandintentional presence.Hispersonalvalues,family,faith,health,and intellectualcuriosity,anchorhisdecision-making framework.Hecreatesstructuredboundaries:designated familytime,periodsofdigitaldisconnection,andrituals thatsignaltransitionsbetweenprofessionalandpersonal modes.
CentraltoAllehyani'sapproachiseffectivedelegationand genuineempowerment.Heresistsequatingcontrolwith quality,insteadbuildingcapableteamsandtrustingthem withownership.Hepracticesregularpersonal retrospectives,assessingwhat'sworkingandwhere recalibrationisneeded.Truebalanceisn'tstatic achievement;it'sanadaptiverhythminformedbyselfawarenessandanchoredinenduringvalues.
CommittedtoLifelongGrowth
Allehyani'scommitmenttocontinuousdevelopmentis evidentinhisexecutiveeducationcredentialsspanning HarvardBusinessSchool,INSEAD,LondonBusiness School,andWharton.Theseweredeliberateinvestmentsin stayingintellectuallycurrentandstrategicallygrounded.He acknowledgeshisdevelopmentalareaswithcandor.Early inhisleadershipjourney,heretainedexcessiveoperational involvementafterdelegating.Overtime,Allehyani consciouslyshiftedfromdirectcontroltostrategic influence,buildingtrustinteamswhileprovidingguidance.
ShapingTomorrow'sDigitalLandscape
Lookingahead,AllehyaniseesSaudiArabia'sVision2030 positioningtheKingdomasaglobalinnovationleader The convergenceofartificialintelligence,robotics,andstrategic nationalvisionisreshapingindustriesandthefundamental natureofworkandleadership.AIhastransitionedfroma theoreticalpossibilitytoacoreeconomicdriver,expected tocontributesignificantlytoSaudiGDPwhiletransforming healthcare,education,mobility,andsmartcity infrastructure.
Hebelievesforward-lookingleadershipmustembraceboth opportunitiesandresponsibilitiesthattechnologycreates. ThisrequiresinvestinginethicalAIgovernance, developingtalentwithtransdisciplinaryskills,and cultivatingforesightthatanticipatesdisruption.
Themostsuccessfulfutureleaderswillintegrate technologicalinnovationwithenduringhumanvalues, creatingorganizationsthatareefficientwithoutbeing dehumanizing,data-drivenwithoutbeingreductionist,and innovativewithoutbeingdestabilizing.
ALegacyofPurposefulTransformation
Allehyani'scareerembodiesleadershipasresponsibility cultivatedthroughconsistentchoicesandsustained discipline.Hisguidancetoaspiringleadersisdirect:Build strongfundamentalsbeforeseekingauthority.Cultivate self-awareness.Thinklong-termwhileactingdecisively Investdeeplyinpeople.Cultivateresilienceandethical grounding.
Hispersonalmantradistillshisphilosophy:staygrounded, stayhungry,stayhuman.Whenambitionbalanceswith humility,whenexecutionisguidedbypurpose,growth becomesinevitable.Hechampionsconsistencyover shortcuts,learningovercomfort,andimpactover recognition.
Hisachievementsspanleadingmobilitybusinessgrowth throughdisciplinedinnovation,deployingSaudiArabia's 5Ginfrastructureatunprecedentedscale,transforming Jawwyintoadigitalpowerhousegeneratingoverone billionSaudiRiyals,launchingsuccessfulgaming platforms,andmentoringleadersacrosstheindustry.But beyondmetrics,hislegacycentersontransformationof businessmodels,teamcapabilities,andleadership mindsets.
Herepresentsaleadershipparadigmintegratingtechnical depthwithstrategicclarityandhumanempathy.Hiscareer demonstratesthatthemosteffectiveleadersdon'tsimply navigatedisruption;theycreateconditionswhere innovationthrives,teamsexcel,andorganizationalpurpose alignswithsocietalprogress.Inanindustrydefinedby relentlessevolution,Allehyanistandsasevidenceofwhat becomespossiblewhenvisionmeetsdiscipline,when innovationisgroundedinoperationalexcellence,andwhen leadershipisfundamentallyaboutcreatingenduringvalue thattranscendsindividualachievement.
How Leaders Maintain Stability in Motion
Traditionally,changeswithinorganizationshappened
instages.Afteranewleaderhadcomein,the organizationhadbeenrestructured,newtechnology hadbeenintroduced,andthemarketconditionswere changing,theorganizationwouldthengothroughaperiod ofstability Theregularitythatdefinedthemodernbusiness changerhythmisnomore.Nowadays,businessesare constantlychanging.Themarketchangesmorequicklythan theplanningcycles.
Theprogressintechnologyisfasterthantheenhancement ofskills.Thecustomer’swantsandneedschangemore quicklythantheoutdatedsystemscanreact.Insucha situation,theroleofmanagementhasshiftedfrombeingthe changedriverfromtimetotimetobeingtheonewho constantlykeepstheorganizationmovingbutdoesnotletit loseitsbalance.
Themodern-dayleadershipdilemmaisunequivocal:howto keepthingsstablewhiletheentireworldaroundisina constantstateofchange?Thestabilityofanorganization duringtheperiodofchangeisnottheresultofresistanceto change.Rather,itistheresultofcreatingeffectivesystems, therightculture,anddisciplineindecision-makingthatcan changethenormalwayofdoingthings.
TheNewReality:ChangeIstheOperating Environment
Organizationsfindthemselvesnavigatingthroughdifferent varietiesoftransformationssimultaneously,suchas fluctuationsintheeconomy,changesinregulations, disruptionsintechnology,changesintheworkforce,
andreinventionofcompetition.Alltheseforcesare connectedtoeachother,thuscreatingcomplexityand uncertainty.Disruptionfromoutsideisnottheonlyrisk. Theinternalriskisrepresentedbychangefatigue.
Theperformanceoftheteambecomesunstablewhenthey undergoconstantreorganization,changingpriorities,and urgencythatneverceases.Peoplebecomelessinvolved,the qualityoftheexecutiondrops,andthespeedofdecisionmakingdecreases.
Theleadersmustrealizethatuninterruptedchangewill necessitateanotheroperatingmodel.Itcannotbelikenedto atemporaryprogramandmanagedlikeone.Ithastobe managedlikeacontinuousenvironment.
StabilityComesfromPurpose,NotPredictability
Incasetheenvironmentisuncertain,thenthesourceof stabilityhastobesomethingelse.Thatpurposeisthething. Thoseorganizationsthatarealwaysmovingandstillremain stablehaveawell-definedidentity:whattheircauseis,what theyvalue,andhowtheyaregoingtocompete.This purposeworksasacompass.Itdoesnotgetridof uncertaintybutrathermakesiteasiertopreventonefrom drifting.Theleadersensurethestabilitybyconstantly emphasizingthecoredirectionoftheorganization.The strategymightchange.
Theprocessesmightchange.Butthepurposeisalwaysthe same,andthusitservesasastablepsychologicalanchorfor theteams.Whenaconstantmeaningispresent,peoplestir uptothechangemoreeasily.
ClarityReducesAnxiety
Themostimportantreasonforinstabilityinthecourseof changeisnotthechangeitselfbuttheconfusionthatcomes alongwithit.Whentheprioritiesaresuddenlychanged withoutanyclearcommunication,theemployeesgetmixed upaboutwhattodoandhowthedecisionsarebeingmade.
Whenleadersprovidesupportthroughtransparency,they getthewholepicture.Theyexplaintheprocessofchange, thereasonforit,andwhataspectswillnotbeaffected.
Theymakethestrategyunderstandablebybreakingitdown intoactionableprioritiessothattheteamsareawareofwhat toimplement.Intheend,beingclearleadstopeoplehaving trust.Itistruethattheresultsarestillnotguaranteed,but peoplewillalwaysgivetheirbestwhentheyaretoldwhat todoeveninthecaseofuncertainty
MaintainStableStandardsWhileMethodsEvolve
Oneofthemostpracticalmethodstoestablishstability amongchangesistomaintaintherulesastheyare. Companiescanandmustnotchangethequalityandtrust protectingperformanceexpectationsduringthechangingof tools,structures,products,andprocesses.
Leadersreducetheeffectoffluctuationsinthemarketby settingupstandardsinareassuchascustomerexperience, ethicalconduct,accountability,andexecutiondiscipline. Theyletthemethodschange,buttheyhavethesame expectations.Thisdifferenceisveryimportant.Trust collapseswhenstandardschange.Changeisnomorethana gradualprocesswhenstandardsareconstant.
Conclusion
Traditionally,onewouldsaythatchangehasbecomean eventbutnowithasbecometheenvironment.Inthisnew world,theleaderisthepersonwhocankeeptheteamsand thecompany'senvironmentstrongandaligned,evenwhen situationsarechanging,makingperformancesteadyand culturestrongwhileconditionsarefluctuating.
Leadersdosobyprovidingtheirteamswithashared purpose,aclearvision,stablestandards,adisciplined decision-makingprocess,aculturethatcanwithstandthe upsanddowns,andtherightpacing.Theydonotgetridof change.Theycreateasustainablechangeprocessinstead. Inthepresentday,themostpowerfulorganizationswillnot betheoneswhomanagetoavoidbeingdisrupted.Rather, theywillbethosewhomaintaintheirstabilitywhile speedinguptheirmovement.
WHAT LEADERS
BUILD BEYOND THEIR TENURE
Leadershipisfrequentlyevaluatedbytheoutcomes
thatcanbeseen—growth,transformation,market share,andperformancemetrics.However,themost significantstandardofleadershipisnotonlythequarterly resultsandeventenuresbutalsolegacy.Notasreputation butasarchitecture:thesystems,standards,culture,and capabilityaleaderhasbuiltthatcontinuestoinfluence performanceevenafterheorsheisgone.Legacyisnot whataleaderhasaccomplishedwhilepresent.
Itiswhatstillgoesonwhentheyarenot.Incontemporary companies,wherechangeisthenormandleadershipshifts areunavoidable,legacyhasturnedintoatacticalobligation. Leadersshouldnotonlyconsidertheirowntenurebutalso setupinfrastructuresthatlast.
LegacyIsBuiltThroughSystems,NotCharisma
Alotofthetime,leaderswillimprinttheirpersonalityon theorganization:vibrantcharacter,personalsway,anda
leadershipstylethatcannotbemistakenforanyoneelse. Butthecharismadoesnotlastbeyondtheleader'sera.It vanisheswiththedepartureoftheleader Thelegacyof architectureiscontrary.Itismadethroughsystems.
Systemsaretheonesthatoutlivethepeoplesincetheyare theonesthatturntheleaders'intentionsintoexecutionthat canberepeated.Theleadersoflastingorganizationsdonot mindbeingtheherobutratherworkonmakingthe operatingsystemmorepowerful.
Theyincludeframeworksformakingdecisions,governance systems,performancerhythms,andoperationalmodelsthat keeptheorganizationalignedevenduringdisruptions.The strongerthesystemsare,themoretheorganizationremains directedwithoutneedingtodependonasingleperson.
CultureastheMostDurableStructure
Cultureisthelongestlastingandstillthemostpowerful typeofarchitecture.Itinfluencespeople'sbehavior, cooperation,decision-making,andmanagementofpressure. Whereasstrategycanberewritten,cultureremains ingrained.Throughsettingthetoneandcontinuously reinforcingit,leadersaregoingtocreateaculturallegacy. Whataccountabilityis.Howconflictsaresolved?
Thewaytalentisnurtured.Themeaningofexcellence.The behaviorsthatarenotallowed.Theculturallegacyofa leadercanbeseenintheneworganizationalarrangements regardingwhattheleaderhasleftbehind;thatis,the organizationwillbeeitherwillingorunwillingtoaccept thosearrangements.Cultureisthefinalandonlyonetype ofcontinuityblueprint.
DecisionArchitecture:HowLeadershipStaysAfter LeadersLeave
Theorganizationswiththefewestdecisionsarenot necessarilythestrongestones.Rather,themostpowerful onesarethosethathavebetterdecisionsystems.Leaders, whosetalegacyregardingdesigndecisionsandthe correspondingarchitecture,clarifywhodecideswhat,how trade-offsaremade,whatdataisrequired,andhow accountabilityisenforced.
Thisarchitecturenotonlyalleviatesbottlenecksbutalso curbsdrifting.Ifdecisionrightsandescalationpathsare well-defined,theorganizationremainsrobustandquickin itsresponses.
Iftheyarenot,theorganizationbecomesboggeddownwith politicsandisslowtomove.Hence,decisionarchitectureis oneofthemostpersistentandpricelesscontributionsof leadership.Itturnsintoanimperceptiblestructurethat controlsthechoicesmadelongaftertheleadershiphasbeen changed.
PeopleastheFinalLegacy
Maybethestrongestinheritanceisthesuccessorsaleader leavesbehind.Thecharacteroforganizationsdependson thepeoplewhoaredeveloped,promoted,andtrusted. Investmentinmentoring,sponsorship,andleadership developmentbytheleadersresultsinlong-termcontinuity Theyproducethefuture-makerswhowillbearthecultural andstrategicstandards.
Thisisthereasonwhytalentstrategyequalslegacy strategy.Leaderswhocultivatetheleadershippipelines makecertainthattheorganizationstaysstableand empoweredevenaftertheirdeparture.Thequalityofthe peoplewhosucceedtheleadermakestheleader’slegacy noticeable.
Conclusion
Inheritanceisnotapersonalstatuethatonecanbuildfor himself.It'sratherthebuildings'innerstructureofthe organization.Greatleadersleavetheirreallegacythrough theinstitutionstheycreate,theattitudestheyalways support,thepoliticalwaystheysetup,andtheskillsthey implant.
Astrongleaderwillhaveanorganizationthatwillcontinue tofunctionwithouthim/herandatthesametimea successor/leaderwhoisstrongandcredibleenoughtocarry onthejourney Attheendofitall,leadershipisnotonly aboutthethingsaccomplishedduringtheperiodofthe leader'sstay.Itisaboutthethingsthatwillstillbethere afterthedepartureoftheleader.
For Subscrip on: www.insightssuccessmagazine.com
www.x.com/insightssuccess
