With over 15 years of Human Resources experience, I currently lead as the Head of HR at Independent Food Company, leveraging CIPD credentials and an MBA to deliver transformative HR strategies. My expertise spans talent management, performance systems, and employee engagement, helping shape an inclusive, high-performing workplace aligned with organizational goals.  

I oversee strategic HR initiatives, including enhancing recruitment processes, implementing innovative sourcing tools, and designing talent development programs. Passionate about data-driven solutions, I collaborate with leadership to drive sustainable growth, foster operational excellence, and empower teams to unlock their full potential.

Ahmad Al Cheikh Hassan

Dear hiring manager, 

A couple of suggestions:

1. Please post the salary in the job description. If you want to know my salary expectation, then you also should post the salary budget for the role.

2. Don’t ask me to repeat stuff that’s already in my resume or cover letter. You can assume that I have read the job ad carefully, so I should assume that you have read my application.

3. Please tell me who I am going to be working for and with. Yes, you are taking a chance on me, but I am taking a chance on you guys too.

4. Please tell me the outcome of the interview, even if I was unsuccessful. It takes less than a minute to write a polite rejection e-mail. Failing to do this is just plain rude.

5. For the third interview and onwards, you should pay my time at standard consulting rates including expenses, transportation etc. I won’t make a living by constant interviews.

Recruitment is a two-way street. Both parties need transparency and respect. Open communication builds trust and sets expectations right from the start.

Let’s make the hiring process fair and efficient for everyone involved. Prioritize clarity and mutual respect. It’s time for a change in the recruitment game. What's your take?

#hr #humanresources #employeeexperience #talent #hiring #leaders #people #leadership #jobs #jobseekers #culture #culturematters #business #growth #branding #strategy #hrstrategy #interviews #tips #linkedin #linkedinconnections

LinkedIn Top Voice | Head of HR | CIPD & MBA | 15 Years Driving HR Innovation | Strategic Leader in Human Capital Excellence, Business Integration & Organizational Transformation

The most expensive employee in any company isn’t the one with the highest salary…
It’s the toxic high performer.


They hit targets, they deliver results —
but behind the scenes?

• They drain morale
• They create drama
• They push good people out
• They destroy teamwork
• They cost the company more than they contribute

And the worst part?
Their performance becomes a blindfold that hides the damage they’re causing.

A real high performer isn’t just good at the job.
They make the team better.

As HR leaders, as managers, as organizations:
we need to protect culture with the same seriousness that we protect revenue.

Because one toxic high performer can do what 10 great employees cannot fix.

Choose culture.
Choose teamwork.
Choose people who lift others, not those who break them.

Your highest performer should never be your biggest problem. 

#performance #toxic #culture #people #hr #hrstrategy #teamwork #leadership #linkedin #linkedinconnections #aach

Don’t pick a job.
Don’t pick a company.
Don’t pick just any opportunity.

Pick a leader to work with.
💙Someone who will help you grow in career.
💙Someone who will advocate for you.
💙Someone who will mentor and coach you.
💙Someone who will look out for you even beyond your current job.
💙Someone who will back you up. 
💙Someone who values you and your work.
💙Someone who is kind but is honest when constructive criticism is required.
💙Someone who pushes you to take on new challenges and give you opportunities to grow.
💙Someone who cares about you as a human.

Because at the end of the day, it's these relationships that shape our careers and impact our lives. A great leader isn't just a boss but a partner in your journey. They see your potential and inspire you to reach it. They celebrate your successes and help you learn from setbacks. They recognize that your value isn't only in the tasks you complete, but also in the perspectives you bring and the energy you contribute. When you find that leader, you're not just building a career—you're building a future. Choose wisely. Your growth depends on it.

#hr #humanresources #employeeexperience #talent #hiring #leaders #people #leadership #jobs #jobseekers #culture #culturematters #business #growth #branding #strategy #hrstrategy #interviews #tips #linkedin #linkedinconnections #aach

Don't reject jobseekers just base on the following on their resume: 
 
• Career Gap 
• Age 
• Years of Experience 
 
Instead, give them a call and try to understand their reasons more before turning them down. 

 You might discover that their career gap was a time of valuable learning or personal growth. Their age could bring a wealth of wisdom and perspective. The years of experience might not fully capture their skills and potential to adapt and innovate.

Every candidate has a story. By taking a moment to listen, you could find the perfect fit for your team. Talent and passion often lie beyond the surface. Let's strive to be more inclusive and open-minded in our hiring approach. Embrace diverse experiences—they can lead to unexpected, positive outcomes.
 

#jobseekers #jobsearch #humanresources #hr #branding #marketing #hiring #humancapital #employeeexperience #people #peopleexperience #linkedin #linkedinconnections #linkedinposts #aach

I’m #hiring. Know anyone who might be interested?

A person with an employment gap can be your most loyal employee.  
A person who doesn't have a degree can be an expert.  
A person who is 45 years old can be an innovator. 
A person who was fired can be a top performer.  
Don't judge a book by its cover.  
Give everyone a fair shot! 
 

It’s time to rethink our biases and redefine what talent looks like. Talent comes in all shapes and sizes, often hidden beneath layers of experience and determination that might not fit traditional molds. When we open our eyes to potential beyond the resume, we find individuals who bring unique perspectives and drive. 

Let’s embrace diversity of experience and let potential, not presumption, guide our hiring decisions. The next game-changer could be someone you might have otherwise overlooked. Let's be the leaders who see beyond the surface.

#hr #humanresources #employeeexperience #talent #hiring #leaders #people #leadership #jobs #jobseekers #culture #culturematters #business #growth #branding #strategy #hrstrategy #interviews #tips #linkedin #linkedinconnections

6 reasons you should apply for jobs even if you don’t meet all the requirements:

✨Job descriptions are wish-lists by the employer

✨You’re challenging yourself to step up to a new level career-wise

✨Sometimes, the JD is developed by someone who knows nothing about the role


✨ Growth happens outside your comfort zone. Applying for roles beyond your current qualifications pushes you to learn and adapt quickly.

✨ Employers value potential and drive. Showing your willingness to take on challenges can make a lasting impression.

✨ The skills you bring might be just what the team needs, even if they weren’t listed. Diverse backgrounds contribute to innovative solutions.

Don’t let a lack of perfect alignment hold you back. Opportunity often lies in unexpected places.

#hr #humanresources #employer #branding #people #culture #team #managers #leaders #jobs #interviews #growth #development #linkedin #linkedinconnections

I’m #hiring for an open role. Know anyone who would be a good fit?

Dear Bosses & Managers,

More of the Gen Z is entering the Workplace.

Their work ethic differs largely from other generations.

To them, Mental Health is a priority and Work should be enjoyed, not endured.

When you choose to understand Gen Z, you will work better with them.

You'll notice their preference for flexibility and creativity. They're not afraid to question the status quo. This isn't challenging authority; it's about finding better, innovative ways to do things.

Remember, they value transparency and feedback. Engage them in conversations, not just directives. Offer mentorship and opportunities to grow, and you'll see their potential unfold.

Invest in their strengths and you'll cultivate a team that's resilient and driven. Let's embrace the energy and fresh perspectives they bring to the table. The future workplace depends on it.

#hr #humanresources #employeeexperience #talent #hiring #leaders #people #leadership #jobs #jobseekers #culture #culturematters #business #growth #branding #strategy #hrstrategy #interviews #tips #linkedin #linkedinconnections

Can we please stop automatically passing over job seekers with the 'Open to Work' banner?

This banner does NOT make one look desperate, as many tend to think.

There is nothing wrong with letting others know you are looking for work.

Something most of us need to survive.

Plus, as a recruiter, I love this banner. 

If I am looking to fill a job, why would I NOT reach out to those who are looking for one?


Job Seekers, I say wear the banner loud and proud!

It takes courage to put yourself out there. It's a proactive step that says you're ready for opportunities. As a recruiter, I see it as a signal of readiness, not desperation. Companies should embrace this openness. It's a call to action for potential employers. Why overlook eager talent?

Hiring should be about finding the right fit, not outdated perceptions.

The 'Open to Work' banner is just one piece of that story. If you're a recruiter or hiring manager, challenge yourself to look beyond the surface. Engage with candidates who show initiative. Remember, today's world values transparency and adaptability.

#hr #humanresources #employeeexperience #talent #hiring #leaders #people #leadership #jobs #jobseekers #culture #culturematters #business #growth #branding #strategy #hrstrategy #interviews #tips #linkedin #linkedinconnections

Culture is NEVER an HR thing.

Culture is an EVERYONE's thing.

If you are in HR make sure to never let anyone at work make you the sole responsible for all things culture. Get leaders, managers and employees involved or else communicate the risk of letting it be just an HR thing.

Building a great culture is a collective effort.

Every voice counts, every action matters. Leaders should walk the talk and model the values they want to see. Managers need to nurture the environment and support their teams. Employees should feel empowered to contribute and share their insights.

True culture thrives when it's woven into the fabric of daily operations, not just a checklist item. Encourage open communication, celebrate victories, and learn from challenges together.

Remember, a thriving culture fosters innovation, engagement, and resilience. It's everyone's responsibility to build and maintain it. Make it authentic, make it inclusive. Keep it alive and let it evolve with your people.

#hr #humanresources #employeeexperience #talent #hiring #leaders #people #leadership #jobs #jobseekers #culture #culturematters #business #growth #branding #strategy #hrstrategy #interviews #tips #linkedin #linkedinconnections

Why HR don't hire Fresh Grad?

Let's think for a minute.

Imagine you are sending your laptop for repair, do send it to 

a. Newly open shop
b. Experienced shop

100% would pick b.

The question here is, how do you gain experience without going into the workforce?

Without experience, opportunities seem scarce. But how can you gain experience without that first break? This is the challenge many fresh grads face every day.

Employers often look for proven skills, but they might be missing out on untapped potential. Fresh grads bring fresh perspectives, curiosity, and a willingness to learn. They might not have years of experience, but they have years of potential.

Maybe it's time for companies to rethink their approach. 

#hr #humanresources #employeeexperience #talent #hiring #leaders #people #leadership #jobs #jobseekers #culture #culturematters #business #growth #branding #strategy #hrstrategy #interviews #tips #linkedin #linkedinconnections

The best recruiters today isn't the HR Department. 

It's your people. 

Why? 

Because when they meet with friends, most of the time they talk about work - their boss, their culture, paycheck, benefits and everything else in between (including the politics).

You will get someone's attention with a good website, an initial interview or perhaps a nice onboarding package, but you will most likely get their buy-in when you hear it straight from their people. 

Want to attract or retain talent?

Take care of your people and the rest will take care of itself.

Your team can be your strongest advocates. Their words carry weight, sparking genuine interest. Their stories and experiences resonate more than a polished pitch ever could.

Empower them. Listen. Offer growth and support.

Create a culture they’re proud to share. The ripple effect is powerful. When your people thrive, so does your ability to attract top talent. The best recruitment strategy is building an environment worth talking about.

What story do your employees tell about you?

#people #culture #leaders #hr #hrstrategy #business #management #hiring #jobs #branding #linkedin #linkedinconnections #aach

If you meet 100% of the job requirements,

You are underselling yourself.

The rule of thumb is:

"If you meet 60% of the requirements, you can apply."

Do not get intimidated by "years of experience."

What matters is that you prove that you can do the job.

You are the only one who knows the value you can add!

Go and find a job opening that can get you to the next level.

Think about where you want to grow, where your skills can shine, and what challenges excite you. Push beyond your comfort zone. Show them your potential, your drive, and your unique perspective. Employers are looking for problem solvers, innovators, and leaders. Be bold. Trust in your capability to learn and adapt. Your career is your story, and it's time you take the lead in writing the next chapter.

#hr #humanresources #employeeexperience #talent #hiring #leaders #people #leadership #jobs #jobseekers #culture #culturematters #business #growth #branding #strategy #hrstrategy #interviews #tips #linkedin #linkedinconnections

Retaining your current employees is much easier than finding new ones.

But most entrepreneurs and companies seek new talent instead of promoting the current employees.

Around 90% of employees leave when they get good opportunities because companies fail to:
> invest their time in the well-being of employees
> Ask how they’re doing
> Keep track of their growth
> Understand their goals

Instead, retain your employees; it will give you 10x ROI.

Focus on building a culture where growth is a priority. Create channels for open communication. Recognize achievements and celebrate milestones.

Provide mentorship and training programs. Employees thrive when they feel valued and empowered.

Your team is your greatest asset. Invest in them, and they will invest back in your company. Retention isn't just about saving costs, it's a strategic advantage.

#hr #humanresources #employeeexperience #talent #hiring #leaders #people #leadership #jobs #jobseekers #culture #culturematters #business #growth #branding #strategy #hrstrategy #interviews #tips #linkedin #linkedinconnections

This made me stop and reflect today.


Not because it was new — but because it clearly put into words things many of us in HR learn a bit too late.

A few thoughts that really stayed with me:

• People don’t follow policies. They follow credibility.
Titles don’t build trust — daily actions do.

• Culture is created by behavior, not statements.
What we tolerate quietly becomes the system.

• Managers are the most important HR system.
When managers are confused, the organization feels it immediately.

• Clarity beats charisma. Every time.
People don’t need more motivation. They need simple processes and clear answers.

As an HR leader, this is a reminder I take seriously:
modern HR is not about control — it’s about credibility, enablement, and impact.

Culture isn’t what we say.
It’s what people experience, every single day.

What resonates most with you?

#hr #humanresources #employeeexperience #people #culture #linkedin #linkedinconnections #aach

Behind every resume, there may be a story of struggle, hard work, and determination. 

It is essential to recognize that people come from diverse backgrounds and have different life experiences that have shaped who they are today. As such, it is important to approach every resume with empathy, understanding, and an open mind.

Employers should remember that the person behind the resume is more than just a set of skills and qualifications. 

They are human beings with their own hopes, dreams, and responsibilities. By acknowledging this, we can create a more compassionate and inclusive work culture that values and supports all individuals.

When we look beyond the credentials, we start seeing potential that traditional metrics might miss. It's in the gaps that we find resilience and in unconventional paths that we discover innovation. Encouraging a workplace where everyone feels valued for their unique journey not only enriches our teams but also drives genuine progress. Let's challenge ourselves to hire with heart and lead with inclusivity, ensuring diverse voices are heard and respected. This approach doesn't just build better teams—it builds better futures.

#hr #humanresources #employeeexperience #talent #hiring #leaders #people #leadership #jobs #jobseekers #culture #culturematters #business #growth #branding #strategy #hrstrategy #interviews #tips #linkedin #linkedinconnections

HR is not slogans.
 Culture is not a department.
 And hiring is not paperwork.

When someone describes your work as choosing meaning over decoration, it’s more than a compliment — it’s a responsibility.
I’ve never believed that people are “resources” to be processed.

 Behind every CV is a life story.
 Behind every role is a promise.
 And behind every organization is a culture shaped daily by behavior, not policies.
Hiring, performance, and growth are not neutral systems.
 They are ethical choices.
 How we select.
 How we reject.
 How we reward performance — and refuse to tolerate toxic behavior disguised as results.

HR should not exist to protect systems.
 It should exist to protect trust.
Thank you to everyone who reads, questions, and engages with these conversations.
 
Human-centered work isn’t a soft approach — it’s the only one that lasts.

https://lnkd.in/dPnaeNrj

#hr #humanresources #people #culture #leaders #linkedin #linkedinconnections #aach

Open article: شخصيات لينكدإن: أحمد الشيخ حسن by exeeddigitals.com

شخصيات لينكدإن: أحمد الشيخ حسن

New Era – The Journey Forward | EVA

Our All-Hands Meeting marked an important milestone for EVA — one that reaffirmed a core belief: EVA’s strength lies in its people and its culture.

Culture at EVA is not defined by words.
It is demonstrated through action.

Proud of our people.
Focused on the future.
Committed to the EVA journey forward.

A moment from New Era – The Journey Forward. 

#evainteriors #greatplacetowork #workwitheva #people #culture #uae #linkedin

New Era – The Journey Forward | EVA


Our All-Hands Meeting marked an important milestone for EVA — one that reaffirmed a core belief: EVA’s strength lies in its people and its culture.

This session was not about announcements, It was about alignment — on how we work, how we lead, and the standards we hold ourselves to as EVA moves into its next chapter, because at EVA, culture is not an initiative; it is how results are consistently delivered.

We reflected on our journey, clarified what lies ahead, and reinforced our commitment to building an environment where trust, accountability, and ownership are lived every day.

Culture at EVA is not defined by words.
It is demonstrated through action.

Proud of our people.
Focused on the future.
Committed to the EVA journey forward.

A moment from New Era – The Journey Forward.

#evainteriors #greatplacetowork

Change Leadership, General Manager PFA @ Batgroup & Member of the Board @ Putzfrauenagentur

Leadership isn’t about volume.
It’s about clarity, confidence and direction when the pressure is on.

I partner with HR leaders, GMs and Executive Teams across MENA & Asia to strengthen leadership capability from the ground up. My work sits where strategy, people and day-to-day execution meet in service-driven organisations.

Most performance issues in hospitality, retail and education aren’t about effort.
They come from three gaps:

❌ Leaders promoted before they’re ready to lead
❌ Executive Teams pulling in different directions
❌ No clear pipeline or succession to stabilise performance

So my work covers both sides of the leadership equation:

Strategy & alignment for senior teams
Facilitated Strategy Days that help GMs and Executive Teams:
✅ Agree a small set of must-win priorities
✅ Translate those into a 90-day execution plan
✅ Build the clarity and focus teams need to perform
✅ Name the leadership behaviours that sustain results

Leadership development for emerging & mid-level managers
Practical, human-centred programmes that build the skills to lead through others, communicate with clarity and coach across cultures.

Coaching & capability building
1:1 and group coaching, Train-the-Trainer, and tailored L&D that strengthen the pipeline and reduce turnover.

Across 25+ years with Apple Retail, Swissôtel, St. Regis and service organisations in Europe, the Middle East and Asia, one truth holds: engagement and commercial performance rise when leaders at every level know where they’re going and how to bring their people with them.

If you’re building your leadership pipeline or want stronger alignment at the top, I’m happy to explore how we can work together.

📞 Book a call: https://cal.com/jeffross

Jeff Ross

I’ve been quiet on LinkedIn for a few weeks.
Intentionally.

The end of 2025, especially early Q4, was demanding. Not just professionally, but mentally and emotionally too. So I chose to step back, spend time with family, and create some much-needed white space.

Here’s the thing we don’t talk about enough in leadership:

Growth doesn’t only happen in motion.
Sometimes it happens in pause.

Over the break, I did what I often encourage leaders to do, though many struggle to make time for:
• Reflect honestly on what worked (and what didn’t)
• Revisit priorities instead of blindly setting new goals
• Notice patterns in my own behaviour under pressure
• Ask better questions, rather than rushing to better answers

Self-awareness isn’t built in the middle of constant execution.
It’s built in moments of distance.

The leaders I see grow the most aren’t the ones who push hardest every quarter.
They’re the ones who regularly step back, recalibrate, and return with more clarity than noise.

As we step into 2026, my focus is simple:
Fewer reactions.
Clearer priorities.
More intentional leadership, starting with myself.

If you haven’t created space to reflect yet, consider this your reminder:
White space isn’t time lost.
It’s leadership work.

Here’s to a more conscious, grounded, and human year ahead.

Helping service brands align strategy, strengthen pipelines and deliver consistent performance | Strategy Days, L&D and coaching | MENA and Asia

People are not “human capital”.
And they are not “assets” either.

I keep seeing employees described this way in leadership, L&D, and wellbeing content.

I understand the origin of the term.
Historically, human capital described skills and capabilities built through investment, not the people themselves.

But the distinction has blurred.

Here is the line I think we need to redraw.

❌ People are not capital
❌ People are not assets

They are human beings who choose, every day, how much energy and judgement they bring to work.

Human capital is what grows through investment
Skills. Confidence. Capability. Leadership depth.

That growth comes from:
✅ training done properly, not tick-box
✅ coaching that changes behaviour
✅ managers who develop people, not just measure them
✅ time and safety to learn, practise, and think

That is where human capital lives.

Language shapes decisions.
Decisions shape culture.

If we want more human leadership, we should start by speaking like humans, not balance sheets.

Calling people “human capital” is already the problem.

If people are capital, then what are they?

Owned?
Optimised?
Written off when returns dip?

No serious leader believes this.
Yet the language sticks.

Here is a cleaner distinction.

People are not human capital.
People are not assets.

Human capital is the outcome of investment, not the object of it.

You build it when you:
✅ develop managers instead of promoting the best technician
✅ coach leaders instead of just reviewing them
✅ invest in learning instead of squeezing efficiency
✅ play the long game, not just the quarter

Strong organisations do not extract value from people.

They create conditions where capability compounds.

If your culture talks about people like inventory,
do not be surprised when engagement feels transactional.

Words are never “just semantics”.
They are shortcuts to how decisions get justified.

In fast growing organisations across the UAE, managers are often promoted quickly to keep pace with expansion.

What usually does not scale at the same speed is leadership capability.

New managers are suddenly expected to lead multicultural teams, absorb pressure from both sides, and deliver consistency under operational intensity.

With little preparation.

When that happens, managers compensate.

➡️ They over control.
➡️ They escalate everything.
➡️ They work longer hours instead of building capability.

❌ This is not a motivation issue.
❌ It is not a generational issue.
✅ It is a pipeline design issue.

Growth without leadership infrastructure creates silent pressure in the middle.
And silent pressure always leaks somewhere.

If you want scale without burnout, development cannot be assumed.
It has to be designed.

In the UAE and GCC, managers are expected to be decisive, inclusive, and steady, all at once.

When we don’t develop them for that reality,
pressure doesn’t disappear.

It concentrates.

Promoted for doing the job.
Stuck because you are still doing it.

The peer to manager transition is not a mindset problem.
It is a capacity design problem.

If nothing changes in how time, decisions, and responsibility are allocated, leadership never starts.

What I have seen work repeatedly is simple and structured:

✅ 30 percent doing the old tasks to stabilise
✅ 30 percent pairing and teaching to hand over
✅ 40 percent coaching, prioritising, removing blockers

For the first 60 days.

One rule makes or breaks it.
The handover must be scheduled.

If it stays informal, it does not happen.
Urgency will always win.

A promotion does not create leadership.
The moment you stop being the bottleneck does.

Question worth answering this week:
Which task will you stop doing by Friday, and who will learn it instead?

Training the peer-to-manager transition muscle

If a manager is still doing most of the work, you have not promoted a leader.
You have relabelled a high performer.

Leadership starts when decisions move down, accountability stays up, and capability is built deliberately.

Without that shift, organisations stay dependent on individuals instead of systems.

This is why middle management feels stretched in so many businesses.
The role changes, but the expectations do not.

❌ Titles do not create leverage.
✅ Design does.

✅ When leadership transitions are supported early, pressure reduces later.
❌ When they are ignored, problems surface quietly and expensively.

The question is not whether someone earned the promotion.
The question is whether the system changed enough to let them lead.

Coming up on one year since we moved back to the UAE.

So much has changed since we lived here nearly two decades ago, and a lot of that change has been really good.

I’ve seen owners of large companies walk the floor, greet employees by name, ask about their families, and mean it.

And then I’ve seen something else, in the same companies:
Middle managers who abuse power over the people under their care.

Not always loudly.
Sometimes it’s subtle:

❌ public shaming disguised as ‘standards’
❌ threats disguised as ‘performance’
❌ pressure passed down because ‘that’s how we do things here’

Here’s the part leaders don’t want to hear:

Culture doesn’t scale through the founder’s intent.
It scales through the manager’s habits.

And the numbers in MENA should make every owner pause:

Only 14% of employees are engaged, while 24% are actively disengaged.

46% are watching for or actively seeking a new job.

31% experienced anger ‘a lot of the day’ yesterday.

Only 25% are ‘thriving’ in life evaluation.

You can invest millions in brand, strategy, and service standards…

…but if a middle manager creates fear, distrust, and turnover, your business pays for it twice:

in retention + recruiting costs
in inconsistent service + customer experience

Gallup has a brutal line leaders should sit with:

Managers drive most of the variance in team engagement.

So the fix isn’t ‘hire faster’ when people resign.
The fix is slow down and build the capability that prevents the resignations in the first place:

✅ Train new managers before they ‘learn leadership’ by copying the worst examples.
✅ Coach existing managers on how to lead under pressure (without leaking it onto their teams).
✅ Make people metrics visible at leadership level (turnover, internal mobility, manager 360s, team climate).
Reward leaders who build trust, not just those who hit numbers.

Because in this region, trust is everything.

And owners should be able to trust their management teams to execute the vision, for the business and for the people.

Question for leaders in the Gulf:
Where is your culture breaking, in strategy, or in the middle layer where it gets executed?

In fast-growing organisations across the UAE and GCC, leadership gaps rarely show up at the top.
They show up in the middle.

High-performing specialists are promoted quickly to keep pace with growth.
Suddenly they’re expected to:

➡️ lead multicultural teams
➡️ balance global standards with local realities
➡️ deliver consistency under constant operational pressure

Without a leadership pipeline, this becomes improvisation.

That is not a talent issue.
It’s a development design issue.

Organisations that scale sustainably here invest early in:

✅ leadership transitions, not just promotions
✅ manager development as ongoing infrastructure
✅ clarity, coaching, and judgement, not just skills

Middle management doesn’t fail loudly in this region.

It absorbs pressure quietly, until it can’t.

Many first time managers say the same thing, quietly.
“I do not want to get this wrong.”

So they hold on longer than they should.
They delay delegation.
They avoid conversations they know are coming.

Not because they lack confidence.
Because they lack support.

Leading former peers, older colleagues, or more experienced team members carries real emotional weight.

When organisations treat new managers as finished products, people protect themselves.
When they treat them as learners, behaviour changes.

❌ Confidence does not come from the title.
✅ It comes from practising leadership with permission to learn.

If you want managers who act calmly under pressure, give them room to build judgement before you test it.

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