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Interview with Consultant, Entrepreneur, Writer & Speaker ~ Hanane Benkhallouk

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Interviewer: Mahmoud Mansi

Without hard work, ambitions are just wishes for the future.

Hanane Benhkallouk

Executive Director of Sustain Leadership

Hanane Benkhallouk is a multi-industry business consultant with well over eighteen years of professional experience across a broad range of fields. Her work has carried her across the world, touching down in Europe, the United States, and the MENA region. In the past, Hanane has held a multitude of senior managerial roles with governments, Fortune 500 companies, and non-governmental organizations in fields ranging from finance to retail to real estate. Currently, however, Hanane’s professional endeavors primarily take place in the MENA region and she is based in Dubai, the United Arab Emirates, where she works as the executive director of Sustain Leadership. Sustain Leadership is a boutique innovation and leadership consulting firm that helps individual entrepreneurs, SMEs, and NGOs achieve their potential. Outside of her work with the firm, Hanane further serves as a mentor a number of UAE-based incubators, such as the Impact Hub Dubai, the Cribb, Intelak and others. She is an accomplished speaker and writer, and has previously had work published in influential publications such as the Harvard Business Review and SME Advisor Arabia.

THE INTERVIEW

1- HR Revolution Middle East Magazine: Hanane, through your profile, it shows the various interesting careers you have been through. We are curious what was the first job you ever had, how old were you at that time, and what did you learn most from this job?

Hanane Benkhallouk: I began my very first job when I was still a student in my native Casablanca. Since I was 17, it was limited position for the summer. A relative of mine worked as an international health exhibition organizer, and she invited me to work as an assistant and hostess for the main exhibitor’s team. They were European, and didn’t speak any Arabic or French. Not many teenagers knew how to speak English, but I had the benefit of understanding the language. At the time, I felt privileged to have an extra skill that created such a wonderful opportunity for me. Looking back, I realize that it was that experience that prompted me to develop and value a “growth mindset,” and to continually strive to learn and develop my skills. That experience also taught me that I was a people person, and ultimately showed me the importance of tailoring a message for audiences from all walks of life.

2- HR Revolution Middle East Magazine: One of the things that is highly appreciated in you is that you work on developing organizations, corporate leaders and entrepreneurs. This means you are exposed to different opinions in the market. Most people ask about the differences between entrepreneurship and corporate, but can you tell us about what you find “common” between them?

Hanane Benkhallouk: People. I believe that the commonality always comes back to people. Sure, we love to put businesses into categories and isolate entrepreneurs from, say, corporate ventures or public sector work. We focus on their products, their founders, and the ways they disrupt the status quo – and every single difference is important and worth looking into. But at the end of the day, all businesses are human-centered. An entrepreneur’s high-flying product can’t guarantee business success any more than a corporate memo can guarantee employee engagement. We need people – leaders – to implement policies, inspire employees, and move their companies towards a vision. Every business requires emotionally intelligent leadership to thrive; developing that quality is an important aspect of the work I do with all of my clients.

3- HR Revolution Middle East Magazine: As an “innovation” coach, how does innovation start? And how do you define it?

Hanane Benkhallouk: It is interesting, because I’ve found that asking five separate people for their definition of innovation will get you five different answers. There are some commonalities: technology and science are common descriptors. But to me, innovation isn’t a single shot of tech inspiration or a motivational slogan to sling around the office, but a culture to foster and grow. Innovation is a philosophy that starts at a company’s most foundational level. It seeps into how we communicate with our employees and supervisors, and defines how we look to the future. A company with an innovative culture is never contented with resting on its laurels and doing projects the “tried and true” way.

In our fast-paced world, technology is constantly changing and the business world evolving. Embracing innovation as a culture isn’t an extra step to get ahead, it’s a necessity for keeping up. We need to be productively restless; to keep our eyes constantly turned towards the future. Who knows – we may be working with AI colleagues in a decade! If we aren’t innovative, if we aren’t flexible, if we aren’t communicative, we won’t be able to change enough to incorporate advanced technology into our daily processes. And outdated businesses, as we all know, only stagnate and fall out of favor.

4- HR Revolution Middle East Magazine: As you mentioned, words like “innovation” can be interpreted differently. Did you ever face a conflict in that in one of your consulting projects?

Hanane Benkhallouk: Once, a large corporation called my consulting firm – Sustain Leadership – to express their interest in developing innovation across the company. I immediately proposed a long-term approach to foster a forward-thinking mindset and spread innovation as a culture. However, a far-sighted approach didn’t appeal to them; they wanted a quick fix that they could schedule into a two-hour workshop. But innovation simply doesn’t work that way. It isn’t a buzzword to be repeated into meaninglessness; it’s a mindset, a philosophy, a way of navigating the world. Welcoming innovation into company takes time, perseverance, and encouragement. Try as we might, we can’t foster a new corporate culture in a day-long workshop.

5- HR Revolution Middle East Magazine: Further speaking about innovation, you have published many articles in major magazines like (SME Advisor Magazine, HBR Arabia, The Executive Women magazine, etc). How do you apply innovation in writing?

Hanane Benkhallouk: Writing, like innovation, is an inherently creative process. For me, it’s a chance to reflect on my past experiences and apply my ideas to questions I might wonder about in the future; to keep my eyes turned towards future possibilities. I think of writing as a way to plant the seed of an idea, and of sharing my work as a way to grow it to inspiration. Sharing ideas is, after all, at the very core of innovation. Think, if we didn’t collaborate or consider other viewpoints, where would we be? What would we get done? Silence is the quickest way to muffle creativity, I think.

6- HR Revolution Middle East Magazine: As a coach sometimes you work with individuals and at other times you work with groups. Are these two different approaches in coaching?

Hanane Benkhallouk: One-on-one coaching centers around individuals: (executives, leaders or entrepreneurs, etc.) who have some personal goals to achieve or challenges to tackle. With these independent operators, the focus is on helping the individual to unlock their own potential and create a change within themselves. This change might be recognizing or developing a new skill, or unlocking a previously unexplored capability needed for a new role.

Group or Team coaching focuses more on the team dynamic. When I work with groups, every member of the group is involved in the growth process, and my end goal is to help individuals come together and agree to work towards a common goal and use their collective skills to achieve a set goal. The tools used differ from individual coaching to group coaching or team coaching; however, both are connected by mentee mentality. Success or failure hinges on the individual or group’s willingness to follow through, be accountable, take action, and actually do what they have agreed to do.

7- HR Revolution Middle East Magazine: As an entrepreneurship coach, how do you advise organizations to apply entrepreneurship inside the corporate world?

Hanane Benkhallouk: When most people think of entrepreneurship, they think of a scrappy young person who somehow managed to build a thriving business out of little more than a few dreams and years of hard work. But entrepreneurship doesn’t begin and end within the bounds of that stereotype. The truth is, an entry-level corporate employee could be (maybe even should be!) entrepreneurial. Entrepreneurship is a mindset, not an occupation, the very word entrepreneur comes from the French verb “Entreprendre”, which simply means: taking initiative, so entrepreneurship in my opinion is: a state of being innovative, curious, motivated, and constantly willing to generate productively disruptive ideas. Now, a corporate employee will of course go about being entrepreneurial differently than an independent entrepreneur might. Corporate businesses have structures to follow and channels to go through, after all. However, if a company fosters a communicative and innovative culture and encourages its employees to be entrepreneurial, they can make use of their employees’ creativity and engagement.

8- HR Revolution Middle East Magazine: Speaking about corporate, can you share with us some of the “HR transformation” projects that you worked on as a case study?

Hanane Benkhallouk: One of my client companies operates in the construction industry – and as we all know, that field is still distinctly male-dominated. As the company underwent a management change, I was called to help develop a new corporate vision and expansion plan. One of significant changes suggested during this time was fostering a more inclusive and balanced environment that supported more female employees as active agents for change. Breaking through to this more diverse gender base produced a multitude of innovative ideas, considerable business growth, and a more engaged workforce. However, the shift itself required a detailed strategy that could both “pull” everyone involved into a new mindset and align all levels of the organization with the new vision. Ultimately, this resulted in the implementation of a new corporate culture and remodel of the company’s HR department.

9- HR Revolution Middle East Magazine: “Change management” is one of the demanded solutions nowadays. Can you tell us more about it, and what issues does it resolve?

Hanane Benkhallouk: As humans, we tend to resist change. We like our habits and routines; we feel comfortable living in the familiar. But in order to embrace innovation, we need to accept change. We can’t be comfortable with old processes when they could easily become an outdated hindrance to company progress. That said, implementing change isn’t as simple as sending out a company-wide memo because, again, people don’t like change. If employees don’t understand why a change is happening or think that it’s unnecessary, they will inevitably drag their feet and resist it. Whenever a company needs to implement a shift, they must first make sure that every change needs towards renewal, transformation, or on-going natural innovation. Then, they kickstart change management by activating individual employees as change agents. If they employees understand and believe in the value of the change, they will be engaged in bringing it about.

10- HR Revolution Middle East Magazine: You have developed your own methodology “SEAD”. Can you tell us more about it?

Hanane Benkhallouk: I developed the SEAD methodology for the Sustain Leadership team to use during consulting projects. Broken down, the acronym stands for: Sensing, Engaging, Aligning, and Developing.

Sensing is the initial step. This entails engaging with client organizations in a way that generates insights into potential challenges and strength. By drawing focus groups we prompt reflection, brainstorming, and collective creativity. Once the sensing stage draws to a close, my team collates and analyzes the data.

Next, we put that collated data to use. In the Engaging & Aligning stage, we share our findings and conclusions with the team and engage members in open discussion. In my experience, by encouraging the team to co-create ideas, plans, and solutions, we generate better solutions and allow the team to take personal responsibility for creating and upholding a positive working environment. Lastly, we enter Development. In this stage, we connect all team members via tailor-made experiential positive psychology and development programmes and bring the ideas circulated in the previous stage to life. Ultimately, our goal is to encourage team members to make and continue making positive contributions to the corporate culture.

11- HR Revolution Middle East Magazine: As a keynote speaker and a public speaking coach, you have sure attended lots of conferences as an attendee; an observer. What kind of positive criticism you can provide to many speakers out there, wither representing an idea or their companies?

Hanane Benkhallouk: Preparation is always key. When I’m called to present at a conference, I always make sure to research not only the topic I’ll be speaking on, but the audience I’ll be speaking to. I need to gather every detail I can about the mix, their level of knowledge about the topics under discussion, their roles in relation to the subject, and their understanding of the conference objective. For me, a good speech is about aligning my topic with all of the above-mentioned factors and making sure that I bring a fresh perspective to the room. In the light, what I suggest to new speakers is as follows:

Don’t try to sell yourself at the expense of your topic and audience!

While it is good to mention what you or the company you represent have accomplished as a means of building credibility, the stage or panel you speak from is not a platform to market, sell, or showcase your professional “muscles.” When you outline your speech or speak on a panel, always take a moment to imagine your audience asking: “What’s in it for me?” or “How are you adding value to me?”

12- HR Revolution Middle East Magazine: As you also do life coaching and support people emotionally and mentally, do you believe human capital can be applied in relationships?

Hanane Benkhallouk: At the end of the day, a business is a sum of its people. As I mentioned earlier, my approach is always a human-centric one. Having effective human capital management skills means being able to focus on helping employees at work, lead with empathy, provide and receive constructive feedback effectively, build trust, manage conflicts, and share common goals. In short, human capital management demands proficiency in the same basic elements of all interpersonal relationships regardless if those bonds are between a company and customer, employee and employers, or personal friends.

13- HR Revolution Middle East Magazine: What is your piece of advice to employers and employees who wish to sustain a work/life balance?

Hanane Benkhallouk: I’ve always been a tremendous believer in the value of a life balance. No, not a work/life balance – a life balance. The difference in terminology is one that always sparks debate among my colleagues and friends. To me, if we separate work from life, it means that we are not living when we work. But the workplace is where we spend at least a third of our days – if not more! Every moment is a part of our lives, and work isn’t exempt. So, I would say that a career should be something that adds meaning and joy to your life – but it should never be the sum total of that meaning or joy.

Having time to spend with family members and friends is valuable, rewarding, and I would even say healthy. If all we do is work, we risk burning out and losing both productivity and passion for our projects. In my experience, this struggle can be particularly pointed for women, who often need to balance caring for their families with time spent at work. I would advise employers to stay attuned to employee happiness and engagement. If something doesn’t seem to be working, try to fix it! Speak with your employees to determine if there’s a way to make balancing responsibilities easier. Engaged and happy employees are always more productive than those battling overwork and burnout.

– HR Revolution Middle East Magazine: Dear Hanane, on behalf of all the readers I sincerely thank you for this valuable and inspiring interview, and for your efforts into developing entrepreneurs and organizations.

Corporate

Q&A with Yasmine Yehia | MEA Employer Branding Manager at Schneider Electric, Life Coach & Consultant

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Interviewer: Mahmoud Mansi

“To be able to have a strong brand, you need to start from within – you need to have an attractive story to tell so if this is not there, it won’t be the right time for employer branding. I always tell the people I teach employer branding – fix internally first and then you will have something to say externally.”

Yasmine yehia

HR Revolution Middle East Magazine: How would you introduce yourself to the audience?

Yasmine Yehia: I am an Employer Branding expert, a certified life and career coach from the ICF, a public speaker and a certified trainer!

HR Revolution Middle East Magazine: How do you define Employer Branding in your own words?

Yasmine Yehia: Employer Branding is the art of story-telling, each employer has a story to tell, and this story is very useful for those who are interested in the company. A story about values, a story about culture, a story about care – a story about authenticity and uniqueness.

HR Revolution Middle East Magazine: What does an Employer Branding Manager do?

Yasmine Yehia: An Employer Branding Manager is someone who is an expert in storytelling, someone who is also an expert in the employer strategy and people vision and who is talented in showing what differs the employer from any others in the market.

HR Revolution Middle East Magazine: Employer Branding is one of the new global trends in HR, yet still not implemented in several countries and among many organizations. Why do you think some organizations have concerns regarding implementing Employer Branding as a comprehensive initiative?

Yasmine Yehia: I don’t think it is a matter of a concern at all – I think it is a matter of time and maturity. To be able to have a strong brand, you need to start from within – you need to have an attractive story to tell so if this is not there, it won’t be the right time for employer branding. I always tell the people I teach employer branding – fix internally first and then you will have something to say externally.

HR Revolution Middle East Magazine: How do you measure the ROI of your Employer Branding initiatives?

Yasmine Yehia: Oh God, there are zillions of ways to measure the ROI of our initiatives and campaigns, as sophisticated as a brand awareness analysis to as simple as the quality of CVs we’re receiving for open vacancies. Measuring the pride and engagement of employees, measuring engagements and reach on our employer branding social media posts.

HR Revolution Middle East Magazine: Who are your main stakeholders and partners in the Employer Branding process?

Yasmine Yehia: And like I teach in my workshop – Employer Branding is never an independent function, actually we cannot even function or deliver alone, it is a collaborative work between us, HR and Marcom.

HR Revolution Middle East Magazine: Can you share with us one of the challenges you have faced in your current job and how you overcame it?

Yasmine Yehia: Managing a complex region like MEA is quite tough and I think the deep knowledge of each country in the region was my main challenge – what is it that my target audience in each country look for in an employer? I overcame it with loads of study and education and also with using the help of specialized agencies to provide me with the needed reports.

HR Revolution Middle East Magazine: What pieces of advice would you give to organizations who want to empower their employer brand?

Yasmine Yehia: Be authentic! Start from within and have an authentic story to tell. You will reach the hearts of your target audiences effortlessly.

HR Revolution Middle East Magazine: Jessie (if we may call you with your nickname), we are curious what is the first job you ever had and what is the most valuable lesson you have learnt from it?

Yasmine Yehia: My very first job was an IT Recruiter for fortune 1000 companies in USA – I learned the art of assessing and dealing with people, if there is one thing recruitment has given me, it is the strong people skills!

HR Revolution Middle East Magazine: You are also a certified Life Coach, how does this help you in your role in HR?

Yasmine Yehia: In both HR and Employer Branding your main customer and target audience is people, right? A life coach listens to so many people, to their issues and struggles, it makes you a people person by heart – it gives you the perfect listening skills and it strengthens the way you interact and communicate with people, and this is exactly what you need as an HRian!

HR Revolution Middle East Magazine: As a Life Coach, what advices do you have to professionals who want to sustain a work-life balance? Do we all need to have a work-life balance?

Yasmine Yehia: YES, we all need a work life balance definitely – you need time for yourself, to recharge, reflect and develop. I’d tell them, make the time for yourself a priority – do not miss it, this time is actually good for your work too because you will always have the right energy to continue. If there is a learning lesson from 2020, it is the importance of our mental health. Have a routine and this routine must include time for yourself!

HR Revolution Middle East Magazine: As a Career Coach, how do you think Covid-19 impacted the employment market?

Yasmine Yehia: Well, from what I see from my clients – so many people are thinking to shift careers post covid-19. Some of them must because they lost their jobs and some of them realized the importance of mental health, so they decided to leave a very stressful career. I think moving forward companies will have to learn to be flexible in their hiring process and start accepting candidates having the right skills for a job rather than a big number of years of experience! It is hiring for talents not years! People also need to be more resilient and smart in using their skills.

HR Revolution Middle East Magazine: Finally, as a Trainer – why do you think personal branding is very important? We know you teach the topic.

Yasmine Yehia: In a world that has gone totally virtual – people need to learn how to build a strong personal brand online, it is how you will smartly use your skills and get paid for it! You no longer have the big chance to meet your recruiters face to face, following the new ways of working, we are heading towards working from home and flexible hours more, your personal brand is the only thing that will differentiate you in the market and open doors for you.

HR Revolution Middle East Magazine: Thank you for your time, would you like to say anything?

Yasmine Yehia: Thank you for having me – I hope I continue inspiring those interested in the employer branding career!

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Civil Work

مقابلة صحفية مع إيناس عبدالقادر – مهندسة نسيج ومتحدثة في مؤتمر تيدكس وادمدني بالسودان

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صحافة: محمود منسي

ثورة الموارد البشرية: إيناس لديك العديد من الخبرات في مجالات مختلفة، هل يمكن أن تعطينا نبذة عن نفسك وأعمالك؟

مهندسة نسيج حاصلة على درجة الماجستير في هندسة النسيج (إعادة تدوير مخلفات النسيج)، من جامعة الجزيرة بالسودان.. عملي مستقل كموظفة ذاتية في مجال التصميم والبحث العلمي.. بالإضافة إلى أنني أعمل في قسم التسويق في مصنع لأكياس القماش غير المنسوجة.. وقد أصبحت القضايا البيئية جزءًا من شغفي نتيجة لذلك قمت بتأسيس شركة ريتيكس التي تعمل في إعادة تدوير مخلفات الملابس، حيث أثر فيروس كوفيد على العالم كله.

وأنشأنا مبادرة

(SudaHope)

و كانت نتيجة لتغيير جزء من خط الإنتاج لدينا إلى إنتاج أقنعة الوجه… وبالمزيد من التفكير في ريادة الأعمال كأداة يمكن أن تساعد الناس في تحسين حياتهم ، شاركت في تأسيس مبادرة

 (Business Master)

 لمساعدة أصحاب (الأعمال الصغيرة).. حظيت بالتحدث على منصة تيدكس ودمدني في 2019.. أعتقد أن أي شخص في هذا العالم يمكن أن يوفر تأثيرًا اجتماعيًا أو بيئيًا وأنا أفعل ما بوسعي للمساعدة في نجاح المبادرات المذكورة أعلاه.

ثورة الموارد البشرية: كيف يؤثر عملك على المجتمع والبيئة؟

أنا اعمل في مجال إعادة التدوير لمخلفات المنسوجات والأقمشة، ولهذا المجال العديد من الآثار على البيئة والمجتمع حيث نعمل علي خلق فرص عمل جديدة وتحسين مستوى الاقتصاد المحلي. ونظراً لمشاركتي في عدد من برامج تنمية وتطوير المجتمع أهمها (برنامج القيادات الشابة من الأمم المتحدة وعدد من برامج ريادة الأعمال من المجلس الثقافي البريطاني)، فأنا الآن اعمل على نقل هذه الخبرات التي اكتسبتها من تلك البرامج إلي عدد كبير من الشباب والعمل على تطوير مهاراتهم ليكونوا جيلاً مهتماً بريادة الأعمال ومشاريع تنمية البلاد.

ثورة الموارد البشرية: من خلال خبرتك ومن منظورك الشخصي ما هي التحديات التي تواجه بيئة العمل بالسودان؟ ما هي مقترحاتك للتعامل مع تلك التحديات؟

إن من خلال تعاملي مع عدد من المؤسسات الحكومية والخاصة في السودان لاحظت أن معظم المشاكل التي تواجه هذه المؤسسات هي عدم الاختيار السليم للموظفين بمعنى عدم وجود الشخص المناسب في المكان المناسب، ويرجع ذلك إلى عدد من الأسباب أهمها الوساطة والمحسوبية وعدم وجود تعريفات محدده للوظائف، كما أن من التحديات التي تواجه مكان العمل عدم احترام الوقت في بعض الأحيان وعدم وجود توافق بين الموظفين في المكان الواحد.

يمكن التغلب على هذه التحديات بتوظيف الأشخاص حسب تخصصاتهم وخبراتهم في المجال المعين، وكذلك التوعية بالحفاظ على الوقت وزيادة الوعي بأهمية روح الفريق الواحد ونتائجها على العمل.

ثورة الموارد البشرية: كنتي من ضمن المتحدثات بمؤتمر تيدكس وادمدني بالسودان، ماذا كان محور موضوعك؟

في عام 2019 كنت أحد المتحدثات في مؤتمر تيدكس ودمدني، وقد كان أحد أهم أهدافي أن اصعد على مسرح تيدكس ودمدني وأشارك الجميع موضوعاً يعتبر من أهم المواضيع في السودان ولكن لا يتم التطرق إليه إلا وهو موضوع نفايات؛ الأقمشة والمنسوجات وأهمية إعادة تدويرها، تكمن أهمية هذا الموضوع في انه يؤثر بصورة مباشرة على الإنسان والمجتمع ككل والبيئة المحيطة.

وعندما يتم إعادة تدوير هذه المخلفات والاستفادة منها فإنها تنتج لنا بيئة نظيفة وصحية خالية من النفايات كما أن هذا المجال يوفر عدد كبير من فرص العمل للشباب، كما أن مثل هذه المشاريع تدعم الاقتصادي المحلي للدولة.

ثورة الموارد البشرية: ما هي النشاطات الأكثر شغفاً لكي؟

من أهم النشاطات التي أحب القيام بها هي مساعدة الآخرين في تطوير أنفسهم وتحفيزهم على ذلك سواء كان ذلك عن طريق المساعدة بالتدريب أو التوجيه والإرشاد أو التوعية أو حتى عن طريق منحهم الطاقة الإيجابية التي تمنحهم ثقة في أنفسهم.

ثورة الموارد البشرية: من وجهة نظرك الشخصية ما الذي يجعل منصة تيدكس مميزة؟

تيدكس من أهم المنصات العالمية التي يجب على الجميع أن يكونوا على دراية كاملة بها لما تقدمه من محتوى يفيد الجميع في حياتهم، خاصة أنها لا تنحصر في مجال معين بل إنها تشمل العلم والتكنولوجيا والإبداع والترفيه والكثير الكثير من المجالات التي تهم الناس وتجعل حياتهم أفضل، أنا أرى أن تيدكس هي منصة التعليم الإلكتروني الأولى في العالم.

ثورة الموارد البشرية: هل يمكن أن تقصي علينا تجربة أو موقف قد مررتي به وتعلمتي منه درساً في الحياة؟

في حياتنا اليومية نقابل عدد من الأشخاص ونخوض العديد من التجارب وبالنتيجة يؤثر كل ذلك علينا ويغير طباعنا وطريقة تفكيرنا وحكمنا على الأشياء والأشخاص، ومن أعظم التجارب التي مررت بها هي تجربة مشاركتي في مؤتمر تيدكس ودمدني حيث أنني كنت من الأشخاص الذين تنتابهم الرهبة والخوف من الجمهور ولكن وبعد الصعود على المسرح وبمرور أول دقائق شعرت بتقبل الجمهور لي واستماعهم لي بعناية كبيرة ومن بعد تلك التجربة أصبحت أكثر ثقة في نفسي وزادت مقدرتي على مواجهة الجمهور وبدأت بتدريب وتحفيز العديد من الأشخاص في عدد من المجالات وأهم ما انصح به دائماً أن يواجهه الإنسان مخاوفه ويتحدي نفسه وعندها سيندهش بالنتيجة.

ثورة الموارد البشرية: ربما مفهوم “القيادة” يختلف من عصر إلا آخر بل أحياناً يختلف من شخص إلى آخر، ما هو مفهومك الشخصي للقيادة؟

إن نجاح مفهوم القيادة في الوضع الحالي يتعلق بصورة مباشرة بطريقة تفكير الأشخاص، والطريقة التي يشعرون بها، وتصرفهم بطريقة مسؤولة. فهي أكثر من كونها كاريزما أو شيء يمكن تعلمه بثلاث خطوات سهلة أو من خلال أحد البرنامج. حيث تتطلب القيادة القوية التطوير باستمرار. وليس بالضرورة أن يتمتع الأشخاص الأذكياء بالحكمة. ولكن بإمكانهم أن يتعلموا كيفية إيجاد سبل للتعامل مع التجارب الصعبة من خلال معرفة أنفسهم. كما أن العصر الحالي يعتمد على التفكير خارج الصندوق وإيجاد الحلول الإبداعية لجميع المشكلات التي تواجه الشخص القائد أو فريق العمل لدية.

ثورة الموارد البشرية: هل يمكن أن نتناول أحد التحديات التي قد مررت بها خلال حياتك العملية؟

في بداية هذا العام كنا نعمل على إنشاء ورشة لتصنيع الملابس الجاهزة وإعادة تدوير مخلفات المنسوجات، ولكن ومع ظهور فيروس (Covid19) توقف هذا العمل نظراً لتوقف الأسواق عن العمل ولم نتمكن من شراء كافة الاحتياجات الأساسية لبدء المشروع.

لم نتوقف عن العمل بل بدأنا بتحويل فكرة المشروع وتأسيس مبادرة تهتم بتصنيع الكمامات عن طريق الخياطين الذين توقفت أعمالهم وبذلك خلقنا لهم فرص عمل جديدة ووفرنا للجميع أهم وسيلة للوقاية من فيروس (Covid19).

ثورة الموارد البشرية: من وجهة نظرك الشخصية ما هي التهديدات التي تواجة إقتصاد السودان؟ وما هي مقترحاتك الاستراتيجية لتجنب المخاطر؟

إن الوضع الحالي في السودان غير مستقر في معظم القطاعات خاصة القطاع الاقتصادي وهذا القطاع يؤثر على جميع طبقات المجتمع باختلافها ومن أهم الاقتراحات الإستراتيجية التي يجب أن تطبق على البلاد هي أن نعمل على إصلاح المجتمع السوداني نفسه من خلال تكثيف التوعية والاهتمام بالأفراد وتوفير سبل العيش الكريم لهم، كما يجب أن يراعي أن السودان يحتوي على اختلافات كبيرة جداً بين الناس وعادة ما لا يتقبل أحد رأي الآخر أو توحيد الجهود مع بعضهم البعض لذلك فإن عمليات التوعية للأفراد والمجتمعات تخلق جيلاً أفضل ويعمل على نهضة البلاد.

ومن ثم إعادة النظر في السياسات الدولية للسودان وتحسين العلاقات الخارجية للبلاد، ومن أهم هذه الاقتراحات هي أن يُمحي أسم السودان من قائمة الدول الراعية للإرهاب.

ثورة الموارد البشرية: ما هي نصيحتك لمن يبغى التحدث بموؤتمر تيدكس؟

أنا أحب دائماً تشجيع أصدقائي أن يتابعوا كل الفيديوهات التي تطرح في منصة تيدكس، كما أشجعهم أن يكونوا حضورا لعدد من المؤتمرات وأحداث تيدكس في السودان خاصة تيدكس ودمدني، وبالفعل شجعت صديقتي حتى كانت أحد المتحدثين في المؤتمر السابق والآن أساعد ثلاثة من أصدقائي أن يكونوا متحدثين في المؤتمر القادم.

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Interviews

Q&A with Germeen El Manadily; TV Presenter | Publisher | Digital Marketing Expert | TEDx Speaker

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Interviewer: Mahmoud Mansi

“After the COVID-19 Pandemic, the world came to the realization that social media has a huge influence on business development, even when real physical marketing was absent.”

Germeen El Manadily

1- HR Revolution Middle East Magazine: Germeen, you have successfully worked in many different careers, can you tell us more about your journey?

Germeen El Manadily: I started my journey during college days, I have 12 years of work experience. I have BA from Alexandria University, and currently working on my Master’s degree in the influence of digital marketing on social development.

I worked 6 years as a publisher for a Swiss Publishing House, where I was fortunate enough to be introduced to the magical world of publishing and books. During these years we successfully published for many authors. I published more than 40 books in many languages, my first was the autobiography of the Egyptian feminist “Nawal Elsadawy.” 

I also worked on translation and publishing projects of books written by Egyptian authors, such as Youssef Idris, Salah Jahin, Abdel Rahman el Abnoudi, and Ibrahim Abdel Meguid. I contracted with Dr. Mahmoud Al-Dabaa, to translate his book, “The Culture, Identity and Arab Awareness.”

As for children’s literature, I had the opportunity to translate the original text of “The Brothers Grimm” into four languages. In addition, I worked on the production of the children’s travel literature book, “Adventures of Rouge and the Mystery of the Papyrus.”

I also spearheaded an initiative aiming at discovering new writing talents.

Finally ending my publishing career, I was the chapter head of the Middle East.

My other hat is working as a TV presenter in a weekly show at Orbit TV network, focusing on general social topics, as women rights, and career coaching.

I was chosen to speak as a motivational speaker at TEDxCIC, UN Women & Arab’s League Innovation (Her Story), and the French Institute panel in the women’s international day.

I recently shifted my career to become a digital marketing and communication expert.

My short-term plan is to make my own fingerprint in this challenging field and establish my own digital marketing firm covering Africa and the Middle East.

2- HR Revolution Middle East Magazine: Can you please tell us what did you love most in each job and also a lesson that you have learnt from each?

Germeen El Manadily: As a Publisher, I loved the fact of shedding the light on hidden people’s talent in writing, developing their skills, and giving them the opportunity to be introduced to the world. Being a TV presenter, I was introduced to a completely different community which gave me the chance to represent women of my age to the world. Currently, I find the digital marketing field very interesting as you play a major role in business development in a variety of fields; hence, in digital marketing you have the capability to be introduced to multiple fields at the same time, and you have to understand, compete, and plan a strategic map to grow this business in a specific period of time.

3- HR Revolution Middle East Magazine: As a TV Presenter you do a lot of multi-tasking even if on air. Can you please tell us what was the most challenging thing about that job?

Germeen El Manadily: Time is the most challenging thing as a TV presenter. You must be able to communicate your ideas with your audience effectively in a specific period.

4- HR Revolution Middle East Magazine: As you have worked 6 years in publishing, what do you believe are the common challenges facing this industry these days? What are your advice and suggested solutions?

Germeen El Manadily: Translation is a major defect in the field of publishing. Considering foreign literature occupies a big portion of the Middle East market. Professional translation needs to be further developed.

5- HR Revolution Middle East Magazine: As a Digital Marketing Expert, how do you believe this profession is especially important in today’s business world?

Germeen El Manadily: After the COVID-19 Pandemic, the world came to the realization that social media has a huge influence on business development, even when real physical marketing was absent.

6- HR Revolution Middle East Magazine: Since your next plan is to establish your own startup, what are the skills, talents, and personalities that you will be looking for in the market to recruit?

Germeen El Manadily: Creativity and time orientation in applicants.

7- HR Revolution Middle East Magazine: At such age you have accomplished many things in your career, what about your personal life? Tell us a personal challenge that you have faced in your life and how did you overcome it and what did you learn from it?

Germeen El Manadily: Leaving my home city and family at my early years of life to start my business journey. Aiming high in my life and trying to hit my targets was my driving force for these challenges. Nothing is impossible.

8- HR Revolution Middle East Magazine: Last but not least, as a Leader, how do you work on motivating yourself and sustaining your happiness at work?

Germeen El Manadily: Self-reward is the key in keeping your motivation up and building your self-esteem.

Thank You

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