Network Science April 26, 2022
In this edition of the co-create.ai series, Nahla Khaddage Boudiab, COO at AM Bank engages in an intriguing conversation with Robert Webb, Advisory Board Member , Network Science and Founder at TBM partners about leadership perspective on navigating crisis. Nahla is currently based in Beirut, Lebanon, and prior to working with Al-Mawarid Bank, she was also partnered with consulting firm, EY.
With the onset of a health crisis like the Coronavirus, coupled with the economic and political crises in Lebanon, stress levels in the country were mounting. As a dollarized economy, when Lebanon started facing a lack of availability of cash, citizens experienced its adverse effects strongly. Nahla outlines how the leaders in the banking industry navigated such difficult times and accusations by users who felt that the banks were to blame for this problem.
Transformational Leadership Manifesto for Emerging Leaders
AM Bank has been awarded the title of the “Strongest Bank in Overcoming Crises” by the International Union of Arab Bankers. Nahla highlights that the key success factor for AM Bank has been its recognition that, “leadership can no longer be managing robots. Leadership can no longer be the solution providers…because there is no way one individual will have enough ideas or energy to actually provide solutions for all the risk doors…”
If organizations focus more on things like discipline and rules, leaders will be able to draw out only around 50% of an employee’s full potential. On the other hand, if the focus is on human needs, compassion, trust and love, it can be possible to get even 150% from your employees. Innovation can only happen in a firm that practices love and compassion.
Spirituality in the Organization
“If you enable feelings of spirituality in the organization, you are going to improve drastically,” says Nahla. Here, the spirituality of the individual refers to their sense of belongingness—to the organization, to the world, to the universe, as one integrated life. To achieve this, there needs to be certain critical processes in place:
In a love-compassion culture, transformational leadership involves having conversations with employees that are unhappy or feel dissatisfied. It is important to drive the message of teamwork and unity for such a culture to survive. If any negative behaviour is repeated, a more formal conversation should be undertaken to make the employee understand the repercussions of such continued action.
Advice for Young Leaders