Institute of Global Leadership & Administration

A CALL TO LEAD DIFFERENTLY
Leadership should not require self-sacrifice. Organizations must normalize conversations about mental health at the top and build systems that protect it. That means scheduling wellness into the calendar, not squeezing it in after the board meeting .The cost of ignoring executive wellness is measured not just in personal health, but in corporate performance. The strongest leaders are not the ones who grind the longest. They are the ones who stay healthy enough to lead for the long haul. Leaders lead best when they are well. It’s time we acted like it.

WHY WELLNESS PROGRAMS ARE NO LONGER OPTIONAL:
Burnout doesn’t respect job titles. When a senior leader breaks down, the ripple effect is organizational. Poor judgment, disengagement, and turnover follow.

WORK-LIFE BALANCE IS A MYTH WITHOUT SUPPORT
For senior leaders, “balance” doesn’t mean 8AM-to-5PM working hours. It means having structured space to recover, reflect, and reset. Purpose-built wellness programs — executive coaching, mental health check-ins, peer support circles, and mindfulness training — give leaders permission to prioritize their own health without stigma.

WELLNESS IS NOT A PERK: IT IS RISK MANAGEMENT
A mentally resilient executive makes clearer decisions, communicates better, and models sustainable behavior for the entire organization. Conversely, an exhausted leader sets the tone for a toxic, high-stress culture

Sexual harassment OR Mjolo gone wrong at the work place??

Come let us reason together and create a safe and dignified workplace.

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Labour costs are a serious threat to organization survival if not managed legally and strategically. Register to attend this workshop and protect your organization.
Use link below or call numbers on the flyer. It's at Holiday Inn Hotel, Harare, on 29 May 2026.

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SHOULD AI BE PART OF THE BOARDROOM AGENDA?

By Taka Svosve

“The boards that treat AI as an operational footnote are already falling behind. It is time to move the conversation to where strategy is made.”

Artificial Intelligence is no longer a technology story. It is a leadership story — and the boards that have yet to grasp that distinction are already paying a price, even if the bill has not yet arrived. Across industries, the organisations moving fastest on AI are not necessarily those with the biggest technology budgets. They are the ones whose boards have made AI a standing agenda item, assigned it strategic weight, and held management accountable for delivery. The rest are watching from the outside.

The Delegation Trap:

Far too many boards have made a well-intentioned but costly mistake: they have handed the AI conversation entirely to operations. The reasoning is understandable — AI feels technical, it sits close to process, and boards are rightly cautious about overstepping into management territory. But there is a critical difference between managing AI and governing it. When AI is left solely to the operational layer, decisions about adoption pace, investment prioritisation, risk tolerance, and ethical guardrails get made without the full picture. Momentum stalls. Competing priorities crowd it out. And by the time the issue resurfaces at board level, competitors have moved two steps ahead.
A Strategic Imperative, Not a Technical One
The questions that AI raises are fundamentally boardroom questions. What is our tolerance for disruption to existing business models? How do we protect customer trust while moving at speed? What workforce transformation will be required, and are we prepared for it? What regulatory exposure are we carrying? These are not questions that can be answered by a head of IT or a digital transformation team alone. They demand the strategic authority, cross-functional oversight, and fiduciary lens that only a board can provide.

The Cost of Delay:

In a landscape where AI capabilities are evolving on a monthly basis, the cost of institutional hesitancy is compounding. Organisations that wait for a perfect AI policy before acting will find the window for competitive advantage has closed. Boards do not need to become AI experts. They need to ask the right questions, demand credible roadmaps, and create the governance structures that allow their organisations to move with both speed and accountability. That requires AI to be on the agenda — regularly, substantively, and at the highest level.

What Good Governance Looks Like:

Leading boards are already setting the standard. They are establishing dedicated AI subcommittees, appointing directors with relevant expertise, commissioning independent AI risk assessments, and tying AI adoption milestones to executive accountability. They are not delegating strategy — they are enabling it. Every board, regardless of sector or size, should be asking: Do we have an AI policy? Do we understand the AI risks we are carrying? Are we investing at the right level? Is our organisation positioned to adapt? If the honest answer to any of these is no, the first step is simple — put it on the agenda.
AI is not the future of business. It is the present. The boards that govern it well will define the organisations that thrive. The ones that do not will spend the next decade explaining why they handed that decision to someone else.

Taka Svosve is the Executive Director of the Institute of Global leadership and Administration (igla),(Incorpotating Centre for AI & Digital Transformation – CaiDt). He is also a Strategy & Governance Consultant with keen interest in AI implementation and adoption in the workplace.
He can be contacted on +263772214117 OR [email protected]

THE EMOTIONAL LABOUR OF LEADERSHIP:
Executives absorb the stress of their teams while projecting stability outward. They mediate conflict, drive culture, and carry the emotional weight of layoffs, restructures, and missed targets. It’s exhausting to be “on” 24/7.

DEADLINES AND RESOURCE TENSION:
Quarterly reporting, compliance deadlines, and scarce budgets create a perpetual state of urgency. Leaders are expected to do more with less, while navigating complex regulatory environments that leave no room for error. The pressure is relentless.

ACCOUNTABILITY WITHOUT A SAFETY NET

While junior staff have peers to vent to, CEOs and senior leaders rarely do. They are accountable to the board, shareholders, regulators, and the public — all at once. The responsibility is personal, but the isolation is absolute.

BUT what really amounts to Sexual harassment in the workplace?