Africa can develop a large resource of talented leaders

By Lisa Ivers*

Several promising areas of business opportunity are opening up for Africa, arising from the energy transition, the development of internal trade networks, and rapid developments in technology and AI. However, any company or country trying to position itself competitively in Africa’s economic landscape faces specific challenges in securing the right leadership.

Leadership needs to be nurtured, by broadening the talent pool, seeking out and developing specific managerial skills, including more women, and halting the continent’s brain drain.

Strengthening management

When addressing organizational change, African businesses often encounter specific challenges:

1. Limited Mid-Management and Executive Talent Pool: There is a notable scarcity of mid-management and executive-level professionals. This limited pool leads to significant churn and intense competition among companies vying for a small number of qualified individuals. Such a situation is not conducive to stable organizational growth or change.

2. Expansion of Middle Management: The need for a broader base of middle management is acute. Addressing this requires a two-pronged approach: enhancing educational opportunities to cultivate a larger pool of qualified professionals and implementing effective retention strategies to keep this talent within the organization and the continent.

3. Gender Diversity: Increasing the representation of women in leadership and managerial roles is crucial. Diverse perspectives, especially gender diversity, are essential for robust decision-making and effective change management. Encouraging more women to take up leadership roles would not only enrich the talent pool but also lead to more inclusive and dynamic organizational change.

Promoting female leaders

While there have been strides in promoting female leadership in Africa, the pace of progress remains slower than it should be. The situation varies across regions: Sub-Saharan Africa shows average progress, but North Africa, as evidenced by the low numbers of women CEOs/CXOs, lags significantly behind.

The challenge is not confined to leadership positions. It is a systemic issue, starting from the very foundations — education, access to employment, and opportunities for promotion. At each stage of this professional pipeline, too many women are lost, resulting in a scarce pool of female leaders.

To address this, several steps are necessary:

1. More Role Models: The presence of more female role models in leadership positions can inspire and encourage other women to pursue similar paths.

2. Affirmative Action: Proactive measures are needed to ensure women have equal opportunities to rise through the ranks. This includes policies and practices that actively promote gender diversity in leadership roles.

3. Support from Male Leaders: Male leaders have a crucial role in fostering an environment that supports and encourages female leadership. Their active involvement can pave the way for more inclusive workplaces.

Bringing more women into the workforce, and particularly into leadership roles, is not just a matter of equality — it's a growth opportunity. Increasing female participation can drive more robust and qualitative growth across sectors.

Halting the brain drain

The brain drain is a significant issue for Africa, exacerbated by the continent's talent scarcity. Losing homegrown talents, as well as Africans educated abroad who choose not to return, is a loss that Africa, more than any other region, can ill-afford.

To counter this trend, the focus should be on creating attractive, high-value opportunities within Africa itself. This strategy aims to diminish the allure of moving abroad for better prospects. Governments can play a crucial role in this regard by implementing frameworks that enhance the attractiveness of local employment for national talents. This could include, for example, tax incentives specifically tailored to retain skilled individuals.

A prime illustration of this approach is BCG's initiative with the Digital Hub in Casablanca. By offering competitive compensation, ongoing learning opportunities, and clear career progression paths, we not only retain talent but also contribute meaningfully to Morocco's development. Such initiatives demonstrate how creating a conducive environment for professional growth within Africa can help mitigate brain drain and transform the continent into a hub for global talent.

Africa’s future leaders will need certain attributes

An African business leader will need to be a versatile individual with certain specific areas of strength:

1. Complex Thinking: Future leaders must be adept at navigating complex scenarios and possess the ability to think critically and strategically. This skill is crucial for understanding and managing the intricate web of challenges and opportunities that characterize the global and African landscapes.

2. Multi-Stakeholder Management: The ability to effectively manage and engage with a diverse range of stakeholders is essential. Leaders must be skilled in balancing varied interests, perspectives, and needs, fostering collaboration and consensus among different groups.

3. Inclusiveness: Embracing inclusiveness in decision-making and leadership styles is imperative. Future leaders need to ensure that diverse voices are heard and considered, promoting an environment where different viewpoints are valued and contribute to broader perspectives and solutions.

4. Thinking across Different Time Horizons: Leaders should be capable of thinking both in the short and long term. This approach helps avoid the "tragedy of the horizons" — a focus on immediate gains at the expense of long-term sustainability. Balancing immediate needs with future implications is key.

5. Integrity: Above all, integrity remains a non-negotiable attribute. Ethical leadership, transparency, and honesty are foundational in building trust, credibility, and a lasting positive impact.

Stronger leaders will help Africa to realise its potential

In theory, Africa possesses the essential ingredients for substantial growth: a large, young, and increasingly ambitious population, and a wealth of natural resources.

Despite these advantages, numerous countries have found it challenging to convert this potential into consistent, tangible growth. Obstacles such as daunting macroeconomic landscapes, political instability, and weak governance structures have impeded many nations from realizing their full growth potential.

Leadership is essential, both in the public and private sectors. Identifying and strengthening leadership potential will help to create more resilient, adaptable, and forward-thinking businesses and economies.

*Lisa Ivers is Africa System Leader, Boston Consulting Group