African banks are competing to capture the underserved SME market but fragile businesses weaken portfolios. Too many SMEs remain underprepared, leading to low loan uptake, high defaults, and missed opportunities. The evidence is clear: targeted non-financial support (NFS) changes this equation. By pairing financial products with practical training and coaching, banks strengthen SME capacity and unlock measurable returns. For banks, NFS is not philanthropy. It’s a proven strategy to reduce risk, grow deposits, and build lifetime value. Please fill your details below to download AMI's NFS Whitepaper

We talk a lot about leadership, strategy, execution, and high performance. But here’s what we don’t talk about enough: the invisible needs driving human behaviour at work and what happens when those needs go unmet.  In today’s environment, where employee satisfaction is tightly linked to business results, understanding and meeting those needs is a core business priority. I've been studying the Six Human Needs framework by Tony Robbins and exploring how it applies to today’s leadership scene. What I discovered shifted everything for me, and it might   shift how you lead . At first glance, Tony Robbins’ Six Human Needs framework sounds like something you'd hear at a personal development workshop. But the more I sat with it, the more I realised that this is the missing layer in so many leadership challenges. It’s not culture, performance, or toxicity, but misaligned needs ; unspoken, unmet, and completely misunderstood. The Six Human Needs  Tony Robbins identifies six core human needs  that drive all human behaviour. Every person has all six, but two usually dominate our decisions and reactions. Certainty : I need to feel safe, grounded, and secure. Variety : I need a challenge, novelty, surprise. Significance : I need to feel seen, important, and valued. Love & Connection : I need belonging and relationship. Growth : I need to learn, stretch, and evolve. Contribution : I need to matter beyond myself. These needs shape how we lead, how we follow, how we communicate, and how we shut down. And when they are unmet,  we don’t always rationally explain it; we act out. Sometimes in ways that look like underperformance, aggression, or withdrawal. But at the core, it’s about a fundamental human need not being met. The Hidden Misalignment That Kills Teams Yes, leaders and teams often have different dominant needs. And when those needs are unspoken, unconscious, or unmet, they clash. Not because people are difficult , but because   they’re trying to survive  or feel fulfilled in different ways, often without realising it. Let’s break it down with a few examples: Leader's Dominant Need Team’s Dominant Need The Clash Actionable Solution for Leaders Certainty (control, stability) Variety (innovation, challenge) Leader resists new ideas; team feels stifled. 1. Acknowledge  the idea (“I appreciate this fresh approach.”) 2. Frame  a small‑scale pilot (“Let’s test it on Project A.”) 3. Agree  on metrics & timeline (“If successful, we’ll roll out next quarter.”) Significance (results, being right) Connection (being heard, belonging) Leader focuses on performance; team feels unseen or undervalued. 1. Praise  the outcome (“Fantastic results on Q2 revenue.”) 2. Ask  about their journey (“What obstacles did you overcome?”) 3. Celebrate  team wins publicly (“I’d like you to showcase your project at the next staff meeting.”) Growth (big vision, scaling) Certainty (clear roles, job security) Leader moves fast; team feels anxious or left behind. 1. Outline  the vision in plain language (“Here’s where we’re headed.”) 2. Map  each person’s role changes (“You’ll focus on X, Y, Z.”) 3. Set  check‑in points (“Let’s review progress bi‑weekly.”) Contribution (purpose, legacy) Significance (recognition, visibility) Leader talks about mission; team says, “What about me?” 1. Connect  their work to impact (“Your analysis on Project X enabled…”) 2. Highlight  individual stories (“Jane’s insight led to a 5% cost saving.”) 3. Invite  them to share (“Would you present this at our next board meeting?”) Most people don’t have the language to name these needs. So instead of talking about the real issue , we talk around it: “This place is toxic.” “They just don’t listen.” “They’re micromanaging me.” “No one here takes initiative.” “They’re slow and lazy.” All of these are protection or protest behaviours , but underneath each is a human need not being met . A Real-World Picture Picture this: You’re a team leader or founder, driven by Growth  and Contribution . You ’re thinking about business expansion, market impact, and long-term positioning. You want the team to be adaptable, to run with things, to share your hunger. But your team is driven by Certainty  and Connection . They’re craving clarity, direction, consistency, and psychological safety. They’re unsure where the ground is, and they’re doing their best to hold things together while the environment keeps shifting. Here’s what happens: You interpret their caution as resistance. They interpret your pace as chaos. You feel unsupported while they feel unseen. And everyone walks away from the week feeling misunderstood. No one is broken or underperforming. They’re just operating from two different internal engines, leading to leadership challenges  that surface as team dysfunction. Why This Matters More Than Ever We are in a time where people are questioning everything. They are rethinking what work should feel like, whether it’s worth staying, what they’re willing to give, and at what cost. They’re reconsidering what kind of leaders they want to follow, and what kind of work environments they’re willing to be part of. As we move deeper into complex, hybrid, purpose-driven workplaces, the surface-level tools of leadership simply won’t cut it anymore. Performance dashboards won’t reveal when someone feels disconnected. Team engagement surveys won’t detect when someone’s deep need for growth is being quietly ignored. This is the soft stuff that shapes hard results. The teams that thrive in this new landscape won’t just be technically skilled, they’ll be deeply understood. The leaders who rise won’t just know how to build strategy, they’ll know how to meet human needs. They’ll know what truly drives people. Three Ways to Lead Through Human Needs 1. Know Yourself First Start with your own dominant needs. What’s running your leadership right now? Do you thrive on growth and start pushing for speed, even when your team’s not ready? Do you crave certainty and over-control your team when things get unpredictable? Do you need significance and get frustrated when you’re not acknowledged? Self-Assessment:  Think of a recent team conflict or a challenging decision you faced. What was your dominant feeling or reaction? What underlying need might you  have been trying to meet?  Understanding your own drivers is the first step in empathetic leadership. 2. Get Curious About Your Team If you don’t know, ask. And if you think you know, ask anyway. What makes them feel safe? What makes them feel valued? What makes them feel like they’re growing? Ask directly:  In one-on-one meetings or team discussions, use open-ended questions like: "What makes you feel most secure and stable in your role here?" (Certainty) "When do you feel most challenged and excited by your work?" (Variety) "What makes you feel most valued and important as part of this team?" (Significance) "What helps you feel most connected and supported by your colleagues?" (Love & Connection) "What kind of opportunities help you feel like you're learning and growing?" (Growth) "How would you like to see your work contribute to the bigger picture or to others?" (Contribution) Observe behavior:  Watch for patterns. Does a team member consistently seek new projects (Variety)? Do they thrive on public praise (Significance)? Do they prefer clear deadlines and detailed instructions (Certainty)? Have this conversation regularly. You’ll be surprised how much is beneath the surface, waiting to be named. 3. Design for Both Great leadership is the ability to hold multiple truths at once: the need for pace and the need for clarity. The desire to innovate and the importance of consistency. The push for results and the power of recognition. What does that look like in practice? It starts with designing environments where fast-moving projects are supported by clear structure. Where people aren’t left guessing, but instead know where they’re headed and how their role fits into the bigger picture. When we as leaders build an environment of trust and support, performance doesn’t need to be forced. It becomes a natural outcome. Structure for Growth & Certainty:  It starts with designing environments where fast-moving projects are   supported by clear structure.  If you have a 'Growth'-driven vision but a 'Certainty'-driven team, implement agile sprints with clear, short-term deliverables and regular check-ins, where people aren’t left guessing, but instead know where they’re headed and how their role fits into the bigger picture. Recognition for Significance & Connection:  Create a culture of diverse recognition. Public praise for those needing Significance, and private, heartfelt thanks for those valuing Connection. Regularly highlight how individual contributions tie into the team's overall success and purpose. Empowerment for Variety & Safety for Certainty:  When introducing new challenges (Variety), ensure there's a safety net or clear support system in place (Certainty) so team members feel confident to take risks. For example, "We're trying a new approach here, and it's okay to experiment. I'm here to support you through any challenges." When Leadership Meets Human Needs When leaders begin to understand and meet the deeper needs of their teams, things start to shift. Conflicts become doorways. Tension becomes insight.  This is the real work of leadership today. Not louder. Not faster. But deeper. More human. AMI’s   Leadership Development Programme  is built for leaders who want more than quick fixes. It is designed to develop winning behaviours, tools, and habits needed to   lead through complexity  and connect with teams in a way that lasts. Because leadership isn’t just about knowing what to do. It’s about becoming the kind of person others want to follow.

Esther’s journey from a small community in Rwanda to a key player in the hospitality industry is a testament to resilience and ambition. With Rwanda’s burgeoning reputation as a global travel destination, Esther dreamed of making a meaningful impact in the tourism sector—not just for herself, but for her community. However, like many aspiring professionals, she faced barriers that seemed insurmountable. In 2023, everything changed when Esther enrolled in AMI’s Thrive at Work program. This transformative initiative equips individuals with practical skills and fosters confidence, giving participants the tools to excel in their chosen fields. “The Thrive at Work program helped me discover my potential,” Esther reflects. “It was about more than just learning; it was about gaining the courage to step out of my comfort zone.” Through a dynamic mix of workshops, hands-on experiences, and personalized coaching, Esther gained critical skills in customer service, communication, and problem-solving. These competencies became the cornerstone of her professional journey. Upon completing the program, Esther secured an internship at Serena Hotel, one of Rwanda’s premier hospitality establishments. This role presented her with a whirlwind of challenges and opportunities, as she worked in a fast-paced environment serving international guests and striving to deliver exceptional service. “The internship at Serena Hotel was demanding, but it pushed me to grow,” she explains. “I learned to adapt quickly, interact with diverse guests, and uphold the highest standards of service.” This experience not only refined Esther’s abilities but also bolstered her confidence, transforming her into a well-rounded hospitality professional. Her dedication and hard work did not go unnoticed; by the end of her internship, she received a full-time job offer from Serena Hotel—a moment that validated all her efforts. “When I was offered a full-time position, it felt like everything I had worked for had come to fruition,” Esther recalls. “AMI provided the skills and confidence I needed to succeed, and now I’m proud to contribute to Rwanda’s growing tourism sector.” However, Esther’s journey does not end here. With her background in finance, she has chosen to refocus her career within the hospitality sector, leveraging her financial expertise to drive efficiency and innovation at Serena Hotel. Esther is committed to creating pathways for young professionals, encouraging them to enhance their skills and become more competitive in the job market. “I want to inspire the next generation,” she says. “By sharing my experiences and encouraging young people to develop a diverse skill set, we can strengthen our community and contribute to Rwanda’s economic growth.” Esther’s story is not just one of personal achievement; it embodies the transformative power of education and skill development. Through AMI’s Thrive at Work program, she not only secured employment but also emerged as a role model for other young professionals aspiring to thrive in Rwanda’s tourism industry. Her success highlights AMI’s mission to empower individuals across Africa with the practical tools they need to flourish in their careers. As Esther continues to inspire others, she stands as a symbol of the potential that lies within every young person willing to learn and adapt. Her journey reflects a broader movement across Rwanda. By fostering practical training and building confidence, AMI is cultivating the next generation of leaders in industries vital to Rwanda’s economic future.

Let’s be real, the second half of the year can feel like a lot. Targets are tightening, your team’s energy might be dropping, and the pressure to deliver is bigger than ever. For new or growing managers, it’s that tricky time when everything feels urgent, and the stakes are high. You’re expected to step up, steer the team, and still somehow keep it all together. Does this sound familiar? This is exactly why H2 is such a critical stretch for aspiring leaders. It’s a chance to grow, to show what you’re made of, and to build the kind of skills that make a real difference, not just for today but long-term. So how do you lead with confidence, clarity, and impact through the H2 stretch?  Here are five essential skills every aspiring leader needs to not just survive, but thrive in H2 and beyond, plus some easy, practical ways to build them into your day. 1. Emotional Intelligence (EQ): The Hidden Superpower According to AIMS , 75% of Fortune 500 companies use emotional intelligence training tools to boost leadership performance. This shows how important it is to have EQ as a leader, especially in the workplace where deadlines are tight and emotions run high, EQ is more than a buzzword, it’s a leadership survival tool. But how do you build it? Journaling : Spend 5 minutes daily reflecting on emotional triggers from your workday. Active Listening : Practice repeating back what someone says before responding. You’ll be amazed at how much better you understand and how much more you’re trusted. 2. Strategic Thinking: See the Big Picture, Solve the Right Problems Strategic thinking isn’t about long, complex plans. It’s about asking smart questions like: “What’s the bigger trend behind this issue?” “How does this challenge tie into our goals for the year?” Try this : At the end of each week, jot down one strategic insight or lesson learned. Over time, you’ll train yourself to zoom out and think long-term, a key leadership trait. Bonus tip: Pair up with a mentor for a monthly strategy chat to widen your lens. 3. Effective Communication: Say Less, Mean More Great leaders don’t just talk, they inspire action . Whether you’re addressing a team or a boardroom, your words should spark clarity, not confusion. Quick wins : Use storytelling to explain complex decisions. Customize your message for different audiences, what your COO needs to hear is different from what your frontline team needs. Replace vague requests with specific ones (e.g. “Let’s improve team collaboration” becomes “Let’s implement a weekly 15-minute team huddle”). 4. Digital Literacy: Lead with Tech Confidence From Zoom to Zoho to data dashboards, digital tools aren’t just nice-to-haves, they’re essential. And leaders don’t need to be IT experts, but they must be fluent enough to lead in a tech-driven world. Pick one tool per month to master (think: project management, AI writing tools, analytics). Ask for data in decision-making — it builds your credibility and strengthens outcomes. Encourage a “test and learn” mindset: celebrating small tech experiments fosters innovation. 5. Adaptability and Resilience H2 often brings curveballs,  shifting priorities, economic fluctuations, unexpected exits. What separates thriving leaders is how they respond. Build this muscle by : Debriefing tough moments: After a hard day/week, write down what worked, what didn’t, and what you’d do differently. Talking to mentors: A fresh perspective often unlocks new solutions. Celebrating small wins: It keeps morale high and momentum strong. Final Thought: Start Where You Are Leadership isn’t about having all the answers. It’s about growing your ability to navigate complexity, connect with people, and make decisions with integrity especially when the pressure is high. The good news is these skills are learnable. Start small, stay curious, and keep showing up. Looking to accelerate your growth?  Our leadership development programs are designed to help you apply these skills, not just learn about them. Click here for a free consultation.

Mid-level managers are usually described as the engine room of an organization,simply,  they make things work. While senior leaders define vision and strategy,  mid-level managers are tasked with the hardest job: translating that strategy into day-to-day tasks, often without the full context, resources, or even decision-making authority. A lot of managers face conflicting priorities, limited access to strategic conversations that often happens among executives, and the pressure of delivering short-term results while still aligning with long-term goals. It’s no surprise that turning strategy into action is one of the most persistent challenges for middle managers.  In fact, our recent article  notes, middle managers sit at a complex intersection of execution and influence, they are responsible for driving outcomes without always having the clarity or authority they need. Yet their role is extremely essential. They are the bridge between vision and results. So how do you, as a mid-level manager, navigate this complexity, ensuring that your daily decisions and actions consistently align with broader business objectives?   Here are some practical tips: 1. You Need to Understand the Bigger Picture You can’t implement what you don’t understand. To effectively translate strategy into action, you must first understand the company’s overall goals. This means familiarizing yourself with the organization’s mission, vision, and strategic objectives, this way even when you miss out on strategic conversations, you’re able to connect the dots back to the overall vision. But you need to ask yourself: What are the organization's key goals and objectives? What are the priorities? What are the short-term and long-term goals? How does my team's work contribute to the bigger picture? If anything is unclear, ensure you seek clarification from your superiors. Attend strategy debriefs, ask questions, and engage in discussions. The more you understand the strategy, the better equipped you'll be to communicate it to your team and align their efforts. 2. Break the Strategy into Actionable Steps Once you understand the strategy, the next step is to make it tangible for your team. This means breaking it down into bite-sized, achievable objectives that feel relevant to their day-to-day. This typically involves translating the high-level goals into specific, measurable, achievable, relevant, and time-bound (SMART) objectives. Here's how you can turn the strategy into actionable steps: Identify key initiatives:  Determine the key initiatives that your team needs to undertake to contribute to the strategic goals. Define specific objectives:  For each initiative, define specific, measurable, achievable, relevant, and time-bound (SMART) objectives. Develop action plans:  Create detailed action plans that outline the tasks, resources, timelines, and responsibilities for each objective. Assign tasks:  Assign tasks to team members based on their skills, experience, and workload. Set deadlines:  Establish clear deadlines for each task and objective. Allocate resources:  Ensure that your team has the resources they need to execute the action plans, including budget, personnel, equipment, and information. 3. Encourage Ownership & Accountability Strategy without ownership are just words and documentation. Once initiatives/objectives are set and tasks are assigned, clarify expectations and empower your team members to take initiative. Set up regular check-ins and progress reviews. Use KPIs to measure impact—not just activity. Encourage problem-solving and independent thinking. Ownership leads to engagement, and engaged teams are more likely to execute effectively. 4. Continuously Monitor and Adjust Executing strategy is not a one-time effort. Make sure to regularly assess your team’s progress and optimize as needed. This could involve: Reviewing performance metrics to identify areas for improvement. Adapting to changing market conditions or internal dynamics. Celebrating small wins to keep your team motivated. 5. Communicate, Communicate, Communicate This is one area you can shine as a middle-manager. Communicating effectively is critical for aligning your team’s efforts with broader business goals. Consistent, transparent dialogue reinforces alignment, builds trust, and keeps the  team connected to the bigger picture. Share not just the “what” but also the “why.” Highlight team contributions to larger goals. Create feedback loops so communication flows both ways. Conclusion Turning strategy into action is not a one-off task, it’s a continuous balancing act of clarity, communication, and adaptability. As a mid-level manager, your role is demanding but pivotal. By anchoring your team in the bigger picture and empowering them with the tools and context they need, you become the engine that drives strategy forward. If you’re ready to hone your skills as a manager, click here for a FREE consultation.

Nigeria’s business environment is as vibrant as it is challenging. From high inflation rates to evolving regulatory landscapes and shifting consumer behavior, leaders face a unique set of complexities.  As we move into the second half of the year, navigating this dynamic landscape not only requires technical know-how but also strategic foresight and emotional resilience.  Understanding the H2 Complexity Several factors contribute to the complexity of leading in H2, they include: Mid-Year Performance Reviews:  These can lead to increased pressure, as employees and teams are evaluated against their objectives. Leaders must manage expectations, provide constructive feedback, and motivate individuals to improve their performance. Budgetary Constraints:  Financial resources might become tighter in H2, requiring leaders to make difficult decisions about resource allocation, cost-cutting measures, and investment priorities. These shifts are heavily influenced by factors such as inflation, exchange rate volatility, and government policies. Changing Market Dynamics:  Consumer behavior, economic conditions, and competitive landscapes can shift rapidly, demanding that leaders adapt their strategies and operations. Increased Workload:  The pressure to meet year-end targets often results in a heavier workload for employees, potentially leading to burnout and decreased productivity. Strategies for Navigating Complexity and Driving Transformation 1. Embracing Strategic Agility Agility is more than just a buzzword, it’s a critical capability for leaders managing businesses in markets like Nigeria. This means being prepared to pivot quickly in response to economic shocks while maintaining a clear long-term vision. It also involves being able to rapidly allocate resources to high-impact areas as market dynamics shift and encouraging a culture of innovation and experimentation which is crucial in an economy where rapid adaptation can be the difference between survival and growth. 2. Fostering a Culture of Continuous Learning In complex environments, learning cannot be a one-time event. It must be a continuous, organization-wide process. Nigerian businesses, in particular, must stay ahead of the curve in a rapidly digitizing world. Key steps include: Investing in training programmes  that build critical thinking, problem-solving, and digital skills. Encouraging cross-functional collaboration to foster diverse perspectives, especially in multicultural workplaces. Creating safe spaces for experimentation and innovation without fear of repercussions, given the high-stakes nature of the Nigerian market. 3. Prioritize Resilience and Emotional Intelligence Leading through complexity requires more than technical skills, it demands emotional intelligence and resilience. And while this is often underrated, it is very important to be able to understand the human side of change (knowing the why’s) to be able to support your team through uncertain times. Key elements include building strong, trust-based relationships with your team leads/managers and practicing active listening and empathetic communication. 4. Leverage Data for Informed Decision-Making Data is a powerful tool for reducing uncertainty and managing complexity. Leaders must always leverage data analytics to make informed decisions, track progress, and anticipate market shifts. This includes implementing data-driven decision-making processes, using predictive analytics to identify emerging opportunities/risks and continuously refining strategies based on real-time insights to navigate fluctuating situations. 5. Develop a Long-Term Perspective While agility is essential, leaders must also keep their long-term goals in mind. This involves aligning short-term actions with the broader mission and vision of the organization. Key strategies include setting clear, measurable objectives that guide daily decision-making, regularly reviewing and adjusting long-term plans to reflect changing economic realities and building a leadership team that shares and supports the long-term vision. Leading through complexity is not easy, but it is essential for long-term success, especially in an unpredictable economy. By implementing these strategies, leaders can not only navigate the complexities of H2 but also drive transformative change that positions their organizations for long-term success. If you are interested in building a team that drives real impact through complexity, send an email to damilola@africanmanagers.com . Let’s work with you to build that dream team.

AMI has released new data highlighting key findings related to women entrepreneurs across Africa in a report titled Greenshoots for African female entrepreneurs – with a forest still to grow. Derived from thousands of enterprises participating in AMI’s practical training programmes, this AMI Impact Insight Report provides evidence that targeted business development support (BDS) is starting to close the gender revenue growth and financing gap for Africa’s women entrepreneurs. The report also highlights the outsized impact of supporting women entrepreneurs – women are significantly more likely to employ women – and provides practical recommendations for designing business support that can further close the gap and minimize the barriers that still exist for women-owned SMEs. The report highlights 3 key takeaways: Supporting women entrepreneurs generates outsized impact, especially for other women: Women create more jobs for women When women’s businesses grow, they create more opportunities for other women.Women stepped into 63% of new full-time jobs created by business owners who had participated in AMI programmes. Female entrepreneurs created the majority of these positions (58%), despite making up less than half of the AMI cohorts. Omoyemi Chukwurah, founder of clothing production and retail firm Brand & Stitch, sparked exponential job creation for women in Nigeria after taking the AMI Aspire Business Growth Programme. This includes 52 new net jobs – the majority of which went to women – alongside a 76% increase in revenue. Women upskill and train more women (including those in their supply chains) In 2022, 49% of participants in AMI’s business growth programme were female – a 4% increase from the previous year. And it’s not just themselves they’re upskilling, but their team, and extends to their supply chains too. Sarah Mwangi, owner of Sarah Nutrive Supplies, is one such female entrepreneur. Before joining the AMI programme, Sarah says she was running around doing everything in the business. ‘’I knew this was not going to be sustainable… [but now] I can delegate and, honestly, my team is doing a much better job than I did.’’ Recognising the value of upskilling her whole team, Sarah has now grown her one-person business to a multi-branch operation across Nairobi, Westlands and Rongai. Women are particularly active in one of Africa’s most critical sectors – agriculture Women dominate the agricultural labour force in Africa. If we equip women owned food systems businesses to increase revenue and access finance, we can expect outsized nutrition and food security benefits – moving us closer to an Africa that can feed itself. Entrepreneurs like Pauline Otila, owner and MD of beekeeping and honey enterprise Apiculture Venture in Kenya, have found AMI tools to be critical to advancing her company’s prospects: “ Through this programme I must say I have been empowered in terms of resources to run my business and exposure to be able to look at things differently as an entrepreneur. I’ve now learnt the importance of being up to date with my finances. In case I go looking for an investor or if I want to sell my business I can easily go for it because all our financial records are in place.” 2. To close the growth and financing gender gap, we need targeted BDS designed for ‘women first’. To do this we are: Getting data and evidence Starting at recruitment Making access easy Offering flexibility Building networks and Going beyond building businesses directly to building an ecosystem 3. Business support tailored for women is starting to work: our data shows greenshoots on business growth and financing for W-SMEs While fewer women-owned SMEs report revenue growth than men, and a lower median revenue is reported, the gender gap for entrepreneurs is closing, with 52% of women reporting revenue growth in 2022 versus 58% of men. The gap in access to finance is narrowing, although there’s still a lot to do to address the huge disparity in ticket size. In 2022, 39% of women-owned SMEs supported by AMI accessed finance, compared to 40% of men. Women also seem to access finance more successfully in regions where we have offered targeted investment readiness support– notably West and South Africa – AMI’s female graduates report accessing finance at higher rates than men, when measured in percentage terms rather than dollar terms – though sample sizes were smaller in these geographies The AMI approach We’re rallying for a BDS approach that mainstreams gender. And unapologetically so: our work is grounded in data, and the numbers tell us that supporting women in Africa to grow and strengthen their businesses will reap benefits for the entire continent. Across our 10+ years working with thousands of businesses across the continent, we’ve sought to continuously expand our data collection and analysis capacity – translating to more informed BDS decisions. This has led to the robust services we now offer, such as our innovative ‘train-the-trainer’ model, and specific modules tailored for women entrepreneurs. These have expanded our network and increased the accessibility of critical business tools to women nationwide. Now, we’re poised to lead sector-wide change. Are you championing gender-driven initiatives to support SMEs and leaders in the continent? Our AMI team across Africa is ready to help you to scale your support and impact. Let’s champion women and transform the continent together. Andrea Wariner  – Managing Director, AMI Impact - andrea@africanmanagers.com Patricia Maina – Lead Partnerships & Gender patricia@africanmanagers.com Brenda Wandera – Lead Partnerships – Food Systems brenda@africanmanagers.com Naomi Kirungu – Lead Partnerships – SME  naomi@africanmanagers.com Theo Mabaso – Country Lead – South Africa theo@africanmanagers.com Sheila Ojei – Country Lead – Nigeria sheila@africanmanagers.com Mahlet Mekonnen – Country Lead – Ethiopia mahlet@africanmanagers.com Alvin Katto – Country Lead – Uganda alvin@africanmanagers.com

If you’ve ever been a middle manager or worked closely with one, you’ll know this to be true: middle managers do the hardest job in an organisation. They sit in the squeeze zone, caught between the strategic, high-level thinking of senior leaders and the unpredictable, often messy reality of the frontline. They’re the translators, the glue, the shield, and the spark all at once. And most of the time, they’re doing this without enough training, recognition, or support. That’s why we’ve created a free Manager’s Capability Checklist  to help you assess whether your middle managers have the right skills, mindsets, and support to thrive. A recent survey  conducted by The Predictive Index and HR Dive's studioID found that 70% of middle managers would be willing to give up their managerial roles to become individual contributors if they could keep their current salaries. Let’s talk about what makes this role so challenging and critical, and what it really takes to lead from the middle. People Don’t Want to be Managed, They Want to be Led Here’s the uncomfortable truth: people don’t want to be managed. They want to be led. You can manage a project. A budget. A set of OKRs. But people? That’s a different ball game. People want inspiration. Clarity. They want to feel like their work matters, that they’re growing, that someone sees and values them. And yet, in so many organisations, someone excels at their technical role, maybe they’re a brilliant engineer, a sharp analyst, a natural salesperson, and what happens? They get promoted. Suddenly, they’re a manager, but no one has taught them how to lead. It’s like taking your star striker and telling them they’re coaching the team now. Same field. Totally different skillset. That’s why we created the  Changing Gears programme  at the African Management Institute (AMI). It’s designed for exactly this transition, from individual contributor to first-time manager. We help new managers build the habits, mindsets, and confidence needed to lead people well, right from the start. Because leadership isn’t a personality trait, it’s a skill. And like any skill, it can and must be learned. Middle Managers Need More Than a Promotion Middle managers live in the grey zone. Senior leaders set the strategy. Frontline teams face the customers, the production lines, and the operational fires. And in the middle? That’s where translation, negotiation, and execution happen. Middle managers are the ones who: Turn broad vision into concrete action plans Handle the push and pull of what’s possible versus what’s expected Keep morale up while driving performance Build culture on the ground Advocate upward, while holding the line downward They deal with complexity, ambiguity, and pressure from every direction. And yet, they’re often the least equipped, the least supported, and the least recognised. This is the gap AMI’s Management Development Programme (MDP)  was designed to fill. Built for experienced managers, the MDP offers tools for leading through uncertainty, managing up and down, and building teams that thrive . It’s practical, contextual, and battle-tested in workplaces across Africa. Leadership vs. Management Let’s clear something up. Management is about process. Control. Outputs. Leadership is about people. Influence. Growth. You can’t manage your way to a high-performing team; you have to lead them there. Great middle managers are fluent in both. They manage complexity, yes. But they lead with clarity and compassion. They understand that leadership isn’t about power, it’s about purpose. The best leaders don’t see themselves as the smartest person in the room. They see themselves as facilitators. Enablers. Builders of other people’s potential. That takes humility. And humility is often misunderstood. It’s not weakness. It’s not being unsure of yourself. It’s having the confidence to say, “I don’t know,” or “I need help,” or “You were right.” It’s being willing to grow in public. Think of the best leaders you’ve worked with. Chances are, they didn’t always have the right answers. But they asked the right questions. They listened deeply. They gave credit. They stayed curious. They didn’t try to be heroes. They were guides. That’s the tightrope walk middle managers do every day. And when they do it well, it changes everything. How Can Middle Managers Lead Better? In order to be their best, middle managers need plenty of support and empowerment, and research points to a few ways to make that happen. From building trust to breaking down hierarchies, here are five practical ways to lead more effectively from the middle. You can also use our Free Manager's Capability Checklist  to pinpoint strengths and growth areas in your team. 1. Build Psychological Safety, Or Nothing Else Works You can have the smartest strategy in the room. But if your team doesn’t feel safe, it won’t matter. Psychological safety is the foundation of any high-performing team. It’s what lets people: Speak up with ideas Admit mistakes Challenge assumptions Ask for help All without fear of judgment, punishment, or being ignored. As a middle manager, you set the tone. If you show vulnerability, such as owning a misstep, admitting “I don’t know,” and giving credit freely, your team will follow. And here’s the twist: it doesn’t make you look weak. It makes you trustworthy. People don’t expect perfection. They expect honesty. Humanity. And when they get that, they give you their best. 2. Ask Better Questions You don’t need all the answers. You need better questions. Effective managers know how to create space for thinking and dialogue. They ask things like: “What’s getting in your way?” “What do you need from me right now?” “If we weren’t afraid to fail, what would we try?” The goal isn’t to jump in with fixes; it’s to open up conversation and help your team reflect, grow, and problem-solve. Simon Sinek puts it simply, “I don’t expect my team to bring the right answers. I expect them to bring thoughtful ones.” That’s leadership. 3. Get a Leadership Buddy One of the most underrated growth tools? A leadership buddy. Someone you can talk to after a tough meeting. Someone who helps you reflect, keeps you grounded, and holds up a mirror to your growth. At AMI, we embed buddy systems into our programmes  because we’ve seen it work. Leaders grow faster when they’re not alone. You need someone who gets it. Someone you can message with, “That didn’t land. What could I have done differently?” Leadership isn’t a solo act. 4. Break the Hierarchy Middle managers often have to walk a fine line leading a team while also reporting upward. But here’s the key: to lead well, you need to make space for challenge, not just compliance. That means: Sharing your own learning journey Asking for feedback and thanking people for it Admitting what you don’t know Celebrating mistakes that lead to growth “My 360 feedback ratings have increased when we conduct feedback sessions with my team. I have been able to introduce better motivation and incentive schemes in my business unit as a result of getting input from my team members, which has had a direct impact on our overall performance.” - Carrington Otiebo, Online Sales Director When you break the hierarchy, you open the door to true collaboration. You build a culture where people think independently, speak honestly, and innovate freely. Because if your team is afraid of you, they won’t challenge you. And if they won’t challenge you, your strategy stays shallow. 5. Treat Leadership Like a Craft You wouldn’t expect someone to master a musical instrument without lessons, feedback, and practice. Leadership is no different. It’s complex, emotional, often invisible, and always evolving. But it’s also one of the most meaningful things you’ll ever do. So if you’re in the thick of it, leading, translating, juggling, know this: your role matters more than you know. And you don’t have to figure it all out alone. How Middle Managers Can Lead Teams Effectively from the Middle Conclusion Middle management isn’t a stepping stone. It’s a craft in its own right, one that shapes culture, drives execution, and unlocks potential across your organisation. But it’s also one of the most demanding roles in business today. Managers can’t thrive on pressure alone. They need support. Practical tools. A space to grow. That’s why we built AMI’s workplace learning programmes for the leaders in the middle who are doing the heavy lifting, and deserve better scaffolding to do it well. If you're ready to empower your managers to lead with confidence, clarity, and impact, let’s talk. Ready to support your managers? Download the free Manager's Capability Checklist  to assess whether your managers are equipped to lead, and discover practical next steps for growth. Please fill your details below to access the AMI Manager's Checklist Tool for FREE

To grow or not to grow is a key question facing founders once their business is off the ground. Noah (not his real name), a very enthusiastic and clearly effective entrepreneur in Kenya, just loves to sell. He wakes up fully energized by the idea of getting out there and offering customers great deals. He is enterprising and keeps three different little businesses going. Balancing Growth and Focus The decision to grow or not to grow is a complex one for founders. Growth can provide access to better supplier rates and resources, but it also increases vulnerability to staff turnover and competition.  Noah has great plans to employ staff, grow a franchise network, and expand. The danger, of course, is that as he grows he will have to spend more and more time recruiting and managing staff, installing systems to prevent them from defrauding him, and looking after the growing burden of administration and regulation. This could leave him with no time to indulge his passion to sell. So either he has to be very smart in delegating all that other stuff to people he trusts and can train, or give up the ambition to grow and rather just enjoy life selling on his own. But being small is limiting. Noah needs capital to secure his suppliers at favourable rates. Small companies are more vulnerable to losing key staff. Noah may invest time in training a bright young recruit with a view to then being able to spend his own time interacting with clients, only to have this person gratefully leave to launch his own competing business, taking his customers with him.  Keeping ahead of the competition that will follow any success can require further investment, especially in talent.  The Risk of Scaling Too Fast If Noah’s company does reach medium size and he wants to grow further, he may find himself subject to conflicting incentives. Investors are incentivized to generate the highest return possible from their portfolio. If one of their companies can hit unicorn status, that covers several who fail on the way. So they may incentivize founders to aim for reckless growth.  Founders are then faced with accepting this risk to attract the capital, or resisting the lure of fabulous returns in order to protect their prized creation and more modest livelihood. Employees will almost certainly be on the side of less risk, to preserve their jobs. So founders looking for ambitious growth without too much risk should be very careful to find investors who share their values and their view on long-term sustainability. It may be worth settling for a lower valuation to avoid unreasonable ambition killing the business. The Management Challenge The implications for the founder’s management team are both exciting and daunting. Significant growth also brings a need for new managerial skills . The excellence that brought them so far may not be enough to take them further. The bigger company will require a wider perspective on business strategy and the ability to identify and install systems and processes. To avoid spans of control becoming unmanageable, some managers may have to let go of pet functions. Managers of teams may become managers of managers, with this significant shift from supervising people to coaching managers on how to supervise teams. The higher one goes in a company and the more formal power one has, the more it requires new skills of influence, collaboration, and subtle positioning that may be alien to a very effective supervisor. Does Noah have the breadth of vision and cognitive skill to handle the increasing complexity? And he will need humility to keep learning. Lifestyle Implications The decision to grow a business also has personal implications. Noah must consider whether his family is prepared to face the increased pressure and time demands. Choosing growth requires courage, he must be willing to learn and adapt to new challenges. It’s not quite an iambic pentameter, but to misquote Shakespeare: To grow, or not to grow: that is the question: Whether ’tis nobler in the mind to suffer the slings and arrows of attracting outrageous fortunes; or avoiding that risky sea of troubles, by modest ambition enjoy a life of comfort? Jonathan Cook, a counselling psychologist, chairs the African Management Institute. This is adapted from a column for Business Day, originally published on 12th November 2024 here. If you’d like to read previous columns in this series or ask Jonathan a question please visit www.africanmanagers.com/jonathan-cook Please fill your details below to access the AMI Manager's Checklist Tool for FREE

Image from the Aspire Program Video In every corner of the African continent, entrepreneurs are hustling. They are building, selling, negotiating, and solving real problems. But beyond the hustle lies a quieter challenge: how do we move from survival to strategy? From working in the business to working on the business? For too long, many small and medium-sized businesses (SMEs) have relied on instinct and grit alone. And while those qualities are critical, sustainable growth requires more. It requires structure. Systems. Strategy. That’s where programmes like the Aspire Business Growth Programme , powered by the African Management Institute (AMI) and Stanford Seed, come in. Aspire is built for ambitious African entrepreneurs who are ready to scale their businesses with intentionality and impact. Aspire Business Growth Programme by AMI and Stanford Seed Why Strategy Matters Now More Than Ever In today’s fast-changing world, strategy is no longer optional — it’s a lifeline for growth. Yet, many entrepreneurs have never had the chance to step back, take stock, and learn how to create scalable systems. That’s not their fault, it’s a gap in the ecosystem. The Aspire Programme fills that gap. Over the course of six months, founders are introduced to practical, actionable tools that can transform their operations, improve financial management, strengthen their teams, and clarify their customer value proposition. And the impact is real: “AMI has created an opportunity for new partnerships. With the growth realized in this quarter, we partnered with KaribuWellness, delivered counseling services to a client in Lesotho, and led other group coaching sessions. The impact for us — collaborative growth.” — Lindiwe Msiza, Transform Leadership Consulting From Firefighting to Focus A typical week for a founder often involves putting out fires: cash flow issues, staff turnover, or chasing down suppliers. Aspire introduces a shift. Instead of reacting, founders start planning. They set clear growth goals. They learn how to build performance dashboards. They explore proven business models tailored to African contexts. “I have attended programs at Harvard, Columbia Business School, and MIT Sloan School of Management. To say that the Aspire program is most eventful and practically enriching is an understatement! We owe AMI and Stanford a lot.” — Dankishiya Saleh Hadi, CEO, Dankish & Associates Ltd., Nigeria Dankishiya Saleh Hadi, CEO, Dankish & Associates Ltd., Nigeria Learning with a Community What makes Aspire unique is not just the curriculum but the community. Entrepreneurs learn alongside peers from across Africa. They exchange insights, support each other, and build networks that last beyond the programme. Learning in community reminds us that we’re not alone in our challenges and that collective wisdom accelerates growth. The Results Speak for Themselves “We sparked exponential job creation for women in Nigeria after the AMI Aspire Business Growth Programme. That included 52 new net jobs — the majority of which went to women — alongside a 76% increase in revenue.” — Omoyemi Chukwura, CEO of Seams and Stitches Limited, Nigeria Omoyemi Chukwura, CEO of Seams and Stitches Limited, Nigeria “Please don’t take these tools for granted. These are powerful tools, I treat them as gold. The programme made me mindful of the power of storytelling and how we can craft and utilize our stories to secure investment and funding opportunities. — Jackie May, Founder of Twyg, South Africa Jackie May, Founder of Twyg, South Africa These are not isolated stories — Alumni of the Aspire Programme have gone on to expand into new regions, double their revenues, attract investments, and, most importantly, lead with confidence. Confidence in their strategy, their systems, and their leadership. Proven impact from Aspire entrepreneurs Final Thoughts If you’re an African entrepreneur who has built something real and you know it’s time to take it to the next level, consider Aspire. Growth doesn’t happen by accident. It’s intentional. It’s strategic. And with the right support, it’s absolutely possible. Applications are now open for the June 2025 Admission Class  of the Aspire Business Growth Programme . Apply here  (limited seats available!) See the programme brochure  to learn more Let’s move beyond the hustle. Let’s scale with strategy. Disclaimer: This blog was originally published on   Medium  by Chialuka Anele  on April 25, 2025, under the title "Move Beyond Hustle: How Aspire Entrepreneurs Are Scaling with Strategy" . All rights remain with the original author and publishing platform. We are resharing it here to amplify the stories and insights of Aspire Programme participants across Africa.

At a recent event, I found myself in deep conversation with fellow ecosystem leaders. Many of them spoke about the importance of writing on topics they are passionate about, believing that strong voices can drive meaningful change across Africa. Their commitment to amplifying ideas that lead to action resonated deeply with me.  In my work supporting entrepreneurs and innovators in Ethiopia over the past 15 years, I’ve seen firsthand how young people solve real problems with nothing but ingenuity and scraps of material—fixing machines, building devices, and finding creative solutions to everyday challenges. Yet too often, these ideas disappear before they have a chance to thrive. That realization brought me back to a challenge I’ve encountered time and again: How do we bridge the gap between raw talent and real opportunity? African Innovation at the Grassroots Level Innovation doesn’t always start in gleaming research labs or high-tech incubators. More often, it takes root in the quiet corners of our homes, where young minds tinker with makeshift materials to solve real-world problems. This is a story that plays out across Africa every day. Across the continent, young people are repurposing scraps of metal and discarded electronics to craft solutions for everyday challenges. The spirit of invention is alive, but the question remains: where do these ideas go? The Missing Links: Why Ideas Fade Away Some of the most brilliant innovations are born from necessity, such as a young boy repairing his mother’s broken stove with salvaged parts or a girl transforming discarded plastic bottles into a water filtration system to provide her family with clean drinking water. These are not isolated stories; they are woven into the fabric of African ingenuity. Yet, too often, these ideas never make it beyond the backyard or village workshop. The challenge isn’t a lack of creativity or drive, it’s the absence of the right ecosystem of local support. How many game-changing inventions have been lost, not because of a lack of vision, but because the tools to nurture them weren’t available? How many young innovators have watched their dreams fade due to a lack of mentorship, funding, or access to the right training programmes? Africa is a continent of immense diversity and opportunity, with 54 nations, each presenting unique challenges and ecosystems. Innovation hubs like Kenya’s Silicon Savannah, Nigeria’s Lagos, and South Africa’s Cape Town are making strides in supporting startups. However, grassroots innovators often remain disconnected from these ecosystems, leaving immense potential untapped. This is where a stronger bridge between talent and structured support is essential , one that turns local ingenuity into scalable industry solutions.  The ManuTech Industry as Africa's Economic Driver The need for action is urgent. According to the African Development Bank (AFDB), Africa's contribution to global manufacturing stands at just 1.9% , leaving the continent at the bottom of the global value chain. AFDB also reports that between 2011 and 2013, manufactured goods accounted for 62% of imports, while only 18.5% of exports came from the manufacturing sector. AI-driven innovation globally could widen the gap for African manufacturing on the global stage. This imbalance highlights why we must accelerate industrialization through the support of technology and innovation. Simply exporting raw materials leaves Africa vulnerable—no nation has thrived without adding value to what it produces. Supporting ManuTech startups and tech-enabled entrepreneurs isn’t just a nice-to-have; it’s an economic necessity. Encouraging trends are emerging. Over the past five years, Africa’s startup ecosystem has grown at six times the global average. Governments are implementing pro-startup policies, and continental frameworks like the AfCFTA and AU Startup Fund are in place. But despite these efforts, Africa still punches below its weight in the global race for technological advancement, holding just 0.2% of global startup value. The missing piece is an intentional, ecosystem-focused investment. A whole ecosystem approach must consider what is needed for innovation to thrive from the grassroots, through the globally competitive scale-up and needs policy shifts to really thrive. We must be inclusive at the grassroots, ensuring that young innovators outside major cities also benefit from structured incubation, funding, and mentorship. This creates a broader pipeline of talent. We must ensure that university and technical college-based innovators get the support they need to commercialise ideas. We must nurture the best ideas in hubs, building global connections for local innovators. Policy must support growing businesses to thrive. And we must co-ordinate between every one of these levels intentionally, to build thriving local innovation clusters. The UNDP timbuktoo ManuTech Hub Initiative One initiative stepping up to address this gap is the timbuktoo Manufacturing Tech Hub , a key part of UNDP’s  broader effort to position Africa as a global leader in technology and innovation. Based in Addis Ababa, Ethiopia, this hub is designed to incubate and scale the most promising African startups in the manufacturing sector. It provides startups with access to cutting-edge maker spaces, expert mentorship, co-working facilities, and potential funding opportunities. Powerfully, the Hub does not operate in a vacuum but integrates with UNDP-led youth entrepreneurship initiatives and policy innovation. The timbuktoo ManuTech hub will bring together 120 Pan-African startups to access bootcamps, incubation, acceleration, and potential seed funding. It provides support for early-stage ideas, and those ready for scale, by offering targeted support based on the business stage. This initiative recognizes that African entrepreneurs don’t always have the same financial or institutional support as their counterparts in other global innovation hubs, but by building an ecosystem that nurtures raw talent from the ground up and brokers the critical connections these businesses need, we can unlock transformative potential. Building Sustainable Innovation Infrastructure So, where do we begin? Schools, universities, and community centers should be the breeding grounds for problem-solvers. But beyond that, we must cultivate a culture where young innovators know there is a clear path from idea to impact. This means: Network building where innovators can learn from industry leaders, finance providers, and technical and business experts. Early-stage incubation programs that nurture ideas from their infancy. Accessible funding to ensure that financial constraints don’t stifle innovation. Mentorship and training from experienced entrepreneurs who can guide young innovators. Safe spaces to experiment, fail, learn, and try again, because failure is often the first step toward breakthrough success. Africa has the potential to be a global leader in innovation, but only if we create the right conditions for success. The next world-changing invention might already exist in a backyard workshop, waiting for the opportunity to flourish. Now is the time to turn local ingenuity into global impact.  Want to learn more about AMI Ethiopia’s work in the ManuTech industry - our localized approach, capacity-building efforts, and support for ManuTech entrepreneurs? Get in touch with us at mahlet@africanmanagers.com

Leaders of SGBs (and the intermediaries that support them) are busy people. They’re usually  trying to raise capital, hire a great team, deliver impact and hit KPIs. Many end up delaying the important but challenging work of developing people, thinking it’s something for mature businesses. Some have been burned by ineffective and old-fashioned training workshops and think ‘training’ is a waste of time. Yet talent-forward companies are starting to see a clear business case for investing learning or coaching early. It’s impacting employee engagement, productivity, and ultimately helping to drive business growth.  But what kind of models are working in our region? How does global best practice apply here – if at all? And what is the RoI of developing people in East Africa? Join us alongside the Aspen Network of Development Entrepreneurs and Creative Metier for a fun quiz and discussion on new approaches to empower your teams and develop your people! This workshop will use a quiz format to generate discussion around effective strategies for developing people, with a focus on SGBs and the intermediaries that support them. We’ll look at how workplace learning is shifting globally, and what that means for our markets. And we’ll take a deep dive into two models that are generating real impact and RoI for SGBs in East Africa, focusing on concrete data and company testimonials. Agenda 7:30 am: Welcome coffee and networking 8:00 am: Introductions 8:10 am: ANDE Intro 8:15 am: Quiz and discussion around best practice in developing people – workplace learning, coaching and other models 9:00 am: What’s delivering RoI for SGBs in East Africa (1) – a new approach to learning:  How AMI’s blended learning model is driving productivity and employee engagement 9:20 am: What’s delivering RoI for SGBs in East Africa (2) –  a coaching model for East Africa How Creative Metier’s work with small and growing Nairobi businesses enables growth and resilience 9:40 am: Questions, discussions, and wrap-up Logistics When: Wednesday 18th July, 2018 From: 7:30 am to 10:00 am Where: Map this event » African Management Initiative