In the 2nd part of this exclusive interview, MTN Uganda CEO, Sylvia Mulinge, provides insights into her leadership style and the telecom industry in Uganda. With a focus on people, values, and the country's potential, Mulinge offers a glimpse into her vision for MTN in Uganda.
NP: What is your leadership style, and has the Ugandan environment changed it in any way?
Mulinge: First and foremost, I always hire people who are smarter than me. If I have to part ways with someone, it's often because I believe they're not reaching their full potential. One of the primary reasons I may not work with someone is if our value systems aren't aligned. Relationships are crucial, and shared values are the glue that binds a team. Being intelligent is important, but if your values don't align with the organization's goals, it can lead to a toxic environment.
I place a strong belief in people, and when we gather around the table in our executive meetings, I'm surrounded by individuals who are more intelligent than me. Our CMO, the sales team, the finance department, the technology experts – they're all smarter than me. My role as a leader is to create an environment where I can harness each individual's talents and use them to achieve a collective goal that elevates the entire organization. This approach ensures that everyone feels like they are a part of the organization and they take ownership of their key performance indicators (KPIs) without needing constant reminders. This approach has been effective for me in terms of managing people.
However, there's a fine balance to maintain because being viewed as a people leader can sometimes be misconstrued as being soft or incapable of making tough decisions. In the boardroom, I play a role in managing the diversity of thought. Our executives often have strongly held opinions, and it's my responsibility to bring them to a common ground, even if it means disagreements along the way. As a leader, I continuously challenge myself to ensure that our smart leaders function as a cohesive team. Teamwork involves conceding one's views for the greater good, sometimes admitting when I'm wrong, and often listening more than speaking. I might not be perfect, and I might get emotional at times, but my role is to orchestrate, much like a conductor of an orchestra.
NP: What are some of the tough decisions you've made in the past year regarding your team, and what were the outcomes?
Mulinge: The most challenging decisions I make often revolve around people. People are our greatest assets and also our greatest opportunity for success or failure. Trusting my team to perform their roles is fundamental. If someone isn't meeting their expectations, I'm always inclined to give them a second chance and mentor them. But when it becomes clear that someone is not pulling their weight, and others are carrying the burden, I must make the tough decision to let them go. Decisions about people are always the most difficult for me.
For example, in a recent meeting, we discussed operational expenditure (OPEX). I stressed that the last cost we should consider cutting is related to our people. Even in challenging economic times, I advocate against reducing staff as a cost-cutting measure. I believe that we can create a leaner, more agile, and more efficient organization without sacrificing our valuable team members.
NP: How do you balance the demands of your role with parenting, leisure, and personal development?
Mulinge: Balancing the demands of my role with parenting, leisure, and personal development is not about achieving a perfect 50-50 split. Instead, I aim for integration. I have two children, Jason and Jasmine, aged 17 and 14, respectively, who are mainly in boarding school. We mainly meet during half-terms and holidays. I've identified the essential aspects of my life, such as my faith, family, fitness, and creating impact. These are my priorities, and I set boundaries around them.
For instance, I've integrated fitness into my work life by addressing the lack of a gym for our staff. We initiated the "Move with Exco" program, encouraging our leaders to share their passions, like golf, tennis, aerobics, and CrossFit, with our staff. We've created a culture of working out together.
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When it comes to my children, I involve them in my schedule and discuss our major highlights of the day. They may not fully understand my work-related activities, but they understand what brings happiness or stress to my life. Similarly, I integrate into their lives and create a mutual understanding. I ensure I'm there for the essential moments in their lives, even if I can't be present every time.
Balancing, for me, means integrating work and personal life and allocating time based on my priorities. Work is an integral part of fulfilling my purpose. My key principle is to be present for the significant moments in my children's lives, and I ask them to define those moments. This approach allows me to find balance by ensuring my work contributes to my purpose without neglecting the things that matter most to me.
NP: What’s your perspective on the telecom industry in Uganda? What dynamics concern or excite you?
Mulinge: In Uganda, several dynamics excite me. First, the demographic is a significant factor. With 70% of the population being youth, there is ample opportunity to grow our long-term market share by appealing to them early. Ensuring that young people choose MTN from an early age allows us to foster long-term relationships and mutual value.
The macroeconomic conditions in Uganda are also encouraging. The stability in exchange rates and inflation, thanks to effective monetary and fiscal policies, sets Uganda apart from other East African countries. Investors are showing keen interest in Uganda due to its stable conditions and promising future, even when compared to larger economies in the region.
The people of Uganda are another source of excitement. The country's positive fertility rates, exuberance, and more advanced Internet penetration offer immense potential. When you combine these factors with the government's focus on digitization, there is a vast opportunity for growth using technology.
My primary responsibility is to make MTN relatable to the people of Uganda, to ensure that we are approachable and an integral part of their daily lives. As a leader, I believe that the personality of an organization reflects the personality of its leadership. If MTN becomes a subconscious choice for every Ugandan, a brand they interact with positively throughout the day, I would consider my mission accomplished.
