Latest news with #teamMembers
Zawya
2 days ago
- Business
- Zawya
Africa's hospitality growth: Empowering the next generation of leaders
Africa's hospitality industry is undergoing rapid expansion with more than 100,000 rooms currently under construction – that is a 13% increase from last year, according to W Hospitality's 2025 Africa development report. This growth is fuelled by a rising middle class, a young population, and a desire to travel and prioritise experiences over consumer goods – placing hospitality at the centre of the continent's development. Hilton is proud to be leading this charge. Since opening our first hotel in Africa more than 60 years ago, we have steadily expanded our presence and introduced more of our award-winning brands to meet evolving guest needs. Today, with 63 trading hotels and plans to more than double our presence, our commitment to the continent is unwavering. And at the heart of this growth are our team members – the driving force behind our success and the very heartbeat of our hospitality. According to the World Travel and Tourism Council (WTTC), the travel and tourism sector supported a total of 357 million jobs globally in 2024 – that is about 1 in every 10 jobs. At Hilton, we believe travel and tourism is a powerful engine of opportunity for all. With 13,000 team members across Africa, we remain steadfast in our commitment to spreading the light and warmth of hospitality to our guests and in the communities we serve. Guided by Conrad Hilton's belief that travel should be a force for good, we're helping shape the future of hospitality by investing in people, creating opportunities, and strengthening the communities where we live, work, and travel. One of the most exciting initiatives we're supporting is the Future Leaders Challenge (FLC) – a programme that brings together students, educators, and industry professionals to foster innovation and collaboration in hospitality. Following successful multi-year editions in Morocco and South Africa, with over 330 future leaders completing the programme, the challenge has now launched in Kenya, expanding its reach into East Africa. But our commitment goes beyond traditional hospitality roles. It extends into the broader social and economic fabric of the communities where we operate. In Nigeria, we're unlocking entrepreneurial potential. Long-standing partnerships with Ace Charity and the National Youth Service Corps have empowered over 50 women entrepreneurs to build successful enterprises and supported more than 400 young professionals – several of whom now hold leadership roles at Hilton. In addition, last year, the Wavecrest College of Hospitality was named a Hilton Global Foundation grantee, providing young girls technical and vocational training for careers in the hospitality industry. Meanwhile, in the Seychelles, we are using education as a pathway to opportunity. Hilton's very own Fitir Academy programme has trained over 60 students since 2022 – with nearly half now working across our seven resorts. Most recently, we launched a new engineering apprenticeship programme in partnership with the Seychelles Institute of Technology, further investing in future-ready talent. In South Africa, long-standing academic partnerships are paving the way for employment. Since 2013, Hilton Durban has supported nearly 600 students with hands-on training and career opportunities in partnership with institutions including The International Hotel School, University of Zululand, HTA School of Culinary Arts, and Durban University of Technology. These efforts have strengthened industry-academic ties and helped place students in meaningful hospitality roles at Hilton and across the broader sector. These initiatives reflect our Purpose in action – the belief that long-term success is rooted in uplifting and investing in the communities where we operate. It's also why Hilton continues to be recognised as the world's leading hospitality company to work for. From upskilling youth to empowering women, the stories emerging from our teams are proof of what's possible when we live our Purpose and invest in people. This Africa Day, we reaffirm our commitment to being more than a hospitality operator. We are a catalyst for growth, a partner in progress, and a launchpad for Africa's future hospitality leaders. Together, we are building something bigger than ourselves: a bright and promising future for Africa.
Forbes
3 days ago
- Business
- Forbes
5 Leadership Mistakes Smart Leaders Make And How To Avoid Fails
Even smart leaders make leadership mistakes. Great leaders want to do their best, inspire people and achieve results. But smart leaders are still prone to leadership mistakes that can detract from their team members' satisfaction as well as the leader's own happiness. How important is it to get leadership right? Very. Leaders are tremendously stressed today, so considering how to lead better, and make less mistakes is a worthy discussion. It's also important to ensure that leadership is rewarding for the leaders themselves. In addition, leadership is one of the primary reasons people leave an organization, so great leadership is critical to retention as well as people's commitment and contributions. There are some mistakes that are not only most common, but also the most significant in terms of their effects on people. These are the biggest mistakes to avoid. The number one mistake leaders make is to fail to be transparent in their communication. According to a survey from Robert Walters, 72% of employees lose faith in leaders because they hold back information or because they fail to explain how and why decisions are made. In addition, 71% of people say they can tell when leaders are insincere or when they fake enthusiasm. Avoid leadership mistakes by being open with people and sharing information. Even when information is negative or troubling, give people a sense of what's coming. This will positively affect their feelings of empowerment and control as well as their ability to respond. Of course there will be information that you must keep confidential as a leader, but when you give as much information as you can, or when you're open about the fact that you're not free to share certain points, these behaviors build trust. In addition, people crave certainty, and you can rarely provide it. But you can provide clarity about what you know, what you're exploring, the principles that will guide decision making and how people can prepare themselves for what's next. The second biggest mistake leaders make is to be inconsistent in their behavior. Based on the Robert Walters data, 66% of people say they lose respect for a leader when the leader says one thing and does another. And 62% of people say that they feel disengaged when a leader only communicates with them when the leader needs something. People prefer a bad leader who is consistent over a leader who sometimes good and sometimes poor in an erratic or unpredictable manner, according to a study published by the Academy of Management. Avoid leadership mistakes by demonstrating consistency. Avoid leadership mistakes that set you up to fail. The third biggest mistake leaders make is to fail to be accountable or to follow through. Fully 68% of people in the Robert Walters survey said they left an organization because of empty promises from management. And 44% felt that failure to admit mistakes or take responsibility for their actions had a negative effect on the culture. Avoid leadership mistakes by following through, following up, keeping commitments and keeping promises. These seem simple, but they are significant in building trust, rapport and satisfaction. In addition, at the same time you're confident, also be appropriately humble. Research has shown that when you demonstrate humility, you'll build both trust and credibility. Be humble by avoiding the belief that you have all the answers. Admit mistakes, be open when you don't have the expertise you need and regularly ask people for input. A fourth big mistake that leaders make is to fail to demonstrate concern for employee wellbeing. In fact, 30% of people reported to Robert Walters that this was one of the biggest problems with leaders. And 63% of people said they left an employer because they didn't feel a connection with leadership. Avoid leadership mistakes by ensuring you're empathetic and that you connect with people and demonstrate that you care. Being empathetic is the right thing to do, but it's also good for business. In fact, empathy is one of the most important leadership skills, and it's correlated with all kinds of positive results from greater innovation and engagement to retention and wellbeing. As a leader, you're not responsible for people's wellbeing, but you are responsible to create the conditions for wellbeing, from providing a sense of purpose to ensuring a culture of respect, appreciation and growth. A fifth big mistake leaders make is to micromanage, according to 28% of respondents in the Robert Walters survey. Failing to empower people or failing to provide autonomy, choice or control are mistakes of leadership. Avoid leadership mistakes by delegating and empowering people. When people have greater autonomy, they are more motivated to contribute. In fact, when they have the power of choice, people develop greater skills and capabilities. People want to be treated like grown-ups, and leaders build great teams when employees feel they are trusted and empowered to do meaningful work. Leaders may be making mistakes because they're personally stressed. In fact, 71% of leaders say their stress has increased, and 54% are worried about burning out. Fully 40% have thought about leaving their role in leadership because of their wellbeing. All this is according to data from by DDI. People may also be avoiding leadership entirely. A survey of 27,000 people ages 18-67 in 34 countries by Rand, reported that 39% of people want to avoid career progression. And 57% would avoid work they perceive will negatively affect their work-life balance. The issue may be most acute for Gen Zs who reported they may want to avoid leadership. In fact, Gen Z is 1.7 times more likely than other generations to step away from leadership to preserve their wellbeing, based on the DDI data. You can avoid the biggest leadership mistakes by being self-aware and intentional. No leader is perfect, but when you're able to reflect on your own behaviors and strive to improve, it will mean a lot to the people around you, and contribute to your own wellbeing as well.
Forbes
20-05-2025
- Business
- Forbes
5 Excellent Habits That Can Set You Up For A Big Promotion
5 Excellent Habits That Can Set You Up For A Big Promotion We all know someone who seems to rise through the ranks like a rocket. People who are always getting noticed and on the shortlist for new opportunities. While some may attribute their success to luck or timing, there's often a set of power habits driving that momentum you can build to hit the big leagues. If you're eyeing that next step on the ladder, these five strategies can supercharge your journey to a well-deserved promotion. Let's call it like it is: promotions are harder to come by. In fact, a study from ADP Research showed that promotion trends in the U.S. labor force have continued to cool over the past few years. Managerial promotions fell from 9% in 2022 to 7.3% in 2024. With that in mind, if you really want to move up the ladder, you need to say it out loud. That doesn't mean a vague 'someday I'd like to move up.' We're talking about a direct, confident conversation with your manager. Spell it out, with something like: 'I'm ready for more responsibility, and I'd like to be considered for a promotion. What steps can I take to make that happen?' Why does this matter? Because in many workplaces, especially large organizations, assumptions can kill momentum. Your boss might think you're happy right where you are, or that you're not ready. Clarity crushes confusion. By owning your ambition, you position yourself as someone who knows your worth and is actively planning your growth. Managers value team members who show initiative. Show that you very much deserve that higher step in the corporate ladder. It gives them a clear signal that you're invested and opens the door to building a development plan that aligns with both your goals and the company's needs. Promotions aren't handed out to people who are just 'okay' at their jobs. They're earned by those who bring their A-game consistently. This doesn't mean burning out or over-delivering on every task, but it does mean that the quality of your work needs to stand out. Be the person your team knows they can count on. Become synonymous with dependability and excellence. Always show that you are leadership material. It is essential that not only do you meet deadlines, but you also have to differentiate yourself by catching work details that others might miss. You have to take ownership when things go wrong and know how to fix them fast. When your output reflects not just skill but pride and professionalism, you're sending a loud message: 'I'm ready for more.' Everybody knows that 'teamwork makes the dream work'. However, people who get promoted aren't just team players; they are team builders. They know how to rally colleagues, collaborate with managers, and uplift junior team members. That's leadership in action. If you want to move up, you need to show that you're capable of more than just executing tasks. You have to show that you can influence, mentor, and mobilize a team. Offer help to coworkers when they're swamped. Include junior staff in decision-making processes where possible. Always treat people with respect, regardless of their title. Show your managers that you are worthy of that promotion by building trust within the team. In every job, there's busy work, and then there's work that moves the needle. The people who get ahead aren't the ones who simply do more. They are the ones who do the right things. Start asking these questions: What are the company's top priorities right now? What projects or outcomes make the biggest impact? What matters most to my boss? Once you've identified those answers, align your efforts accordingly. When you consistently work on high-priority tasks and high-impact projects, your value becomes undeniable. Always remember that a promotion is not a reward for being busy. It's recognition for creating results that matter. Be strategic with your time, and you'll quickly become indispensable. Chances are, nobody else will notice your career highs and excellent work progress a month or two after it happened, so a golden rule of career growth is to continuously track your accomplishments. That's why the fifth excellent habit is all about metrics. Start keeping a simple document with your key wins, outcomes, and contributions. Include things such as revenue or cost savings tied to your work, projects completed ahead of schedule, positive feedback from clients or internal teams, or any metrics, KPIs, or performance targets you helped exceed. Then share these with your manager regularly, not to brag but to make it effortless to recall. You might add them to the team's weekly checks or quarterly reviews. This helps your boss build the business case for your promotion because you've already connected your efforts to results. When promotion time comes, there's no guesswork. You've made your impact visible and powerful. At the end of the day, getting promoted isn't just about time served or seniority. It's about becoming the kind of professional who's so valuable, so effective, and so growth-focused that leadership has to take notice. These five habits form a rock-solid foundation for career growth. They not only get you noticed, but they will earn you a high level of respect and will show that you can be relied upon. Step into the leadership mindset, and let your actions lead the way. With the right habits, it's not a question of if—it's when. Rooting for you!
