Helping leaders prevail

Abdulaziz Al-Roomi, author, thought leader and executive coach, tells us what defines a good leader, why employees are the ‘heart rate’ of an organisation and how the Prevail model helps you thrive

How would you define an effective leader?

Leadership is about moving towards a specific direction or action. For me, leadership is about action, because while many may know the way or show the way, they may not necessarily be the first to walk the way. Being an effective leader is not about being knowledgeable, but rather being active and effective, and taking decisions even with little or no information. This, for me, is the basic idea of leadership.

Take us through the key milestones of your leadership journey.

My journey has seen me transition through many roles: IT trainer, HR supervisor, leadership specialist, executive coach and now, a thought leader in talent, HR and leadership development. I’ve been in strategic HR roles, coached hundreds of senior leaders over thousands of hours of training in industries such as food and beverages, retail, logistics, banking, oil and gas, and petrochemicals. I followed my passion, learned the best and from the best in the field of leadership development. I’ve stayed on the path and enjoyed every moment of my journey.

How can the Prevail model, namesake to the book’s title, help create exceptional leaders?

I’ve been trained and certified, with top global certifications in training, coaching and HR, from a Dale Carnegie global trainer and a certified Marshall Goldsmith executive coach, and continue to practice the lessons I’ve learned through my daily work. I’ve also helped others apply it with a simple comprehensive model that combines the most well-known and effective theories and practices in the Prevail model, starting with self-leadership and then, mastering the art of influence. It’s also about leading a team of warriors, while feeling fulfilled along the journey. For me, this builds and maintains exceptional leaders, who are true to themselves and others.

How do you foresee the future of human resources and talent management?

For me, HR has never meant ‘human resources’, as people are not resources. We are resourceful and creative, with unlimited potential and deliverables. And while resources are limited and depreciate over time, humans become more valuable with time. This is what most companies have come to realise during the pandemic. Managing people has become more complex, and requires a more refined management style and mindset. It involves fostering trust, mentoring and having a clear understanding of productivity versus being occupied and busy, particularly with people adopting the remote working model. For me, HR is the ‘heart rate’ of the organisation. Talent management is the new mindset that companies are adapting to in order to attract, develop and retain its people. Before it referred to high performers, but today, it applies to every individual within the firm.

Any tips to offer aspiring managers and leaders?

Self-awareness is the starting point. Knowing yourself – what you want in life, what you want to achieve, your strengths and passion – gives you clarity, helping you to maximise your joy, health, wealth and achievements. It’s also important to help yourself so you can be of help to others.

Remember, even with the highest, biggest and most impressive titles, you are still human and will need help at some point.

Always be genuine, sincere and authentic to be able to build trust and earn respect. Titles and people will come and go, but your legacy will live forever.

Finally, forgive yourself every once in a while, particularly when you falter. We all make mistakes.

“Managing people has become more complex, and requires a more refined management style and mindset. It involves fostering trust, mentoring and having a clear understanding of productivity versus being occupied and busy”