1. What is MAZIV’s core vision when it comes to cultivating the next generation of leaders in South Africa and beyond?
At MAZIV, leadership development is at the core of how we grow, through inclusion, purpose, and performance. We believe leadership is more than just a position; it is a mindset, defined by those who can think boldly, act responsibly, and lead with heart. Our focus is on equipping these leaders with the tools, confidence, and purpose to lead change within the organisation and in the communities we serve.
2. How does MAZIV define “inclusive, high-impact leadership,” and why is it critical in today’s socio-economic landscape?
It means creating space for diverse voices to lead, decide, and innovate. It’s not just about representation, it’s about changing how leadership works so that decisions are made with empathy, accountability, and a real understanding of the communities we serve.
In today’s socio-economic climate, this kind of leadership is essential. It drives better service, stronger teams, and greater innovation. When leaders connect purpose with performance and inclusion with execution, they don’t just grow the business, they help build a more connected and equitable society.
3. What are the key programs or initiatives MAZIV has implemented to empower emerging leaders, particularly those from underrepresented communities?
We’ve introduced three key structured programmes that support leaders at different stages of their journey. Phemba focuses on supervisory-level leaders, Ignite targets middle management, and Future Leaders, run in partnership with Wits Business School, develops high-potential talent for senior roles.
What makes these programmes distinct is that they are not just about personal growth, they’re about collective impact. Each programme blends coaching, fieldwork, and peer learning, ensuring participants apply what they learn directly in their teams. We’ve also been intentional about ensuring greater participation by women, because balanced leadership leads to better decision-making and more inclusive organisational outcomes.
4. How do you ensure that leadership development at MAZIV is both future-focused and grounded in real-world challenges?
We approach leadership development as a living, evolving process. Each programme integrates both practical and scenario-based learning where participants address real organisational challenges, from driving innovation to improving customer experience.
This ensures leaders don’t just learn theory but immediately apply it. We also emphasise themes like agility, resilience, and design thinking, which prepare our leaders to thrive in uncertainty. The goal is not just to teach theory, but to enable action, to develop leaders who can translate strategy into tangible results.
5. Can you speak to the importance of diversity and inclusion in leadership, and how MAZIV embeds these values in its leadership pipeline?
At MAZIV, diversity and inclusion are woven into the fabric of our leadership approach. Our programmes are intentionally designed to ensure greater participation and representation for women, because balanced leadership creates stronger teams and more thoughtful decision-making.
Real transformation goes beyond diversity metrics; it’s about redefining how leadership works, who gets heard, and how power is shared. By embedding these values into our leadership pipeline, we’re building an organisation that grows through inclusion, purpose, and performance.
6. What are some of the systemic barriers MAZIV is working to dismantle in leadership spaces, and how?
The telecommunications industry is traditionally male-dominated, not just in SA but globally as well, and this has made the proliferation of females slower than in some other industries. We have to create a work environment that is not only attractive to female talent but also where they can thrive through culture and DEIB initiatives, and also a strong focus on developing female talent in the business.
7. How does MAZIV measure the success or long-term impact of its leadership development initiatives?
We measure success by how our leaders grow and the impact they create within their teams and communities. The real value of our programmes lies in application, seeing participants turn learning into action, strengthen team dynamics, and lead with greater confidence in decision-making.
We track progress through coaching feedback, post-programme evaluations, and the visible shift in how leaders connect strategy to execution. For us, success isn’t just about completion; it’s about developing leaders who embody our values of being bold, doing the right thing, and building trusted relationships.
8. Can you share a success story from your leadership pipeline?
I have been at the HR Director level since 2001, and in this period, I have directly developed seven HR Directors. I have always found a lot of fulfilment in unleashing talent, whether in my team or in the organisation at large.
9. What leadership lessons have shaped your approach at MAZIV?
Having been working in different companies and industries for over 30 years, one has had an opportunity to learn a lot along the way but the one lesson that I learnt early in my career and which has stood me in good stead over the years is to always take people along because when you treat people as valuable by listening, caring and imparting as much as you can, there is nothing they will not do for you to succeed.
10. What’s surprised you about the young leaders you’ve mentored?
They are fearless; they are not afraid to challenge the status quo, which we really need in business.
11. What does the future of leadership in South Africa look like to you — and how is MAZIV helping shape that vision?
The future leadership in South Africa is young, agile, and unorthodox. People who can deal with uncertainty and are not afraid to push boundaries. I see leadership being more about how you lead, empower, and inspire rather than being confined to traditional technical boundaries.
12. What advice would you give to young, aspiring leaders who want to make a meaningful impact but may not yet see a place for themselves at the table?
Build credibility by being that person who can be relied on to not only deliver, but also to always go the extra mile.
