A deeply-human-meets-fiercely-strategic question from our leadership community sparked this piece. We asked some of SA’s most respected executives: How do you really practise Ubuntu at work?
When a question came through from our Leadership Answered community, I couldn’t let it go: How do modern leaders practise Ubuntu at work? Not as a buzzword on a PowerPoint slide (you know, the one collecting digital dust somewhere between “Synergy” and “Agile”), but as something real, alive, and part of the pressure cooker we call business.
So I posed it to some of South Africa’s most respected execs. What I received wasn’t theory. It was vulnerable, gritty, and profoundly practical.
And it revealed something we urgently need to talk about: Ubuntu is not a soft ideal. It’s a leadership edge. One that could radically shift how we lead, connect, and perform, without requiring any trust falls or inspirational posters of eagles soaring over mountains.
Here is what some of the execs who contributed to this piece had to share …
“Ubuntu is not a soft ideal. It is our own African authentic model to lead with purpose.”
Nomfundo Vilakazi, HR Director at Dis-Chem, made this clear. In her world (retail and healthcare) Ubuntu isn’t fluffy. It’s infrastructure. Think less hug-it-out and more hold-it-up.
“These environments carry the weight of entire communities,” she said. “They demand leaders who practise transformational, inclusive leadership.” In other words: this isn’t about singing Kumbaya in the canteen. It’s about leading with a backbone and a heartbeat.
That landed for me. I recently coached a leadership team that had become very good at looking busy and less good at connecting. They had performance dashboards galore, but no pulse on each other. The breakthrough was around reframing performance as something collective. Ubuntu in action: Not soft. Sharp.
“Leadership is about service, empathy, and shared humanity.”
Brad Roper from JUMO offered this like it was the most obvious thing in the world… which, to a great leader like him, it probably is.
And then he said something that stuck: “I often talk openly about my own struggles with imposter syndrome.” Now that takes guts. Or, at the very least, a securely caffeinated ego.
He credits Brené Brown’s work on vulnerability. By showing up with his whole self, flaws and all, he creates a culture where people feel safe enough to do the same.
That reminded me of a moment with an Exco team I was coaching. They were stuck in a loop of toxic silence – everyone posturing, no one speaking their truth. It was exhausting for everyone, taking energy away from their potential performance.
It shifted when one senior leader said, “I’m afraid of being seen as weak, and terrified I don’t belong here.” Silence. Then… laughter. Then… truth from others. Sometimes, Ubuntu sounds like a confession. Other times, like a deep exhale among team members.
“You can’t practise Ubuntu if you don’t know who someone is outside of work.”
That’s Alexander Whaley from LECO Africa, reminding us that humans are more than LinkedIn profiles and calendar invites.
He named the tension: HR says, “Don’t get too personal,” while Ubuntu whispers, “But do you even know what their dog’s name is?” (Spoiler: it’s probably Max. Trust me, I’m a mentalist.)
Alexander shared a humbling story about repainting a wall with a colleague. Not supervising. Not delegating. Rolling up sleeves and getting flecks of paint on your leadership brand. “It doesn’t detract from authority. It enhances it,” he said.
Lesson: sometimes, the best way to earn respect is to grab a paintbrush… and resist the urge to call it “collaborative wall-based stakeholder engagement.”
And, this, I think, is Ubuntu’s PR problem: it sounds philosophical until someone starts mopping the floor after the year-end party. Or in Alexander’s case, painting the wall. Then suddenly it’s unforgettably felt.
“Everyone is carrying something.”
This powerful truth came from Andiswa Bata, CEO of FNB Business. She described leadership as a practice of sensitivity. A kind of emotional radar. Like being able to spot burnout at 50 paces or knowing when someone’s “I’m fine” really means “I’ve considered moving to a cabin in the Karoo.”
“This isn’t softness,” she said. “It’s data.” Emotional intelligence isn’t about feelings over facts; it’s about understanding that feelings are facts.
And the leaders who can read those signals, they make faster, better, more humane decisions.
Basically, empathy is the new AI: powerful, often misunderstood, and still better than a KPI Excel sheet at predicting human behaviour.
“We are all leaders in our own right.”
Wendy Alexander from Old Mutual Investment Group reminded us that Ubuntu isn’t about job titles or parking privileges. “It’s in how we run forums, listen to all perspectives, and create space for mutual respect.”
She described a culture where junior voices are not just tolerated, but are invited. Wild, I know. And when it happens… Magic. You stop running meetings like medieval courts and start making decisions with everyone’s wisdom, not just the guy who once read a McKinsey report on a plane.
“Ubuntu is about seeing the goodness in everyone.”
Juba Mashaba, Head of People at Cell C, circled back to first principles. “It includes servant leadership. It focuses on collective effort over individual accolades.”
This is not Kumbaya. This is cohesion. I’ve seen what happens when companies reward lone rangers: trust tanks. Collaboration dies. Everyone hoards info like it’s a Black Friday deal.
Ubuntu offers a different model: where care creates commitment, and being seen leads to showing up. Revolutionary, right? People do better when they’re treated like, well, people.
“I am because you are.”
Dr. Pepe Marais from Joe Public kept it clear by Googling the exact definition of Ubuntu. And then he shared the gold: his company’s purpose is to serve the growth of people, clients, and country. That’s Ubuntu, whether labelled or not.
He admitted the hard part too: “When times are difficult, we default to survival mode.” That hit home. Because when pressure mounts, even the best cultures can slip into silos, snark, and spreadsheets.
But as leaders, our job is to catch that slide and reverse it. Not with slogans. With action. With presence. And, if necessary, with metaphorical paintbrushes.Ubuntu isn’t the fair-weather friend of leadership. It’s the grit you turn to because things are hard.
What Will You Do With This?
Here’s what these execs didn’t say: “Just care more” or “Just be nice”. They talked about effort and discipline. About designing culture. And they showed (in stories, not slogans) that Ubuntu is more than a concept. It’s a hard-won habit.
At its best, Ubuntu leadership is part empathy, part strategy, part “let’s clean up together even though I’ve got a fancy title.” It’s not easy. But then again, neither is leading.
If you’re a leader looking to wrestle with these kinds of questions (and occasionally laugh at yourself along the way), you’re in good company.Welcome to Leadership Answered. Let’s get messy, honest, and better – together.
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Here are the full replies we received from the execs who contributed to this piece
Nomfundo Vilakazi (HR Director – Dis-Chem Pharmacies)
Ubuntu – “I am because we are” remains a powerful and practical leadership concept, particularly in industries like retail, FMCG, mining, healthcare, and services sectors that carry the weight of entire communities and support the livelihoods of thousands of families. These environments demand more than operational leadership; they require leaders who practise transformational, inclusive, and community-rooted leadership — the kind that drives alignment, shared purpose, and collective accountability.
Ubuntu is not a soft ideal, it is our own African authentic model to lead with purpose, build resilient teams, and drive long-term business value. A lever that enables modern leaders to respond to the realities of inequality, uncertainty, and socio-economic complexity with authenticity and strength.
Visit Nomfundo’s LinkedIn
Brad Roper (Chief Payments & Partnerships – JUMO)
Ubuntu—“I am because we are”—is not just a philosophy; it’s the heartbeat of my leadership. It reminds me daily that leadership is about service, empathy, and shared humanity. I strive to create spaces where every voice matters, where collaboration thrives, and where we celebrate each other’s successes.
Brené Brown’s teachings in Daring Greatly had a profound effect on me when I read it and I resonate deeply with this approach. She emphasizes that vulnerability is not a weakness but a strength—a gateway to connection and trust. By leading with authenticity and embracing vulnerability, I aim to foster a culture where people feel seen, heard, and valued. As a real example I often talk candidly about my own struggles with imposter syndrome and how I worked on it with my coach. It makes me more relatable.
Visit Brad’s LinkedIn
Alexander Whaley (Director: Seperation Science Sales – LECO Africa)
Ubuntu at work was the topic of a recent LECO Asia Managers’ presentation from or last Managing Director, Philip, and I feel best describes how most LECO Africa leaders approach our colleagues. Indeed, this particular topic was brought up as so many of our current leaders at our parent company in the USA, and in Asia stem from his leadership style and vision.
There is a natural tension between the modern, litigatious business space, where asking personal questions and discussing home-life is not allowed, and Ubuntu Leadership – after all, how can I see you as a distinct individual with your own needs and concerns if I do not know who you are outside of the office? How can I be cognisant of your hidden stresses and pressures if I do not take the time to really understand you?
The answer lies for me in going back to the original meaning of the words “empathy” and “sympathy”. I can listen to you, give you the space you need to express yourself and invest my time in you as an individual and be empathetic to your needs without crossing the line and becoming sympathetic, where I become personally involved in your personal space and life.
I can create a welcoming environment and acknowledge you as a multifaceted human being who needs your own form of encouragement by being far more self-aware and comfortable in my own “skin” than people normally are, realising that to be there is perfectly fine and in fact, leaving the corner office and doing something as mundane as repainting a wall with a colleague or sweeping the floor after a function does not detract from the position of authority but in fact enhances it as one becomes a normal, approachable human being. As long as one can do that while retaining the moral fibre to have authority, one can be a true Ubuntu-based leader.
Ultimately, this can only be done because we all felt that Philip was truly invested in us and created a true family culture at work where we all come together to support each other. To him, it was not a façade or mere words that were learnt in an obscure seminar, it was as natural as breathing.
Visit Alexander’s LinkedIn
Andiswa Bata (CEO – FNB Business)
When I look around me, I see how much people are going through. Whether it’s worrying about your adult child who has recently graduated and can’t find a good job, or it’s someone in your circle who is gravely ill, or it’s the entrepreneur worrying about how they’re going to keep their business alive. In leading, for me it means being conscious that everyone is entering the business/ work place already carrying something. In being sensitive to that, we are more likely to get the best out of people and to find the win-win solution to any problems.
Visit Andiswa’s LinkedIn
Wendy Alexander (Head of Marketing – Old Mutual Investment Group)
I’ve noticed that many leaders practice Ubuntu at work consciously and unconsciously. It is the way that we move as a community, connected with understanding and empathy. From the way that we run our internal forums with inclusivity, allowing all perspectives to be heard and through promoting the practice of mutual respect and understanding – regardless of your position in the business. Someone wise once said to me that we are all leaders in our own right, regardless of our standing in society and this struck a cord for me. Ubuntu leadership is very much about the “whole” rather than the sum of its parts – all voices matter, it’s where we make decisions that enhance the collective, through consensus and open dialogue. Many leaders believe in an open door policy, we open ourselves up to feedback, and to actively listen to the views of our people and the communities that we serve. In our business in particular, we promote our people’s participation in forums that ensure that the voices of our people are integrated into our way of being.
Visit Wendy’s LinkedIn
Juba Mashaba (Head of People – Cell C)
Ubuntu, at its core, is about applying humane principles in leading others. We all appreciate being led in a way that recognizes each of us as a complete human being. Ubuntu embodies care, empathy, support, and treating others as we would like to be treated ourselves. It inherently includes elements of servant leadership and focuses on seeing the goodness in everyone.
Another important element of Ubuntu is the appreciation of the collective and understanding that we are stronger together. Leaders who practice Ubuntu will invariably emphasize the collective effort over individual accolades. This, in turn, tends to build team cohesion and collaboration, which are critical requirements for organizational performance. Organizations where the group interest is placed above individual interest tend to thrive and have less destructive, self-centered cultural traits.
In my view, leaders who practice Ubuntu principles can achieve significant traction with their teams. By fostering a culture of care and empathy, such leaders are more likely to positively influence their organizational culture. This strengthens commitment and enhances performance. Employees who feel valued and respected are naturally inclined to go the extra mile, leading to the development of a high-performance culture.
Visit Juba’s LinkedIn
Dr. Pepe Marais (Co-Founder & Group Chief Creative Officer – Joe Public)
To answer the below, I had to use google to double check exactly the intention of Ubuntu. For me, I know it as “I am because of who you are”.
Google gave me this as an added input: “Ubuntu is the essence of being human.
It is about compassion, understanding, reconciliation, forgiveness, and respect. It is about realizing that we are all interconnected and that we share a common humanity.”
Joe Public is a purpose-driven organisation. Our purpose is rooted in the one word, Growth. The statement is expressed as: To server the growth of our people, our clients, and our country, through the greatness of creativity.
Our purpose is clearly in service of others, hence our culture inspires people to be in service of those around them. Which to me is aligned to an aspect of Ubuntu, in terms of the philosophy of recognising that I am because of who you are, rather than I am because I am brilliant.
One of our core values is Respect. Which further build on Ubuntu, albeit that it was not consciously done in alignment to Ubuntu when constructing our purpose.
That said, implementation and living purpose and values is not easy. We are dealing with people of all ages and cultures. And people are mostly, in my experience, in service of the self.
As a leader, I see it as my duty to set an example, and to create a culture around purpose, and in time, shift our human behaviour within our organisation to be more in service of something greater than self. Ubuntu.
I will continue to rather refer to our purpose than Ubuntu, as I believe the nature of being in service of others is the essence of Ubuntu. To this end, it is the core strategy of our business, and informs everything.
It improves all aspects, but it is not an easy task to implement. When times are difficult, we default to survival mode, which is centred around looking out for ourselves.
Visit Pepe’s LinkedIn
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