Queen Rania attends discussion panel

by Areej Abuqudairi | Oct 07, 2012 | 23:34

Her Majesty Queen Rania attends a panel on ‘the new MENA societies’ on the first day of the Global Thinkers Forum on Sunday (Photo by Nasser Ayoub)

Our agenda was carefully created for a select audience. We presented keynotes and panels that spoke to key local concerns but were firmly rooted in international contexts. Our feedback indicates that we delivered: Let’s begin with the fact that the GTF audience has embraced our mission because they acknowledge that a Leadership Gap exists in our world (64.3%), and that it is a problem that should be addressed through collaboration; while 35.7% of respondents argue that this Leadership gap is present in some parts of the world only (giving examples from the Arab world).

Furthermore, GTF delegates deeply understand and adopt the concept of ‘Global Thinking’ and have highlighted by 86.2% the importance of approaching political, social and business affairs from a wider perspective and under the prism of a new ‘globalised’ (or even semi-globalised) reality.

The responses to  the question ‘What is the biggest challenge for our World today’ are particularly interesting:

‘Failing Leadership’ is in pole position with 67.9%; ‘Regional Tensions’ and ‘Crippling Economic Models’ are  identified as significant destabilisation factors (each by 32.1%), while ‘Resource Scarcity’ and ‘Continuous Change’ come next with 28.6% and 21.4% respectively. ‘Geostrategic Power Struggle’, ‘Complexity’ and ‘Information Overflow’ follow.

The level of networking that Global Thinkers Forum offers is praised by the vast majority (70%) of respondents who rated GTF as a platform for ‘top-end’ and ‘very good’ networking.  Sponsors, partners and companies have rated GTF highly, giving it excellent marks in relation to value and promotional benefits. Specifically: 100% of respondents confirmed that they found GTF useful for their company, with an impressive 70% adopting the adjectives ‘very’ and ‘extremely’ useful.

GTF interview’s JOSCO’s GM Mr Thomas Meijssen

What is the role of technology in shaping the future of your business?

JOSCO strives to be at the forefront of technological advancements within the Oil Shale sector in Jordan. As Shell has Global Research & Development Centers, we have access to a wealth of knowledge and innovation. We believe that our advancements in Jordan could contribute to the transformation of Jordan into an exporter of knowledge to surrounding countries in the future. Our work and research on the In situ Conversion Process (ICP)  technology, our field operation models, expert resource evaluation and state of the art Geo-Chemical Lab are testament to our commitment to innovation in Jordan and shaping the future of our business as a whole.

Thomas Meijssen

To know more about ICP please read below:

JOSCO will develop oil shale using a novel technology that is called “In-Situ Conversion Process” (ICP). With ICP, a superior technology, shale oil is produced through heating the oil shale in place. Neither excavation nor mining is required.  The heating process pyrolyses the organic matter of the oil shale, thereby converting it to oil.  These products then are produced using conventional oil field extraction technology.

Could you name some social initiatives that JOSCO supports or is actively involved?

In 2011, JOSCO began a number of Social Investment (SI) Projects with credible partners in Jordan. The purpose of our SI projects is to maximize the value of our presence within Jordan. The main focus areas for JOSCO’s SI campaigns are Human Capacity Development, The Environment and Road Safety.

ESTABLISHED SI PROJECTS

A) Human Capacity Development: Student Research Sponsorship

JOSCO is currently sponsoring 3^rd and 4^th year Jordanian University Student’s research through the King Abdullah II Fund for Development (KAFD). These research projects may be used to help in the sustainable development of Jordan and are primarily based in the fields of Water, Energy & Environment and other relative research.

In addition to:

• JOSCO sponsored four PhD students to universities in the UK and Germany to study Jordanian oil shale characteristics

 B) Environment

JOSCO has delivered a Water Well project to the Ministry of Water, powered by solar power in support to local community members next to the town of Bayir, south of Jordan

C) Road Safety

JOSCO places safety and road safety as our top priority. We have developed a very strong relationship with Jordan’s Traffic Department, to promote Road Safety Awareness via 15 videos for use in training and raising awareness. These videos cover themes that include and not limited to, the importance of wearing seat belts, the danger of mobile phones while driving & driver fatigue.

 Envisaged SI for 2013

• JOSCO is reviewing a number of options for community-based water projects with the Hashemite Fund for Development of Badia, that directly benefit the local communities in the Jordanian Badia.
• JOSCO is reviewing a vocational training program with the National Employment Training project (NET) and JOSCO.

Tell us more about JOSCO’s presence and operations in Jordan?

The Jordan Oil Shale Company (JOSCO) a wholly owned subsidiary of Royal Dutch Shell plc, is in Jordan to explore for and evaluate the commercial potential of deeper layers of Jordanian oil shale. If successful, JOSCO would use its propriety In Situ Conversion Process (ICP) technology to produce oil which is superior to other technologies.  Since its inception in 2009, JOSCO has committed itself to applying the most innovative and the highest standards to its operations and to the industry and communities in which it operates. JOSCO is also a proud partner of many local contractors and suppliers, establishing constructive and collaborative relationships with local communities in its areas of operation through a number of social investment projects.  JOSCO began its exploration operations in May 2010 and its operations are progressing very well and on schedule. So far, JOSCO has trained and developed over 205 staff of which 95% are Jordanians. The development of a commercial project is dependent on the success of a number of pre-defined phases aimed at gradually de-risking a commercial project before.

 Can you share with us some of the measures you have in place to ensure that the environment stays protected?

For each phase of development , JOSCO carries a detailed/comprehensive – Environment, Social Health Impact Assessment Study (ESHIA). Which considers and deals with all environmental matters in a responsible manner for every scope of work and in each phase of its operations. This study must be approved by the Ministry of Environment before proceeding with a new phase and project.  Before proceeding with the study, JOSCO details plans in place to manage all potential risks and impacts. Furthermore, the ESHIA study assesses the impact of the project on local environment, social and health aspects on  local communities, then accordingly proposes mitigation measures to minimize the impacts from its operations .

JOSCO is a GTF 2012 Emerald Sponsor

The ESHIA involves all the relevant stakeholders through different pre-arranged scoping sessions, which includes governmental, local community engagements, and municipality coordination’s.

What are the next plans and strategic goals for JOSCO?

JOSCO is currently 2/3 through the assessment phase and has explored and collected valu

able representative data from almost all of the concession area. With the initial data gathered,

JOSCO is now zooming into interest areas for next data gathering operations to then enter the Appraisal Phase by May 2013. All phases must be completed before the final decision is taken to proceed with a commercial project.  JOSCO’s strategic goals would depend on the long-term success of the project  which would mark not only a significant advance in the development of the oil shale industry in Jordan, but also an expansion of local expertise and economic growth. This project could also represent a major foreign direct investment and the creation of an important new source of revenue for the nation.  The agreement signed between the Government of Jordan and JOSCO is aligned with Jordan’s energy master plan that includes developing the country’s indigenous resources, including oil shale in the long term.  Our strategic goals are supported through JOSCO vision to work responsibly with partners in the government and society, to fill in the gap of Jordan’s energy mix.  JOSCO is present to play an integral role in finding Jordan’s energy solution.

*Thomas Meijssen is General Manager of Jordan Oil Shale Company B.V. (JOSCO) and Country Chair for Shell in Jordan. He is graduated in Physics and Business Administration. He has been with Royal Dutch Shell for 29 years with postings in The Netherlands, Egypt, Syria, Gabon, Oman, and Nigeria. He has been Chief Reservoir Engineer in Oman, Gas Development Manager, Asset Development Manager and Non-Operated Ventures Manager in Nigeria and Value Assurance Consultant Global in The Netherlands. He has extensive experience in oil and gas field development in the Middle East and Africa. Thomas’ wife is from Oman, he has three sons and three daughters and is a keen sportsman.

Washington, D.C. (October 9, 2012) – APCO Worldwide Founder and CEO Margery Kraus was honored Sunday night in Amman, Jordan, with an Excellence in Leadership Award at the 2012 Global Thinkers Forum.

“Margery epitomizes excellence in a woman leader,” said Elizabeth Filippouli, Global Thinkers Forum founder and CEO. “She has the remarkable ability to seize opportunities and create success thanks to her skills, determination, intelligence and hard work. Margery created one of the top global organizations in PR and communications from a start-up. At the same time she cares about people, about society. I have great respect and admiration for Margery as a woman and business leader, and Global Thinkers Forum 2012 salutes her uniquely successful leadership skills.”

Margery Kraus GTF 2012 Honoree for Excellence in Leadership

The Global Thinkers Forum (GTF) is an international initiative that brings together public- and private-sector leaders to discuss current and future trends in governance and society. This year’s gathering in Jordan centered on women’s leadership in the MENA region and took place under the patronage of Her Majesty Queen Rania Al Abdullah.

“I am truly honored to receive such prestigious recognition alongside so many remarkable individuals,” said Kraus. “As the owner of an independent company that has worked for more than a decade to link the MENA region with the wider world by helping businesses invest in this growing market, this award is especially meaningful. GTF’s mission to open channels of constructive exchange among the global community is a vital one. It was a privilege to participate in and be recognized at this outstanding event.”

Kraus also served as a panelist at a session earlier in the day titled “The Leadership Gap: Repositioning the Role of the MENA Woman in Governance & Society.” Alongside Stephen Cole, senior anchor, Al Jazeera English; Majd Shweikeh, CEO, Vtel Holdings Ltd; Valerie Keller, CEO, Veritas & YGL; and Reem N. Bsaiso, senior ICT consultant, Kraus discussed areas of opportunity for women in MENA in the post-Arab Spring era.

Kraus founded APCO in 1984 and transformed it from a company with one small Washington office to a multinational consulting firm in major cities throughout the Americas, Europe, the Middle East, Africa and Asia. In 2004 Kraus led a management buy-out of her firm, making APCO one of the largest privately owned global communication, stakeholder engagement and business strategy firms in the world.

Kraus specializes in providing strategic counsel on issue-based communication, crisis management, market entry and corporate reputation across diverse industry groups. She also pioneered one of the industry’s earliest practices in corporate responsibility and the development of public/private partnerships. Today APCO serves as the communication and media partner for the Clinton Global Initiative’s Annual Meeting in New York and is a founding member of the WEF Global Growth Companies initiative.

Prior to starting APCO, Kraus assisted in the creation and development of the Close Up Foundation, a multi-million-dollar educational foundation sponsored in part by the U.S. Congress. Kraus continues to be involved with the foundation by serving on its board of directors. She is also active on other institutional and corporate boards and committees, including serving as a trustee of Northwestern Mutual Life, the Arthur W. Page Society, the Catherine B. Reynolds Foundation, the Eurasia Foundation and the Institute for Public Relations. Kraus is also chair of the board of directors of the Women Presidents’ Organization, a group of women presidents of companies committed to accelerating business growth, enhancing competitiveness and promoting economic security.

GTF also awarded excellence in global thinking, life, philanthropy, media, innovation, science, gender equality, cultural understanding, entrepreneurship and positive change.

Princess Sumaya highlights women’s role in creating prosperity

HRH Princess Sumaya speaks at the Global Thinkers Forum 2012 on Sunday (Photo courtesy of RSS)

Stephen answers for us the GTF Questionnaire on Leadership:

• What is your favourite virtue in a leader?  SC:  Honesty
• What do you appreciate most in a leader? SC: Integrity
• What do you consider as a major fault in leadership? SC: Parochialism
• What is your idea of happiness in a society? SC: Freedom from the fear of persecution
• What is your idea of misery in a society? SC: Corruption
• What is your idea of inspiration for positive change? SC: Leadership
• Which country would you like to live in? SC: Hong Kong
• Who is your favourite leader in fiction? SC: Professor Dumbledore
• Who is your favourite leader in real life? SC: Churchill
• What characters in history do you most admire? SC: Napoleon,Wilberforce,Elizabeth 1 and Elizabeth 11,
• What characters in history do you most dislike and why?  SC: Chairman Mao, Stalin, Tony Blair..all hypocrites 
• What is the reform that you admire the most? SC: Banning slavery
• What should be the two key behaviors of a leadership team? SC: Knowing your team, knowing and admitting when you are wrong and patience with those who get it wrong.
• “As we look ahead into the next century, leaders will be those who empower others.” — Bill Gates –Do you agree? SC:  Doubt it very much. Human nature and politicians don’t change that quickly.
• What is your favourite motto?  SC: People who live within their means lack imagination.

Through his independent media company, Cole Productions, Stephen has organised media training, PR campaigns and corporate conferences for bluechip companies and international organisations ranging from BT to UNESCO.

 The evening on October 7, 2012 will be truly exceptional. The 6^th Oasis500 Angel Network Event, will take place co-hosted by The Global Thinkers Forum (GTF) 2012 Awards Ceremony. During the event, Oasis500 will feature 3 of the best new deals for investment, which stood out after intensive training and mentorship. These companies will give short seven-minute pitches highlighting their business and investment opportunity.    The Oasis500 Angel Network serves ICT, digital media and mobile companies through key investment stages and prepares them for funding by venture capitalists and private equity funds. The goal is to build a culture around early stage investment in the region and provide a proper platform that exposes carefully pre-selected start-ups, who are looking for angel capital, to potential angel investors. Preparations for the day are in full speed by the teams of GTF, Oasis500 and Bidaya PR!

]]> http://www.globalthinkersforum.org/stephen-cole-mc-for-gtf-2012-awards-ceremony/feed/ 0 http://www.globalthinkersforum.org/continuity-innovation-change-el-hassan-science-city/ http://www.globalthinkersforum.org/continuity-innovation-change-el-hassan-science-city/#comments Mon, 03 Sep 2012 09:30:02 +0000 gtforum2012 http://www.globalthinkersforum.org/?p=1228 The real challenges facing us today are how to effect development without compromising our shared human values, our duty of stewardship (istikhlaaf), and how to move from a culture of survival to one of participation.We must consider our shared resources in the context of a regional, supra-national community of water and energy for the benefit of humanity.”  Prince El Hassan bin Talal, EHSC Chairman

The Leadership

“El Hassan Science City is distinguished by its vision of transformational change, by its focus on human potential, and by its contribution to the collective CV of our society, our institutions, and our enterprises.”  Princess Sumaya bint El Hassan, EHSC President

El Hassan Science City at a Glance

El Hassan Science City (EHSC) is a non-government, not-for-profit organisation in Amman, Jordan encompassing three main constituents namely; the Royal Scientific Society, Jordan’s largest and most prestigious applied research institution, the Princess Sumaya University for Technology, a leading Jordanian university focusing on ICT and Electronics Engineering, and the El Hassan Business Park, Jordan’s leading entrepreneurial centre and technology incubator. The interdependence of these three unique institutions create an “Innovation Eco-System” capable of delivering large-scale synergies for the advancement of Science, Technology, and Innovation in Jordan and the region.EHSC is a comprehensive campus for education, research, and applied innovation that offers students, scientists and entrepreneurs the space and facilities to apply intellect and technology to today’s critical challenges. In doing so, EHSC has emerged as a beacon for scientific advancement in the Middle East.

HRH Princess Sumaya Bint El Hassan

The campus is modelled so that knowledge and expertise can flow in and out at every point of the value chain, ensuring that inputs are drawn in balance with the need for commercially viable outputs. Education and research at EHSC support and empower entrepreneurship to create profitable enterprises for human capital and for products and services on the open market. Our people work together to offer a complete response to critical challenges with scientific ingenuity backed by entrepreneurial skill. EHSC was founded on the belief that scientific research and application is a key mechanism for developing and retaining human resources and capital ultimately leading to the sustainable development of vibrant and productive communities in Jordan & the region. In doing so, EHSC continues to forge a leadership role for Jordan & the Middle East by creating alliances of knowledge and building a centre for excellence in thought and action.

The Vision

To be a beacon for scientific advancement in the Middle East that catalyses social and economic progress for meaningful improvement in the quality of people’s lives.

EHSC Main Constituent Institutions

The Royal Scientific Society (RSS)

Founded in 1970, RSS is the largest applied research institution in Jordan. RSS focuses its efforts towards scientific research while strengthening its commercial activities such as testing, training, and certification.

Princess Sumaya University of Technology (PSUT)

El Hassan Science City

Founded in 1991, PSUT is a top-ranking private University offering degree programmes  and post graduate degree programmes in ICT and business studies, producing the highest quality academic and professional graduates equipped for the work place.

El Hassan Business Park (EHBP)

The Business Park hosts an incubator as well as mature businesses along with related entities with a focus on business planning, intellectual property, technology licensing, and venture capital.

Innovation Avenue

The interdependence of these three unique institutions create an “Innovation Eco-System” capable of delivering large-scale synergies for the advancement of Science, Technology, and Innovation in Jordan and the region.This ecosystem is manifested by an “Innovation Avenue”on campus enabling the evolution of the relationships and value chains required to support its full life cycle.

El Hassan Science City

P.O. Box 1438 Amman 11941,

Hashemite Kingdom of Jordan

Tel: +962 6 5344804     Fax:  +962 6 5347331

Email: info@ehsc.jo       www.ehsc.jo

By Elizabeth Filippouli

What does success mean? One can rightly claim that success is something very subjective. How each one of us defines success is personal. For example success is becoming a tycoon; or an a-list Hollywood actor or a best-selling author. There are of course some commonly accepted criteria, by which accomplishments are praised, acknowledged. For example, we commend those people who have successfully climbed up high in the hierarchy ladder or made a lot of money or became influential opinion leaders. These people are considered, by most of us, successful.

Success is the result of an aggregation of advantages and circumstances: when and where you are born, what your parents did for a living, what the factors of your upbringing were, your surrounding environment, your friends and what stage in history was your nation going through-all these factors make a critical distinction in how well one does in life.

As Malcolm Gladwellargues in his fascinating book, Outliers:

When outliers become outliers it is not just because of their own efforts. It’s because of the contributions of lots of different people and lots of different circumstances — and that means that we, as a society, have more control about who succeeds — and how many of us succeed — than we think. That’s an amazingly hopeful and uplifting idea.

It is not industries that grow leaders; it is societies. It is the education system and, therefore, it is actually the responsibility and duty of various societal stakeholders to nurture competent, intelligent and forward thinking leaders.

Leaders are, by definition, at the pinnacle of any society’s largest organizations. Their actions have the capacity to change the course of history. Be it business, social, academic or political leaders. And this is a major responsibility.

Let’s come to successful leadership now. There is not as big a margin for personal interpretation here: a successful leader is he or she who opens news pathways for positive change and progress and their decision-making adds value to people’s lives. That’s it. It has to be clear, specific and positive.

Are leaders made or born? Let’s for a moment forget the ‘talent’ or the ‘high IQ’ arguments. Studies have shown that neither is worth anything without motivation, guidance, encouragement and hard, hard and even harder work. You need to be ten times faster and work ten times harder to succeed as a leader. Leaders are made. They are the result of a never ending process of self-study, education, training, and experience. Leadership is learned.

Successful leadership is affected by culture. Cultural legacies are weighty powers. They have profound roots and extended lives, they hold on, pass from one generation to another, virtually whole, and even when the economic and social and demographic conditions that brought them forth have vanished. In fact they play quite a function in steering behavior and thinking, so much so that often we could not comprehend our world without them. Leaders have their particular notable identity. But at the same time overlaid on top of that are tendencies and suppositions and reflexes passed on to them by the history of the community that they grew up in, the culture they were raised by.

For example, in her book World on Fire, Amy Chua argues that no matter where we look around the world, we will find examples of what she calls “dominant minorities” — ethnic groups that have demonstrated a remarkable leadership ability to succeed in business wherever they may live. Ethnic Chinese in the Philippines, accounting for less than 2 percent of the population, control 60 percent of the nation’s private economy! The Lebanese have become the entrepreneurs in Sierra Leone and other parts of West Africa. It seems that national culture impacts successful leadership, yes.

Today the fusion of technology and the Internet, as well as rogue newcomers such as the revolutionary, divisive Wikileaks, are shaking up conventional leadership shedding light on the traditionally hidden political and corporate backrooms enforcing much needed reform in leadership practices and demanding much faster and more efficient problem solving in complex environments. Leaders need to understand that the narrative has changed and a series of new challenges require skilful and intelligent handling. Globalization, technological convergence and complex political issues have acquired a wicked nature: they create problems that resist obvious solutions.

Furthermore, it is necessary that leadership, regardless of professional realm, pursues excellence through global thinking and ethical governance. We need to train leaders to successfully challenge incumbent behavioral patterns, invest in social capital and re-engineer group thinking in ways that promote productive collaboration and progress. This is the challenge that Global Thinkers Forum is addressing by bringing together innovative avant-garde minds and successful or aspiring leaders to discuss progress and excellence in governance.

Global Thinkers Forum Amman is taking place in the capital of Jordan on Oct. 6, 7 and 8 2012 and focuses on Women Leaders in MENA. It is an international gathering of about 250 successful leaders from the Arab world and beyond who meet to promote knowledge, positive change, create more incentives and offer support towards women to help them pursue their careers or become successful leaders in the realm that they will select.

The expanding size of the global economy and the limited capacity of traditional governments and their international institutions to control a crippling economic model, have created an asymmetry that results into failing governance. The Arab revolutions, Greece’s financial tragedy, the failures of a problematic eurozone are all results of fatal mistakes, critical omissions and terrible misjudgements on behalf of political leadership.

To effectively tackle existing and new challenges, it is necessary that civil society joins hands with companies and governments in the analysis of the problems and in reform implementation. In order to achieve excellence in leadership and governance Global Thinkers Forum proposes a ‘triangular’ framework where civil society joins hands with government which joins hands the private sector. GTF attempts to fill this gap and be a bridge for promotion of ideas, understanding, innovation and cooperation among leaders across all disciplines. The pursuit of excellence in leadership is an imperative, today more than ever.

Follow Elizabeth Filippouli on Twitter: www.twitter.com/ElizaFilippouli

Airline Of The Year 2011 & 2012

(Skytrax Airline Global Industry Audit)

Qatar Airways is the national airline of the State of Qatar and one of the aviation industry’s big success stories. Operations began in 1994 when the airline was a small regional carrier servicing a handful of routes. The airline was re-launched in 1997 with a vision to turn Qatar Airways into a leading international airline with the highest standards of service and excellence.

Qatar Airways has since become one of the fastest growing carriers in the world with unprecedented expansion averaging double digit growth year on year that industry peers can only admire with envy.

The airline has developed under the leadership of Chief Executive Officer Akbar Al Baker, appointed CEO in 1996, who has been instrumental in turning Qatar Airways into an award-winning carrier and the best in the world. Under Al Baker’s stewardship, Qatar Airways has matured into a leading force in regional and global aviation, earning many admirers around the world for its excellent standards of service.

In April 2011, Qatar Airways reached a milestone reaching 100 destinations in its global route map. Two months later, the airline achieved a remarkable feat, just 14 years after its relaunch, being named Airline of the Year 2011 at the annual Skytrax World Airline Awards with over 18 million travellers worldwide casting their votes. In July 2012, Qatar Airways was once again named Airline of the Year 2012, holding onto its title for the second consecutive year.

Global Network and Expansion

From Qatar Airways’ hub in Doha, the country’s capital, the airline has developed a global network of over 100 destinations, covering Europe, Middle East, Africa, South Asia, Asia Pacific, North America and South America with a modern fleet of over 100 passenger and cargo aircraft.

For 2012, Qatar Airways expands its operations to further destinations – Baku (Azerbaijan), Tbilisi (Georgia), Zagreb (Croatia), Perth (Australia), Kigali (Rwanda), Kilimanjaro (Tanzania), Yangon (Myanmar), Baghdad (Iraq), Erbil (Iraq), Maputo (Mozambique) and Belgrade (Serbia).

Young Fleet

From only four aircraft in 1997, the airline today operates over 100 aircraft. By 2015, the fleet size will rise to more than 170 aircraft covering a global network of destinations that will also increase to over 170.

Qatar Airways has one of the industry’s youngest fleets with an average aircraft age under four years old. Qatar Airways currently has over 250 new aircraft worth more than US$50 billion pending delivery over the next few years. This includes an order for Airbus’ new generation A350s, A320 Neos, A380s and Boeing 787s.

Premium Terminal

In line with the company’s philosophy to be innovative, the airline operates the world’s only dedicated commercial passenger terminal exclusively for its First and Business Class passengers at Doha International Airport.

The US$90 million Premium Terminal, built in just nine months, opened in November 2006. It features facilities such as sit-down check-in for First and Business Class passengers, a spa, Jacuzzi, duty free shopping, business centre, fine dining restaurants, delicatessen and a cocktail bar.

The innovative Premium Terminal facilities are designed to provide Qatar Airways’ most loyal customers with the best levels of comfort and hospitality prior to catching their flight. Open round-the-clock, 24-hours-a-day, seven days a week, the stand-alone facility is seen as an industry benchmark in premium class travel experience.

Global Achievements

Having been elevated to third best airline in the world by Skytrax in 2010, announcement of the 2011 results ranking Qatar Airways as Airline of the Year was a culmination of sheer dedication and hard work by the airline’s workforce under the leadership of its Chief Executive Officer Akbar Al Baker. To retain the award in 2012 was a magnificent triumph.

Already ranked Five Star for service excellence by Skytrax, the independent global aviation industry monitoring agency confirmed Qatar Airways as Best Airline in the Middle East for the sixth year in a row and in 2012 for the second consecutive year Best Premium Service Airport for its Premium Terminal at Doha International Airport – a facility for exclusive use by Qatar Airways’ First and Business Class passengers.

What is your favorite virtue in a leader?

Humility. I think it isvery important that a leaderal ways remembers that he only exists to serve the cause/organization’s goals and his followers/others. The humble leader is a life long learner, and knows/he can learn from any person or situation and is open to changing as often as necessary (without being fickle), to be the best person and leader s/he can be.

What do youappreciatemost in a leader?

Theability to strategically (head) and emotionally (heart) connecttheir teams to rallyaround the cause/key organizational goal and getthingsdonetogether, withsuchenergy and enthusiasmthat people go the extra mile to reachthatcovetedcollective goal. Steve Jobs, Winston Churchill and Nelson Mandela all come to mind. Eventhoughthey all hadverydifferent leadership styles, I believethey all portrayedthis key ability.

What do youconsider as a major fault in leadership?

When a leader’s ego gets in the way, helosessight of the real objective/goal, and starts to focus inwardlyon himself for hisindividual gain. When a leader isgiventoomuch power or takesit for himself, thenhecanlose perspective of whyheisa leader in the first place. Beingstuck in an‘ivorytower’ and not connectingwithyourfollowers or reality is the other major fault I see in leadership. It isamazing how manyCEO’s and boardlevelexecutives I have workedwith in the pastthat have lost all perspective of reality and of the (negative) impact theirbehaviors and wordshave on the rest of the organization.Whatisalarming, isthat the organizationsallowthem to staythere !Making sure global leaders understandtheirtrue impact on othersistotally key for future success for boththeirorganizations and society as a whole.

Whatisyouridea of happiness in a society?

Happiness for me, iswhereeachmember of society respects eachotherdeeply, irrespective of cultural, racial, sexual orientation, gender, religious, philosophical or anyotherdifferences. Where people cancontribute to both the higher good and betterthemselves and theircommunitiesalong the way, and they know thatthey are making a positive difference in their society. Happinessiswherewecan all grow, contribute and collaboratetogether to makethingsbetter for ourselves, ourfamilies and Society as a whole.

Whatisyouridea of misery in a society?

Misery in a society for me, iswherethere are no commonlyagreed guidelines or rules to help members of that society live in harmonytogether and wheremutual respect does not exist. Where certain people believethatthey have power over the othermembers of society and force theirways on others. Wherethereis no hope for change or for people to learn new things and ways of being, to becomebetter people, both for themselves and for society. Miseryiswhereyou do not exist as an individual or a have yourownvoice, or indeedbelievethatyoudon’t have either. Withoutdignity, humanity, and respect for eachotherthereis no society for me.

Whatisyouridea of inspiration for positive change?

Inspiration for positive change for me is«igniting the firewithin people, to inspire them to actually change themselves and theircircumstances for the better, and makebetterdecisionsthatbring about a better impact on others or a situation». It meanschanging the status quo andactivelyrecognizingwhentools, processes, ways of being or makingdecisions are no longeradapted to the currentcontext.It iswhentrue power eminatesfrom the veryheart of thatperson and radiatessostrongly, that the rest of us sit up, take notice and listen to whatthey have to say, becausetheytouch us on a profoundhumanlevel.Thosewho have donethis in the past and present : Mahatma Gandhi, Nelson Mandela, Barack Obama, John Lennon, Aung San SuuZyi, and for me personally, the chineseauthorXinran.

Which country wouldyoulike to live in?

I am a citizen of the world ! I amhalf Irish-halfSpanish, married to a Frenchman, speak 5 Europeanlanguages and have been living in France for the past 19 years (so I must reallylikeithere !). I love learning about other cultures and countries and have travelled to over 50 countries (and counting !)around the world for work and pleasure. I love London forit’struemulticulturalism, tolerance and British wit (but hate the rain !), love France, Italy, China, Japan and other parts of Asia for the culture and food, South Africa for theiramazingpostiveenergyand the U.S.A for theirdownrightpragmatism and pioneeringsprit, whereyoucantrulyreinventyourselfseveral times over and anythingis possible. Ireland and Spain are forever in myheart – it’s impossible for me to choose !

Whoisyour favorite leader in fiction?

This is a difficult question for me as I tend to readmostly non-fiction ! If I had to choose, I wouldsay the leader/herowhoisrevealedbecausethey are throwninto a particular situation and need to rise to the occasion, but whomyouwould not normallyidentify as a leader under normal circumstances.

Whoisyour favorite leader in real life?

Actually I have 3 – all women leaders ! I amveryinspired by Christine Lagarde. She has had an illustriouscareer in international Law, thenbecame the first Woman Finance Minister in France (a first in Europe too), and now leads in the global sphereas the ManagingDirector of the IMF. She has grown andadaptedwith patience and calm in male-dominatedspheres, whileguardingherownfemininity and strategic vision. I also admire the wayshealways supports otherwomen leaders in differentsocieties and cultures. The other leaders I really admire are Madeleine Albright, whowas the first womanSecretary of State for the U.S. and whotruly came intoherownlater in life, and Hilary Clinton, whoisdoing an admirable job as the currentU.S. Secretary of State. Hilary particularly inspires me throughherpersonal courage and hard work, breaking new ground for women in politics (as the first female candidate for the U.S. Presidentialelection as well as in hercurrent global role), business, society and beyond and I verymuch admire herfantasticworkhelpingotherwomenthroughherFoundation.

Whatcharacters in history do youmost admire?

Theperson I most admire in historyis Joan of Arc.From the time I was an 8 yearold girl, I have been fascinatedat how a 17 yearoldpeasant girl in medieval France, couldconvince a downtrodden and defeatedPrince to giveher an army, go on to lead hundreds of starving, desperate men to beat the English (particularly impressive to me atthat time, being Irish !) and crown himthe rightful King of France, uniting the country after 100 years of war. Herincrediblehonesty, perserverance, integrity to the very last breathand how shemanaged to inspire all of those men as such a youngwoman, are trulyawe-inspiring to me. Nowadayswehonormanywomanwho have succeeded in male-dominatedcontexts and to me what Joan of Arc did, istrulyheroic and unmatchedeversince.

The otheramazingpersonfromhistory I most admire is the ultimate Renaissance Man – Leonardo da Vinci. How one talentedgeniuscouldbesorevolutionary and ahead of his time in somanydifferentfields of science, anatomy, painting, code, drawing, sculpture, engineering, architecture, botanics, combat machinery and poetryistrulyexceptional. The legacyhe has left the world and hisoutstandingmodernityistruly the mostremarkable of all mankind, in my opinion.

Whatcharacters in history do youmostdislike and why?

The obvious one for me as for most of mankindis Adolf Hitler, for the inhumanattrocitieshe and hisarmiescommited, the annihalationhecaused to the world, his bloody thirst for power and world domination and completelack of respect for human life. He was the epitomy of evil and represents the worst possible example of the human race and is a warning to us all. Never again.

Whatis the reformthatyou admire the most?

There are three, eventhoughthey all happenedsome time ago : the abolition of slavery, the abolition of apartheid and the vote for women. For me, all of thesereforms have been key in giving back freedom to people whoshouldalways have hadit in the first place and movingtowardsre-establishing a better, justworld. Our world is in the mess itistodaybecause people in the pasttook power over other people, makingthembelievetheywereinferior to their ‘masters’. Icannotabideanyform of injustice such as these 3 andeventhoughwestill have a long way to go to put things right, historyiscyclical and we are nowthankfullycoming to a time whenbothminorities and women (ironically the global majority !) are starting to have the voice and the power to change the world, thattheydeserve. WhenPresident Obama waselected, I celebrated by sipping champagne withmyhusbandat 3am French time, weweresomoved bythishistoric change !

Whatshouldbe the two key behaviors of a leadership team?

1)     Exemplarity – be real rolemodels of the values and behaviorstheypromotewithin the company/organization, beactivelyseen and observedsaying and doingwhattheyask of the rest of the organization.

2)     Transparency and clarity in their communication witheachother and with the rest of the organization, no hidden agendas, sothatwecan trust whattheysay and do.

“As we look aheadinto the nextcentury, leaders willbethosewhoempowerothers.” — Bill Gates –Do youagree?

Yes, I totallyagreewiththisstatement. We have seen the legacy vertical leadership has left the world. The time has come where leaders willnow have to be more horizontal and collaborative in their style, givingothers more scope to makedecisions and take action withinclearmutuallyagreedboundaries and objectives. The era of command and control iscoming to an end. Leaders todayneed to look beyondtheirinnercircle and learn to collaborate and communicateeffectivelywith key stakeholderswithintheirorganizations as well as in the public sector/ngo’s/ and other new stakeholderstheydidn’tneed to deal withbefore. When leaders empowerothers, theygive people the skills and the confidence, withinclear guidelines, to move forward and not simplyfolloworderslikesheep. Cultural differences of course come intoplayhere and different national and corporate cultures will put differentmeaningsbehind the word ‘empower’. For me, itmeans passing on the ‘power’ ie ‘energy’ to anotherperson, for them to carry the flameforward and do their part, whilecontinuing to contribute to the whole. It is the wayforward, as long as it’sdonewell and is not justused as a corporate ‘buzzword’.

Whatisyourfavouritemotto?

« The people whoget on in this world are the people whoget up and look for the circumstancestheywant, and, if theycan’tfindthem, makethem ».

George Bernard Shaw

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 Anne Ravanona is Founder and Author of The Global Leadership Post and is a  global leadership and management development Consultant, designing and delivering top notch leadership development  programmes for global multinationals. She is also a CEO blogger for ReWiringBusiness.co.Uk and President & Founder of the Paul  NolanMiralles Association to help families of missing persons.

 Website:www.globalleaderpost.com     Twitter @anneravanona      

Blogs:http://www.globalleaderpost.com and http://www.rewiringbusiness.co.uk/author/anne-ravanona/