Leadership is often associated with the decisions made at the top. But in any organisation that wants to achieve lasting impact, leadership is also about what happens further down the organisation, which includes who is given responsibility, whose ideas are heard, and who is supported to grow into their next role.
For me, one of the most important responsibilities of a leader is to create the conditions in which other people can lead, and this means looking beyond immediate performance and investing in people for the long term. It means recognising potential, giving colleagues opportunities to take on responsibility, and accepting that development requires allowing people to make decisions, learn from them and find their own way of working.
At Education Above All Foundation, our mission extends across programmes, partnerships and communities in Qatar and around the world. Delivering on that mission over the years has seen us focus on capable people who understand the organisation’s purpose and have the confidence and skills to turn that purpose into action. Strategies and systems are important, but people have been at the centre since our inception.
That is why developing national talent is an important part of building institutional capacity.
For Qatar, this conversation is particularly relevant. As the country continues to invest in its human capital and build a knowledge-based economy, the responsibility of organisations is to create the experience, exposure and opportunities that allow that talent to progress into positions of greater responsibility.
For Qatari professionals, meaningful empowerment should include access to professional development, exposure to different areas of an organisation, opportunities to work on complex challenges and clear pathways towards greater responsibility. While today is crucial, these professionals should be able to assess where their capabilities can take them tomorrow.
This also places a responsibility on leaders and organisations. We have to be deliberate about creating opportunities, must identify potential early, provide mentorship, give people room to contribute and ensure that progression is based on capability, commitment and performance.
And as we empower our professionals, the role of the leader also witnesses a transformation. The more capable the team becomes, the less leadership is about having all the answers. A good leader will then focus on asking the right questions, removing barriers and enabling others to make good decisions.
This is particularly important in organisations working on complex social challenges, because education, development and humanitarian work rarely have simple solutions. They require people from different backgrounds and areas of expertise to work together, adapt to changing circumstances and make decisions close to where the work is happening.
Strong institutions are therefore built through people.
When we invest in people’s capabilities, we are strengthening the organisation’s ability to deliver its mission over time. We are building knowledge, experience and leadership that can remain within institutions and contribute to their continued development. Qatar’s focus on developing national capabilities provides an important context for this work. While the ambitions of Qatar National Vision 2030 depend on infrastructure, investment and economic growth, equally important to achieve this goal are people who have the knowledge, experience and leadership capacity to contribute to the country’s future.
In this regard, the country’s professional sector has an important role to play, and organisations can provide young Qatari professionals with opportunities to work across functions, lead projects, engage with international partners and develop the skills required in an increasingly interconnected workplace.
For established leaders, this means thinking about succession and development before it becomes necessary. Who will take responsibility when we move on? Who have we given enough exposure to? Have we created enough opportunities for people to demonstrate what they can do? Are these human resources questions? Yes, but they are also questions of institutional resilience.
At the same time, empowerment can never be a one-way process. Employees also have a responsibility to make the most of the opportunities available to them. Growth requires curiosity, accountability, a willingness to learn and the confidence to take on challenges that may initially seem beyond one’s experience. The strongest organisations are those where this relationship works in both directions with leaders creating opportunities, and people taking ownership of them.
I was therefore particularly honoured to receive the Leadership Excellence Award at the inaugural Himmah: Qatar Private Sector Nationalisation Award. I see it as a reflection of the colleagues and teams who make my work possible, and of the importance of continuing to invest in national talent.
Ultimately, leadership is measured by what we enable others to achieve. If we want to build institutions that remain strong for years to come, we must build people who are ready to take them forward. That requires patience, trust and a willingness to give others the space to lead.
- Ali Turki al-Sobai is the Chief Operating Officer of Education Above All (EAA) Foundation, where he supports the organisation’s operations, institutional development and delivery of its global education mission. He focuses on building capable teams, strengthening organisational capacity and creating opportunities for professional growth and leadership.
- Education Above All (EAA) Foundation, a global foundation working to expand access to quality education and economic opportunities, received the ‘Leading Entity in Nationalisation’ Award, and al-Sobai received the Leadership Excellence Award at the inaugural Himmah: Qatar Private Sector Nationalisation Award.