I’m Fatima Ibrahim; I’m an Executive Coach so if I am to coach you, I’ll be facilitating a conversation that you’re having within you and yourself.  Q1) Could you give us the sense in these last 20 years, have you seen any changes any developments any going forward; or is it the same style that we had! What have been your observations on the leadership side?  Fatima Ibahim: Well, definitely there has been a lot of changes, especially when it comes to women!In recent years, more women have entered the workforce and assumed leadership roles. However, being outnumbered by men can lead to doubts and feelings of isolation. Despite their technical competence, women may question their place and decision-making abilities, facing challenges in gaining confidence. Q2) So I obviously don’t look for those different indications and indicators! But from what I’ve noticed you, sometimes when women are put into positions of authority, decision making etc… They feel they must adopt a masculine demeanour to be taken seriously, resorting to giving orders rather than making requests. So, do you think this is something that women should be changing?   Fatima Ibahim: Let me tell you from a very personal experience, a little story of mine. In a past job, my female boss, a rare executive in her field, was demanding and challenging, particularly towards women. I recall instances of being excluded from meetings. And I would remember shout she is shouting at me; I would remember papers thrown at me and so on. In my senior position, I empathized with her unique position as the only woman in leadership. Through patience and diplomacy, I earned her tolerance and became one of her top employees. She was insecurity, a lot of pressure getting on her deadlines and so on. Haven’t said that women nowadays, although she had a lot of experience under her belt, nowadays I’m inviting and coaching women to be more authentic. So, if you are a leader, you’re does not mean that you’re a boss. Be authentic, understanding, and avoid shouting. Many women enter leadership lacking experience and exposure. All what they have is the power of their position. Leadership competencies may lack authenticity, meaning decisions should stem from authenticity rather than ego. So, you feel comfortable, and others feels comfortable too!  Q3) I expect clear direction and deadlines. If my boss suddenly shifts to being overly gentle and collaborative, it can disrupt our workflow. How do you think employees are going to look at a boss who’s doing all of these things! When they’re expecting to be given direction, deadlines and we are monitored?   Fatima Ibahim: You know what, it’s not separate it’s actually the same as I said, so, it’s not what! It’s how you do it will you still have the deadlines. Then, authentically an authentic leader who understands that this person needs clear directions and deadlines. They will give it to them with care with not being an order or bossy, right? And they will expect like these are my expectations these are the deadlines, and these are your deliverables. So I expect you to do it one two three four respectfully. What if that employee is sick that day. What if there is a death problem what if he has a performance issue for whatever reason! How would the leader act? This is where I come in, does he need to be ballistic and throw around papers because the deadlines are not met? He’s a leader he needs to observe these things, this is what authenticity means. Observe it in a way otherwise he should not be in that position, he needs to know how to orchestrate and lead the team in a way where he does have his strength, his position, his power. And he knows how to use it and distributes this towards his team and make them work, right? Or not make them work support them to work it’s more of a service look, how can I serve you better! So, let tell me how can I support you in achieving the deadlines, what’s missing, what do you need?  Is there anything that you’re probably not meeting the deadline because there’s something missing? There’s a process, a block, and miscommunication between management and employees. This is where authentic leadership comes in: to bridge that gap, facilitate communication, and strengthen bonds for authentic corporate life. Q4) Yes, I get what you’re saying and obviously the bottom-line matters. So, when you’re working with these sweet people, I’m not saying men I’m saying people. How do you get them to change the ‘I’m the boss’ whatever I say goes, that kind of thing? You know, because it’s so much part of the process that has been going on for so long. So, what is your USB that says, “Okay, this is not the way to do it. Maybe perhaps you should do it this way,” because you’re coming in as the coach! You’re also pointing out to them things that have not been working, and when you’re in that position of power, most people have a big ego who don’t necessarily accept that. So, when you are bringing about this massive change in the way they think and the way they do? How do you approach them to get by into the project that you are going to be working on that means authentic leadership?   Fatima Ibahim: When starting coaching, after signing the contract and breaking the ice, it takes a few sessions to say, “Take off the CEO hat and be a human”. Secondly, Ego is not a bad thing; it’s like a barking dog with dog fights all the time. So why can’t we have that dog serving us and stirred, instead of we serve it! So, if the ego can be tamed, I can name it and want it to serve me better. The ego won’t go away; it’s just barking. Which kind of dog do you want to choose, what do