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Ever heard about “The Freedom of a Tight Brief”? Don’t worry – the issue is not about underwear! The “brief” I’m talking about is the set of instructions given to someone so they can produce a specific outcome. Most of my early career was spent in the advertising industry — and what an adventure that was! As a starry-eyed small-town girl, everything about that world thrilled me. I fell head-over-heels for the edgy, arty, liberal scene that advertising was in those days. We produced a lot of high-quality, memorable work that built the kind of brand loyalty we still marvel at today. What many people outside the industry don’t realise is that a critical ingredient behind great work is something we call the Creative Brief. A good brief gives the creative team relevant context, clear objectives, a well-defined target audience, and the guardrails that help them deliver work that actually solves the problem on the table. When you present a strong brief, you give the team everything they need to be truly creative, and the boundaries within which that creativity should live. That’s what we mean by “the freedom of a tight brief.” Fast-forward twenty years and I’m no longer in advertising, but the lesson has never felt more relevant. Scratch the surface when a leader complains about poor performance, and you’ll often find a trail of terrible briefs: unclear, incomplete, or completely devoid of context. That kind of briefing produces work that’s mediocre at best — and teams that are frustrated, bewildered, or both. Leaders get upset when their people don’t deliver what they “had in mind,” not realising that the thing in their mind is a picture they never translated into a proper brief. So everyone knows the boss is unhappy, everyone knows the work isn’t quite right… but no one knows what should have been done differently, because no one has a direct line to the picture in his head. Good leadership requires us to communicate clearly and consistently with our teams. When leaders translate their desires into shared understanding, they set their people up to win — and that’s where real performance begins.

For many people in the workplace, the prospect of getting older comes with the expectation of becoming more senior—more power, more money, better positions, more status. When they look on the other side of the equation, they see the contribution they make — lots of experience, well-honed skills, and plenty of white hair to indicate wisdom. What they are not thinking about is whether they are still relevant to the market in which they serve.  I never know whether to be amused or outraged when I meet people in their fifties and sixties who only want to do the things they have always done. They have the same circle of friends, eat the same foods they have loved for 30 years, enjoy the same music and vigorously defend the opinions they have held dear for all their adult life. What must it feel like not to be curious or even interested in trying new things, exploring new ways of thinking and feeling, or even dabbling with being a new person? I am not sure if you are one of these people, but the cold fact is that your ability to matter in the workplace is looking less and less spectacular unless you’re ready to make some big shifts. Here are three ideas you might want to explore.  Surround yourself with younger people I learnt this piece of wisdom from the legendary Kiki Divaris who, well into her seventies, always made sure she included people in their twenties and thirties in her social circle. I was lucky enough to be one of those people. I don’t believe there is a school or mentorship programme that can top the things I learnt from her. But what did she get out of it? Based on her own admission, having young people around kept her young. And from what I could see – it also kept her relevant. She had a “Mix with them and learn from them” policy which encouraged inclusion and diversity in a time when those words were not yet sprinkled all over company policy documents. She understood the importance of generating new ideas by exposing yourself to things that are different from what you are used to.  Face Your Fears of Technology You might consider yourself pretty tech-savvy; after all, you’ve seen it all, from faxes and telexes to becoming a whizz at email and video conferencing. But let’s be honest—mastering a few tools is just the tip of the iceberg. The real challenge is developing an attitude that embraces the constant evolution of technology. It’s not about getting comfortable with what you know now; it’s about staying open to what’s coming next and the wave of changes that will follow. The pace of innovation isn’t slowing down, and being adaptable is what will keep you ahead. Rather than fearing new technologies, approach them with curiosity. Ask yourself how these tools can empower you to lead better, work smarter, and push your organization forward. Be prepared to be wrong Wrong? Yes, you—the boss, the walking library, the fountain of knowledge and wisdom—can be wrong. And that’s okay. In fact, it’s necessary. Nothing stifles innovation and experimentation like an untamed ego. The moment you believe your experience alone shields you from mistakes is the moment you stop growing. Be willing to accept that your tried-and-true methods might not apply to new challenges. Admitting when you’re wrong opens the door to learning, collaboration, and fresh ideas that can propel your career and your organisation forward. It’s in those moments of humility that much progress is made. Everyone will tell you to invest in continuous learning, particularly in areas like digital transformation, AI, and other technologies shaping the future. And sure, attending seminars and participating in executive education programs will help — but only up to a point. To truly remain relevant, you’ll need to be courageous enough to start working on a mindset that is open to discomfort, willing to be challenged, and ready to let go of old ways of thinking. It’s not just about gaining new skills; it’s about embracing a constant state of evolution. In the end, the ability to stay relevant comes down to how adaptable, curious, and humble you are in a world that never stops changing.

When Apple launched their legendary “Think Different” campaign, they didn’t just promote a product—they showcased a mindset that has defined the company’s success for decades. This campaign, with its bold celebration of creativity and innovation, exemplifies the power of innovative thinking and how being willing to step outside the box can result in high-value ideas. By daring to think differently, Apple not only redefined its brand but also set the stage for transformative growth that would shape the tech industry for years to come. But it takes courage for professionals, particularly those in traditionally conservative sectors, to step away from tried and trusted methods, and reach for something that has so far been unexplored.  When leaders are more concerned with targets, quotas and dollars and cents rather than actually solving problems, it can leave little time for exploring new idea. And yet, the ability to generate and implement high-value ideas is crucial – particularly in public sector institutions and development agencies where problems and solutions have potential to affect large populations. These ideas will drive innovation, enhance efficiency, and position organisations to better serve their stakeholders. But how can one cultivate the kind of environment where such impactful ideas can flourish? High-value ideas, as illustrated by Apple’s success, are more than mere flashes of creativity—they are the bedrock of innovation. According to a Harvard Business Review article, these ideas often lead to significant improvements in processes, customer satisfaction, and overall market positioning. Organizations that embrace a culture of innovation, like Apple, often find themselves at the forefront of their industries, achieving competitive advantages that are difficult to replicate. The generation of high-value ideas doesn’t occur in isolation. To begin with, it requires a culture in which it is OK to be different. Such work environments are surprisingly few and far between, in spite of the proliferation of companies that list “innovation” among their values. Creating such an environment requires leaders to be deliberate about which behaviours they reward, what norms they establish, and how they respond to failure. Leaders must champion curiosity and encourage experimentation, making it clear that fresh perspectives and unconventional approaches are not just tolerated but actively sought out. This means recognising and rewarding not just the successful outcomes but also the creative processes and bold thinking that drive innovation, even when they don’t immediately yield results. That means brave leaders.  It requires a collaborative environment where diverse teams feel empowered to contribute. Forbes magazine highlights the importance of open communication and the role of diverse perspectives in sparking creativity. For organizations, this means encouraging dialogue, fostering collaboration, and creating spaces where ideas can be freely exchanged and refined. Techniques such as brainstorming sessions, idea management systems, and regular feedback loops are vital in ensuring that ideas are not only generated but also effectively implemented. To ensure these ideas contribute to long-term success, organizations must align them with strategic goals. McKinsey & Company underscores the importance of identifying and prioritizing ideas that offer the greatest value. This involves evaluating the potential impact of each idea and ensuring that resources are directed toward those that align with the organization’s overarching objectives. By establishing clear frameworks for idea evaluation, organizations can focus on high-value ideas that drive sustainable growth. For professionals in communication and branding, mastering the art of generating high-value ideas is essential. The dynamic nature of these fields demands continuous innovation to engage diverse audiences, build trust, and effectively convey complex messages. By fostering a culture of creativity and strategic thinking, these professionals can unlock new opportunities for growth and impact. Everyone has the capacity to “Think Different” with the right environment and encouragement. Its difficult to generate high-value ideas without doing so. These transformative ideas are the lifeblood of innovation, offering organisations a path to sustained growth and success. By embracing a mindset that encourages creative thinking and aligning ideas with strategic goals, leaders can position their organisations to thrive in an ever-changing environment.

The idea of using storytelling as one of the tools in your business toolkit may seem odd to you – we’ve seen how religious and political movements have long used the art and power of stories, legends and myths to persuade large numbers of people to support them and their causes. But business…? You may be tempted to dismiss business storytelling as something that belongs in a very narrow space in the business – perhaps in the advertising department, or among the youngsters that handle your social media. But consider this – stories are everywhere in your business. And you are already using them to get things done: So, the stories are there – you’re just calling them different things. Now why is it important for you to think of them specifically as stories? When you start seeing these elements as stories rather than just data points, pitches, or reports, you shift from simply sharing information to inspiring action. Stories engage both the logical and emotional sides of the brain. People may understand facts, but they remember stories. Stories engage emotions. And in business, decisions are rarely driven by logic alone—emotion, trust, and connection play a huge role. By framing communication as a narrative, you create context, meaning, and relevance. Data becomes insight. A sales pitch becomes a vision of future success. Even a quarterly report can become a story of growth, resilience, or strategic evolution. The most influential leaders use storytelling intuitively. In fact Steve Jobs is famously quoted as saying “The most powerful person in the world is the storyteller. The storyteller sets the vision, values, and agenda of an entire generation that is to come.” Jobs’ philosophy on storytelling as a leadership and branding tool well-documented. He deeply understood that technology alone doesn’t sell— but stories do. He didn’t just present Apple products; he told compelling narratives about how they fit into people’s lives. His iconic product launches weren’t feature-heavy breakdowns but carefully crafted stories that built anticipation, highlighted pain points, and showcased Apple’s solutions in a transformative light. In Zimbabwe, one of the most compelling business stories of our time has been the Econet Story. Strive Masiyiwa used storytelling as a tool for resilience and influence. When the then government initially blocked his license to operate a mobile network, Masiyiwa framed his battle not just as a business dispute but as a fight for economic freedom and consumer choice. He positioned himself as the underdog taking on an unjust system, a narrative that resonated with many Zimbabweans and garnered public support. Even after winning the legal battle, Masiyiwa continued to use storytelling to build Econet’s brand. His personal story and his Christian faith became part of Econet’s identity, inspiring entrepreneurs across the continent. Today, his storytelling extends to his philanthropic work, where he shares lessons on leadership, and entrepreneurship, amplifying his influence beyond business. 
One of my favourite business personalities on the continent is Mo Abudu, also known as “Africa’s Oprah.” I am old enough to remember her as the somewhat awkward host of a talk show called “Moments with Mo” and have been delighted to see her evolution into the founder of an impressive media empire. She built EbonyLife Media by reshaping the narrative around Africa in global media, with the mission of “Changing the narrative of Africa, one story at a time.” Her business success is directly tied to her ability to tell stories that resonate with audiences and challenge global perceptions of Africa. Why Businesses Need Stories There are plenty of examples that demonstrate how storytelling in business can build brands, shape public opinion, and drive business growth. Such businesses don’t just offer products or services—they sell visions and movements that people want to be part of. The right story can unite teams, attract customers, and shape entire markets – because narratives influence perception, inspire action, and ultimately shape reality. If you want people to believe in your vision, buy into your product, or rally around your strategy, you don’t need more data. You need a story that people can see themselves in.