Grace Shared Her Journey Through Strategic Role by Affecting Many lives positively

Can you introduce yourself and who is Grace Oluwalola.

Grace Oluwalola is a resilient people leader with knack for building the next generation to be employable; using skills development, mentorship and her network connection to enhance youths and create opportunities for them. She is also passionate about the girl child, ensuring they have the power (social and economic) to say no to oppression and abuse.
 

Can you share your leadership philosophy, and how has it evolved throughout your career?

My leadership philosophy is that, there is no leader without follower, so I believe in developing trust for followership and then I take it further to groom leaders who will go on to develop others too. It is the principle of replication of leadership influence. In my over 20 years in career and leadership (I got into leadership early in my career), I have leveraged my friendly personality, listening skills and compassion to not just influence people but to help them harness their leadership potentials.
 

How did you transition from HR to a more strategic leadership role, and what skills did one need to develop?

I started my career in Customer service at Critical Rescue International and very early in the organisation, I was blessed to work with wonderful leaders who identified my leadershippotentials and decided to groom me, so I became a Team Lead and trainer, eventually I became the Manager of the Call Centre. With this, I started joining the recruitment process and when I moved to other organisations, I was already a manager and with that I forayed into recruitment which is an aspect of HR. 7 years ago, I was fortunate to join a close-knit organisation and the Head of HR and Corporate services, that was how I moved to a more strategic leadership role. I was saddled with the responsibility of managing the organisation and steering the course of operations, technology usage and client relationship and eventually joined GFA Technologies as the Lead HR and within a short period got promoted to the role of COO and currently, moved to lead the Foundation of the organisation which is responsible for training and providing services to states and countries. In order to function effectively in strategic leadership, I completed a Masters degree in International HR Management which gives me better understanding of managing people across different spheres, Project Management and Business Analysis which are skills required for innovation and effective business strategy.
 

Can you discuss your experience with Bisi Adebayo Networking Gems (BANG) and the impact it’s had on your life and career?

I joined Bisi Adebayo Networking Gems (BANG) in 2020 during the pandemic when they got funding to work on a 4 years project funded by Actionaid and Global Affairs Canada.

As a Program Manager for Bisi Adebayo Networking Gems (BANG), I designed and executed programs that positively impacted over 2,000 women and girls, focusing on education, financial independence, grants and funding for women-led small businesses and personal development. I also worked on programs aimed at fundraising and stakeholder engagement in order to ensure the sustainability of our initiatives and my commitment to creating lasting positive change.
 

How do you balance your professional responsibilities with your volunteer work, and what drives your passion for social impact?

My professional responsibilities, though demanding still allows me to follow other passions and everywhere I have worked, my leaders are usually aware of my volunteer and social impact activities, as a result, I can attend to that side of me without sacrificing my job, though it can be a stretch as that means I will be working extra hours.

Some months ago, I joined the prestigious Scottish Tech Army as a Business Analyst volunteer and it’s been a good experience working across different climes on projects that supports charities across the United Kingdom from Nigeria.
 

What advice would you give to organizations looking to incorporate social responsibility into their business model in Nigeria and Africa?

Drawing from my experience leading CSR initiatives and empowering communities, I would advise organizations to align social responsibility efforts with their core business goals to ensure sustainability. Engage stakeholders, including local communities, to understand their needs and co-create impactful programs. Prioritize transparency, measurable outcomes, and partnerships to build trust and drive meaningful social and economic transformation across Nigeria and Africa.

How do you foster a culture of innovation within an organization, and what strategies do you use to encourage creativity and risk-taking?

Effective communication and transparency, emotional intelligence and fostering inclusion is what helps to develop a culture of innovation and creativity in any organisation that will thrive. As a people leader, I believe that once recruitment is done well, everyone has ideas to contribute for the growth of the organisation and must be allowed to think and bring ideas to the table. This is key as no man knows it all.
 

What role do you think strategic leadership plays in driving organizational growth and innovation for SME?

Strategic leadership is crucial in driving organizational growth and innovation for SMEs by setting a clear vision and aligning resources to achieve long-term goals. It fosters a culture of creativity and adaptability, enabling SMEs to navigate market challenges and seize opportunities effectively. Additionally, strategic leaders inspire and empower teams, ensuring sustained innovation and competitive advantage.
 

How has your global perspective, shaped by your education and experience, influenced your approach to leadership and social impact?

My global perspective, shaped by my education in project management and human resources, along with my experience leading diverse people and initiatives, has instilled a deep appreciation for inclusivity and innovation in leadership. Collaborating on international projects, such as training 1,000 schoolgirls on STEM, leading a multi-cultural team across the globe and volunteering with the Scottish Tech Army, has taught me to embrace diverse perspectives and adapt strategies for meaningful impact. This approach drives my commitment to creating solutions that empower communities and foster sustainable growth.
 

Can you share an experience where cultural competence played a critical role in your work, and how you navigated any challenges that arose?

In my role as an HR professional and project manager, cultural competence is essential when leading all initiatives be it CSR or core day-to-day operations. Managing all stakeholders effectively, balancing diverse expectations,understanding cultural sensitivities, fostering open communication, and aligning goals, building trust and emphasizing inclusivity are critical to my role. I have leveraged these to successfully navigate challenges, ensuring collaboration among different ministries, parastatals, personnel and company CEOs to ultimately achieve impactful outcomes.

What advice would you give to leaders looking to develop their cultural competence and work effectively in diverse global environments?

I would advise leaders to prioritize continuous learning and self-awareness. Engage with diverse perspectives through open dialogue, training, and cross-cultural experiences to deepen your understanding of cultural nuances. Emphasize empathy, adaptability, and clear communication to build trust and effectively lead in diverse global environments, ensuring inclusivity and collaboration drive success.
 

What drives your passion for continuous learning and professional development, and how do you prioritize your own growth and well-being?

Fear of missing out and losing relevance, I want to always be relevant, so I seek knowledge from time to time and it’s a priority for me to learn and I don’t shy away from asking questions from people who know.

Can you share a challenging experience from your career and how you overcame it?

My decision to transition to working in Tech was challenging because of my age (I’m not old though, but in this part of the world, there are more Generation Z and X working in Tech). I got rejected mostly because of the fear that I may find it difficult to report to a much younger leader but GFA took the chance and I have been grateful for the opportunity ever since, as I have always wanted to work with the creative and innovative generation Z and X.
 

What advice would you give to young professionals looking to develop a growth mindset and achieve their long-term career goals also in career transition?

They should keep an open mind for opportunities, and be willing to change when the need arises as long as it will bring growth to their careers. They should also be willing to take risks and identify/follow a mentor who will help them position properly for their goals.
 

When call for service in Nigeria arises, are you ready to do it anytime?

Sure, I am very ready
 

Skills and Expertise

My professional portfolio is a testament to my diverse skill set:
a. Strategic Leadership: Crafting and executing HR and operational strategies that align with organizational goals.
b. Talent Management: Implementing recruitment, retention, and succession planning frameworks to nurture top-tier talent.
c. Program Development: Designing impactful social and organizational programs with measurable outcomes.
d. Fundraising and Partnerships: Driving resource mobilization and fostering collaborations for sustainable growth.
e. Change Management and Compliance: Leading transformation initiatives while ensuring adherence to regulatory standards.

A Vision for the Future

Currently, I am building a company of my own named TALENTXPERT SOLUTIONS, a company that will serve Startups in the area of their people management; providing insights into how to manage the most important organisation resource which is the “people”. Over the years, I have come to realise that companies have fantastic strategies but communicating and getting the people (executor) to buy into the vision has not been a great skill from leaders, this eventually affects the organisations and there’s a break in transmission in the vision and even mission of the organisation. Also, the company will care to the needs of job seekers to get them to the place where they are employable, providing training with our partners to school leavers and people planning to change careers. This initiative is born out of my experience working with job seekers and business owners.
The objective is stated clearly below:
The primary objectives of the TalentXpert Solutions are:

1. Enhancing Employability for Tech Talents
   o Provide tech talents with tools, resources, and courses to improve their skills and marketability.
   o Facilitate direct connections between tech talents and potential employers.
2. Streamlining Talent Acquisition for HRs and Startups
   o Create a platform for HR professionals and startups to easily access qualified tech employees and interns.
   o Offer consulting services to startups on effective people management strategies.
3. Supporting Training Providers and Talent Development
   o Link tech talents to reputable training companies.
   o Provide a marketplace for training providers to showcase their courses.
4. Knowledge Sharing and Thought Leadership
   o Feature blog posts on startup management, talent acquisition, and people strategies.
   o Host a YouTube channel with practical video resources for startup management.