Eugene Ndhlovu

Invest in your happy place :)

[Eugene Ndhlovu @Lebo_87]

@Mdu_Mchunu1 Link please 🔥🔥🔥

[Serena Williams @serenawilliams]

If you marry my sister, you marry me too - you marry the family. What are your thoughts? @Venuseswilliams @andreapreti88

[Eugene Ndhlovu @Lebo_87]

@Mpumiln 🤣🤣🤣🤣

[Eugene Ndhlovu @Lebo_87]

@Tokyo_Trev 💔

[Eugene Ndhlovu @Lebo_87]

@SandisiweM_ 💔

[Eugene Ndhlovu @Lebo_87]

@khalangaZA @skhuw 🤣

[Eugene Ndhlovu @Lebo_87]

@MuloiwaThendo 🤣🤣🤣🤣🤣🤣🤣🤣

[Airports Company SA @Airports_ZA]

CEO Mpumi Mpofu: “In a year of challenges, ACSA delivered solid results, driven by resilience, accountability, and innovation.”

[NaMgidi♈ @Emily_Sphiwe]

My delusion was really hoping for a miracle at this exact moment! 😭😭😭 Yho!! I knew Queen Ntombazi was a powerful witch kodwa haibo!! And the way @Khabonina_Q embodies this role, I really can't over how good she is at this! #ShakaiLembeS2

[Eugene Ndhlovu @Lebo_87]

@KeaKhutsoane @simphiwedana Le tlo re blockisa lona by association 🤣🤣🤣

[Eugene Ndhlovu @Lebo_87]

@Bathandwa95 🤣🤣🤣Tell me about it

[Eugene Ndhlovu @Lebo_87]

@FloMasebe Madam President ❤️

[Nedbank @Nedbank]

When it comes to money, consistency is everything. Switch to Nedbank. Get money fit.

[Asante Mokhuoa @AsanteOnBoards]

I’VE BEEN MIA. BUT FOR A GOOD REASON.

The past few weeks, we've been operating at full capacity, fully immersed in matching some of the continent’s most exceptional professionals to board roles across sectors.

The volume and complexity of the work required an all-hands-on-deck approach. Between candidate vetting, conducting board-readiness interviews, developing compelling board profiles, and ensuring alignment between individual readiness and board mandates, I thoroughly missed sharing my usual updates here.

But before I share what’s been on my radar, there is an observation that has become impossible to ignore. It is something we intentionally address in our Global Certified Board Director Programme, yet even the most accomplished executives tend to miss it:

The transition from executive mindset to director posture.

It is a shift I’ll expand on shortly. But first, here are some of the key developments across leadership, governance, and institutional realignment that, in my view, warrant close attention:

*The Barloworld transaction is quietly making history, clearing regulatory hurdles with precision and no serious opposition. Update coming soon.

*Starlink’s school connectivity offer confirms my earlier prediction. Government appears ready to bypass the 30 percent Black ownership rule via an equity-equivalent model.

*Vodacom’s CEO pay reveals only 26 percent of total remuneration retained post-tax, with R32 million directed to SARS.

*MTN South Africa has announced the appointment of a Chief Consumer Officer for Prepaid effective 15 September.

*Thungela Resources faced rising shareholder pushback at the latest AGM, with 40 percent voting against its 2025 executive pay policy. A significant shift from 94% support in the prior year.

*Exxaro governance deep dive (Part II) is complete. However, its release has been intentionally delayed allowing for measured reflection on the implications of its findings. Raising uncomfortable truths in this environment often comes at a cost. Being a safeguard for governance is a professionally expensive stance in this continent.

*Anglo American has announced leadership changes following the demerger, continuing its portfolio simplification strategy.

*Grindrod Limited recently confirmed changes to its Executive Directorate. Another indicator of active board renewal across listed companies.

*The suspension of the RAF CEO has sparked widespread speculation about political interference and legal intimidation. To explore or not to explore?

*Ntate Kenny Fihla officially stepped in at ABSA early this week. His first 100 days will be interesting to watch.

There is a lot to unpack, and I will. Keep your notifications on.

Now, to the other matter that has consumed much of my time.

In the course of assessing board candidates across public, private, and development sectors, one fundamental misconception continues to surface. It is perhaps the most persistent barrier to effective governance across Africa and beyond:

The belief that executive excellence naturally qualifies one for board directorship.

It is a dangerous assumption. Senior leaders often view a board appointment as the pinnacle of a distinguished career, the next rung on the leadership ladder. But what few realise, until it is too late, is that board directorship is not an extension of operational leadership. It is not a promotion. It is a professional pivot into an entirely different discipline.

The role of a director is not to lead the organisation, but to govern it. Governance demands a different skillset, a different pace, and a different posture.

Where the executive is immersed in operations, the director must remain above them.

Where the executive is judged by outcomes, the director is judged by oversight.

Where the executive drives execution, the director must ensure accountability, sustainability, and long-term strategic alignment.

The board is not a place for operational heroics. It is a forum for institutional judgment.

This distinction is critical and frequently misunderstood. I have watched seasoned C-Suite Executives enter the board environment confident in their ability to add value, only to quickly find themselves frustrated, sidelined, or misaligned. Not because they lacked brilliance, but because they did not recalibrate their approach.

Many also fail to account for the reality of board politics. Governance spaces are not apolitical. Power is negotiated, alliances matter, and influence is often shaped behind the scenes. These dynamics are rarely documented but widely felt. Ignoring them does not absolve you from their consequences.

Directors who underestimate the political architecture of the boardroom often struggle to contribute meaningfully, not because they lack insight, but because they misread the unspoken currents that shape how decisions are made and by whom.

In governance, power is subtle. Influence is earned through presence, not performance. A director’s value is not in the number of words spoken, but in the depth and timing of their contribution.

This is why we invest so intentionally in this recalibration within our Global Certified Board Director Programme. We do not train board members to step up. We train them to step away from habits that no longer serve them and step into a new standard of leadership rooted in fiduciary duty, strategic foresight, and collective accountability.

The board of directors represents the apex of organisational authority. As the highest decision-making body, its primary responsibility is to govern in the best interest of the organisation and its stakeholders. This includes not only shareholders, but also employees, customers, regulators, and the broader communities the organisation serves.

If you are serious about entering the world of boards, be prepared to unlearn. Governance is not about control. It is about stewardship.

It's good to be back!

#AskAsanteOnBoards

[The Instigator @Am_Blujay]

The youth of KwaThema in Springs are running a stokvel where they buy each other catering equipment such as chafing dishes, pots, foldable tables, burner stoves, etc.

[uBhuti Ultra loka 3:45|10:09🫵 @AbdulKuhle]

Habakkuk 2:3
“It may seem slow in coming, but wait for it, it will certainly take place and it will not be delayed.” Woah😮‍💨🔥🔥!!

[Eugene Ndhlovu @Lebo_87]

@SwiftieLee1 Place in a bowl of water after purchase they would last up to 2 weeks.

[Eugene Ndhlovu @Lebo_87]

@Iam_Grootman 🤣🤣🤣

[Eugene Ndhlovu @Lebo_87]

@Iam_Grootman 🤣🤣🤣🤣

[Eugene Ndhlovu @Lebo_87]

#OneSouthAfrica #UnitedSouthAfrica