The cost alone for the G20 summit is projected to us approximately R691 million to R700 million. This budget includes about R194 million for the Leader’s Summit and R497 million for the Sherpa Track meetings. The host country, South Africa, will bear these costs as part of hosting the summit, which involves significant expenditures for security, facilities, and logistics for the heads of state and their delegations.

Yet, South Africans are struggling, basic human rights are being neglected, how can spending that much money, on one event be justifiable, when taps are dry, when electricity is treated like a luxury in most parts of the country, when youth is unemployed, and public hospitals don’t have basic facilities.

Global unity isn’t top of mind, when so many South Africans don’t have enough money to buy bread for their children to eat. It’s disheartening to see the government being proud of this spectacle, expecting us to wait with bated breath as they discuss ways to bring about change, when the people on the ground are living with the consequence on their actions, is unfair. Most world leaders, including our own, are privileged and have no idea what the reality of most South Africans is, but their voices seem to be heard on a global scale over the ones that matter.

One of the themes for this year is Solidarity which is meant to signify a unified effort and mutual support among member nations. This principle emphasises cooperation, empathy, and collective action, ensuring that no country is left behind, especially in times of crisis. Our government should focus on unifying South Africa first, before any other nation, that is true solidarity.

Equality is another theme, referring to ensuring fair treatment, opportunities, and advancement for all individuals and nations, irrespective of their economic status, gender, race, geographic location, or other characteristics. Fair treatment and opportunities should go to everyone, if we can achieve that, then equality will follow.

Finally, Sustainability is about meeting the needs of the present without compromising the ability of future generations to meet their own needs. It integrates economic growth, social inclusion, and environmental protection, ensuring long-term health and stability of all people and our planet.

As hardworking South Africans, seeing our tax money go towards other nations, is a tough pill to swallow. Let’s hope that in the end, we will see the benefit of such exorbitant spend, in the name of unity.

About Brian Mhlanga

Brian is a leadership and organizational development practitioner with more than 12 years of experience working in higher education, finance, project management, international relations, communications, and advocacy. Brian is also a Senior Lecturer at Milpark Business School.

The post Solidarity, Equality & Sustainability, We Shall See appeared first on Omanga Consulting.

In these moments, many leaders instinctively reach for control. They move quickly, manage perception, and attempt to stabilise authority. Yet when trust is broken, authority is not what people are seeking, they are seeking restoration. 

As a leadership coach working with senior executives and public leaders, I have seen that trust does not return through strategy alone. It returns when leaders demonstrate accountability, transparency, and restraint in how they use power. 

The difference between crisis management and restoration is critical. Crisis management is about containment and restoration is about rebuilding. Containment asks how to limit reputational damage; restoration asks what this has cost the affected people. 

In organisations, broken trust appears as silence in meetings, reduced engagement, and loss of strong performers. In political contexts, it manifests as apathy, polarisation, and institutional fatigue. In both cases, the damage is relational, not merely operational. 

The first requirement of restoration is accountability without defensiveness, people are not asking for perfection, they are asking for ownership. When leaders shift blame to teams, systems, or circumstances, they deepen distrust. Accountability is not a statement crafted by communications teams, it is a posture. It sounds like, we made this decision, and it caused harm. We misjudged the consequences, and we are responsible for correcting it. 

The second requirement is transparency that respects intelligence. In an age shaped by rapid information cycles and AI-informed decisions, suspicion spreads quickly. When leaders obscure how decisions were made, or hide behind process, they reinforce the belief that something is being concealed. Transparency does not require revealing everything. It requires clarity about what matters, what is known, and what is still uncertain. Teams and citizens can tolerate complexity, what they resist is manipulation. 

The third requirement is restraint. After damage, leaders often respond with stronger directives and more visible assertions of authority. Yet, what people need most in these moments is steadiness, restraint signals maturity. It communicates that the leader understands the weight of their role and will not use power to silence discomfort. In political systems, restraint protects legitimacy, in organisations, it protects culture. 

Increasingly, damage also emerges from systems rather than intention. An automated process excludes qualified candidates, an algorithm reinforces bias. A cost cutting model removes human nuance, when leaders say the system decided, trust deteriorates further. Technology may inform decisions, but responsibility remains human. Leaders must translate complex systems into moral clarity, asking not only whether a decision was efficient, but whether it was fair and aligned with declared values. 

Leading after damage requires humility. It requires the willingness to sit in discomfort long enough to understand what was broken. It requires slowing down when the instinct is to accelerate. 

Trust is not restored because leaders demand it, it returns because leaders earn it again, through consistent behaviour over time. 

In the years ahead, leaders in boardrooms and governments alike will be judged less by how they perform in moments of strength, and more by how they lead after failure. Restoration is slower than reaction and less visible than decisive action. Yet, it is what sustains teams, institutions, and nations. 

Trust can be rebuilt but only when leadership chooses restoration over control. 

About Brian Mhlanga 

Brian is a leadership and organizational development practitioner with more than 12 years of experience working in higher education, finance, project management, international relations, communications, and advocacy. 

The post Leading After Damage: What Teams and Citizens Need When Trust Is Broken  appeared first on Omanga Consulting.

The first step would be to identify the type of network you want to build and ask yourself the following questions: 

1. Who are the people that I want to create relationships with? 

2. Where do they meet and network? 

3. How can I get into those spaces? 

Once you are clear about the network you want to build and have made it into events/spaces where you can meet them, its important to have a clear vision of how you want to present yourself to the potential network. Do your research and understand who you are approaching and how it will be mutually beneficial to you and the other party. Treat network building like a pitch and prepare accordingly, so that when you engage with people you are clear about what being part of your network is all about. 

After you are clear about your approach, then make sure you have high quality business cards or forms of getting in touch with you, there’s nothing worse than saying all the right things without the professionalism needed to back it up. Ensure that the information to you give out is uniform throughout your personal communication avenues for e.g. if your business card says ‘leadership coach’ make sure your website/social media represents that fact. You need to walk the walk and talk the talk. 

One of the biggest mistakes people make after a successful networking session, is to keep the business cards for too long without using them. If one of your potential partners asks you to reach out to them, don’t give it a week before you reach out, do it the following day while you are fresh on their minds, people are busy and will forget about you, so reach out and show them that you are serious. 

The other important element is networking etiquette, at networking events people tend to be excited and willing to say that they want to network but after contacting them, they ghost you. In situations like this I advise that you leave them alone, do not bombard them with calls or emails, if they don’t respond to you, its clear that they don’t want to be part of your network. Let it go and deal with people that are serious about joining your network. 

Finally, consistency is key. Just like any relationship, you need to maintain your network for it to be fruitful and for it to grow. One meeting after a networking event isn’t enough to build a solid foundation, remember these things don’t happen overnight, so expecting one networking session to be enough will lead to disappointment. In closing the size of your network is irrelevant, you can have a small network, and it can be successful, focus on quality over quantity. 

 About Brian Mhlanga 

Brian is a leadership and organizational development practitioner with more than 12 years of experience working in higher education, finance, project management, international relations, communications, and advocacy. Brian is currently a senior lecturer at Milpark Business School. 

The post How to Network Like a Pro  appeared first on Omanga Consulting.

Emerging technologies, shifting workforce expectations, and a heightened focus on measurable impact are reshaping how leaders grow and how coaches should deliver results. 

In my opinion, these are the top five trends that will be crucial in this space: 

1. AI Augmented Coaching Becomes Standard Practice 
Leadership coaching will increasingly integrate artificial intelligence to enhance, not replace human expertise. AI-driven tools will support real-time behavioural insights, personalized development pathways, and data-informed recommendations. Coaches can use these technologies to deepen engagement and accelerate leadership growth.

2. Rise of Skills-Based, Outcome-Driven Coaching Models 
Organizations are moving beyond traditional time based coaching engagements and demanding measurable outcomes tied directly to business priorities. In 2026, coaching programs will increasingly align with skills development, performance frameworks, and KPIs that demonstrate clear organizational impact. 

3. Inclusion and Equity Embedded into Leadership Development 
DEI is shifting from a standalone initiative to a core leadership competency. Coaching will focus on developing inclusive decision making, cultural intelligence, and equitable leadership practices. As workplaces become more diverse and global, equitable leadership will be seen as essential to long-term organizational health. 

4. Surge in Hybrid and Micro-Learning Coaching Formats 
Leaders’ time constraints have driven innovation in coaching delivery. New models including micro-coaching bursts, digital support, and blended group sessions will become increasingly mainstream. These flexible formats enable continuous, real-time learning. 

5. Well-Being Becomes a Core Leadership Capability 
Organizations are recognizing that sustainable performance requires more than strategic skill, it requires holistic well-being. Coaching in 2026 will emphasize mental fitness, emotional regulation, nervous system awareness, and resilience building as foundational leadership necessities. 

The leaders of 2026 need to be adaptive, emotionally intelligent and technologically fluent. These trends reflect the shift toward more personalized, data informed and human focused approaches to leadership development. 

As companies navigate ongoing change and uncertainty, leadership coaching is becoming a strategic investment, one that blends the best of human insight with advanced technology to prepare leaders for the future of the business world. 

About Brian Mhlanga 

Brian is a leadership and organizational development practitioner with more than 12 years of experience working in higher education, finance, project management, international relations, communications, and advocacy. Brian is also a Senior Lecturer at Milpark Business School. 

The post Five Major Trends Set to Transform Leadership Coaching in 2026  appeared first on Omanga Consulting.

Brian works with individuals, teams, and organizations to understand systemic barriers, unlock potential, and foster inclusive cultures. His approach goes beyond awareness; he provides actionable frameworks that improve collaboration, engagement, and decision-making. Organizations that engage Brian have reported enhanced team performance, stronger leadership pipelines, and measurable improvements in employee satisfaction.

Beyond his DEI consulting, Brian also serves as an adjunct faculty lecturer and senior researcher, sharing his expertise at Henley Business School, Wits Business School, Duke CE, and the University of Johannesburg. His work ensures that DEI practices are evidence-based, practical, and sustainable.

Takeaway: DEI is not just a program—it’s a leadership competency. With the right guidance, organizations can create inclusive cultures where everyone thrives.

The post Driving Diversity, Equity, and Inclusion in Organizations appeared first on Omanga Consulting.

Brian’s approach is systemic. He doesn’t just work with individuals in isolation; he examines team dynamics, organizational culture, and strategic priorities to design interventions that drive measurable results. From one-on-one executive coaching to immersive workshops, his methods cultivate emotional and somatic intelligence, improve leadership competence, and foster high-performing teams.

As an adjunct lecturer at institutions like Henley Business School, Wits Business School, Duke CE, and the University of Johannesburg, Brian combines research-driven insights with practical strategies. Whether in higher education, finance, or the public sector, his work transforms leaders into resilient, self-aware, and influential professionals.

Takeaway: Strong leadership is learned, not inherited. With guidance from experts like Brian, leaders can navigate challenges with confidence, inspire their teams, and create lasting organizational impact.

The post Unlocking Leadership Potential with Brian Mhlanga appeared first on Omanga Consulting.