| Thobile Dlamini | |
| I consider the future of the business when making decisions | Consistently |
| I have ideas for improving the business or our solutions | Consistently |
| I respectfully question how we do things to make improvements | Consistently |
| I speak to colleagues to obtain their expertise and perspectives | Consistently |
| I use my initiative and am not afraid to get involved in solving issues | Consistently |
| I am a pioneer and encourage others to find new and better ways of working | Consistently |
| I invite people with different views to co-develop solutions to problems | Consistently |
| I recognise and reward creativity | Consistently |
| I work with others to turn my best ideas into reality | Consistently |
| I look for ways to use technology to improve the business | Often |
Please provide examples of how you have shown vision and the ability to innovate in your career (Approx 100-300 words) | |
| My leadership is anchored in a belief formed early in my career at City Lodge: the role of a leader is to inspire a shared vision, not impose one. This principle has consistently shaped how I lead, particularly within environments where inherited perceptions and complacency limit performance. As General Manager of Road Lodge Isando, I set a clear vision to be the best-performing property in the province. That ambition guided how I engaged teams, redefined service standards, and built pride in execution. The result was tangible: the property was awarded a Lilizela Tourism Award for service excellence, validating the power of a shared, aspirational vision translated into daily practice. Similarly, at Capital on Bath, I challenged prevailing perceptions of the asset by reimagining how the space could generate value beyond traditional accommodation. By integrating wellness-driven experiences such as yoga and curated breakfast offerings, I reframed the guest proposition and unlocked new revenue streams, demonstrating how vision-led innovation can reshape both perception and performance. At the University of Cape Town, I lead within an environment rich in institutional purpose yet constrained by legacy ways of working. My vision has been to build a truly market-facing hospitality offering within a regulated academic system. Achieving this required more than structural change; it demanded a deliberate shift in mindset. I began by listening inviting teams to surface frustrations and constraints, then resolving issues quickly to build trust and momentum. Through this process, I redesigned staffing and operating models, delivering multi-million rand salary cost savings while protecting service quality and dignity. In parallel, I restructured the accommodation offerings through differentiated guest segments, dynamic pricing, and data-led reporting on occupancy and yield. I articulate a compelling future state, then invite teams to translate that vision into action within their own contexts. This turns strategy into ownership, unlocks innovation closest to the work, and sustains progress through disciplined experimentation. |
