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Thank you to the 1,400 leaders who’ve generously done the 7 questions!
I hope reading

7 Questions with Kelly mua Kingsley

helps you in your leadership.



Jonno White

7 Questions with Kelly mua Kingsley

Name: Kelly mua Kingsley

Current title: Censor central bank ,Director finance operations of the state

Current organisation: Government of Cameroon

Professor Kelly Mua Kingsley is a finance engineer and an Edward S. Mason fellow of Harvard Kennedy School of Government. Prof Kelly is a finance engineer with over twenty years of progressive work experience. His academic achievements skills and competences have been sharpened over time. Censor at the Central Bank of Central African States (BEAC), Director finance operations of the state, Designated Representative Regional advisory commission on financial markets (COSUMAF), Frontier zones project fund manager, prior to these positions, Prof, Kelly served as Deputy resident representative with the United Nations, Consultant with African Development Bank and other reputed organizations. Prof Kelly is a seasoned public finance expert, lecturer of financial markets public policy, management and leadership within and out of the continent. Prof Kelly is a prolific writer with over ten books to his credit, over fifty peer-review articles. He is a founding fellow and member of the board of quantum blockchain technology and definer which is a lending platform. He has set up over 8 startups and micro-projects thriving in his community. Adept of corporate social responsibility in all business ventures and public policies.

7 Questions with Kelly mua Kingsley


1. What have you found most challenging as a CEO or executive of a large enterprise?

Navigating and communicating constant change ;
Creating space for reflection;
Making progress amidst the chaos;
Staying ahead of your competitors ;
Talent search within a thriving economy;
Managing and delivering under pressure ;
Retaining top talents in a competitive industry ;
Building teams ;
Creating Safe And Supportive Environments;
Overloaded emails ;
Staying relevant and professional on social media ;
Having strong and professional stands on social media;
Building and promoting a strong business culture ;
Choosing the right opportunities ;
Defining legacies.

2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?

The need to resolve financial challenges with my community gave me the niche to start thinking about the types of services that could be provided within an adapted local content. A vibrant young population and a very enterprising middle class locked within the mindset of public service employment not because of the call but for the need to secure their daily bread. So I started with a baseline analysis of the problems ;
I then moved to the design of a business plan with costs benefit analysis;
The capital identification;
Capital mobilisation,
debt servicing strategy ;
Returns on investments and capital sharing ;
Immediate, short, middle and long term goals.
The above permitted to have the legal, officials and organizational structure in place. This was followed by a strong internal control framework (ICT, human and material)organization. Leadership was, by example, with clear objectives and results. The team spirit and the overall goal of the company superseded individual ego's,trivial issues. Today we have succeeded in connecting those who need micro funds and even big organizations and governments with funders and investors.

3. How do you structure your work days from waking up to going to sleep?

The board of directors defines the strategic vision, goals and objectives to be attained within a given period. These objectives are trickled down via key results to the general manager, the general manager with his directors equally titles and each in line with the strategic goals come up with their own five key results, this process is repeated right to the least position in the organization. These results are evaluated monthly and serve as a reminder of where the organization is moving to, at the end of it all, the gaps are quickly identified and corrected.

4. What's the most recent significant leadership lesson you've learned?

know your numbers
Be as open like a book ;
Understand What Your Customers Value And Invest In Those Things;
Employees Are Motivated By More Than Money;
Be Genuine And Acknowledge Bad News.

5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?

Leadership on the line by Ronald Heifetz.
Leadership on the Line is THE book that grows your leadership chops well beyond the fluff stuff. It’s hard-core leadership in action – driving the big, hairy changes and challenges. And, it’s probably THE best book on how to actually balance connection and conviction, while doing so. The book changed the way I was looking at life in terms of management and leadership.

6. How do you build leadership capacity in a large enterprise?

Get clarity on what is the best use of your time;
Recognize the talents and the value of each person on your team;
Make requests, not demands, so that you get employee input;
Establish specific, measurable objectives together;
Empower employees to create their own solutions;
Share the power and resist the temptation to micromanage or take over;
Co-create an inspiring but attainable schedule;
Develop a collaborative reporting and feedback system;
Keep a log of who, what and when you delegate for tracking purposes;
Celebrate achievements and relationships between team members.

7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?

Team building and foster personal growth.

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