Sawan Jasoliya

Leadership is not one-size-fits-all—it evolves with culture, values, and historical influences. Across the globe, leaders shape their impact through unique approaches, from the bold innovation of the United States to the deep-rooted resilience of Nigeria and the collaborative spirit of Canada. Whether it's Japan’s harmony-driven decision-making, Germany’s precision and structure, or India’s adaptability in dynamic environments, each leadership style offers valuable lessons. By understanding these diverse approaches, you can refine your own leadership strategy, drawing inspiration from the world's best. Here’s how leaders around the world create lasting impact. United States:  Drive and Innovation Focus on results and encourage bold ideas. Empower teams to take risks and think big. Japan:  Consensus and Harmony Foster collaboration through collective decision-making. Value respect and balance team goals with individual input. France:  Vision and Reflection Combine strategi...

At this point in my life, one might ask: "Why take on the challenge of pursuing an online degree, especially one that spans three years?" It's a valid question, and one I’ve thought deeply about before taking this step. Here's my reasoning, and I hope it inspires anyone who's hesitating to pursue something similar. A Career Rich in Experiences, But Growth Never Stops Having spent decades in the cement industry, I’ve had a fulfilling journey—working in newly set-up plants, standalone operations, and even handling challenging assignments in turbulent political environments. From troubleshooting machinery to leading entire plants as Plant Head, I’ve accumulated a wealth of experience that I’m truly grateful for. But here’s the thing: experience is just the foundation—learning keeps you building higher. The cement industry is evolving rapidly, and I realized that while practical knowledge has been my strength, adding formal learning to my portfolio can only enhance my...

When I first joined the plant, I noticed something that stood out—while the workforce was skilled and dedicated, there was a significant gap in communication and team morale. The workforce was often focused on promotions, salary demands, and bonuses. This negativity was dragging down the spirit of the entire plant. But I was determined to change that. One of my first initiatives was to introduce a morning meeting with the mechanical team, followed by other HODs. The gatherings grew steadily, ranging from 20 to 40 people, and I began to see the power of open, transparent communication in action. I realized that mass communication is essential to include everyone in the same narrative, moving away from individual demands and toward collective progress. Breaking the Barrier of Negativity Initially, the idea of mass communication was met with doubts. After all, it hadn’t been practiced much in the plant before. Many workers began raising issues of salary, bonuses, and promotion—famili...

Some call it passion, others may call it obsession—but for me, sharing my experiences is a way of giving back. Let me tell you why. A Solid Foundation That Shaped Me My first decade in the industry was spent in the newly established cement plants of a corporate giant. These plants were later taken over by another major player, but the foundation they laid in me remained rock-solid. Afterward, I transitioned to different organizations, most of them standalone plants (single plants owned by their respective companies). Every time I joined a new plant, I carried forward the lessons and practices that shaped me during those formative years. And I’ll say this without hesitation—my foundational years gave me a clear edge, allowing me to approach challenges with confidence and proven strategies. I remain forever grateful to my first organization for instilling in me the power of preventive maintenance, workplace organization through 5S, and structured problem-solving. The Common Surprise Fro...

Working as an expatriate in developing or underdeveloped countries comes with its own set of challenges and opportunities. Based on my experience and observations, I want to share some thoughts—and I’d love to hear your perspective too. Let’s make this a conversation! 1. Is Self-Entitlement Holding Us Back? Have you noticed how some expats come with an attitude of superiority? It’s like, “I’m here because the locals can’t do this job.” Sure, that might be why you were hired, but does that mean we shouldn’t engage or learn from the locals? Many expats avoid integrating with the team. They rely on their 'drivers' for everything or insist on “their” car, even if it means waiting around while a simple carpool could save time. [Sorry but I can't say directly hence using this analogy. Interestingly, it's also true literally.] This mindset creates barriers, not bridges. Trust me, when you show respect and work collaboratively, the locals notice—and they reciprocate. Have you e...

The Cement Plant Paradox: Why Do Good Efforts Often Fail? Over the past 15 years, I have worked in four cement plants. One thing has been common across all of them—bad management practices and wrong people were the root cause of their decline. Despite these challenges, I had the opportunity to turn around all these plants. Yet, the fate of these plants reveals an unsettling pattern. Let me share my experiences and reflect on why this happens and what management must do to sustain success. Plant #1: A Story of Decline and Ruins I joined a plant that was already struggling but showed potential for recovery. After significant improvements, things began to stabilize. Unfortunately, management soon started adopting wrong practices—short-term gains took precedence over long-term health. I warned them and ultimately decided to quit. Within three months of my departure, the plant shut down. Today, only ruins remain—a painful reminder of what happens when wrong decisions prevail. Lesson: ...

Introduction I joined WACEM: West African Cement S.A. as General Manager - Works on 3rd November 2024. The plant, with two clinkerization units installed in 1970, was taken over by Diamond Cement Group, India. It reached its peak production levels in 2005 but has been on a decline since then, particularly after a fatal blast in 2015, which led to the loss of several lives. By 2023, the plant’s production had hit its lowest point. The workforce comprises local permanent employees and a handful of Indian expatriates managing plant operations. Observations Upon Joining Organizational Challenges Lack of trust, motivation, and enthusiasm among employees. An overarching atmosphere of pessimism. Operational Deficiencies Absence of preventive maintenance for machinery. Poor housekeeping and a lack of cleanliness. Negligence in the inspection of equipment. Unmanaged inventory leading to inefficiencies. Security Issues Frequent and significant incidents of theft. Huma...