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Mohammed Hilili
General Manager at Lenovo
Mohammed Hilili is a seasoned professional in the technology sector with over 15 years of experience in sales growth and partnership development.
He excels in developing high-impact strategies, optimizing brand positioning, and leading high-performing teams.
His key areas of expertise include country management, sales development, executive leadership, partnership development, and project coordination.
Currently, Mohammed serves as the General Manager (Gulf) at Lenovo, where he significantly increased the Gulf PC market share and positioned Lenovo as the top PC brand in the Gulf region.
He is known for his progressive, strategic, and innovative approach, delivering profitable results on time and under budget.
Mohammed Hilili holds a Master's degree in Information Systems Management from Télécom Ecole de Management.
Highlights
How To Stop Micromanaging And Start Supporting
Are you a leader struggling with the delicate balance between supporting your team and unknowingly micromanaging them?
Or perhaps you’re an employee feeling the stress of your manager’s persistent interference in your job?
Leaders often face a perplexing dilemma: How can they assist their teams in encouraging growth without undermining the process?
In a thought-provoking article by Colin M. Fisher, Teresa M. Amabile, and Julianna Pillemer in the Harvard Business Review, the authors skillfully analyze the intricate art of empowering without suppressing.
Scroll through the carousel below to explore three practical tools that assist leaders in finding the delicate balance between offering assistance and preserving autonomy, a critical cornerstone of impactful leadership. ⬇️
Influential leaders recognize that unwarranted or unnecessary assistance can be frustrating. They value employee autonomy and master the subtlety of providing hands-on support without eroding the team’s self-reliance and confidence.
I’m eager to hear your thoughts on these insights. Have you grappled with the challenge of delivering the optimal level of guidance without micromanaging your team?
As an employee, have you ever felt micromanaged? How did you face this challenging situation, and what strategies helped you maintain your autonomy and motivation?
Your experiences and insights are not only valuable but vital, offering guidance and support to those facing similar challenges.
For an even deeper exploration, I urge you to read the article: Fisher, Colin M., et al. “How to Help (Without Micromanaging).” Harvard Business Review, (Jan-Feb 2021).
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