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Dr Lucy Surhyel Newman, CPT, FCIoD, is the Chairperson of the Advisory and Executive Boards of the Africa Private Sector Summit (APSS). A 2024 Modern Governance 100 Honoree, Dr Newman is the author of the book ‘African Leaders' Tete A Tete: Navigating Entity Design and Prioritisation for Systemic Outcomes’.

Across Africa and its global diaspora, women leaders are reshaping institutions, redefining governance, and advancing inclusive development. Few voices reflect this transformation as strongly as Dr Lucy Surhyel Newman, an international consultant, policy advisor, and author whose nearly four decades of cross-sector leadership span the private, public, and nonprofit landscapes.

Currently serving in advisory and board leadership roles, including with the Africa Private Sector Summit (APSS), Dr Newman represents a growing generation of African professionals focused not only on leadership positions, but on leadership outcomes – systemic, sustainable, and inter-generational.

A Journey Rooted in Purpose and Performance

Dr Newman describes herself as a global citizen, proudly African and Nigerian, shaped by family, faith, and a deep commitment to continuous learning. Her academic and professional path reflects a deliberate investment in transformation and governance excellence, reinforced by global certifications and leadership recognitions – including honours from the International Society for Performance Improvement.

Her approach is clear: leadership is not a title – it is a responsibility to contribute meaningfully wherever one is positioned.

Rather than chasing roles, she focused on delivering value in each assignment. That discipline, she notes, naturally opened the next levels of influence.

The Reality of Leadership: Balance, Resistance, and Growth

For African women in leadership, the journey is rarely linear. Dr Newman identifies three defining pressures:

– Balancing professional responsibilities with family, community, and faith commitments
– Navigating insecurity and resistance in competitive environments
– Maintaining long-term strategic focus amid operational complexity

Her response to these realities is direct: develop emotional intelligence, protect personal clarity, and remain a lifelong learner.

Leadership maturity, she emphasises, requires the humility to unlearn and relearn.

Career Risks Women Leaders Must Confront

One of the strongest themes in Dr Newman’s reflections is the importance of self-awareness.

She warns that many careers stall not because of external barriers, but because of internal blind spots:

– Lack of clarity about personal purpose
– Absence of structured personal development goals
– Overemphasis on material signals rather than value creation
– Silence in the face of abuse or intimidation

Her message is firm: silence sustains broken systems.

Professional courage – applied with wisdom and evidence – is essential for institutional integrity.

Closing Africa’s Leadership Knowledge Gap

Dr Newman believes that one of the most urgent priorities for African women leaders is to scale knowledge through structured networks and cross-gender collaboration.

Impact, she argues, increases when leadership moves from individual success to ecosystem building.

Key priorities include:

– Strengthening professional networks across regions and sectors
– Promoting conduct and competence alongside visibility
– Addressing cultural resistance to women’s leadership through education and policy engagement.

These actions align strongly with continental transformation frameworks led by the African Union, particularly Agenda 2063 and economic integration initiatives such as the African Continental Free Trade Area (AfCFTA).

The African Woman as a Strategic Development Asset

A recurring theme in Dr Newman’s perspective is that Africa often underestimates one of its most powerful development resources: the African woman across her life cycle.

From the girl-child to the matriarch, she describes women as carriers of values, knowledge continuity, and economic resilience.

Societies that intentionally invest in women’s advancement – from education to enterprise to governance – consistently demonstrate stronger socioeconomic outcomes.

The implication is unmistakable: gender inclusion is not a social slogan; it is a development strategy.

A Call to Action: From Conversation to Contribution

Dr Newman’s closing message is both practical and urgent.

Africa’s transformation, she insists, will not come from policy declarations alone. It will come from disciplined, consistent contribution – from individuals, institutions, and networks.

– Knowledge must be shared.
– Mentorship must be intentional.
– Equity must be defended.
– Performance must be measurable.

Africa’s next leadership era is already emerging. The task now is to scale it with clarity, courage, and collaboration.

Africa’s next growth frontier will be shaped not only by innovation but also by the quality of our institutions and the discipline of a well-aligned systemic execution, leveraging technology.

The work is waiting – and so is the opportunity!