Speaking on Sanny Ntayombya's "Long Form" podcast, Sellars shared insights from his global career and recent research in Rwanda. He offered a roadmap for leaders to harness the potential of this new generation while addressing entrenched habits holding the country back.
Sellars, who has led teams across Australia, Asia, the U.S., and Switzerland, founded T.E.S. to distill decades of leadership lessons into practical tools.
In Rwanda, he has worked with 33 leaders across the banking, construction, and health sectors, surveying 200 peers and reports. His findings reveal that Rwandan leaders excel in people-oriented skills like achievement, self-actualization, humanism, and affiliation, surpassing global averages.
'These leaders are well above the world averages,' he said, attributing this to 'a level of awareness of others and a consciousness of what needs to be done.'
He, however, noted that some leaders' reluctance to take risks could hinder the government's broader agenda to transform Rwanda into a regional economic powerhouse.
Sellars observed that Gen Zâ€"a generation he describes as opinionated, emotionally intelligent, and eager for happinessâ€"has much to offer. According to him, Unlike their predecessors, who were shaped by fear and survival, these young Rwandans enter the workforce with security and ambition.
'They're probably the first generation to have that since God knows when,' Sanny interjected, noting their contrast with leaders 'trained by trauma.'
Sellars sees opportunity here, but it demands adaptation. 'They get bored quickly,' he said. 'If you don't challenge them, they'll check out or leave.'
So, how can Rwandan leaders turn Gen Z into an asset? 'Delegate effectively,' Sellars advised.
'Set clear expectations upfront, not late-stage control. Move people across functions. A cameraman in marketing brings fresh visuals, while a marketer in sales crafts better messaging.'
He emphasized accepting failure without punishment. 'Magic happens between silos, but it requires risk,' he said.
For a generation that doesn't defer to authorityâ€"'they don't call you sir, they don't title emails properly'â€" he emphasizes that leaders must let go of their egos.
'The most effective leaders are incredibly hard to offend,' he said.
This shift, Sellars argues, could also ease another Rwandan leadership trap, which he describes as overworking.
'The most senior people are working 12-hour days, most of the weekend,' he said. 'My hope is that the message I'm sharing is: You are doing a great jobâ€"slow down. Those extra 20 hours destroy more value than they create.'
His own sabbatical story drives this point home. After leaving his Australian team for three months, he returned to find them delivering their best performance yet.
'You created a team that was independent and brilliant,' his boss told him, giving him the highest rating of his career.
Sellars' recent research highlights Rwanda's strengths and weaknesses. While aggressive styles like competition and opposition, common in the U.S. and Australia, are less prevalent in Rwanda, he notes that passivity remains a persistent challenge.
'The most effective leaders in Rwanda are the ones investing heavily in helping their people succeed,' he said.
Sellars tested his ideas at leadership retreats in Nyamuhazi last year, and he believes they worked. Leaders opened up about their struggles, and one even reported that her team performs better now that she's stopped micromanaging.
Looking ahead, Sellars connects Rwanda's future to its leaders and how they tap into Gen Z's potential.
'Build a space where they can grow, even if they're not ready to do it themselves,' Sellars advised.
The leadership guru believes Gen Z's tech skills and confidence can thrive if leaders guide them the right way.
Watch the full interview below:
Wycliffe Nyamasege
