CEOs require strong new world leadership skills, and philanthropy can further elevate one’s ability to drive change and impact societies, writes Khalil Abou Jaoude

As a man of few words, sometimes even described as aloof, I like to focus on action where less is more. This is not to say that words are insignificant, rather the opposite. Words matter. Business is all about trust and keeping your word.

I was under 40 when I grew our medium family business to two multinational groups and became Chairman and CEO. It did not happen overnight and included a great deal of sweat and struggle. This also coincided with the start of my philanthropic journey. I came to realize that my groups’ achievements, our focus on bottom lines, productivity and growth, would mean so much more to me and my loved ones if I were to put some of my learnings and earnings to use for some greater good. I wondered how people like me who had “sweated their money” could give back to society beyond traditional ways of giving. I did not know where to start and was in search of inspiration. I knew that I wanted to be involved in something different than old models of charity.

If you are like me, when things get messy in your head, you lose yourself in childhood memories to better understand the “why” and “how” that got you where you are today. As a child growing up between my home country Lebanon and later Liberia, two countries that have faced conflict, instability and turmoil, I remember vividly the consistent energy my father exerted to make sure I received the best education and exposure. I was lucky. Not every child is.

Impacting the lives of children at scale would require more than sporadic good deeds in local communities. It requires searching and finding that anchor partner with whom to invest patiently and in the long term, for sustainable change. And where better to invest than in children’s education and well-being, especially during their formative years? It was one of those ‘aha’ moments, and one image came to mind: “UNICEF”.

I have lived in different places around the world and UNICEF was always present. I have seen first-hand how UNICEF operates both when it comes to humanitarian emergencies and development challenges: on remote sandy roads, in the middle of the jungle, across international airports, and in multilateral fora. They never cease to amaze me in what they do both in terms of delivery on the ground and policy at the global level to fight inequality. It is not just that they are in nearly every single country and territory on the globe. It is their holistic approach. It is the breadth of the partners they work with. It is their emphasis on data and evidence.[1] It is that they hire top experts in their fields.

Every businessperson knows that a successful enterprise depends on people, trust, and strong values. I know that UNICEF embodies all three.

Purposeful investment with “no strings attached”

We live in a state of permacrisis. Multidimensional social and global problems are interconnected. The key issue that governments, the United Nations and even the private sector must grapple with is that no single Sustainable Development Goal (SDG) can be achieved without impacting all of them. I believe that private philanthropy has a vital role to play. Not only with those who have massive wealth, but also those acquiring wealth as we speak and who want to impact the situation now.

As a non-expert in these issues, why would I direct my philanthropy to one specific pet project with conditionalities and strings attached? This is too transactional, too costly for those who need to deliver with speed. I believe that the most useful investment builds on the trust one has in an organisation, especially if this investment is managed by experts who have lived experience and who know what they are doing, just as our job as CEOs is to build people, who build our businesses.

UNICEF knows where our support is needed most. They run integrated programs that allow for efficient use of their resources and that simultaneously address different SDGs, creating a positive feedback loop that accelerates overall development and sustainability.

For example, in Burundi, girls were at acute risk of sexual violence because they spent hours every day walking long distances to gather firewood. UNICEF identified the problem and introduced ‘green charcoal’ made from compressed biomass. This not only stemmed deforestation and reduced health issues from smoke inhalation, but it also improved security for vulnerable girls.[2] So here, UNICEF solved a gender equality problem (SDG 5) with a clean energy solution (SDG 7). That is purposeful programming.

Finding my own voice as a philanthropist

It has been a privilege for me to join the International Council,[3] a global community of 150 philanthropists who have invested more than US$ 550 million in UNICEF.

Through UNICEF’s International Council, I am designing my own philanthropic journey and building my voice, learning from others and hearing from peers. I am keen to add my voice and multiply the impact of what we can do together.

The breadth of experience, diversity and leadership that my fellow Council members have is a melting pot of ideas and perspectives. You can only go so far alone - nothing beats the power of the collective. This collective is uniquely positioned to drive change. I have dedicated much of my philanthropy to supporting children, as I believe investing in the future of our youth yields the greatest benefits for society and is a means to shape a better future for all.

Because at the end of the day, this world belongs to our children. It is not ours.

Khalil Abou Jaoude is a business entrepreneur and philanthropist. He is currently Chairman and CEO of AJA Group Holding, GFS Global Group UK and a member of the UNICEF International Council.