#WomensMonth: Mondelez South Africa's Juliet Tshele on what it takes to lead as a woman

Juliet Tshele, corporate and government affairs manager for Southern Africa at Mondelez International. Image supplied

As corporate and government affairs manager for Southern Africa at Mondelēz International, Tshele operates at the intersection of business, government, policy and society.

Her career has taken her across African markets and into complex stakeholder environments, where trust, cultural understanding and strategic thinking are as important as commercial expertise.

Her route into corporate affairs was not an obvious one. Tshele initially aspired to become a psychiatric specialist, driven by a fascination with psychology and human behaviour.

While her career ultimately took a different direction, that interest in people has remained central to how she leads.

Understanding people is at the heart of corporate affairs. Whether you're engaging with government, managing a crisis, or shaping policy, it always comes back to human dynamics.

That understanding became particularly valuable as she moved into roles where business strategy intersects with the external environment.

Policies, trade frameworks, regulation and stakeholder relationships all influence how businesses operate, and Tshele found herself drawn to the complexity of navigating those intersections.

Earning a seat at the table

For Tshele, leadership as a woman has been less about waiting for recognition and more about consistently demonstrating value.

“There were rooms I walked into where I was the youngest, the only woman, or both,” she recalls.

Her response was to focus on delivery.

“Competence speaks loudly, but so does consistency. Show up prepared, follow through, and people stop questioning whether you belong and start asking for your perspective.”

That approach has shaped a leadership style that has become increasingly focused on listening, building capability and creating space for others.

Tshele believes strong leadership starts with putting ego aside.

“Be human first, and don't wear the title as your identity.”

Her own leadership has evolved towards listening more, reflecting before acting and ensuring that teams have the right skills and expertise to execute strategy.

“One of the toughest lessons I've learned is that a capable leader builds capability in others, not just in themselves,” she says.

Leadership has also taught her the importance of saying no – not as a limitation, but as a way of protecting energy, focus and the integrity of the work.

Lessons from a continent of diverse markets

Having worked across multiple African markets, Tshele cautions against treating the continent as a single business environment.

“Africa is not one market, it's 54 countries with distinct histories, political economies, and ways of doing business,” she says.

For businesses operating across the continent, understanding those differences is critical. Cultural nuances influence consumer and customer journeys, while historical and political contexts continue to shape regulatory environments.

Her advice is straightforward: listen first.

“Take time to read, to ask questions, and leave all assumptions behind.”

Trust as a business currency

Trust is another cornerstone of Tshele's approach to corporate affairs.

Trust is the currency of corporate affairs. Without it, you don't get a seat at the table, and if you do, your voice carries no weight.

Building that trust takes time. Tshele works with government officials, industry bodies, suppliers and communities, and believes credibility comes from consistency, transparency and follow-through.

“You don't build trust in one meeting; you build it over many interactions where your word matches your actions.”

Putting sustainability in the boardroom

For Tshele, sustainability cannot be separated from business performance because companies depend on the communities, employees, consumers and supply chains around them.

“Business cannot thrive in societies that are failing,” she says.

She believes women leaders can play an important role in bringing longer-term thinking and multiple stakeholder perspectives into business decisions.

“Sustainability isn't a side conversation. It belongs in the boardroom, in procurement decisions, in how we design supply chains, and in how we engage with policy.”

Resilience means knowing when to pause

For Tshele, resilience has come from maintaining integrity while being willing to step back and reassess.

“It's okay to take a step back and review,” she says.

“Resilience isn't about never feeling overwhelmed. It's about knowing how to recalibrate and move forward with clarity.”

She also encourages women to build professional communities beyond their immediate industries and to remain open to feedback and coaching.

“Allow yourself to be coached.”

And, importantly, she advocates taking a break when necessary.

“There’s no point in being 'Corporate Martyr'. You won’t deliver the best when you aren’t at your best.”

Building the next generation

For young women considering careers in communications, public affairs or corporate affairs, Tshele believes strategic influence begins with understanding the business beyond the communications function.

“Corporate affairs professionals who understand the full value chain are the ones who earn strategic influence,” she says.

Relationships, analytical skills and curiosity are equally important.

“Read widely, ask questions, stay close to policy developments and societal shifts.”

'Contribute without diminishing'

At the heart of Tshele's leadership philosophy is a personal purpose: “Contribute without diminishing.”

I want to leave behind teams that are stronger because I was part of them, relationships that are built on mutual respect, and a track record of work that moved the needle on issues that matter.

Her message to young women is equally direct: their voices and perspectives matter.

“Don't shrink yourself to make others comfortable. Build your expertise, stay grounded in your values, and remember that leadership isn't about having all the answers, it's about having the courage to ask the right questions and the integrity to follow through.”

And her final piece of advice is perhaps the simplest: read.

“Read… read… read,” she says, pointing to Jim Collins' Good to Great: Why Some Companies Make the Leap ... and Others Don't as her current read.

For Tshele, leadership is ultimately about understanding people, building trust, developing others and using influence to create something that lasts.