July 2025 - Phelekeza | Inspire, Develop, Impact

Phelekeza Turns 9: A Journey of impact, innovation, and accompaniment

“Trust comes first when you choose someone to accompany you on any journey.” –Phelekeza leadership team.

July 12 marks a meaningful milestone for Phelekeza, as the company celebrates nine transformative years of walking alongside individuals, teams, and organisations on their journey to growth, resilience, and purpose.

For Founder and CEO Mackie Makitla, this anniversary is more than just a celebration—it’s a moment to reflect on the vision, people, and perseverance that have brought Phelekeza to this moment.

Born out of uncertainty and inspired by shared purpose, Phelekeza was established in 2015 following a wave of retrenchments. What could have ended in defeat instead ignited a new beginning. A small group of passionate professionals chose to build something far greater than themselves. United by a desire to bring harmony to human relationships while delivering meaningful results, they gave birth to what would become one of South Africa’s most dynamic people-focused consultancies.

“The vision hasn’t changed—but the people, the process, and the perseverance along the way have shaped every chapter of this journey.” – Mackie Makitla.

Anchored in purpose

From day one, the philosophy behind Phelekeza has been rooted in its name: to accompany. Over the past nine years, that philosophy has come to life through every engagement, project, and partnership.

According to Mr Makitla, trust is at the heart of every relationship—whether with clients, collaborators, or community members. “When someone chooses you to accompany them on any journey, it’s a sign of deep trust. And we honour that trust by focusing on impact, particularly within the human capital space, which is the lifeblood of every organisation.”

Whether working with a startup or a major corporation, Phelekeza’s team brings empathy, strategic insight, and innovative thinking to help organisations elevate their people and purpose.

Key milestones & memorable moments

Among Phelekeza’s proudest milestones was navigating the COVID-19 pandemic. Long before the world shifted to virtual engagement, Phelekeza was already operating efficiently in that space. But what followed after lockdowns eased was a true test of resilience. “Operating effectively during the pandemic was one thing,” Mackie shares, “but maintaining momentum afterwards took every ounce of perseverance. That we made it through is a credit to the team and the community we’ve built.”

One especially proud moment came during Phelekeza’s 5th anniversary. Mr Makitla adds, “That year gave me clarity—not just for the next few steps, but for the next 100 years. It was a powerful confirmation that we were on the right path.”

From the beginning, Phelekeza has approached innovation not as a trend but as a necessity. The team has consistently integrated science and technology into their service delivery, ensuring that client outcomes aren’t just intuitive but measurable and validated.

“We don’t innovate for the sake of it,” Mr Makitla explains. “We do it to ensure our clients experience real, tangible results.” Whether through data-driven coaching models, digital facilitation tools, or adaptive learning platforms, the team continues to transform how individuals and teams grow.

“Our clients value our ability to align with their needs—technologically, strategically, and emotionally.”

This adaptive mindset enables Phelekeza to help clients navigate their digital transformations. As the world shifted, the Phelekeza team pivoted with it, bringing not only their systems online but guiding others to embrace new ways of working.

Central to Phelekeza’s story is its people. The organisation is built on collaboration, mentorship, and partnership. The team has benefited from the wisdom of a dedicated business mentor and worked closely with a network of highly skilled associates and solution partners. These relationships have expanded the company’s capacity and enriched its offerings.

“Our partners don’t just amplify what we do—they help us continually evolve and improve,” says Mr Makitla. “It’s a mutual investment in progress.”

As Phelekeza celebrates its 9th birthday, Mr Makitla has a heartfelt message for the people who have helped shape this journey:

“To our clients and broader community, thank you for walking with us. We’ve made it to nine years because of you. Your trust and support fuel our growth. To our team—let’s forge ahead relentlessly. The impact we make together is lasting.”

Looking ahead

The vision for the next chapter? One word: Africa.

With deep roots in South Africa, Phelekeza is setting its sights on the broader continent. The goal is to expand its footprint, partner with like-minded organisations, and bring its brand of people- first innovation to every corner of Africa.

“We’re ready to explore Africa, fully,” says Mr Makitla. “Not just as a market, but as a community we want to grow with and contribute to.”

The vision is clear and the goal is set. As the organisation moves forward, it remains committed to purpose, grounded in trust, and defined by the meaningful impact it creates while walking alongside others.

Phelekeza is a human capital consultancy dedicated to inspiring, developing, and impacting individuals and organisations. Leveraging a team of experienced HR practitioners, organisational psychologists, and talent development experts, Phelekeza combines data-driven insight with

practical tools to elevate performance through psychometric assessments, soft skills training, and SETA/QCTOaccredited learning solutions.

Resilient by Design: HR Leadership in a World of Constant Change

In times of increasing uncertainty, the core purpose of any organisation remains steadfast: to profitably and sustainably create and exchange value.

To thrive, organisations must ensure this value is equitably shared among legitimate stakeholders — employees, customers, shareholders, and communities. Achieving this requires careful resource allocation and a balance between stakeholders’ perceived contributions and their expected returns.

Human Resources (HR) leaders operating in South Africa’s complex socio-political and economic landscape must demonstrate strategic vision and bold leadership to shape and implement effective HR strategies. The forces driving relentless change are best understood through the PESTLE framework: Political, Economic, Social, Technological, Legal, and Environmental.

Politically, evolving regulations and shifting trade dynamics create ongoing uncertainty. Economically, inflation, unemployment, and market volatility challenge sustainable growth. Social expectations are rapidly changing, with increased demands for diversity, equity, inclusion, and workplace flexibility.

The shifting landscape

Technologically, artificial intelligence (AI), automation, and digital platforms are transforming job roles and the skills required. Legally, stringent labour laws and data protection regulations present compliance challenges. Environmentally, the drive toward sustainable practices is redefining corporate priorities. By anticipating these drivers, organisations can align their strategies with emerging realities and build long-term resilience.

HR must play a decisive role by executing strategic human capital management practices. In South Africa, the stakes are high. Persistent inequality, socio-political volatility, and slow economic growth underscore the need for inclusive and innovative HR approaches. Policy uncertainty complicates long-term planning, while widespread skills shortages hinder productivity and transformation efforts.

Effective HR leadership means aligning talent development strategies with organisational objectives, fostering adaptability, and ensuring value creation for all stakeholders. This includes workforce development, nurturing agile organisational cultures, and leveraging data-driven insights to navigate constant change.

HR leaders must champion investment in people development that delivers maximum impact. Upskilling initiatives, for example, address technological disruption while enhancing employee engagement and retention. Inclusive workplace policies meet evolving social expectations and strengthen organisational credibility. Embedding flexibility into talent management through hybrid work models or adaptive leadership programmes—helps organisations remain competitive amid legal and environmental challenges.

South Africa’s unique context demands culturally sensitive and locally grounded HR solutions. Talent acquisition and retention strategies must address historical inequalities and current socio- economic realities. In doing so, HR becomes a key driver of sustainable, long-term value creation.

HR’s role also extends to developing the next generation of leaders. Mentorship, tailored development programmes, and cross-functional exposure prepare emerging talent to face future challenges. By fostering empathy, innovation, and adaptability, HR ensures that leadership pipelines are equipped for an era influenced by constant transformation.

Leading HR in a constantly evolving world demands more than operational expertise — it calls for courage, foresight, and an unwavering commitment to people. By actively navigating the complexities of the PESTLE landscape and embracing agile, inclusive, and future-focused practices, HR professionals become architects of resilience and progress.

In South Africa — where challenges are layered and urgent—bold HR leadership is essential for organisational survival, but pivotal to shaping a more equitable, empowered, and sustainable future for all.

Instinct vs. Structure: Why We Still Need Leadership

It is tempting to think we have outgrown formal leadership. After all, humans are wired to collaborate. Evolution shaped us to survive not through hierarchy but through connection, coming together to share knowledge, support one another, and pursue common goals.

From ancient hunting parties to modern project teams, cooperation runs in our blood. So, if working together is so instinctive, do we still need leaders?

The answer is a resounding yes because instinct alone does not scale, especially in a complex, high-stakes world, clarity, accountability, and strategic direction are not just helpful—they are essential.

Our collaborative nature is powerful. We are naturally empathetic, quick to build trust, and adept at navigating group dynamics even beyond our families or social circles. These traits fuel informal leadership, where influence comes from character, wisdom, or expertise not titles.

While instinct works well in small groups or everyday situations, it can’t carry the weight of an organisation. When you’re coordinating hundreds or thousands of people, managing risk, aligning diverse teams, and navigating legal landscapes, something more is needed. That’s where formal leadership steps in: to set strategy, ensure structure, and drive sustained results.

Humans need structure

We don’t just crave collaboration, we crave clarity. Defined roles, reliable structures, and a shared sense of direction help us make sense of complexity. Formal leaders don’t just manage—they make meaning. They interpret change, chart the path forward, and help teams understand not only what’s happening, but why it matters.

In uncertain or fast-changing environments, this function becomes even more vital. Good leadership transforms ambiguity into alignment—not through force, but through perspective.

Leadership amplifies collaboration

Great leaders don’t create collaboration—they unlock its full potential. By setting clear goals, creating safe spaces for dialogue, and encouraging diverse viewpoints, they turn cooperative instincts into high-impact action.

They build strong teams, cultivate trust, and design systems that allow collaboration to flourish at scale. Formal leadership isn’t a replacement for collaboration—it’s the force that enables it to thrive across an entire organisation.

Building Resilience: HR’s Role in Uncertain Times

In pervasive global political and economic uncertainty, the imperative for organisational resilience has become particularly pronounced for South African enterprises.

Resilience, in this regard, refers to an organisation’s capacity to anticipate, adapt to, and recover from disruptions while maintaining continuity and pursuing sustainable growth.

For South African businesses, this attribute is not merely strategic but essential, given the volatility and complexity of the local operating environment.

From volatility to vitality: why resilience matters

Organisational resilience is the equilibrium between an organisation’s internal strengths and resources and the external risks or disruptions it faces. At the individual level, employee resilience depends on the balance between accessible support mechanisms and personal or occupational challenges. The interdependence between organisational and individual resilience is cyclical, though the former largely depends on the latter.

Cultivating employee resilience necessitates deliberate, multifaceted interventions, with Human Resources (HR) departments serving a pivotal role in this process. Contemporary research underscores the importance of fostering adaptive organisational cultures that embrace change and the utility of scenario planning and robust systems to ensure operational continuity. Prioritising employee well-being is critical, as it enhances morale and loyalty, particularly during periods of crisis. Furthermore, strong and agile leadership is indispensable for guiding teams through uncertainty, while continuous learning initiatives ensure that employees remain equipped to navigate an evolving business landscape.

The HR blueprint: driving adaptive culture and talent

HR departments are tasked with recruiting talent that not only satisfies technical requirements but also reflects the organisation’s stakeholder diversity, thereby enhancing collective problem-solving capacity. In the South African context, where skills shortages are acute, HR’s responsibility for talent identification and development is especially significant. This includes the design and implementation of training programmes to facilitate upskilling and adaptability, particularly in response to technological advancements and shifting market demands. HR also fosters a supportive work environment through transparent communication, mental health support, and wellness initiatives, vital for sustaining morale during uncertainty, disruptions and setbacks.

Moreover, HR departments are instrumental in developing resilient leadership.

The socio-economic intricacies of South Africa necessitate leaders who are adept at navigating cultural diversity, managing heterogeneous teams, and making decisions under pressure. Targeted leadership development programmes facilitated by HR are essential for cultivating the agility and empathy required for effective leadership in such contexts. HR also leads change management processes and supports employees through transitions – whether technological, structural, or operational, which results in sustained organisational competitiveness.

HR’s sphere of activity fosters organisational commitment, job embeddedness, and psychological hardiness among employees. These factors are identified in the literature as critical for talent retention and overall organisational resilience, as employees with a strong sense of belonging and engagement are more likely to persevere through adversity.

In summary, organisational resilience is fundamental for the sustainability of businesses facing both global and South African challenges. Through strategic talent management, diversity integration, leadership development, and change facilitation, HR departments constitute the backbone of organisational resilience, enabling firms to transform adversity into opportunities for growth and long-term success.

Phelekeza Turns 9: A Journey of impact, innovation, and accompaniment

Resilient by Design: HR Leadership in a World of Constant Change

Instinct vs. Structure: Why We Still Need Leadership

Building Resilience: HR’s Role in Uncertain Times

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