From emergency response to strategic leadership: A spotlight interview with Nkosilathi Mpala

For over 10 years, UNSSC has been strengthening the leadership and management capabilities of United Nations (UN) personnel through one of its flagship programmes, the UN Emerging Leaders e-Learning Programme. Every year over a period of seven weeks, over 100 mid-level professionals take part in an immersive virtual learning journey that deepens their self-awareness, enhances their people-management and communication skills, and builds the confidence needed to transition into greater leadership responsibilities within the UN system.

In this spotlight interview, we learn about Nkosilathi Mpala's journey through the 2025 fall edition of the programme, the insights he gained along the way and how this learning experience has shaped his approach to leadership.

Juan: Could you start by introducing yourself and your career journey?

Nkosilathi: My name is Nkosilathi Mpala, and I am currently the Programme Management Specialist for the World Health Organization's (WHO) Syria Country Office.

I began my career with WHO in Zimbabwe in 2018, where I worked as an Epidemic & Pandemic Preparedness and Prevention Officer for four years. I then had the opportunity to support the Syria Office as a Public Health Officer for almost a year. During that time, the position of Programme Management Specialist opened up, and I applied.

I assumed my current role in August last year, so it is still relatively new. I now lead a team of technical officers and programme assistants, managing a portfolio - which last year was worth approximately USD 100 million - spanning multiple sectors.

Juan: In your experience, what aspect of the UNEL-e programme did you find most helpful?

Nkosilathi: One of the most valuable aspects of the programme was its global nature. It brought together participants from various UN agencies, which provided a broader global perspective on shared challenges. The opportunity for co-creation and networking was particularly meaningful.

A key takeaway for me was the importance of communication. We learned that communication can make or break a programme. Leaders must communicate with clarity, purpose and strategy.

Another critical lesson was on managing up. Often, we focus on managing supervisees, but this programme emphasized how crucial it is to align expectations with supervisors and ensure convergence on goals and the bigger picture. Understanding this has been especially helpful in my role at WHO.

Juan: On a personal level, how has UNEL-e helped you develop as a leader?

Nkosilathi: Enhancing my emotional intelligence was particularly impactful for me. I work in Syria, which is a highly complex environment. In this context, team dynamics, government relations and UN coordination mechanisms are all intricate.

The programme helped me better manage myself and read situations more effectively, from knowing when to speak or when to step back to better reading the room. It strengthened my contextual awareness and ability to navigate contemporary issues within Syria.

This has been very useful for me, as relationship management is a crucial aspect of my portfolio. In my role, I engage with multiple working groups and represent WHO in programme management forums addressing strategic issues, so being capable of sustaining strong relationships is essential for achieving collective outcomes.