Name: Daniel Khauka Nanghaka

Title: Principal Program Officer - Industry 4.0+

Organisation: Science, Technology and Innovation Secretariat - Uganda

Daniel K. Nanghaka is an innovative ICT consultant, entrepreneur, and visionary leader specializing in digital transformation and strategic innovation. With a strong background in Science, Technology, and Innovation (STI), he has led impactful projects across diverse sectors, including agriculture, cybersecurity, and internet infrastructure. As a Principal Program Officer for Industry 4.0+, Daniel has driven initiatives that bridge the gap between emerging technologies and sustainable development.

He is the founder of IgniPoint Consult and a key figure in transformative ventures. Daniel is deeply committed to capacity-building and digital empowerment in Africa, exemplified through partnerships like the GFCE Triple I Project and his work with AFAAS to digitize agricultural extension services. A creative thinker and problem-solver, he is passionate about enhancing internet standards, building robust data solutions, and creating digital marketplaces that foster inclusivity and innovation.

An advocate for education and community development, Daniel is also working on non-profit initiatives like WISDOM Preparatory School and the Trusted Africa Internet Initiative, reflecting his dedication to making a lasting impact. When not tackling complex challenges, he enjoys cycling and exploring innovative farming techniques.

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

I hope Daniel's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. What have you found most challenging as a leader?

The challenge arose when I was tasked with overseeing the migration of an organization’s legacy systems to a modern digital platform. This project was intended to enhance operational efficiency, improve data management, and align the organization with contemporary technological standards. While the vision was clear, the road to implementation was riddled with obstacles.

Resistance emerged from multiple fronts: staff accustomed to the old systems were reluctant to adopt the new platform, middle management expressed concerns about the steep learning curve and potential disruptions, and some stakeholders questioned the return on investment. The transformation, though necessary, was met with skepticism and fear, rooted in the uncertainty that accompanies any significant change.

The most daunting aspect of this experience was the need to unify divergent perspectives and address deep-seated resistance. Change, especially in established organizations, often triggers a cascade of emotional and practical concerns. Many staff members feared that automation might render their roles obsolete, while others doubted their ability to adapt to new technologies. Simultaneously, managing this resistance while adhering to tight timelines and budgetary constraints amplified the pressure.

Moreover, the challenge was compounded by the presence of entrenched bureaucratic processes that slowed decision-making. Convincing key decision-makers to support the initiative required a delicate balance of evidence-based persuasion and visionary leadership.

2. How did you become a leader? Can you please briefly tell the story?

Leadership often comes when you least expect it. For me, the journey to becoming a leader was not a straight path but a series of moments and challenges that shaped my character and abilities. It is a story of recognizing opportunities, embracing responsibility, and learning to inspire others toward shared goals.

It all started during my early career when I was part of a task to manage the community at Hive Colab. I was not in a managerial role at the time, but my natural inclination to organize, solve problems, and encourage collaboration quickly became apparent. My colleagues often sought my advice, and I found myself stepping up to bridge gaps between team members and management.

One pivotal moment came when a senior colleague unexpectedly resigned, leaving a void in leadership. The team was at a standstill, unsure how to proceed. At that moment, I felt a deep sense of responsibility to ensure that the hard work of the team did not go to waste. Without waiting for formal authority, I took the initiative to call a meeting, realign the project’s goals, and delegate tasks based on everyone’s strengths.

My proactive approach did not go unnoticed. Soon after, I was officially asked to be the Community Manager. This marked the first time I held a formal leadership role. It was a daunting yet exciting opportunity. I knew that success depended not just on my ability to direct the team but also on my willingness to listen, learn, and adapt.

I made it a priority to create an environment where everyone at the hub felt valued and motivated. I encouraged open communication, celebrated small wins, and addressed challenges head-on. Through collaboration and resilience, the project was not only completed on time but also exceeded expectations.

That experience taught me valuable lessons about leadership: the importance of empathy, the power of teamwork, and the necessity of vision. It also ignited a passion for guiding others and solving complex challenges.

Over time, I embraced more leadership roles, each presenting unique challenges which include being the Chair of Outreach and Engagement of ICANN AtLarge, Chair of FOSSFA, and CEO of ILICIT Africa, to mention a few. Whether managing digital transformation projects, advocating for innovative solutions, or mentoring others, I realized that leadership is about service. It is about empowering others to reach their potential while working toward a common purpose.

Today, I find myself leading in various capacities, from spearheading groundbreaking projects in digital transformation to shaping policies that drive sustainable development. Every step of my journey has reinforced the idea that leadership is not about titles or authority but about action, accountability, and the ability to inspire trust.

I became a leader not because I sought the role but because I embraced opportunities to make a difference. Leadership is a journey, not a destination, and it is shaped by every decision, every challenge, and every lesson along the way. My story is a testament to the idea that leadership begins when you take initiative, inspire others, and commit to growth—not just for yourself but for those around you.

3. How do you structure your work days from waking up to going to sleep?

As a leader and professional, maintaining a well-structured daily routine is crucial for managing responsibilities and achieving goals. My workdays are carefully planned to balance productivity, personal growth, and family time. A significant part of my day involves commuting to and from work, covering 120 kilometers each day. Despite the long drive, I strive to make the most of this time while ensuring that my day remains productive and fulfilling.

I begin my day early, waking up at around 5:00 AM. The quiet morning hours are invaluable for setting the tone for the day. After waking, I engage in light exercise, such as cycling or stretching, to energize my body and mind. Physical activity helps me maintain focus and clarity throughout the day.

By 6:00 AM, I dedicate time to personal growth, whether by reading a book, listening to a motivational podcast, or journaling my thoughts and goals. This routine fosters mental sharpness and keeps me inspired. Afterward, I enjoy breakfast with my family, which is a moment to connect with my loved ones before the busy day ahead.

By 6:30 AM, I begin my drive to work, covering 50 to 60 kilometers. The drive takes approximately an hour, during which I listen to audiobooks, podcasts, or news updates. This transforms the commute into a productive period where I gain knowledge, stay updated on current events, or mentally prepare for the tasks of the day.

I also use this time to reflect on priorities or think through challenges. The drive, though long, becomes a meditative space that helps me transition from home to work mode. By 7:30 or 8:00 AM, I arrive at the office and start my workday. The first few hours, from 8:00 AM to 12:00 PM, are reserved for deep work. This is when I tackle high-priority tasks, such as drafting strategies, analyzing projects, or preparing key deliverables. I focus intensely during this period, ensuring that I make meaningful progress on critical goals.

Lunch is a brief but necessary break at around 12:30 PM. I use this time to recharge, enjoy a healthy meal, and, if possible, step outside for fresh air. The afternoon, from 1:00 PM to 3:00 PM, is dedicated to meetings and collaborative work. Whether brainstorming with colleagues, aligning with stakeholders, or reviewing progress on projects, this time is crucial for ensuring alignment and momentum.

From 3:00 PM to 4:30 PM, I shift to operational tasks like responding to emails, following up on delegated activities, and reviewing documents. By the end of the workday, I take 15 minutes to reflect on my accomplishments, update my task list, and plan for the next day. Around 5:00 PM, I begin my drive back home, covering another 50 to 60 kilometers. Like the morning commute, this drive serves as an opportunity to unwind and reflect. I listen to relaxing music, and inspiring podcasts, or even practice mindfulness to decompress from the day’s demands.

This transition period helps me mentally shift from work responsibilities to personal and family time. It ensures that when I arrive home, I am fully present for my loved ones. By 6:30 or 7:00 PM, I reach home and spend time with my family. This is one of the most fulfilling parts of my day. Whether playing with my children, assisting with household tasks, or simply catching up on everyone’s day, these moments are priceless. Dinner, usually around 8:00 PM, is another opportunity to bond as a family. We share stories, laugh, and strengthen our connection.

After dinner, I spend some time on personal or creative projects, such as brainstorming ideas, writing, or preparing for upcoming initiatives. By 9:30 PM, I transition to a calming wind-down routine, which includes reading, meditating, or journaling. I aim to be in bed by 10:00 PM to ensure I get 7-8 hours of sleep. Rest is essential for maintaining the energy and focus needed to tackle the challenges of the next day.

Structuring my workdays, including a 120-kilometer commute, requires discipline, intentionality, and balance. By transforming my drive into an opportunity for learning and reflection, prioritizing deep work, and dedicating quality time to my family, I ensure that each day is both productive and fulfilling. While the routine is demanding, it allows me to meet professional and personal commitments with purpose and energy.

4. What's a recent leadership lesson you've learned for the first time or been reminded of?

Leadership often involves navigating conflicts, whether among team members, stakeholders, or even within myself when balancing competing priorities. A specific situation reminded me how crucial it is to listen actively and seek to understand others’ perspectives before rushing to offer solutions or make decisions.

In a recent project, two team members had differing approaches to solving a technical issue. Tensions escalated, and productivity slowed as each person became more entrenched in their perspective. As a leader, my first instinct was to mediate quickly and propose a compromise. However, I realized that without understanding the root of their disagreement, my intervention might overlook important insights or fail to address underlying issues. Instead, I took time to meet with each person individually, asking open-ended questions and genuinely listening to their concerns.

I learned that the conflict wasn’t just about technical preferences but also about feeling undervalued and unheard. With this understanding, I facilitated a team discussion that not only resolved the immediate issue but also created an opportunity for mutual respect and collaboration moving forward.

This experience reinforced a simple yet profound truth: empathy is not just about listening but about creating space for others to feel seen and valued. As leaders, we can often get caught up in solutions and outcomes, but the process of understanding and connecting is just as critical for long-term success. It’s a lesson I intend to carry forward in all aspects of my leadership journey.

5. What's one book that has had a profound impact on your leadership so

far? Can you please briefly tell the story of how that book impacted your leadership?

One book that has had a profound impact on my journey as a leader is “Leaders Eat Last” by Simon Sinek. The book delves into the idea that true leadership is about creating a safe environment for people to thrive, fostering trust, and prioritizing the well-being of others above personal gain. Sinek uses compelling examples from business, the military, and history to illustrate how great leaders inspire trust, loyalty, and collaboration by putting their people first.

The message of “Leaders Eat Last” resonated deeply with me during a critical phase in my leadership journey. At the time, I was managing a high-stakes project with tight deadlines and significant stakeholder expectations. The pressure to deliver results made me focus heavily on outcomes, and I realized that I was unintentionally overlooking the morale and well-being of my team. Stress was palpable, and it became clear that while we were moving forward, we were not moving together.

Reading the book gave me a new perspective on leadership. Sinek’s concept of the “Circle of Safety” made me reflect on how I could create an environment where my team felt supported, trusted, and valued. It challenged me to prioritize people over processes and outcomes, understanding that a team performs best when they feel secure and appreciated.

6. If you could only give one piece of advice to a young leader, what would you say to them?

“Lead with purpose and empathy, and never stop learning.” Leadership is not about power or titles but about serving others and creating meaningful impact. To lead with purpose means understanding your “why”—your driving motivation and vision—and aligning your actions with it. Purpose gives you the clarity and resilience to navigate challenges and inspire others to follow you.

At the same time, empathy is what makes leadership human. People will remember how you made them feel far more than what you accomplished. Take the time to understand and value those you lead, listen deeply, and build trust. Empathy is the foundation of respect and collaboration.

7. What is one meaningful story that comes to mind from your time as a leader, so far? I was tasked with leading the migration of a legacy system to a modern digital platform in an organization where many employees were deeply attached to the old system. The project was critical for improving efficiency, scalability, and future-readiness, but it was met with resistance. Some staff feared they would lose their jobs due to automation, while others doubted their ability to learn the new system. This hesitation created tension and stalled the project’s progress.

Rather than forcing change, I decided to take a step back and focus on building trust and fostering collaboration. I began hosting informal discussions where employees could voice their concerns. I listened attentively and acknowledged their fears without dismissing them. I realized that resistance wasn’t about the technology itself but about the uncertainty it represented. People were afraid of losing their value in the organization.

With this understanding, I shifted the narrative from “adopting a system” to “equipping the team for future success.” We introduced workshops tailored to different skill levels, providing hands-on training and personalized support. I also ensured there were clear opportunities for team members to grow in their roles within the new system. Gradually, the staff began to see the project not as a threat but as an opportunity for growth.

The project, once stalled, gained momentum. By the time the new system went live, the team was not only on board but excited about the possibilities it offered. Beyond the technical success, the most meaningful outcome was the shift in culture. The team became more open to change, more collaborative, and more confident in their ability to adapt. This experience taught me that leadership is not about imposing solutions but about empowering people to embrace change.

By listening, understanding, and addressing fears with empathy and vision, a leader can turn resistance into a powerful force for progress. To this day, this story reminds me of the importance of patience, communication, and trust in leadership. It’s not just about achieving results—it’s about growing people along the way.