Across the constantly shifting markets of MEA, Turkey, and the CIS, Sharay Shams has created a reputation as a leader emerged through experience, intention, and an uncommon understanding of people. His road to becoming General Manager of Motorola Mobility’s MBG business is distinguished by moments of reflection, bold decision-making, and a strong respect for the cultural subtleties that define the regions he serves.
What began as a career shaped by early mentors and formative roles at major corporations grew into a leadership style founded on clarity of purpose and decisive action. He has learnt over the years to strike a balance between strategic vision and human connection, realizing that long term success is gained not only via precise market knowledge, but also through empowered teams who feel seen and encouraged.
His approach to leadership refuses shortcuts. He listens before he acts, studies markets before reshaping them, and invests in people as intentionally as he invests in business outcomes. This deliberate yet forward-leaning methodology has allowed him to translate uncertainty into opportunity, turning local difficulties into strategic benefits.
Shams’ tale is ultimately one of growth of a leader who has grown via asking better questions, accepting cultural diversity, and leading with purpose at every stage of his path.
The Foundation of Purpose-Driven Leadership
Shams anchors his leadership in three fundamental principles that have proven essential across the diverse markets he oversees: clarity of purpose, decisive action, and adaptability. These aren’t merely corporate buzzwords for him; they represent a tested framework for managing complexity across regions where cultural norms, economic conditions, and consumer behaviors vary dramatically.
“Operating across diverse regions such as MEA, Turkey, and the CIS means navigating complexity, different cultures, economic conditions, and consumer behaviors demand nuanced strategies,” he explains. His approach begins with establishing a clear vision accompanied by measurable outcomes, ensuring every team member understands not just what, but the crucial why behind their strategic direction.
Transparency serves as a cornerstone of his methodology. He deliberately over-communicates to guarantee teams grasp both the dynamics and rationale behind decisions. This intentional approach empowers his people to adapt execution to local realities while he concentrates on providing strategic direction and removing organizational barriers that might impede progress.
The Courage to Decide
In an era where corporate paralysis often stems from fear of making wrong choices, Shams brings a refreshing perspective to decision-making. He recognizes that indecision frequently costs organizations more than imperfect decisions. His philosophy centers on creating space for reflection, what Lenovo calls a Fupan, an impartial review process that examines goals, successes, and failures without judgment.
“My principle has always been learning from the past and moving forward,” he states. This approach transforms potential mistakes into valuable learning opportunities, fostering a culture where calculated risks become pathways to innovation rather than sources of fear.
His commitment to adaptability reflects a deep understanding that cookie-cutter solutions rarely succeed in diverse markets. Shams actively encourages his teams to blend global best practices with local insights, creating strategies that achieve scalability without sacrificing regional relevance.
Cultural Intelligence as a Leadership Superpower
Managing teams across MEA, Turkey, and the CIS presents unique challenges that demand exceptional cultural intelligence. Shams considers engaging with diverse cultures and managing teams with varied nationalities one of the most rewarding aspects of his role. He recognizes that while core business principles share similarities across markets, significant differences exist in how trust develops, how people respond to pressure, and the pace at which decisions get made.
His approach extends beyond surface-level cultural awareness. He makes conscious efforts to understand not just what people say, but the cultural context behind their communication. He recognizes, for instance, that some regions value direct feedback while others perceive it as confrontational. This nuanced understanding allows him to see challenges through the lens of local realities, whether addressing market pressures in the Middle East or respecting work-life balance norms in different territories.
He actively celebrates cultural diversity, recognizing milestones and encouraging cross-team sharing of traditions. These efforts create psychological safety and foster a sense of belonging elements he considers critical for building cohesive, high-performing teams across vast geographies.
The Power of Strategic Observation
When entering challenging or rapidly evolving markets, Shams resists the temptation to act immediately. Instead, he prioritizes understanding the landscape before implementing changes. This careful observation helps him in uncovering crucial insights into customer behavior, competitive dynamics, regulatory factors, and cultural nuances that reveal what truly drives change and where genuine opportunities or risks lie.
“I believe in data-driven clarity: observing first prevents knee-jerk reactions and ensures decisions are grounded in evidence rather than assumptions,” he explains. More critically, he focuses on answering a fundamental strategic question: why should Motorola win in this market?
The answer emerges from deeply understanding shifts in technology, consumer behavior, and channel dynamics that can create strategic advantages. He points to Motorola’s South Africa entry as a prime example. The team broke away from traditional route-to-market approaches and adopted a retail strategy through device financing, an unconventional move that positioned the brand for success in that market.
Balancing Performance with People
Shams firmly believes that strategic leadership and people centric management aren’t competing priorities; they’re deeply interconnected. When people feel supported and inspired, business performance naturally follows. His approach starts with clarity: establishing a clear vision and measurable goals so teams understand the strategic rationale. From there, he focuses on empowerment, giving people ownership of their work and providing the resources they need to succeed.
He maintains close connections with his team through regular check-ins, open communication channels, and celebrations of wins both big and small. Shams listens actively to feedback and ensures individual development plans align with business objectives, creating mutual growth opportunities.
“Ultimately, I balance by asking myself two questions consistently: Are we moving the business forward and are we creating an environment where people feel valued?” he reflects. When both answers are affirmative, sustainable success follows naturally.
Navigating Uncertainty with Anchored Purpose
The smartphone industry ranks above among the most disruptive spaces globally, driven by rapid technological evolution, intense competition, and dynamic brand positioning. Shams understands that leadership during uncertain times, whether facing market shifts, organizational transitions, or economic challenges requires asking critical questions: What has worked so far, and will it take us to the next level?
He addresses uncertainty by reaffirming vision and priorities, clearly communicating the bigger picture, why the organization exists and what success looks like, even when the path forward changes. This approach provides teams with stability and direction during turbulent periods.
He encourages his teams to focus on controllable factors and grants them autonomy to adapt quickly. He recognizes the importance of celebrating small wins during challenging times to maintain morale and momentum.
Cultivating Innovation Through Ownership
The culture within Shams’ team directly reflects Lenovo’s organizational values. They operate with an entrepreneurial mindset, thinking like owners rather than mere employees. This perspective empowers team members to share ideas openly, continuously reflect on past performance, and take full accountability for their actions.
This ownership-driven approach fosters innovation, collaboration, and responsibility. He views as key reasons behind Lenovo’s global success and his own development as a leader.
Mentorship as Leadership Legacy
Early in his career, Shams benefited from mentors who guided him through complex decisions while modeling inclusive and empowering leadership. Those experiences shaped his belief that leadership extends beyond driving results, it involves creating pathways for others to succeed.
He makes deliberate efforts to advocate for high-potential talent in decision-making forums, nominating them for stretch assignments, ensuring visibility in leadership meetings, and including them in succession planning. He recognizes that active sponsorship accelerates careers far more effectively than passive mentorship.
He provides candid, constructive feedback and coaches emerging leaders to embrace challenges as growth opportunities. This approach builds the confidence and resilience critical for leadership success, particularly for women advancing in the organization.
Lessons from Legendary Leadership
With 25 years of experience across several global multinationals, Shams’ early corporate experiences profoundly shaped his leadership approach. During his time at Apple, he closely observed Steve Jobs’ communication style, which left a lasting impression. The key lesson he carried forward centers on the importance of clarity of purpose and staying true to principles, even during challenging times.
“In leadership, focus is critical, especially when navigating multiple priorities and opportunities,” he notes. Consistency and purpose-driven decision-making have become the foundation of his daily leadership practice.
Building a Lasting Legacy
As Shams steers MBG’s vision across MEA, Turkey, and the CIS, he envisions a multifaceted legacy. For his teams, he aims to build a culture where people feel trusted, inspired, and equipped to lead, a place where diverse voices are heard and bold ideas are celebrated.
For Motorola Mobility, his goal involves positioning MBG as a benchmark for agility and customer-centricity in a rapidly evolving region, driving sustainable growth while maintaining integrity and excellence.
For the broader industry, he aspires to shape technology as an enabler of progress, making it more accessible, inclusive, and relevant to the unique needs of his diverse markets.
“If, years from now, people say we didn’t just sell products but transformed experiences and created opportunities, that would be the legacy I’m proud of,” he reflects.
In Sharay Shams, the industry finds a leader who understands that transformative leadership isn’t about having all the answers about asking the right questions, empowering people to find solutions, and maintaining unwavering clarity of purpose through every challenge. His journey demonstrates that the most effective leaders don’t simply navigate complexity, they transform it into competitive advantage.
