ZIMBABWE’S labour landscape is fast evolving alongside global shifts in technology and employment models.
In like manner, the need for structured mentorship and human-centred development has become increasingly urgent.
The International Coaching and Mentoring Foundation (ICMF) is positioning itself within this space, focusing on equipping individuals and organisations with coaching frameworks designed to bridge gaps between potential and performance.
NewsDay Weekender reporter Tendai Sauta (ND) speaks with founder and leader Blessing Duri (BD) on Workers’ Day reflections, workforce transformation, and the future of coaching in Zimbabwe and beyond.
ND: Workers’ Day is a moment to reflect on labour and impact. What does this day mean to you as a founder and leader?
BD: Workers’ Day is more than a commemoration; it is a call to reflect on the human value behind economic systems.
It highlights the importance of dignity in work. In Zimbabwe, we see resilience daily among informal traders in areas such as Mbare and Glen View.
Globally, similar patterns exist among gig economy workers.
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The day challenges leaders to evaluate whether systems empower or exploit workers.
ND: What inspired the founding of ICMF, and what problem were you addressing?
BD: ICMF was established to address the gap between talent and structured development. Many individuals have potential, but lack access to mentorship and coaching frameworks.
In Zimbabwe and across Africa, this often appears as graduates without direction or professionals lacking growth pathways.
Our goal is to provide structured coaching aligned with local realities.
ND: What core values guide your organisation?
BD: Our work is grounded in integrity, excellence, empowerment, innovation, and impact.
These values inform what I describe as a service-oriented leadership approach, where influence is built through accountability and measurable outcomes.
ND: What early challenges did you face?
BD: Credibility was a major challenge.
Coaching was initially misunderstood as motivational speaking rather than a professional discipline.
We addressed this through consistency, measurable outcomes, and adherence to recognised certification standards.
ND: How do you define “dignified work” today?
BD: Dignified work respects individuals, offers fair compensation and creates opportunities for growth.
This applies across both formal and informal sectors.
Increasingly, it also includes mental well-being, flexibility, and inclusion.
ND: What role does innovation play in improving work opportunities?
BD: Innovation expands access and efficiency.
In Zimbabwe, mobile money platforms like EcoCash have improved financial inclusion.
Globally, platforms such as LinkedIn have broadened career access.
However, innovation must remain inclusive to avoid widening inequality.
ND: How do you keep your team motivated and purpose-driven?
BD: We focus on clarity of vision, continuous personal development, and shared ownership. When individuals understand their role within a broader mission, engagement improves.
ND: What key lessons should young professionals understand?
BD: Success is gradual, discipline is essential, and setbacks provide learning opportunities.
These principles are consistent across industries and career paths.
ND: How does ICMF deliver measurable impact?
BD: We offer certification programmes in life coaching, leadership coaching and mental health coaching, alongside corporate training and community outreach.
Outcomes include improved employability and business development among participants.
ND: What are the biggest challenges facing workers today?
BD: Unemployment, skills mismatch, and technological disruption remain key issues.
Addressing these requires co-ordinated efforts in skills development, entrepreneurship training, and public-private partnerships.
ND: What advice would you give to aspiring entrepreneurs?
BD: Focus on solving real problems, invest in personal growth, and remain consistent. Sustainable impact is built over time.
ND: What is your vision for ICMF’s future?
BD: We aim to expand internationally, digitise learning platforms, and contribute to leadership development frameworks.
The future workforce will require not only technical expertise but also emotional intelligence and adaptability.
