The Old Diocesan Issue 12 - Magazine - Page 44
YOUNG ODs
at a higher standard without
me being involved in every detail.
That mindset shift from operator
to builder is probably the biggest
way I’ve stepped up a level.
What caused the step up?
A challenging year, personally and
professionally. Running a business
forces you to confront constant
uncertainty, and at some point
I realised that working harder
wasn’t the answer; working more
deliberately was. I had to slow
down and reflect, and be honest
about where I was adding value
and where I wasn’t. That led to
better structure, clearer priorities
and a much more intentional
leadership approach. I stepped
up because the business and
the people involved actually
required it from me.
Now everything feels calmer
and more grounded. Decisions
are less reactive and more
thought-through, and I’m
more comfortable sitting with
uncertainty rather than rushing
to resolve it. There’s also a stronger
sense of responsibility. It’s not just
about outcomes but about how
those outcomes are achieved.
That shift changed how I lead,
plan, and measure progress.
Success has taught me that
momentum is fragile without
discipline and values. I try to stay
grounded, focus on the bigger
picture, and celebrate small wins
without becoming complacent.
Relationships matter more, not
less, as things go well. Having
people who challenge you and
help you see blind spots becomes
essential. Also, success exposes
new pressures, and your response
to them determines whether
growth is sustainable.
My key has been mindset,
determination and actually
putting in the work, especially
when motivation isn’t obvious.
Often, I act first, build momentum
through results and let motivation
follow. I’ve also learnt to trust the
process, and trust preparation and
research. If you believe in the work
you’ve done, you can push through
uncertainty long enough to see
what works. Once something works,
you make it excellent, and only
then do you scale it. Over time,
that approach becomes cultural.
I’ve learnt that no-one steps up
alone. Having a personal board
of mentors, peers and family
members, each with a different
perspective, has been invaluable.
Watching people who operate at
a high level shows the importance
of humility, consistency and longterm thinking. Stepping up often
looks less dramatic than people
expect. It’s about showing up
every day and making good
decisions repeatedly.
I’ve been growing intentionally
since my school days. Bishops
exposed me to excellence across
many fields, including academics,
debating, music, sports and
leadership. That environment
sets a very high standard early
on. I was particularly shaped by
debating and public speaking,
which taught me how to think
critically, communicate clearly
and lead thoughtfully. Bishops
also instilled a strong work ethic
and taught me the importance of
contributing positively to society
– lessons that continue to guide
“I have a different view of success now than when
I started… What’s the point of being the best if
you’re lonely at the top? Why not invite others
to the table and grow together?”
40 | THE OLD DIOCESAN
how I build businesses and work
with people today.
Nikhal’s advice to young ODs
Be deliberate. Put in the hours, and
don’t be afraid to ask for guidance
or lean on people with more
experience. Build your toolkit
intentionally, whether that’s
technical skill, leadership ability
or personal resilience. Growth
often comes from difficult periods,
so instead of resisting them, treat
them as an opportunity for growth.
Perspective changes everything.
SHANNON THEBUS
Musician, age 28
Bishops prodigy Shannon Thebus
(2015B) has quietly built one of the
most respected musical careers in
the country. Appointed principal
horn of the Cape Town Philharmonic
Orchestra in 2022, he stepped
into one of South Africa’s most
demanding orchestral roles at a
remarkably young age. Since then,
his career has expanded beyond
performance into mentorship
and leadership, shaping both
orchestral sections and church
music communities.
I
was one of the youngest
principals the orchestra had
ever employed. The fact that
I was appointed so young is one
of the unfortunate things about
my career, and something I didn’t
fully realise the gravity of at the
time. So, if we talk about “stepping
up” in terms of development
rather than titles or roles, I’ve
stepped up by trying to make
my section the best it can be and
creating a nurturing environment.
We’re a section of four horns,
and our number-one rule is we
don’t draw attention to ourselves.
If someone starts playing, the
audience shouldn’t know who it
is; we should all sound the same.
