Introduction
Welcome to this Episode of The Leadership Stream blog series from the International WaterCentre (IWC).
Water leadership is an essential process to ensure that teams, projects, programs and processes of change are successful. Water leaders work collaboratively to achieve a common direction and sense of purpose, to align resources with that direction and generate motivation and commitment to success (read more here). They require particular skill sets and behaviours to be effective in this work, skills and behaviours that can be developed through a mix of approaches including conscious practice, feedback, coaching, mentoring and learning from research about what works and why.
The purpose of this blog series is to profile emerging water leaders globally, their practices, and how they go about improving their capabilities through leadership development in various ways. Through this our aim is to build wider appreciation of the value of engaging in water leadership development, and ultimately to foster the growth of water leadership capacity globally.
Meet SA Abdullah Al Mamun (or Mamun for short) – our profiled water leader
In this fifth episode of the blog we 
talk with SA Abdullah Al Mamun, a water,sanitation and urban development professional with over two decades of experience spanning NGOs, UN agencies, and development banks. He began his professional journey in Bangladesh with community-focused water initiatives, and has subsequently contributed to projects ranging from small-scale technological solutions to major infrastructure programs throughout South Asia. Today, as a mid-level professional at the Asian Development Bank, Mamun is passionate about leadership development and its role in tackling complex water challenges. He successfully completed Level 1 of the IWC’s Pathway Program in 2024 and then Level 2 this year, 2025.
We will start off by building a picture of Mamun’s backstory – how and why did he move into the water sector and ultimately end up working with the ADB?
“By training, I’m a civil and environmental engineer. After graduation, I joined a national NGO in Bangladesh called Prodipon. They worked on microcredit and development projects like water supply, sanitation, and waste management. My first role was Research Associate for an EU-funded project on Developing an Integrated Solid Waste Management Framework in South Asia.”
“Later, I moved into water supply and sanitation projects because Bangladesh had received significant funding for WASH programs. That was the start of my journey in the water sector.”
“I then joined Practical Action (formerly Intermediate Technology Development Group), a UK-based NGO. This gave me exposure to international projects across South Asia, focusing on small-scale water technologies. Bangladesh is one of the most climate-vulnerable countries, facing challenges like arsenic in groundwater, iron contamination, and salinity in coastal areas. We worked on community-based solutions—pond sand filters, rainwater harvesting, manage aquifer recharge, and traditional methods like the ‘three pitchers’ system. It was fascinating work.”
“Over time, I moved from Bangladesh projects to regional ones, gaining national and international exposure. Eventually, I joined UNICEF, then AFD (the French Development Bank), and finally the Asian Development Bank in 2021. Throughout, I consciously chose to stay in the water sector because it offers both professional growth and the chance to serve people. It’s noble work—addressing real challenges and improving lives.”
“What motivated me most was the social value. In water, you work closely with communities and a wide range of stakeholders. You learn from them, and you see the direct impact of your work. That’s something you don’t always get with roads or bridges.”
How has investing in leadership development impacted you and your work?
“Leadership training has been a turning point in my career. In 2011, I completed a year-long ‘Young Leadership Program’ funded by FK Norway. It included international postings in Bhutan and intensive training. That experience taught me that leadership isn’t just about big names like Abraham Lincoln or Martin Luther King—it’s about managing projects effectively, building partnerships and creating real impact for the people.”
“I learned how to make quick decisions, work with diverse teams, and communicate clearly with teams and stakeholders. Those skills helped me lead impactful projects that benefited poor communities and brought real change at the ground level.”
“Fast forward to today: as a mid-level staff member at ADB, I realized I needed to sharpen my leadership skills again to move from national to international roles. That’s why I invested in the IWC Pathway Leadership Program. I paid for Level 1 myself because I know leadership development changes lives—not just professionally, but personally and socially. Level-2 was funded by my organization, ADB.”
“The program gave me time for self-reflection, something that’s hard to find in a busy organization. It improved my communication, decision-making, and stakeholder engagement skills. It even helped in family life—clear communication and trust-building matter everywhere.”
“Leadership development builds confidence, emotional intelligence, and the ability to work with diverse teams. It’s about continuous learning and practice. For me, it’s also about self-realization—understanding your strengths and weaknesses and working on them.”
What are the most challenging aspects of leadership for you?
“Managing expectations in a multicultural and multisectoral team is tough. People have different priorities, and sometimes what they want doesn’t align to prepare and delivery impactful projects and programmes. Convincing people, building trust, and keeping everyone motivated is a constant challenge. Trust-building takes time, especially in international organizations where teams change frequently. You work with someone for a year or two, then they move on. Trust doesn’t happen overnight—it’s a long process.”
“Another challenge is practicing leadership consistently. We’re not born leaders—it takes effort, reflection, and ongoing practice to develop those skills. You have to keep going back to the literature, keep practicing, and keep improving.”
“Emotional intelligence is also critical. Understanding what your team members want, even when it doesn’t align with the bigger picture, and finding a way forward—that’s challenging.”
What does the future look like in terms of your leadership practice and development?
“I’ve set a personal goal: to move into an international role within the next one to two years. I want to contribute beyond Bangladesh, applying what I’ve learned to projects across Asia. Leadership development will be key to achieving that.”
“The Pathway Program’s second phase gave me practical tools—emotional intelligence, stakeholder engagement, decision making and communication skills. These are essential for leading large infrastructure projects and diverse teams. I particularly enjoyed the one-to-one coaching. It gave me the chance to ask, ‘What are my weaknesses? How can I improve?’ That feedback is invaluable.”
“Ultimately, leadership is about working with people, building trust, and creating impact. That’s the journey I’m committed to.”
Closing Thoughts
“Leadership isn’t optional in the water sector—it’s essential. Our work is complex, involving multiple stakeholders, driving innovations, scaling best practice, aligning with organization and government, and competing priorities. Technical skills alone won’t solve these challenges. Leadership gives you the ability to communicate clearly, build trust, and make decisions that create real impact.”
“Investing in leadership development is investing in yourself—and in the communities you serve. It shapes not only your career but also your confidence, relationships, and ability to drive change. If you want to influence the future of water management, leadership is the key.”
More information
If you want to learn more about leadership development then please read more about Water Leadership Program (if you are living in AU/NZ) or Pathway Program (if you are living and working in another country). Contact us on IWC_training@griffith.edu.au for the opportunity to talk through your aims and needs. We are always happy to partner and collaborate.