Dear Editor,
It would appear that an increasing number of persons keep expressing their apprehensions about the exponential growth of challenges with which the new administration is faced at this critical juncture in the country’s history. If one were to believe only some of the media reports, together they project a daunting portrait of a socio-economic scenario that will require massive doses of restoration even by the most trained and experienced.
And therein lies the further challenge – the apparent lack of earlier preparation for managing the tasks ahead, and leading, in too many cases, equally unprepared human resources to perform and achieve ill-defined targets, in settings yet to be coordinated into organisations.
Yet at an individual level there is an expressed assertiveness observed in publicised interactions that creates the impression of knowledge – a trend impetuously equated with power; while the ready exposure to the public, and moreso analysts, tend to reveal more superficiality than is realised – offering fodder to those just waiting to be unduly critical.
But the latter may not necessarily be unkind when they detect in utterances the likely non-acquaintance with, for example, the legislation which impacts on a related portfolio, the relevant Public Service Rules; or unfamiliarity with known reports on existing projects or programmes. Instead there is a display of innocent discovery, rather than the confidence of an informed position.
In the meantime there are occasions when the stated stance belies actual behaviour. An immediate concern relates to the twin issues of termination and recruitment (appointment), and whether the right procedures are being observed. As we have always been, we are at a stage where we must lead by example.
In this regard one can never give up on quoting the celebrated former CEO of General Electric of international renown. In his book Winning Jack Welch has the following to say about what leaders do:
“1. Leaders relentlessly upgrade their team, using every encounter as an opportunity to evaluate, coach, and build self-confidence.
“2. Leaders make sure people not only see the vision, they live and breathe it.
“3. Leaders get into everyone’s skin, exuding positive energy and optimism.
“4. Leaders establish trust with candour, transparency and credit.
“5. Leaders have the courage to make unpopular decisions and gut calls.
“6. Leaders probe and push with a curiosity that borders on skepticism, making sure their questions are answered with action.
“7. Leaders inspire risk taking and learning by setting the example.
“8. Leaders celebrate.”
There is still a case to be made for setting the example of learning from one or more well organised workshops about organisational relationships, effective communication and the decision-making process, amongst other competencies.
Yours faithfully,
E B John
