Medical History is One of Health Leadership

Doctors Perbi and Biaye exploring the Dakar campus of Cheikh Anta Diop University,
including the frontage of the original medical school block built over 100 years ago.

It’s not for nothing that the Ghana Medical Association (GMA),  in a January 2024 press release following a November 2023 Annual General Meeting, asked all medical  doctors to thenceforth express their titles as ‘Dr. (Med)’ and ‘Dr. (Dent.)’ for dentists/dental surgeons. While they had their own valid reasons, including patient safety, personally it has coincided with a season where I keep meeting people who have always assumed my ‘DR’ title is because I’m a ‘book doctor.’ While I’m currently struggling to keep afloat in the middle of one such doctoral programme, of the latter kind, I’ve been a ‘body doctor’ since 2005.

In Dakar, Senegal on the Monday after St. Valentine’s Day, I experienced a rush of all sorts of memories—good and ugly, and even plain bad—when I took a pilgrimage to one of Africa’s oldest medical schools. My guide, an alumna of the said medical school, Dr. Rebecca Biaye, did a phenomenal job. Seriously, she could moonlight as a successful, paid tour guide but then again, until she’s done with her Dermatology residency her nights aren’t quite hers—she’s often on night duties at the hospital.

Back to medical history. Of course, Africans had medical doctors even before Hippocrates (the so-called ‘father of Medicine’) but in modern history the oldest medical school in Africa would be the faculty of medicine at Cairo University in Egypt, founded in 1827. From northeast we move deep south, where University of Cape Town in South Africa takes the silver medal (1912), and then out way west with bronze going to Cheikh Anta Diop University (formerly University of Dakar) where in 1916, the French created the “École Africaine de Médecine” (African Medical School). The University of the Witwatersrand (1919), also in South Africa, is a close fourth. 

If anyone has cause to believe this order above is not accurate (for example a university may have started, yeah, but its med school came up much later or did start on paper but the first actual intake was several years down the line) do assist me to rectify the above narrative. My own med school, the University of Ghana Medical School (UGMS), missed the top five mention on the continent having been first planned way back in 1919, but only taking its first students in 1962, a whole 14 years after the main University of Ghana itself had been established.

Apparently, the most recent medical school in Africa was founded in 2023, according to an article in the British Medical Journal, with more than half of all Africa’s medical schools—public and private alike—opening since 2004. Incidentally, just a day before the said Dakar pilgrimage, I bumped into the co-founder of the private Accra College of Medicine (founded in 2013), Rev. Professor Adukwei Hesse, an Internal Medicine professor of mine. His co-founding wife, Prof. Afua Hesse, also taught me Paediatric Surgery. Ghana’s other private med school, Family Health Medical School, was also founded by my Obstetrics & Gynaecology lecturer, Prof. Yao Kwawukume, and his wife Dr. Susu B. Kwawukume. I’m proud to have lectured in both medical schools on non-medical topics which medical students badly need to be more rounded and holistic in their formation for higher, wider and deeper impact, especially leadership and entrepreneurship! (Oh, don’t get me started!) These kinds of thoughts and (mis)deeds for which I’m better known may be why the uninitiated assume I’m a ‘book doctor’ rather than a ‘body’ one.

A 100-year old baobab tree in front of the Cheikh Anta Diop University’s original medical school block

Health Leadership in general, and Doctor Leadership in particular, is vital yet often taken for granted. The last time I made a presentation on the importance of leadership and coaching to the Ghanaian medical fraternity during the Ghana College of Physicians’ & Surgeons’ annual Medical Fiesta (in 2022), I cringed and cringed when a former dean of my alma mater opined that medical students had too much of a course load to ‘add’ studying leadership. For ‘A Leadership Primer,’ literally the title of Dr. Robert Grossman’s incisive article, I highly recommend  Dr. Robert Grossman’s incisive article on Doctor Leadership here. His introduction alone resonates with the title of this article, “Lessons from Medical History for Today’s Health Leaders.” Indeed, all of history is but a record of the rise and fall of leaders and leadership. Hear Grossman: “We know from history, and sometimes from personal experience, that the importance of leadership cannot be overstated. Whether in politics, business, sports, or academia, the person at the helm can alter the course of history. Yet to date, there is a sentiment that medicine (and radiology in particular) has failed to produce its share of leaders.”

Working IN medicine (clinician) requires a wholly different mindset, process and skill set from working ON medicine (leader). To be fair to the “book doctor” describers of this prescriber, I haven’t practised clinical medicine in over 15 years. But I’m always quick to add, as I coach, train, and speak on leadership in over sixty countries that “once a doctor, always a doctor.” It’s only that I work more on the software now [the mind(set)/thinking], rather than just the hardware [body].” Frankly, though–if we all will be honest–it’s the software that really runs the show, even running the hardware. N’est-ce pas?

Postscript
As our contribution to stopping the gaping leadership deficits we find among entry level workers and even with some C-level leaders, Perbi Executive Leadership Education (PELÉ) is rolling out a slew of online leadership lecturers for personal digital learning and mastery. Come to think of it, all medics should be getting enrolled for free. After all, our lives are in their hands. They had better know what they are about!

MANSA MUSA–THE RICHEST MAN THAT EVER LIVED AND THE STOP MARKET (yes you read right, not ‘stock market’).

An artist’s impression of Mansa Musa with his hordes of soldiers. HISTORYNMOOR/WIKIMEDIA COMMONS/CC BY-SA 4.0

In the fourteenth century Mansa Mūsā, emperor of the medieval Mali Empire of Africa, made a trip whose ripples were felt decades later. For the uninitiated, Ghana, Mali and Songhai were three of the greatest empires of the western part of Africa, south of the Sahara. Mūsā’s Mali empire spread 2,000 miles (3,219 kilometers) from the Atlantic Ocean to modern-day Niger. Some reports indicated it would take a year, at the time and with their means of transportation, to travel that breadth. The 14th-century traveller Ibn Battūtah noted that it took about four months to travel from the northern borders of the Mali empire to Niani, the Malian capital in the south. Mali formed a rich 24-city network of cities  

Mūsā the Man

Mansa, which means ‘sultan’ or ‘emperor’ in the Mandinka language of West Africa, was immensely wealthy, prodigiously generous and profoundly pious. The empire’s source of riches was the natural resources of two highly productive gold fields renowned for some of the purest and most prized gold in the world. Nations scrambled for pure gold, especially for the minting of national coins in which they took much pride.

Mansa Mūsā took a legendary trip to Mecca, in Saudi Arabia, to perform the annual Islamic Hajj pilgrimage with an entourage of 60,000 people, including a personal retinue of 12,000 slaves, all clad in brocade and Persian silk. On this trip were countless court officials, soldiers, griots (singing poets) and 500 slaves ahead of him each carrying a gold-adorned staff as he himself rode on horseback. Included in this Malian caravan were 80 baggage camels, each carrying 300 pounds of gold.

Either the grandson or the grandnephew of Sundiata, the founder of his dynasty, Mansa Mūsā came to the throne in 1307 (some reports record 1312) and took the said Mecca trip in the 17th year of his reign.  His route from his kingdom’s capital of Niani (northeastern Guinea today) on the upper Niger River would take him first to Walata (Oualâta, Mauritania) and on to Tuat (now in Algeria) before making his way to Cairo.

Typically the journey to Mecca and back took a full year with long layovers in the Egyptian capital, Cairo. So en route, emperor Mansa Mūsā made a stop in Cairo to visit the Sultan. That stop… Well, the historian al-‘Umarī, who visited Cairo twelve years after the emperor’s visit, found the inhabitants of this Egyptian city, with a population estimated at one million, still singing the praises of Mansa Mūsā. 

The Stop Market

To quote al-‘Umari, “The man flooded Cairo with his benefactions. He left no court emir… no holder of a royal office without the gift of a load of gold. The Cairenes made incalculable profits out of him and his suite in buying and selling and giving and taking. They exchanged gold until they depressed its value in Egypt and caused its price to fall.” That stop, stopped the market.

Apparently, so lavish was the emperor in his spending (one writer put it as “handing out gold like it was candy”) that he flooded the Cairo market with gold, thereby causing such a decline in its value that a dozen years later the market had still not fully recovered. It is believed that this visit caused many Muslim kingdoms in North Africa and others of European countries to desire to come to Africa. The rest, as they say, is history.

An African Leadership

The year of this much-talked-about trip was 1324. What does your history tell you was happening in the region of the world you hail from at the time? Since many Africans have been compelled to learn European history for obvious (colonial) reasons, we know that the 1300s were pretty dark days in Europe, fuelled by religious craziness, unfettered superstition and taken to the nadir by the arrival of the bubonic plague. Also known as Black Death, this pandemic killed an estimated 50 million people in Europe alone. Meanwhile the Black sultan Mūsā and his sub-Saharan African peoples were flourishing in ‘unimaginable wealth.’

This detail is from Sheet 6 of the Catalan Atlas showing Mansa Musa crowned in gold. BIBLIOTHÈQUE NATIONALE DE FRANCE/WIKIMEDIA COMMONS

An elaborate 14th-century map called the Catalan Atlas features a prominent illustration of Mansa Musa seated on a plush throne, crowned in gold, holding a sceptre in one hand and a large golden orb in the other (see photo above). So says the map’s description:  “This Moorish ruler is named Musse Melly [Mansa Musa], lord of the negroes of Guinea. This king is the richest and most distinguished ruler of this whole region on account of the great quantity of gold that is found in his lands.”

A Gold Bar for your Thoughts

This is no tall tale. Even today, evidence of Mansa Musa’s resplendent reign still stand, like the Djinguereber Mosque, in Timbuktu, Mali, which he commissioned to be built en route back from Mecca in 1327, paying the Granada (Spanish) architect Abū Ishā al-Sāhilī who had travelled back with him from Arabia 440 pounds (200 kilograms) of gold. 

Mansa Mūsā’s army general had captured Timbuktu as a side show during the long Mecca pilgrimage. Emperor Mūsā would choose to spend significant time there on his way back to his own capital, eventually growing Timbuktu into “a very important commercial city having caravan connections with Egypt and with all other important trade centres in North Africa. Side by side with the encouragement of trade and commerce, learning and the arts received royal patronage” (Encyclopaedia Britannica). Eventually, three madrassas, including the still-standing Djinguereber, composed the University of Timbuktu, inscribed on the list of UNESCO World Heritage Sites in 1988. The famed Malian city of Timbuktu was home to one of the largest libraries in the medieval world.

According to Encyclopaedia Britannica, “Under Mansa Mūsā (1307–32?), Mali rose to the apogee of its power.” From the look of things, Mansa Mūsā the Black emperor may have been the richest man to ever live. Sorry, Solomon. In fact, Celebrity Net Worth puts his net worth at $400 billion in today’s dollars, making Emperor Mūsā  nearly twice as rich as Jeff Bezos. Amazing.

When it comes to Mansa Mūsā the Malian Maestro, however, too many get stuck on the money, but de Graft-Johnson concurs there’s more to legacy than gold: “The organization and smooth administration of a purely African empire, the founding of the University of Sankore, the expansion of trade in Timbuktu, the architectural innovations in Gao, Timbuktu, and Niani and, indeed, throughout the whole of Mali and in the subsequent Songhai empire are all testimony to Mansa Mūsā’s superior administrative gifts. In addition, the moral and religious principles he had taught his subjects endured after his death.”

Wait a minute. Stop. Where is all of Africa’s gold today; and where are her leaders of the Mansa Mūsā stock—immensely wealthy, prodigiously generous, profoundly pious, grand legacy-leaving?

 

References

De Graft-Johnson, John Coleman. ‘Mūsā I of Mali.’ https://www.britannica.com/biography/Musa-I-of-Mali 

Galadima, Bulus and Sam George. 2024. Africans in Diaspora, Diasporas in Africa. Langham Global Library: Cambria, UK.

Roos, Dave. 2024. ‘African King Mansa Musa Was Even Richer Than Jeff Bezos, Some Say.’ https://history.howstuffworks.com/historical-figures/mansa-musa.htm

Ellen Johnson Sirleaf | A Beacon of Resilience, Determination and Leadership: Africa’s Premier Democratically Elected Female President

“If your dreams do not scare you, they are not big enough. The size of your dreams must always exceed your current capacity to achieve them.”— Ellen Johnson Sirleaf

INTRODUCTION

At a gender equality conference organised by the Kwara State Government in Nigeria, Mrs. Ellen Johnson Sirleaf shared a poignant moment, stating, “I was jailed twice and sent on exile from my own country because I chose to be a resounding voice for the people.” ^[1]  Johnson Sirleaf, a Liberian politician and economist, holds a remarkable place in history as the first woman elected president of an African country, a feat the United States of America is still struggling to equal. Her leadership and resilience make her a fitting inclusion on Perbi Executive Leadership Education’s (PELÉ’s) list of 50 inspiring leaders, as her tenure redefined the role of women in African governance and global leadership. This essay delves into the extraordinary life of Ellen Johnson Sirleaf, focusing on her personal growth, remarkable achievements, unwavering resilience, and lasting impact. The following paragraphs will explore how she rose to prominence, her significant contributions to leadership and gender equality, and the challenges she overcame in her journey to become Africa’s first elected female president.

 

GROWTH

Early Years

Ellen Johnson Sirleaf was born on October 29, 1938, in Monrovia (Liberia) to Jahmale Carney Johnson and Martha Cecelia Johnson (née Krueger).[^[2] Ellen enjoyed a peaceful childhood marked by a strong sense of community, where the extended family system meant that everyone looked out for one another.^[3] In an interview with the Academy of Achievement, she reflected: “During my childhood and up until the time when I was moving up professionally, the country was a great place to be. Everybody knew everybody. It’s a small country, small population. So it was easy to move around, easy to pursue what one wanted.” ^[4] This statement underscores the close-knit nature of Liberian society at the time, highlighting the social and political environment that shaped her formative years.

Ellen’s experiences during her childhood laid the foundation for her future leadership, illustrating how a supportive community can foster resilience and ambition. 

At age 17, Ellen married James Sirleaf, a young agronomist who had a degree from the University of Wisconsin.^[5] After having four sons in quick succession, Ellen Johnson Sirleaf embraced the role of homemaker while many of her peers pursued professional paths. ^[6] Her husband, James Sirleaf, worked for Liberia’s Department of Agriculture and to help support the family, Ellen took a job as a bookkeeper at an auto repair shop.^[7]  When James received the chance to study in the United States, the couple left their children with grandparents and travelled to America together.^[8] While James worked toward a graduate degree at the University of Wisconsin’s School of Agriculture, Ellen enrolled in accounting courses at Madison College of Business^[9]. Upon their return to Liberia in 1965, James resumed his position in the Agriculture Department and Ellen began working in the Treasury Department, which would later become the Ministry of Finance.

 

Education

Ellen Johnson Sirleaf received her early education at the College of West Africa in Monrovia, Liberia. Her academic journey continued in the United States, where she studied economics at the University of Colorado Boulder. ^[10] She furthered her education with a master’s degree in public administration from Harvard University’s Kennedy School of Government in 1971.^[11] This strong educational foundation played a crucial role in shaping her future as a leader and economist.

 

Public Service

Ellen Johnson Sirleaf’s journey as a prominent political voice in Liberia began with her impactful speech at her high school alma mater in 1971, where she boldly criticised the government.^[12] This marked the start of her advocacy for accountability and reform in her country. Prior to this, in 1965, she served in the Treasury Department, and by 1979, she had been appointed Minister of Finance. In this role, she implemented measures aimed at addressing the mismanagement of government finances, demonstrating her commitment to improving Liberia’s economic governance. [13]

Her personal financial integrity made her popular but not without clashes with the two heads of state of Liberia she served under during their respective tenures. [14] She served in various governmental roles and implemented fiscal reforms aimed at stabilising Liberia’s economy. Her tenure in these positions earned her both admiration and criticism, but her dedication to improving her country’s welfare never faltered. According to Archives of Women’s Political Communication of Iowa State University, Sirleaf became the president of the Liberian Bank for Development and Investment (LBDI) in 1980 but had to flee that same year to Kenya as a result of an increasingly suppressive military government.[15] 

In Kenya, she served as the vice president of Citicorp’s Africa Regional Office in Nairobi but later moved to Washington, D.C. where she became the senior loan officer at the World Bank and the vice president for Equator Bank.[16] 

From 1992 to 1997, Sirleaf was the director of the Regional Bureau for Africa of the United Nations Development Programme (UNDP). During these years, Liberia was plunged into civil war and Ellen ran for president in the 1997 election of Liberia but came second place.  “I felt I’d earned the stripes and I could compete as effectively as anybody else. I’d gone through all the trials and tribulations of political life and also had enough, I believe, international exposure, professionalism. And also, I didn’t think there was anybody who could be as competitive, given my experience, background in some things. I thought I was a formidable candidate, and I proved to be right.” Ellen gave this explanation when she was interviewed by the American Academy of Achievement.[17] 

 

SUCCESS

Presidency

Sirleaf’s path to the presidency was not easy. Liberia, a country marred by civil wars and economic instability, needed a leader who could steer it towards peace and prosperity. Ellen Johnson Sirleaf won the 2005 presidential election and took office on 16 January 2006.[18] She was elected the 24th president of Liberia and the first elected female head of state in Africa. Gloriously, Ellen won re-election in November 2011. According to the Global Leadership Foundation (n.d.), Johnson Sirleaf (during her two terms as president) focused on rebuilding the country, attracting over $16 billion in foreign direct investment.[19]  She also attracted more than $5 million in private resources to rebuild schools, clinics and markets, and fund scholarships for capacity building. She successfully negotiated $4.6 billion in external debt forgiveness and the lifting of UN trade sanctions, which have allowed Liberia to once again access international markets.[20]  She increased the national budget from $80 million in 2006 to over $672 million in 2012, with an annual GDP growth rate of more than 7%. Her remarkable leadership and economic foresight not only revitalised the nation’s economy but also positioned Liberia as one of Africa’s fastest-growing economies during her tenure.[21]

 

Africa’s Iron Lady

Ellen Johnson Sirleaf has been a steadfast advocate for peace, justice, and democratic governance—values that carried profound significance in a nation plagued by dictatorship and civil war. Despite the inherent dangers of opposing undemocratic regimes, often backed by warlords or led by them directly, Ellen courageously criticised leaders whose actions she believed were harming Liberia.

Initially, she supported Charles Taylor’s efforts against the oppressive regime of Samuel Doe. However, as it became evident that Taylor’s motives were self-serving and centred on consolidating power and personal enrichment, Ellen distanced herself from him. Reflecting on this during an interview with the Academy of Achievement, she remarked: “His motives were selfish, and he was there to take power and to enrich himself… That’s when we started to distance ourselves from him.”[22]

No woman had become president in any African country at the time Ellen contested for the seat of the president in Liberia. Although she came second in her first attempt and was charged with treason by the Charles Taylor government,[23] propelling her to go into exile, Sirleaf returned to Liberia in 2003 to chair the Commission on Good Governance, which oversaw preparations for democratic elections after civil war had resumed in Liberia by 1999. While in exile (in Ivory Coast), she established a venture capital vehicle for African entrepreneurs and founded Measuagoon, a Liberian community development NGO.[24] 

 

In 2005, Ellen ran for president in Liberia where she came second in the first round of voting (after George Weah) and on November 8, 2005 she won the runoff election and was sworn in on January 16, 2006 as the 24th President of the Republic of Liberia, two years after the nation’s bloody civil war ended. 

 

Given this context, it is not surprising that Ellen Johnson Sirleaf is known in international circles as ‘Africa’s Iron Lady’.[25]  Reflecting her bold and ambitious outlook, she famously wrote in her memoir, This Child Will Be Great: Memoir of a Remarkable Life by Africa’s First Woman President, “If your dreams do not scare you, they are not big enough. The size of your dreams must always exceed your current capacity to achieve them.”.[26] 

 

This statement encapsulates her philosophy on ambition, courage and pursuing goals that push boundaries and inspire growth.

 

SIGNIFICANCE

Sirleaf’s election as President of Liberia was a beacon of hope for Liberia, signalling a new era of stability and progress. During her presidency, Sirleaf focused on rebuilding Liberia’s infrastructure, revitalising the economy, and promoting reconciliation among its people. She implemented policies aimed at improving education, healthcare, and women’s rights. Under her leadership, Liberia made significant strides in recovering from the devastation of years of conflict, although challenges remained.

 

As president, Ellen Johnson Sirleaf served as the chairperson of the Mano River Union, where she spearheaded initiatives aimed at fostering political stability and economic cooperation among Sierra Leone, Guinea, Liberia, and Côte d’Ivoire.[27] She was also a founding member of the International Institute for Women in Political Leadership.[28] In 1999, the Organization of African Unity (OAU) appointed her to a committee investigating the Rwandan genocide, showcasing her commitment to human rights and justice. Additionally, she chaired the commission for the Inter-Congolese Dialogue and was selected by UNIFEM as one of two individuals tasked with investigating the impact of conflict on women and their roles in peacebuilding efforts.[29]

In 2011, Sirleaf was re-elected for a second term in a run-off vote, achieving an overwhelming majority.[30] Her leadership and advocacy for women’s rights and regional cooperation have left a significant mark on both Liberia and the broader West African region.

Throughout her career, Sirleaf’s commitment to her country, Liberia, remained unwavering despite facing personal and political challenges. Ellen Johnson Sirleaf, stands as a towering figure in African politics and global leadership. Her journey from an economist to becoming Africa’s first elected female head of state is not only a testament to her perseverance but also a symbol of hope and progress for gender equality and democracy worldwide.

Post-Political Life

In March 2018, Ellen Johnson Sirleaf launched the Ellen Johnson Sirleaf Presidential Center for Women and Development which has been specifically designed with dedication to promoting women’s aspirations for development in Africa.[31] 

In May 2019, Tedros Adhanom Ghebreyesus, Director-General of the World Health Organization (WHO) appointed Ellen as Goodwill Ambassador for the health workforce. The WHO explained Ellen’s appointment in the press release stating that, “following the Ebola epidemic in Liberia in 2015, she oversaw the expansion of Primary Health Care and the creation of more than 4,000 new health worker jobs as part of the post-Ebola response.”[32] 

During the COVID-19 pandemic in 2020, Ellen stepped down from her role as Goodwill Ambassador for the WHO’s health workforce to serve as co-chair of the WHO’s Independent Panel for Pandemic Preparedness and Response (IPPR), alongside Helen Clark (former Prime Minister of New Zealand).[33] 

In 2020, she was also appointed to the Development Advisory Council of the U.S. International Development Finance Corporation (DFC) which counsels the DFC on approaches to enhancing development impact.[34] Ellen as well became a member of the High-Level Group of Personalities on Africa-Europe Relations from 2020 till date. 

She currently serves as a Member of the  Advisory Board of Brenthurst Foundation[35], and member of the Board of Directors of the Mastercard Foundation.[36]

 

Awards and Honours

In 2011, President Sirleaf was jointly awarded the prestigious Nobel Prize for Peace. This  generated a pre-election controversy wherein other Liberian presidential candidates complained that the Nobel Committee was interfering with Liberian politics by awarding the prize so close to the election. Ellen is also the recipient of The Presidential Medal of Freedom—the United States’ highest civilian award—for her personal courage, and unwavering commitment to expanding freedom and improving the lives of Africans.[37] 

Her many honours also include the Grand Croix of the Légion d’Honneur, France’s highest public distinction, and being named one of Forbes’ “100 Most Powerful Women in the World.” She was one of six “Women of the Year” (Glamour, 2010), among the 10 best leaders in the world (Newsweek, 2010) and top 10 female leaders (TIME, 2010). In 2010, The Economist called her “the best President the country has ever had.”[38]

Sirleaf Johnson has been awarded honorary doctorates by more than 15 institutions, including: Tilburg University (Netherlands), the Nigerian Defence Academy, the University of Massachusetts Medical School, Harvard University, Rutgers University, Yale University, Georgetown University, the University of Abeokuta (Nigeria), the University of Minnesota, Furman University of South Carolina, Brown University, Indiana University, Dartmouth College, Concordia University, Langston University, Spelman College and Marquette University.[39]

CONCLUSION

Ellen Johnson Sirleaf’s influence extends far beyond her presidency; she remains actively engaged in global initiatives that advocate for peace, development, and women’s empowerment. Her legacy as a trailblazer in African politics is profound, inspiring future generations of leaders, particularly women, around the world.

Sirleaf’s life and career are testaments to resilience, determination, and exceptional leadership. From her beginnings as an economist to becoming Liberia’s first female president and a Nobel laureate, her journey exemplifies the transformative power of dedicated public service. The impact she has made on Liberia and beyond highlights the crucial role of strong leadership in nurturing democracy, peace, and sustainable development.

Ellen Johnson Sirleaf is not merely a historical figure; she is a beacon of hope and inspiration for people everywhere, embodying the potential for positive change through unwavering commitment and vision.

 

References

1. Premium Times. (n.d.) “I was jailed, exiled for defending Liberians – Former President Johnson Sirleaf.” Available: ttps://www.premiumtimesng.com/news/top-news/418003-i-was-     jailed-exiled-for-defending-liberians-former-president-johnson-sirleaf.html?tztc=1.     Retrieved July 2, 2024.
2. My Heritage. (n.d.) Ellen Sirleaf (born Johnson) born 1983. Available: https://www.myheritage.com/names/ellen_sirleaf. Retrieved July 2 2024. 
3. Ellen Johnson Sirleaf—All Achievers. (2008) .Available: https://achievement.org/achiever/ellen-  johnson-  sirleaf/#interview. Retrieved July 2 2024.
4. Ibid. 
5. Britannica, The Editors of Encyclopaedia. (2024) “Ellen Johnson Sirleaf”. Encyclopedia         Britannica:https://www.britannica.com/biography/Ellen-Johnson-Sirleaf. Retrieved July 2 2024. 
6. Bourlin, O. (2013). Ellen Johnson Sirleaf (1938-). BlackPast.org. https://www.blackpast.org/global-african-history/johnson-sirleaf-ellen-1938/. Retrieved July 2 2024. 
7. Ellen Johnson Sirleaf—All Achievers. (2008). Available: https://achievement.org/achiever/ellen-       johnson-        sirleaf/#interview. Retrieved July 2 2024.
8. Metzlar, M. (2021). Ellen Johnson Sirleaf: Exile, Election, Exile, Election – a long way of becoming president. Available: https://raffia-magazine.com/2021/01/25/ellen-johnson-sirleaf-exile-election-exile-election-a-long-way-of-becoming-president/
9. Ellen Johnson Sirleaf—All Achievers. (2008). Available: https://achievement.org/achiever/ellen-       johnson-        sirleaf/#interview Retrieved July 2 2024.
10. Amana A. (n.d.) Ellen Sirleaf: An Amazon’s Journey in Active Politics and Leadership. Available: https://www.amazonswatchmagazine.com/governance-in-heels/ellen-sirleaf-an-amazons-journey-in-active-politics-and-leadership/. Retrieved July 2 2024.
11. Archives of Women’s Political Communication. (n.d.) Ellen Johnson Sirleaf.         https://awpc.cattcenter.iastate.edu/directory/ellen-johnson-sirleaf/. Retrieved July 2 2024. 
12. Ibid. 
13. Ibid. 
14. Britannica; The Editors of Encyclopaedia. (2024) “Ellen Johnson Sirleaf”. Encyclopedia         Britannica:https://www.britannica.com/biography/Ellen-Johnson-Sirleaf. Retrieved July 2 2024. 
15. Ibid.
16. Gilpin, R., & Hsu, E. (2008). Is Liberia’s Governance and Economic Management Assistance Program a” necessary Intrusion?”. United States Institute of Peace.  Available: https://www.usip.org/sites/default/files/PB-May2008-Is-Liberias-Governance.PDF. Retrieved July 2 2024.
17. Ellen Johnson Sirleaf—All Achievers. (2008). Available: https://achievement.org/achiever/ellen-       johnson-        sirleaf/#interview Retrieved July 2 2024.
18. Ibid
19. 19. Global Leadership Foundation.(n.d.) “Ellen Johnson Sirleaf” President, Liberia 2006-2018:           https://www.g-l-f.org/who-we-are/members/ellen-johnson-sirleaf/ Retrieved July 2 2024.
20. 20. Ibid
21. United Nations (n.d.). First Female President of Liberia & Nobel Peace Laureate. Available: https://www.un.org/en/conf/migration/assets/pdf/Ellen-Sirleaf-Bio.pdf. Retrieved July 2 2024.
22. Ellen Johnson Sirleaf—All Achievers. (2008) . Available: https://achievement.org/achiever/ellen-       johnson-        sirleaf/#interview Retrieved July 2 2024.
23. The Editors of Encyclopaedia Britannica. (2024). “Ellen Johnson Sirleaf”. Encyclopedia         Britannica:https://www.britannica.com/biography/Ellen-Johnson-Sirleaf. Retrieved July 2 2024. 
24. Ibid.
25. United Nations (n.d.). First Female President of Liberia & Nobel Peace Laureate. Available: https://www.un.org/en/conf/migration/assets/pdf/Ellen-Sirleaf-Bio.pdf. Retrieved July 2 2024.
26. Johnson, E. S. (2009). This Child Will Be Great: Memoir of a Remarkable Life by Africa’s First Woman President.
27. Columbia World Leader Forum. (2012). Ellen Johnson Sirleaf. Available: https://worldleaders.columbia.edu/directory/ellen-johnson-sirleaf. Retrieved July 2 2024.
28. Mastercard Foundation. (n.d.) President Ellen Johnson Sirleaf:   https://mastercardfdn.org/people/ellen-johnson-sirleaf/. Retrieved July 2 2024.
29. Ibid
30. Metzlar, M. (2021). Ellen Johnson Sirleaf: Exile, Election, Exile, Election – a long way of becoming president. Available: https://raffia-magazine.com/2021/01/25/ellen-johnson-sirleaf-exile-election-exile-election-a-long-way-of-becoming-president/
31. Ellen Johnson Sirleaf Presidential Center for Women and Development (2024). Building a Legacy of Leadership and Knowledge in a Center of Excellence. Available: https://ejscenter.org/. Retrieved November  29 2024.
32. World Health Organization (2019). Her Excellency Ellen Johnson Sirleaf appointed as WHO Goodwill Ambassador for Health Workforce.  Available: https://web.archive.org/web/20200715054041/https://www.who.int/hrh/news/2019/EJS_good-will-ambassador-hwf/en/. Retrieved November  29 2024.
33. Miller J. (2020). Veteran female leaders to head WHO COVID-19 review amid anti-globalism barbs. Available: https://www.reuters.com/article/us-health-coronavirus-who-panel/veteran-female-leaders-to-head-who-covid-19-review-amid-anti-globalism-barbs-idUSKBN24A2U3/. Retrieved November  29 2024.
34. Ellen Johnson Sirleaf Presidential Center for Women and Development (2024). Ellen Johnson Sirleaf joins the Development Advisory Council of the U.S. International Development Finance Corporation. Available: https://ejscenter.org/. Retrieved November  29 2024.
35. The Brenthurst Foundation (2024) Leaders Invested in the Economic Development of Africa. Available: https://www.thebrenthurstfoundation.org/people/. Retrieved November  29 2024.
36. The Mastercard Foundation (n.d.) Available: https://mastercardfdn.org/board-of-directors/. Retrieved November  29 2024.
37. Ellen Johnson Sirleaf—All Achievers. (2008) . Available: https://achievement.org/achiever/ellen-       johnson-        sirleaf/#interview Retrieved July 2 2024.
38. United Nations (n.d.). First Female President of Liberia & Nobel Peace Laureate. Available: https://www.un.org/en/conf/migration/assets/pdf/Ellen-Sirleaf-Bio.pdf. Retrieved July 2 2024.
39. Ibid

 

INTRAPRENEURS: THE ENTREPRENEURS WITHIN

INTRODUCTION

Telecel Ghana, formerly Vodafone Ghana, has an amazing annual practice of bringing together its 1,300-strong frontliners to appreciate them—not just with words but in awards—and ginger them up to do even better for their clientele. This Frontline Engagement Conference, as they call it, typically happens during the global Customer Service Week in October, which they’ve extended to the whole month to appreciate their customers.

This year, as the principal coach/speaker/trainer at Perbi Executive Leadership Education (PELÉ), Telecel extended to yours truly the humbling opportunity to address their army of frontliners and frontline support staff. Frontliners mean everything to any business! They are essential workers whose jobs depend on in-person interactions and often involve some form of risk, even if it’s verbal abuse. If this were soccer, frontliners would be our strikers! No scoring on this front, no bottomline success. Period. I was particularly impressed that the CEO of Telecel, Ing. Patricia Obo-Nai, prioritised this event such that not only was she in attendance from start to finish, she was fully present and participatory to the max.

This article aims to summarise the keynote I delivered on behalf of PELÉ entitled, “WANTED: INTRAPRENEURS!” This burning message to the rank and file of a top-tier provider of digital and telecommunications solutions across the African continent is one which, quite frankly, every company and organisation needs to hear.

FUNNY BUT NOT FUNNY
Several years ago, I had an appointment in downtown Accra but needed to pass through the bank to make a transaction first. I waited and waited and waited… and it was becoming evident that I might miss my appointment altogether. So, I got up and approached one of the bankers to express both my frustration and concern that I needed to make it for an appointment and here I was stuck in the bank.

Here was her response (I kid you not; and I remember as though it were yesterday): “Nti wonni time na w’aba bank no?” she said in Twi. To wit, “So you don’t have time and you came to the bank?” Needless to say, I was stupefied; or rather, mortified. If there ever was the opposite of a staff being intrapreneurial, it is that!

DEFINING INTRAPRENEUR(SHIP)
Everyone knows about entrepreneurs and entrepreneurship. But what in the world is an intrapreneur—and then intrapreneurship? To cover our bases, Investopedia defines an entrepreneur as “an individual who creates a new business, bearing most of the risks and enjoying most of the rewards. The process of setting up a business is known as entrepreneurship. The entrepreneur is commonly seen as an innovator, a source of new ideas, goods, services, and business/or procedures” (emphases mine). 

With that at the back of our minds, the simplest definition of an intrapreneur would be an employee who behaves like an entrepreneur. Rather than going out to create a new business/organisation, they stay within it and use their innate entrepreneurial aptitudes and attitudes to significantly grow it. Gifford Pinchot III (1985) defined intrapreneurs as, “Dreamers who do. Those who take responsibility for creating an innovation of any kind within an organisation.” He is credited with inventing the concept of intrapreneurship in a paper that he and his wife, Elizabeth Pinchot, wrote in 1978 titled “Intra-Corporate Entrepreneurship.” Intrapreneurs then, are entrepreneurs within–within themselves and within their organisations/businesses.

DIGGING DEEPER
Intrapreneurs have an attitude and style that integrates Responsibility, Risk-taking, Ownership, Innovation (ROI). I like that these basic characteristics spell ROI, literally portraying how it’s entrepreneurs who bring a company its best Return on Investment (ROI). Roi, the French word for king, is also apt, for intrapreneurs are royalty in establishments, they are the kings and queens of any business. In 2014, Forbes declared that intrapreneurs are the most valuable employees from here on out. “Social intrapreneurs are quickly becoming the most valuable employees at many companies because they are good for the bottom line, good for the brand, and good for staff morale.” [1]

At the core of ROI is ownership, owning the opportunities and challenges at the workplace, assessing situations and taking responsibility (the R again) for one’s attitude, behaviour and outcomes. Here is where I challenge Management about ensuring they provide the legal and logistical framework—as well as whatever enabling environment—that empowers employees to take initiative and risk to innovatively solve problems boldly. A great example is the Ritz-Carlton hotel chain which has for many years given staff $2,000 of discretion to be used to solve any customer complaint in the manner the employee feels is appropriate. And this is daily! I recall hearing the author of The New Gold Standard: 5 Leadership Principles for Creating a Legendary Customer Experience Courtesy of The Ritz-Carlton Hotel Company tease out how this incentive works in practice and that the training is that if a customer/guest/client reports an issue to you, you own it 100% up to $2,000 worth, and until it is resolved, irrespective of your job description at the hotel chain. If as a gardener, you are approached with a television problem you intrapreneurially solve it, even if it means buying a new $1,000 television for the client. You don’t say, “Oh sorry, I’m just a gardener;” and you definitely do not go pointing fingers at your colleagues in another department, much less diss them. You own it!

REAL VALUE, REAL STORIES
Apparently, “Over 70% of transformative innovations are conceived, developed and commercialised by employees working within large companies. This finding stands in stark contrast to how contemporary society currently celebrates entrepreneurs as heroes.” [2] The most world-famous intrapreneur story must be that of Art Fry and how he made his company 3M billions of dollars by discovering a great use of a unique adhesive another 3M scientist had developed five years earlier but had found no practical use for it yet. That is a short version of the success story of Post-It Notes. [3] Did you know that the 3M company, with 2023 revenue of $33 billion, and with a recurring spot on the enviable Fortune 500 list, owed a great part of its success to intrapreneurship? Adhesive paper of all things, for a company originally named Minnesota Mining and Manufacturing (later 3M).

In Africa, the phenomenal success of FinTech, is another triumph of intrapreneurship. A couple of years before Momo (MTN’s version of Mobile Money) would take Ghana by storm, two middle managers from Vodafone and Safaricom in Kenya launched the mobile payment product from within their established companies in 2007. [4]  Calling it M-Pesa, last year it boasted 51 million customers, with Kenya as its largest market, accounting for over 30 million users, many of whom previously did not have bank accounts. The service notably handled 26 billion transactions in the financial year ending March 31, 2023.  SMEs in Kenya hugely depend on M-Pesa to receive payments from customers to the extent that in the last financial year to March 2023, more than 606,000 businesses were receiving payments through Lipa Na M-PESA. [5] That too, is a triumph of intrapreneurship.

[Mr. Kwame Pianim being interviewed by Dr. Yaw Perbi at Live2Lead Ghana on October 4, 2024]

I am in the throes of properly documenting the various contributions to nation building of the Ghanaian Economist and statesman Kwame Pianim, arguably the most unsung intrapreneur in Ghana’s history. Working within government circles and later in an investment company he co-founded, he re-engineered Ghana’s pension scheme to provide long-term investment capital and carefully christened it Social Security and National Insurance Trust (SSNIT) to calm touchy nerves. He also is the originator of the Teachers’ Fund (which but for the recent precipitous decline of the Ghanaian currency should be worth over a billion dollars now) and the SpinTex (spinning textiles) industrial company (now area), among others. Cheers to intrapreneurship!

A DIFFERENT WAY OF THINKING
It is the software (mindsets) that each employee runs that makes them produce different outputs: low performers, performers and high performers. Jason Jaggard, CEO of Novus Global, says “People at the different levels of performance tend to ask different types of questions of themselves.” [6]  Low-performers ask the question, “What’s the least amount of work I can do and not get fired?” Performers ask themselves, “How can I do a good job?” These people don’t want to be horrible but they don’t want to be great either. High-performers ask the question, “How can I be the best?” But the best intrapreneurs actually go beyond high performance, they attain what Jaggard calls “Meta-performance” because instead of comparing themselves to others (to be best) they rather compare themselves to their potential and ask, “What am I capable of.” The best intrapreneurs are meta-performers!

At PELÉ trainings and keynotes, we motivate potential intrapreneurs to remember that they are already champions by virtue of being born, outwitting anything from 40 million to 1.2 billion sperms to take the prize, surviving nine months of pregnancy and bursting forth, some into very untoward circumstances. They outwitted the childhood killer diseases, survived school (even if they did not thrive) and have landed an enviable job at a place that is forward-looking enough to invite PELÉ to interface with them. People are born geniuses and winners; then see what nonsense life tells them and what wimps it makes them into!  May no eagle die like a barnyard chicken because that is what they thought they were!

NO RISK, NO REWARD
In quite an elaborate manner, Jordan Daykin in Forbes describes intrapreneurs as, “A team of competitive, confident individuals who are committed to innovation, passionate about work and producing higher value for their employer [I would say stakeholders]. They will need to have an entrepreneurial spirit, be activators of ideas and have a willingness to take calculated risks. In return for their desire to help the growth of the company over financial reward, they will receive support and resources to help make their ideas a reality.” [7]

Daykin’s description gives the impression that there are no rewards for intrapreneurs per se apart from support and resources, but the rewards are many, even financial. At Telecel, for example, the whole Frontline Engagement Conference was a ‘speech and prize-giving day.’ From cash amounts to household equipment, staff were awarded for their dedicated intrapreneurship, connecting to clients with care. Besides, Telecel as a case study rewards intrapreneurs with citations, shopping vouchers, and Thank You publications on their internal platforms for all colleagues to see. According to the General Manager of Commercial Operations at Telecel Ghana who leads 1,000 staff, Mercy Dawn Akude, in addition to the above are quarterly and biannual award ceremonies for frontliners. “The Business now has the Most Valuable Player Awards which celebrates stories which go above and beyond quarterly recognitions, and not only for frontliners. This is new, and yet to be celebrated,” she adds. Even in the past, when Telecel was Vodafone, they celebrated local and global heroes with a focus on the customer. The global heroes were flown to the United Kingdom to be celebrated with other heroes.

General Manager of Commercial Operations at Telecel Ghana, Mercy Dawn Akude, with the Intrapreneurship keynote speaker, Dr. Yaw Perbi, at the Frontline Engagement Conference in Accra.

How about the societal impact and becoming a life of significance as a result? Whether Post-It Notes or M-PESA, the socioeconomic impact intrapreneurs make on communities, businesses and indeed the world cannot be overemphasised. But really, first of all, as an old saying goes, “if you do good, you do it for yourself.” It’s for an intrapreneur’s own good that they are fulfilling their potential, sharpening their skills, ramping up their reputation, and feeling accomplished. Besides, these are transferable benefits that inure to their person and can be used for their own enterprise somewhere else simultaneously or someday. How about being able to count on referrals and recommendations from one’s supervisors? Indeed, “if you do good, you do it for yourself.” 

Besides, as long as the laws of the universe operate, others will treat you the same way you treat your employers and employment. And for people of faith, ultimately if you do good, you do it for yourself not only on earth but also for eternity; plus you do it for your God! Here’s what I mean: “For we must all appear before the judgement seat of Christ, so that each of us may receive what is due us for the things done while in the body, whether good or bad.” [8] In the same way, if you let your light shine as an intrapreneur, people “may see your good deeds and glorify your Father in heaven.” [9] There is an eternal reward for being a bad, good, better, best, meta intrapreneur. 

CONCLUSION
If folks in companies and organisations would choose to be the best version of themselves, their combined compassion, competitiveness, confidence, commitment (not just involvement), plus great attitude, and responsible, risk-taking, and reward-deserving actions as entrepreneurial employees who take ownership and innovatively tackle opportunities and challenges will make them be the change they want to see where they work. And beyond. Desperately Wanted: Meta-performing Intrapreneurs! 

References

[1] https://www.forbes.com/sites/ashoka
/2014/01/24/2014s-
most-valuable-employee-the-social-intrapreneur/ 

[2] https://www.forbes.com/sites/
tendayiviki/2020/06/28/
why-intrapreneurs-are-not-just-entrepreneurs-working
-inside-large-companies/ 

[3] https://yawperbi.com/wanted-intrapreneurs/ 

[4] https://www.forbes.com/sites/ashoka
/2014/01/24/2014s-
most-valuable-employee-the-social-intrapreneur/

[5] https://cioafrica.co/mpesa-experiences-outage/ 

[6] https://novus.global/can-you-go-beyond
-high-performance/ 

[7] https://www.forbes.com/sites/
jordandaykin/2019/
01/08/intrapreneurship/

[8] 2 Corinthians 5:10, NIV

[9] Matthew 5:16

Samsung and the Like: Can We Too Make Such and Not Just Use Them (and Show Them Off)?

During my first time in South Korea a few years ago, it immediately struck me that they use what they make. The hotel bus I got on from the Incheon airport in Seoul to my destination was a Hyundai (a South Korean product). The burly driver had strung beside him a Samsung phone (also South Korean made) for his operations. Samsung (founded in 1938), Hyundai (1947), SK (1953), and LG (1958) are just four big examples of the point I’m making.

Not just in Ghana but across several African countries I’ve experienced myself, so many people proudly drive Hyundais (even if they are second-hard imports) and brag about their latest Samsung releases year on year. There’s no shame that they are only consumers of what others sweat to produce. It doesn’t even cross their minds that real human beings make these things for themselves—and for export to fuel their bragging rights and feed their sensual pleasures.

Later this week (DV), I will have the joy of travelling to South Korea with two of my Ghanaian interns. They both will come along probably armed with Samsung phones they are very proud of. For both the male graduate intern in Kumasi and the young female undergrad intern based in Accra, my hope is that they will be first angered and then inspired by a country whose economic indicators were just about the same as their motherland’s sixty years ago but has since created a deep development gulf between the two.

At Saturday morning big breakfast in my own home in Accra, I asked my children how many things on our dining table were made in Ghana? It turned out that apart from the locally-manufactured table and eggs, everything else was made somewhere else in the world including the sausage! Ah!

South Korea’s top four conglomerates – Samsung, Hyundai Motor, LG and SK – represent nearly half of entire sales in the country. Hyundai Motor has some 170,000 employees on its payroll while LG has some 160,000. SK isn’t too far behind with about 110,000. Korean youth have jobs and use cars and phones from the jobs that hire them to make them. Ghanaian youth largely have phones they don’t make from money they don’t make because of jobs they don’t have.

 

Did you know Africa has more cell phones than people? Now find out how many of those people make cell phones! And by the way, Africa is replete with the stuff cell phones and home appliances are made of. Most of the electronics we use today are based on a number of minerals – from aluminium to zinc. More than half of a mobile phone’s components – including its electronics, display, battery and speakers (see photo above) – are made from mined and semi-processed materials. For example, Lithium and cobalt are some of the key metals used to produce batteries. In 2019, about 63 percent of the world’s cobalt production came from the Democratic Republic of the Congo. Tantalum is another metal used in electronic equipment. Tantalum capacitors are found in mobile phones, laptops and in a variety of automotive electronics. The DRC and Rwanda are the world’s largest producers of tantalum. Together they produce half of the world’s tantalum.

It’s time to wake up and smell the coffee! In Korea, Samsung is made and used by those who make it. In Ghana, Samsung is shown off and used by those who don’t make them. There is something more noble than showing off what you don’t make. This trip may be the best part of this internship for the fortunate two.

Our visit to Korea is not an industrialisation tour; it is to attend the Fourth Lausanne Congress on World Evangelization. With the worldview of living an integrated life, however, I hope these emerging leaders see a direct correlation between industry and generosity, the product of hard-smart work and the power to do good and share the good news. I pray Michael and Namawu will return to Ghana from Korea and instead of brandishing phones, coveting cars and showing of home appliances others make, rather ask themselves, “Where is what we proudly make that we can proudly use.” It’s time to use what we make and make what we use. And export some.

 

Photo credit: Pulse by Maeil Business News Korea

“Can You Go Beyond High Performance”?

 

 

“Can you go beyond high performance?” That’s a penetrating question Jason Jaggard, founder and CEO of the executive coaching firm Novus Global, asks in his powerful and popular article that bears that title.  My good friend and StrengthsFinder coach, Dan Leffelaar, who is COO and partner at Novus Global, had exposed me to the company after he joined.  Later he would introduce me to one of their very competent coaches, Joseph Thompson.  It was Joseph who then drew my attention to this article even before we would have our first formal coaching session. By the way, I’ve said it before and it’s worth repeating, never hire a coach who doesn’t have a coach!

 

DIFFERENTIATION–OR WHATEVER YOU CALL IT

It is not uncommon for managers to categorize workers in the marketplace into three: low performers, performers and high performers. Over a decade ago, I remember reading about this idea from long time General Electric CEO Jack Welch’s book Winning.  He called it differentiation, separating the sheep from the goats.  According to Jack, differentiation is a process that requires managers to assess their employees and separate them into three categories in terms of top performance: top 20 percent, middle 70, and bottom 10. Then—and this is key—it requires managers to act on that distinction.

 

This three-level categorization is common in management practice

 

Whatever different percentages one uses to divide the three levels (and some just use the Pareto principle to divide the top 20% from the remaining 80%), the questions the people in each band ask themselves that result in their kind of performance are intriguing:

• Low Performers–“What is the least we can do to get by–and not get caught?”
• Performers–“How can we be good at our job?”
• High Performers–“How can we be the best?”

Often the morale of the story is “be the best,” be a high performer. Or, in the precious words of my dad’s alma mater (in Latin), Vel primus vel cum primis.  To wit: either the first or with the first. But that is precisely the problem. High performers typically stop growing because they feel (or are made to feel) they are the best, or among the best, and have hit their peak when that is far from the truth!  That’s the challenge of comparing ourselves to others instead of to our own potential.  Don’t forget the saying that “in the land of the blind, the one-eyed man is king.”  What is high performance about one eye just because everyone else you’re compared with is blind?

In fact, not only does Jason point out two common mistakes of high performers here but Novus Global as a practice firmly believes “attracting and retaining high-performers is a mistake and doing so creates a predictable set of problems.”  You probably have met a lot of high performers who are still unhappy. Barring greed and envy, could Abraham Maslow’s observation be the cause?  “If you plan on being anything less than you are capable of being, you will probably be unhappy all the days of your life.”

 

META-PERFORMANCE

So “can one go beyond high performance?” remains the question. “What comes after high performance?” I’m glad you asked. “If your team doesn’t have a clear and compelling answer to the question “What comes after high performance?” then you absolutely have an unnecessary cap on the possibilities of your leadership and the impact of your organization,” says Jason.  The answer lies in a word he’s coined: meta-performance.  And this is “meta” is not like “meta-data” but “meta” as in “metamorphosis,”  like a caterpillar transforming into a butterfly. A meta-performer isn’t committed to being the best (“how dull,” Jason says)… a meta-performer is committed to constantly exploring capabilities.

 

An introduction to Meta-Performance

 

Unlike “What is the least we can do to get by–and not get caught?” (Low Performers), “How can we be good at our job?” (Performers) or “How can we be the best?” (High Performers),  Meta-Performers ask themselves, “What are we capable of?”  That is a potent question in and of itself, but to process that with a competent and caring coach is even more powerful!

I often say to people, I may not have been the best of medical students (I was a low performer) but I was a very good doctor (high performer).  But as good a doctor as I was, the question of what I was capable of sent me on a totally different trajectory from my peers, from authoring books and motivational speaking through military experience and peacekeeping with the United Nations, to pastoring, restarting life as a Canadian immigrant and becoming CEO of a number of non-medicine related ventures, some with a budget of a few million dollars.

Meta-performance is akin to what my mentor John C. Maxwell calls The Law of the Rubber Band: Growth Stops When You Lose the Tension Between Where You are and Where You Could Be.  The meta-performance life happens somewhere between feeling ‘just right,’ taut enough to be best at tying things up, to tearing up because we fail to embrace our God-given limits. Often times, we are poor judgers of thse book ends, and having a discerning coach to assist on this journey is vital.

 

“IMPOSSIBLE” ACCORDING TO WHO?

In what area(s) of your life have you lost your stretch and settled? Create some specific means for stretching in these areas of your life.  Go back to your 2021 goals and ensure they’re not only S.M.A.R.T. but that they also STRETCH. Remember, “Only a mediocre person is always at his best,” saysW. Somerset Maugham, putting things in a way that hits home, hard.  “Ouch,” says the best performers.

Walt Disney used to say, “It’s kind of fun to do the impossible.”  I know the feeling, a little bit.  Nelson Mandela was right: “It always seems impossible until it’s done.”  I find it not only a powerful meta-performance question to ask “What am I capable of?” but also in line with that to inquire, “What sort of person must I become to be capable of that?” Then with Almighty God’s help, “just do it,” do the “impossible.”

Integrity: Without It Nothing Works

MAN ENOUGH: Fatherhood as a Sacred Responsibility Every Man is Armed For | By Rev. Fr. George Ehusani & Dr. Yaw Perbi

Introduction

Father’s Day is marked annually on the third Sunday of June in many countries across the world. It is a fitting day not only to celebrate the gift of our fathers (and husbands), but also to highlight some of the elements of the unique and sacred vocation of fatherhood. As responsible fathers ourselves (by God’s grace), we take this opportunity to celebrate fatherhood and to encourage all and sundry that what we have been called for, we have been simultaneously designed for and divinely equipped enough to accomplish.

 
 

The Source of Fatherhood

In many religious traditions, God the Almighty Creator is recognised as the Pre-eminent Father. God is the One to whom the title of Father truly belongs in an original and primary sense, because God is the Source, the Creator and the Sustainer of the Universe. Human beings are only called fathers in a derivative, participatory, imitative and secondary sense, since in some way through procreation, human agents do partake in the generative process. From this point of view, the fatherhood vocation is a profound and an inestimable privilege for the adult male species. But this privilege of sharing in the human generative process and being addressed as father, like the Almighty Father, comes with critical responsibilities that cannot be shirked on a wide scale without significant deleterious consequences for the entire society and for multiple generations.

For the purposes of this article,  by fatherhood we refer to all men, fathers and fathers-to-be, biological and functional alike. Fatherhood is a profound phenomenon that calls for a great measure of accountability on those who knowingly assume the task, or those who have the task foisted upon them by circumstances. We can describe fatherhood as a function, and not simply a title or a name. The father plays critical, irreplaceable roles that shape the lives of the children. He is the progenitor, the source of identity, and the one who enables the children to have a definite sense of self. He lays the foundation for the children that leaves a long lasting impact on future generations. The father is the primary provider, the sustainer, the protector, the guardian, the teacher, and the role model of those who call him father.  He is the emotional anchor and the wellspring of stability for not only the children, but also the wife and others who live with them. The father inspires the children, nurturing their dreams and aspirations, encouraging them to reach for the stars and pursue their passions and God-given purpose. He instils confidence and builds self-esteem, paving the way for his children’s success in life.

 
 

The State of Fatherhood

Fatherhood is characterised by love and tenderness, but also discipline, decisiveness, courage and sacrifice. Fathers ideally possess an innate instinct to prioritise the safety and wellbeing of the members of their families over their own, ensuring that the wife and the children are shielded from the vagaries of life. With their effort to provide for the family, fathers teach their children the value of hard work, responsibility, diligence, integrity and perseverance; and in this way, equipping the children with the required tools to navigate life’s inevitable challenges and disruptive circumstances. The father is the source of stability and the rock-solid shoulder to lean on, amid the chaos, the insecurity, the instability and the uncertainties of life. He is the source of encouragement, reassurance, and hope, at the most difficult times in the life of the family members.  Indeed, fatherhood is a godly enterprise. The fatherhood vocation is an invitation to live out in the concrete circumstances of family life, the human potential for responsibility, commitment, deferred gratification, courage, and sacrificial (selfless) love.

Yet, the number one crisis of the Twenty First Century appears to be the absence of the fatherhood role model. Many young people today are “fatherless,” not because they have no male parent alive, but because their male parent has either been completely absent from their lives, or they have been a source of scandal and trauma, and they are remembered only with pain, regret, and resentment. Thus, often lacking in models of positive masculinity to emulate in their growing years, many young men are today struggling with a variety of character defects that amount to negative masculinity, including the psycho-emotional abuse of their wives, actual physical battering, and remorseless infidelity. Many young men have little or no sense of commitment to their families or responsibility for the children they have brought into the world.

Many children have indeed had their innocent minds defiled and their delicate sensibilities assaulted, as they watched their fathers beat their mothers or heard them vomit venomous invectives on the ones they called their wives. While many young men struggle with what they saw in their formative years, and sometimes they have ended up exhibiting the same traits of negative masculinity in their own marital relationships, many young women on the other hand, have grown up with deep-seated resentment and hateful feelings against the male species in general, on account of what they saw as gross injustices and inequities, or glaring imbalance in power relations between their fathers and their mothers. In many cases what they witnessed as children is the callous and blatant abuse of power and privilege by the menfolk. And it doesn’t help that in the effort to emancipate and affirm women and girls over the last half-a-century, positive masculinity has suffered both direct and collateral damage.

The global celebration of Father’s Day this year is a most fitting occasion to remind the men—the fathers, the would-be fathers and the father-figures in our society—to spare a moment to reflect on the enormous privilege and the sacred responsibility that come with fatherhood, and to work in concert with other individuals and groups, towards overcoming the gross anomaly of toxic masculinity that contradicts all the lofty ideals of fatherhood outlined above. Far from being a bully, the husband who often doubles as father, is ideally “one who cultivates, nourishes, tills, and tends” the wife and the children. The male headship of families in our society is not something to be achieved through domination and coercion, but through a high sense of responsibility, commitment, and sacrifice. Today, experts in the Christian Scriptures hold that even the allegedly controversial statement of St. Paul in Ephesians Chapter 5, that wives should be submissive to their husbands, is (in the context of the entire passage and in the context of the teachings and practical examples of Christ), not an endorsement of any form of misogyny, to be expressed in psychological abuse, wife battering or domestic terrorism. Instead, the husband is admonished to love, cherish, and honour his wife.

 
 

The Supply of Fatherhood

While gender-based violence (and such) tends to be associated with males’ abuse of power, perceived or real, a concomitant but often missed cause of such negative masculinity actually comes from a place of inadequacy. Hurting people hurt people, insecure people make others insecure too. Men who abuse others often do so from a place of feeling inferior or being too small in the head or heart to handle perceived or real threats to their person or towards what they care about. On this Fathers’ Day, we call on all men—fathers and fathers-to-be alike, both biological and functional fathers—to know that they have all that is needed and have all that it takes for positive masculinity. You are enough, man enough. Abusing others doesn’t make you a man; it actually makes you less of a man. Even less of a human.

In encouraging men to rise up to life’s challenges and to live out their God-given identity and purpose, the expression used in many contexts is “man up.” However, inherent in ‘manning up’ is the danger that one has to harness some ethereal resources and put forward a personality that is neither them nor theirs. On this Father’s Day, again, we sound a clarion call and offer an alternative paradigm to ‘manning up’: man enough! You are man enough. Where you feel or fear a lack of wisdom, courage or strength, call to the ultimate source and intricate designer of fatherhood Himself: Father God. Author and apostle James concurs: If any of you lacks wisdom [to guide him through a decision or circumstance], he is to ask of [our benevolent] God, who gives to everyone generously and without rebuke or blame, and it will be given to him. (James 1:5, Amplified Bible) Being a good man isn’t just good for others, it is good for you. One has such a sense of fulfillment and happiness having accomplished the purpose of one’s being.

 
 

Conclusion

Finally, recognising that many young men today have not had the good fortune of being raised or mentored by exemplary fatherhood role models, perhaps individuals and organisations, and especially religious groups, who are sufficiently invested in the promotion of positive masculinity for the wholesome development of our society, must begin to take on the project of healing our youths of their traumatic experiences with toxic masculinity while growing up, and forming the boys particularly in the above outlined principles and practices, values and virtues of ideal fatherhood. Men, you are man enough. Happy Father’s Day.

 

 

This op-ed is an initiative of the Ford Foundation Office of West Africa towards ending Gender Based Violence.

The writers:

 Rev. Fr. George Ehusani, Executive Director of Lux Terra Leadership Foundation, Abuja Nigeria.

Dr. Yaw Perbi, Founder and Global CEO of The HuD Group, an international human development NGO (www.thehudgroupglobal.org).

Resilient Leadership

Introduction

Success is not final; failure is not fatal: it is the courage to continue that counts.

This popular Churchillian quote emphasises the importance of resilience for leadership success. In a globalised world that is often characterised by volatility, uncertainty, complexity and ambiguity (VUCA), resilient leadership is required to overcome hardships and setbacks. Leaders, business and political leaders alike, are required to equip themselves with the qualities and skills necessary to navigate themselves and those they lead through adversity.^[1]

 

The Resilient Leader

Resilience is explained as the ability to withstand or recover quickly from difficult conditions. In the context of leadership, resilience refers to the ability to bounce back, and lead effectively in the face of change, adversity and environments characterised by VUCA.

The true grit of a leader is how they perform during trying times. The quality in leaders that enables them to maintain composure – transmit such composure to those they lead – and make sound decisions during challenging times is resilience^[2]. Resilient leaders are focused on the continued pursuit of goals despite adversity and as referenced in the Sir Winston Churchill quote above,  have the courage to continue in times of success and in times of failure.  They have a high tolerance for ambiguity and uncertainty and importantly, inspire confidence in themselves and those they lead during adversity.

Building Resilience

Resilient leaders possess certain skills and characteristics that enable them to thrive under harsh conditions – some  are discussed below. Any leader or organisation aiming to building resilience must cultivate these attributes and skills.^[3]

Positive outlook

It is the case of a half-glass full mindset. Resilient leaders are both realistic and optimistic. Realistic in the sense that they are well-grounded and do not have their heads in the clouds and optimistic to keep their sights set above the average person’s. Their optimism stems from the belief in their ability and the ability of their teams to overcome the current adversity and to create a positive future. Their focus quickly switches from adversity to solutions. Maintaining a positive outlook promotes emotional and mental well-being, which is required to overcome adversity. In the words of the accomplished military leader Colin Powell, “Perpetual optimism is a force multiplier”.

Adaptability and Flexibility

Resilient leaders have the willingness to adapt or modify strategies to address adversity and view change as an opportunity to grow and innovate. They encourage those they lead to cultivate a similar adaptive mindset. This requires flexibility in the ways challenges are evaluated and responded to. There must be the willingness to compromise and be receptive to different perspectives and possibilities. During the COVID-19 pandemic, organisations had to adapt and introduced strategies like remote working and moving services online. This required flexibility in work schedules – with a corresponding flexibility on the part of both business leaders and employees. The World Economic Forum’s  “Future Jobs Survey 2023” listed flexibility among the top five most important skills for workers in 2023.^[4]

Strong Emotional Intelligence

During periods of adversity and in VUCA environments, individuals become emotionally strained and resilient leaders must have the ability to manage their own emotions and those around them. Resilient leaders interpret and respond to the emotions and needs of themselves and those they manage. A high level of self-awareness and self-regulation is needed to build strong emotional intelligence. Resilient leaders are socially aware and manage relationships during adverse times. They read and make an effort to regulate the ‘temperature’ of the room. ^[5]

Problem-solving skills

At the heart of resilience leadership is problem-solving and a resilient leader is required to be skilled at identifying problems, critically analysing the problems and developing possible solutions to the problems. The resilient leader engages his team or followers to  chart the appropriate course of action for implementing the solutions. Problem-solving is on LinkedIn’s Top 10 Most In-Demand Skills for 2024.^[6]

Strong Support Network

Resilient leaders build and maintain a strong support system around themselves and know when to reach out for assistance. The support network includes persons with expertise in areas that the leader lacks expertise and includes individuals that the resilient leader is comfortable sharing personal and professional problems with. The support network provides emotional support necessary to maintain a healthy state of mind. Maintaining a healthy mental disposition is crucial for making sound and long-term oriented decisions during turbulent times. The support structure provides alternative perspectives and valuable insights.

In addition to the above skills and attributes, resilient leaders develop effective communication skills, healthy stress management techniques and trust in the teams or groups they lead. They learn from failure and continuously learn and improve – innovation is paramount. Resilient leaders adopt a behavioural model known as VUCA Prime to overcome the challenges posed by VUCA. VUCA prime refers to Vision, Understanding, Clarity and Agility. Leaders adopting VUCA prime present those they lead with compelling vision to overcome volatility; explore and experiment to provide understanding to reduce uncertainty; simplify complexity to provide clarity and lead organisational agility to adapt approaches to overcome ambiguity.^[7]

 

Conclusion

In the midst of growing uncertainty and adversity, resilient leaders come to the fore to steer their organisations to calmer waters and organisational sustainability. While it is important for leaders to be resilient, it is all the more important for them to foster resilient structures, systems and organisations. This ensures that in their absence, their enduring legacy is a resilient organisation that thrives in the face of adversity.

 

“More than education, more than experience, more than training, a person’s level of resilience will determine who succeeds and who fails. That’s true in the cancer ward, it’s true in the Olympics, and it’s true in the boardroom.” . . . Dean Becker (Founder, Adaptive Learning Systems) ^[8]

^{[1] Leading Through Change: Building Resilience in Leadership Skills. October 25 2023. The Economic Times. Retrieved 15th April 2024}

^{[2] Amy Modglin (2017-07-11) Why Resilience Is Necessary As A Leader. Forbes.com. Retrieved 15th April 2024}

^{[3] Matt Gavin (2019-12-17) How To Become A More Resilient Leader. Harvard Business School Online. Retrieved 16th April 2024}

^{[4] World Economic Forum (2023). The Future of Jobs Report 2023.}

^{[5] Lauren Landry (2019-04-03) Why Emotional Intelligence Is Important in Leadership. Harvard Business School Online. Retrieved 15th April 2024}

^{[6] Dan Brodnitz  (2024-02-8) The Most In-Demand Skills for 2024. LinkedIn. Retrieved 15th April 2024}

^{[7] Carol Mase (2023-09-18) VUCA Prime – A Leader’s Response. Management Library. Retrieved 15th April 2024}

^{[8] Coutu, D. L. (2002). How Resilience Works. Harvard Business Review, 80(5), 46–55 Retrieved 15th April 2024}

 

 

AKINWUMI ADESINA – Fostering, Feeding & Financing the Africa We Want

INTRODUCTION

The Nigerian economist Dr. Akinwumi “Akin” Adesina had barely cut his teeth in his new role as President of the African Development Bank (ADB) when he was named among the Top 100 most influential Africans in 2015.^[1] And for good reason. This former Nigerian Minister of State and C-suite leader par excellence is often described as “Africa’s Optimist-in-Chief”. The now two-term ADB Group President (elected 2015 and 2020) is a visionary and passionate speerheader of Africa’s transformation into a prosperous, green and hi-tech continent. 

AGENDA 2063 is Africa’s blueprint and master plan for transforming Africa into the global powerhouse of the future.^[2] It is the continent’s strategic framework that aims to “deliver on its goal for inclusive and sustainable development and is a concrete manifestation of the pan-African drive for unity, self-determination, freedom, progress and collective prosperity pursued under Pan-Africanism and African Renaissance.”^[3] If that is Africa’s agenda for its 2063 mission, then Akinwumi Adesina is the man at the forefront, fostering, feeding and financing it.

 

GROWTH

He was born to an Ibadan farmer in the southwestern Nigeria state of Oyo on 6th of February, 1960.^[4] This child was given the powerful name “Akinwumi” which means “Bringer of pleasure, delight.” And that he would prophetically accomplish, from delighting his village school teachers to thrilling technocrats in the global halls of power.

All About Agric

‘A’ for Akinwumi. ‘A’ for Adesina. ‘A’ for Agriculture! From being born as the son of a tiller of the soil to studying Agricultural Economics at both undergraduate and postgraduate levels all the way to serving as Nigeria’s Minister of Agriculture and holding senior positions in agricultural bodies around the world, Dr. Akinwumi Adesina’s life has all been about agric. 

From his village primary school, he also attended Baptist High School Ejigbo, Osun State,^[5] excelling enough to gain a much-eyed place at the University of Ife (now Obafemi Awolowo University) where he earned First Class Honors in his B.Sc. Agricultural Economics degree in 1981. And that was a first. Akin was the pioneer student to be awarded this distinction by the university,^[6] in its then 21-year history.^[7] Then the wonderful opportunity came to take full advantage of global education as an African international student in the United States of America’s midwest. 

Thus, Akin pursued further studies at Purdue University, Indiana and briefly returned to Nigeria, in 1984, to get married.^[8] The year after, he obtained his Master’s in Agricultural Economics ^[9] and bagged a Ph.D. in the same field in 1988, also from Purdue, where he won the outstanding Ph.D. thesis for his research work.^[10] Dr Adesina won the prestigious Rockefeller Foundation Social Science Fellowship in 1988,^[11] which launched him into his illustrious international career. He worked at the Rockefeller Foundation since winning the fellowship from the foundation as a senior scientist.

Idiosyncrasies

Akin is the bowtie man. There is hardly a public photo of him without his characteristic jacket and bowtie. Legend has it that his professor of Development Economics and Vice-Chancellor of his Nigerian alma mater during his undergraduate days, Prof Ojetunji Aboyade, “was always seen, moving from one class to the other, teaching, in his impeccable suit and bow tie”^[12] and that “Akin must have, probably, borrowed his dress sense from Ojetunji Aboyade.”^[13]

 

SUCCESS

Converting Books to Boots

There is an African saying of the Akan people of Ghana that translated says, “the real game of life is played on the ground.” And for Agriculture in particular, there’s no other way to play the game but on the ground. So having researched and theorised, how would the distinguished pursuits in the Ivory Tower roll out on the field? Dr. Adesina held senior leadership positions in some of the foremost agricultural institutions and bodies in the world.^[14] 

He was Principal Economist and Coordinator of the West Africa Rice Economics Task Force at the West Africa Rice Development Association (WARDA) in Bouaké, Côte d’Ivoire, from 1990 to 1995.^[15] Dr. Adesina was also Assistant Principal Economist at the International Crops Research Institute for the Semi-Arid Tropics. Then he took up the reins as Principal Economist and Social Science Coordinator for the International Institute of Tropical Agriculture (1995-1998). Akin was Associate Director (Food Security) at the Rockefeller Foundation where he worked for a decade (1998-2008) in senior leadership positions, including as Regional Office Director and Representative for Southern Africa (199-2003) and Associate Director for Food Security (2003-2008).^[16] 

Until his appointment as the Honourable Minister of Agriculture in 2010, he was the Vice President for Policy and Partnerships for the Alliance for a Green Revolution in Africa (AGRA).^[17] Established nearly two decades ago, AGRA is an African-led, Africa-based institution “transforming smallholder agriculture from a solitary struggle to survive into farming as a business that thrives.”^[18]. AGRA’s vision is to contribute to a food system-inspired inclusive agricultural transformation across Africa, to reduce hunger, improve nutrition, and adapt to climate change.^[19]

Politics

In 2010, Dr. Akinwumi Adesina dared to dive into the convoluted world of Nigerian politics at the invitation of President Goodluck Jonathan, taking on the bread basket portfolio as Nigeria‘s Minister of Agriculture and Rural Development.^[20] Aptly described as “a bold reformer,”^[21] there is ample evidence for that assertion since as Minister of Agriculture in Nigeria from 2010 to 2015 “Dr Adesina turned the agriculture sector of Nigeria around within four years.”^[22] Under his tenure, Nigeria ended 40 years of corruption in the fertiliser sector by developing and implementing an innovative electronic wallet system, which directly provides farmers with subsidised farm inputs at scale using their mobile phones. Within the first four years of its launch, this electronic wallet system reached 15 million farmers, dramatically transforming their lives.^[23] In other words, he introduced unrivalled transparency into the fertiliser supply chain.^[24]

 President of ADB

Dr. Akinwumi Adesina is the African Development Bank Group’s first ever Nigerian CEO ^[25] and twice-elected. He was first elected President of the ADB Group on 28th May 2015 and unanimously re-elected for a second five-year term on 27th August 2020.^[26] The ADB, one of the world’s five biggest multilateral lenders, has been described as “an important but often unseen player in economic development.”^[27]

With Dr Adesina at the helm, the African Development Bank Group achieved the highest capital increase since its establishment in 1964 when on 31st October 2019, shareholders from 80 member countries raised the general capital from $93 billion to a historic $208 billion.^[28] The African Development Bank Group responded boldly and swiftly to the Covid-19 pandemic.^[29] On 3rd April 2020, the premier development finance institution launched a landmark $3 billion Covid-19 Social Bond followed by a Crisis Response Facility of $10 billion.^[30]

Fly in the Ointment

Success isn’t without struggle. While umpteen challenges could be cited in the illustrious career of Akin, perhaps the pinnacle of pain would be how his re-election as ADB President almost suffered a setback after some staff of the bank accused him of breaching twenty of the bank’s code of conduct, including “unethical conduct, private gain, an impediment to efficiency, preferential treatment, and involvement in political activities.” He denied the allegations and an investigation panel cleared him of all the allegations.^[31]

 

SIGNIFICANCE

Family and Faith

As earlier intimated, in 1984, during his international education at Purdue, Akin had returned briefly to Nigeria to get married to Grace Oluyemisi Adesina.  He and his wife, Grace, have three children, Rotimi, Emmanuel and Segun.^[32] While at Purdue University, Adesina and his wife, along with another couple, started a Christian group called the African Student Fellowship.^[33] 

Recognition, Awards and Boards

From his PhD days till date, Dr Adesina has been decorated with numerous awards, recognizing not only his personal successes but his societal significance.  In 2007 he was awarded the prestigious YARA Prize in Oslo, Norway for his leadership in pioneering innovative approaches for improving access of farmers in Africa to agricultural inputs.^[34] Adesina was the President of the African Association of Agricultural Economists from 2008 to 2010. He was awarded the Borlaug CAST Award in 2010 by the Council for Agricultural Science and Technology,^[35] USA, for his global leadership on agricultural science and technology. He received the Distinguished Alumni Award from both of his alma maters in America and Africa: Purdue University in 2008, and from the Obafemi Awolowo University in 2009.^[36] He has published extensively and served on the editorial boards of several leading journals.^[37]                                                                                                    

In 2013, he was named as Forbes Africa Person of the Year.^[38] In 2019, he was again named as the Forbes Africa Person of the Year.^[39] The year before, he was awarded an Honorary Doctorate degree by Afe Babalola University,^[40] to be followed by a barrage of other honorific doctorates, literally every other year (and thrice in 2022 alone!): Honorary Doctor of Science by the Federal University Of Agriculture, Abeokuta, Nigeria (January 28, 2020),^[41] Honorary Doctorate by the Federal University of Technology in Nigeria  in recognition of his global leadership in agriculture, food security, development finance, and good governance (February 2, 2022),^[42] Honorary Doctorate by Duke University in Durham, North Carolina, acknowledging his career achievements in agriculture, and the innovative High 5 development priorities for Africa, which he conceived shortly after his election as President of the African Development Bank Group in 2015 (May 8, 2022),^[43] Honorary Doctorate by Addis Ababa University, Ethiopia, for his contributions to the field of economics (May 14, 2022),^[44] Doctor of Science by Veritas University Abuja (2023),^[45] and Honorary Degree of Doctor of Business Administration by Bayero University, Kano (March 2024).^[46] Nearly a decade before this string of seven began, Dr. Adesina was first awarded an Honorary Doctor of Humane Letters by Franklin and Marshall College, USA, in 2010, for his global leadership on agriculture and improving the lives and livelihoods of the poor.^[47]

In November 2012, Dr. Adesina was named as one of the 100 most influential Africans by The New African Magazine.^[48] Barely a couple of years into his political appointment as Minister of Agriculture, The President of the Federal Republic of Nigeria, President Goodluck Ebele Jonathan, conferred on him the second highest National Honor (Commander of the Order of Niger) for his outstanding service to his country over the last little while.^[49] In 2019, he was awarded the Grand Officer of the National Order of Merit of Tunisia.^[50]

In 2010, United Nations Secretary General, Ban Ki-moon, appointed him as one of 17 global leaders, to spearhead the Millennium Development Goals.[4] Again in September 2016, Adesina was appointed by the same United Nations Secretary-General, to serve as member of the Lead Group of the Scaling Up Nutrition Movement.[16] On October 19, 2017, Dr. Akinwumi Adesina was conferred with the 2017 World Food Prize, ^[51]also nicknamed the “Nobel Prize for Agriculture”.^[52] On 29 February 2020, he was named African of the Year 2019 by one million readers of the African Leadership Magazine. On 14 December 2020, the Academy of Public Health, the flagship body of the West African Institute of Public Health, announced Dr. Adesina as one of the winners of its 2020 Distinguished Fellowship Award for his successful efforts in helping Africa to curb the impact of the coronavirus pandemic.^[53]

Societal Impact and Change

From food and youth to poverty and technology, Akinwumi Adesina fires on all cylinders. “He is a man on a mission to help Africa feed itself,” said the Forbes magazine of Adesina’s agricultural reforms while naming the agricultural economist and active Nigerian Minister of Agriculture “African Person of the Year” in 2013. “My goal,” said Dr. Adesina as he accepted the Forbes award, “is to make as many millionaires, maybe even billionaires, from agriculture as possible. 

“We are not doing well enough for Africa’s 477 million youths. We are not harnessing their skills, talent and creativity,” Dr Adesina told members of the Nigerian University of Technology and Management Board who recently called on him at African Development Bank’s headquarters in Abidjan, Côte d’Ivoire.^[54] 

And as for white elephants, he’s hunting them to extinction. White elephants refer to the useless luxury projects that are often financed using international aid and built by foreign businessmen, and reek of corruption.^[55] Adesina calls for “intelligent infrastructure that is more productive, more competitive.”^[56] ”Finish off the white elephants,”^[57] is his war.                                                                                                                                                                                                                                                                                                                                                                        

CONCLUSION

Farmer’s son. Economist par excellence. Bowtie Man. Continent Feeder. Bold Reformer. Millionaire Maker. Banking Boss. White elephant Killer. Optimist-in-Chief. Man of Faith. Afrotech Advocate. Name it. He’s it. Dr. Akinwumi Adesina’s initial academic PhD gave hope; his eight honorary doctorates confirm faith has become sight. He has delivered. No wonder Aristotle claims excellence is a habit, for Adesina has been consistent in excelling from his university days till date, and been regularly publicly recognized for these over a span of 50 years. For a man so passionate about Africa, who believes poverty has no place in the continent, he seems to have gotten the fundamentals right: feeding her people and financing her economy, all on the back of the strength of her youthful population and promise of innovative information technology. There’s an Africa Africans want; akin to Wakanda. And there’s an Akin with the head, heart and hands at the forefront to make that future come true—fostering, feeding and financing it.

^[1] “Nigerians dominate New Africa’s 100 Most Influential Africans of 2015”. Vanguard News. 2015-11-24. Last retrieved April 2, 2024

^[2] “Agenda 2063: The Africa We Want.” African Union. Last retrieved April 17, 2024.

^[3] Ibid.

^[4] “Akinwumi Adesina: from farmer’s son to Africa bank chief”. African Spotlight. 28 May 2015. Archived from the original on 2016-09-22. Retrieved April 10, 2024.

^[5] “The Travails of Akinwumi Adesina.” Vanguard. June 13, 2020.  Last retrieved April 17, 2024.

^[6] “Dr. Akinwumi A. Adesina”. High-Level Meeting on Drought National Policy. March 2013. Archived from the original on 2013-08-07. Retrieved April 16, 2024.

^[7] “The Travails of Akinwumi Adesina.” Vanguard. June 13, 2020.  Last retrieved April 17, 2024.

^[8] Delmar Broersma. 2017. God’s Surprises Along the Journey. pp. 89–93.

^[9] The President’s biography, African Development Bank, Last retrieved April 17, 2024.

^[10] “Dr. Akinwumi A. Adesina”. High-Level Meeting on Drought National Policy. March 2013. Archived from the original on 2013-08-07. Retrieved April 17, 2024.

^[11] The President’s biography, African Development Bank, Last retrieved April 17, 2024.

^[12] “The Travails of Akinwumi Adesina.” Vanguard. June 13, 2020.  Last retrieved April 17, 2024.

^[13] “The Travails of Akinwumi Adesina.” Vanguard. June 13, 2020.  Last retrieved April 17, 2024.

^[14] “Akinwumi Adesina: from farmer’s son to Africa bank chief”. African Spotlight. 28 May 2015. Archived from the original on 2016-09-22. Last retrieved April 17, 2024.

^[15] “AfDB’s Akinwumi Adesina named 2017 World Food Prize Laureate”. CNBC Africa. 2017-06-26. Archived from the original on 2020-08-03. Last retrieved April 17, 2024.

^[16] “Dr. Akinwumi A. Adesina”. High-Level Meeting on Drought National Policy. March 2013. Archived from the original on 2013-08-07. Retrieved April 16, 2024.

^[17] Ibid.

^[18] Who We Are. Our Story. AGRA. Last retrieved April 17, 2024.

^[19] Ibid.

^[20] “Interview: Akinwumi Adesina, Minister of Agriculture, Nigeria”. This is Africa. 30 July 2013. Archived from the original on 2015-01-12. Retrieved April 17, 2024

^[21] The President’s biography, African Development Bank, Last retrieved April 17, 2024.

^[22] Ibid.

^[23] Ibid.

^[24] “Nigerian is ‘African of the year'”. BBC News. 2013-12-03. Retrieved April 17, 2024.

^[25] “Biography”. African Development Bank – Building today, a better Africa tomorrow. 2019-04-04. Retrieved April 17, 2024.

^[26]  “Akinwunmi Adesina re-elected as AFDB president”. Sellbeta. 27 August 2020. Archived from the original on 25 January 2021. Retrieved April 17, 2024.

^[27] Ibid.

^[28] The President’s biography, African Development Bank, Last retrieved April 17, 2024.

^[29] Ibid.

^[30] Ibid.

^[31] “Akinwunmi Adesina re-elected as AFDB president”. Sellbeta. 27 August 2020. Archived from the original on 25 January 2021. Retrieved April 17, 2024.

^[32] Profile:Akinwuni Adesina, Ogala WordPress. 2011. Last retrieved April 17, 2024.

^[33] Delmar Broersma. 2017. God’s Surprises Along the Journey. pp. 89–93.

^[34] “Dr. Akinwumi A. Adesina”. High-Level Meeting on Drought National Policy. March 2013. Archived from the original on 2013-08-07. Retrieved April 17, 2024.

^[35] Ibid.

^[36] Ibid.

^[37] Ibid.

^[38] “Nigeria’s Akinwumi Adesina named Forbes African of the Year”. BBC. December 3, 2013. Retrieved April 17, 2024.

^[39] “African Of The Year”. Forbes Africa. 2019-12-18. Retrieved April 17, 2024.

^[40] “Afe Babalola University Confers Honorary Doctorate Degree on African Development Bank President Akinwumi Adesina”. African Development Bank – Building today, a better Africa tomorrow. 2019-02-08. Retrieved April 17, 2024.

^[41] “Afe Babalola University Confers Honorary Doctorate Degree on African Development Bank President Akinwumi Adesina”. African Development Bank – Building today, a better Africa tomorrow. 2019-02-08. Retrieved April 17, 2024.

^[42] “Akinwumi Adesina. African Development Bank Group President.” Global Energy Alliance for People and Planet. Last retrieved April 17, 2024.

^[43] Ibid.

^[44] “AfDB President, Akinwumi Adesina, Receives Honorary Degree In Ethiopia”. METRO DAILY Ng. 2022-05-16. Retrieved April 17, 2024.

^[45] “ADB Adopts Veritas as Centre of Excellence for Computer Coding.” Veritas University Abuja News. Last retireved April 17, 2024.

^[46] “Top Nigerian University honours African Development Bank President Akinwumi Adesina” AfDB News. March 6, 2024. Retrieved April 17, 2024.

^[47] “Dr. Akinwumi A. Adesina”. High-Level Meeting on Drought National Policy. March 2013. Archived from the original on 2013-08-07. Retrieved April 16, 2024.

^[48] Ibid.

^[49] Ibid.

^[50] “Akinwumi A. Adesina à Caïd Essebsi: La BAD disposée à soutenir la Tunisie dans divers domaines”. Last retrieved April 17, 2024.

^[51] “AfDB President Akinwumi Adesina wins $250,000 World Food Prize”. africanews. 27 June 2017. Last retried April 17, 2024.

^[52] The President’s biography, African Development Bank, Last retrieved April 17, 2024.

^[53] Ibid.

^[54] “Investing in the Next Generation: How Nigerian University of Technology and Management and African Development Bank are Pioneering Youth Skilling in Africa.” African Development Bank Group. 01 April, 2024. Last retrieved April 17, 2024.

^[55] “Akinwumi Adesina: from farmer’s son to Africa bank chief”. African Spotlight. 28 May 2015. Archived from the original on 2016-09-22. Retrieved April 17, 2024.

^[56] Ibid.

^[57] Ibid.

 

50 Inspiring Living Leaders

This 50 Inspiring Living Leaders series highlights current influencers who are succeeding in leadership, integrity, family or entrepreneurship in whatever field and exhibit most, if not all, of our values of PELÉ. We value people, growth, particularity, excellence, success, authenticity and significance. These stories are largely written in terms of growth, success and significance in leadership, integrity, family and  entrepreneurship. While we do our best to receive personal references about each leader, most of our research and writing is based on literature review of publicly-available information. As authorities in leadership, we are fully aware that there is no such thing as a perfect leader, and leaders may have their flaws, but we choose to celebrate these inspiring living leaders for their achievements outlined in our series. Having said that, should you happen to have any incontrovertible evidence that any of our featured leaders does not fit our bill of an authentic leader, please write to us at info@perbiexecutive.com. Our vision at PELÉ is a flourishing global ecosystem of authentic leaders characterised by healthy growth, holistic success and lasting significance.