Meet Patricia Obo-Nai, Telecom CEO of the Season.
Patricia Obo-Nai is one of the most influential CEOs in Africa, a leading figure in the telecom sector. Don’t let her cool fool you. It is not for nothing that she is not only the first ever female CEO of Vodafone Ghana but the first Ghanaian to do so. Period. Her outstanding leadership has been recognized by many, including Mobile Magazine Africa, which named her the “First Lady of Mobile in Africa.”
Patricia started her career as a Network Planning Engineer with Millicom Ghana Ltd. (Tigo) in 2000. She holds a BSc in Electrical/Electronic Engineering from the Kwame Nkrumah University of Science and Technology (KNUST) and an Executive MBA in Project Management from the University of Ghana Business School. Regarding international education, she holds executive education qualifications from both sides of the Atlantic, Kellogg School of Management in the USA and INSEAD in France. Patricia is passionate about the future of young people and women in the digital age and is a vigorous advocate for STEM. She has been on several platforms, including the UN General Assembly panel sessions, advocating for youth and women.
Among Mrs. Obo-Nai’s dozen plus prestigious awards are the recent Women Leadership Excellence Award at the Ghana CEO’s Network Summit and the Africa’s Most Respected CEO Awards in the continent’s Telecommunications Industry, both of 2021. She is a CEO of CEOs.
WHAT IS GOOD TECHNOLOGY WITHOUT GREAT VALUES!
Even before getting into the so-called ‘soft’ issues of leadership, like integrity, as an electrical engineer Pat knows the hard consequences of conductors, currents, circuits, capacitors and such that have no integrity. Nothing of enduring value happens without integrity. At the October 7 Live2Lead conference this year, Patricia will exhibit through her life and leadership how “the glue that holds all relationships together–including the relationship between the leader and the led–is trust, and trust is based on integrity” (Brian Tracy).
Mrs. Obo-Nai will share how she manages to lead with integrity for the common good despite the high corruption in Ghanaian society, everywhere one turns. During an April visit to Ashesi earlier this year, the celebrated CEO of Vodafone Ghana highlighted lessons from her 20-year career. Embedded in those gems was a reminder to students about the importance of having integrity.
Tune up your personal, professional and leadership game at this year’s Live2Lead conference. Register now through this link. Nag your organization until they join this rising movement of learning leaders that will transform society by becoming a Patron of Live2Lead. A Patron company, like Patricia’s own Vodafone, is one that sends at least 10 leaders to Live2Lead. There’s no way we can have at least 100 such Patron organizations and companies in Ghana and not transform the nation, one centre of excellence at a time. Together we can change our country and continent for the better! Let’s do this! Register here, and NOW.
Meet Tim Elmore, Intergenerational Leader of Leaders.
Dr. Tim Elmore’s passion for leader development began in 1983 when he worked alongside and was mentored by best-selling author, Dr. John C. Maxwell. Since then, he’s emerged as an author, leadership expert, and keynote speaker who’s trained more than 500,000 leaders in hundreds of organizations worldwide. Speaking of intergenerational leadership, he’s also the Founder and CEO of Growing Leaders, a non-profit team that equips students and young professionals around the world to become life-giving leaders. Tim has developed young leaders on every continent and has spoken in 50 countries including India, Russia, China, Brazil and throughout the Middle East.
Dr. Elmore has advised corporations such as Chick-fil-A, Cox Communications, the Home Depot, Cici’s Pizza, Delta Global, Coca-Cola Consolidated, and more. He’s spoken at top-tier universities such as Stanford, Texas, Duke, Ohio State, Georgia Tech, U.C. Berkeley and more. And he’s presented to executives and world-class athletes with the Kansas City Royals, New York Giants, Houston Rockets, and San Francisco Giants. His blog is read by over 100,000 people weekly.
THE INTERGENERATIONAL WORKPLACE OF THE 21ST CENTURY
At Live2Lead on October 7, come hear how Tim brings his decades of research and leadership experience to bear on what might be the biggest, most dramatic, and most disruptive shift the workforce has ever seen: the vast diversity of several generations living—and working—together. Tim Elmore explores the fact that for the first time in history, up to five generations find themselves working alongside each other in a typical company. The result? There can be division. Interactions between people from different generations can resemble a cross-cultural relationship. Both usually possess different values and customs. At times, each generation is literally speaking a different language!
How can we hope to work together when we can’t even understand each other? Tim will provide the tools to:
- Get the most out of the strengths of each age group on your team.
- Foster effective communication instead of isolation among people.
- Build bridges rather than walls so that loneliness becomes connectedness.
- Connect people to learn how both veterans and rookies can mentor each other.
ADD VALUE TO YOU AND YOURS
At YAW PERBI Executive Leadership Education all our offerings are to the end that leaders grow personally, succeed professionally and become significant societally. Join Dr. Tim Elmore and the other stellar faculty Dr. John Maxwell has put together for this year’s Live2Lead conference and tune up your leadership game. Register now through this link. Impress upon your organization to join the movement that will transform society by becoming a Patron of Live2Lead. A Patron company or individual is one that sends at least 10 leaders to Live2Lead. Together we can change our world for the better!
Register HERE, NOW.
Meet Gwyneth Gyimah Addo, a Sight for Sore Eyes.
Gwyneth Gyimah Addo, often affectionately called Gwen, is a wife, mother, author, philanthropist, business leader, motivational speaker, marketing strategist and the CEO of Ghana’s leading human hair company, The Hair Senta.
After graduating from the University of Ghana, Gwen joined Standard Chartered Bank Ghana for six years. She holds an MBA in entrepreneurship and innovation from the China Europe International Business School (CEIBS) as well as an Executive Management qualification from Harvard Business School. Gwen was recently featured in a Forbes Africa interview on the global market boom of hair extensions and wigs. Her many awards include CEIBS Global Impact Award, CEIBS Most Promising Female Entrepreneur Award, and the 40 Under 40 Sales and Marketing Award.
Gwen founded the mega HIBS AFRICA global event to project the beauty industry on the continent and the Leading Senta Foundation which focuses on mentoring youth. Her first book, DIRECTION, is already creating impact in the lives of many young and adult readers. Her love, commitment, reliance and trust in the Lord is unquestionably the pivot around which her business success revolves.
WHAT YOU SEE IS WHAT YOU GET
It is hard not to like Gwen. She is absolutely winsome and authentic–what you see is what you get. This largely accounts for her over 100,000 following on Instagram, the social media platform on which she has virtually built her business. Finding high level leaders in Ghana who embody this year’s Live2Lead theme of “Leading with Integrity for the Common Good” has not been easy. Many crowd-pulling speakers did not seem to fit the bill, if we were going to be serious about walking the talk. It has been heartwarming to get to know Gwen personally, upon high recommendation from my network, and to find her a leader of integrity. The icing on the cake, for me, was to expressly read from her new book, DIRECTION, how integrity is a non-negotiable for her and the multi-million dollar business she heads.
On October 7 this year, Gwen will share her views on leadership and integrity and how she manages to remain authentic in a cut-throat society. Mrs. Gwyneth Gyimah Addo is a sight for sore eyes, literally and figuratively. Friends, we are going nowhere without integrity. For in the words of Zig Ziglar, “It is true that integrity alone won’t make you a leader, but without integrity you will never be one.”
Tune up your personal, professional and leadership game at this year’s Live2Lead conference. Register now through this link. Nag your organization until they join this rising movement of learning leaders that will transform society by becoming a Patron of Live2Lead. A Patron company or individual is one that sends at least 10 leaders to Live2Lead. There’s no way we can have at least 100 such Patron organizations and companies in Ghana and not transform it, one centre of excellence at a time. Together we can change our country and continent for the better! Let’s do this! Register here, NOW.
Meet Doris Kearns Goodwin, Presidential Historian Extraordinaire
Doris Helen Kearns Goodwin is an American biographer, historian, former sports journalist, and political commentator. In 1964 Kearns received a bachelor’s degree from Colby College, Waterville, Maine, and in 1968 she earned a doctorate in government from Harvard University, where she later taught government.
Goodwin won the 1995 Pulitzer Prize in history for her No Ordinary Time: Franklin and Eleanor Roosevelt: The Home Front in World War II (1994), and in 2005 she published Team of Rivals: The Political Genius of Abraham Lincoln, which focused on Lincoln’s management of his presidential cabinet. The book served as the primary source for Steven Spielberg’s biographical film Lincoln (2012). She later wrote The Bully Pulpit: Theodore Roosevelt, William Howard Taft, and the Golden Age of Journalism (2013) and Leadership in Turbulent Times (2018). In addition to her works of presidential scholarship, Goodwin wrote Wait till Next Year: A Memoir (1997), about growing up in the 1950s and her love for the Brooklyn Dodgers. She also served as a news analyst for NBC and as a consultant for Ken Burns’s documentary Baseball (1994).
TO LEARN OR NOT TO LEARN
It breaks my heart when I hear a famous statement like, “The only thing that we learn from history is that we learn nothing from history” (Georg Hegel, German philosopher). Yet of a truth, “Those who do not learn history are doomed to repeat it.” That quote is most likely writer and philosopher George Santayana’s, and its original form read, “Those who cannot remember the past are condemned to repeat it.” While leaders must not live the past, they certainly must leverage its lessons for today and tomorrow.
Consequently, in a fireside chat with John C. Maxwell at Live2Lead on October 7 this year, Doris will share key leadership insights gleaned from her decades of experience as a presidential historian, public speaker and Pulitzer-Prize winning author. The leadership lessons learned from some of the greatest leaders in our history provide timely clues on how to navigate the current condition of the leadership deficit we are experiencing today.
Come and up your personal, professional and leadership game at this year’s Live2Lead conference. Register now through this link. Nag your organization until they join this rising movement of learning leaders that will transform society by becoming a Patron of Live2Lead. A Patron company or individual is one that sends at least 10 leaders to Live2Lead. There’s no way we can have at least 100 such Patron organizations and companies in Ghana and not transform it, one centre of excellence at a time. Together we can change our country and continent for the better! Let’s do this! Register HERE, NOW.
Meet Patrick Awuah, Trailblazer in International Education Brewed in an African Pot
Last Friday, I spent some time with friend, mentor and fellow African Leadership Initiative/Aspen Global Leadership Network Fellow, Patrick Awuah Jr. It was a joy to see and hear afresh his commitment to the cause of leadership development on the continent of Africa. And this personal pledge is to the extent that he will be excusing himself from a crucial Ashesi University board meeting to address the leaders virtually gathered at Live2Lead and then dive right back into the governance matters of this leading African establishment.
Patrick Awuah is a Ghanaian engineer, educator, and entrepreneur. Patrick founded Ashesi University in 2002. Dr. Awuah, with three honorary doctorates (Swarthmore College 2004, Babson College 2013, University of Waterloo 2018) to his name, has won numerous other awards as an individual and as the founder of Ashesi University. He was presented with the Order of the Volta Award to recognize his contribution to tertiary education in Ghana in 2007. In 2009, Awuah won the John P. McNulty Prize. In 2010, Awuah was awarded 87th most creative businessperson by Fast Company. In 2014, he received The Elise and Walter A. Haas International Award, which honours UC Berkeley alumni with distinguished records of service to their native country. In the same year, he was named best social entrepreneur by the Schwab Foundation for Social Entrepreneurship. In 2015, Awuah was listed by Fortune as number 40 in world’s 50 greatest leaders and was awarded a MacArthur Fellowship. In 2017, Awuah was awarded the World Innovation Summit for Education (WISE) prize, a major global education award.
INTEGRITY IN LEADERSHIP FOR THE COMMON GOOD
”INTEGRITY” is an often-used but little understood (and even less practiced) word in Ghana today. Patrick will be the keynote speaker on the theme for this year’s Live2Lead, “Leading with Integrity for the Common Good.” Ashesi has a fascinating story about an honour code and how its implementation nearly jeopardized Ashesi’s accreditation process. This tale has everything to do with instilling integrity, and for those of you who are not privy to the terrific tale, we shall be impressing upon Patrick to share “from the horse’s own mouth.”
Patrick will address what integrity actually means and share practical examples where he’s led with integrity and times his integrity has been challenged. Dr. Awuah will practically tip all and sundry on how integrity is taken off the wall and printed in hearts and minds on four levels: (1) personally (2) as teams (3) organisation-wide and (4) nationally.
You don’t want to miss Patrick Awuah’s fireside chat session at Live2Lead Ghana 2022. Grab your seat right here right now.
Of Principles, Principals & Principalities
This is a true story: A few years ago, a handful of us John Maxwell-certified coaches and trainers from Africa were trying our possible best to get John, the world-famous leadership expert, to visit a particular African country and engage their president. A good number of Maxwell-certified leaders have been travelling with John to specific developing countries to engage them in a bottom-up transformation process that have done these nations some real good and we hoped same for this African nation with great potential. But John doesn’t come cheap. In fact, one of us was serious enough about this that he cashed in part of his 401k (retirement savings in the U.S.) to make this trip possible. It was such a struggle to gain access to the president, like pulling teeth! Eventually we did. To my ‘shock and awe’ (just remembering U.S. President Bush Jnr.), this African president did not even know of John Maxwell! That is when I knew the country wouldn’t do well. And I was right.
LEADERSHIP IS THE TIDE
Over the last few years, especially with the Trump presidency and with the advent of social media proliferation, many of us have seen parts of the United States that we have never seen before. Horrible parts and horrific things—whether it is the wicked knee of a policeman on George Floyd’s neck or violent street protests or the infamous January 6 ‘insurrection’ or whatever it is. We had all this exposure to things we could not hitherto have imagined occurring in the ‘greatest nation in the world.’ At the peak of these happenings, during the Coronavirus pandemic, I frantically tried (see January 2021 article) to get some of my American friends to appreciate that Africans are no less human or merely more stupid than they are, and that if there is a difference between their economic status and my motherland’s it was just because, “everything rises and falls on leadership.” Leadership is the tide the raises all the other boats in a society (or otherwise). Most of them, I perceived, didn’t still quite get me.
AFRICA IS NOT THE PROBLEM
Just like we’ve seen in the last few years in America, we’ve also seen in several countries in Europe how “leadership is cause; everything else is effect.” I’ve lost count of how many Prime Ministers Britain has had in the last little while, and we all witnessed with horror the leadership (or the lack thereof) of the last one with the Russian first name. Africa is not the problem, leadership is. Failure of state is not the sole preserve of any nation neither is the flourishing of state the preserve of any nation. Every nation, any nation, rises and falls on its leadership.
“WE THREE KINGS”
These three kings are at work in nation building: Principles, Principals and Principalities. If you like, these actors are Laws, Leaders and Luciferites. Principles are neutral, Principals are supposed to be working for their people while Principalities are against. There are principles that touch on every aspect of life, including leadership. When these principles or laws–which are timeless, universal truths–are lived out, nations do well, families flourish, churches and organizations prosper. When they are broken we don’t.
It is easier to appreciate the physical and chemical principles because we can see and feel and touch them and their consequences. The Law of Gravity is the commonest example of a principle of Physics (physical law). There are leadership principles as well. Many of these are intangible in their operation but produce very tangible effects reflected in socioeconomic and other indices. Nations that live by principles, these consequential laws of the universe that make this world run properly, prosper and nations that do not live by principles don’t. The nations whose principals (leaders) live by these principles prosper; those that don’t do not suffer. It bears repeating that this applies to families, communities, churches, organizations… you name it.
WHERE DEMONS COME IN
Of course, those of us who believe in spiritual things know that over every nation and territory there are also what we call Principalities (Lucifer’s forces). These ‘Luciferites’ (I call them), are spirits that have territorial control that want to oppress nations and not let them come to their full manifestation. Why, you may ask? Out of envy of humans and out of spite for their Creator. But guess what? If you have principals (leaders) who live by principles (laws), including spiritual principles on how to deal with these powers, those nations, those families, communities, churches, organizations and countries of such leaders would bloom.
STOP THE BLAME GAME, NOW
Africans! let’s stop blaming how socioeconomically bereft we are on Principalities. It is our lack of following Principles—all of us—and particularly the lack of our principals leading in a principle-based manner as they should that has landed us where we are. We have an opportunity on October 7, all of us, to learn more of these principles as principals, whether we are executives in companies, pastors of churches, student leaders, public sector actors or whatever. We must all learn to lead better. When the leader gets better everything everyone else gets better.
It’s time to take on the principalities (Lucifer’s powers) that are oppressing and not making us prosper as nations and communities and it would come from the principals (leaders) who would live by the principles (laws) of leadership and lead the rest of us to do same. Don’t blame the principalities—and you can’t blame the principles either—it all lies on the principals. Principles are fundamental laws that cannot be changed and must be lived by to prosper. Principalities are spiritual powers that can be challenged to let things “be on earth as it is in heaven.” Neither principles nor principalities are respecter of persons, whether principal or peasant. Nations with great principals (leaders) abide by principles (laws) and defy spiritual principalities (Luciferites) to make their nations prosper. How laudable is your leadership?
Remember the nation whose principal-in-chief was clueless about leadership principles, at least as taught by Maxwell? I feel sorry for his people as I see and hear of their plight each day, worsened by the Coronavirus invasion of our planet. It’s not the devil; it’s our leaders. As one medical colleague pursuing Paediatric Pulmonology in South Africa poignantly commented on my PEP Talk on YouTube about this matter, “Once our Principals follow Principles and we the led are inspired, we will be too busy prospering to blame Principalities.” Enough said. Are our principals hearing?
Leader Day, October Day
The world is not in a good place. Leadership is the cause. And when it comes to Ghana’s situation in particular, I have personally been shocked at the number of C-level leaders I have interacted with that have either completely lost hope in the future of the country or nearly have. “How did we get here???” one CEO of a major bank asked me (yes, with three question marks).
If “everything rises and falls on leadership” and “leadership is cause, everything else is effect,” then there is no other way than to attribute the politico-socio-economic state of our nation to leadership (or the lack thereof). In the same way, if there is any one thing that will elevate the conversation, and the nation with it, it is leadership.
DO OR DIE TRYING
As one belonging to the tribe of eternal optimists, I have sworn that in my lifetime I will either see the flourishing Ghana that our forebears anticipated on 6th March, 1957 when the modern state was born, or die trying. When the nascent nation was named ‘Ghana,’ our great grandparents were hopeful it would reflect the prosperity of the old Ghana empire, hence our new name (from Gold Coast). Oh, it bears repeating: our tribe of eternal optimists will see to a prosperous Ghana in our lifetime or die trying.
“I HAVE A DREAM, I HAVE A DREAM…”
Every true leader has a dream they passionately pursue with their people. I realize there is a day dedicated to almost every cause under the sun and Sustainable Development Goal—women’s day, water day, literacy day, friendship day, founders day … even toilet day. Yet the one thing that makes each of these causes to rise and fall has no such day dedicated to it to elevate and emphasize it. Is a day enough? Surely not; but it is a good catalyst for the remaining three hundred and sixty four or five days.
My fellow Maxwell-trained and certified collaborators in Ghana and I have a dream that ultimately the first Friday of October each year will become universally known as LEADER DAY. There is nothing special about the first Friday in October per se except that consistently for about a decade now, our mentor and leadership expert, John C Maxwell, has been gathering some of the best leadership minds and hearts on the planet to speak to the issue, and we might as well leverage the opportunity rather than reinvent the wheel. Live2Lead is the name of that event. The name says it all, that’s our purpose on earth: We live to lead.
Gwen Addo, the pulchritudinous CEO of the Hair Centre and speaker at Live2Lead Ghana ‘22 affirms this vision: “I also pray your dream comes true and October 7 becomes a “leadership day” or perhaps October becomes a “leadership month.”” She continues, “leadership is close to my heart … and why not dream it bigger than just a day.”
You and I know the dearth of leadership in our country. We Maxwell certified trainers who are Ghanaian are aiming to get 2,000 leaders at all levels to benefit from the LIVE simulcast from Atlanta. We will organize local content for our context first, sandwiching the global feed. You would want to be with Patrick Awuah (Founder & CEO, Ashesi University), Patricia Obo-Nai (CEO, Vodafone), Uncle Ebo Whyte (CEO, Roverman Productions), Gwen Gyimah Addo (CEO, The Hair Senta), Kathleen Addo (Chairperson, National Council for Civic Education) and Kwamina Asomaning (CEO, Stanbic Bank). The core issue on the table this time, or shall I say by the fireside, is “Leading with Integrity & Inspiring Hope, for the Common Good.”
STRATEGY
On October 7, we shall convene 2,000 Ghanaian leaders online. At least half of them will be from 100 companies, institutions and organizations which would send 10 of their leaders to Live2Lead as their investment in themselves as well as boldly staking their claim in the prosperity of Ghana by raising the leadership lid in the country, one company at a time. All these companies will be listed as patrons in the event handbook, website and social media (in alphabetical order).
The other half will be made up of executive leaders from the private sector, the establishment leaders (public service) and emerging leaders from our schools and universities, representing the next generation. Companies, institutions and organizations which want to go beyond patron status will be given opportunity to sponsor the establishment and emerging leaders in exchange for significant air time and eyeballs.
This 2,000 is only starters; we shall double in 2023; and double again and again till at least 2% of all leaders in Ghana are connected to this Live2Lead tribe of learners who lead and leaders who learn. That is the exact critical mass need to see a self-propagating movement of leaders worth following in Ghana.
CONCLUSION
The feedback from the ground as I’ve gone around is damning. Ruinous to the extent that although the theme we initially chose for our local content is ‘Leading with Integrity for the Common Good,’ we’ve had to come up with a conjoint theme of HOPE. Our people need hope. Leaders are brokers of hope, thus when they themselves are broken to the extent that they have no hope, what shall the rest of the people do?
Arise Ghanaian leaders!, established and emerging ones alike. We are better than this. Yet perhaps we are expecting leadership behaviours, values and attitudes that we haven’t first trained into people. Since we Live2Lead (that’s our purpose) let’s then Live2Learn (that’s the process) so we can all lead better and all make our nation great and strong. When the leader gets better, everyone and everything else does too. So let’s all show up!
One day in October, for starters. Just one day but who knows? Perhaps ‘October Day’ will in my grandchildren’s day be as well-known as ‘May Day’ is today. And for even better reasons, leadership-wise.
PS.
An event is not enough for sustained transformation thus there are leadership development and training pathways that will later be shared as a follow-up process between October 7 and the next Leader Day a year hence.
5 Levels Of Living
An Old But True Story on the Wall
One day, a king who had it all was confronted in the midst of a serious party he had thrown for his posse. His face turned white as wool when he beheld a disruptive sight: a dismembered hand had suddenly appeared and was writing on the wall pronouncing judgment on him (where the proverbial ‘the writing is on the wall’ comes from). He was wealthy, powerful and had connections but here he stood condemned under a gibberish clause. A later translation of the writing on the wall by a wise man revealed the following prophetic words: “You have been weighed and found wanting—you don’t weigh much.” Wow. Even a sovereign has a Sovereign who weighs everyone’s soul.
If the emperor’s wealth did not give him enough weight and his power was inadequate to exonerate him, there must be some things in life weightier and more powerful than others. And who determines the weights—ourselves, society, a sovereign? If there are levels of living I want to know.
A New and True CEO on the Block
A couple of weeks ago, I became friends with a CEO in Ghana l had never met before. In fact, the only reason l went looking for her was because the John Maxwell certified leaders in the country were seeking other significant leaders to speak at an annual John Maxwell simulcast in October, Live2Lead, and her name had come up from my Chief of Staff. We hit it off! Of course she is a beautiful person, smart, wealthy (she’s got stuff) but what excited me about her the most, which I later realized upon reflection made us connect so deeply and authentically, is that she is a Level 5 leader, living on the 5th floor.
l recognize that ‘5 Levels’ or ‘Level 5’ is used in different business contexts for different things. I have trained for John Maxwell for many years and he has a course I teach known as ‘5 Levels of Leadership.’ The ultimate leader operates at Level 5, where one’s influence is purely from respect of who you are and what you represent. Jim Collins, professor and author of ‘Good to Great’, also talks about the Level 5 leader as the executive who’s built enduring greatness through a paradoxical combination of personal humility and professional will. I am also using 5 Levels and Level 5 for different purpose. l have found that there are 5 levels of living:
- Living for Stuff
- Living for Self
- Living for Society
- Living for Standards
- Living for Soul’s Sovereign
1. LEVEL ONE—LIVING FOR STUFF
There are people who unapologetically live for stuff. They are the ones who say things like, “he who dies with the most toys (stuff) wins.”
By ‘stuff’ I mean tangible, living and non-living things, from those that meet our physiological needs (as outlined by Maslow like air, water, food, shelter, sleep, clothing and sex) to others beyond survival needs including big toys like luxury vehicles, bling, real estate. Be careful about the deceitfulness of stuff, especially of wealth.
People who live at this level would use and abuse themselves, others, ideals and due process and even God to get stuff. “Is life not worth more than what you will eat and drink?…” the greatest teacher there ever lived once rhetorically inquired. “Life is not defined by what you have, even when you have a lot.”
2. LEVEL TWO—LIVING FOR SELF
Elsewhere this greatest of gurus tells a story that illustrates both Level 1 and Level 2 living well:
There was once a rich man who had a bumper harvest. He was so thrilled, drew up warehouse expansion plans and said to his soul, “Self, you’ve done well! You’ve got it made and can now retire. Eat. Drink. Be Merry. Take it easy and have the time of your life!’“ Just then his soul’s Sovereign, God, showed up and said, “Fool! Tonight you die. And your barnful of goods—who gets it?”
So by Level 2, one has realized we eat to live and not live to eat. Although better than living for stuff, the Level 2 chap is living for a person, themself: me, myself, mine and I. While living for self may range from personal safety and health needs to employment (to put food on the table and change in the pocket), it really is a level of living where everything is about how anything and everything only promotes one’s personal well-being (physical, mental, emotional, social, spiritual) and ambitions. One gets even into social stuff only to the extent that it benefits oneself. This is self-help to the max. A scarcity mindset is abundant at this level of living.
Many leaders are unable to distinguish between self-care and selfish behaviour. Self-care is vitally important to be able to flourish and sustainably climb further up the ladder of life to higher heights, yet it is a life of not only personal success but also societal significance. If all the self-care is an end in itself then it has ended up as selfish. The object and subject in life at Level 2 is me, myself, mine and I. The Level 2 life is selfish living.
3. LEVEL THREE—LIVING FOR SOCIETY
This is living for the sake of others, people—the common good. It is living beyond me, myself, mine and I to considering the other—thou, they, them, thine. The greatest teacher who ever lived once said, “Greater love has no one than this: to lay down their life for their friend.” Even though this is an upgrade from living for one person (yourself) to several others, this is not always a healthy thing (we’ll save that for another day)..
Level 3 living begins a life of love beyond self to love as in belonging—friendship, intimacy, family, sense of connection—all the way to the esteem society bestows in the form of respect, status and recognition.
It is not an easy thing not to be selfish (Level 2), for even in apparently living at Level 3 people can use people—the very apparent act of living for society—still for their selfish ends in Level 2.
4. LEVEL FOUR—LIVING FOR STANDARDS
When Nelson Mandela faced trial for treason in April 1964, the words of his three-hour speech from the defendant’s dock epitomize the penultimate level of living: “I have cherished the ideal of a democratic and free society in which all persons live together in harmony and with equal opportunities. It is an ideal which I hope to live for and to achieve. But if needs be, it is an ideal for which I am prepared to die.”
Rather than life being about a living standard as an economic matter (a combination of wealth and services in Level 1), this Level 4 life is about living for standards, as in ideals, values and principles.
These standards and ideals are intangible values (unlike Level 1 where one values physical things) and even timeless, universal laws. These may include strength, freedom, and self-actualization (desire to become the most that one can be).
This is sagacious living, a life of enlightenment, like being a values-based leader and gunning for “the good society.”
It is portrayed as the discerning life of discerning people, living in rarefied air. This is the life many elites are envisaged to be living until scandals break out and we see through the charade that they were far lower on the rungs in reality.
5. LEVEL FIVE—LIVING FOR THE SOUL’S SOVEREIGN
I love Africa and have been so sick and tired of people thinking unless they traveled to the West they cannot make it. Despite the many opportunities to live, work or even study abroad, my Canadian-born wife and I turned a blind eye, resolutely living at Level 4 until one day our souls’ Sovereign called us up and sent us out with the following instructions: “Leave your country, your people and your father’s household and go to a land I will show you.” And so we did. First to Cote d’Ivoire for a year and then to Canada for the next dozen. And like William Borden, we too have had “No Reserves. No Retreats. No Regrets.”
Obedience to God is the highest level of living. Sometimes in living for the soul’s Sovereign one may still acquire stuff (Level 1), satisfy oneself (Level 2) or even please others (Level 3) and live out some cool values (Level 3) but make no mistake. Often, the only way to satisfy the soul’s Sovereign is to deny oneself, sacrifice the things of this world and eschew the applause of people.
Indeed, “What do you do when two high ideals clash?” is a Level 4 dilemma and that evaporates at Level 5 because what the soul’s Sovereign desires, dictates or even demands is what goes. No, religion per se is Level 4–a set of beliefs and values one lives by; even one’s notion of ‘God.’ Many Gen Zers say, “I am spiritual but not religious.” Even spirituality in itself would be Level 4 living. Level 5 living is having through one’s Level 4 spiritual quest discovered there is a sovereign One, the God of Heaven and all the earth, who has a good, pleasing and perfect purpose to be heeded.
Sure, there are many religions all claiming to have a corner on the Truth but I believe that anyone authentically seeking their soul’s Sovereign will eventually find Him (or be found by Him), when they seek with all their heart.
Conclusion
While one might find some correlation between my perceived 5 Levels of Living and Maslow’s Hierarchy of Needs, this is more. My classification goes way beyond the popular psychologist’s work. In fact, his peaks at my penultimate point. As mentioned in my introduction, if there are levels of living I want to know. Not only do I want to know so I can measure how I’m doing, I would like to know that I’m living my best possible life. Just like all dollars are dollars but there are denominations—a $5 bill isn’t the same value as a $100 one, every weight is a weight but there are milligrams and kilograms (even tons)—so are there levels in life. Will you live your best life? Check your weight, assess your level, in the eyes of your soul’s Sovereign. He still writes on walls.
Post Script
In the next blog, I’ll share what life on Level 5 looks like (in my coaching of several C-level executives I’ve found myself having to be a pastor in the marketplace. Even the best leaders need help to nurture their souls; denying it doesn’t take the reality away or render the need untrue).
The World Needs More Servant Leaders, Irrespective of Whose Idea It Is
On Monday, we explored leadership theories over the last 200 years at Perbi Cubs Academy (nickname for our Staff Leadership Development program in collaboration with YAW PERBI Executive Education). That Servant Leadership is considered a 1990’s theory never ceases to tickle me.
Growing up in a Christian home I learnt Servant Leadership at a tender age from the life and lips of Jesus of Nazareth. Class act: It was just before the Passover Festival. Jesus knew that the hour had come for him to leave this world and go to the Heavenly Father, God. Having loved his own who were in the world, he loved them to the end. Jesus knew that the Father had put all things under his power, and that he had come from God and was returning to God; so he got up from the meal, took off his outer clothing, and wrapped a towel around his waist. After that, he poured water into a basin and began to wash his disciples’ feet, drying them with the towel that was wrapped around him. (paraphrase of portions of John 13)
When he had finished washing their feet, he put on his clothes and returned to his place and these were his classic words: “Do you understand what I have done for you? You call me ‘Teacher’ and ‘Master,’ and rightly so, for that is what I am. Now that I, your Master and Teacher, have washed your feet, you also should wash one another’s feet. I have set you an example that you should do as I have done for you. Very truly I tell you, no servant is greater than his master, nor is a messenger greater than the one who sent him. Now that you know these things, you will be blessed if you do them.”
Earlier, in response to jostling over position and power among his inner circle, he had contrasted ‘Traditional Leadership’ with ‘Servant Leadership’ and called them to a higher standard: the latter. He told them, “In this world the kings and great men lord it over their people, yet they are called ‘benefactors’ or ‘friends of the people.’ But among you it will be different. Not so with you! Those who are the greatest among you should take the lowest rank, and the leader should be like a servant.”
Through history, many many men and women—including Mahatma Gandhi, Martin Luther King Jnr., Florence Nightingale, Mother Teresa and Nelson Mandela— have exemplified Servant Leadership. This isn’t just altruistic spiritual and sociopolitical talk. Today, professors like Jim Collins (of ‘Good to Great’ fame) speak of the power of such ‘Level 5’ Servant Leaders in business and companies like Southwestern Airlines have benefited from even the commercial value of Servant Leadership.
Two millennia after Jesus, Robert Greenleaf makes Servant Leadership wildly popular and gets credit in the leadership literature for it. Fascinating. Even more intriguing is Greenleaf’s claim that “the idea of the servant as leader” came to him from German Hermann Hesse’s 1932 novel, ‘Journey to the East.’ I wonder where Jesus got his idea and practice of Servant Leadership from.
That was Monday. The musings continued unabated. Then what do I discover is this Thursday morning’s exhortation from the Bible app? “Do nothing out of selfish ambition or vain conceit, but in humility consider others better than yourselves. Each of you should look not only to your own interests, but also to the interests of others.” Those are the words of the lawyer-turned-preacher, Paul, to his audience in the city of Philippi.
The message, to me at least, is clear: just do it! Lead like a servant; serve as a leader.
3 Ways People Buy Into Leadership
A young aspiring writer once asked me a question I had never thought of. As a published author–at the time I had just one book to my credit, I think–he asked me, “When you published your first book did you have no concern at all that it might not sell?” Frankly, that possibility had not even crossed my mind, but now that he asked I began to soul search: “Really, what if it never sold?” The lad’s concern is a question of buy-in. In other words, how sure was I that people would buy into me or my message to part with their hard-earned cash for copies. The fact is, within six months I had recouped all my initial borrowed money, paid off my investor and had recurrent capital to keep going. And I haven’t stopped, a dozen-and-a-half books later. Have I just been ‘lucky’?
Another question related to buy-in I recently pondered was during the nineteenth anniversary of the global holistic leadership development organization I founded as a medical student in 2003. I still remember that May Day, workers’ holiday in Ghana (our version of Labour Day), when I gathered eight of my friends and cast a vision of an organization that would inspire and empower young people to discover their God-given purpose and reach their full potential—and that one day we would be international. Somehow they bought into it–was it me, the message, the vision? For weeks we brainstormed until we came up with the name ‘The HuD Group’, then for several more months that followed we set up administrative structures and started running programmes and projects. Today, we have representation and active work in over two dozen countries on all continents with impact in over sixty nations.
ALL ABOUT BUY-IN
These two stories beg the question, what does it take for people to buy into leadership? Almost always, the news from the two countries I’ve lived in for over a decade each and love are replete with stories of government leadership attempting to implement one policy or the other and experiencing resistance or lack of buy-in. In Canada it often is wrangling over oil and gas pipelines. Two of the hottest buy-in issues in Ghana right now have been the passage of a levy on electronic money transfers (especially mobile money) and a not-so-transparent process surrounding the construction of a national cathedral.
With the news as a backdrop, the following precious leadership thoughts have evolved from a confluence of three supposedly independent situations I personally experienced within days of each other. First, during a very enlightening webinar, the trainer, a fellow catalyst with the Lausanne Movement, had mentioned that most people who might not trust a person enough to follow them can at least trust a well-laid out process. Then a couple of days later I was thinking through the incredible leadership feat of the diasporic Jewish cup-bearer-turned-city-builder Nehemiah. In preparation for Lausanne leaders meetings in New York City, I had begun to re-read that Hebrew Bible classic case study in leadership and was intrigued by how one man’s burden became a whole nation’s blessing. Thirdly, this was the same weekend I was to ‘walk the stage’ to accept my Covid-delayed Master of Arts in Global Leadership degree from Fuller Theological Seminary. That’s my mentor Dr. John C. Maxwell’s alma mater as well, and I was pondering what John calls “the Law of Buy-in.”
THE 3 P’S IN THE LEADERSHIP EQUATION
From my academic learnings and practical experience, I have come to appreciate that there are three (3) main routes to leadership buy-in. When I speak of three ways people buy into leadership, I suppose most people would read that as three ways people buy into a leader/leaders but no. Leadership is a relational process with three key cardinal points: the Person of a leader, the People being led and the Purpose being pursued.
More often than not, the leader–who is a responsible Person that serves and influences People to achieve a shared, noble Purpose–is the one who feels the burden of a need, like in the case of Nehemiah in the fifth century B.C. Everyone knew that the Jewish remnant that had survived the exile was in “great trouble and disgrace” and that “the wall of Jerusalem was broken down and its gates charred to coal.” Somehow this burdened Nehemiah profoundly. It is such deep burdens that lead to burning desires which result in vivid visions (purpose), like an ambitious 52-day-city-wall-rebuilding capital project for those in Nehemiah’s day.
Then from the Purpose is a Plan/Process to which people are mobilized who then (hopefully) catch the same burden, develop a similar desire and apprehend the same vision. This is what I call the Leadership Buy-in Scheme:
- People buy into the Purpose (Vision)
- People buy into the Person (Leader)
- People buy into the Process (Plan)
- Buying into the Purpose
In my opinion, the most sustainable mobilization of People to join a cause is when they can get it right from the burden phase, to the desire stage and then catch the vision or Purpose. Some cut to the chase and just buy into the desire or even more direct, straight into the vision/Purpose. These routes work too but from over three decades of being in the leader development space I find nothing beats starting from two blocks back. The primary way people get mobilized to a cause is to buy into the burden (A1), then the desire (A2) and then the vision (A3).
- Buying into the Person
The entire leadership buy-in scheme revolves round the Person of the leader. Often, (s)he is the one People are mobilized to buy into, almost not caring about the Purpose or Process. While I surmise this pertains mostly to collectivist cultures, even some from individualistic cultures swear by this as the number one way people are mobilized to a cause. In fact, for John C. Maxwell, this is the Law of Buy-in. As the fourteenth law in The 21 Irrefutable Laws of Leadership, Dr. Maxwell states that “people first buy into the leader, and then into their vision.” So in other words, if you want others to follow your vision (Purpose), you need them to, first and foremost, follow you—their leader.
While there may be a lead Person people buy into, they might very well also buy into other People the leader has surrounded himself with or already galvanized.
- Buying into the Process
So back to the beginning, the initial webinar statement that precipitated all these copious leadership thoughts. We were discussing a context where someone was attempting to lead a network of other organizations to tackle a big dream that neither one of their entities, no matter how big, could handle alone. Remember that the presenter had stated–he didn’t come across as postulating, he was stating a principal principle–that people trust a Process/Plan even before they trust a Person.
Having lived on both sides of the Atlantic for at least more than a decade each, I see the Two-Thirds world (Africans, Latin Americans and Asians) more likely to buy into the Person first and and the Western world generally inclined towards trusting the Process first.
Conclusion
So the three ways people buy into leadership are via the Purpose, Person and/or Process. We could also say buying into the Message, Messenger and the Medium (why else do you think advertisers pay huge sums of money to have influences be their messengers?). At the end of the day, a leader requires a team to make the dream. No great vision can be accomplished by just one (wo)man, no matter how great they are. The best mobilized people for a cause is when they buy into the Purpose, the Person and the Process–all three. Even for the Purpose, it’s best when they first feel the burden and grow it into a desire before it becomes a vision to pursue rather than just plugging straight into the vision. People buying into two of the three P’s is not so bad either but how could a two-legged stool ever rival one that has three solid legs? Aim for the triple buy-in: the Purpose, the Person and the Process.
