STRIVE MASIYIWA – Strife. Success. Significance.

The stirring story of an affluent, all-round African who began the burgeoning of Black British billionaires. From a southern African refugee status to a global tech giant stature, Strive Masiyiwa’s life story is loaded with life lessons.

 

INTRODUCTION

Strive Masiyiwa is a household name in the world of Information Communication Technology (ICT) on every continent of the world. Zimbabwe-born and London-based, the nearly-63-year-old African billionaire businessman and philanthropist worth 1.9 billion USD (2024)^[1], a little ahead of Apple’s Tim Cook in the same industry,^[2] has caught our eye at PELÉ for several reasons. Our interest has been in how well he straddles the worlds of leadership and entrepreneurship, politics and philanthropy, family and faith. Strive is the Founder and Executive Chairman of Econet Group, the international technology conglomerate comprising Econet Wireless Global and Cassava Technologies.

 

GROWTH

Early Years

Born to entrepreneurial parents on January 29, 1961 in then Rhodesia, later to become Zimbabwe post-independence, Strive Masiyiwa’s family left the country after the government of Prime Minister Ian Smith‘s Unilateral Declaration of Independence from the United Kingdom.^[3] Their refugee family settled in a copper mines area in Zambia where Strive would attend primary school. By the age of 12, his parents could afford to invest in European education and sent him off to a private school in Edinburgh, Scotland as an international student.

Politics

In the wake of finishing high school in Scotland, in 1978, Master Masiyiwa returned to Africa to join the freedom fighters. However, “One of the senior officers told me,” he recalls, “’Look, we’re about to win anyway, and what we really need is people like you to help rebuild the country.'”^[4] With that he returned to Britain to study engineering, and would later lead “a new African revolution–in telecommunications.”^[5]

Strive would finally graduate from the University of Wales in 1983 with a degree in electrical engineering. After a stint in the computer industry in England he returned to Zimbabwe the next year hoping to aid the post universal franchise elections country recover from the Rhodesian Bush War.^[6]

 

Entrepreneurship

When Masiyiwa returned home to Zimbabwe after a 17-year hiatus, he initially worked briefly as a telecoms engineer for the state-owned telephone company before quitting to start up his own electrical engineering business using his monthly salary savings and a Barclays bank loan.

Later he would grow large in his entrepreneurial expedition and diversify into telecoms, with the emergence of mobile cellular telephony, eventually establishing Econet Wireless after much strife with the Zimbabwean government which initially refused to give him a licence to operate. That was a five-year legal battle (1993-1998) which went all the way to the highest court of the land and reportedly took him to the brink of bankruptcy. Strive’s strife was against a crippling cocktail of corruption and cronyism. In the end, his victory was not for himself alone, for it led to the removal of the state monopoly in telecommunications, and is regarded as one of the key milestones in opening the African telecommunications sector to private capital.^[7]

 

Dual Blessing of Southern and South Africa

In 2000 Masiyiwa left Zimbabwe with his family to go to South Africa for a season. “Part of the reason it would be unwise for him to return is almost certainly linked with a decision he took that same year to make a personal loan to the owners of Zimbabwe’s three independent newspapers, including the Daily News, which was later shut down by Mugabe’s regime.”^[8] While this was his second refuge in his native southern African region—having been once a refugee in Zambia as a young lad—Masiyiwa maintains that the real reason he moved to South Africa was to realise his dream of creating a truly multinational African business.^[9] Hear him: “This is the space we have been trying to fill, to pioneer the development of African companies that have a global outlook. South Africa was the only place where there was an outlook about building businesses that go to other countries.”^[10]

 

SUCCESS

Continental Leadership

Strive Masiyiwa’s company’s first cell phone subscriber was connected to the new network in 1998,^[11] the same year in which he listed Econet Wireless Zimbabwe on the local stock exchange as a gesture of thanks to reward the thousands of ordinary people who supported him during his long legal battles against the Zimbabwean government.^[12]

Today, Econet Wireless Zimbabwe has gone on to become a major business that dominates the Zimbabwean economy. Fifteen years into operation, in 2013, the Zimbabwe Investment Authority (ZIA) awarded Econet Wireless Zimbabwe with a Lifetime Award in the ICT sector, in recognition of the investment the company had made into the country. The said investment included a $1.2 billion injection, certainly responsible for the business outcome of rapidly moving Zimbabwe from low penetration levels of below 15% in 2009 to one of the fastest growing telecoms markets in the world with a penetration rate of almost 100%.^[13]

At the turn of the millennium, sub-Saharan Africa had just one phone line for every 70 people, in contrast to almost one per person in the U.S. and Europe.^[14]  In just six years, between 1996 and 2002, Africa jumped from 2 million to 35 million mobile connections.^[15] Today, the number of smartphone subscriptions in sub-Saharan Africa is over 415 million and is expected to reach 689 million by 2028.^[16] Strive has been part of the leadership that has made the continent leapfrog the ‘landlines’ stage in development, with Africa even leading the world today in cell phone innovations in fintech like mobile money (MPESA in Kenya and MoMo in Ghana). Talk of vision, at the start of Econet when Strive had proposed a joint venture and reached out to the national telecoms company, his former employers, the cataractic bosses were adamant and categorically stated that there was no call for mobile telephones in Zimbabwe.^[17]

 

Global Impact

Econet Wireless International, Econet Global, Mascom Wireless Botswana, Econet Wireless Nigeria (now Airtel Nigeria), Econet Satellite Services, Lesotho Telecom, Econet Wireless Burundi, Rwanda Telecom, Econet Wireless South Africa, Solarway, and Transaction Processing Systems (TPS) are all key Strive Masiyiwa businesses established with partners. Mr. Masiyiwa’s operations and investments run across Africa and the United Kingdom, Europe, US, Latin America, and New Zealand, United Arab Emirates, and China.^[18]

Strive Masiyiwa’s entrepreneurial and leadership success has had its financial payoffs, even on a personal level. For instance, he  owns two adjacent apartments atop the 29-storey Eldorado Tower at 300 Central Park in New York City, bought for US$24.5 million in 2016.^[19] On 7 July 2022, Masiyiwa became the first black billionaire to enter the Sunday Times Rich List with a net worth of £1.6 billion.^[20]

 

As a brand that values integrity, we cannot help but reproduce one of our favourite Masiyiwa quotes on the issue: “Integrity is better capital than money. You can accumulate it just like money, and you can use it just like money, but it goes further, and is enduring.”^[21] A related Masiyiwa quote is: “If we tackle corruption, no child would sleep hungry, there would be no injustice, every child would be in school. The most powerful force against corruption is one person saying “no”.” You may find these, along with eight other powerful quotes of his, in a brief Forbes article.

 

Family

If indeed “true success is when those who know you the best, love you the most” (John Maxwell) then Strive is successful on that count. Strive is married to a queen of philanthropy, Tsitsi, with whom he has six biological children: Elizabeth, Sarah, Vimbai, Moses (the only male), Joanna and Esther.  Their oldest is now thirty-two. The family resides in London, England.

SIGNIFICANCE

At PELÉ, we are convinced that individual success must lead to societal significance. Well, the man once picked by Time magazine as one of its 15 “global influentials” has been mentioned in the same breadth as greats like Nelson Mandela and Kofi Annan, both of the African soil with global impact.

Philanthropy

Strive runs a non-profit organisation, Higherlife foundation, together with his wife, Tsitsi Masiyiwa. The Zimbabwean billionaire couple’s NGO empowers vulnerable children through education and creates opportunities for highly talented young people. They run one of the largest support programmes for feeding and educating orphans on the continent through this family foundation.^[22] As part of the The Giving Pledge, a commitment to philanthropy by the world’s wealthiest individuals, it appears Masiyiwa “spends nearly as much time and money giving back as he does growing Econet Wireless.”^[23]

As a down-to-earth man of the people for the people, Masiyiwa still maintains a public Facebook page through which he primarily mentors budding African entrepreneurs and all who have ears to hear what he has to say about success in life, leadership, integrity, family, faith and entrepreneurship. This page currently has 5.7 million followers.

 

Boards

Masiyiwa’s international appointments and board memberships over the years, both for profit and non-profit, include: Unilever (board member), Netflix (board member), Bill & Melinda Gates Foundation (trustee),^[24]  the National Geographic Society (trustee), Bank of America (Global Advisory Council), UN Commission on Adaptation (former Commissioner), Generation Africa (co-founder), Pathways for Prosperity Commission on Technology and Inclusive Development (co-chair), The Rockefeller Foundation (former board member),^[25] and the US Council on Foreign Relations (former Global Advisory Board 2012-2023).

Mr. Strive Masiyiwa has also served the Asia Society (former board member), Stanford University (Global Advisory Board), the Africa Progress Panel, Alliance for a Green Revolution in Africa (chair, now Chair Emeritus), The Micronutrient Initiative of Canada (former board member), Grow Africa, the African Union‘s Ebola Fund (co-founder), Morehouse College (former Trustee), the African Academy of Sciences (Honorary Fellow) and the Pan African Strategic Institute. A couple of years ago, Strive was involved in helping to organise the Global Africa Business Initiative launched in New York in 2022. He is the only African member of the United States Holocaust Memorial Museum‘s Committee on Conscience. Masiyiwa has also served on a couple of UN Advisory Panels.

 

Faith

Masiyiwa is a practising Christian.^[26] It was during the five-year legal strife with his home government that when his wife invited him to church he would realise that “I did not know Him [Jesus Christ]; I only knew of Him.” That moment changed everything for Strive. He borrowed a second-hand Bible, and read the entire book in two weeks, committing his life (and business) fully to Christ.^[27] “Christianity is a value system that calls on me to be compassionate, it calls on me to help the weak,” he says. “I generate a lot of money for me and my shareholders and people who have been associated with me, but that cannot be an end in itself.”^[28]

Strive is the co-founder of the Capernaum Trust, a Christian charity that sponsors the education of over 28,000 Zimbabwean orphans, and co-founded with Sir Richard Branson the environmental group the Carbon War Room. As noted above Mr. Masiyiwa sits on countless boards, from Grow Africa to organisations leading the charge against evils like HIV/AIDS, Ebola and genocide. He joined forces with Africa’s richest man, Aliko Dangote, to tackle the 2014 Ebola epidemic in West Africa, raising $35 million to stem the tide and bolster the economies of affected countries.^[29]

 

CONCLUSION

Strive Masiyiwa has striven and succeeded, by all standards, be it in entrepreneurship, leadership, politics, philanthropy, family or faith. Britain’s first Black billionaire is a blessed Prince of Africa, for just like the Semitic patriarch who wrestled with a mysterious man until daybreak when he was eventually blessed by the divine, in prophetically naming him ‘Strive’ his Zimbabwean parents must have had a hunch that he too will strive with God and with humans, and win.^[30] He has. Hands down.

^[1] https://www.forbes.com/billionaires/

^[2] https://www.forbes.com/billionaires/

^[3] Out of Zimbabwe, a telecoms boss means serious business in Africa”. The Guardian. 30 July 2009. Retrieved January 11, 2023.

^[4] Robinson, Simon (2 December 2002). “Strive Masiyiwa: Founder of Econet Wireless”. Time.

^[5] Ibid.

^[6] Arlidge, John. “How Strive Masiyiwa became Britain’s first black billionaire”. Retrieved January 11, 2023.

^[7]  Out of Zimbabwe, a telecoms boss means serious business in Africa”. The Guardian. 30 July 2009. Retrieved January 11, 2023.

^[8] Out of Zimbabwe, a telecoms boss means serious business in Africa”. The Guardian. 30 July 2009. Retrieved January 11, 2023.

^[9] Ibid.

^[10] Ibid.

^[11] Robinson, Simon (2 December 2002). “Strive Masiyiwa: Founder of Econet Wireless”. Time.

^[12] https://nehandaradio.com/2014/06/16/story-masiyiwa-story-raised-money-part-3/ (from Strive’s own blog). Retrieved January 11, 2023.

^[13] https://www.techzim.co.zw/2013/11/investment-zimbabwe-earns-econet-wireless-zia-lifetime-award/

^[14] Robinson, Simon (2 December 2002). “Strive Masiyiwa: Founder of Econet Wireless”. Time.

^[15] Ibid.

^[16] Taylor, Petroc (18 July, 2023). Smartphone subscriptions in Sub-Saharan Africa 2011-2028. Statista.

^[17] The Economist. (8 October, 1998). Judgment Day. This article appeared in the Business section of the print edition under the same headline. Last retrieved January 15, 2024.

^[18] Leach, Anna (18 August 2014). “Zimbabwe’s Econet Wireless and the making of Africa’s first cashless society”. The Guardian.

^[19] Ojekunle, Aderemi (1 April 2019). “A peek into the life and business empire of Strive Masiyiwa, Zimbabwe’s first billionaire”. Pulse Nigeria. Retrieved January 15, 2024.

^[20] Watts, Robert. “Strive Masiyiwa: the first black billionaire to make the Rich List. This is his story”. The Times. ISSN 0140-0460. Retrieved January 15, 2024.

^[21] Nsehe, Mfonobong. (Jul 6, 2014). “10 Inspirational Quotes From Zimbabwe’s Richest Man, Strive Masiyiwa.” Forbes. Last retrieved January 16, 2024.

^[22] Ojekunle, Aderemi. (4 January, 2019). A peek into the life and business empire of Strive Masiyiwa, Zimbabwe’s first billionaire. Pulse Nigeria.

^[23] https://www.arrowleadership.org/blog/general-leadership/the-faith-of-strive-masiyiwa/ Last retrieved January 15, 2024

^[24] Kulish, Nicholas (26 January 2022). “Three New Faces to Help Steer the Gates Foundation”. The New York Times. Retrieved January 15, 2024.

^[25]  “Rockefeller Foundation Board of Trustees-Strive-Masiyiwa”. Retrieved January 15, 2024.

^[26] https://www.arrowleadership.org/blog/general-leadership/the-faith-of-strive-masiyiwa/ Last retrieved January 15, 2024

^[27] Ibid

^[28] https://www.theguardian.com/technology/2009/jul/30/strive-masiwiya-zimbabwe-telecoms

^[29] Ojekunle, Aderemi. (4 January, 2019). A peek into the life and business empire of Strive Masiyiwa, Zimbabwe’s first billionaire. Pulse Nigeria.

^[30] The Holy Bible. Genesis 32:27-28

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.

 

Big Events are Overrated, Trust Process.

“Trust the process” has become cliché. Yet many don’t understand it, let alone mean it. In fact, most people are more attracted to big events and striking occasions but the aim of this article is to show that these are overrated. We are attracted to the big bang, amazing testimonies, the one time lottery win, that miracle… all of which are good but in the long term, those are not the things that sustain societies, grow businesses or deeply transform us long term. It is process, process, process.

 

MENTORING AND THE LAW OF PROCESS THEN

These thoughts have been coming to mind over the last couple of weeks because of two recent incidents, one in the church and one in the corporate setting. Regarding the former, l led part of an annual discipleship capacity building workshop for my local church at the University of Ghana. Discipleship is the word Christians use for spiritual mentorship. I inquired what they would do if they were God and came on Earth in the person of Jesus Christ (as Christians believe) to do an effectual job of changing the world. What would they do?

Well, many would go head-on and prioritize filling stadia with people (and there were stadia  in the time of Jesus) or fill the plains like where he fed 5,000 then 4,000 (not counting women and children) day after day, as the rule not the exception. Some would constantly go to the royal palace and do some leadership workshops for Herod and his ilk etc. But the Rabbi did none of that routinely. First of all, He took 30 years to prepare Himself from conception through childhood to turbulent youth years to adulthood. He came as a foetus, endured nine months of pregnancy and went through a 30-year process of learning–of obeying His parents, of apprenticing to be a carpenter like His earthly dad, of learning the Torah like other children of His day etc. Yes, all of that. Process.

Eventually when it was time to launch His ministry at 30 (phew! finally!) what does He do? Nothing prime-time TV worthy (oh, of course apart from His spectacular baptism). The baptism in the Jordan by Cousin John was a big event. But the rest, again, process. After all-night prayer, He goes around town and handpicks 12 people, just a dozen, and decides to walk with them, life-on-life, for three-and-a-half years. As Professor Robert Coleman points out in his magnum opus, His method of training was His life itself, it wasn’t just “read this book.” No! Process, day by day by day by day by day for nearly as long as we have to wait for the next Olympics or World Cup tournament.

Only a few years down the line these ordinary fisherfolk so got Him that each was martyred for what they had come to see and taste and know. In a few years, it was reported of His followers, “the people that have turned the world upside down.” Two thousand years later, what do we see? There are 2. 3 billion Christ followers on every continent and in every country and geopolitical space today. Yet the original leader Himself never travelled beyond 50-100 km radius of where he was born. The farthest he went to was Egypt, in His childhood, when his family temporarily migrated to Africa as refugees. Why this impact? How? The law of process.

He knew if he took 12, focused on the few and worked on them life-on-life for years, that the few would bring another few who would bring a few more, who would mentor a few, who would bring a few and over years this kind of impact would happen. Deep transformation doesn’t happen in rows, like we sit in events, but in circles. It happens in circles, small groups, day by day, week after week, month after month.

 

MENTORING AND THE LAW OF PROCESS NOW

At the said workshop at the University of Ghana, I showed the attendees a simulation: if one person who comes has a relationship with the Lord Jesus Christ decides to disciple another person, just one person per year, life on life, week by week, studying scriptures, eating together, praying together, travelling to places together etc. Just a person a year. At the end of the first year, there would be only two disciples of Jesus. The original then instructs the ‘graduating’ disciple to do same for another, just as Paul admonished Timothy: “And the things that you have heard from me among many witnesses, commit these to faithful men who will be able to teach others also” (2 Timothy 2:2 , NKJV).

At the end of the second year what happens? You still mentor a second person so there are two of you. But the original person you discipled in the first year has now also discipled somebody else, thus there are four of you. First year it was just addition, the second year there was multiplication. By the third year and onwards, there isn’t just multiplication but exponential multiplication. And if it continues like that, just one person each annually, by the end of the tenth year, you would be over a 1000 people (quantitatively impressive) deeply transformed (qualitatively impactful). You’ve gotten the mass that you wanted, yes, a thousand people you would have wanted to fill an auditorium with to impact all at once (but would leave the program and achieve nothing). Now you’ve gotten that same 1,000 people after a decade but they would be solid movers and shaker.. It may seem inefficient at first but it is deeply effective and with time it becomes powerfully efficient as well. Within 10 years, you would have a 1000 people who are deeply transformed and now you also have the numbers. That’s the law of process.

 

MONEY AND THE LAW OF PROCESS NOW & THEN

Then, about the training for the core leadership team at Perbi Cubs we talked about how leadership is built day in and day out and not in a day.  John Maxwell talks about that as the fourth ‘irrefutable law’ in his New York bestselling book, The 21 Irrefutable Laws of Leadership. I have been teaching this book for over 20 years now. “Leadership is built daily and not in a day,” Dr. Maxwell says. So is anything else of enduring value. Daily; not in a day.

To illustrate, I actually showed the EdTech leaders an investment chart I created a couple of decades ago in my book Financial Whizzdom, comparing a youth who starts investing at 20 and his uncle who starts investing at 30.  Both invest the same amount (say GHS 2,000) at the same annual interest rate of 10% p.a. The lad invests for 10 years, stops investing but leaves the money to keep growing. The uncle who started at 30 doesn’t stop and continues putting in GHS, 2,000 every year till the age of 65. At the age of 65, this boy who started and stopped and just let his money keep growing would have more money, about GHS 200,000 more, than his uncle. All because the young man started earlier and got the Law of Process working for him a whole decade prior.

 

CONCLUSION

Process works. It gives sure and deep and lasting results. Don’t skip processes. Build your leadership daily. Build your spiritual life daily. Build your health daily. Build your intellectual capacity with a little reading everyday rather than just binging once or twice a year. Something you are doing everyday is determining your future. Or as Tag Short put it, “the secret of success is found in your daily agenda.” A related Chinese proverb really intrigues me. Here’s my paraphrase: “Do not fear growing slowly, what you should fear is standing still, not growing at all.” Trust the process. Truly, trust process. Process would beat big events and one-time shiny experiences any day, all day, long-term. It’s a timeless, universal truth. Trust it.

The Inadvertent Lid of Political Leadership: My One Regret and Heartache.

It’s been a very busy few weeks. The last one in particular was the kind that Nelson Mandela would call “‘impossible’ until it’s done.” The very morn of the dawn I arrived back in Accra from Kenya, the first day of the work week, I had to be speaking at about 10am at an African Young Professionals Conference. That same week my team at PELÉ and the Ghanaian contingent of the African-wide BCA Leadership hosted the power-packed, two-day Made in Africa Leadership Conference (MLC) from June 13 to 15. Then there was a Youth Rally in the vicinity of the University of Professional Studies (June 15 evening) where l was  billed to speak as well. And then to crown that week, The HuD Group, which I founded with eight of my friends in 2003, held a press launch of our twentieth anniversary and simultaneous launch of three legacy projects.

In all of this business and busyness, one thing that has come through very clearly is that leadership is absolutely important–that everything does rises and falls on leadership. I tried to make that point in my opening remarks to the distinguished ladies and gentlemen convened at the Marriot for the aforementioned MLC 2023. Even this morning, as I was training the executive team of one of our PELÉ clients, a tech start-up, Maxwell’s Law of the Lid came to the fore: leadership is the lid on their personal level of  effectiveness as well as the organization’s impact that it would ever make.

Leadership is so important that every professional must have it, everyone in every sector of the economy must possess it, and everyone at every level of society must have it but especially leadership is too important to leave it to politicians alone. “Leadership is cause,” as one other leadership expert puts it, “everything else is effect.”

As we celebrate 20 years of The HuD Group, we can testify that God has done amazing things in, on, with and through The HuD Group. We started in Ghana, moved to Cote D’Ivoire, then to Nigeria and Canada and now have a presence in 24-25 countries on all continents, having incredible impact on people in every sphere. In fact, at the anniversary launch last week Friday, several VIPs like celebrated, young, award-winning journalist Manasseh Azure Awuni, shared how The HuD Group had impacted them. But I shared with the audience my one regret: that in all this 20 years of The HuD Group we did not give enough attention to the political space in particular. Of course, it is not that we did nothing at all but knowing what l know now and seeing how successes in all these other areas of life have literally been eroded by what has happened in the political space, especially in Ghana, that really breaks my heart.

 

 

THE SKY ISN’T THE LIMIT; POLITICIANS ARE

This has been a season of lots of graduations. I’ve seen flashy photos from Harvard to Fuller, and been physically present at inspiring commencements like Ashesi’s about three weeks ago. First, I’ve been excited about all these amazing graduates bustling with energy and vision and drive, some having done some earthshaking capstone projects and all. Yet all these amazing people formally graduated by our best academic establishments and semi-formally by The HuD Group in the last 20 years—and yes, some of us have been though all kinds of fellowships from Aspen and Eisenhower to Tutu—are restricted by what happens in the political space because everything rises and falls on that leadership. Political leadership is the lid over all our collective effectiveness and greatness.

If anyone told these graduands that the sky is the limit, that isn’t wholly true; our political leaders are. No I’m not a whiner; I am precisely the opposite of that, which is why I’m a serial entrepreneur. So I believe in creative ways around ‘the system’ but as the august chairperson of the HuD anniversary launch, Madam Yawa Hanson-Quao, had earlier said at the MLC, “We cannot entrepreneur our way out of bad governance.” Political leadership is the lid over all our other attempts at leadership.

Political leadership is the lid over all of our collective effectiveness and greatness in all of our fields of work and spheres of influence. We’ve got to get up and take the political space seriously and not let anyone who is not a selfless, authentic, transformational leader make their way there! Because then, it doesn’t matter how the collective brilliance of all of us is, there would be a lid over the rest of us. A good illustration is the proverbial army of sheep led by a lion versus or an army of lions led by a sheep.

At the end of the day, every sector, and every level of our society needs at least good leaders, even better, great leaders! Otherwise like John Gardener aptly puts it, “The society which scorns excellence in plumbing as a humble activity and tolerates shoddiness in philosophy [or politics for that matter] because it is an exalted activity will have neither good plumbing nor good philosophy: neither its pipes nor its theories will hold water.”

Sans Leadership–So Much to Lose, Too Much to Lose.

The following was shared as a TED-like talk to open the Made in Africa Leadership Conference by BCA Leadership on June 14 at the Marriot Hotel, Accra, Ghana.

 

My uncle died. My mom’s youngest brother. He came over to Ghana from the United States, where he had lived for decades, and fell ill. He died in the very hospital I worked in at the time. In fact, he died on my ward. But I can swear it wasn’t his disease that killed him. It was leadership, or rather the lack thereof. Leadership is too important for doctors not to have it.

Some of the most important things in life are not taught in school, like leadership. When some of my friends from university got into government I did exhort them: “Nobody taught us Jack about leadership. LEARN LEADERSHIP! CONTRACT COACHES! Leadership is not just caught; it is taught.” Did they listen? Ha!

Ironically, communal, national, continental or even global leadership, is a deeply person-al thing. It takes deeply transformed leaders to deeply transform society. Authentic leadership begins with aligning what goes on in a leader’s head and heart with True North. Leadership principles or True North are no respector of persons—red or yellow, black or white.

Two days from now, we will be officially launching the 20th anniversary celebration of The HuD Group, a holistic leadership organization started by nine young Africans in Accra. From one country in West Africa, it now has presence in 24 countries, on all six continents. Out of Africa to the Rest. From a former Rwandan refugee now in executive leadership in Uganda to a former child soldier in Sierra Leone now a high-ranking bank official in his homeland, to a Chinese-Canadian who we trained via Skype when she was an international medical student in Australia, a lot of transformation and impact has been achieved but in Ghana in particular I feel much of our gains have been eroded by not giving adequate attention to political leadership.

So today is the first of two important occasions this week where I will be drumming home this point with all my heart, liver, spleen and intestines: “Leadership is too important to leave it to politicians alone.” AND with 90% of African businesses being SMEs, creating 60-80% of our jobs and accounting for 40% of our GDP, what we do here at MLC this week for African leaders and African leadership is wildly important.

When two 14-year old stowaways from Guinea, Yaguine and Foday, froze to death in the landing gear of an Airbus 330 from Conakry to Brussels, they had on them a hand-written letter labelled: IN CASE WE DIE… to the Messrs. members and officials of Europe.

They said, among other things, “We have the honor and pleasure and great confidence in you to write this letter … we appeal to your solidarity and kindness for help in Africa. …we, African children and youth, ask you to create a great, efficient organization for Africa to allow us to progress. …we want to study and we ask you to help us in Africa to study to be like you.”

You should find and read the whole letter here—it will thaw and tear your heart. And that was 24 years ago. Has anything changed?

It’s time for Leadership Made in Africa that makes Africa work for Africans. BEFORE WE DIE. Yes we can, partnering and collaborating to reimagine and reform the Africa that we want! Twende! Let’s go! Let’s do this!

To Compete or To Complete? That is the Question.

Dr. G. Ayorkor Korsah (née Mills-Tettey) and I shared many hearty laughs at the VIP lounge after Ashesi University’s impressively inspiring commencement ceremony last Saturday, June 3, 2023. She is a Senior Lecturer in Computer Science and Robotics, and as department head, Computer Science & Information Systems, she was in her element dolling out degrees to deserving graduates. But we have a 28-year history of rivalry.

This wasn’t our first meeting. Nearly three decades ago, in 1995, we were impassioned opponents. Each of us was part of a trio representing our high schools in the semi-final of the Brillant Science and Maths Quiz on national television. Brillant was what it was called, yes, no typo there. That was the name of the blue bar soap by Unilever that was the title sponsor OF the competition. Much has changed since then. National Science and Maths Quiz, it’s now called. Very appropriate. Prime Time was in its prime, producing this feast of brilliance. They seem to have kept their shine, now in the hands of the next generation of Mensah-Bonsus.

 

THE LADIES WERE LOVED

Our battle was held and filmed at the Great Hall of the University of Ghana, Legon. Technically, this should’ve been a ‘home match’ for me, in my own territory, since the venue was barely a mile from my home, No. 14 Legon Hill. But no. Everyone was rooting for the über smart all-ladies team from Wesley Girls. Can you blame them? Even now they would be a delight; how much more in those medieval ages of STEM in Africa. Come to think of it, the now-ubiquitous ‘STEM’ term for Science, Tech, Engineering and Math had not even been cooked yet. The STEM acronym was only introduced in 2001 by scientific administrators at the U.S. National Science Foundation (NSF). Girls in Science were hallowed in the 1990s.  Even I admired them, but my mission was to win for my school. No distractions.

My Achimota School team was made up of three boys, the three musketeers, although we are the first co-ed public school in the country as far back as 1927 and had science girls who rocked. Needless to say, the competition against the Cape Coast chics was fierce. We had both earned our way to the penultimate in the southern zone.

We inflicted what is arguably the most painful defeat Geyhey has ever suffered at the science and maths quiz. It was veeery close. Even the camera crew were downcast when the celebrity girls lost, visibly disappointed. We made enemies that day. Some couldn’t even hide it.

 

SOME OTHER LADIES, SOME OTHER TIME

But as it turned out: it’s not the whole word that hated us. Some girls loved us. I was the recipient of umpteen letters of adulation from young ladies all over the country. They happily introduced themselves, sometimes with atrocious photo inserts, and poured their admiration on me—about my intellectual prowess among other things which will distract from the point of this article. Now I’m not sure all of it was appropriate for seventeen.

Even the Weygeygey girls became friends later when things cooled down. After all, “if you can’t beat them; join them,” as they say. That’s how I ended up with the various names in that year group, some of whom became colleagues at the University of Ghana Medical School, as friends. Zanetor Rawlings, first daughter of the then Flight Lieutenant-retired president of Ghana, even visited me in Achimota School at some point. Like me, she would later pursue Medicine too; but in Ireland. I once warned her at a party in Nana Ama Barnes’ home on Legon Campus that if she dared ended up schooling outside Ghana after her revolutionary dad had messed up (yes, teenagers are fearless!) our educational system so, I would be really mad. I guess I’m still mad. A little. She has since returned and been admiringly serving as a Member of Parliament for the Korle Klottey constituency of Accra. In any case, seeing affliction metted out to a certain young man who hang around her at the time, involuntary hair-shaving at the Osu Castle and all, it might have been providence that I stayed at arm’s length.

 

NOTHING BUT ADMIRATION AND RESPECT

But I digress. Back to the main lady Gertrude, as we called Ayorkor then. She was and is brilliantly brilliant. We only beat her team by strategy and a stroke of luck. Call it grace, if you like. Those girls were on fire! Ayorkor, after 1995, went on ahead to pack up four degrees including two Bachelor’s, a Master’s and a PhD. Dr. Korsah grew up in Ghana and Nigeria, and as a child, she wanted to be an astronaut and an engineer. Ayorkor didn’t join the majority of us that continued to Ghanaian tertiary institutions but went to Ivy League Dartmouth to major in engineering. She attended Carnegie Mellon University for her doctoral work in computer science, obtaining a PhD in 2011.

Ayorkor Korsah is all-round passionate about the artificial intelligence (AI), robotics, algorithms, and programming courses she teaches on the Ashesi Hill but so is she about expanding robotics education in Africa for every Kofi and Amma. That’s why she co-founded the African Robotics Network (AFRON) over a decade ago with a robotics professor at the University of California, Berkeley, Ken Goldberg.

Anyele my wife and I really found a common sweet spot with Ayorkor last Saturday when we coincidentally discovered our common passion for literacy. Being someone who has shared with the BBC how humans and machines can collaborate and combine their strengths, Ayorkor once, over a dozen years ago, experimented with an automated reading tutor in the quest to improving child literacy in Africa. She has a paper on it in the Information Technologies & International Development journal, vol. 6 no. 2, 2010. We are keen to collaborate with her and her bright Ashesi students at our EdTech company, Perbi Cubs, for bigger, brighter and better outcomes for Africa’s precious cubs.

 

NOT A BOUT

Ayorkor beat me to full-time lectureship and will most likely beat me again to professorship (she so deserves it). But as she, Anyele and I continued our hearty conversation, including recruiting some of her students to practice what she teaches at our Edtech, we got to know she has two little ones of her own, younger than our last two. And we have seven. We beat her to that, fair and square. She even just married, in light of our sixteenth year, and transitioned from Mills-Tettey to Korsah.

Enough of these beatings! Really we’re all grown now and know, for sure, that life isn’t a race against each other. Nor is it about a bout. Rather than compete like we did in our teens, we now learn to complete one another in our adult years for the greater good—the Good Society. In lockstep, we will keep producing holistic emerging leaders, formally like Dr. Ayorkor Korsah does with degrees at Ashesi and informally and semi-formally like I do at The HuD Group. Ashesi turned 20 last year and we turn the same this year. Patrick Awuah, our mutual founding friend of Ashesi will be keynoting at The HuD Group’s presser on June 16, 2023. I was telling him that maybe I should’ve started a Uni too instead of going the CSO (Civil Society Organization) route. But nay, to each one their own. And we compliment, collaborate and complete each other as we all strive hard and long towards the Africa we want.

And as if by divine design, one of the Presec folks who beat our Achimota team in the finals of the Brilliant Science and Math Quiz 1995 southern zone competition ended up as my Biological Sciences course mate and even my room mate at Legon Hall, University of Ghana. We both competed for the few slots at med school available to our Leviathan-sized cohort and made it–from the same room!

There’s a time to compete and a time to collaborate. For me, to complete and not compete today as professional pals and fellow family framers of the same generation is a no-brainer. Here’s to answering life’s real tough questions and quizzes together. Congratulations, Dr. Ayorkor Korsah, for continually raising the bar.

 

Post script

And oh, Anyele and Ayikai, Ayorkor’s engineering whiz kid of a younger sister, have been tight friends for a quarter-of-a-century, going way back to their Wesley Girls days.

Competence is Character.

Photo credit: Jethro and Moses, watercolor circa 1900 by Jacques Joseph Tissot (1836–1902), courtesy of Wikimedia.

 

While a lot of #leadership thinking is that leadership comprises #competence AND #character, for others like Jethro of Midian, competence IS character. Discuss.

 

For the Eager Beaver:

“Listen now to me,” Jethro advised Moses his son-in-law regarding leadership delegation, “Select capable men from all the people–men who fear [revere] God, trustworthy men who hate dishonest gain–and appoint them as officials over thousands, hundreds, fifties and tens” (Exodus 18). Jethro, also known as Reuel, was a Kenite shepherd and priest of Midian.

FROM PROFESSOR TO PICKETER: The Lost Generation and the Missing Money

Ghana is neither worth living for nor dying for. That’s how many feel at the moment. Honestly. Think about this: I’ve known Uncle Kweku since his graduate student days on the University of Ghana campus. I was only a lad then. He would later complete his graduate studies, an MPhil in linguistics, and top it up with a PhD from Oregon, USA.

After an illustrious career as an academic (see his brief bio here on the University of Ghana website) he not only retired as a full professor but even served as Pro Vice-Chancellor of Ghana’s premier university. What do we find the illustrious son of Ghana doing these days? Picketing on the premises of Ghana’s Ministry of Finance to demand that the government exempts his and fellow pensioners’ bonds from being sequestered in the dubious Domestic Debt Exchange (DDE) programme. I know for a fact that virtually all of Prof. Kweku Osam’s pension monies are in these bonds. Ei! A former Chief Justice also picketing alongside the other day is reported to have said, “I am over 70 years now. I am no longer government employed, my mouth has been unguarded, and I am talking, and I am saying that we have failed.”

 

“BACK TO THE FUTURE”

When Uncle Kweku overtly verbalized to the media in an interview on one of the picketing days that he would dissuade his children from ever investing in the Government of Ghana’s financial instruments because “they are risky,” he seemed to have read my mind. Seriously. For while I agree that it is despicable to draw the aged into this DDE debacle and punish pensioners who have planned well for their future and lent their own monies to government to work with, I have an even greater concern for the young people of the country who might take decades to recover from this rude shock. It has taken years to grow a savings and investment culture in Ghana.

As previously started in an earlier article on this matter, “I am pained that, ‘The fathers have eaten sour grapes, and the children’s teeth are set on edge’ (Ezekiel 18:2). For over 20 years now, The HuD Group and I have championed a culture of savings and investments in Ghana, and had the JOY of seeing thousands heeding the call, especially young people.” I recently met one of the young men I used to travel the country with to inspire and teach young people to form investment clubs and start investing. He’s currently the managing director of a major investment company in Ghana. He intimated how this whole DDE disaster made him shed several kilograms over a month, being at the receiving end of verbal and other forms of abuse from frustrated and fearful investors. At the time we spoke, people were withdrawing an average of 100 million Ghana Cedis each day from his outfit. He had already dispatched 2.5 billion Ghana Cedis when we held our conversation.

 

 

BACK TO THE PENSIONERS

So what exactly are we working for? The calibre of pensioners-turned-picketers is disheartening: doctors, engineers, civil servants… If retired professors and chief justices are protesting, what about the no-namers and the many who are too old or too ill to hit the streets? I am privy to a WhatsApp message Prof. Kweku Osam sent that was meant to be just informational, but ended up being very transformational for me:

The last time I took part in a public demonstration against a government of Ghana was in May 1983, as a fresh graduate student. That was when students in the country rose up against Rawlings and his PNDC. Today, God willing, I’ll join fellow Pensioner Bondholders to protest at the Ministry of Finance. The government should leave Pensioner Bondholders alone. Touch not the Pensioner Bondholders.

Think about it: Uncle Kweku began his working life protesting the government. Forty years later, he is ending his working life with yet another anti-government protest. Virtually all his lifesavings is now being held at ransom by a government that has misled and mismanaged her affairs, Covid-19 and Russia-Ukraine notwithstanding. After forty years of wandering in the wilderness between the 1983 protest and the present one on the eve of our sixty-sixth independence commemoration, Ghana itself is a pensioner by age, without much to show for it. We’ve got to do better for our people, old and young alike. Seriously.

Prof. Osam’s generation–my parents’ generation–is the same one the current Finance Minister, Uncle Ken, belongs to. It is the same crop of people who plotted military coup d’etats a generation ago in their youth. Now they won’t exit quietly either, not without a financial coup de grace. With trepidation, dare I call them the lost generation? And they did not only lose themselves and their way, they lost money–theirs and ours.

But to what will my generation and those following rise, having clearly observed that Ghana is not worth living for and Ghana is not worth dying for? That’s how many feel at the moment. Honestly. Think about it.

 

Meet Patrick Lencioni, the Workplace Guru.

There’s no one I enjoy hearing about teams, meetings and workplace dynamics like Patrick Lencioni. Patrick is an American author of books on business management, particularly in relation to team management. He is best known as the author of The Five Dysfunctions of a Team, a popular business fable that explores work team dynamics and offers solutions to help teams perform better. On a recent trip to southern and eastern Africa, his cautionary tale to CEOs published in a book by the title The Motive, was my jolting companion. It brought me back to my senses as CEO of a few enterprises.

Lencioni is Founder and President of The Table Group, a management consulting firm specializing in executive team development and organizational health. As a consultant and keynote speaker, he has worked with senior executives and executive teams in organizations ranging from Fortune 500s and high tech start-ups to universities and non-profits. He also gives talks on leadership, organizational change, teamwork and corporate culture. He is frequently interviewed for national media including features in the Wall Street Journal and USA Today.

 

SIX TYPES OF WORKING GENIUS

At the annual John Maxwell Live2Lead conference last week–the Ghana site hosted nearly 600 leaders LIVE! with thousands more to benefit through rebroadcasts–we heard from Patrick Lencioni about his groundbreaking new model that provides a deeper understanding into our workplace and team dynamics.

 

The six types of working geniuses together form the word WIDGET, symbolized by six gears working perfectly synergistically well together. W is the genius of Wonder, I the genius of Invention, D the genius of Discernment, G the genius of Galvanizing, E the genius of Enablement and T the genius of Tenacity. In the near future we shall provide a fuller blog delving into further details about these six geniuses. In the mean time hear Pat the sage, “If you want to be successful and fulfilled in your work, you must tap into your gifts. That can’t happen if you don’t know what those gifts are.”

 

THINGS DON’T HAVE TO BE THIS WAY

Pat explained how people don’t understand their personal areas of working genius, which impacts their ability to identify work opportunities that would be most meaningful to them, as well as disallowing organizations, teams, and families to help individuals tap into their true working genius, resulting in a failure to reach one’s true potential. But things don’t have to be this way. This tragedy is avoidable, as Pat shared how you can identify your working genius and understanding which one of the six geniuses both you and your teammates are. Contact us, the Live2Lead team, if you and your team would want to test your genius to become all you really could be. There are no dumb or lazy people on the planet or on your team; only geniuses who are yet to find and fire up what makes them tick!

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 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.