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 Best Promotions are the Worst.
Here’s the worst thing about the best promotion. At one of my organizations, we recently had to let an excellent hire go. Come to think of it, we failed him. We failed him by promoting him.
You would think that all promotions are good but no. One of the worst kinds is being ‘elevated’ to become a leader just because you are an outstanding worker or producer. Working on stuff and excelling is very different from working with souls to excel. The reward for hard work is more work, weird yes, but the latter tends to be more mental work than manual —which most people find as more beneficial—also, more of working with people than working on things.
As one person shared about struggling with leadership upon her first promotion as a telco manager: “Within one month, I went from being the best programmer to the worst supervisor.” I’ve seen this happen to too many people in too many places. I grew up on the University of Ghana campus (both my grandfather and mother were professors there) and I would see time and time again fine lecturers promoted into leadership positions, from heads of department through deanship to vice-chancellorship and flail and fail. How many times have I said that a great chemist or erudite historian doesn’t necessarily make a great leader!
We do the same in the medical world, promoting top surgeons to head departments or if God doesn’t intervene, to head the hospital! When I was promoted to supervise the Military Polyclinic at the 37 Military Hospital in Accra, determining the doctors scheduling and all, in my opinion it was only because I wasn’t a bad doctor and had been around long enough. And no one gave me a minute’s training about leadership. Squat. Thank God I had been a private student of leadership for years prior.
It doesn’t start out as a bad thing; in fact, it is exhilarating at first for the recipient of the promotion. And the giver of the opportunity ordinarily also means well and feels good about it. But organizational leaders need to rethink the notion of making people supervisors, managers or leaders as a reward for diligent or even skillful individual technical work. It can backfire, seriously.
A STORY I CAN’T GET OVER
One of the most poignant illustrations of this phenomenon of worker/rewarded-as-leader is told by my mentor Bill George in his book ‘True North.’ It’s about the person who confessed upon her first promotion as a telco manager, “Within one month, I went from being the best programmer to the worst supervisor.” Here are some more details:
“It’s unbelievable how bad I was. I didn’t know how to delegate. When somebody had a question about their work, I’d pick it up and do it. My group was not accomplishing anything because I was on the critical path of everything. My boss saw we were imploding, so he did an amazing thing: He gave me every new project that came in. It was unreal. At 4:30 PM, my team would leave, and I’d be working day and night trying to dig through this stuff.
“Finally, I couldn’t take it any longer. I went to his office, stamped my foot like a 5-year-old, and said, “It’s not fairI have the work of 10 people:” He sad calmly, “Look out there. You have 10 people. Put them to work.” It was such a startling revelation. I said sheepishly, “I get it.”” [1]
If this person hadn’t eventually learned to lead people, she would never have made it to becoming president and CEO of the American Red Cross on June 23, 2008. Prior to that she had also held top management positions at AT&T Corporation and Fidelity Investments. She is a member of the board of trustees of Johns Hopkins University and the board of directors of DTE Energy.
This is Gail J. McGovern we’re talking about here, even recognized by Fortune magazine in 2000 and 2001 as one of the top 50 most powerful women in corporate America. Alas, not all of such stories that begin with such ‘good promotions’ end well, and even when they do, not without significant damage to many.
DIAGNOSIS OF LEADERSHIP FAILURE POST PROMOTION
It takes both a different mindset and skill set to move from being an excellent worker to being a good leader, let alone a great one. Yet we come to the world of work with both a mindset and skillset that ill-prepare us for leadership success. Even prior, we are socialized largely to excel as individuals. I concur with Bill George that this unpreparedness is attributable to our upbringing:
“…so much of our early success in life depends upon individual efforts, from the grades we earn in school to our performance in individual sports to our initial work assignments. Admissions offices and employers closely examine those achievements and use them to make comparisons. …As we are promoted from individual roles to leadership, we believe we are being recognized for our ability to get others to follow us…
“To become authentic leaders, we must discard the myth that leadership means having legions of supporters following us as we ascend to the pinnacles of power. Only then can we realize that authentic leadership is serving people… How else can they unleash the power of their organization unless they motivate people to reach their full potential? … Only when leaders stop focusing on their personal needs and see themselves as serving others are they able to develop other leaders.” [2]
ROAD MAP TO LEADERSHIP SUCCESS POST PROMOTION
If Maxwell’s 5 Levels of Leadership is anything to go by, then when one is promoted from the top echelons of the worker floor (Peak Performer/Worker Level 3 in diagram above), they only end up at Level 1 of leadership: Position. The lowest level of leadership—the entry level, if you will—is position. People only follow if they believe that they have to (otherwise you might use your powers of carrot and stick). If this leader takes the hint and invests in their leadership growth, they can move to Leader Level 2—Permission—which is based on relationship. At this level, people choose to follow because they want to.
You will notice that even what Gail was trying to get done at work, putting the 10 people ‘out there’ to work, is still only mid-level in the Maxwell scheme of things: Production. Good leaders know how to motivate their people to GTD – get things done! And getting things done is what Leader Level 3 is all about. But they’re only good; not great. Leader Level 4 — People Development—can be summed up in another word: Reproduction. One’s goal at this level is to identify and develop as many leaders as one can and investing in them to help them grow. Here (Leader Level 4), you’re producing people as leaders, not producing work through people (Leader Level 3).
The most challenging and highest level of leadership, Level 5, is the Pinnacle. According to Maxwell, it requires longevity as well as intentionality in investing one’s life into the lives of other leaders and organizations for the long haul (while growing yourself as lifelong learner all the while). People follow such because of who they are and what they represent. Their leadership gains a positive reputation, betters still, one has earned respect.
Note that Level 5 leaders develop Level 5 organizations. I will add that in the leader verses institutions debate—as to whether it is strong leaders or strong institutions we need to develop long-term—I would say that it takes Level 5 leaders to build the structures and systems that produce strong institutions. This is the realm of legacy. As a result, Level 5 leaders often transcend their position, their organization, their industry and perhaps even their nation.
And nothing accelerates leaders through these levels, from 1 to 5, like intentional coaching.
CONCLUSION
As you can tell already, it’s a long way from being the best worker to being a great leader. There is nothing more painful than a “highly capable individual” (as Jim Collins puts it) thinking that just because they’ve been a peak performer and ‘made it’ onto the supervision, management or leadership floor that they’ve got what it takes to run the ship. One’s productive contribution through individual effort in knowledge, skills and good work habits won’t cut it. As promoters, if we promote people and fail to plan a leadership growth path alongside that, we’ve inadvertently planned to fail them.
Congratulations on your promotion, but to ensure that dream-come-true doesn’t become a nightmare, and the reward a trap instead, you must be aware that it’s a floor and not the ceiling. Top floor workers’ triumphal entry through the golden portal of promotion only lands you as a ground floor leader. Welcome to Level 1 of Leadership: position. Just that.
References
[1] Bill George. True North: Becoming an Authentic Leader. Second edition; expanded and updated edition. Jossey-Bass, Hoboken, NJ, 2015, pg. 186-187.
[2] Ibid, pg. 185
Perbi Executive Leadership Education (PELÉ) Gets New Chief of Staff: Introducing Patrick Kojo Amissah.
Perbi Executive Leadership Education (PELÉ) and allied Perbi establishments heartily welcome Mr. Patrick Kojo Amissah as our new Chief of Staff. Kojo Amissah is a versatile professional with experience in organisational leadership, team and operations management. He believes in striving for excellence and critically analysing problems with the goal of coming up with practicable, innovative solutions. He has worked in the educational, publishing and financial sectors.
Kojo’s previous work experience includes co-managing a start-up (Catalyst Learning Limited) and growing it into a sustainable firm. His responsibilities included structuring and establishing different roles and tasks, recruiting and training staff, establishing systems, managing finances, and planning and executing projects. For over three years he led in the development, printing and distribution of over five million copies of textbooks and workbooks to various schools across Ghana. He managed communications and relations with foreign printing firms including negotiating prices and planning the delivery of printed books.
We are convinced that the skills and knowledge gained from these experiences will enable him to quickly adapt to the demands of the Chief of Staff role at PELÉ and to exceptionally perform the outlined responsibilities. Mr. Amissah possesses good leadership and team management skills which he honed while serving as Team Leader, Curriculum Development and as Chief Operations Officer. Watch out for PELÉ’s online leadership courses to be launched by mid 2023.
Mr. Amissah developed important team building and conflict management strategies as he directly and indirectly managed over thirty individuals performing different roles. He also possesses good negotiation skills and valuable stakeholder management experience. At PELÉ, we believe these are important transferable skills that will aid his interactions with staff of Perbi Executive Leadership Education and affiliated organisations like Perbi Cubs, Kwiverr, The HuD Group, Send Africa, Adeshe Real Estate, ISMCanada, PAIS, Africa to the Rest, BCA Leadership, the Lausanne Movement etc. Kojo takes the baton from Ashesi cum University of Warwick alumna Araba Andoh who laid pioneering tracks for the role.
According to Kojo, “I am highly motivated to serve in the role because it provides the opportunity for me to put my unique mix of experience in leadership, operations management and publishing to use in the worthy cause of growing executives to make significant impact in society. I also believe that working directly with an accomplished leader and entrepreneur like Dr. Yaw Perbi is an unmissable opportunity to grow professionally.” Among Kojo’s first tasks will be helping to host the incoming BCA Leadership Made in Africa Leadership Conference, launching PELÉ’s avant-garde DeepLEAD online leadership course and providing operational support for both The HuD Group’s 20th anniversary activities and Kanéval by PerbiCubs/UNESCO Accra World Book Capital. In commemoration of the latter, Dr. Yaw Perbi seeks to (re)publish all his two dozen books.
We welcome Mr. Kojo Amissah at this inflexion point where YAW PERBI is transitioning to PELÉ (Perbi Executive Leadership Education) to maximize team potentials beyond the availability and capability of Dr. Yaw Perbi as an individual. PELÉ by YAW PERBI is an Executive Education firm that offers authentic and customized relationships and resources to C-Level executives to grow personally, succeed professionally and become significant societally. PELÉ’s vision is to see a flourishing global ecosystem of authentic leaders characterized by growth, success and significance.
Kojo wields a Bachelor’s degree from the University of Ghana and an MBA from Coventry University. He is a practising catholic. Akwaaba, Kojo. Bienvenue, Monsieur Amissah. Here’s to your own growth, success and significance. Together, let’s carpe diem and make a dent in the universe!
How to Apologize Properly: Seven Succinct & Sturdy Steps.
Let’s talk about apologizing properly. Some people are too prideful to apologize when they err (including me, sometimes). That’s so wrong. But even for those who know they are in the wrong and want to make things right, they often still get making things right wrong.
Imagine my shock, when l was scheduled to have a meeting with one of the top CEOs in Africa and l kept waiting and waiting and waiting and… this person wasn’t showing up. So I signed off from Zoom about 20 minutes later and sent a message: “I hope you’re okay…” etc. etc.
It wasn’t until the next day when this leader sent what was supposed to be an apology. All this person said was, “Apologies.” End of story. What?! I was shockprised. “Is that how to apologize?” I soliloquized. Then l began to understand why only a couple of weeks earlier one of my close friends who is also a top executive of a Ghana Club 100 company shared with me how one of my daughters had totally shocked him. Apparently, she had stepped on him or something of the sort (l forget) but that wasn’t the source of the shock. It was how she apologized. That so astonished him and he said to himself, “I’ve got to learn how to apologize this way.” He is now actually teaching his family that this is how to apologize properly henceforth, when you do something wrong.
This is the way to apologize, for acts of commission (doing what you’re not supposed to do) and omission (not doing what you’re supposed to do) alike:
- Mention the fellow’s name: “Anyele.” “Frankie.” Mentioning a person’s name calls their attention, makes it personal, and connects us to the caller.
- Spell out your offence: “l missed our appointment” or “l did not put the money in the bank like you had asked me to”
- Acknowledge you erred, openly admitting it: “l am wrong”
- Let them know you regret it, verbally articulating it: “I am sorry”
- Ask for their pardon: “Please forgive me.”
- Wait for their response (hopefully they can process right there and then and also give you a response in the affirmative).
- Thank them (no matter the response).
So here’s an illustration of how my CEO friend should’ve apologized: “Yaw. I totally missed our appointment and stood you up. I am wrong. I am sorry. Please forgive me.” This is the way to apologize properly. Just saying “apologies” or a half-hearted “oh sorry” in a huff doesn’t cut it. I am learning to do this better and better because I realize that sometimes when I’m not really really sorry I don’t want to go through this process and certainly don’t want to make the above string of statements.
Giving the other person the opportunity to forgive you by saying “please forgive me” is very empowering for the offended party. It kind of disarms the offender simultaneously too. I hope you’ll practice this and that true transformation will transpire because you are truly deeply sorrowful for what you did wrong even if it’s the slightest thing. Remember, “Ms. ABC, I did XYZ. I am wrong. I am sorry. Please forgive me.” Then await their response and thank them. This is the proper way to apologize. Some even go an extra length to state what they’re going to do to make things right and/or renegotiate the promise.
I am wary of people who are not self-aware enough to recognize they’ve done wrong, whether upon self-reflection or via feedback. And I don’t trust those who won’t say sorry after they’ve been made aware of it, and do it seriously and sincerely. I won’t do business with them because they have low integrity. Of course ,the first layer of integrity is keeping one’s word. But when inadvertently through extenuating circumstances one is unable to, to keep one’s integrity we still need to acknowledge that our integrity is unraveling (not just pretend we never gave our word in the first place) and then still honour our word by apologizing in the above manner and renegotiating.
Apologizing properly is not a trivial matter. It has saved personal relationships, families, communities, organizations and even nations. Let’s begin to take apologizing properly and sincerely seriously: on a personal level, then in our families and communities, ultimately in our corporate world and national life. Now, go and do likewise and teach the people at your workplace, on your team, and even your spouse and cubs to do same. That’s the way to go.
O National Cathedral of Ghana: My Hopes and Fears Have Met in Thee.
In the interest of full disclosure, first of all I am a Bible-believing, Jesus-following, Spirit-filled African Christian. Secondly, at the time of writing, I have no membership of any political party—just a citizen who passionately loves his motherland and has served both major political parties when called upon. Finally, I comment on the National Cathedral of Ghana matter primarily as a missiologist and leadership scholar. These thoughts were largely shared on the Cit FM/TV current affairs programme The Big Issue on 21st January, 2022. The crux of my submission, that the project be halted and audited, was also carried on Citi News Room here.
THE THING THAT I FEARED HAS HAPPENED
My first article on the proposed National Cathedral of Ghana in August 2018 was entitled in a manner that exposed the battle that raged within me upon hearing the president of the Republic of Ghana announce his vision to put up a national cathedral. It was an inquiring heading: “National Cathedral: Vulgar or Virtuous Venture?
In it, I confessed “my unwholly holy initial thoughts, honest-to-God,” sharing my initial skepticism about the project, mainly concerned about it being a mere political scheme to siphon monies, only with a nice religious façade. Secondly, I questioned the prudence of it amidst the poverty and sheer lack of basic infrastructure and public services in a developing country (NB. This was before Covid would hit and make everything that was bad, worse). Thirdly, I was wary of the perilous path of Europe where centuries old grand cathedrals now only stand as emblems of a once-upon-a-time vibrant Christendom while the faith itself is dying today, precipitously. Even then, one need not cross the oceans to note the dangers of religious opulence over pragmatic faith. Just look next door, right across the Ghana border to the near-white elephant of the Notre Dame de La Paix in Yamoussoukro, whose proposed community-impacting hospital as an attachment to assuage the papacy’s guilty conscience is till yet to see the light of day, thirty-two years later.
As I studied the cathedral proposal further, especially as an African missiologist, its merits rose above my cynicism and mounting hopes tamed my fears to the extent that I was willing to give the project a chance, even my support. In fact, not only was I present at the foundation stone-laying, I wrote a cogent trilogy about how even the president might not be fully aware of the extent to which Almighty God may be using him to accomplish His glorious purposes in and through Africa, especially considering this unique moment in history where the once derided “dark continent” now has more Christians than any other continent and will double that lead by 2050, with more Christ followers than the next two continents (Latin America and Europe) combined! In fact, a summary of the trilogy even made its way into the Cathedral’s published magazine.
Over the last couple of years since then, I have found my faith in the project on a slippery slope back to where it first began, with supposed scandal after seeming scandal and allegation upon allegation that rival the corporate sins of the Arthur Andersons and Enrons at the turn of this century (if not making them pale in comparison), that do not befit an edifice for the King of kings. The opacity in the project’s financial dealings, including estimated project costs, eye brow-raising fund transfers and amorphous government seed money, make nonsense of the God who is light, in whom there is no darkness at all. The purpose of this rejoinder is not to dive into each of the smudges and spots on the project but to put on record that while I have enumerated prior at least a dozen reasons this could be a virtuous project, like ‘the greatest man in the East’, for me too, “the thing I greatly feared has come upon me” (see Job 3:25-26). I seek to document for posterity my revised position on the National Cathedral of Ghana for not only are my values being violated, the very faith in whose name this edifice is being erected is endangered.
NOODLED & NUANCED
This cathedral matter is a very nuanced one and thus requires the highest levels of leadership competence, care and character to navigate it. What do I mean? Four things. First of all, the president is not a king; he cannot just pronounce edicts, fiats and decrees at an enlightened citizenship. Secondly, we don’t live in a theocracy, but in a fairly vibrant democracy (although admittedly we are a pseudo secular state with our national anthem and pledge referring to ‘God’). Thirdly, private-public partnerships can be a tricky dance. And finally let’s face it, things are hard socioeconomically right now!
As if all of this is not enough, the president in particular hasn’t shown the kind of great leadership in casting vision (constantly, compellingly, creatively) and galvanizing the people from the grassroots. To make matters worse, the government itself has lost the trust of the Ghanaian people with its economic mismanagement, real and imagined, poor emotional intelligence in matters like this and poor consultation culture–from this cathedral issue through the recent e-levy saga and even current Domestic Debt Exchange debacle.
Then the process itself has been fraught with paucity of information and poor communication, poor governance (really governance 101), low accountability and too much opacity. In fact, in my frustration the other day while preaching on an Ephesians chapter five text about leading and living in the light I bellowed, “Stop the Cathedral in the name of the Lord!”
Don’t get me wrong. There are pluses about this project. Many. Between my initial article and the subsequent trilogy you will easily find a dozen cogent reasons why this could be a virtuous venture, including how the cathedral is more than a building (although the Africanization of it, its tourist attractions and income generation nature per se are all something to write about). The fact that the cathedral has a mandate to be a convenor of national conversation and debate warms my heart.
If the government had kept to its initial promise of providing “just the land” and only “seed capital,” I’ll be at peace. It is for the body of Christ to build this cathedral to the glory of the LORD, but considering the nature of Christianity in our Ghanaian public sphere and the prime place of faith for the African this is a nuanced matter. Any good government would have a keen interest in this matter, hence the sense in situating the NCG in the country’s capital city’s ceremonial core to provide “the missing link” (words of the architect) as a final piece of a national puzzle. Apparently, the other national pieces are all already in place: the people’s place (international conference centre, national sports stadium), the people’s representatives’ place (parliament building and State House), the peoples’ heroes’ place honouring the dead (Osu cemetery and adjoining military cemetery).
Granted, it isn’t everyone who is able to appreciate that we are a building a nation here; not just an eclectic collection of utilitarian infrastructure. That’s how come although we still have children learning under trees we still have national stadia and presidential edifices like Jubilee House and Peduase Lodge. To build or not to build this cathedral is really a nuanced and noodled matter that requires a certain high level leadership that I, honestly, haven’t seen on the horizon.
THIS ISN’T A ZERO SUM GAME
As a missiolgist, I believe that even the president does not fully know or understand the magnitude and implications of his vision. His initial vision may have been personal but vision is often progressive and it is possible He is being used by the Sovereign God in ways the man himself cannot fully comprehend, let alone the masses crying out against this vis-à-vis the impoverished state of the state. In order not to repeat the dozen or so cogent reasons why this project can be worthwhile, I will strongly encourage you to take a look at trilogy 1, the second part and the final installation, all from March 2020.
GOING FORWARD: SEVEN STEPS
1. STOP! STOP! STOP!
This may very much sound and look like the ‘STOP WORK’ in red paint on uncompleted building projects by the Accra Metropolitan Assembly (AMA) yet, I see red flags all over this project that require concomitant red paint markings all over it too. This is not from the AMA this time. Just “we the [Ghanaian] people” saying, “STOP WORK!”
2. AUDIT
Secondly, let us get any of the so-called ‘Big Four’ global auditing firms in the country to do a thorough audit of the NCG secretariat, board of trustees and other associated names like JNS Talent etc.
Sometimes those AMA signs not only read, “Stop Work” but continue with “Produce Permit.” I would say for this cathedral project, in conjunction with step one, let us also “Stop Work and Produce Audit.” The result of the audit will help clarify our next steps—if even this project should continue at all, and if it should, how.
3. CALL FOR CONVERSATIONS AND DEBATE
Let us on purpose have a broader conversation and debate of the best minds and hearts for the way forward. “In the multitude of counselors there is safety,” said the wisest man that ever lived. And this is a sagacious king who could’ve easily ignored the counsel of others. Interestingly, he put up the most magnificent temple in the whole world in his day, for YHWH. Even Africans like the Queen of Sheba travelled long distances to come and see. If we want to see the reverse today, others come from elsewhere to behold the magnificence of the NCG, then we had better consider wise, broad-based consultation.
In my humble opinion, this government has been unbelievably militaristic; so non-consultative! Yet the thing is that even if people do not agree, they will support the project, or at least not be as antagonistic, because they have been seen (recognized) and heard. Conversations and debate will cause the significant groundswell needed for such a massive national venture with international ramifications.
4. GIVE OURSELVES TIME
If from the pause, audit, conversations and debates it becomes apparent that this project should continue, then we must give ourselves time. This cathedral doesn’t have to be built by 2024 and ready for a January 2025 swearing-in. That is precisely part of the problem with this project: the fact that the president is in a hurry to put this up while he is in office.
While a sense of urgency is good, undue pressure because of time crunches leads to many mistakes and often unethical behaviour, no matter how hitherto virtuous one’s cause. For example, this strange exchange of over two million Ghana Cedis between a whole national project and a private individual’s company obviously happened because apparently the project couldn’t wait for government funds to clear (this issue is under investigation, and rightly so). Besides, things are über hot in the economy right now, Ghana’s caught up in a socioeconomic inferno. It is wisdom to let both the times and tempers cool off.
If this is truly a national cathedral and not H.E. Nana Akufo-Addo’s pet project, then it should stand the test of time by traversing other administrations—perhaps two or even three terms down the line, including opposition parties—and be owned by all and sundry. If is by the good people of Ghana it for the glory of Almighty God, then we are not in a hurry. When we are not in a hurry we can think properly, do things appropriately, follow due process… Time is money and time will save us a lot of money—and a multitude mistakes.
5. TRANSPARENCY! TRANSPARENCY! TRANSPARENCY!
“This is the message we have heard from him and declare to you: God is light; in him there is no darkness at all” (1 John 1:5, NIV). Even some corporations have more transparency and better governance than the current supposedly religious project. Anathema! If this is truly an edifice to the Most High God then there cannot be even a hint of inappropriateness and misappropriation. As it stands now, not only has there been too much darkness and opacity surrounding a building that is to be a Lighthouse for the nations; too many allegations and suspected scandals that even some ordinary government projects cannot rival.
My mind goes to another cathedral project’ in ancient times where it was said, “They did not require an accounting from those to whom they gave the money to pay the workers, because they acted with complete honesty” (2 Kings 12:15, emphasis mine). I’m afraid we cannot say this of the NCG people or process so far.
6. LET GOD’S PEOPLE BUILD GOD’S BUILDING
The government of Ghana has done more than enough, giving the land. And way more seed than was my impression at the start of the project. If this sanctuary is really for the LORD then let’s let the Body of Christ in the country build it. And yes, we can! Christians have literally put up thousands of edifices strewn across the length and breadth of the country, ‘from Gambaga to Accra, from Wiawso to Keta.’ Let the Church do this for the glory of Almighty God. We thank the generous government of Ghana for the head start but no more government/tax-payers’ funds, please.
Let God’s people be able to say, like in Nehemiah’s day, “The God of heaven, he will prosper us; therefore we his servants will arise and build.” Whenever God gives a vision, He also makes the provision. But if this venture isn’t of God, then we are on our own; it will be hard.
For a number of great cathedrals that have been built, people have felt so privileged to be a part of the history-making that they have voluntarily given, not just of their substance but of their very selves. Carpenters, masons and other artisans and professionals have offered their services for free, and not the case of exorbitant amounts being paid to the current architect and others. In my opinion, the celebrated architect should feel so privileged to do this for God and country that he does this gratis! You tell me how much we paid the designers of our national flag and presidential stool; or composers of our national anthem and pledge.
7. WORK AS PASSIONATELY ABOUT OUR ‘SOFTWARE’ AS WE ARE ABOUT THIS ‘HARDWARE’
By software I mean our values, our paradigms and attitudes etc. The nation is so full of poor work ethic, corruption, filth (environmental and figurative), incompetence, dishonesty, lack of integrity etc. yet we want to build a magnificent cathedral for God. There is so much grievous poverty in the lives of the majority yet we want to put up this ceremonial and celebratory infrastructure at a cost of $400 million in the heart of Accra. The scriptures are replete with what God requires of us, first and foremost, and it is not so much physical buildings as that our spiritual, social, mental and emotional states reflect His glory; also, that our physical bodies will be hallowed as His temple. So as we are excited about the hardware (physical building of a cathedral), o how I pray that we are equally excited to work on our values, attitudes, morality, ethics, true selves, true faith and integrity. We also ought to disciple our sectors and systems of Ghanaian society so that these reflect a people that believe in a righteous and excellent God, the Most High.
CONCLUSION
Despite the bold vision of the NCG, we haven’t as a people or leadership displayed the kind of competence (eg. vision casting, convincing communication, broad consultation), character (eg. transparency, accountability) and compassion (eg. sensitivity to the present economic plight of the Ghanaian people) that a project of this magnitude demands.
I believe if we took the above seven steps, that should put us in good stead and hopefully lessen the painful memories and bitter aftertaste that this project would otherwise bring us. I do not believe the NCG is an entirely vile venture; but neither will it be entirely virtuous without great leadership in its purpose and process. Repentance and restitution must take place where the audit finds wrong and the best way forward forged as a body politic. The virtues in the idea of a national cathedral can be redeemed and the dead and near-buried hope and glory resurrected. This project can still bring God glory and bestow blessing on not just Ghana but the nations of the world if we would be quick to vanquish the evils that crouch at the foundation and front steps of this edifice. But for now, both my hopes and fears of these past six or so years have come to a head in this embattled National Cathedral of Ghana project.
Post Script
It was heart-warming to find that a couple of the National Cathedral’s Board of Trustees members, namely Archbishop Nicholas Duncan-Williams and Rev. Eastwood Anaba, reiterated my January 21 call above to ‘stop work and produce audit’ barely two days later, January 23, 2023. It was soon followed by a formal press release by the chair of the Board, Rev. Prof. Opoku Onyinah the next day, following a January 23, 2023 Board of Trustees meeting at which they agreed to engage Deloitte, one of the Big Four accounting firms in the world, to carry out an audit.
The hope expressed in the final paragraph of the said press release is mine too: “It is the hope and trust of the Board of the National Cathedral of Ghana that once these nagging issues are satisfactorily dealt with, the public interest and confidence in the project would be restored and rekindled to enable the citizenry to contribute generously to complete the Cathedral to the glory of God.”
On Saving a Nation.
The story is told of a man who traveled from a developing country to a more economically advanced one in search of a better life. Upon arrival, the man was shocked to find that no one managed the local milk shop. Customers would take what they needed from the refrigerator, leave the exact amount of money for their purchase, and be on their way. Neither the milk nor the money was under lock and key. This would never happen in my country, he thought.
The only thing that surprised the man more than the honor system of the unmanned milk dispensary was the price of the product. The milk was cheaper here, even though his country had more milking cows than people—and in turn produced more milk. How could this be? Then it finally hit him. The higher price at home included the additional costs of dishonesty and thievery.
In his country, locks would be purchased for the refrigerator and money box. A worker would be hired to conduct the transactions. Another person or two would be hired as security, in addition to needing expensive CCTV cameras. This is not to mention the added logistical and utility costs from inefficient or unreliable systems. It all adds up, reflected in the price of a single bottle of milk.
What the society of the man’s home country lacked in cultural values, it paid dearly in economic value—in other words, a higher cost of living than a country with a higher standard of living.
The commercial cost of values
What makes a nation great and strong, ultimately, is its people and their values. Societal values determine what people consider good or important, and this informs how they act. If we consider present-day Ghana in this context, we are likely to be disappointed.
Money and material possessions. Greed and selfishness. These values permeate our society. So I thought it wise to speak to the issue of values in terms of commercial costs. My hope is that even those who place money and materialism and personal gain above all else—including the common societal values espoused in our national anthem and pledge—will realize that real values, such as service and integrity, still affect their bottom line. They will make more money with them, than without.
Consider that Warren Buffet, one of the world’s richest men and most successful investors, advises leaders to look for three things when assessing job candidates: intelligence, initiative, and integrity—but to weigh integrity above all else. If a worker lacks the latter trait, Buffet says, “the first two will kill you. Because if you’re going to get someone without integrity, you want them lazy and dumb.”
It is with near-total trust that we poke an opaque tin of milk and pour out its content without a second thought. We’ve got to trust the regulator, trust the manufacturer, and trust the entire supply chain. A friend and former senior manager in a company that produces perishables once told me that the company would destroy whole batches of product at the slightest hint of compromised quality, because the negative cost of their brand being brought into disrepute would be much greater in the long run than the temporary loss of the thousands of dollars flushed down the drain by an honest act.
Values at the core of a nation
Little drops of values at the individual, family, organization, and sector levels of a society eventually coalesce to make a mighty nation. This is how I have long thought of Ghana. As a mighty nation, rich in social and cultural values to emulate.
I grew up in the early 1990s, when neighboring countries like Liberia and Sierra Leone were decimated by war. Hordes of refugees made their way into Ghana. As a World Vision Youth Ambassador, I toured refugee sites in the country with donors, and the tentative nature of life in tents made me tear up. I have always been grateful to God that Ghana in my life has been an island of peace in a sea of strife.
But bombs and bullets are not the only way to destroy a country. Rather than exploding in external violence, a society can implode through internal valuelessness. I fear Ghana is on this path. I see it all around. We have swung from one extreme to another in a few generations. My grandfather cared little about money or material possessions. He was not alone. How often can we say such things now?
Too often, money and materialism seem to the motivation for the world around us, even at the peril of our lives and at the cost of future generations. Look no further than the dastardly acts of inordinate illegal mining (galamsey), stinky corruption in politics and public service, brazen cheating in exams, rampant illegal practices which combine modern internet-based fraud with African traditionalist rituals (sakawa), food sellers using dirty (waste) water to cook, changing expiry dates on expired medicine or outrightly selling fake medicine… need I go on?
Building the Ghana we want, rooted in values that matter
I worry that in our hurry to catch up with the rest of the industrialized world, we are focusing on infrastructure, industry, and education without a values-based foundation. For instance, STEM education is being touted as the panacea for the challenges we face. But what use is STEM without roots? STEM or any other body of knowledge must grow from a deeply rooted network of shared social and cultural values and norms. Otherwise, patients needlessly die, shoddy infrastructure inadvertently collapses, common funds are looted, and justice is denied.
Ghana is at a crossroads, not just economically, but also culturally. There is a commercial cost to values that must be recognized and incorporated into the policies needed to set Ghana on a more prosperous economic course. Thankfully, influential Ghanaians are talking about it.
Earlier this year, the African Center for Economic Transformation (ACET), which is based in Accra and was founded by Dr. K.Y. Amoako, a Ghanaian, organized a retreat at at the Peduase Valley Resort for more than 50 people representing various civic and political stakeholder groups and organizations in Ghana. The topic of conversation was a new initiative that is set to launch officially in the coming days: the Compact for Ghana’s Political and Economic Transformation.
A roadmap for a stronger democracy and lasting economic prosperity, the Compact is a hopeful approach because it is rooted in strengthening our common values. I attended the Peduase Valley retreat, and values featured heavily in the discussion. It was stressed that the quest for Ghana’s economic and political transformation is meaningless unless it is underpinned by a radical shift in our mindset and values.
Indeed, the discussion focused on identifying values we can glean from the national anthem, the pledge, and the lyrics of “Yɛn Ara Asaase Ni,” written almost a century ago by Dr. Ephraim Amu, one of the fathers of our nation. From the conversation, values such as honesty, selflessness, hard work, and loyalty stood out.
Such discussions must continue in Ghana. Particularly, the all-binding value of integrity needs to be ingrained in every stratum and segment of our national life if we are to realize a greater Ghana, rooted in values that matter rather than tarnished by ones that do not.
Although less dramatic, a definite way to destroy Ghana without bombs or bullets is by eroding the very values that birthed the nation, slowly but surely. “Whether or not this nation prospers,” goes the resounding anthem from Dr. Amu, “clearly depends on the character of the citizens of the nation.”
Dr. Yaw Perbi has practiced medicine in both his home country, Ghana, and with the United Nations Operation in Cote d’Ivoire as a U.N. peacekeeper. He is the founder and Global CEO of The HuD Group, inspiring holistic emerging leadership development in 25 countries on all continents. He is co-founder of PerbiCubs, an edtech company impacting over 8,000 children in Ghana. Yaw is a Fellow of the Africa Leadership Initiative as well as the Aspen Global Leadership Network.
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 Uncle Ebo, the People’s Uncle.
Everyone calls him “Uncle” without even thinking twice about it. Whether young enough to be their son or old enough to be their grandpa, “Uncle” is everyone’s uncle. A voice of reason, counsel in season, James Ebo Whyte, affectionately known nationwide as “Uncle Ebo” is the people’s uncle, hands down.
Mr. James Ebo Whyte is the CEO, heart and brain behind Roverman Productions. He is nationally acknowledged as an accomplished, award-winning playwright and highly sought-after motivational speaker. James Ebo Whyte constantly challenges Ghanaians to think more about the world they live in and the contribution they make to it. Just the day before the October 7, 2022 Live2Lead conference at which he was speaking, he unveiled to his drama troupe his 51st play in fourteen years! A hearty congratulations to the prolific playwright.
INTEGRITY IN THE ARTS & ENTERTAINMENT INDUSTRY
At Live2Lead 2022, Uncle Ebo was the only gentleman among three distinguished leading ladies from the corporate and entrepreneurship spaces as well as the public sector. Their first job was to respond to the submissions on “Leading with Integrity for the Common Good” made in the earlier hour by Patrick Awuah, founder and president of Ashesi University. Uncle Ebo held our attention as he raised issues of integrity in the arts & entertainment segment of Ghanaian society that he had with intentionality decided to counter, like giving kickbacks from corporate sponsorship. He uttered with conviction, “there are sponsorships we know we’ll never get for our plays because of this.” And he’s fine with it, as he knows that integrity comes at a cost.
One of the most amazing feats of Roverman Productions has been putting up a new play every quarter for the last decade-and-a-half and resolving to always start on time, also a matter of integrity. In fact, one of the participants at Live2Lead, a corporate governance expert, interjected that one reason she chooses to go and see Ebo Whyte’s plays is that she can guarantee they would commence on time. Again, Roverman has gone against the tide by ensuring pristine toilet facilities at their play venues and three levels of security at events to ensure patrons have a heavenly experience and leave with no bitter taste in their mouths. To the people’s uncle, excellence in these areas is a matter of integrity.
OF TEENAGE FOLLY AND GAMBLING
We intentionally wanted to leave the Live2Lead conferees on a note of hope, especially hope in Ghana, and Uncle Ebo did not disappoint. While admitting we have mega challenges in the nation he reminds us that we’ve not only been in worse times but also that in the annals of nation building globally, at 60 years Ghana is only a teenager. The national happenings that leave us in consternation are akin to teenage tantrums and this too shall pass. We do have quite a degree of national folly though, which we need to be cured of, he confesses.
Uncle Ebo’s belief in Ghana is so solid that his parting words were the following: “Whoever bets against Ghana will lose.” For a full buffet of this scintillating conversation look out for a recording of the hitherto livestreamed video (currently only available to paid participants) or invite Live2Lead to rebroadcast in your context (company, community, church etc). You don’t want to miss Live2Lead 2023 on October 6, next year, Deo volonte. Pinned on the first Friday of each October, National Leader Day after National Leader Day, building a leader at a time and one centre of excellence at a time, we shall surely get to the Ghana we want. And who knows? Perhaps sooner than other nations have.
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.
