Meet Tim Elmore, Intergenerational Leader of Leaders.

Dr. Tim Elmore’s passion for leader development began in 1983 when he worked alongside and was mentored by best-selling author, Dr. John C. Maxwell. Since then, he’s emerged as an author, leadership expert, and keynote speaker who’s trained more than 500,000 leaders in hundreds of organizations worldwide.  Speaking of intergenerational leadership, he’s also the Founder and CEO of Growing Leaders, a non-profit team that equips students and young professionals around the world to become life-giving leaders. Tim has developed young leaders on every continent and has spoken in 50 countries including India, Russia, China, Brazil and throughout the Middle East.

Dr. Elmore has advised corporations such as Chick-fil-A, Cox Communications, the Home Depot, Cici’s Pizza, Delta Global, Coca-Cola Consolidated, and more. He’s spoken at top-tier universities such as Stanford, Texas, Duke, Ohio State, Georgia Tech, U.C. Berkeley and more. And he’s presented to executives and world-class athletes with the Kansas City Royals, New York Giants, Houston Rockets, and San Francisco Giants. His blog is read by over 100,000 people weekly.

 

THE INTERGENERATIONAL WORKPLACE OF THE 21ST CENTURY

At Live2Lead on October 7, come hear how Tim brings his decades of research and leadership experience to bear on what might be the biggest, most dramatic, and most disruptive shift the workforce has ever seen: the vast diversity of several generations living—and working—together. Tim Elmore explores the fact that for the first time in history, up to five generations find themselves working alongside each other in a typical company. The result? There can be division. Interactions between people from different generations can resemble a cross-cultural relationship. Both usually possess different values and customs. At times, each generation is literally speaking a different language!

How can we hope to work together when we can’t even understand each other? Tim will provide the tools to:

• Get the most out of the strengths of each age group on your team.
• Foster effective communication instead of isolation among people.
• Build bridges rather than walls so that loneliness becomes connectedness.
• Connect people to learn how both veterans and rookies can mentor each other.

 

ADD VALUE TO YOU AND YOURS

At YAW PERBI Executive Leadership Education all our offerings are to the end that leaders grow personally, succeed professionally and become significant societally. Join Dr. Tim Elmore and the other stellar faculty Dr. John Maxwell has put together for this year’s Live2Lead conference and tune up your leadership game. Register now through this link. Impress upon your organization to join the movement that will transform society by becoming a Patron of Live2Lead. A Patron company or individual is one that sends at least 10 leaders to Live2Lead. Together we can change our world for the better!

Register HERE, NOW.

Meet Doris Kearns Goodwin, Presidential Historian Extraordinaire

Doris Helen Kearns Goodwin is an American biographer, historian, former sports journalist, and political commentator. In 1964 Kearns received a bachelor’s degree from Colby College, Waterville, Maine, and in 1968 she earned a doctorate in government from Harvard University, where she later taught government.

Goodwin won the 1995 Pulitzer Prize in history for her No Ordinary Time: Franklin and Eleanor Roosevelt: The Home Front in World War II (1994), and in 2005 she published Team of Rivals: The Political Genius of Abraham Lincoln, which focused on Lincoln’s management of his presidential cabinet. The book served as the primary source for Steven Spielberg’s biographical film Lincoln (2012). She later wrote The Bully Pulpit: Theodore Roosevelt, William Howard Taft, and the Golden Age of Journalism (2013) and Leadership in Turbulent Times (2018). In addition to her works of presidential scholarship, Goodwin wrote Wait till Next Year: A Memoir (1997), about growing up in the 1950s and her love for the Brooklyn Dodgers. She also served as a news analyst for NBC and as a consultant for Ken Burns’s documentary Baseball (1994).

 

TO LEARN OR NOT TO LEARN

It breaks my heart when I hear a famous statement like, “The only thing that we learn from history is that we learn nothing from history” (Georg Hegel, German philosopher). Yet of a truth, “Those who do not learn history are doomed to repeat it.” That quote is most likely writer and philosopher George Santayana’s, and its original form read, “Those who cannot remember the past are condemned to repeat it.” While leaders must not live the past, they certainly must leverage its lessons for today and tomorrow.

Consequently, in a fireside chat with John C. Maxwell at Live2Lead on October 7 this year, Doris will share key leadership insights gleaned from her decades of experience as a presidential historian, public speaker and Pulitzer-Prize winning author. The leadership lessons learned from some of the greatest leaders in our history provide timely clues on how to navigate the current condition of the leadership deficit we are experiencing today.

Come and up your personal, professional and leadership game at this year’s Live2Lead conference. Register now through this link. Nag your organization until they join this rising movement of learning leaders that will transform society by becoming a Patron of Live2Lead. A Patron company or individual is one that sends at least 10 leaders to Live2Lead. There’s no way we can have at least 100 such Patron organizations and companies in Ghana and not transform it, one centre of excellence at a time. Together we can change our country and continent for the better! Let’s do this! Register HERE, NOW.

Meet Patrick Awuah, Trailblazer in International Education Brewed in an African Pot

Last Friday, I spent some time with friend, mentor and fellow African Leadership Initiative/Aspen Global Leadership Network Fellow, Patrick Awuah Jr. It was a joy to see and hear afresh his commitment to the cause of leadership development on the continent of Africa. And this personal pledge is to the extent that he will be excusing himself from a crucial Ashesi University board meeting to address the leaders virtually gathered at Live2Lead and then dive right back into the governance matters of this leading African establishment.

Patrick Awuah is a Ghanaian engineer, educator, and entrepreneur. Patrick founded Ashesi University in 2002. Dr. Awuah, with three honorary doctorates (Swarthmore College 2004, Babson College 2013, University of Waterloo 2018) to his name, has won numerous other awards as an individual and as the founder of Ashesi University. He was presented with the Order of the Volta Award to recognize his contribution to tertiary education in Ghana in 2007. In 2009, Awuah won the John P. McNulty Prize. In 2010, Awuah was awarded 87th most creative businessperson by Fast Company. In 2014, he received The Elise and Walter A. Haas International Award, which honours UC Berkeley alumni with distinguished records of service to their native country. In the same year, he was named best social entrepreneur by the Schwab Foundation for Social Entrepreneurship. In 2015, Awuah was listed by Fortune as number 40 in world’s 50 greatest leaders and was awarded a MacArthur Fellowship. In 2017, Awuah was awarded the World Innovation Summit for Education (WISE) prize, a major global education award.

 

INTEGRITY IN LEADERSHIP FOR THE COMMON GOOD

”INTEGRITY” is an often-used but little understood (and even less practiced) word in Ghana today. Patrick will be the keynote speaker on the theme for this year’s Live2Lead, “Leading with Integrity for the Common Good.” Ashesi has a fascinating story about an honour code and how its implementation nearly jeopardized Ashesi’s accreditation process. This tale has everything to do with instilling integrity, and for those of you who are not privy to the terrific tale, we shall be impressing upon Patrick to share “from the horse’s own mouth.”

Patrick will address what integrity actually means and share practical examples where he’s led with integrity and times his integrity has been challenged. Dr. Awuah will practically tip all and sundry on how integrity is taken off the wall and printed in hearts and minds on four levels: (1) personally (2) as teams (3) organisation-wide and (4) nationally.

You don’t want to miss Patrick Awuah’s fireside chat session at Live2Lead Ghana 2022. Grab your seat right here right now.

Meet John Maxwell, Mentor Emeritus

No single individual has influenced my leadership paradigm and praxis like Dr. John C. Maxwell. I started reading and understudying John in the late 1990s and have been teaching his materials ever since, both as a bonafide EQUIP trainer and a certified Maxwell coach/speaker/trainer on the John Maxwell Team (JMT).

Meet John Maxwell–my mentor emeritus–the #1 New York Times bestselling author, coach, and speaker who has sold more than 30 million books. John has been identified as the #1 leader in business by the American Management Association® and the world’s most influential leadership expert by Business Insider and Inc. magazines.

Dr. Maxwell has also received the Horatio Alger Award, as well as the Mother Teresa Prize for Global Peace and Leadership from the Luminary Leadership Network. His organizations—The John Maxwell Company, The John Maxwell Team, EQUIP, and the John Maxwell Leadership Foundation—have trained millions of leaders from every nation in the world.

The annual Live2Lead conference is John’s brainchild, and he always opens and closes, with other phenomenal faculty sandwiched in between. I have been privileged to host it on both sides of the Atlantic, in Montreal, Canada as well as Accra, Ghana.

 

LAWS OF COMMUNICATION AND LIMITS-BLOWING CONTENT

At Live2Lead this year, John  C. Maxwell will be sharing new content from his upcoming book on the 16 Laws of Communication. Maxwell explains how to identify, grow, and apply your critical capacities. Once you’ve blow the “cap” of your capacities, you’ll find yourself more successful in your daily life.

We are absolutely convinced at YAW PERBI Executive Leadership Education that leadership (including communication) is taught; not just caught. Join John and the stellar faculty he’s put together for this year’s Live2Lead conference and 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.

SO YOU THINK YOU CAN LEAD WITHOUT EQ IN A VUCA WORLD?

 

As one of the Pan African Cohort facilitators of BCA Leadership, I just got off a scintillating Zoom call with amazing African C-level leaders from across the continent—East Africa (like Kenya and Uganda), West Africa (I recall Nigeria, Sierra Leone and Ghana), North Africa (Egypt) and Southern Africa (Malawi, South Africa). We talked about Emotional Intelligence and the whole idea of VUCA. The goal of this blog is to summarize the essentials of the topic, which most participants described as ‘intriguing’: “So you think you can lead effectively without EQ in a VUCA world?” Really, this is a rhetorical question because no one in their right senses would say, “Yes, I can lead effectively without Emotional Intelligence (EQ)” in the first place, let alone in a world that’s described as VUCA.

 

WHAT ON EARTH IS VUCA? 

VUCA is a term that came from the military space, especially at the end of the cold world war when without the two clear polarizing forces the whole world was described as Volatile, Uncertain, Complex, and Ambiguous.  Guess what? If the end of the last century was said to be VUCA then imagine just how much more VUCA it is now. Look at the volatility of the world today, look at the speed of transformation, the dizzying digital economy. Consider the uncertainty with COVID-19 and this post-pandemic world. Is it even a post-pandemic or rather para-pandemic world as in some places it seems over and in others, COVID is still raging? Look at the complexity of the world. How could a microscopic virus emerge in a small place in some corner of the world called Wuhan, China, and the whole world gets grabbed into this? Some things are just ambiguous right now. It’s a VUCA world. There wouldn’t be enough space to write out all the feelings these VUCA times have generated in people, especially anxiety.

 

HOW ABOUT EQ?

Even before the VUCAness of the world, Emotional Intelligence had been identified as the key thing for succeeding in leadership. It is archaic 20^th century thinking that IQ (intelligence quotient) makes a good leader for a total leader not only has IQ, in terms of book smarts or cognitive intelligence, but also Emotional Intelligence (EI/EQ) in terms of being intelligent about feelings and Global Intelligence (GQ). Humans like to think we are rational people but at the end of the day we are emotional beings. The term was first coined in 1990 by researchers John Mayer and Peter Salovey, but was later popularized by psychologist Daniel Goleman five years later.

We now know that 80-90% of success in Executive Leadership depends on Emotional Intelligence and not cognitive intelligence. Don’t get me wrong, I am not dumb. I am a medical doctor for crying out loud. Intelligence is important but guess what? When it comes to Executive Leadership, IQ only gets you into the door, it takes EQ to play the game. And win. After about 128, IQ doesn’t matter anymore! Given the same level of IQ, technical skills, and competence, it’s EQ that would make all the difference in how much one succeeds (or not).

Emotional intelligence, according to Psychology Today, is “the ability to identify and manage one’s own emotions, as well as the emotions of others.” It is thus made up of the following four blocks:

 

BUT THERE’S PROBLEM

So being the amazing leaders we are, we figured out we cannot just sit idly twiddling our thumbs and watch VUCA happen without responding. In 2007, one Robert Johansen (a distinguished fellow at the Institute for the Future), came up with a behavioral leadership model he called VUCA Prime to counteract each of the four elements of VUCA with a specific positive response which starts with the same four letters. VUCA Prime then is to have Vision over Volatility, to overcome Uncertainty let’s have Understanding, then Clarity over Complexity and to overcome Ambiguity let there be Agility. 

Well, I have been studying this since the pandemic began and was thinking recently how good VUCA Prime is but how so very cognitive it is! Why is VUCA Prime so cognitive and does not take enough emotions into cognizance especially when we know 90% of success will depend on a leader’s emotional awareness (of self and others) and responses? 

 

WHAT IS VUCA EQ THEN?

Consequently, I have designed something called VUCA EQ to provide a more comprehensive and potent leadership response to VUCA beyond the cognitive, one that significantly takes emotional intelligence into consideration. Like VUCA Prime, each of the VUCA EQ responses also begins with the same four letters.

Firstly, V is Verification: we need to be able to decipher what our emotions are and label them correctly. Then we need to be able to do the same for others as well so we can respond rather than just react, and we can manage our emotions and that of others instead of just trying to control them. The world of command and control is gone! 

Secondly, instead of Uncertainty and just responding with the cognitive Understanding that VUCA Prime proposes, we rather respond in Unison. What I mean by Unison is to respond with our three brains. You have the cognitive brain but you also have your emotional brain called the limbic system. EQ is not just a ‘heart’ kind of thing, no! Emotional Intelligence has to do with the brain too. Or even more annoying, called ‘soft skills.’ EQ produces hard results on the balance sheet and cashflow statements! There is the Cognitive brain, Emotional brain, and Instinctive brain and VUCA EQ is about responding with all three in unison.

 

 

For Complexity, not only overcome with clarity but with Conveyance. Powerfully transmit emotional then logical information and carry across values and perspectives, considering emotional data and communicating emotions first. Remember to start with emotional data when decision-making and communicating eg. I feel vexxed about this decision and I’m aware most people in the company feel anxious….  Connect with emotions and convey them in response to complexity. 

Then finally, for Ambiguity, not only thrive with agility but by Automotivity. In other words, learn to move people’s emotions or move people emotionally. Automotivity means containing within itself the means of propulsion or movement. Mobilize people in such consonance and resonance with what they want (motives) and how they want (motivations) that they move in a self-propelling manner. After all, why do you suppose feelings are called e-motions? Feelings move us, they move the world. We may not like to acknowledge it but they do. How do you learn to know people’s motives and their motivations so that you can ride on that to send them (better still, travel with them) to a place where they ought to go?

 

CONCLUSION

Leadership is in the transportation business. We move people from here to there and without the power of Emotional Intelligence to move people (think e-motions) towards a shared, noble purpose, we are going nowhere ourselves in the first place and taking no one with us for that matter. Don’t you ever think you can successfully lead, especially in this VUCA world, without Emotional Intelligence.

Are You Aligned with the Mission of God in the Marketplace?

 

Marketplace leaders of faith, it’s time to align. Since returning to Ghana, after several years mainly in Canada, that is a word I’ve heard a lot in my re-orientation: align. “Let’s align, let’s align,” I hear this quite often! CEOs want to align with their boards, other C-level executives need to align with their various teams, sales and marketing must be congruent, and everyone needs to align with the company’s vision, mission and values. All well and good.

Let’s elevate this alignment conversation as I dedicate this particular blog to marketplace leaders who are Christ-followers. The Christ-following marketplace leader does not, and indeed cannot, have the same motives and bottom line as someone who isn’t a Christ-follower. This week, I had the opportunity to speak to a group of emerging leaders on “Man with a Vision on a Mission,” which was essentially about the purpose of life. Dr. Myles Munroe of blessed memory once put it so poignantly, “The greatest tragedy in life is not death, but a life without a purpose.” Purpose is when you know and understand what you were born to be and accomplish, what something was made for. Or as they say in the French city of Montreal my family and I have been domiciled in for over a decade, raison d’être (reason for being). I’ve also held discussions with some of the C-level executives in the Ghana Club 100 from mining to fintech about purpose. (Ghana has christened the top 100 companies as the Ghana Club 100, akin to the Fortune 500 in the United States). These premium companies have profit, for sure, but how about purpose?

 

WHY WE ‘GO TO MARKET’

We are in business for profit, that’s the bottomline—or so we thought until a couple of decades ago, the concept of ‘Triple Bottom Line’ arose (thank you John Elkington) as a result of people pursuing profit at the expense of human well-being and the sustainability of our earth. The bottomline has since been triadized as Profit, People, and the Planet. That’s the triple bottomline. All three come together for holistic prosperity and complete sustainability. 

Profit, is about acing financial performance, generating dollars for shareholders. By People we mean a focus on a business’s societal impact, or its commitment to human beings—within and without the company or organization. People are the other stakeholders beyond the shareholders (who are taken care of largely by profit). We mean people impacted by business decisions from customers and employees to community members. With all the talk about climate change and the like, companies are now tasked to also aim at making a positive impact on the Planet as they seek to capitalize on it to make profit.

Yet while all three are important to everyone in the market—of all faiths, little faith or no faith—I refer to the above treble as the temporal bottom line. There is a timeless triple bottom line, which is what I want to draw the attention of marketplace leaders of faith to.

 

MISSION IN THE MARKET

I’ve realized that we need a reorientation of why we’re in the marketplace, and what our mission is, as Christ-followers. I often tell people that if they don’t have a personal purpose statement, they wouldn’t know which company to work with or for because they won’t know if they are aligned. Your values must be compatible with theirs. Similarly, if you are a Christ-follower, your mission in the marketplace must be aligned with God’s mission.

What exactly is God’s mission? That’s the timeless triple bottom line I refer to. God is on a three-fold mission in the world:

1. Towards Himself—to bring glory to Himself. God gets glory when we reflect His good nature in our being and doing. He desires, and deserves, to receive glory also from the obedience, service and worship of all nations and peoples in every sphere of life, from Archaeology to Zoology. Are your life, leadership and work God-glorifying?

2. Towards creation—to bring a blessing to all created things. God is on a mission to bless all of creation, not just people. People, first and foremost, but all of creation is a candidate for God’s blessing. While the blessing would include the temporal financial profit, people’s prosperity and the planet’s care (triple bottom line), the greatest of blessing is all creation being freed from the penalty, power and presence of sin to be God’s friend once more, to worship and serve Him and reflect His nature lost once-upon-an-Eden again. So, the second-fold mission of God in blessing creation comes through in the 3BL of business, but there is a redemptive element that I dare to say is the most important. I say this because that will outlast how long profit, this planet and this life will endure. Are your life, leadership and work creation-blessing?

3. Against evil—to vanquish evil and establish His Kingdom on earth. Yes, your mission as part of God’s grand mission is to pillage evil to establish God’s righteous, just, and equitable Kingdom on earth forever and ever, as it is in heaven. Are your life, leadership and work evil-crushing and Kingdom-establishing?

 

 

PRAYER AT WORK

We see the above three-fold mission of God in the prayer Jesus taught his disciples:

1. Glory to Himself—“Our father in Heaven, Hallowed be your name… For yours is the kingdom, the power and the glory forever and ever, amen.”

2. Blessing to Creation—“Give us today our daily bread. And forgive us our debts (sins), as we also have forgiven our debtors.”

3. Against Evil—“Your kingdom come, your will be done on earth as it is in heaven… And lead us not into temptation, but deliver us from the evil one…”

Organizing prayer at work with like-minded, same-hearted folk of faith is good but being the answer to the prayer is even better—makes it complete.

 

BOTTOMLINE

Consider this! As a person, am I aligned with God’s mission? Is this what my life, leadership and work are all about: bringing God glory, blessing creation, defeating evil and establishing God’s kingdom? Is that what my company stands for? 

So being an effective agent of God in the marketplace is going for the timeless triple bottom line for God’s glory, for blessing people and the planet in general, but especially the blessing of redemption, and ultimately defeating evil to establish God’s kingdom on earth as it is in heaven, starting with your workplace. This is the tried-and-true-and-timeless triple bottom line. Is your work and leadership redemptive?

We must all align ourselves with God’s mission because to be with God on his mission is the greatest cause of all time for all people on Earth in any and every era. Oh, that it would be done in our marketplaces as it is in heaven!

Relax. Religion isn’t going anywhere.

 

I’m very excited to begin my doctorate in global leadership this week. Having been a student of leadership for the last 25 years plus and acquired a Master’s degree in it a few years ago, I’ve felt it’s time to do the whole nine yards, not so much for the title (after all I’m already a doctor) but to go deeper and be even better-seasoned in my darling subject (or is it object?).

In going this doctorate route, I opted for a seminary environment because faith matters immensely to me, and indeed to the majority people in the world.  The increased secularization of a formerly mainly ‘Christian’ Europe and certain sections of American society seems like an overwhelming flood to many only because it is a sharp deviation from the not-so-distant past when there was hardly any division between church and state; but also because the West disproportionately fills the media space. Only last week the German national broadcaster shared that a recent poll showed “most Germans find religion unimportant.” Yet the fact remains that the majority of the world has and practices a faith of sorts. In 2025, 90% of the world will be religious, my friends who run Operation World say; and by 2050, at least 87% of the world will still be religious, according to Pew Research.

The mid-twentieth-century secularization theory—that an increase in modernity means a decrease in religion— has been largely debunked by the likes of Berger (2014).  According to Todd Johnson, who I just exchanged emails with, an astute associate professor of Global Christianity and Co-Director of the Center for the Study of Global Christianity at Gordon-Conwell Theological Seminary,  “Despite increased modernity the world  has in fact become more religious; 80.8% of the global  population  self-identified with  a religion  in  1970, rising to 88.1% in 2010 and with a projected increase to 91.5% by 2050,” higher than Pew’s projected 87% cited in the previous paragraph!  Even the ‘unaffiliated’ doesn’t mean they aren’t religious; it often means they choose not to be identified with any ‘institutionalized’ religion. Just as humans have a physical, social and mental components that cannot be denied, so is there a spiritual capacity that we cannot run away from. French mathematician and philosopher Blaise Pascal put it succinctly, “There is a God-shaped vacuum in the heart of each man which cannot be satisfied by any created thing but only by God the Creator,” and in his experience and exposure, “by God the creator made know through Jesus Christ.”

By the way, I use the world ‘religion’ generally (and maybe even generously) because as an insider of the Christian faith I wouldn’t call Christianity a religion per se. Religion connotes man in search of God while in the Christian faith it is actually God in search of man. Not only that, religion tends to paint a picture of rigorous rules and rituals while true Christianity is more of a relationship with the Divine than a set of rituals or rules per se. That being said, for the purpose of this article faith, spirituality, divine relationship and religion are all being treated as ‘religion.’

 

FAITH AND WORK, FAITH @ WORK

Without God, and my faith in Him, I do not have a reason for being, a raison d’être.  Neither do I have sustainable passion for my doings because all of it feels like, in the words of the wisest and wealthiest monarch ever, “vanity of vanity, it’s all vanity.” I have observed with grave concern the increasing divorce of faith from the work space, treating it like the plague or some highly contagious disease. Even on work-centric social media like LinkedIn, one cannot help but get the feeling that the mention of God in posts ‘spoils the atmosphere,’ which is riddled with human achievements, of brain and brawn (mainly the former), simply singing of how great we are.

But statistically, 90% and over of the people on LinkedIn are religious. There are myriads like me who know we wouldn’t be as excellent professionally but for our faith. Meanwhile, all who have an active religious affiliation yet act at work as if they have no faith are walking on the dangerous ground of inauthenticity. It is not integrous to want to, or have to, hide such an important part of one’s life as spirituality or faith in a space that easily takes up a third to half of our waking hours: work!

This week, a Muslim mate of mine from medical school, now a neurosurgeon, posted on our year group’s WhatsApp platform a screenshot of a heartfelt social media post someone had made about Dr. Aba Folson, one of our Christian colleagues who is now a cardiologist. This person who made the post, a nurse, starts by saying, “I have been blessed in my journey in the Nursing/Healthcare space to be working with amazing, highly religious health workers. One of such awesome ladies is Dr Aba Folson. She is a Cardiologist.”

She goes on to describe “her humility, assertiveness, excellence and brilliance” and how Aba has “broken protocols to help save my very critically ill patients.” The protocols she speaks of, I believe, were put in place to save patients in the first place, but there are situations where one has to do the unusual and even unconventional at great risk, which separates humans from machines and even artificial intelligence. The wisdom and courage to make such calls, Dr. Folson will say, I know for sure, comes from above. The writer of the text seems to be enamoured by the fact that Aba is “an astute Christian and sings in the choir.”

 

ALL WE NEED IS RESPECT

I still remember zooming down the corridor between the ER and the blood bank to fetch blood for a critically ill child. This was during my days as a medical officer at the 37 Military Hospital in Accra. We usually had junior staff who would do that but no, this young doctor run in his white coat. The child’s mother gathered the energy to attempt to run alongside me.  Barely catching up and hardly catching her breath she managed to say these words, which I shall never forget, “Doctor, doctor I can tell you are a Christian.” She must’ve known that for a Christ-follower the Pauline admonition about work is clear and strong: “Whatever you do, work at it with all your heart, as working for the Lord, not for human masters.”

What is needed, indeed all that is needed, is for respectful co-existence in a pluralistic workplace, which is a microcosm of a really pluralistic world. The fight for diversity and inclusion in the workplace must not, and indeed cannot, be limited to ethnicity, age, gender, (dis)ability and such alone but faith as well. The majority of us wouldn’t be present at work with purpose and perform with passion and excellence without it, and none of us will be authentic in the workplace pretending we didn’t have it.

Faith works. Let your religion work at work—faith, love and hope at work. Your faith should make you a better professional; not worse. If your faith doesn’t make you better at work—which is all about service to humankind made in the image and likeness of God—it’s not worth following. Change it.  Let’s see faith at work working, doing good works that bring God glory and bring about the good society—that’s the way it ought to be.

 

Post Script.

Right after I posted this blog, I came across a photo and headline on LinkedIn that said, “South African doctor: Professor “Mashudu Tshifularo” just became the first surgeon on earth to successfully perform surgery [with 3D technology] to cure deafness. He is also a pastor.” Ahem. Point nailed!

“Can You Go Beyond High Performance?”

 

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

 

DIFFERENTIATION–OR WHATEVER YOU CALL IT

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

 

 

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

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

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

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

 

META-PERFORMANCE

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

 

 

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

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

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

 

“IMPOSSIBLE” ACCORDING TO WHO?

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

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

TEAMS | Together Everyone Achieves Most Success

The story is told of an anthropologist who introduced a game to the children of an African tribe. He placed a basket of delicious fruits near a tree trunk and told them: “The first child to reach the tree will get the basket.”

When he gave them the start signal, to his astonishment they were walking together, holding hands, until they all reached the tree.  They simply shared the fruits and happily ate them! So baffled, with a furrowed brow he asked them, “Why did you do that when any one of you could get the basket only for yourself?”

They answered with glee, and to his amazement, “Ubuntu!”

“How can one of us be happy if all the rest are miserable?”

“Ubuntu” in their civilization means “I am because we are.” It is Xhosa from the African continent. The venerable Archbishop Desmond Tutu explains:  “Africans have a thing called ubuntu. It is about the essence of being human, it is part of the gift that Africa will give the world. It embraces hospitality, caring about others, being willing to go the extra mile for the sake of another. We believe that a person is a person through other persons, that my humanity is caught up, bound up, inextricably, with yours. When I dehumanize you, I inexorably dehumanize myself. The solitary human being is a contradiction in terms. Therefore you seek to work for the common good because your humanity comes into its own in community, in belonging.” 

 

TEAMS THEME LIKE A BROKEN RECORD

Together Everyone Achieves Most Success. The theme of teamwork just won’t go away! To those around me, I must’ve sounded like a broken record over the period. Ah! But broken record will soon take on another important meaning. Read on. It began a couple of weeks ago as I was finishing a write-up for our 4D assessment (image above) at YAW PERBI. The TEAMS portion of the assessment posits that TEAMS should consist of at least one each of a Theorizer, Executor, Analyzer, Manager and Strategist, that idea itself also forming another acronym for TEAMS. No one has all six. Even if they did, they wouldn’t be able to function optimally when all are needed simultaneously. Whatever you don’t have, the Creator has put in someone next to you in your ecosystem. A network is about nextwork, basically a net of next workers. 

This became very apparent to me when over these same couple of weeks I happened to be reading the old jewish book of Nehemiah, the guy in diaspora who returned to Jerusalem to lead a rebuilding campaign. The dominant word in the text about the rebuilding is “next.” An array of people, from priests to perfume-makers, male and female, built the next session of the broken walls of the city, some right in front of their house, until walls that had been down for over a century were rebuilt in only fifty-two days! Indeed, teamwork makes the dream work!

Former U.S. President Lyndon Johnson put it another way, “There are no problems we cannot solve together, and very few that we can solve by ourselves.” Going east, the Chinese have a proverb too that says, “Behind an able man there are always other able men.”

 

 

BETTER TOGETHER, FOR SURE!

Again over these same couple of weeks, my mother-in-law forwarded a video to me, featuring a passionate speaker who was emphasizing the power of building together. Incidentally, I happened to know the man–pastor Forbes of The Gambia, whose church in Banjul I had the privilege of speaking at about a decade ago. I quickly sent him word that he was trending. And he was. Forbes made a terrific point about how the fastest man in the world remains Usain Bolt of Jamaica, with a 2009 world record he set at 9.58 seconds remaining unbroken by any other human being for a dozen years now. Yet the 4 x 100m relay record by Bolt and three others stands at 36.84s, meaning an average of 9.21 seconds per runner. Get that? That’s a whole 37 seconds better than the best man in the world! That’s the power of team work, of synergy. All of us together, are better than any one of us, even the best of us, any day!

Take the game of soccer too. It doesn’t matter what a great goalkeeper one is, no one wins the game without good strikers who score goals (not to talk of the rest the complimentary forwards and midfielders). In the same way, one may be the best goalscorer in the world but without a strong defence, including goalkeeping, you will be outscored and lose the game. Great leadership assembles a great team of diverse people in gender, ethnicity, age etc. but especially in thinking styles and task orientation.

Every team member has a place where they add the most value. You don’t want to put the best goalscorer as a goalkeeper or vice-versa. You’ve got to know yourself and where you have most value, in order to know where you lack and who to bring on board. Likewise, everyone else on the team should know their niche. In The 17 Indisputable Laws of Teamwork, John Maxwell puts this essential need to have the right people in the right places well on TEAMS as follows:

• • • • The Wrong Person in the Wrong place = Regression
      • The Wrong Person in the Right Place = Frustration
      • The Right Person in the Wrong Place = Confusion
      • The Right Person in the Right Place = Progression
      • The Right People in the Right Places = Multiplication

 

IN THE END…

All of us together are better than the best of us, any day, every time! Even better than a Usain Bolt! Ubuntu! I am because we are. What is the Theorist without an Executor? What would an Analyzer do without a Manager or Strategist? TEAMS is the way to go. The children of Africa know it. Do we? Together Everyone Achieves Most Success!

Inspiring Practical Examples of the Integrated Life

 

After my last blog on Why I strive for work-life integration and not work/life balance, some got it and said, “important distinction.” Others thought it was just semantics, just a different choice of words but saying the same thing. I beg to differ.

Here’s another attempt to distinguish one from the other: work/life balance (apart from seeming to pit work against life) is the attempt to distribute time, energy and other resources equitably to all four buckets of life to ‘tick all the boxes’. On the other hand, work-life integration is radically different because it harnesses the power of all four buckets, making other buckets better by the power of other buckets. And it is living in such a way that one doesn’t have to hide the other buckets (say, on LinkedIn), pretend they don’t exist or be different things to different people in the different buckets. I’m quite certain a few poignant examples below may make the distinction clearer.

 

FACEBOOK AND FAMILY

Who doesn’t know about FaceBook and its 2.7 billion users. That number is the combined population of China and India, the two most populous nations in the world. 2.7 billion is more than twice the population of the entire continent of Africa! I was fascinated to learn that as founder/CEO, one of Mark Zuckerberg’s attempt at the integrated life in Facebook’s early days was to host FaceBook strategy sessions at his home on Monday evenings. And for Facebook’s COO Sheryl Sandberg, instead of missing dinner with her family, she would bring her children into the office. Here’s her testimony: “Facebook is incredibly family friendly, so my children were in heaven, entranced by pizza, endless candy, and the huge pile of LEGOs the engineers shared with young visitors. It made me happy my kids got to now my colleagues and vice versa” (George 2015, 173). I don’t know everything about FaceBook’s corporate culture, but these right here are great examples of the integrated life at FaceBook.

I’m proud of Databank in Ghana that has created a nursery in the workplace for nursing mothers as well as a quiet time room for staff to go and nourish their spiritual lives, especially after rushing from home at dawn in order to beat the crazy Accra traffic. These are laudable examples of the integrated life in corporate circles.

 

PERBI PRIDE

I love lions. I call my children cubs; not kids, hence we are the Perbi Pride. Last week, I handed over to the next CEO of ISMCanada after being at this role for eight years. One of the things I recalled at the handing over ceremony (and nearly everyone remembered) is how not long after I took the role I travelled almost the entire stretch of Canada (the second widest country on earth!) to get to personally know the staff and listen for the pertinent issues from the ground. What I haven’t told you yet is that as a family we decided to integrate our lives with my new work by making this a fun family trip. We rented a minivan and spent 30 days travelling from Montreal (on the east coast) to Victoria (beyond Vancouver) in the west. It was beautiful to see the different types of Canadian landscape and wildlife.  Because our children our homeschooled, such opportunities are precious as ‘all of life is school.’ By the time we got back home we had clocked 13,000km and had enough geography, history, sociology etc. to last a lifetime! That is one of the best examples of the integrated life we’ve ever had as a family. Family did not get in the way of work or vice versa. We made both feed off each other and were the richer for it.

Over the last couple of years, I have adopted a tradition of travelling with one of the older four children. Just one, to make them feel special and have a one-on-one time with daddy. Don’t forget these are work trips for me and fun trips for them. After doing a Philadelphia and Washington DC road trip with our then four-year old she insisted upon returning home that “I’m Daddy’s travel buddy’ much to the chagrin of the others. I’ve been far from perfect in integrating family and work but I knew we were doing something right when my children got so used to the ISMCanada world that one day our then seven-year old son asked, “Will I become president of ISMCanada when I grow up?” Almost as if it were a family inheritance.

I’ve always worked from home over the last 8 years as CEO (or from an airport/airplane)–way before the rest of the world was forced to by the Covid-19 pandemic. Working from home and homing from work has its pros and cons but it certainly has helped more than harmed my work-life integration.

 

IMPACTING THE WORLD FROM WITHIN–‘AN INSIDE JOB’

In an article posted on the Harvard Business Review, author Stew Friedman rightly said that the most impactful leaders find ways “to integrate the different parts of their lives to reinforce and enhance each other.” Everywhere he looked he found successful individuals who used who they were as a person to influence how and why they worked. From Facebook COO Sheryl Sandberg (as I already shared above) through Michelle Obama to rock icon Bruce Springsteen, many influential people channel what made them a powerful person into creating a powerful product, service or project.

Take Michelle Obama, the 44^th First Lady of the United States, for example. Michelle considers her daughters to be her first priority, even if this stance vexes those who would have her do more in seeking broader political and cultural change. However as Friedman rightly observes, in making sure her own children were receiving the most nutritious food possible, she began to advocate for better nutrition through the national initiative Let’s Move!. Her policies have won national and global acclaim.

One of the most impactful social enterprises in Ghana right now is the PerbiCubs Library Services, reaching 2,000 children in 200 schools. It might interest you to know that this did not start out as some mega altruistic attempt to ‘change the world’ through getting every child reading but out of our own family’s need for good, well-curated, reading level-appropriate books upon a long stay in Ghana. Whether it’s the Obamas or the Perbis, we’re running this for ourselves–we only get to scale and share with the rest of the world. If nobody signed on, we would still do it. It’s not just a job ‘out there’, it’s an ‘inside job,’ so-to-speak.

 

 

RUNNING MY FAMILY LIKE A CORPORATION

I’ve had partners complain about how their spouse is great at XYZ in the corporate world but doesn’t show even an iota of that competence or skill at home. There are those who might argue that they use ‘all of it’ out there and just want to chill and relax when they get home. While that might make some degree of sense, is it not inauthentic that who we are out there is different from who are at home? If you really believe in the power of vision and mission statements and values in your corporate world, for example, how come you haven’t couched one for your own family?

I’m learning to run my family like a corporation, in the sense of applying the things that have made organizations I’ve run succeed. Why not? Wherever two or three come together, you have an organization! I’m sure you can relate to how some of the most treasured members of your community, say church, actually are so because they bring their corporate skills to bear on the communal organization? On the flip side, I’ve also been the beneficiary of running businesses like family and seeing co-workers go over and beyond their job description and their contractual call of duty. The integrated life is the way to go.

 

CHOOSE INTEGRATION TODAY

“When you give your whole self to the moment, you not only benefit personally, but it dramatically impacts your business as well.” So says my mentor Bill George. The work-rest of life thing doesn’t have to be a zero sum game. Bill is right about how “Many leaders are reluctant to combine their work and family lives, but bringing the two together can lead to more productive and fulfilling lives, both personally and professionally” (173). I have seen and testify that it takes being open-minded about this work-life integration notion, hard work, creativity, experimentation, patience, much discomfort and many failures to make it work but when it does, it really does.

 

References

Friedman, Stewart D. 2014. “What Successful Work and Life Integration Looks Like.” Harvard Business Review. October 07, 2014.

George, Bill. 2015. Discover your True North. Hoboken, NJ: John Wiley & Sons.