Category Uncategorized

For decades, millennials in Kenya have been hailed as the “future leaders.” From childhood, we were told that we would inherit the mantle of change, that we would revolutionise industries, lead nations, and redefine society. Yet, here we are, in our late 30s and early 40s, still being called the “future” while leadership opportunities slip further away.

Meanwhile, the cutoff age for youth-targeted programs, grants, and opportunities is often set at 35. The irony? Millennials have aged out of the very systems meant to empower young leaders, yet we are still not viewed as the leaders of today. Were we jinxed with an eternal waiting game? Is the promise of leadership for millennials a mirage we were always meant to chase but never reach? And how can Gen Z avoid this endless loop of postponed power?

The “future leaders” mantra wasn’t just an encouragement. It was a programmed delay. The phrase subtly conditioned millennials in Kenya to wait, to hold off, to keep preparing instead of seizing leadership when the time was right especially in the political leadership. The problem is the time was never “right” for us.

• In our 20s, we were told we were too young and inexperienced.
• In our 30s, we were advised to be patient and keep learning.
• In our 40s, we’re still being called the “future,” as if leadership is forever on the horizon but never within reach.

This endless postponement of power has left millennials disillusioned, watching older generations cling to authority while younger generations position themselves as the new torchbearers. It begs the question – were we never meant to lead?

It is no accident that millennials in Kenya find themselves stuck in this cycle. Several systemic issues have ensured that we never quite arrive at the leadership table:

Boomers Holding on to Power: The older generation’s reluctance to pass the baton has been a significant roadblock. Many boomers and Gen X leaders have stayed in power far longer than anticipated, refusing to step aside for fresh perspectives. This stagnation has kept millennials in waiting mode, never given the chance to prove their top political leadership potential.

The Economic Setback: Millennials entered the workforce during economic crises, 2008’s financial collapse, stagnating wages, and soaring student debt. While past generations climbed corporate ladders with relative ease, millennials had to fight just to stay afloat. Many struggled to build financial stability, let alone claim leadership positions.

The Age-Locked System: Opportunities meant for young leaders often cap eligibility at 35. But when millennials were in their 20s, leadership positions were scarce. Now, in our late 30s and early 40s, we’re deemed too old for youth programs but not yet established enough for executive and top political leadership roles. This strategic cutoff ensures that leadership keeps slipping from our grasp.

If Gen Z wants to avoid the same trap, they must break the cycle and claim leadership now—without waiting for permission. Here’s how:

• Don’t Wait for It: One of the biggest lessons for millennials was realising that leadership isn’t just going to come to us on its own. Gen Z should boldly take the reins! They can run for office, pursue executive roles, and create their own leadership opportunities instead of waiting for an invitation.
• Extend the Table: If the current leadership structure isn’t welcoming enough, Gen Z can build their own systems! It’s all about creating new platforms, industries, and opportunities rather than trying to squeeze into outdated models that were never meant to include them.
• Ignore the “Too Young” Lie: When people say, “You’re too young to lead,” remember that it’s just a way to delay your power. Millennials faced the same challenge, and as time went on, we were told we were suddenly “too old.” The best time to lead is always right now!
• Leverage Technology and Social Movements: Millennials didn’t have the advantage of digital activism the way Gen Z does today. With social media and grassroots movements, Gen Z has the power to drive change faster than any generation before! It’s important for them to use this opportunity to amplify their voices, connect communities, and inspire institutional shifts.

While millennials find themselves trapped in a cycle of postponed leadership, there remains hope. The essential action is to cease the waiting. Here’s how we can assert our significance:

• Challenge the Narrative: We are not the leaders of tomorrow; we are the leaders of today. It’s crucial to shift the conversation and claim our power in the present instead of anticipating an invitation that may never arrive.
• Create Parallel Leadership Structures: If traditional institutions exclude us, we must build our own. Through startups, independent media, or grassroots movements, millennials need to forge spaces where they can lead on their own terms.
• Mentor and Collaborate with Gen Z: Instead of viewing Gen Z as rivals, millennials ought to collaborate with them to end the cycle of postponed power. Together, these generations can challenge the status quo and dismantle outdated hierarchies.
• Run for Office, Take Leadership Roles: In politics, corporate leadership, or community initiatives, millennials need to step into leadership roles now. The more of us who take action, the more challenging it becomes to keep us on the sidelines.

The notion that millennials are the “future leaders” has been misleading, keeping us in a cycle of preparation, hope, and anticipation while actual leadership stayed just beyond our grasp. If we keep waiting, we risk growing older, still convinced that our time will eventually arrive. Gen Z needs to learn from our errors and seize leadership now without seeking approval. Millennials should discard the falsehood of the “future leader” and step into the roles we were always meant to occupy. The moment is now. No more delays. No more justifications. We lead today.

Author

Dr. Gilbert A. Ang’ana is a Social Scientist at the core. He thinks, acts, and influences on leadership, governance, and policy.

As I sit down to reflect on my first month as a Policy Leader Fellow (PLF) at the School of Transnational Governance (STG) at the European University Institute (EUI), I can’t help but marvel at how fast time has flown by—and how much has happened in just four weeks. If I could describe this first month in one word, it would probably be “eventful,” though that might be an understatement!

The Global Cohort: 16 Countries, Countless Perspectives

When I first arrived, I knew I would be part of a diverse cohort, but nothing quite prepares you for the experience of working with fellows from 16 different countries. Every conversation is an opportunity to learn something new, and every discussion feels like an intellectual Olympics. Whether we’re talking about governance, leadership, or even food preferences (yes, that happens), the richness of perspectives is simply amazing.

Our meetings often feel like diplomatic summits where ideas flow as freely as coffee, and trust me, there’s plenty of coffee! The sheer diversity in viewpoints ensures that no two days are alike, and I find myself constantly growing, not just as a professional but as a global citizen.

Professors with Open Arms (and Open Offices)

I must give credit where it’s due: the professors at STG have been nothing short of fantastic. I wish to single out the support from Prof. Alain and Prof. Kenneth has been invaluable. They’ve helped align my thoughts and project with real-world impact and offered sage advice that’s helping to shape my research. I’ve even considered bottling their wisdom and selling it—I’d make a fortune!

Special mention to Prof. Fabrizio, the Executive Director at STG, whose guidance to me specifically has been both strategic and empathetic. And then there’s Prof. Claudio, the program’s Lead. If you ever want a masterclass in servant leadership, look no further than him. His approach is the epitome of supportive leadership—always available, always engaged, and always finding ways to uplift others. I keep telling myself, “You need to tap into this servanthood, Gilbert!”

But I can’t talk about my smooth transition without mentioning the behind-the-scenes heroes, our PLF project managers. Evgenia’s caring touch has been nothing short of a lifeline. She seems to have an uncanny ability to know exactly what we need before we even ask! Then there’s Rami—pragmatic, but with love. His approach may be no-nonsense, but you can tell it’s all from a place of genuine care. Together, they’ve made settling in feel like a breeze. With their support, I’ve felt more anchored and ready to hit the ground running.

Milestones, Briefs, and Case Studies

One of the most fulfilling aspects of this first month has been the tangible progress I’ve made. I’m thrilled to report that my first policy brief is nearly complete, and I’m making headway on a case study that has the potential to be very impactful. Let me tell you, there’s something incredibly satisfying about seeing your work take shape and knowing it might influence policy at a larger scale. It feels like laying the foundation for something meaningful, brick by brick.

A Coaching Agenda? Why Not!

Now, here’s where things get even more exciting. In the midst of all the policy work, I had the chance to discuss an opportunity to introduce a coaching agenda at STG. I mean, why not? If you know me, you know I’m passionate about leadership development, and the idea of helping MTG students and the broader STG community through coaching is something that truly excites me. If all goes well, this could become an offering that benefits everyone involved.

What Lies Ahead: Structures, Events, and More!

Looking ahead, I’m feeling optimistic about the months to come. I’ve got my structures in place for research output, and there are plenty of upcoming events to look forward to, like STG Talks and other community engagements. If the first month is anything to go by, the next nine months are going to be a mix of hard work, breakthroughs, and maybe even a few surprises.

The Verdict: Fulfilled and Fired Up!

In summary, month one has been nothing short of a whirlwind—challenging yet rewarding, fast-paced but grounding. I feel like I’ve already grown immensely, both in my work and in my outlook, and I can’t wait to see where this journey takes me next.

So, here’s to the next nine months! If the rest of my time here is anything like the first month, I’m in for a wild, rewarding, and undoubtedly fulfilling ride. And as always, I’m ready to take it on with a cup of coffee in hand, surrounded by some of the brightest minds from across the world.

Stay tuned, and buckle up—these reflections may not come monthly, but certainly quarterly moving forward 😃. It’s going to be a great journey ahead!

Mi Ciamo,😇

Gilbert A. Ang’ana

CEO, Accent Leadership Group | Policy Leader Fellow-STG/EUI

Discernment is the ability to grasp and comprehend what is obscure; it involves keen insight and good judgment. In leadership, discernment becomes an indispensable skill, often functioning as the compass that guides leaders through the complexities of decision-making. Unfortunately, it is a soft, unconscious skill that is frequently neglected by many leaders, to the detriment of their organizations and constituencies. This neglect is glaringly evident in the political landscape of Kenya, where a lack of discernment has led to a series of poor decisions with far-reaching consequences.

Discernment enables leaders to:

Evaluate Situations Accurately: Leaders with discernment can see beyond the surface, understanding the underlying issues and dynamics at play. This insight is crucial for making informed decisions.

Anticipate Consequences: Such leaders are adept at foreseeing the potential outcomes of their actions, allowing them to avoid pitfalls and unintended consequences.

Navigate Complexities: In an environment where challenges are multifaceted and intertwined, discernment helps leaders to untangle complexities and identify the core issues that need addressing.

When leaders lack discernment, the repercussions are significant. Poor judgment leads to decisions that can exacerbate problems rather than solve them. This is particularly evident in Kenya, where recent political decisions have sparked widespread dissatisfaction and unrest. Examples include:

Mismanagement of Resources: Misallocation and misappropriation of public funds, often due to a failure to understand the needs and priorities of the populace, have led to underdeveloped infrastructure and inadequate public services.

Policy Failures: Policies that are hastily formulated without thorough analysis and consultation often miss the mark, failing to address the real issues and sometimes worsening the situation.

Erosion of Public Trust: When leaders consistently make poor decisions, public trust erodes. This lack of confidence in leadership can lead to social unrest and a lack of cooperation from the citizenry, further hampering development efforts.

Case Study: Singapore’s Economic Transformation

In the 1960s, Singapore was a developing nation with limited natural resources just like Kenya and this has been alluded to in various political contexts and discussions by our leaders. What did Lee Kuan Yew’s government then do that can be borrowed by our leaders in Kenya? His government prioritized progressive education, anti-corruption measures, and strategic international partnerships. Austerity measures were taken with a lean government that prioritized the growth of key areas and minimized unnecessary expenditure. The outcome is what we keep referring to as a case study in our political discussions; Singapore transformed into a global financial hub with a high standard of living.

What can our political leaders today in Kenya borrow? Strategic discernment in policy-making and governance can drive rapid socio-economic advancement. To develop discernment, leaders need to cultivate certain practices and mindsets:

Surrounding Themselves with Credible Advisors: Leaders should build teams of advisors who are not afraid to speak the truth. These individuals provide diverse perspectives and challenge the leader’s assumptions, leading to more well-rounded decision-making.

Genuine Listening: Effective leaders practice active listening, genuinely considering the inputs and concerns of others. This helps them to understand different viewpoints and the real implications of their decisions.

Reflective Thinking: Taking time to reflect on past decisions and their outcomes is essential. This process of reflection helps leaders to learn from their experiences and improve their judgment over time.

Our Kenyan Context

In Kenya, the political leadership has often been criticized for its lack of discernment, with several high-profile decisions illustrating this deficit:

• Economic Decisions: The imposition of taxes and economic policies without proper stakeholder engagement has led to public outcry and economic strain. The recent financial policies, for example, have faced backlash for not considering the economic realities of ordinary citizens.

• Infrastructure Projects: Some ambitious infrastructure projects have been launched without thorough feasibility studies or clear plans for sustainability, leading to wastage of resources and unfinished projects that do not serve the intended purpose.

• Handling of Social Issues: Decisions regarding social policies, such as education and healthcare, have often been made without adequately consulting experts or considering the long-term impact, resulting in inefficiencies and public dissatisfaction.

Discernment is a critical yet often overlooked leadership skill. For Kenya to overcome its current challenges and build a prosperous future, its leaders must cultivate discernment. By doing so, leaders can make better decisions that truly address the needs of the people and foster sustainable development. The journey towards nurturing discernment is not easy, but it is essential for creating a leadership that is capable, trustworthy, and visionary. If our political leaders in Kenya can step back and reflect, then some of the decisions we continue to see that are creating an uproar would be minimised and the focus would be on rebuilding the Nation back to unity, peace and liberty.

Author

Dr. Gilbert A. Ang’ana is a Leadership, Governance, and Policy Consultant and Advisor; and the CEO of Accent Leadership Group, a bespoke premium firm focused on building a movement of leaders whose power of influence will far exceed the authority of their positions. Engage with him through various social media platforms and http://www.accentleadershipgroup.com

In the dynamic landscape of modern organizations, where change is the only constant, effective leadership emerges as the linchpin for sustained success. A leadership team equipped with the authority to set strategic direction, make pivotal decisions, and allocate resources, stands as the catalyst that propels an organization toward its envisioned future. In this intricate dance of strategic orchestration, leaders must embrace practices that transcend the conventional practices that not only steer teams but also inspire exceptional results.

As we delve into the core of this narrative, we unravel the tapestry of leadership intricacies that pave the way for organizational excellence. The upcoming exploration will shed light on five indispensable practices that visionary leaders instil within their teams. These practices act as the crucible, moulding not just the trajectory of an organization but also the ethos that propels its journey. From cultivating a visionary culture to fostering accountability and resilience, each practice is a brushstroke on the canvas of leadership, contributing to a masterpiece of success.

Embarking on this journey, we navigate the realms of leadership excellence, dissecting the elements that propel organizations to not just survive but thrive in an ever-evolving landscape. Join us as we unravel the nuanced fabric of leadership practices, each thread intricately woven into the fabric of exceptional team results and organizational triumph.

1. Cultivating a Visionary Culture

Exceptional leaders pave the way by defining a compelling vision that encapsulates the organization’s purpose and aspirations. They communicate this vision clearly and consistently to inspire and align the team towards common objectives. By fostering a visionary culture, leaders encourage innovation and creativity, empowering team members to contribute ideas and solutions that align with the organizational goals.

Leaders facilitate an environment where employees feel motivated and connected to the broader purpose, understanding how their individual contributions directly contribute to the larger vision. This alignment nurtures a sense of ownership, commitment, and enthusiasm, enabling the team to overcome challenges and adapt to change effectively.

2. Encouraging Open Communication and Collaboration

Effective leaders prioritize open communication and collaboration within their teams. They create a safe space for dialogue where ideas, concerns, and feedback flow freely. Encouraging an open-door policy and actively listening to diverse perspectives fosters an inclusive environment where every team member feels valued and respected.

By fostering collaboration, leaders harness the collective intelligence of their teams, encouraging cross-functional cooperation and knowledge sharing. Collaboration breaks down silos, promotes synergy, and leads to innovative solutions to complex problems. When communication channels remain open, teams can adapt swiftly to changing circumstances, enhancing their agility and responsiveness.

3. Embracing Continuous Learning and Development

Leadership that values continuous learning and development sets the stage for sustained growth. Exceptional leaders encourage a culture of learning by providing opportunities for upskilling, training, and mentorship. They invest in their team’s professional development, recognizing that the enhancement of skills and knowledge fortifies the organization’s capabilities.

By fostering a growth mindset, leaders inspire resilience and adaptability among team members. They encourage learning from failures, viewing them as opportunities for growth rather than setbacks. When individuals feel supported in their pursuit of learning, they become more innovative, adaptable, and equipped to tackle new challenges.

4. Promoting Accountability and Empowerment

Leaders who foster a culture of accountability empower their teams to take ownership of their actions and outcomes. By setting clear expectations and providing autonomy, leaders cultivate a sense of responsibility among team members. They encourage individuals to make decisions, take calculated risks, and learn from both successes and setbacks.

Empowering teams nurtures a sense of ownership, fostering innovation and creativity. When individuals feel trusted and empowered, they’re more likely to display initiative and proactively seek solutions, driving the organization towards success.

5. Leading by Example and Practicing Resilience

Exceptional leaders lead by example, embodying the values and behaviours they expect from their teams. They demonstrate resilience in the face of adversity, adapting to change and remaining composed during challenges. By showcasing resilience, leaders inspire confidence and optimism among their teams, reinforcing the belief that obstacles can be overcome through perseverance and determination.

Leaders who remain steadfast during turbulent times serve as pillars of strength for their teams. Their resilience becomes contagious, fostering a culture where individuals embrace challenges as opportunities for growth and transformation.

Exceptional leadership is pivotal for organizations to achieve sustained success. By cultivating a visionary culture, fostering open communication, prioritizing continuous learning, promoting accountability and empowerment, and exemplifying resilience, leaders can steer their teams towards exceptional results, enabling organizations to adapt, innovate, and thrive in an ever-evolving landscape.

About the Author

Gilbert Ang’ana is an Award-winning Leadership and organisational Behaviour Coach, Teacher, and Consultant | Social Scientist | He is the CEO at Accent Leadership Group | Books Authored: “Engaged & Productive” and “Purposeful at HEART

In the ever-evolving landscape of leadership, the traditional narrative has often championed rationality and objectivity as the bedrock of effective decision-making. However, a paradigm shift is underway as contemporary leadership philosophies embrace a more nuanced approach—one that recognizes and integrates the intricate dance between reason and emotion. In this exploration of the role of emotions in leadership decision-making, we delve into the profound implications, both positive and challenging, that arise when leaders acknowledge and leverage their emotional intelligence.

Historically, leadership has been viewed through the lens of stoicism, where emotions were considered impediments to sound decision-making. The prevailing notion was that leaders should maintain an unyielding façade, impervious to the ebb and flow of human sentiments. Yet, as organizations grapple with the complexities of a rapidly changing world, a growing body of research and real-world examples suggests that a more inclusive understanding of leadership is needed—one that embraces the human dimension of decision-making.

The pros of incorporating emotions into leadership decisions are multifaceted. From fostering empathy and improving communication to boosting motivation and team morale, emotional intelligence has become synonymous with effective leadership. However, as with any transformative shift, there are cons to navigate, such as the potential for biased decision-making, increased vulnerability, and the risk of emotional exhaustion.

In this article, we embark on a nuanced exploration of the advantages and challenges associated with embracing emotions in leadership decisions. By examining the delicate interplay between reason and emotion, we seek to unravel the intricacies of this evolving leadership landscape. Furthermore, we explore strategies to ensure that emotional intelligence complements rather than supplants rationality, thereby paving the way for leaders to make decisions that are not only empathetic but also grounded in objective analysis.

As organizations strive for resilience and adaptability, the integration of emotions into leadership decision-making emerges as a critical aspect of navigating the complex terrain of modern leadership.

Pros of Embracing Emotions

1. Enhanced Empathy and Understanding:
   • Pros: Leaders who acknowledge and understand their emotions are better equipped to empathize with their team members. This fosters a positive and collaborative work environment.
   • Cons: Overemphasis on empathy may lead to decisions based solely on emotions, potentially neglecting rational considerations.
2. Improved Communication:
   • Pros: Emotional intelligence in leaders facilitates effective communication. It helps convey messages with clarity, fostering better relationships within the team.
   • Cons: Emotional communication may be misconstrued, leading to misunderstandings if not complemented by clear and logical articulation.
3. Motivation and Team Morale:
   • Pros: Leaders who express and share positive emotions can motivate their teams, boosting morale and productivity.
   • Cons: Relying solely on positive emotions may result in overlooking necessary corrective measures, affecting long-term team dynamics.

Cons of Embracing Emotions

1. Biased Decision-Making:
   • Pros: Acknowledging emotions can lead to more holistic decision-making.
   • Cons: Excessive reliance on emotions may introduce bias, influencing decisions based on personal feelings rather than objective analysis.
2. Increased Vulnerability:
   • Pros: Vulnerability can be a strength, fostering authenticity and trust among team members.
   • Cons: Overexposure to personal emotions might be perceived as a weakness, potentially impacting a leader’s authority.
3. Risk of Emotional Exhaustion:
   • Pros: Emotional expression can be cathartic, allowing leaders to cope with stress.
   • Cons: Constant emotional engagement may lead to exhaustion, impairing decision-making abilities over time.

Ensuring Objectivity in Leadership Decision-Making

1. Balancing Rationality and Emotion:
   • Leaders should strive for a balanced approach, integrating both rational analysis and emotional intelligence in their decision-making process.
2. Decision-Making Frameworks:
   • Implementing decision-making frameworks, such as cost-benefit analysis and SWOT analysis, can provide a structured approach that tempers emotional influences.
3. Seeking Diverse Perspectives:
   • Encouraging input from diverse team members brings different perspectives to the table, helping counteract individual emotional biases.
4. Continuous Learning and Adaptation:
   • Leaders should be open to learning and adapting their decision-making strategies based on feedback and outcomes, ensuring ongoing improvement.

In the culmination of our exploration into the fusion of emotions and objectivity in leadership decision-making, it is evident that the dichotomy between reason and emotion is, in reality, a delicate interplay. The traditional view of leadership as a stoic, emotionless endeavour is giving way to a more holistic understanding—one that recognizes the profound impact of emotional intelligence on the effectiveness of decision-making.

The pros of incorporating emotions into leadership decisions resonate with the very essence of human connection and collaboration. Leaders who navigate the emotional landscape with finesse bring about enhanced empathy, foster open communication, and inspire motivation among their teams. These emotional dimensions contribute significantly to the creation of a positive organizational culture where trust and understanding flourish.

However, the cons of this integration underscore the importance of balance. The risk of biased decision-making, increased vulnerability, and emotional exhaustion pose challenges that demand thoughtful consideration. Striking the right equilibrium is imperative to ensure that the inclusion of emotions does not compromise the essential tenets of rationality and objectivity.

As organizations and leaders navigate an era of unprecedented change, adaptability becomes a hallmark of success. Effective leadership demands a capacity to evolve and learn continuously. The integration of emotions into decision-making is not a panacea; rather, it is a dynamic facet that requires constant calibration. Decision-making frameworks, diverse perspectives, and a commitment to continuous learning serve as the compass to navigate the dual realms of reason and emotion.

The most effective leadership decision-making emerges from a harmonious blend of emotional intelligence and rational analysis. Leaders who understand the nuances of their own emotions and those of their team members are better equipped to make decisions that resonate with authenticity and purpose. By embracing emotions without sacrificing objectivity, leaders can steer their organizations through the complexities of an ever-changing landscape, fostering resilience, innovation, and sustained success. The evolution of leadership is, indeed, a journey that unfolds at the crossroads of reason and emotion—a journey where the most impactful decisions are born from the synergy of both.

About the Author

Gilbert Ang’ana is an Award-winning Leadership and organisational Behaviour Coach, Teacher, and Consultant | Social Scientist | He is the CEO at Accent Leadership Group | Books Authored: “Engaged & Productive” and “Purposeful at HEART

This November – December 2022, we have been treated to the usual United Africa scenes that come into play on rare occasions every four years occasioned by the fanaticism of the world cup and sometimes the Olympics. This season is one of those rare seasons where we can truly see the spirit of a United Africa, which has eluded the political players and continues to be a dream of the future. When we see Africa rallying behind Senegal, Cameroon, and Ghana, sticking with Morocco all the way and praying that they become the first African country to win the world cup is one of the most remarkable unity that needs to be embraced fully and learnings picked by our political players to actualize and encourage political and economic integration in the African continent. The “sportsmanship” in Africa has achieved the elusive goal that the “politicalship” in Africa has been searching for for years.

• To promote the unity and solidarity of the African States – we see this every time in Olympics, where Africa unites and cheer-up the Africans. We see this in World Cups, where we lay down our singular countries’ agenda and support African countries to solder on and on.

• To coordinate and intensify their cooperation and efforts to achieve a better life for the peoples of Africa – we see many African Athletes individually and collectively coming back home and supporting their communities and fellow countrymen, women and children in various ways in community development and empowerment.

The dream of a United Africa stems from colonialism in the 1900s to post-colonialism. Africa’s founding fathers and Presidents were among the early advocates of Pan-Africanism through the Organization of African Unity. That dream of pan-Africanism remains “a dream”. Yes, there has been considerable development in the steps towards its achievement, but the actualization has been hampered by a lack of political trust and goodwill based on self-fish ambitions. Several issues, as a result, remain unactualized. In the review below, I only pick 5 concerns that can transform Africa if a united front is enhanced as an agenda.

It is our business as Africa to help the many vulnerable communities in our continent adapt to climate change through concrete solutions with us and within us. A United Africa can address its food security concerns, support its vulnerable communities, and chart a path to overcome climate challenges by providing climate change financing, resources and tools that will effectively actualize climate change actions in Africa.

Africa has the capability to resolve its internal conflicts experienced in various countries. The consequences of long-term conflict in many parts of the African continent pose serious security threats to the peace efforts in the continent and the actualization of the elusive Pan-Africanism agenda. Africa has the potential to avert its internal refugee crisis. Sustainable peace and stability in Africa are imperative for a united Africa.

Africa is not underrepresented in global trade, as alluded to in many circles. Africa is either undercutting itself or being undercut in the global trade arena. There have been considerable efforts to improve this position through the effective formation and implementation of The African Continental Free Trade Area (AfCFTA) mandate. However, the actualization of the mandate to fully realize the intended benefits are still hampered by ongoing negotiations on various protocols, majorly due to political trust and goodwill issues. A united Africa can significantly boost regional trade and economic development through various goodwill vehicles, including the new Pan-African Payment and Settlement System (PAPSS) developed by Afreximbank and the AfCFTA Secretariat.

This remains the biggest threat to the actualization of a United Africa agenda. Over the last two years alone, Africa has experienced military takeover coups that have fueled increased instability in the continent. There has been a considerable push for resolution and commitment to transition the affected states back to civilian leadership by holding democratic elections, but the efforts are still slow. Over ten African countries held elections of one sort or another this year, and most have transitioned well against all odds, demonstrating maturity and commitment to democratic governance in Africa.  A united Africa can continue to hold each other’s hand, and with such vehicles like “The African Peer Review Mechanism”, which is the continent’s arm on good governance monitoring and promotion, the continent can make strides in its application of good governance moving into the future.

Covid-19 pandemic was a bitter-sweet crisis in Africa with immense learnings and opportunities to take advantage of. Strengthening the continent’s digital economies is no longer an option but a priority. A united Africa must address the growing inequalities and help reduce divides within and across African digital economies. A united Africa must prioritize the risks of increased reliance on global digital economies by supporting expanding its African telecoms infrastructure connecting Africa’s unconnected while addressing the costs of access concerns. A united Africa must prioritize new and relevant digital economic policy efforts moving into the future.

However relevant, the above concerns and trends are pulled back from the full realization by two critical issues affecting our United Approach as a continent – The scarcity of Credible and Collaborative leaders. Moreover, the few there are either not raising their voice loud enough for sense to be understood within relevant circles, or have been compromised and resorted to letting go.

Watch for my new opinion blog in early 2023 as I delve more into Credible and Collaborative leadership in Africa. How can African countries’ presidents rise to the occasion and spearhead the United Africa Front to propel Africa to its deserved position? Finally, on the need for African Presidents to invest more in non-political advisors and professional coaches to enable them to navigate effectively past the political dilemmas.

Gilbert Ang’ana; CEO at Accent Leadership Group (ALG), a Multi-Award Winning Global Change Leadership Practitioner, PhD Scholar in Leadership, and Author of “Engaged & Productive” Book. www.stepafrique.com

Watch out for this book coming soon – highly engine with real-life case studies that will help leaders understand contemporary tactics in building highly engaged and productive teams.

As a leadership consultant and change management professional, I have the realization that the line between the professional and personal lives of team members in a workplace environment is very blurred. This blurredness has been a subject of many leadership concerns and challenges. Leaders today have still not found a better solution of balancing the professional and personal lives of their lives and leadership let alone that of their team members. Today we still have leaders who show up in the office and their team members have to check and understand how they have shown up today. To check if the leader is in good moods to engage or otherwise.

The reality is that if our family life is tense that will affect how we show up in office regardless of our positions. If our personal lives are a mess, it will affect how we show up and more so how we interact in our professional space. The vice versa is also true, if our work or professional space is intense and things not working out, definitely it will affect how we show up at home and also how our personal lives will be occupied. This is what Friedman alluded to as Total Leadership and added a community dimension as a critical factor that forms how people and more so leaders show up as a whole.

However, the awareness of how you show up as a whole and how your team members show up as a whole may not necessarily make you an effective leader. Without consideration of care, leaders’ appreciation of total wholeness may not make team members more productive. This, therefore, means a combination of both total appreciation of team members and caring for them would be a powerful approach for effective leadership that may translate to improved productivity of both the leader and their team members. Here are 4 tips organization leaders can employ to be effective and caring leaders which will have a profound impact not only on their productivity but also their team productivity. I call this the 4 Bs of total caring leadership.

Be Mindful

Mindfulness is generally a practice that helps in improving the emotional and physical well-being of people. We are all living in a busy world. More specifically as leaders, our days are full of activities and decisions we have to make every day, every minute, we have a responsibility that cuts across our various spheres of life – personal, family, community besides our work or professional space. Many times as leaders in the rush to accomplish various activities and tasks, we may find ourselves not in touch with the current realities in our various spaces. Missing out on critical areas that we should be undertaking in any of the four domains alluded by Friedman – Self – Family – Work – Community. As a result, we tend to push the same burden either consciously or unconsciously to our team members as we push them to operate like ourselves. Being mindful entails leaders being consciously aware of how they show up, practicing some self-love, and extending the same kindness to their team members.

To improve team productivity, the leader must be kind to their team members and other colleagues in all organizational engagements. Practicing kindly helps in developing the leader’s values at the same time creates some vulnerability trust in the team that has a ripple effect on the leader’s influence on the team members. Team members will slowly move to a level where their productivity is consistently higher since they do not wish to let you down as their leader and they drive consistency in performance due to the respect they have for your kindness and trust as their leader. Above all, be consciously aware of whatever arises in your total domains each moment for both yourself and your team members; practice forgiveness of self and others and propagate and model a learning mindset instead of losing mindset. The practice of mindfulness for leaders which is also a critical value of the Watson Caring Model integrates the 4 domains in the Friedman model to enable the leader to always lead with mindfulness and compassion. So to be effective and trigger the high productivity of your team, cultivate mindfulness in your leadership daily.

Be Intentional

Intentionality involves sustained focus and an approach toward a common goal. To be intentional entails having faith and hope in yourself first as a leader and instilling the faith and hope in your team members. It entails staying positive and sustaining hope amidst any situation in your organization. It entails being a courageous but vulnerable leader, making decisions with your team members at heart. Being intentional means raising your capacity as a leader through intentionally learning and at the same time developing the capacity of your team members. Being intentional as a leader entails being respectful of your team members and leading with the understanding of the wholeness each team member brings to the table based on Friedman’s domains.

To be intentional you need to demonstrate objective judgment as a leader; you need to cultivate, have clarity and communicate your organization’s vision with determination. Team members will do what they see you doing as the leader and not necessarily what you ask them to do, so model clarity in your intentionality. Leaders who are not intentional can create an environment where team members lose the momentum of the vision and mission for the organization and eventually become discouraged which may result in inefficiencies and poor management of time, and resources in the organization. Promote an environment where your team members can express both negative and positive feelings without judgment or victimization. Be intentional in generating hope and faith in your team and your team members will reciprocate through their improved productivity.   

Be Authentic

Being authentic as a leader entails presenting yourself as genuine in all 4 domains of the Friedman model. Being authentic as a leader starts with demonstrating a sense of purpose. Having a sense of purpose entails having clarity in the shared goals for the organization and passionately challenging team members’ focus and drive towards the shared goals. This comes with the responsibility of caring about the work your team is undertaking. This sense of care is built through an intentional focus on nurturing others to care about their work and their colleagues.

When you demonstrate authentic care to your team as a leader in what they do and how they present themselves as a whole, you connect with them and they, in turn, will demonstrate the same caring focus for you and their work too. Authenticity builds relationships with team members while credibility sustains the relationships. By being authentic, a leader fosters an environment where team members become open to sharing things. This fosters the leader’s total leadership balance across Friedman’s domains. This also entails the leader providing an environment of caring-helping-trusting for self and others based on Watson’s values of caring leadership model. Being authentic is about showing compassion and sensitivity to the team members’ needs willingness to help them get what they need. Establish that caring presence, be authentic.

Be Inspirational

To be an inspiring leader means leading from a deep sense of purpose and responsibility with a view of creating positive change. To be inspirational means having clarity of shared values and championing the team to drive focus towards achievement of the shared values. Being inspiring entails having a personal balance of Friedman’s domains and modeling the same to team members. It entails fostering Watson’s caring leadership value of innovating with insight, reflection, and wisdom. When you are inspirational it means you can drive people to reach great heights of their performance and success. It means to model qualities like passion, purpose and helping team members find meaning in their roles.

When you are an inspiring leader, your team members will not only have a higher level of engagement, but they will have higher productivity as well. Simon Sinek in one of his books alludes that, inspiring leaders give people a sense of purpose or belonging that has little to do with any external incentive or benefit to be gained. Inspiring leaders create a following of team members who drive improved consistent performance because they are inspired. Being inspirational enables your team members to have not only the ability but a dedicated will to champion higher performance in the organization.

The role of a leader is to challenge their team members to maximize their potential in delivering shared goals. John Maxwell shared that everything rises and falls on leadership. With the understanding of total caring leadership, leaders can integrate both total leadership values and domains with caring leadership values and be Mindful, be Intentional, be Authentic and be Inspirational in their everyday leadership journey and experience. By actively engaging in total caring through mindfulness, intentionality, authenticity, and inspiration, leaders can optimize their teams’ ability to have higher engagement and productivity.

About the Author

Gilbert Ang’ana is a Strategic and Innovative Executive who translates business vision into initiatives that improve performance, profitability, growth, and leadership engagement & productivity. Empowering leaders with unique perspectives and appreciation that their teams are their greatest asset. An authentic influencer who thrives on team collaborations, tough challenges, and translating vision and strategy into actionable, value-added objectives. The CEO/Founder at Accent Leadership Group, a leadership and change management consultancy with a focus on creating a movement of leaders whose power of influence will far exceed the authority of their position. He also was recognized as one of The Top 40 Global Change Management Gurus – 2022 by leadersHum for his immense contribution and practice. He can be reached through info@stepafrique.com

Organizations not only exist to make a profit and be financially sustainable but also to make a difference and have a meaningful legacy using specific business models adopted.

To achieve that outcome organizations must establish effective authority relationships to work together efficiently. This is what entails collaborative relationships and leadership.

Collaborative leadership has had significant developments over the last two decades but, there is still minimal consensus on what constitutes acceptable dimensions of collaborative leadership and how that fits in an organizational context.

These misalignments have resulted in challenges to the full realization of the benefits of collaborative leadership as a result of its skewed implementation and application in an organizational context. The result is a lack of appreciation and belief by business practitioners and organization leaders on the implications of collaborative leadership application on their organization’s financial sustainability.

This effect goes deeper in that organization leaders are not very clear on the impact of their organization’s business model and their role in facilitating successful collaborative leadership.

Check out the below link to a conceptual paper by our CEO Gilbert Ang’ana advising on new developments and perspectives on this topic as he presents a case for the development of a new theoretical model suitable for the expansion of the current understanding of deployment of collaborative leadership in an organizational context.

Hope it will be useful to you as a practitioner and also an academic scholar in a deeper understanding of Collaborative leadership.

Kindly click the link below to view and download. The PDF article and Publication Certificate have been attached.
https://doi.org/10.53819/81018102t2050

I am a Strategic and Innovative Executive who translates business vision into initiatives that improve performance, profitability, growth, and leadership engagement & productivity. Empowering leaders with unique perspectives and appreciation that their teams are their greatest asset. An authentic influencer who thrives on team collaborations, tough challenges, and translating vision and strategy into actionable, value-added objectives.

Which direction for you?

Has this concept of gender equality been misguided and accepted with its flaws today?  

This article aims to spark a reflective conversation on Gender Equality as a concept from its conceptualization perspective.

I have been in a reflective mode on this subject of “Gender Equality” and I have been asking myself whether the whole idea of gender equality is right in its own right or has been misconceived and misused today?

The Subjection of Women, an essay published in 1869 by philosopher and political economist John Stuart Mill. Mill is among the initial works that argued in favor of legal and social equality between men and women. John argues that ‘the legal subordination of one sex to the other’ is ‘wrong in itself, and now one of the chief hindrances to human improvement’ (p. 1). From this time onwards there have been various conversations and groups that came to spur, enhance, and review the critical agenda into what we have today on gender equality in all spaces.

It’s unfortunate to see that today, over 150 years later we still have issues with such social and legal rights of women in many countries. 

On the flip side…

Robert Webb in an article in 2018 on How not to be a Boy shared some points that tried to explain the unique nature of being a boy growing up, filled with many injuries to body and spirit, the pressures and repressions of manhood which in many instances may lead to high rates of male isolation, misery, and suicide. On the same note from as early as the 1970s, there have been numerous men’s activism groups that also aimed to propagate men’s rights, representations among other aspects.

So this conversation around equality has transformed over time…of course with numerous activism from both gender sides coming along and changing the conceptualization of the critical original concerns.

But, before we go further, let’s look at some of the contemporary definitions of the concept or agenda of gender equality so as we get a foundational understanding before sharing some arguments which may be food for thought.

Gender equality, also known as sexual equality or equality of the sexes, is the state of equal ease of access to resources and opportunities regardless of gender, including economic participation and decision-making; and the state of valuing different behaviors, aspirations, and needs equally, regardless of gender. (From Wikipedia)

"Gender equality is when people of all genders have equal rights, responsibilities, and opportunities. ... Gender equality prevents violence against women and girls. It's essential for economic prosperity. Societies that value women and men as equal are safer and healthier. Gender equality is a human right." (VIC.GOV.AU)

These definitions in my opinion are misguided and contradictory with the follow-up intentions. There is no such thing as sexual equality or equality of sexes, right from the basic physical sense to the uniqueness of both males and females. Equal rights and opportunities for women and men are not gender quality…but gender accommodation that then aims to repair the gender discriminations that have been there historically.

A recent report by the United Nations development program highlighted the issue of gender inequality, “Gender inequality is not perpetuated exclusively through differential access to and control over material resources. Gender norms and stereotypes reinforce gendered identities and constrain the behavior of women and men in ways that lead to inequality.”

Looking at these statements still makes me wonder why we are perpetrating a wrong notion across world-respected bodies. The key concern here is not inequality but discrimination which can be driven through gender accommodations and not equality. It is common knowledge to understand that the behaviors of men and women cannot be the same, our physiological, psychological and even our genetic orientations are not the same. However, we can accommodate one another as equals in all spheres of life which doesn’t surmount “gender equality”.   

If we use the word gender equality as has been adopted and normalized by our society, the opposite of it is inequality which is what has been propagated to drive the agenda of equality which in my opinion is totally misplaced, misguided, and propagated wrongly. Unfortunately, it’s propagated and also driven by religious leaders, scholars, and other researchers who are to be on the frontline of developing clarity on this subject.

In my opinion, the aspect of inequality should be more of gender discrimination, and the aspect of equality should be more of gender accommodations. These I believe should be the agenda to be researched, and driven since it doesn’t propagate activism the way it is today but, fosters a challenge to many that if there are spaces where we possibly have extremely unbalanced gender measures, then something needs to be done to bring some form of acceptable alignment.

Equal accommodation in all spheres is not “gender” equality.

This form of understanding separates the discussion of inequality from gender based-violence and under gender injustices that are different. Mixing agendas on injustices to equality conversations negates the origination of the concept and agenda. This agenda on equality today has been hijacked by both female and male chauvinists to drive equality which is against the creation order base on religious backgrounds.

I do not advocate for gender-based violence and in my opinion, strong measures should be taken against both gender who are involved in it. I feel that component has been sneaked into the discussions of gender equality to bring some form of sympathy to the meaning and should not be part of gender equality discussions and conceptualization. 

I have a strong belief that the concept of gender equality is misguided across all spaces which then has resulted in an acceptance into the natural understanding as normal. 

The question that lingers my thoughts as am thinking about this…”Is there gender equality or it’s gender discrimination which requires accommodations?”

Gender accommodations have a place in the Bible looking at the creation story. Genesis 1:27, narrates, “So God created man in his own image, in the image of God he created him, male and female he created them”.

It’s on this basis that most people and the narrative of equality came about as a result of misconception. If males and females were to be created equal, then there would only be male-created to accommodate both genders. The fact that God created males and females in his own image means that in all spaces of life both males and females need to accommodate each other on equal measures since we are all made in the image of God. However, this does not equate to equality in gender or gender equality for this matter.

I believe the Godly idea was more on gender accommodations in equal measure. So over the years, the notion of equality has been misguided and I say propagated out of the secularized principles and perspective which has brought a lot of arguments, confusion, activism, and heated debates especially when one mentions the concept of equality in a different light like I am now. 

I am an advocate of gender accommodations. Appreciating our diversity as male and female and the fact that we are not equal negates the idea of using equality after gender.

And don’t get me wrong, many equality aspects are driven by the fact that both males and females today can undertake the same work responsibility. Totally in agreement, however, this is not gender equality. Many organizations are striving to accommodate equal numbers of male and female 50/50 in their organizations and shout about it when achieved. I dare say again this is not gender equality. Many organizations are striving to have 50/50 gender parity in boards of organizations and possibly at executive levels. Again I say this is not gender equality. Governments and parliaments including here in Kenya are still struggling to meet the 1/3 gender parity let alone 50/50. And I will say again this is not gender equality. 

I want to be cautious in saying that we have today adopted the gender equality song from a misconception of gender accommodations. 

The world today is demanding gender accommodations and not equality. Male and female will never be equal but we can accommodate each other in all spaces and spheres of life. Allowing equal spaces is not equality, it’s accommodations. Ladies being able to do most of the responsibilities and even more in organizations does not equate to equality but accommodations. Men being given an opportunity in some of the ladies’ strongholds does not equate to equality but accommodations. 

I am a husband and a father, I strive to ensure my wife is fully accommodated in all spheres in our lives as an equal partner. However, we are not equal. Additionally, I strive to ensure that my daughter grows up to understand that she can undertake anything from all perspectives and she needs to strive to both push to be accommodated and also accommodate others both men and women. But, at the same helps her understand that she is uniquely created and not gender-equal to the men around her.

As a parting shot, I believe the agenda of gender accommodation can be achieved sooner than later in our world today, if we appreciate our gender differences, avoid gender discrimination and propagate accommodations, we should have unevenly noticed discriminations in all spheres of our lives.

I say, again that this article was meant to create some reflective discussions…would be happy to hear your views and comments on it through comments or by email below.

Gilbert Ang’ana is the CEO of Accent Leadership Group. He is an expert source for topics relating to all matters leadership, coaching, and organization development and a regular content contributor to various online publications. Gilbert is also a Director at Innovate Leader Academy an online academy that teaches matters leadership. He is a Leadership Coach, Scholar, and an Independent Research Fellow. You can reach him through www.stepafrique.com