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THE PASTOR WHO WAS A MUSLIM

Today I want to sail the choppy seas. I'm fully aware that were I in another country, this article would earn me death threats. Or worse. But, at least for now, I think I'm pretty safe. Few of my readership might know that I used to be a Muslim. Yes, right now I'm an all out, take no prisoners, cotton spittin', fire and brimstone preachin', Bible totin' preacher! The complete opposite of the Muslim I once was. In another country, under strict Islamic law, a turncoat like me would be sent to meet his Maker. But what exactly happened? Are we not worshipping the same God?


While some similarities exist between Islam and Christianity (they are both monotheistic religions, for example), their differences are clear-cut, significant, and irreconcilable. For this article, we will survey four key areas: the founders of the two religions, the contrasting views of God, the sacred literature, and the means of salvation. We will see that Islam differs from Christianity in each of those four areas. I should know. I've lived both world views. I've not just read but followed both, with equal passion. I was not a nominal Muslim.


Through the gospel of Jesus Christ, God offers—and true disciples of Jesus have received—that which everyone in the world, including every Muslim, needs and many long for: forgiveness for their sins, a loving heavenly Father with whom they can communicate personally, and assurance that eternal happiness awaits them beyond this life. The key to witnessing to a Muslim is getting him to understand that Islam does not offer these things and that Christianity most certainly does. In fact, Christianity is the only religion that does. â€¨â€¨Muslims use much of the same terminology that appears in the Bible: sin, salvation, heaven, hell, one God, law, and punishment. What is missing from their lexicon is the word “savior.”

The Muslim does not believe that he needs a savior because he believes he alone must atone for his sin by his works. Islam teaches that man is born sinless and, therefore, does not have a sin nature from which he needs to be saved. His sinlessness was corrupted by external influences and can, therefore, be ‘cleaned up’ by works and efforts that please Allah. The Qur’an tells the Muslim that his good deeds can cancel out his bad deeds (Sura 11:114), but no one knows how many good deeds are enough. Muslims believe they can ask Allah for forgiveness from sins, but Allah may or may not forgive them. There is, therefore (and this is the key), no assurance of salvation for Muslims. 



Muslims believe one must be sorry for sin and repent of it, but the idea that payment for sin is required by a holy God is not part of Islam. It’s important to begin with the idea that being sorry for sin will not help the Muslim when he stands before a holy God on Judgment Day. Ask the Muslim if a murderer will be allowed to go free if he says he’s sorry in court. Most Muslims would agree that if the judge is a good man, he must make sure justice is done. Being sorry won’t keep the murderer out of prison. Then ask the Muslim if he believes he will go to heaven.

Muslims believe in the Law of Moses, so ask if he has kept each one of the commandments perfectly. Once he admits he has lied at some time in his life or lusted after a woman in his heart, ask him, if an earthly judge can’t pardon a murderer just because he is sorry, how can Allah forgive him when he has just admitted to being a liar and/or an adulterer in his heart. If he’s at all honest, he will admit this is impossible. At this point, you can say that God made it possible for him to go to heaven even though he can’t get there on his own. Preach Jesus Christ as our substitute for sin, our Savior from sins we cannot atone for ourselves, but do not say that He was the Son of God or allude to the Trinity as these ideas are anathema to Muslims. â€¨â€¨

Again, the key to witnessing to Muslims is their lack of assurance. Islam teaches that Allah was the source of both the Bible and the Qur’an, so they are willing to listen to passages from the Bible. Passages that speak to the wickedness of man’s heart ( Psalm 14:1-3; Jeremiah 17:9; Romans 3:9-18), the holiness of God ( Exodus 15:11; 1 Samuel 2:2; Joshua 24:19; Psalm 93:5) and His hatred for sin ( Deuteronomy 25:16; Proverbs 6:16-19) will drive home the need for a Savior.

As long as the Muslim believes he can atone for sin himself, the message of the gospel will be foolishness to him. If he comes to understand that “no one will be declared righteous in his sight by observing the law” ( Romans 3:20), the door is open for the light of the gospel to shine in his heart. â€¨â€¨Of course, no one comes to the knowledge of the truth solely by good apologetics.

The natural man does not accept the things of the Spirit because they are spiritually discerned ( 1 Corinthians 2:14), and the Holy Spirit is the only one who can open the eyes of the spiritually blind. Therefore, any witnessing efforts should be bathed in prayer that hearts and minds will be opened so that when we speak the truth in love to a Muslim, it may please the Lord to grant him or her salvation through Jesus Christ.

Islam and Christianity: Founders of the Religions

Islam was founded by an Arab merchant named Muhammed about AD 622. Muhammed claimed to have received a revelation from an angel of God, and, although he initially feared his revelation had come from Satan, Muhammed later claimed to be the last and greatest of all of God’s prophets. Muhammed had fifteen wives (although he limited other men to four wives apiece) and sanctioned the beating of wives (Sura 4:34).

Muhammed was well known for spreading his new religion by force. He commanded, “Fight and slay the Pagans wherever you find them” (Sura 9:5), and he specified the proper way to execute an unbeliever was to cut his throat (Sura 47:4). Muhammed led raids against caravans to plunder their goods, broke oaths, ordered the murder of those who mocked him, and wiped out the last Jewish tribe in Medina—he killed all the men and enslaved the women and children. Interestingly, Muhammed acknowledged his own need to seek God’s forgiveness on occasion (Sura 40:55).



In stark contrast to the moral depravity of Muhammed, Jesus Christ was above reproach in every way ( 2 Corinthians 5:21). Jesus never married, He defended and honored women ( John 8:1–11), and His law was “love one another” ( John 13:34). Accordingly, Jesus never assassinated anyone, never beat a woman, never enslaved a child, never broke a promise, and never plundered a caravan. On the cross, when Jesus was mocked by those nearby, His response was, “Father, forgive them” ( Luke 23:34).



Islam and Christianity: Views of God

Islam teaches that Allah, or God, is the sovereign Creator and Ruler of all that is. Muslims emphasize God’s absolute unity, which will admit of no division, and God’s will. In fact, the will of God is more basic to who He is than His love or mercy. God could choose not to be merciful, and He can choose not to love; thus, Allah’s mercy and love are not intrinsic to His nature but are choices He makes. More important than loving God—or even knowing Him—is submitting to His will.

The word Islam means “submission.” According to Islam, God cannot be considered a “father” and He has no son. Allah does not love sinners (Surah 3:140).

Similar to Islam, Christianity teaches that God is the sovereign Creator and Ruler of all that is—but that is about where the similarity ends. Christians believe in one God who exists in three eternal, co-equal Persons (Father, Son, and Spirit) who share the same indivisible essence.

According to Christianity, God loves because His very nature is love ( 1 John 4:8)—not just because He happens to choose to love. God’s essence includes the attribute of mercy, so divine displays of mercy are more than choices God makes; they are extensions of His character. God is knowable and desires a relationship with us based on love ( Mark 12:30). Obeying God is important, but obedience without a relationship based on love is worthless (1 Corinthians 13:3).

According to Christianity, God the Father has an eternal relationship with God the Son. God does love sinners ( Romans 5:8).

Islam and Christianity: Sacred Literature

Islam holds that the Torah (the first five books of the Old Testament), the Psalms, and the Gospels were given by God—with this caveat: Jews and Christians have corrupted God’s Word and therefore Bibles cannot be fully trusted. Muslims believe that God’s final Word, the Qur’an, was miraculously given to Muhammed over a period of twenty-three years. The Qur’an, which is perfect and holy, is divided into 114 chapters called suras. In addition to the Qur’an, the Muslims have the Hadith, a collection of Muhammed’s sayings, opinions, and actions as reported by those close to him.



Biblical Christianity holds that the Old and New Testaments of the Bible are God’s inspired Word and the only authoritative rule of faith and practice. The Bible warns against adding to God’s Word ( Revelation 22:18); Christians reject the Qur’an as an attempted addition to God’s Word and as a document that contradicts the Bible in many ways.

Islam and Christianity: Means of Salvation

Islam teaches a works-based salvation and in this way is similar to other man-made religions.

A Muslim must keep the five pillars of Islam: he must confess the shahadah (“there is no God but Allah, and Muhammed is his prophet”); he must kneel in prayer toward Mecca five times a day; he must fast during the daylight hours one month of the year (Ramadan); he must give money to the poor; and he must make a pilgrimage to Mecca sometime in his lifetime. Islam teaches that the day of judgment will involve a person’s good and bad deeds being weighed in a balance—so the standard for judgment is one’s own actions (Surah 7:8-9; 21:47). The Qur’an forbids anyone from bearing another’s burden of sin (Surah 17:15; 35:18) and pointedly denies the death of Jesus (or Isa) on the cross (Surah 3:55; 4:157–158). If you will be saved, you must save yourself.


A Muslim may love Allah and wish to please Allah, but the question in his mind will invariably be “is it enough? Are my works enough to merit salvation?” Christians believe that God sent His Son, Jesus Christ, to provide an answer to the question “is my work enough?” The answer is, no, our work is not enough ( Matthew 5:48). This is shocking to anyone who has been trying on his own to appease God.

But this was the point of Jesus’ famous Sermon on the Mount ( Matthew 5:1–48). The Jews that Jesus spoke to, just like the Muslims who follow Allah, were trapped by the knowledge that nothing they did would ever meet God’s perfect standard. But Christ’s perfect life, atoning death, and resurrection did meet God’s standard ( Hebrews 10:10; Romans 8:1–8). Jesus’ message to the Jews and His message now, to Muslims and everyone else, is “repent and believe” ( Mark 1:15).

This does not mean “stop sinning” and “believe that God exists.” It means “turn from sin and stop trying to please God by your own ability” and “believe that Christ has accomplished everything for you.” The promise to those who trust Christ is that they will become the children of God ( John 1:12).

Allah offers no such promise. Muslims believe Allah will be merciful to them based on his evaluation of their performance. But salvation is never sure; it is never a promise. When the Western world looks with horror on things like jihad and acts of Islamic terrorism, they get a glimpse of the powerful fear that Allah instills in his many of his followers.

Faithful Muslims are faced with a terrible choice: obey the violent commands of an omnipotent deity whose mercy is given only to the most passionate and devoted followers (and perhaps not even then), or give themselves up as hopelessly lost and headed for punishment.

Christians should not regard Muslims with hatred, but instead with compassion. Their god, Allah, is a false god, and their eyes are blinded to the truth (see 2 Corinthians 4:4).

We should be praying for Muslims and asking God to show them the truth, revealing His promise of mercy and freedom in Christ ( 2 Timothy 2:24–26).

Christianity teaches a grace-based salvation. A person is saved by the grace (the undeserved blessing) of God, through faith in the death and resurrection of Jesus Christ ( Ephesians 2:8–9; Romans 10:9–10). The standard for judgment is absolute perfection—the righteousness of Christ.

No one can measure up to perfection ( Romans 3:23), but God in His grace and mercy has given His Son as the substitute for our sin: “When you were dead in your sins . . . God made you alive with Christ. He forgave us all our sins, having canceled the charge of our legal indebtedness, which stood against us and condemned us; he has taken it away, nailing it to the cross”  Colossians 1:13–14). We cannot save ourselves, so we turn to Christ, our sinless Savior and the author and finisher of our faith Hebrews 12:2).


The Muslim and Christian views of God have some similarities. Christians believe in one eternal God Who created the universe, and Muslims apply these attributes to Allah. Both view God as all-powerful, all-knowing, and all-present. â€¨â€¨A vital difference between the Islamic and Christian views of God is the biblical concept of the Trinity.

In the Bible, God has revealed Himself as one God in three Persons: God the Father, God the Son, and God the Holy Spirit. While each Person of the Trinity is fully God, God is not three gods but three in one. â€¨â€¨God’s Son came in the form of man, a truth called the incarnation ( Luke 1:30-35; John 1:14; Colossians 2:9; 1 John 4:1-3).

The Lord Jesus Christ conquered the penalty and power of sin by dying on the cross Romans 6:23). After rising from the dead, Jesus went back to heaven to be with His Father and sent the Holy Spirit to believers Acts 1:8-11). One day, Christ will return to judge and rule Acts 10:42,43). Those who have trusted in the Lord Jesus will live with Him, but those who refuse to follow Him must be separated in hell from the holy God. 



“The Father loves the Son and has given all things into his hand. Whoever believes in the Son has eternal life; whoever does not obey the Son shall not see life, but the wrath of God remains on him” John 3:35-36). Either Jesus bears the wrath of God for your sin on the cross or you bear the wrath of God for your sin in hell 1 Peter 2:24).

The Trinity is essential to the Christian faith. Without the Trinity, there would be no incarnation of God’s Son in the Person of Jesus Christ. Without Jesus Christ, there would be no salvation from sin. Without salvation, sin would condemn all to an eternal hell.



So, do Christians and Muslims worship the same God? A better question is, “Do Christians and Muslims both have a correct understanding of who God is?” To this question, the answer is definitely no. Because of crucial differences between the Christian and Muslim concepts of God, the two faiths cannot both be true. The biblical God alone addresses and solves the problem of sin by giving His Son. Allah does no such thing; fundamentally because he doesn't have a son to give. â€¨â€¨“For God so loved the world that he gave his one and only Son, that whoever believes in him shall not perish but have eternal life.

For God did not send his Son into the world to condemn the world, but to save the world through him. Whoever believes in him is not condemned, but whoever does not believe stands condemned already because he has not believed in the name of God’s one and only Son”  John 3:16-18).

Islam and Christianity, having different beliefs on essential doctrines such as God, Jesus, Scripture, and salvation, are irreconcilable. Both religions cannot be true. We believe that Jesus Christ, as presented in the Bible, is the true Son of God and Savior of mankind. “Grace and truth came through Jesus Christ” John 1:17).

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Can we cure ourselves from the cancer of corruption?

28th October 2020
DCEC DIRECTOR: Tymon Katholo

Bokani Lisa Motsu

“One of the saddest lessons of history is this: If we’ve been bamboozled long enough, we tend to reject any evidence of the bamboozle. We’re no longer interested in finding out the truth. The bamboozle has captured us. It’s simply too painful to acknowledge, even to ourselves, that we’ve been taken. Once you give a charlatan power over you, you almost never get it back.” Carl Sagan

Corruption is a heavy price to pay. The clean ones pay and suffer at the mercy of people who cannot have enough. They always want to eat and eat so selfishly like a bunch of ugly masked shrews. I hope God forgives me for ridiculing his creatures, but that mammal is so greedy. But corruption is not the new kid on the block, because it has always been everywhere.

This of course begs the question, why that is so? The common answer was and still is – abuse and misuse of power by those in power and weak institutions, disempowered to control the leaders. In 1996, the then President of The World Bank, James D. Wolfensohn named the ‘C-Word’ for the first time during an annual meeting of the Bretton Woods Institutions. A global fight against corruption started. Transparency International began its work. Internal and external audits mushroomed; commissions of inquiry followed and ever convoluted public tender procedures have become a bureaucratic nightmare to the private sector, trying to fight red tape.

The result is sobering corruption today is worse than it was 25 years ago. There is no denying that strong institutions help, but how does it come that in the annual Transparency International Ranking the same group of countries tend to be on the top while another group of countries, many African among them, tend to be on the bottom? Before one jumps to simple and seductive conclusions let us step back a moment.

Wolfensohn called corruption a cancer that destroys economies like a cancer destroys a body. A cancer is, simplified, good cells in a body gone bad, taking control of more and more good cells until the entire body is contaminated and eventually dies. So, let us look at the good cells of society first: they are family ties, clan and tribe affiliation, group cohesion, loyalty, empathy, reciprocity.

Most ordinary people like the reader of these lines or myself would claim to share such values. Once we ordinary people must make decisions, these good cells kick in: why should I hire a Mrs. Unknown, if I can hire my niece whose strengths and weaknesses I know? If I hire the niece, she will owe me and support my objectives.

Why should I purchase office furniture from that unknown company if I know that my friend’s business has good quality stuff? If I buy from him, he will make an extra effort to deliver his best and provide quality after sales service? So, why go through a convoluted tender process with uncertain outcome? In the unlikely case my friend does not perform as expected, I have many informal means to make him deliver, rather than going through a lengthy legal proceeding?

This sounds like common sense and natural and our private lives do work mostly that way and mostly quite well.

The problem is scale. Scale of power, scale of potential gains, scale of temptations, scale of risk. And who among us could throw the first stone were we in positions of power and claim not to succumb to the temptations of scale? Like in a body, cancer cells start growing out of proportion.

So, before we call out for new leaders – experience shows they are rarely better than the old ones – we need to look at ourselves first. But how easy is that? If I were the niece who gets the job through nepotism, why should I be overly critical? If I got a big furniture contract from a friend, why should I spill the beans? What right do I have to assume that, if I were a president or a minister or a corporate chief procurement officer I would not be tempted?

This is where we need to learn. What is useful, quick, efficient, and effective within a family or within a clan or a small community can become counterproductive and costly and destructive at larger corporate or national scale. Our empathy with small scale reciprocity easily permeates into complacency and complicity with large scale corruption and into an acquiescence with weak institutions to control it.

Our institutions can only be as strong as we wish them to be.

I was probably around ten years old and have always been that keen enthusiastic child that also liked to sing the favourite line of, ‘the world will become a better place.’  I would literally stand in front of a mirror and use my mom’s torch as a mic and sing along Michael Jackson’s hit song, ‘We are the world.’

Despite my horrible voice, I still believed in the message.  Few years later, my annoyance towards the world’s corrupt system wonders whether I was just too naïve. Few years later and I am still in doubt so as to whether I should go on blabbing that same old boring line. ‘The world is going to be a better place.’ The question is, when?

The answer is – as always: now.

This is pessimistic if not fatalistic – I challenge Sagan’s outlook with a paraphrased adage of unknown origin: Some people can be bamboozled all of the time, all people can be bamboozled some of the time, but never will all people be bamboozled all of the time.

We, the people are the only ones who can heal society from the cancer of corruption. We need to understand the temptation of scale and address it. We need to stop seeing ourselves just a victim of a disease that sleeps in all of us. We need to give power to the institutions that we have put in place to control corruption: parliaments, separation of power, the press, the ballot box. And sometimes we need to say as a niece – no, I do not want that job as a favour, I want it because I have proven to be better than other contenders.

It is going to be a struggle, because it will mean sacrifices, but sacrifices that we have chosen, not those imposed on us.

Let us start today.

*Bokani Lisa Motsu is a student at University of Botswana

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Opinions

Accounting Officers are out of touch with reality

19th October 2020

Parliament, the second arm of State through its parliamentary committees are one of Botswana’s most powerful mechanisms to ensure that government is held accountable at all times. The Accounting Officers are mostly Permanent Secretaries across government Ministries and Chief Executive Officers, Director Generals, Managing Directors of parastatals, state owned enterprises and Civil Society.

So parliament plays its oversight authority via the legislators sitting on a parliamentary committee and Accounting Officers sitting in the hot chair.  When left with no proper checks and balances, the Executive is prone to abuse the arrangement and so systematic oversight of the executive is usually carried out by parliamentary committees.  They track the work of various government departments and ministries, and conduct scrutiny into important aspects of their policy, direction and administration.

It is not rocket science that effective oversight requires that committees be totally independent and able to set their own agendas and have the power to summon ministers and top civil servants to appear and answer questions. Naturally, Accounting Officers are the highest ranking officials in the government hierarchy apart from cabinet Ministers and as such wield much power and influence in the performance of government.  To illustrate further, government performance is largely owed to the strategic and policy direction of top technocrats in various Ministries.

It is disheartening to point out that the recent parliament committees — as has been the case all over the years — has laid bare the incompetency, inadequacy and ineptitude of people bestowed with great responsibilities in public offices. To say that they are ineffective and inefficient sounds as an understatement. Some appear useless and hopeless when it comes to running the government despite the huge responsibility they possess.

If we were uncertain about the degree at which the Accounting Officers are incompetent, the ongoing parliament committees provide a glaring answer.  It is not an exaggeration to say that ordinary people on the streets have been held ransom by these technocrats who enjoy their air conditioned offices and relish being chauffeured around in luxurious BX SUV’s while the rest of the citizenry continue to suffer. Because of such high life the Accounting Officers seem to have, with time, they have gotten out of touch with the people they are supposed to serve.

An example; when appearing before the recent Public Accounts Committee (PAC), Office of the President Permanent Secretary, Thuso Ramodimoosi, looked reluctant to admit misuse of public funds. Although it is clear funds were misused, he looked unbothered when committee members grilled him over the P80 million Orapa House building that has since morphed into a white elephant for close to 10 successive years. To him, it seems it did not matter much and PAC members were worried for nothing.

On a separate day, another Accounting officer, Director of Public Service Management (DPSM), Naledi Mosalakatane, was not shy to reveal to PAC upon cross-examination that there exist more than 6 000 vacancies in government. Whatever reasons she gave as an excuse, they were not convincing and the committee looked sceptical too. She was faltering and seemed not to have a sense of urgency over the matter no matter how critical it is to the populace.

Botswana’s unemployment rate hoovers around 18 percent in a country where majority of the population is the youth, and the most affected by unemployment. It is still unclear why DPSM could underplay such a critical matter that may threaten the peace and stability of the country.
Accounting Officers clearly appear out of touch with the reality out there – if the PAC examinations are anything to go by.

Ideally the DPSM Director could be dropping the vacancy post digits while sourcing funds and setting timelines for the spaces to be filled as a matter of urgency so that the citizens get employed to feed their families and get out of unemployment and poverty ravaging the country.
The country should thank parliamentary committees such as PAC to expose these abnormalities and the behaviour of our leaders when in public office. How can a full Accounting Officer downplay the magnitude of the landless problem in Botswana and fail to come with direct solutions tailor made to provide Batswana with the land they desperately need?

Land is a life and death matter for some citizens, as we would know.

When Bonolo Khumotaka, the Accounting Officer in the Ministry of Land Management, Water and Sanitation Services, whom as a top official probably with a lucrative pay too appears to be lacking sense of urgency as she is failing on her key mandate of working around the clock to award the citizens with land especially those who need it most like the marginalised.  If government purports they need P94 billion to service land to address the land crisis what is plan B for government? Are we going to accept it the way it is?

Government should wake up from its slumber and intervene to avoid the 30 years unnecessary waiting period in State land and 13 years in Tribal land.  Accounting Officers are custodians of government policy, they should ensure it is effective and serve its purpose. What we have been doing over the years, has proved that it is not effective, and clearly there is a need for change of direction.

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Is it possible to make people part of your business resilience planning after the State of Public Emergency?

12th October 2020

THABO MAJOLA

His Excellency Dr Mokgweetsi EK Masisi, the President of the Republic of Botswana found it appropriate to invoke Section 17 (1) of the Constitution of the Republic of Botswana, using the powers vested in him to declare a State of Public Emergency starting from the 2nd April 2020 at midnight.

The constitutional provision under Section 17 (2b) only provided that such a declaration could be up to a maximum of 21 days. His Excellency further invoked Section 93 (1) to convene an extra- ordinary meeting of Parliament to have the opportunity to consult members of parliament on measures that have been put in place to address the spread and transmission of the virus. At this meeting Members of Parliament passed a resolution on the legal instruments and regulations governing the period of the state of emergency, and extended its duration by six (6) months.

The passing of the State of Emergency is considered as a very crucial step in fighting the near apocalyptic potential of the Novel COVID-19 virus. One of the interesting initiatives that was developed and extended to the business community was a 3-month wage subsidy that came with a condition that no businesses would retrench for the duration of the State of Public Emergency. This has potentially saved many people’s jobs as most companies would have been extremely quick to reduce expenses by downsizing. Self-preservation as some would call it.

Most organisations would have tried to reduce costs by letting go of people, retreated and tried their best to live long enough to fight another day. In my view there is silver lining that we need to look at and consider. The fact that organisations are not allowed to retrench has forced certain companies to look at the people with a long-term view.

Most leaders have probably had to wonder how they are going to ensure that their people are resilient. Do they have team members who innovate and add value to the organisation during these testing times? Do they even have resilient people or are they just waiting for the inevitable end? Can they really train people and make them resilient? How can your team members be part of your recovery plan? What can they do to avoid losing the capabilities they need to operate meaningfully for the duration of the State of Public Emergency and beyond?

The above questions have forced companies to reimagine the future of work. The truth is that no organisation can operate to its full potential without resilient people. In the normal business cycle, new teams come on board; new business streams open, operations or production sites launch or close; new markets develop, and technology is introduced. All of this provides fresh opportunities – and risks.

The best analogy I have seen of people-focused resilience planning reframes employees as your organisation’s immune system, ready and prepared to anticipate risks and ensure they can tackle challenges, fend off illness and bounce back more quickly.  So, how do you supercharge your organizational immune system to become resilient?

COVID-19 has helped many organisations realize they were not as prepared as they believed themselves to be. Now is the time to take stock and reset for the future. All the strategies and plans prior to COVID-19 arriving in Botswana need to be thrown out of the window and you need to develop a new plan today. There is no room for tweaking or reframing. Botswana has been disrupted and we need to accept and embrace the change. What we initially anticipated as a disease that would take a short term is turning out to be something we are going to have to live with for a much longer time. It is going to be a marathon and therefore businesses need to have a plan to complete this marathon.

Start planning. Planning for change can help reduce employee stress, anxiety, and overall fear, boosting the confidence of staff and stakeholders. Think about conducting and then regularly refreshing a strategic business impact analysis, look at your employee engagement scores, dig into your customer metrics and explore the way people work alongside your behaviours and culture. This research will help to identify what you really want to protect, the risks that you need to plan for and what you need to survive during disruption. Don’t forget to ask your team members for their input. In many cases they are closest to critical business areas and already have ideas to make processes and systems more robust.

Revisit your organisational purpose. Purpose, values and principles are powerful tools. By putting your organisation’s purpose and values front and center, you provide clear decision-making guidelines for yourself and your organisation. There are very tough and interesting decisions to make which have to be made fast; so having guiding principles on which the business believes in will help and assist all decision makers with sanity checking the choices that are in front of them. One noticeable characteristic of companies that adapt well during change is that they have a strong sense of identity. Leaders and employees have a shared sense of purpose and a common performance culture; they know what the company stands for beyond shareholder value and how to get things done right.

Revisit your purpose and values. Understand if they have been internalised and are proving useful. If so, find ways to increase their use. If not, adapt them as necessities, to help inspire and guide people while immunizing yourself against future disruption. Design your employee experience. The most resilient, adaptive and high performing companies are made up of people who know each other, like each other, and support each other.

Adaptability requires us to teach other, speak up and discuss problems, and have a collective sense of belonging. Listening to your team members is a powerful and disruptive thing to do. It has the potential to transform the way you manage your organisation. Enlisting employees to help shape employee experience, motivates better performance, increases employee retention and helps you spot issues and risks sooner. More importantly, it gives employees a voice so you can get active and constructive suggestions to make your business more robust by adopting an inclusive approach.

Leaders need to show they care. If you want to build resilience, you must build on a basis of trust. And this means leaders should listen, care, and respond. It’s time to build the entire business model around trust and empathy. Many of the employees will be working under extreme pressure due to the looming question around what will happen when companies have to retrench. As a leader of a company transparency and open communication are the most critical aspects that need to be illustrated.

Take your team member into confidence because if you do have to go through the dreaded excise of retrenchment you have to remember that those people the company retains will judge you based on the process you follow. If you illustrate that the business or organization has no regard for loyalty and commitment, they will never commit to the long-term plans of the organisation which will leave you worse off in the end. Its an absolutely delicate balance but it must all be done in good faith. Hopefully, your organization will avoid this!

This is the best time to revisit your identify and train your people to encourage qualities that build strong, empathetic leadership; self-awareness and control, communication, kindness and psychological safety.  Resilience is the glue that binds functional silos and integrates partners, improves communications, helps you prepare, listen and understand. Most importantly, people-focused resilience helps individuals and teams to think collectively and with empathy – helping you respond and recover faster.

Article written by Thabo Majola, a brand communications expert with a wealth of experience in the field and is Managing Director of Incepta Communications.

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