I keep hearing from time to time about the "I'm done with Church" people. These are people that have decided to go and stay at home and sat down due to some claimed trauma that they experienced in Church. I'm sure that the stories are varied, and depending on who's telling the story, probably horrific in the details of how they were done wrong.
Well, as a Pastor of some years now, I've got a few horror stories of my own that I could tell of how I've invested in people; believed in them; gave them a place to serve and become; believed in them when no one else did; paid their bills and ministered to them in their pain; literally clothed them; fed them; invested in their business; counselled then and gave them a word that set them on course into their own ministries. There are some that are actually alive today because by God's grace, they were healed when I laid these hands upon them after the Doctors gave them no hope. They told me they loved me and that there was no one in the world like me.
They told me I'm their father and God sent them to me. Then they left me high and dry in a fit of rage and indignation when something did not go the way they wanted it to! Most of them never even bothered to say they were leaving. They just disappeared into thin air and I would occasionally chance upon some of them on social media still ranting subliminally or in no uncertain terms about how I did them wrong or colluded with someone that did them wrong. They totally forgot what I did for them and how the very Church they're insulting taught them what they know. Some of them are getting admiration and credit for having "revelation," while the truth is they're simply parroting what they heard me say. Everything they know, they basically learned it from me.
Now, we want to give credence to these kind of "saints" and start a movement to placate them and see what we need to do to bring them back into fellowship with the Church of Jesus Christ as the Word of the Lord clearly tells us NOT to forsake the assembling of ourselves together with the saints. Usually, they want to be begged to come to Church and all sorts of concessions made to appease them. They are right and everyone else is wrong. Selfishness and unforgiveness are not kingdom values. Is this kind of behavior representative of a follower of Christ? A disciple? A son of God? I think not! We all have stories of offense. I dare say such people have also offended others on more than one occasion in more ways than one.
They're not the only ones offended or hurt. We all have been. Offenses are there. In fact, Jesus guaranteed them. He said offenses will come. And if we wanted to use them, they could become the reason that we run for cover and isolate ourselves from the Body of Christ at every whim and turn. If I used offense and "somebody did me wrong in Church" as a litmus test for whether I remained in ministry, I would have left long ago. I've been hurt. I've been lied about. I've been insulted and disrespected. My hair is gray-ing. But I haven't left and sulked at home or shouted my grievances from the rooftops. I have not dragged the names of my offenders in the mud. Offense is like an automatic weapon. Once you pull the trigger, it keeps firing.
Unless properly identified and repentance and change come forth, the spirit of offense will continue to cause chaos and destroy relationships. The spirit of offense has infiltrated our Churches and causes division, dissension, suspicions, strife, hurt and pain. As offense infiltrates our Churches and annihilates the peace and unity, what can we do as Christians to root this out? We must self-examine, searching within ourselves to see when and if offense arises. If a person easily shuts down when people speak truth into their lives or make a suggestion and they automatically think the other person is wrong, this could be an insidious spirit of offense. It is at the least a crucial warning to self-evaluate and try to discover why the person so quickly withdrew from the correction or suggestion given. Often their thoughts will lead to, "They are out to get me." Thoughts like those lead to an unhealthy and unproductive road of emotional turmoil. Offense is a deadly weapon that kills relationships and builds up bitterness. Offense is tied to pride and control. Those three in operation together are a deadly trio. People manifesting this trio seldom experience deliverance without spending a serious amount of time casting down their flesh, allowing God to divinely intervene, and receiving correction and insight from those with prophetic wisdom. Offense is difficult to identify within, because pride will keep us from exposing the offense in our life. Pride tells us we are always right and cannot have offense in our lives.
How can you tell if you are easily offended? Here are some markers: you are quick to argue and defend yourself; you are quick to anger; you get your feelings hurt easily; you keep playing comments or actions over and over in your mind and growing resentful; or you don't want to talk to a certain person anymore. Offense is dangerous because "a brother offended is harder to be won than a strong city, and their contentions are like the bars of a castle" (Prov. 18:19). But love is not touchy or easily provoked (see 1 Cor. 13:5-6). We know that, "good sense makes one slow to anger, and it is his glory to overlook an offense" (Prov. 19:11). And the Preacher offers some really good advice: "Do not give heed to everything people say, lest you hear your servant cursing you. Your heart knows that many times you have spoken a curse against others" (Eccl. 7:21-22). Ultimately, if you are offended the only way to escape that trap is to spit out the bait. Forgive. There are many, many Scriptures dealing with the forgiveness, which is a commandment, not an option.
But here's one I'll leave you with: "You shall not take vengeance, nor bear any grudge against the children of your people, but you shall love your neighbor as yourself: I am the Lord" (Lev. 19:18). Walk this way and you will walk free of offense—and avoid it all together to begin with: "Love suffers long and is kind; love envies not; love flaunts not itself and is not puffed up, does not behave itself improperly, seeks not its own, is not easily provoked, thinks no evil; rejoices not in iniquity, but rejoices in the truth; bears all things, believes all things, hopes all things, and endures all things" (1 Cor. 13:4-7). Removing offense from us and assisting others involves identifying the characteristics of offense: Entitlement: The person with offense feels they are owed something. They value what they have in themselves and feel they have worked hard and they deserve to be elevated.
The truth is they felt they deserved something they weren't entitled to. Entitled people feel it is their duty and responsibility even though it isn't. When they feel entitled to a position or thing and don't receive it they get offended and rejected. Pride: Prideful people are self-reliant instead of God reliant. When pride attacks, it doesn't allow us to see the entire picture. Lucifer was prideful and it resulted in his fall. When people are offended, the offense is rooted in pride. Pride makes us fall, however with offense people don't see the fall as a result of their own doing, but they put the blame on others. Some people cannot handle the thought of being wrong and then they feel shameful and unworthy. When a person offers direction or correction to a prideful offensive person, often it is interpreted as, "I can't do anything right or I messed up again." Unfairness: People with offense often feel Church leaders have treated them unfairly. A common complaint I hear is that, "They didn't value my gifting." People get hurt and build up resentment and bitterness when they are not used in the Church. What people don't realize is that there is proper order in a well-structured Church and more than likely the person wanted to be used and valued before their time. Respect: The world has taught us to demand respect, but the Bible has taught us to humble ourselves and serve with love.
When offended, what the world has taught us screams in our ears and we cannot hear the quietness of the Lord's voice that says serve with humility. Control: Offensive people often desire to control the situation. When control and having it my way cannot exist, offensive people get offended and leave the Church. If only they would have stayed under the strong leadership that didn't put up with their selfish behaviors, they may have received the healing they were longing for but didn't know they needed. There are Pastors and leaders who will put up with offensive people in attempt to usher them into deliverance and manifest the giftings within them.
Unfortunately, offensive people think everyone else is wrong and they are the only one who is right. Therefore, when a genuine person comes into their life or is sent by God, they often don't receive them because they don't know how to receive unconditional love, correction and instruction. People with offense become unteachable in their pursuit to be elevated, entitled and respected. They can't receive the fact that this situation or Church will be different from the last encounter they had.
They are still elevating themselves and can't believe that someone may have more knowledge or growth in their spiritual walk. They often would rather be argumentative than pursue peace and humility. How can people assist those caught up in offense? We must love them unconditionally and listen to them. People with offense want to be valued and heard. We can go forth in the love of the Father by yielding to them, listening to them, offering spirit led advice and giving them a chance to heal. How do you do that? Set healthy boundaries, but show them you have a quality that is different. Extended them the grace and mercy that Jesus Christ gave to you. Approach them with tenderness, but firmness.
We want to lead and guide people into a place of peace and love, forgiveness and hope. A good mentor and leader will speak the truth in love and give the person practical examples and instruction on how to walk out their past hurts and pain. Instead of always giving them the answer, instruct them in question form by making suggestions of what they could think about and take to prayer, seeking the Holy Spirit for discernment. By working with them and not against them, you can lead them to a place of receiving exactly what they are seeking, love and value and to be used by God.
There is a Biblical prescription to resolve offense and it is not separation from the Church and accusation against its leadership. We need to maintain the standard of the Word of the Lord in all matters of life, offense included. Part of the problem is gross immaturity in the pulpit and the pew. Sin is a poor fit for the life of any believer; whether they are in the pew or the pulpit. Barna's statistics won't solve the problem, only the heart impacted by the Holy Spirit and the will that is more committed to following Christ than being right, or being understood, or being heard. Let's grow up in Christ with a view toward the "measure of the fullness of Christ" as our pursuit in God. Maybe then we will realize that one of the most significant values of the Christian walk is the need to die to ourselves so that we can live in him! That's my story and I'm sticking to it!
“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
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.
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.