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Stuart White

“Work is love made visible. And if you cannot work with love but only with distaste, it is better that you should leave your work and sit at the gate of the temple and take alms of those who work with joy. For if you bake bread with indifference, you bake a bitter bread that feeds but half man's hunger. And if you grudge the crushing of the grapes, your grudge distils a poison in the wine. And if you sing though as angels, and love not the singing, you muffle man's ears to the voices of the day and the voices of the night.”  Kahlil Gibran

I found myself seeking counsel from a doctor friend of mine this week, not for medical advice but for guidance on an HR matter. The concern which I had was about staff morale and engagement, really rather embarrassing and ironic seeing that I am a consultant in the HR field. But I had to overcome the discomfort of feeling like a dentist with a toothache, reminding myself of the Kahlil Gibran quote – “Work is love made visible…” because in my office there appeared to be very little love and probably even less work,  hence the need for psychological input.

We may dream of a utopian society where people are liberated from having to work but the fact is, occupation is really very central to our lives. And for this reason I feel it makes sense that people should enjoy it and to a certain extent we as managers should help make this happen. Our job, surely, is to create a desirable condition in employees that has an organisational purpose, and connotes involvement, commitment, passion, enthusiasm, focused effort, and energy. This is the definition of ENGAGEMENT.

There are four organisational drivers of engagement: transparent leadership, employee voice, organisational integrity and recognition, which, simply put means, if leadership is open and honest and employees can talk, feel heard and be recognized then you are likely to have engaged workers. There are also individual-level drivers that contribute to engagement and peak performance at work, and these are when employees can focus on using their strengths by making better use of their talents, developing their potential and doing tasks that they are good at as well as being aligned with the organisation’s goals.

Psychological capital (PsyCap) is one of the new buzz words shaping HR. This refers to an individual’s positive psychological state and it’s very important because employees with high PsyCap are generally more desirable employees with better attitudes and performance. With PsyCap people have the confidence to take on and put in the necessary effort to succeed at challenging tasks. To also have a positive mind-set about succeeding now and in the future (hope) and will persevere towards goals and have resilience to overcome obstacles when achieving these goals. You might call it commitment but whatever label you put on it, you will know when it is present as the person is engaged and the benefits that you reap as an employer are plenty. On the other hand, in its absence there is havoc, despondency, poor performance and a disturbing vacuum.

A really great illustration of PsyCap in action is in the videos recorded in space by astronaut Chris Hadfield who demonstrated lots of hope and optimism which was critical for selecting a career as an astronaut. The training he received at NASA instilled resilience and self-efficacy about the power of negative thinking. In their training they were taught to overcome fear by handling ‘bad news’ or ‘worse case’ simulations covering everything that could possibly go wrong in space. Astronauts would act out these scenarios repeatedly so that if they did happen they would have the resolution and self-confidence to handle it. They were forced to confront the problem of failure head-on and, in common parlance, ‘make a plan’, be it mental or physical. As Hadfield said “After a few years of doing that pretty much daily you’ve forged the strongest possible armor to defend against fear: hard-won confidence”.

When staff are engaged it doesn’t mean that work is easy. It rarely is. But the approach to situations and commitment is dramatically different from that of non-engaged workers.

The symptoms of low PsyCap in my own back yard this week were: unwillingness to go the extra mile, disagreements, inflexibility, rudeness, despair, hopelessness, resignation…not the prettiest picture of organisational –quasi-familial- life!  When faced with this, my immediate reaction, probably like most managers, was to read the Riot Act because miserable employees make me angry. I subscribe wholeheartedly to Gibran’s philosophy and have low tolerance of those who don’t.  Weighing up my options, however, I concluded that launching into a soliloquy of his wisdom wasn’t one of them and anyway unlikely to have the desired effect as you can’t get engagement from theoretical philosophy, it’s more involved than that.

I do know that how people behave can be a rich source of information, especially when the behaviour is changing or shifting over time.  Just like the two year old child who cries over a minor mishap, you easily reason that she is simply tired. And instead of chastising her for her overreaction you deal with the cause, tiredness and react appropriately by putting her to bed.

So I started to ask ‘What’s up? ‘What’s wrong?’ At first I was met with hostility and defensiveness – think of a two year old child with head down, arms folded, mumbling “nothing” – but eventually the negativity softened, we spoke and things started to feel better. Not solved, not perfect but better and more engaged. You see, when we have to come to work each day, we need to rely on certain things when we get there. And that’s the part of the management agreement. You show up for work and bring your strengths and talents and we will allow you to use them.

We will also work with you, not against you, help you be the best you can be and when you feel pissed off we will listen to you. I’m sure Chris Hadfield would be the first to agree it’s not rocket science and surely the only people getting it right aren’t just the astronauts and the staff at NASA.   Maybe in space no-one can hear you scream but here on terra firma you came in loud and clear.  Roger, Wilco, Over and Out.

STUART WHITE is the Managing Director of HRMC

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DIS Parley Committee selection disingenuous 

25th November 2020

Intelligence and Security Service Act, which is a law that establishes the Directorate of Intelligence and Security Service (DIS), provides for establishment of a Parliamentary Committee. Recently, the President announced nine names of Members of Parliament he had appointed to the Committee.

This announcement was preceded by a meeting the President held with the Speaker and the Leader of Opposition. Following the announcement of Committee MPs by the President, the opposition, through its leader, made it clear that it will not participate in the Committee unless certain conditions that would ensure effective oversight are met. The opposition acted on the non-participation threat through resignation of its three MPs from the Committee.

The Act at Section 38 provides for the establishment of the Committee to examine the expenditure, administration and policy of the Directorate. The law provides that the Parliamentary Committee shall have the same powers and privileges set out under the National Assembly (Powers and Privileges) Act.

On composition, the Committee shall consist of nine members who shall not be members of Cabinet and its quorum shall be five members.  The MPs in the Committee elect a chairperson from among their number at their first meeting.

The Members of the Committee are appointed by the President after consultation with the Speaker of the National Assembly and Leader of the Opposition in the National Assembly. It is the provision of the law that the Committee, relative to its size, reflect the numerical strengths of the political parties represented in the National Assembly.

The Act provides that that a member of the Committee holds office for the duration of the Parliament in which he or she is appointed.  The Committee is mandated to make an annual report on the discharge of their functions to the President and may at any time report to him or her on any matter relating to the discharge of those functions.

The Minister responsible for intelligence and security is obliged to lay before the National Assembly a copy of each annual report made by the Committee together with a statement as to whether any matter has been excluded from that copy in pursuance of the provision of the Act.

If it appears to the Minister, after consultation with the Parliamentary Committee, that the publication of any matter in a report would be prejudicial to the continued discharge of the functions of the Directorate, the Minister may exclude that matter from the copy of the report as laid before the National Assembly.

So, what are the specific demands of the Opposition and why are they not participating in the Committee? What should happen as a way forward? The Opposition demanded that there be a forensic audit of the Directorate. The DIS has never been audited since it was set up in 2008, more than a decade ago.

The institution has been a law unto itself for a longtime, feared by all oversight bodies. The Auditor General, who had no security of tenure, could not audit the DIS. The Directorate’s personnel, especially at a high level, have been implicated in corruption.  Some of its operatives are in courts of law defending corruption charges preferred against them. Some of the corruption cases which appeared in the media have not made it to the courts.

The DIS has been accused of non-accountability and unethical practices as well as of being a burden on the fiscus.  So, the Opposition demanded, from the President, a forensic audit for the purpose of cleaning up the DIS.  They demand a start from a clean slate.

The second demand by the Opposition is that the law be reviewed to ensure greater accountability of the DIS to Parliament. What are some of the issues that the opposition think should be reviewed? The contention is that the executive cannot appoint a Committee of Parliament to scrutinize an executive institution.

Already, it is argued, Parliament is less independent and it is dominated by the executive. It is contended that the Committee should be established by the Standing Orders and be appointed by a Select Committee of Parliament. There is also an argument that the Committee should report to Parliament and not to the President and that the Minister should not have any role in the Committee.

Democratic and Parliamentary oversight of the intelligence is relatively a new phenomenon across the World. Even developed democracies are still grappling with some of these issues. However, there are acceptable standards or what might be called international best practices which have evolved over the past two or so decades.

In the UK for instance, MPs of the Intelligence and Security Committee are appointed by the Houses of Parliament, having been nominated by the Prime Minister in consultation with the Leader of the Opposition. This is a good balancing exercise of involvement of both the executive and the legislature. Consultation is taken for granted in Botswana context in the sense that it has been reduced to just informing the Leader of Opposition without much regard to his or her ideas; they are never taken seriously.

Furthermore, the current Committee in the UK has four Members of the ruling party and five MPs from the opposition. It is a fairly balanced Committee in terms of Parliamentary representation. However, as said above, the President of Botswana appointed six ruling party MPs and three from the opposition.

The imbalance is preposterous and more pronounced with clear intentions of getting the executive way through the ruling party representatives in the Committee. The intention to avoid scrutiny is clear from the numbers of the ruling party MPs in the Committee.

There is also an international standard of removing sensitive parts which may harm national security from the report before it is tabled in the legislature. The previous and current reluctance of the executive arms to open up on Defence and Security matters emanate from this very reason of preserving and protecting national security.

But national security should be balanced with public interest and other democratic principles. The decision to expunge certain information which may be prejudicial to national security should not be an arbitrary and exclusive decision of the executive but a collective decision of a well fairly balanced Committee in consultation with the Speaker and the minister responsible.

There is no doubt that the DIS has been a rogue institution. The reluctance by the President to commit to democratic-parliamentary oversight reforms presupposes a lack of commitment to democratization. The President has no interest in seeing a reformed DIS with effective oversight of the agency.

He is insincere. This is because the President loathes the idea losing an iota of power and sharing it with any other democratic institution. He sees the agency as his power lever to sustain his stay in the high office. He thought he could sanitize himself with an ineffective DIS Committee that would dance to his tune.

The non-participation of the opposition MPs renders the Committee dysfunctional; it cannot function as this would be unlawful. Participation of the opposition is a legal requirement. Even if it can meet, it would lack legitimacy; it cannot be taken seriously. The President should therefore act on the oversight demands and reform the DIS if he is to be taken seriously.

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The Maccabean Uprising

25th November 2020
Jewish freedom fighters

 Jews drive away occupying power under the command of guerrilla leader Judas Maccabees but only just

Although it was the Desolation Sacrilege act, General Atiku, that officially sparked the Maccabean revolt, it in truth simply stoked the fires of an already simmering revolution. How so General?

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Atomic (CON)Fusion

25th November 2020

For years I have trained people about paradigm shifts – those light-bulb-switch-on moments – where there is a seismic change from the usual way of thinking about something to a newer, better way. 

I like to refer to them as ‘aha’ moments because of the sudden understanding of something which was previously incomprehensible. However,  the topic of today’s article is the complete antithesis of ‘aha’.  Though I’d love to tell you I’d had a ‘eureka ‘, ‘problem solved’ moment, I am faced with the complete opposite – an ‘oh-no’ moment or Lost Leader Syndrome.

No matter how well prepared or capable a leader is. they often find themselves facing perplexing events, confounding information, or puzzling situations. Confused by developments of which they can’t make sense and by challenges that they don’t know how to solve they become confused, sometimes lost and completely clueless about what to do.

I am told by Jentz and Murphy (JM) in ‘What leaders do when they don’t know what to do’ that this is normal, and that rapid change is making confusion a defining feature of management in the 21st century.  Now doesn’t that sound like the story of 2020 summed up in a single sentence?

The basic premise of their writing is that “confusion is not a weakness to be ashamed of but a regular and inevitable condition of leadership. By learning to embrace their confusion, managers are able to set in motion a constructive process for addressing baffling issues.

In fact, confusion turns out to be a fruitful environment in which the best managers thrive by using the instability around them to open up better lines of communication, test their old assumptions and values against changing realities, and develop more creative approaches to problem solving.”

The problem with this ideology however is that it doesn’t help my overwhelming feelings of fear and panic which is exacerbated by a tape playing on a loop in my head saying  ‘you’re supposed to know what to do, do something’. My angst is compounded by annoying motivational phrases also unhelpfully playing in my head like.

  • Nothing happens until something moves
  • The secret of getting ahead is getting started


  • Act or be acted upon

All these platitudes are urging me to pull something out of the bag, but I know that this is a trap. This need to forge ahead is nothing but a coping mechanism and disguise. Instead of owning the fact that I haven’t got a foggy about what to do, part of me worries that I’ll lose authority if I acknowledge that I can’t provide direction – I’m supposed to know the answers, I’m the MD!  This feeling of not being in control is common for managers in ‘oh no’ situations and as a result they often start reflexively and unilaterally attempting to impose quick fixes to restore equilibrium because, lets be honest, sometimes we find it hard to resist hiding our confusion.

To admit that I am lost in an “Oh, No!” moment opens the door not only to the fear of losing authority but also to a plethora of other troubling emotions and thoughts:  *Shame and loss of face: “You’ll look like a fool!” * Panic and loss of control: “You’ve let this get out of hand!” * Incompetence and incapacitation: “You don’t know what you’re doing!”

As if by saying “I’m at a loss here” is tantamount to declaring “I am not fit to lead.” Of course the real problem for me and any other leader is if they don’t admit when they are disoriented, it sends a signal to others in the organisation stating it’s not cool to be lost and that, by its very nature encourages them to hide.  What’s the saying about ‘a real man never asks for direction. they end up driving around in circles’.

As managers we need to embrace the confusion, show vulnerability (remember that’s not a bad word) and accept that leadership is not about pretending to have all the answers but about having the courage to search with others to discover a solution.

JM point out that “being confused, however, does not mean being incapacitated.  Indeed, one of the most liberating truths of leadership is that confusion is not quicksand from which to escape but rather the potter’s clay of leadership – the very stuff with which managers can work.”

2020 has certainly been a year to remember and all indications are that the confusion which has characterised this year will still follow us into the New Year, thereby making confusion a defining characteristic of the new normal and how managers need to manage. Our competence as leaders will then surely be measured not only by ‘what I know’ but increasingly by ‘how I behave when I accept, I don’t know, lose my sense of direction and become confused.

.I guess the message for all organizational cultures going forward is that sticking with the belief that we need all-knowing, omni-competent executives will cost them dearly and send a message to managers that it is better to hide their confusion than to address it openly and constructively.

Take comfort in these wise words ‘Confusion is a word we have invented for an order not yet understood’!

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