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Gone Viral

With the exception of Antarctica, Covid still maintains its grip all around the world.  Infection rates and stats vary widely from place to place, however,  with experts arguing daily on main and social media as to why the discrepancies, where to point the finger of blame for poor response and handling and whose methodologies were most effective.  The fact is that no-one has a definitive answer and the debate will rage on for many months and years after the virus has been controlled or eradicated.

One bright spot is here in Botswana which has remained a bastion of low infection and relative safety.  The record of infections has remained at 23 for several weeks now, representing a rate of 0.0009% which is practically negligible.  This is not to say we should be complacent but if border restrictions remain in place and remain as robust as clearly they have been, the country will come through this pandemic with flying colours and, more importantly, a healthy nation.

Thus it is that from tomorrow, May 8th, restrictions will be eased to allow most businesses to return to work, albeit on a sliding scale and with caveats in place.  The return will be phased over 3 weeks with 25 percent capacity in week 1, 50 percent in week 2 and 100 percent in week 3, commencing 22nd May, God and the Ministry of Health willing.

There is also the compulsory wearing of masks by both staff and clientele, taking of temperatures and hand sanitising prior to entry for clients, regular deep cleaning of places of work and employee registration requirements – tiresome, perhaps but the important point is that the country will be returning to commerce and trade and for that we can all breathe a sigh of relief.

The buzz phrase, though, is ‘The New Normal’ and this applies now and for some time into the future to work and home life all around the world.  Some of this may be voluntary at the behest of staff members themselves.  For example, many who have been forced to work from home may choose to continue to do so, for the flexibility this option offers and the saving of time and money on the daily commute.

This will have the effect of enabling employers to downsize in terms of workspace and cut staffing ancillary costs such as travel allowances.  However, the other side of that coin is that the hot-desking of the past decade, whereby staff members were encouraged to use communal work places and equipment, an arrangement introduced by some employers to downsize floorspace and modernise the working practice, is now condemned as taboo because of the dangers of cross-contamination and infection,  so for the foreseeable future it’s back to one desk, one PC and one designated work station per employee.  As so often happens, fate gives with one hand and takes away with another!

Then there are the countless businesses which having been closed for some weeks or even months, will never be able to re-open.  For them the burden of paying rent while not generating income, not to mention contributing to employee salaries, even where limited government assistance has been forthcoming, will  have proved unsustainable and those businesses will go under,  corporate victims of the virus.

These range from the small, independent retailers, some pubs, fast-food outlets, restaurants and similar places of entertainment and specialised micro suppliers to some names formerly thought of as giants in commercial playing terms.

One such potential victim is Virgin Airways, part of the massive Branson empire, which had already scaled back its Virgin Australia arm and this week announced huge cutbacks in its Atlantic operation, eliminating over 3000 jobs as well as pulling out entirely from Gatwick Airport  to concentrate its flight operations from London’s larger Heathrow hub, a move that  brought forth calls for the  UK government to come up with some sort of financial bailout plan.  Similar cutbacks are also being drawn up by rival carrier British Airways.  And the department store chain and high street favourite, Debenhams, has had to announce that post-lockdown, five of its nationwide stores will never re-open their doors.

This is the new normal for all of us.  Life as we knew it in those halcyon days at the beginning of the year will never return, even when it’s safe to go back into the water, the mall and the office.  The travel industry will have been decimated by grounded flights and boarded-up hotels , small shops, already under threat from online trading, will fade into distant memory and  a myriad of commercial enterprises will simply disappear under a mountain of debts and bankruptcies.

And those industries currently making a killing manufacturing and supplying PPE and hand sanitisers, transport operators cashing in on movement restriction to provide door-to-door home deliveries, grey and black-market suppliers of hard-to-find goods,  niche local fresh food marketers and internet consultancy gurus offering all manner of home tutorials will find they are no longer needed and so will have to turn their hand to some other enterprise.

So the ‘new normal’ will be anything but.  Whether or not we caught the virus, Covid will have infected all of us with some symptoms from which we will never recover.  We are walking towards a Brave New World which will look and feel starkly different to the one with which we were so familiar to one in which even nostalgia will be nothing like it was before,

We will come through it, of that there is no doubt, but life as we knew it will never be the same again.  However. if even a few of you weaned yourselves off too much pubbing, clubbing and junk food binging in the interim, some good will have come out of it all.  Your bodies will thank you, even if KFC doesn’t!


This is the new normal for all of us.  Life as we knew it in those halcyon days at the beginning of the year will never return, even when it’s safe to go back into the water, the mall and the office.  The travel industry will have been decimated by grounded flights and boarded-up hotels , small shops, already under threat from online trading, will fade into distant memory and  a myriad of commercial enterprises will simply disappear under a mountain of debts and bankruptcies.

And those industries currently making a killing manufacturing and supplying PPE and hand sanitisers, transport operators cashing in on movement restriction to provide door-to-door home deliveries, grey and black-market suppliers of hard-to-find goods,  niche local fresh food marketers and internet consultancy gurus offering all manner of home tutorials will find they are no longer needed and so will have to turn their hand to some other enterprise.

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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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