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LEADERSHIP OF EXUBERANCE and 2020 ECONOMIC RELEVANCE. by Cletus E. Olebunne
March 1st, 2007 Leadership of exuberance: Scramble for leadership is different from developmental leadership.
All roads to 2020 economic relevance will be doable if we know what encompasses the Cap. In essence, what are the constraints and limitations as we go forward? Understanding what’s in the cap is kind of like knowing that it is raining, and being able to put on a rain suite. It doesn’t mean that it’s not raining outside, it just means that I might not get as wet. Leadership of exuberance will tell you that, oh! I will stop the rain with the first step into the rain. In my own humble opinion, I will say, don’t believe the exuberance. Scramble Leadership is not a developmental leadership. It is void of strategies, and full of personifications. One can slice it anyway he or she wants, the point is that economic growth is very much dependent on quality leadership that understands the global economic trend and where his or her organization or nation fits in, and plan accordingly. With all the talk and exuberance of 2020, we should neither substitute quality leadership in public sector with the leadership of exuberance, nor with leadership in the private business sector. Leadership in business sector is very dynamic, responsive and constantly measuring the bottom line – the financial. Although, one may argue to the effect of the importance of increasing foreign reserve; which makes a lot of sense if the increase in foreign reserve is paralleled with developing great a nation. Great in the sense that all the various aspects of an organization or a nation are carried along. It is important that as we focus on measuring the easy quantifiable, such as foreign reserve, that we have a way of measuring the not so easy measurable quantifiable, such as how many people were moved out off poverty into middle class, number of people whose health have improved as result of improved environmental health, how many non-petroleum products were exported, how many manufacturing facilities there are, and how these facilities have effected increase in jobs for college graduates, and others. Being able to keep these measurable will provide a better picture in 2020 as whether we were able to meet the goal of economic relevance. In essence, we must be able to create a multiple measures of success. Getting to 2020 economic relevance requires a sense of legislative leadership and shared leadership interest, which does require diffused economic power structure at different levels of an organization. But first, getting the right people into these various levels means getting people who see beyond their noses, and letting go of those who see within their noses. Getting the right people means getting people who are passionate about economic relevance, people who think about what best they can give to the organization or their communities. If 2020 economic relevance has become the brand, then a momentum should be built around it. The momentum cannot just be increasing a single measurable, but those mentioned above and others. Building momentum requires that the brand is made strong by excellent reputation in the sense of all hands on the deck. In my rain analogy above, it is important to remember that although, there is a rainy environment/situation, the willingness to put on a rain suit indicates that, it’s not the environment that matters but the will towards excellence. “Greatness, it turns out, is largely a matter of conscious choice and discipline” – Collins in his book: Good to Great. As we strive for economic relevance in 2020 with extraordinary optimism. Yes, optimism! Because, if I ordered pounded yam and egusi soup, that is what I expect to get. If I put all my energy in climbing a mango tree, I expect to pluck a mango fruit and not an orange. My being able to pluck a mango fruit is an indication that I did recognize the roots that hold the stem, branches, leaves, and the fruits that I am about to enjoy. Also, of importance is recognizing the baby mango trees within the same environment as the all grown, fruit bearing mango tree. Recognizing these untapped fortunes that lie at the bottom of the enormous mango tree means that in 2020 there will be many more mangos reaching for the stars. Exuberance as good as it may be in optimism, need not be filled with the euphoria of walking on water. In a recent snowstorm, I saw children walking on iced up lake, and adults ice fishing; I thought to myself, hey, I too could do that. And for the first time I walked on iced up water, but I had strategically played it in my head/mind what I will do, if the ice gave up. Taking risk is an opportunity to discover, but discovering in risk taking means knowing the dangers that lie ahead – this is what entrepreneurs do, taking calculated risks in the face of the unknown. Achieving 2020 economic relevance, requires that we take calculated risks in ensuring presence of quality leadership. As we match towards 2020, it is important that we learn that the hubris of unbounded optimism can drive sub-optimal choices. For those who have gone mountain climbing, it is always cautioned by the guide, that you take greatest care upon summiting, when the thrill of conquest can cloud good judgment. As the foreign reserves keeps growing, and the 2007 general elections (first Nigeria’s civilian-to-civilian transition) are days away, it is important to be mindful of irrational exuberance in leadership of which ever government that may come to power, and not forget that the common goal is building momentum towards 2020 economic relevance. The 2020 economic brand is bigger than any individual, and any individual in contrary to this has the spirit of euphemism, and we should question the person’s mental ability to lead the momentum. As apolitical organization, Nigerian Entrepreneurial Leadership supports individuals that are more concerned with incorporating what it will take to ensure that the country stays on a predictable path toward 2020 economic relevance – a 24-hour economy. With the increasing numbers of “economic born-again”, and awareness of entrepreneurship in the air, 2020 can become a reality. The key is to find as few demons as possible, and as many dreams as possible along the road leading to the year 2020. Cletus E. Olebunne Executive Director NEL. |