Leading like Madiba: Leadership Lessons from Nelson Mandela

by Martin Kalungu-Banda/

The world is in dire need of great leaders, ones who inspire people not through words but by serving them. The cutting edge in leadership discourse is the old fashioned idea of leadership through service. The whole human race, we could say, desperately needs these servant-leaders who really attend to others and are beacons of hope in our search for a world society where justice, fairness, care for the weaker members of our communities, and love flourish.

The call for leaders who genuinely serve their people is obvious in social and political communities. We can see it equally in the economic sphere, in business organisations or corporations. The high turnover of staff in many work places suggests that people are looking for what Lance Secretan, a Canadian guru on leadership, calls ‘soul space’[1] – an environment where they will not simply be cogs in the wheel of production but can live full and happy lives.

In my book, Leading Like Madiba: Leadership Lessons from Nelson Mandela[2], published in March 2006, I have attempted to present through stories the type of leadership that will take our world a higher ground.[3] What is so extraordinary about Mr Mandela’s style and practice of leadership is that it crosses the boundaries of culture, gender, race, religion and age. Madiba (as he is fondly referred to in his home country) has done so in a society that was once more polarized than any other – one the world expected to explode along racial and ethnic lines. That it did not was largely due to this extraordinary man and his unique leadership style. What is equally fascinating about Madiba is the fact that each person that has encountered, in one form or another, his leadership feels personally attended to and served.

Mr Mandela’s leadership transforms ordinary people, events and actions into the extraordinary. Great leadership consists in the capacity to inspire others to greatness. I use the term ‘inspire’ to mean the ability to bring out the best in the people one is entrusted to work and live with. Inspirational leadership[4], like the yeast that imperceptibly causes the dough to rise and ‘ripen’, permeates society and its institutions in such a way that everyone begins to see their own uniqueness and take up their role in society. Inspirational leadership makes all of us dig deep into the innermost parts of our being to find the very best that lies there and makes it available to others and ourselves. This, in my view, is what great leadership is all about.

The stories I have told in my book show that Mr Mandela inspires the political leader as he does the boxer and the medical doctor; the footballer as much as the pupil and the government bureaucrat; the social activist and the prisoner; a neighbour, a religious leader, a farmer; the artist, the intellectual, the worker in an oil company; the businessman, the street vendor, the widow, the orphan. Through these stories told by ordinary men and women who have been impacted by Madiba’s leadership, I am trying to invite others to reflect on, and perhaps attempt to practice, some of the key qualities of great leadership. The following are the ten key leadership lessons I have distilled from the Mandela stories.

Ten Ways to Lead like Madiba [5]

1. Cultivate a deep sense of awe for human beings:

Why? Leadership is about people, and every single person matters.

How can I learn to do this? Train yourself to treat everyone you come across with utmost respect and honour. Attend to each person as if they are the only ones that exist and matter at that moment.

2. Allow yourself to be inspired by the giftedness of other people:

Why? For you to be able to inspire other people, you must have sources of inspiration for yourself. Leaders who do not have clear sources of inspiration often fail to inspire others, their organisations and communities.

How can I learn to do this? Practice to recognise and acknowledge the giftedness of other people. Learn to appreciate the beauty of nature and human genius.

3. Grow your courage:

Why? Great Leaders have courage. Courage does not mean absence of fear.

How can I learn to do this? Learn to recognise your fears. This means facing the harsh or brutal realities of your situation and, nevertheless, choosing to follow what you think is the morally right course of action.

4. Lead by example. Where necessary, use words:

Why? Great leaders have always led by example. People get inspired by and trust those who lead by example. Those who speak very well sometimes impress people. However, those who live by what they believe in always inspire others.

How can I learn to do this? Do not ask of others what you are not ready to do yourself. At the end of each day, ask yourself how you are working to bridge the gap between your words and your actions. Aim to make the gap narrower each brand new day.

5. Create your own brand of leadership:

Why? As a leader, your name must symbolise and be associated with a set of values. This is what will make you most effective. All great leaders, while being inspired by others, did it their own way.

How can I learn to do this? On a daily basis, make an evaluation of how your values are aligned to your words and actions. Consistently try to gauge the kind of impact you have on other people. If it is positive, do what you can to grow and consolidate that. If negative, find ways to adapt or discard it. There is a leadership style and practice that can only be performed best by you. Do it your own way.

6. Practice humility:

Why? Great leaders practice humility. Humility is the ability to acknowledge one’s limitations and failings. Humility will attract people to you. Arrogance will not.

How can I learn to do this? When you make a mistake, do not shy away from admitting that you are wrong. Do not see the world through the lenses of your title in society. Simply see yourself as a human being.

7. Learn to live with the Madiba Paradox:

Why? Life is a mixture of hope and hopelessness, joy and pain, success and failure, vision and disillusionment. You as a leader have the task of helping others to live successfully with these apparent contradictions.

How can I learn to do this? Learn to live the moment. Learn to live each day as if it was your last opportunity[6]. Learn to live with the paradox of confronting each situation without losing focus on the great opportunity that lies ahead. As a leader, train yourself to be a dealer in hope[7].

8. Surprise your opponents by believing in them:

Why? There will always be people who disagree with your leadership style and what you do. Recognising and believing in the good side of everyone around you will win you friends. When you recognise the giftedness of those who consider themselves your enemies, quite often you disarm them. You win them to your side, provided this is done with honesty and goodwill. Do it for others.

How can I learn to do this? You must make effort to identify and acknowledge, privately and publicly, what is praiseworthy in those who oppose you.

9. Celebrate life:

Why? Celebrating the achievements of the individuals and groups you are leading generates inspiration and invites people to achieve even more. Achievements are not usually an end in themselves. They are often a sign that we are moving closer to the kind of life we ought to live. Achievements symbolise our hope in the attainment of a better and happier future.

How can I learn to do this? Celebrate every positive step that an individual or a group of individuals you are leading makes. As a leader, you must create and participate in the practices and ceremonies that honour the life of the people you are privileged to serve.

10. Know when and how to make yourself replaceable:

Why? Great leaders know how to move themselves from centre stage. They know when it is time to go so that their legacy lives on.

How can I learn to do this? Prepare for the time when you will leave office. Allow other people to emerge as your potential successors. Learn to be happy when those you are leading show signs that they will be better leaders than yourself. They are part of the fruits of your labour.

Conclusion

One of the greatest lessons we can learn from athletes and artists is that what see them displaying on the pitch or stage, is more often than not, a product of many years of repeated practice. They invest more time practicing than performing. It is the same for the habits that make great leaders. They are a result of years of practicing the beliefs and actions of the leaders that inspire them. Acquiring the practices, mental and spiritual discipline that will enable us truly serve others comes from choosing, on a daily basis, to make small and yet incremental improvements in the way we relate with other people[8]. This is also known as Kaizen in Japanese culture; and it means “…constant revision, upgrading and improvement of the status quo – progressing little by little…”[9] If there is anything that distinguishes Mandela from other leaders, it is the fact that he makes special effort to live by what he believes in. My guess is that this is what all of us are called to become.

[2] Secretan, HK Lance, Reclaiming HigherGround: Creating Organisations that Inspire the Soul. Ontario: Secretan Centre, Inc., pg 129.

[2] Kalungu-Banda, Martin, Leading Like Madiba: Leadership Lessons from Nelson Mandela. Cape Town: Double Story, 2006.

[3] Ibid. pg 4.

[4] Secretan, HK Lance, Inspire: What Great Leaders Do. New Jersey: John Wiley & Sons, Inc., pg 207.

[5] Robyn Cohen first teased out these Lessons from the book Leading Like Madiba: Leadership Lessons from Nelson Mandela in an article she published in the Mercedes Magazine (www.mercedes-benz.co.za/Introduction/magazinePC_page2.asp – 64k – Supplemental Result).

[6] Williamson, Marianne, A Return to Love: Reflections on the Principles of a Course in Miracles. New York: Harper Perennial, 1992, pg 70.

[7] Morrell, Margot, et.al. Shackleton’s Way: Leadership Lessons from the Great Antarctic Explorer. London: Nicholas Brealey, 2003.

[8] Kouzes, M James. et.al., The Leadership Challenge. San Francisco: Jossey-Bass, 2002, pg 205.

[9] Secretan, HK Lance, The Way of the Tiger: Gentle Wisdom for Turbulent Times. Ontario: The Thaler Corporation, Inc., 1993, pg 79.

Interview with Liberal Seburikoko

by Hamish Wilson/

What led you to become a part of Wasafiri?

Four reasons led me to joining Wasafiri: firstly, I had a passion and I found people with a kindred spirit who shared that same passion. The passion was about generating action to help people living in poverty get dignified lifestyles. This meant working with a wide range of organisations both from the north and the south.

Secondly, I needed a ‘home’. I had been a full time consultant for about a year when we set up Wasafiri. At the time my work was highly demanding and involved frequent travel. I felt so lonely and missed the office environment from my previous employment where I would interact with colleagues. Wasafiri provided that sense of home and belonging for me, although virtually.

Thirdly, I had a strong desire to set up a framework where talented people could access opportunities that they would otherwise not easily have access to. I had in mind staff appointed in country who worked for international organisations but were limited by the nature of their contract. During an assignment in Addis Ababa, Ethiopia with Ian Randall in 2009, I shared my dream with him. When we created Wasafiri, we agreed that one of its aspirations would be to try and provide a forum where such talented people who shared our passion would be nurtured thus enabling them to perform to the best of their abilities to make a greater impact in the world.

Finally, I joined Wasafiri to experiment with choosing what I wanted to do. Previously, I had not had much choice in life – from the country where I lived, to the courses I studied. Even at work, I would be assigned roles that I was not keen on but which were necessary for the organisations I worked for. Wasafiri provided a backing that enhanced my confidence to choose where and on what I wanted to invest my effort and energies while making a living. What a privilege to be able to decide what one wants to do – this is pretty rare in Africa!

Wasafiri is deeply committed to generating concerted action to overcome poverty and crises – can you share with us examples from your work that are in line with this?

The first example that pops to mind is when I was involved in international climate change negations. I worked with some of the best climate change scientists and policy analysts at Climate Analytics. Our work involved supporting the Least Developed Countries (LDC) and Small Island Developing States (SIDS) to have a voice in climate change negotiations. Climate change is arguably one of the most frightening world crises and the most damaging in terms of impact that the poorest countries have to come to terms with. Its saddest feature is that the poorest countries, which have contributed virtually nothing to the problem, are most vulnerable to the devastating impacts of climate change with inadequate means to cope.

My role with Climate Analytics involved trying to help negotiating teams from poorer countries get access to relevant scientific information and the policy analyses they needed in order to negotiate a fair climate change deal. During the negotiation sessions, you have on the one hand countries like USA, who would have a delegation of about 50 people including seasoned scientists and veteran negotiators who would be adequately resourced for the negotiations. On the other hand, you will have a couple of negotiators at most LDC countries who have a different day job back home and seldom manage to prepare for the negotiations back in their respective capitals. They struggle to even cover the multiple meetings happening almost simultaneously let alone engage meaningfully. They really don’t have a voice in what is happening. Our role was to do the groundwork, reviewing and analysing relevant scientific literature, real time number crunching and scanning policy developments that may have an impact on climate change. We would prepare talking points, briefings, make presentations of critical themes of their choice prior to, during and after the negotiation sessions. Over the 2 years or so working with Climate Analytics, I would say that we contributed to empowering them and consequently their voice has significantly increased – although significant challenges remain.

Tell us about the proudest moment in your career

This is a hard question as I tend to be satisfied with the work I do as I give it my best shot. I will probably share the most recent experience.  Back in March 2011, there was a steering committee meeting convened by the National Institute of Statistics of Rwanda (NISR) where I am now working. We had prepared a 3-year work plan but the meeting needed to approve NISR’s annual work plan as well as the report for the previous quarter. The plan got approved unanimously without any challenge. This was the first time in NISR’s six years of existence that donors have not challenged its plan.

Many of the subsequent disbursements were conditional to getting that plan approved. That meant getting lots of information from other donors and getting it into a three-year plan. The plan was realistic, achievable and what brought joy to me was that many of the development partners seemed to be committed to getting more funding to fill the funding gap we had highlighted. You could see that they were generally keen to explore ways of getting additional monies – they trusted us and wanted to be part of the success story.

And when I joined NISR back in August 2010, the then Director General told me this – “Liberal, the one single thing I want you to achieve is make sure the plan is approved and adequately funded”. It gave me a deep sense of satisfaction to rise to the challenge and to succeed in meeting it in less than 6 months.

We have done many fantastic things at the NISR, which I will be blogging about in the future.

In the context of Wasafiri’s current expansion what are your highest hopes for Wasafiri?

As I said at the beginning, my hope is that Wasafiri becomes a home for talented people both in the global north and south who are passionate and committed to generating action to making lasting change against poverty in the world. We recently had a partners’ meeting and decided to focus on coaching, mentoring and supporting the new consultants we recently brought on board to make them fully ‘operational’ as Wasafiri consultants. So I am considering reducing my consultancy workload to devote more time to this.

There is something the 4 Wasafiri partners have which is quite unique – we have something that I don’t know how to describe. We are great adventurers, big risk takers, committed to international development with a free mind and spirit. I really hope the new consultants we have taken on board will catch the fire and the vision and excel at what they do.

My highest hopes are in the new Wasafiri consultants – getting them settled, networked and being discovered. Some of them are professionally experienced; others have got life experience (like my refugee life in the 1990s and how that has shaped my character). My hope is for them to find opportunities to do the best they can and be the best that they can possibly be.

 

What are your passions and interests outside of work?

I am going to be unconventional here. I am a deeply committed Christian and, strictly speaking, there is nothing like ‘work’ and ‘outside work’ for me because I work for a higher purpose. Whether it is at work or outside the work context, I am still guided by that higher purpose. So when I am not working (in the formal sense), I still pursue opportunities that either enrich my own life or other people’s. These may include a holiday, a spiritual retreat, counselling friends, socialising with people, editing someone’s CV, coaching someone for an interview, supporting a poor person if they cannot make ends meet, spending time with my wife and kids etc. This also includes challenging the status quo where I feel it is inhibiting life within my capacity of course. One aspect that inhibits life is social injustice; I am very sensitive to it. This could be in the streets, in my small community, at work, it doesn’t matter where it is, if I feel something about it, I’ll do something about it.

For example, I was riding past the Office of the President in Kigali after work. I saw a matatu (mini bus) knocking into a private car, just pushing it, the matutu then pushed past it, scratching the small car. I drove after the matatu to intercept it and hold its driver accountable. Luckily, the matatu driver had pulled into the bus stop. I pulled my car in front of the matatu. I said to the driver “You have to tell me why you just did that” The driver asked who I was, I said “You don’t need to know”. I just told them that I was a witness. The driver of the private car had come over, I said to the matatu driver that the minimum he had to do was to say ‘sorry’ to the other driver. I managed to bring them to come to a consensus, and the car driver was happy that a stranger helped. Life flowed again… it sounds weird but I felt good as I was driving home again.

I had no mandate to intervene. I am not a policeman yet it is those kinds of moments, like this small example, or the pain people (mostly the disadvantaged) may endure in being turned away from a service that they are entitled to; these are the kinds of moments that create action within me and a strong desire to do something arises.

My life’s passion is getting life flowing unhindered. This is the continuous theme out of my fixed schedule. Engaging at heart level – that is what I do, wherever I am in the world.

Ian and Liberal at the UNECA Conference Centre, Addis Ababa

Interviewer: Katie Chalcraft

Global ambitions? The rise of Australia’s ‘Civilian Corps’

by Hamish Wilson/

2009 was a bad year for natural disasters in the Asia-Pacific.

Cyclones in Burma and the Phillipines, floods in Vietnam and volcanic eruptions in Indonesia stretched the capacity and willingness of neighbouring nations to come to the aid of millions affected. Such regional goodwill was further tested by outbreaks of conflict in Papua New-Guinea, the Solomon Islands and East Timor.

A deployable civilian service?

Against this torrid backdrop, the notion of a deployable civilian ‘public-service’ was proposed by a newly elected, liberal Australian government eager to prove itself on the global stage. Its interventions in the region, often as last-minute provider of humanitarian aid and mediator of local conflicts, served to rouse popular support for a rethink of Australia’s response to such crises.

Further impetus for expanding Australia’s aid and diplomatic reach lay in a domestic economic and political climate ripened by a decade long natural-resources boom and a warming of relations across the region

Launched the same year as the militaristic sounding ‘Australian Civilian Corps’, the ACC is now a standing capacity of some 120-odd specialists in public administration and finance, law and justice, engineering, health, stabilisation and humanitarian assistance.

I was recently invited to join an elaborate Foundation Training required of all members, and learned that the Corps aims for a 500 strong cadre by 2014 to enable ‘the rapid deployment of civilian specialists to countries affected by natural disaster or conflict.’

This ambition reflects a wider interest amongst Western nations to bind foreign aid budgets to national security interests. Such trends are grounded in an increasingly popular ideology which views violence and instability as magnified by extreme poverty (Cramer, 2006) – prompting a dramatic growth in funding for so-called ‘fragile states’ such as Afghanistan, Sudan, Yemen and the like. Founded on this newly coined ‘stabilisation doctrine‘, the ACC draws heavily from the experiences of similar efforts by the UK, US, Canada and EU.

Integrating development, diplomacy and defence

This assimilation of development, diplomacy and defence policy is also reflective of a growing shift amongst Western governments toward more integrated, ‘Whole of Government’ approaches. Such trends however, risk obscuring of the distinction between international military, political and poverty reduction objectives.

Regardless, the ACC’s humble achievements to date belie its ambitions beyond simply serving as firefighter and policeman for the Asia-Pacific. Recent forays into Afghanistan, Libya and Haiti give some indication as to the depth of Australia’s determination to flex its international muscle in regions far removed from its own.

On the way, it hopes to ‘advance its reputation and influence in the international community’. Some might look to Australia’s ambitions to secure a seat on the UN Security Council next year as one spur for such ventures (lending further weight to Australia’s self-perception of itself as a ‘Middle Power’ in the region).

Seat or no seat, the birth of the ACC reflects a more prosperous, globally confident, and politically ambitious nation. That said, the test of the Australian Civilian Corps itself will lie in the impact it actually achieves in generating action to overcome crisis and conflict – beyond its own audacious rhetoric.

The nexus between Climate Change and Development

by Martin Kalungu-Banda/

Following Copenhagen, there seemed to be a feeling and perception that the world had let itself down by failing to reach the kind of international agreement and commitment that would significantly and urgently begin to tackle issues of climate change. For many people and organisations, there is a disconnect or a weak link between climate change discourse and development thinking and practice.

Mid 2010, the Climate and Development Knowledge Network (CDKN) began to think about how to strengthen the nexus between climate change and development. A consortium of organisations were convened by CDKN to try and host an event that could bring new life into the issues of Copenhagen and discover new ways of ensuring that climate change and development were complementary sides of one coin. This thinking culminated into the CDKN Change Lab Event that took place in Oxford from 3rd to 7th April 2011.

The preparation to the Change Lab Event involved setting up of a cross-sectoral group of process designers and facilitators. Wasafiri Partner Martin Kalungu-Banda was invited to lead on the key methodology to be used during the event.

The emphasis in preparation was about designing a process that would allow the 200 participants from over 70 countries, covering public, private and civil society sectors to interact and think together in order to come up with innovative ways of establishing the nexus between climate change and development. The internet was extensively used to learn from the experiences and expertise of all the participants. Guest speakers who could help the participants gain quick understanding of the some aspects of the challenge were identified and properly briefed. Weekly internet meetings were held over a period of four months in order to design and test the process for hosting and conducting the event.

The hosting environment was carefully chosen (Oxford University) because of its capacity to provide the space and atmosphere required for break-through thinking. The best practices in human interaction and systems thinking were tapped into and brought into the design. The entire process was a mix of plenary conversations; small group discussions; and individual moments of reflection. To maximise the creativity of the participants, various tools and techniques in creative processes such sculpting, drawing and painting; systems games and journaling, among others, were used.

Working in small groups created on the basis of interest and work/ organisational focus, participants came up with 26 prototypes that are going to be implemented in order to bring about the new situation where issues of climate change and development would be simultaneously worked on. Equally important were the different collaborative relationships and networks that emerged during the four-day event. These networks, it is hoped, will leverage the distinctive competencies of the various institutions and sectors that in the past had never tapped into each other’s strengths, experience and expertise.

Helmand 26: Our eyes and ears

by Hamish Wilson/

I sit with my young Afghan interpreter by the swollen Helmand river watching fish leap out of the fast moving current.

“My family thinks I work in Herat. Only my brother knows that I am here…” he tells me, as the icy water swirls past. “In this job it is safer if our friends, our relatives don’t know what we do.”

We continue talking as the sun slowly sets, and it becomes apparent to me that his concealment is common for many of the hundreds of young Afghan men hired to work across the province as translators and interpreters for those of us who don’t speak the local Pashtu.

“I cant trust anyone in this area.” he continues. “They prefer their own people. If I go out alone, then my place will be with the Taliban next week. They say we are the eyes and the ears of ISAF.”

And he is right. Without these brave youngsters, we are blind. They see all and hear all that is passed between we foreigners and the Afghans, be they government officials, local farmers or Talib sympathisers. And they are more than interpreters – they become our guides to the complex customs and ancient traditions that define every interaction. Without them we would be helpless.

Yet they are invisible. Present in every encounter, conduits for our conversations, yet otherwise silent observers to our dealings over every imaginable issue – poppy trafficking, military operations, local disputes… Our understanding of reality is shaped by these men.

His life story is etched by the milestones of war. Born at the time of the Soviet withdrawal, his family fled to Pakistan as the Taliban rose to power. They, like so many others, returned only after Coalition forces toppled the regime in 2001. He seized the opportunity to begin a degree in medicine, but the realities of a war-ruin economy forced him to defer and instead seek work. Feeding his family was a higher priority.

With a good grasp of English learned in Pakistan, he was offered work by the British military, and promptly dispatched to the increasingly volatile province of Helmand. “I wasn’t happy to come here, but my family needed the money, so I decided to try my luck.”

And in a place such as Sangin, interpreters play a dangerous game of chance. He first arrived in early 2009, just as the ‘fighting season’ was starting in earnest. Four months later, one of his colleagues was struck by an IED. Since then three more interpreters, working on the front lines with the US Marines, have been killed. But such deaths are rarely reported in the media.

I learned from him that they are well rewarded for taking such risks, lured by salaries far higher than local officials, and the dream of qualifying for a visa in the West. Many seize the opportunity, serving their time and whisking their families off to a life unreachable by most in Afghanistan. Sadly, it means that this war is draining the precious pool of educated young men who would otherwise be helping to rebuild a shattered country. Our small team alone comprises a pilot, a nurse, a business owner and an aspirant doctor, their chosen professions laid to one side as they serve as our intermediaries.

By now the dusk has arrived, bringing with it gusts chilled by the waters at our feet. My young and loyal interpreter shares his hopes of someday returning to Kabul to complete his medical degree. It will be a hard road from here and I am reminded how easy it is to overlook the sacrifice made by those who are our eyes and ears.

The right political moment ~ reflections from WEF Africa.

by Ian Randall/

I recently returned from the World Economic Forum’s (WEF) annual Africa meeting in Cape Town. I attended to support a high-level meeting focussed on scaling-up public-private initiatives that will help smallholders become more commercially successful. The meeting was attended by Presidents and Ministers from governments across Africa; heads of international agencies such USAID, IFAD and the African Development Bank; business leaders from mullti-nationals such as Pepsico, Yara, Kraft and Swiss Re; and, unlikely as it may seem, me! How did I find myself the smallest fish in a pond full of very big ones? This happened through the convergence of some long-term personal and strategic goals.

A few years ago, I was asked by the UK’s Department for International Development to consider how the private sector could be engaged in support of agricultural development. I ended up recommending to DFID that they supported country-level facilitation of public-private partnerships to integrate smallholders in to commercially viable markets. However as part of a stretched team, and with an impending change of government, there was no political impetus and, regardless how welcome my suggestions were, they led to no consequential action.

However, developing my report for DFID gave me the excuse to knock on the door at WEF and establish some relationships. I maintained these, and in the meantime established myself in a key role coordinating the engagement of Development Partners for CAADP – a pan-African movement to boost agricultural production and thereby address poverty and hunger. This year CAADP agreed that it was a top priority to leverage the technical, financial and human resources of the private sector. At the same time, I was aware that, driven by their multinational membership, WEF had pioneered a couple of promising public-private partnerships in Tanzania and Mozambique, and was looking to scale-up their efforts. WEF’s limiting factor was finding countries where there was strong political leadership in place that would want to work on such initiatives. Earlier this year I was able to connect the effort by WEF and the effort by CAADP by introducing key people to each other.

The event at WEF Africa was the result of bringing together the public-sector-led CAADP efforts, and the private-sector-led WEF efforts. This was the right political moment and the result is remarkable. Top-level political commitment was secured from across sectors for a scaling up of initiatives across Africa. In the next year we expect to see new partnerships launched in 6 countries. The Southern Agricultural Growth Corridor of Tanzania provides a practical example of one of these. In this key farming region, businesses are establishing new hubs through which to work with small-scale farmers, providing inputs such as fertiliser or seeds, establishing storage facilities, processing commodities, and finding markets for products. The government is investing in infrastructure such as roads, rail and irrigation. Development Partners are providing catalytic finance and capacity development. By acting together everyone is establishing the confidence required to establish functioning markets. These initiatives translate a great deal of talk by policy-makers in to action. The involvement of the private sector will only last if they see results, and as such this creates a tangible sense of hustle and focus that is often absent from development processes.

I played an enabling role at the WEF event in Cape Town –  writing briefing notes for participants, helping facilitate a roundtable discussion with the Rwandan Minister of Agriculture, writing a follow-up report and participating in the working group that will take the outcomes forward. The achievement I am really proud of was to maintain a long-term strategic focus on the value of public-private partnership for agricultural development, building relationships in that space, and then, when the political moment was finally right, I was able to make some key connections so that others with much greater power and influence could multiply their impact by working together.

Helmand 25: The long road to transition

by Hamish Wilson/

2014 will soon be with us.

Over the next two years, international forces are expected to draw down, offering ‘strategic overwatch’ as Afghan government and security forces take the reins. Some argue that it is not soon enough, others that a few short years offers too little time to build the institutions that will be expected to endure beyond 2014.

Either way, the deadline has noticeably stiffened the resolve of coalition and Afghan partners to zero in on what it will take to ‘transition’ this battle-scarred province without a return to the not-so-distant days of Taliban rule and tribal conflict.

Other factors are also playing their part in concentrating attention on the ‘end-state’; the promised US military drawdown will begin to take effect sometime this year, and President Karzai’s administration is under increasing pressure to demonstrate its ability to take the lead.

Such capricious dynamics have sparked a low-key yet ambitious undertaking to define a roadmap for transition, to chart a course to 2014 and beyond.

In principle, it sounds straightforward; figure out what Helmand should look like in 2014 or thereabouts, work backwards, and a plan should emerge.

The reality is that its creation has been a dazzlingly complex undertaking…

Over the past five months, planning teams have been zealously gathering views from across the province and beyond. In the districts, local officials and police chiefs, alongside civilian advisers and military commanders have been pondering their priorities over endless cups of tea. In the provincial seat of Lashkar Gah, line ministry representatives have discussed and debated with PRT civilians, who in turn have spent painstaking hours alongside their NATO counterparts. Countless drafts have been exchanged between Helmand, Kabul, London and Washington.

We stand now giddily on the brink of completion – edging closer to a final document that will comprise a visionary ‘capping document’ underpinned by thematic plans, which in turn inform district plans… Its 67 single-spaced pages and sheaf of annexes belying the labours of its creation.

It may be easy to understate the significance of this innocuous document, but its effects should quickly become visible; the shift from company commanders spending military funds to build a bridge or repair a canal to Afghan community groups and line ministries using on-budget funds to determine development priorities for their own people. It’s frought with risk, but vital if Afghans are to assume leadership.

But so far, only half the battle has been fought.

There are innumerable cases of superbly drafted plans laying dormant on the shelves of corporate suites and government departments the world over, quietly gathering dust despite the fanfare associated with their unveiling. The Helmand Plan 2011-2014 is no different. As Major Kim Noedskov, one of the authors of the plan, bluntly puts it,  “The plan is not important. Its understanding and implementation is.”

And he is right. For such an elaborate design to take effect – that is, to change the way of doing business here in Helmand, the vision and roadmap it describes must find themselves woven into the daily ‘battle rhythms’ of tens of thousands of NATO troops, their Afghan partners and into the very fabric of the myriad institutional layers that comprise this vastly complex campaign.

It strikes me that three factors will determine whether or not this plan will have some hope of shaping the daily actions of those on the ground; the trinity of civilian stabilisation teams, military commanders and Afghan officials;

Crucially, it will take leadership; the extent to which this plan continues to be genuinely and visibly endorsed at the highest levels of civilian and military command. Second, it must be embraced by those with the money, Afghan and international alike, who must be compelled to spend their dollars in accordance with this plan – and no other. Finally, people must be held to account for delivering on the goals and milestones of the plan. This will especially contentious, when systems of managing performance and directing effort vary wildly across the institutional spectrum.

To be fair, it is early days. The plan has barely been unfurled, and high marks must be given for a determined effort thus far. It will take some time yet before its intricacies begin to trickle down to the grunts on the front line. It should also be pointed out however, that outcome of these efforts is far from certain and the final votes wont be counted for a few more years yet.

Why Wasafiri?

by Ian Randall/

Wasafiri is Swahili for travellers. Why did we choose this it for our name? During our inception as an organisation, several separate threads of thinking converged, leading us to Wasafiri as a name we were all happy to call ourselves.

There is no path

“Traveller, there is no path, paths are made by walking”. This is a line by poet Antonia Machado. I first saw it quoted by Paulo Freire in one of his many books about how to empower people as agents of social change. For me, it captures the struggle and hope involved in human progress, and the work involved in overcoming poverty.

If everyone knew how to tackle chronic poverty and related crises, then everywhere people would be living comfortable, contented lives. Instead we find that the causes of poverty are deeply woven into our social, political and economic fabric. There are no easy or obvious solutions. Nonetheless, everyday people struggle to create paths out of poverty. As small progress is achieved then, slowly, people are capable of reconstructing their reality through new understanding and patterns of behaviour.

Wasafiri was established as a home for people seeking to accelerate this process of change.  We help individuals and organisations come together in critical reflection and then act in concert to recreate their world. We are both guides and fellow travellers on this journey.

The journeymen

Guilds dominated economic activity in the Middle Ages. They were loose but powerful professional associations through which best practices were learned, and clients were assured of quality service. An aspirant craftsman would start life as an apprentice working under an established master. Once they had proved themselves they would graduate to the role of “journeyman” and take ownership of their own tools. These freelancers would rove the great projects of Europe, working under different masters and constantly learning and exchanging new knowledge.

These journeymen are the professional ancestors of independent consultants. Wasafiri aspires to create a 21st century guild that networks together such consultants in to a community of practice that, as before, transcends institutional boundaries, promotes learning and gives our clients an assurance of quality.

A global community

Development work is, in part, about establishing effective and capable institutions in poorer countries. Despite this, development consultancy firms are dominated by professionals from the global North. Wasafiri was founded by a Zambian, a Rwandan, an Australian and a Brit in the belief that we would learn more and be more effective if our organisation mirrored the world we aspired to create. We want to maintain a balance between consultants from the global North and South, establish an inclusive culture and create an organisational structure that allows everyone to contribute and benefit.

Liberal Seburikoko, Wasafiri founder, started sharing Swahili words as possible names. Swahili draws from African, Arabic, Asian and European languages. It offered fertile ground for our search for an evocative name that would capture the spirit of our aspired global community.

Travellers

Those of us who make up Wasafiri have spent a great deal of lives travelling – either as adventurers, refugees, diaspora or professionals. We tend to be happiest and at our most purposeful when facing compelling problems without any clear or guaranteed solution. We enjoy heading in to the unknown, both metaphorically and literally.

While on assignment in Nairobi, I managed to escape for one day to climb Mount Longonot, an extinct volcano that thrusts up from the Great Rift Valley. The park rangers were adamant that a lone Mzungu would not be safe from wild buffalo, so my kind driver, Paul, offered to join me in circumnavigating the crater. As we sat sharing a can of baked beans on the summit and scanning the vast landscape around us, Paul and I discussed possible Swahili words for the new company. As soon as he suggested Wasafiri I was convinced we had our name.

The Securitisation of Aid?

by Hamish Wilson/

Last month, the Feinstein International Centre published an excellent report examining the relationship between aid and security in Afghanistan (Winning Hearts and Minds? http://tinyurl.com/46qpnkw)

It presents a rather bleak conclusion; that little evidence exists to support the assumption that aid results in improved stabilisation or security. The report goes on to highlight the root causes of this breakdown, citing inequitable distribution, corruption and misappropriation, lack of community ownership, poor quality of delivery compounded by weak coordination. The list goes on…

Having just returned from a 9-month stint in the northern districts of Helmand working as a PRT Stabilisation Adviser embedded with the US Marines, I’ve witnessed more than my share of projects which have failed for such reasons (and which lend weight to Josh Harris’s points). Sadly, I’ve also seen the culpability lie with internationally respected NGOs as well as oft-cited governmental or military actors.

Given the complexity of the conflict (and in light of the pitfalls of increased securitisation of aid), how can concerted action be generated to create the conditions for sustainable peace and an enduring political settlement? And what role can or should aid take?

In Helmand, at the highest levels of civilian, military and government command, the nature of the debate  – and the assistance being delivered on the ground – is changing for the better. Increasingly frank recognition of the consequences of failed aid projects, as well as lessons borne out by the growing number of successful programmes are underpinning the new imperatives for ‘transition’ to Afghan government control in 2014.

Within this context, the establishment of legitimate and accountable governance and the rule of law is rightly taking primacy. The emphasis of efforts to support livelihoods, establish healthcare systems, stimulate economic development and build critical infrastructure is moving beyond ‘quick-wins’ to creating a sustainable foundation for transition – by both improving basic quality of life and the Afghan government’s capacity. For an insight into the daily stabilisation challenges, follow my blogs from Helmand.

The aspiration is that transition will see the Afghan government assuming full oversight of on-going security and development supported by a growing presence of independent domestic and international development actors. In essence, the road to transition marks the process of creating the space so critical to development beyond this current militarised campaign.

In the meantime disengagement by the humanitarian community is not an option. It must continue to ensure that its voice is heard by the donors, the diplomats and those in the military, and find new ways of engaging to ensure the failings of the past are not repeated.