THE FATAL PRESIDENTIAL MISTAKES.

The fatal presidential mistakes: How Jonathan lost it all.
on april 20, 2015 at 6:58 am in politics.

An exhaustive probe of the key flip-flops that led to President Goodluck Jonathan’s defeat and how the President lost the goodwill that earned him victory in 2011.

By Charles Kumolu

ONLY unrealistic optimists were surprised that President Goodluck Jonathan lost Nigeria’s keenly contested poll.
The pointers to what was imminent for the Peoples Democratic Party ,PDP, were so discernible in the build up, that the President in the days leading to the poll admitted the surging popularity of the opposition meant that his party would not secure a landslide in the presidential, parliamentary and governorship contests.
Though he explicitly affirmed that he was not losing sleep over the development, the pre-election electoral map was such that rubbished every optimism he may have had.

1. Vague public perception

The president may have redeemed his public image with his graceful acceptance of defeat. His effort suddenly turned him into a hero in defeat.
But beyond that, when the books are written, certain issues would some aspects of the defeat are likely to be attributed to the President’s tolerance of some issues and persons that combined to suppress his onetime electoral invincibility.
Among the key issues were the :Nigeria Governors Forum, NGF, crisis, Chibok girls saga, alleged missing Nigerian National Petroleum Corporation, NNPC, funds, mismanaged relationships, withdrawal of Alhaji Aminu Tambuwal’s aides, fallout of PDP primaries and poor presidential campaign strategy/communication.

2. NGF crisis

In the reckoning of the presidency, the NGF became more of a trade union with irritating activism. It was this notion that remotely birthed the leadership crisis that trailed the NGF chairmanship election.
With Governor Chibuke Amaechi, who then was regarded as an antagonist of the President, defeating Jonathan’s candidate, Governor Jonah Jang, with 19 votes to 16, observers had expected the President to beckon on Jang to drop his claims to the group’s leadership.
To the chagrin of the nation, the body language of the presidency was such that confirmed suspicions that it created the script Jang was acting upon.
The recognition of the Jang faction by the President not minding the fact that the latter lost the election, was a move that to some extent, questioned the presidency’s moral integrity.
A direct consequence of that, led to the implosion of the ruling PDP which manifested through the defection of Governors Aliyu Wammako, Rabiu Kwankwaso, Murtala Nyako, Abdulfatah Ahmed, and Amaechi.
Apart from Rivers State where the president had substantial votes, he lost in the domains of the defected governors.

3. Chibok girls saga

The abduction of over 200 girls from Government Secondary School, Chibok, further exposed the fault lines inherent in the Federal Government’s approach to the insurgency in the Northeast geo political zone.
It was a shock to a bewildered world when Governor Kassim Shettima of Borno State said the President waited until after two weeks before he spoke to him on the matter.
Trailing that was the First Lady, Mrs. Patience Jonathan’s encounter with officials of the state over the issue and turnedherself into a global comic on the issue.
Mrs. Jonathan’s supposed concern further incensed many, who found the treatment meted out to the state delegation which included the principal of the school as condemnable.
Indeed, the two incidents and related developments showed a government that was out of touch with the security of the citizenry.
The President later attributed his silence to his desire not to compromise the details of security efforts to rescue the girls, his general approach largely blighted his re-election chances.

4. Alleged missing oil money/Lamido Sanusi

At a time when the mood of the country suggested that the war against institutionalized corruption had ebbed under Jonathan’s watch, the official response to allegations of missing oil money at the NNPC was considered unsatisfactory.
The failure of the government to investigate those accused and the suspension of the then Central Bank Governor, Lamido Sanusi, who blew the whistle further angered many.
In the reckoning of most Nigerians, who had long desired a probe of the oil sector, the President was being protective of his appointees at the expense of public probity.

5. Redefinition of corruption

Whether semantics or not, the implication of the President’s statement to the effect that ‘’stealing is not corruption’’ was damaging.
Speaking on nationwide television during a media chat, he had said ‘’Over 70 percent of what are called corruption cases, even by the EFCC and other anti-corruption agencies, is not corruption, but common stealing, ‘’ he stated, adding that corruption claims were ‘’politically motivated.’’
For a populace embittered by the fact that despite allegations of corruption against public officials, the Economic and Financial Crimes Commission, EFCC, did not record any high profile conviction under Jonathan, the presidential pronouncement was seen as provoking.

6. Failure to call Dokubo, Clark to order

The threats of fire and brimstone should the President lose the poll by his kinsmen, notably Chief Edwin Clark, Chief Government Ekpemupolo and Alhaji Mujahid Asari Dokubo, were likened to drums of war, informing calls on the President to disassociate himself from the duo.
Interestingly, the nation was united in this call, as the Nigerian Labour Congress, clergy, traditional rulers spoke in unison.
Though the PDP asked the trio to be mindful of what they said at that period of time, President Jonathan was not known to have publicly reprimanded them.

7. Fallout of party primaries

The outcome of PDP primaries into various offices left nothing to be desired by aggrieved party members.
In its familiar intra-party political culture, the resentment arising from the contests across the country, were treated in a manner that threatened internal cohesion in the party.
Irked by the situation, some party chieftains with electoral values, defected to the All Progressives Congress, APC, making the PDP electorally vulnerable.
In states like Enugu, Akwa Ibom, Benue, Ebonyi, Cross River, where the outcome of governorship primaries factionalized the party, a profound presidential comfort or intervention would have assuaged aggrieved members.
Another undoing was the president’s tolerance of the hijacking of the PDP party structures by the state governors, which directly led to so much impunity at the state chapters.
However, whether the President played some trouble shooting roles, is a matter of debate between his admirers and critics.

8. Mismanaged relationships

Another fatal error was the mismanagement of some political alliances at the expense of the President’s electoral value.
Names like Amaechi, Bukola Saraki, Olusegun Obasanjo easily come to mind in this regard, as these men variously played decisive roles at some points in Jonathan’s political trajectory.

9. Poor campaign strategies/communication

Even the most loyal admirers of the President had no issue conceding that he hardly brought anything new to the table during the presidential campaigns.
From the PDP flag-off in Lagos to the grand finale in Abuja, observers found his message empty and literally full of noise.
Specifically, the language was more of attacks on the APC, its presidential candidate and past leaders.
So concerned were analysts over the content of the campaign statements that some were alarmed that the President spent close to an hour delivering his speech at the PDP flag-off campaign without being able to explain what he had done in the last six years or what he would do if re-elected.

MY PICTURE

COLLEGE OF ENVIRONMENTAL RESOURCES MANAGEMENT STUDENT ASSOCIATION (COLERMSA), FUNAAB-  FRESHER'S ORIENTATION PROGRAMME.

Was invited as the Keynote Speaker.

Topic: Realising your purpose as a student and fulfilling vision while on campus.

1. Myself and the fresh 100level students.

2. Comrade Ay showing appreciation to the wonderful lecture God has helped me to deliver.      

Sitting next to his right is the COLERMSA President, Comrade Rasaq Wasiu.

What does it take to be a great leader?

What does it take to be a great leader?

Once upon a time, birth order and socioeconomic status were considered powerful determinants in who would successfully climb the ladder.
Lately, though, the focus has shifted to personal qualities.
Guiding vision, passion, and integrity are well known leadership traits. But there are lesser known leadership traits, as well--in fact, some historically have been perceived as weaknesses.
These hidden traits can be developed and nurtured to help further your career and your role as a leader, at work, in your community, or in life in general.
See if you just might have some or all of these personal qualities that lend well to leadership:

1. Empathy

Empathy is the ability to understand and share the feelings of another. This is incredibly important in any workplace environment and helps you to manage conflict and relationships. However, it's become even more important as businesses compete to better understand the needs of their customers. People don't want to be analyzed and marketed to--they want brands to understand what they want and need. Empathetic leaders function better within the company, but can also use this trait to power the business, as well.

2. Optimism

You might think of optimism as the quality of one being hopeful, but it also indicates confidence in successful outcomes. Of course, blind optimism isn't a good thing, but optimistic leaders can inspire and motivate teams.

3. Forgiveness

No one enjoys the boss who lords every mistake they've ever made over their head. There is real power in allowing employees to take calculated risks, but they have to know it's not going to be held against them later. Doing so kills creativity and motivation--it causes people to think twice before bringing a new idea to the table, or experimenting with a new process or product. Learn how to forgive mistakes to nurture creativity and inspiration and your team will pay you back ten-fold.

4. Altruism

Altruism means you care about the welfare of others. In business, this means you want the people around you to do better, feel better, and perform better. You are not an island. You don't need to take all of the credit for yourself. You understand that building up the people around you makes you all look better. This is an incredible leadership quality, but not one you might traditionally associate with power or strength.

5. Eloquence

The ability to speak and write persuasively has gained importance in the age of digital communications. People expect leaders to communicate and they want to be "wowed." An eloquent speech can close a deal. An eloquent memo to staff can quell fears, dampen dissent, or inspire people to reach new heights. Practice your writing and speaking to become a more effective, persuasive leader.

6. Discernment

Discernment is the ability to judge well, whether in relation to people, situations, or business decisions. If you are discerning, you take the time to understand a problem and walk your way around various solutions to find just the right one. You don't jump head first into every opportunity, but think critically and find the best option.

7. Modesty

No one likes to hear how awesome someone else is all the time--especially when it comes from that person. Let your work speak for itself; don't fall into the trap of being the one who blows your horn the loudest. Confidence is a great trait, but must be tempered with modesty.
These qualities can be powerful tools for entrepreneurs and aspiring leaders who are willing to put the time and effort into developing them.

The Top Seven Leadership Qualities & Attributes of Great Leaders

 THE TOP SEVEN LEADERSHIP QUALITIES & ATTRIBUTES OG GREAT LEADERS
Learning from Brian Tracy.

More than 50 qualities have been identified that are important to great leaders. But there are seven leadership qualities that seem to stand out as being more important than the others.
The good news is that each of these leadership qualities can be learned, and they must be learned by practice and repetition.

Vision

Great leaders have vision. They can see into the future. They have a clear, exciting idea of where they are going and what they are trying to accomplish and are excellent at strategic planning.

This quality separates them from managers. Having a clear vision turns the individual into a special type of person. This quality of vision changes a “transactional manager” into a “transformational leader.” While a manager gets the job done, great leaders tap into the emotions of their employees.

Courage

“Courage is rightly considered the foremost of the virtues, for upon it, all others depend.” (Winston Churchill)
The quality of courage means that you are willing to take risks in the achievement of your goals with no assurance of success. Because there is no certainty in life or business, every commitment you make and every action you take entails a risk of some kind. Among the seven leadership qualities, courage is the most identifiable outward trait.

Integrity

In every strategic planning session that I have conducted for large and small corporations, the first value that all the gathered executives agree upon for their company is integrity. They all agree on the importance of complete honesty in everything they do, both internally and externally.

The core of integrity is truthfulness. Integrity requires that you always tell the truth, to all people, in every situation. Truthfulness is the foundation quality of the trust that is necessary for the success of any business.

Humility

Great leaders are those who are strong and decisive but also humble. Humility doesn’t mean that you’re weak or unsure of yourself. It means that you have the self-confidence and self-awareness to recognize the value of others without feeling threatened. It means that you are willing to admit you could be wrong, that you recognize you may not have all the answers. And it means that you give credit where credit is due.

Humility gets results. Larry Bossidy, the former CEO of Honeywell and author of the book Execution, explained why humility makes you a more effective leader: “The more you can contain your ego, the more realistic you are about your problems.

You learn how to listen, and admit that you don’t know all the answers. You exhibit the attitude that you can learn from anyone at any time. Your pride doesn’t get in the way of gathering the information you need to achieve the best results. It doesn’t keep you from sharing the credit that needs to be shared. Humility allows you to acknowledge your mistakes.”
You exhibit the attitude that you can learn from anyone at any time. Your pride doesn’t get in the way of gathering the information you need to achieve the best results. It doesn’t keep you from sharing the credit that needs to be shared. Humility allows you to acknowledge your mistakes.”

Strategic Planning

Great leaders are outstanding at strategic planning. They have the ability to look ahead, to anticipate with some accuracy where the industry and the markets are going.
Leaders have the ability to anticipate trends, well in advance of their competitors. They continually ask, “Based on what is happening today, where is the market going? Where is it likely to be in three months, six months, one year, and two years?” through thoughtful strategic planning.
Because of increasing competitiveness, only the leaders and organizations that can accurately anticipate future markets can possibly survive. Only leaders with foresight can gain the “first mover advantage.”

Focus

Leaders always focus on the needs of the company and the situation. Leaders focus on results, on what must be achieved by themselves, by others, and by the company. Great leaders focus on strengths, in themselves and in others. They focus on the strengths of the organization, on the things that the company does best in satisfying demanding customers in a competitive marketplace.

Your ability as a leader to call the shots and make sure that everyone is focused and concentrated on the most valuable use of their time is essential to the excellent performance of the enterprise.

Cooperation

Your ability to get everyone working and pulling together is essential to your success. Leadership is the ability to get people to work for you because they want to.
The 80/20 rule applies here. Twenty percent of your people contribute 80 percent of your results. Your ability to select these people and then to work well with them on a daily basis is essential to the smooth functioning of the organization.
Gain the cooperation of others by making a commitment to get along well with each key person every single day. You always have a choice when it comes to a task: You can do it yourself, or you can get someone else to do it for you. Which is it going to be?

Seven Qualities of a Good Leader.

                              SEVEN QUALITIES OF A GOOD LEADER

How often have you heard the comment, “He or she is a born leader?” There are certain characteristics found in some people that seem to naturally put them in a position where they’re looked up to as a leader.

Whether in fact a person is born a leader or develops skills and abilities to become a leader is open for debate. There are some clear characteristics that are found in good leaders. These qualities can be developed or may be naturally part of their personality. Let us explore them further.
Seven Personal Qualities Found In A Good Leader:

1. A good leader has an exemplary character. It is of utmost importance that a leader is trustworthy to lead others. A leader needs to be trusted and be known to live their life with honestly and integrity. A good leader “walks the talk” and in doing so earns the right to have responsibility for others. True authority is born from respect for the good character and trustworthiness of the person who leads.
         
2. A good leader is enthusiastic about their work or cause and also about their role as leader. People will respond more openly to a person of passion and dedication. Leaders need to be able to be a source of inspiration, and be a motivator towards the required action or cause. Although the responsibilities and roles of a leader may be different, the leader needs to be seen to be part of the team working towards the goal. This kind of leader will not be afraid to roll up their sleeves and get dirty.
                       
3. A good leader is confident. In order to lead and set direction a leader needs to appear confident as a person and in the leadership role. Such a person inspires confidence in others and draws out the trust and best efforts of the team to complete the task well.

A leader who conveys confidence towards the proposed objective inspires the best effort from team members.
4. A leader also needs to function in an orderly and purposeful manner in situations of uncertainty. People look to the leader during times of uncertainty and unfamiliarity and find reassurance and security when the leader portrays confidence and a positive demeanor.

5. Good leaders are tolerant of ambiguity and remain calm, composed and steadfast to the main purpose. Storms, emotions, and crises come and go and a good leader takes these as part of the journey and keeps a cool head.

6. A good leader as well as keeping the main goal in focus is able to think analytically. Not only does a good leader view a situation as a whole, but is able to break it down into sub parts for closer inspection. Not only is the goal in view but a good leader can break it down into manageable steps and make progress towards it.

7. A good leader is committed to excellence. Second best does not lead to success. The good leader not only maintains high standards, but also is proactive in raising the bar in order to achieve excellence in all areas.
These seven personal characteristics are foundational to good leadership. Some characteristics may be more naturally present in the personality of a leader. However, each of these characteristics can also be developed and strengthened. A good leader whether they naturally possess these qualities or not, will be diligent to consistently develop and strengthen them in their leadership role.

TOP 6 QUALITIES THAT MAKE A GOOD LEADER.

                          TOP 6 QUALITIES THAT MAKE A GOOD LEADER.
Having a great idea, and assembling a team to bring that concept to life is the first step in creating a successful business venture. While finding a new and unique idea is rare enough; the ability to successfully execute this idea is what separates the dreamers from the entrepreneurs. However you see yourself, whatever your age may be, as soon as you make that exciting first hire, you have taken the first steps in becoming a powerful leader. When money is tight, stress levels are high, and the visions of instant success don’t happen like you thought, it’s easy to let those emotions get to you, and thereby your team. Take a breath, calm yourself down, and remind yourself of the leader you are and would like to become. Here are some key qualities that every good leader should possess, and learn to emphasize.

Honesty
Whatever ethical plane you hold yourself to, when you are responsible for a team of people, its important to raise the bar even higher. Your business and its employees are a reflection of yourself, and if you make honest and ethical behavior a key value, your team will follow suit.

As we do at Onevest, the crowd funding platform for entrepreneurs and small businesses I co-founded, try to make a list of values and core beliefs that both you and your brand represent, and post this in your office. Promote a healthy interoffice lifestyle, and encourage your team to live up to these standards. By emphasizing these standards, and displaying them yourself, you will hopefully influence the office environment into a friendly and helpful workspace.

Ability to Delegate
Finessing your brand vision is essential to creating an organized and efficient business, but if you don’t learn to trust your team with that vision, you might never progress to the next stage. Its important to remember that trusting your team with your idea is a sign of strength, not weakness. Delegating tasks to the appropriate departments is one of the most important skills you can develop as your business grows. The emails and tasks will begin to pile up, and the more you stretch yourself thin, the lower the quality of your work will become, and the less you will produce.
The key to delegation is identifying the strengths of your team, and capitalizing on them. Find out what each team member enjoys doing most. Chances are if they find that task more enjoyable, they will likely put more thought and effort behind it. This will not only prove to your team that you trust and believe in them, but will also free up your time to focus on the higher level tasks, that should not be delegated. It’s a fine balance, but one that will have a huge impact on the productivity of your business.

Communication
Knowing what you want accomplished may seem clear in your head, but if you try to explain it to someone else and are met with a blank expression, you know there is a problem. If this has been your experience, then you may want to focus on honing your communication skills. Being able to clearly and succinctly describe what you want done is extremely important. If you can’t relate your vision to your team, you won’t all be working towards the same goal.
Training new members and creating a productive work environment all depend on healthy lines of communication. Whether that stems from an open door policy to your office, or making it a point to talk to your staff on a daily basis, making yourself available to discuss interoffice issues is vital. Your team will learn to trust and depend on you, and will be less hesitant to work harder.

Sense of Humor
If your website crashes, you lose that major client, or your funding dries up, guiding your team through the process without panicking is as challenging as it is important. Morale is linked to productivity, and it’s your job as the team leader to instill a positive energy. That’s where your sense of humor will finally pay off. Encourage your team to laugh at the mistakes instead of crying. If you are constantly learning to find the humor in the struggles, your work environment will become a happy and healthy space, where your employees look forward to working in, rather than dreading it. Make it a point to crack jokes with your team and encourage personal discussions of weekend plans and trips. It’s these short breaks from the task at hand that help keep productivity levels high and morale even higher.

At Onevest, we place a huge emphasis on humor and a light atmosphere. Our office is dog friendly, and we really believe it is the small, light hearted moments in the day that help keep our work creative and fresh. One tradition that we like to do and brings the team closer is we plan a fun prank on all new employees, on their first day. It breaks the ice and immediately creates that sense of familiarity.

Confidence
There may be days where the future of your brand is worrisome and things aren’t going according to plan. This is true with any business, large or small, and the most important thing is not to panic. Part of your job as a leader is to put out fires and maintain the team morale. Keep up your confidence level, and assure everyone that setbacks are natural and the important thing is to focus on the larger goal. As the leader, by staying calm and confident, you will help keep the team feeling the same.

Remember, your team will take cues from you, so if you exude a level of calm damage control, your team will pick up on that feeling. The key objective is to keep everyone working and moving ahead.

Commitment
If you expect your team to work hard and produce quality content, you’re going to need to lead by example. There is no greater motivation than seeing the boss down in the trenches working alongside everyone else, showing that hard work is being done on every level. By proving your commitment to the brand and your role, you will not only earn the respect of your team, but will also instill that same hardworking energy among your staff. It’s important to show your commitment not only to the work at hand, but also to your promises. If you pledged to host a holiday party, or uphold summer Fridays, keep your word. You want to create a reputation for not just working hard, but also be known as a fair leader. Once you have gained the respect of your team, they are more likely to deliver the peak amount of quality work possible.

Immutable law of leadership #2 – cause and effect

By Jack Dunigan On November 15, 2012 · Leave a Comment · In administration, communication, Effective Leadership, leadership development, management, Motivation, teaching, training, Uncategorized

Effective leaders understand both causes and their effects and are capable of dealing with both. In an earlier post I used a story of a manager at Disneyland who encountered a late night situation with tired horses and large crowds of people. You can read about it here.

The immediate concern was the safety of the people and the care of the animals. It demanded a certain hands-on, crisis mode style of leadership. Once the crisis was over, the manager then met with his subordinates to discuss calmly and carefully why the situation developed and what they could do to avoid a reoccurrence.

One style dealt with effects, one with causes. Effective leaders can manifest both because:

If the only tool you have is a hammer, you will see every problem as a nail.

Now, let me clarify that I am not addressing cause and effect in the universal sense. The concept of reaping what one sows, the golden rule, or karma is not within the scope of a blog on practical leadership, as important as is the subject. The principle of cause and effect universally applies and you as a leader with address it a hundred times every day.

 

 

• Effects are usually easier to see than causes. Causes are often underlying, effects are on the surface.
• Causes are almost always less urgent than effects. If horses are going to trample people, you have to do something now. Once the crisis is resolved, it is less demanding to address the steps that “cause” the crisis. Humans typically give more attention to effects because of their visible, in-your-face, explosive nature. Our lives and work are crowded with tasks, demands, responsibilities, and obligations. Pushing causes to another time is easy to justify, dangerous to ignore completely.
• One of the most significant tasks and consequently one of the most difficult challenges is to develop the capacity to see cause and effect relationships in the people you lead. Because of the principle of line of sight, experience, position, and wisdom make it simpler for you to see than those who serve in subordinate positions. One effective tool is to be sure to clarify why and not only address what. The crisis on Main Street Disneyland was not necessarily due to misbehavior. It was because the supervisor could see better the potential for trouble than could the others. It became the supervisor’s privilege and responsibility to define the problem and, if he was skillful, solicit from the team solutions. It seldom works to form a committee to research, review, and discuss the resolution to a crisis. If your toddler is crawling out into the street between two parked cars, you pick up the child. Discuss with those responsible later why and what.
• There is always an effect brought on by some connecting cause. It’s there, you have to find it.
• Good “causes” create positive “effects”. We typically see cause and effect relationships in negative terms. Horses will trample people and toddlers will get squished by cars. But it works the other way as well. Setting in motion certain conditions, events, directives, actions can reap huge rewards. The up-coming posts on motivation and productivity address this.

So, take a look at your own leadership context and tell me where you had to deal with cause and effect and most importantly, how it worked out.

Effective leadership essential Skill #1 – Understand the times

You just have to know what’s going on while it is going on. You have to have some grasp of why it is happening, and you need to understand the implications of what it means for you and your team! You cannot get where you want to go if you do not know where you are! You cannot offer guidance and direction unless you know where you are and have some idea of how to get from here to there. Of course, you could say anyone could see what was going on when the World Trade Center Towers fell. But I dispute this is so.
You cannot effectively address a situation if you do not know the conditions which presently exist and the general mood of the group! In takes genuine skill to be able to see the big picture and all the little scenes that make up the big picture.
It is not always important to know, at the moment of discovery, why something happened. In order to be effective, Mayor Giuliani did not need to know why the planes crashed into the towers or who did it. It was, however, imperative to know what has happened… and what is happening. There will be time for examination of motives and intentions later. Your concern as leader is to understand the times so you can determine what to do next and after that and after that…

Effective leaders are able to simplify complex circumstances, to comprehend a broad range of events and digest them into simple, easier-to-handle components. Leaders must be capable of cutting through the fog, living above the fray, maneuvering around the obstacles. While this skill is particularly acute in times of crisis, it is a skill universally applicable. The principle at work here is called “Line of Sight” and you can read more about it on my blog (www.thepracticalleader.com). In a gist, it says that the higher up the organizational ladder, the farther and broader your range of vision. You have to have two kinds of “sight”:

Insight – the ability to discern the dynamics of any given situation, setting, opportunity, and group.

and

Outsight – the vision to see the end from the beginning…and the steps in between.

Insight is the capacity to see into a situation, behind the obvious, and underneath the apparent. The ability to be in the know seems to be more inherent and innate than it is acquired. I have observed that while there are techniques one can employ to enhance understanding, you either are an observant discerning person or you are not. However, you would not be reading this unless you have a desire to enhance your leadership ability or have questions about effective leadership.

 
Outsight is one of the key components that separate leaders from managers. Managers oversee processes. Leaders gather all the many processes together into one comprehensive strategy. Managers may know a step or two, but leaders build the path to the final product.
Outsightedness is often the product of experience and position. Experienced leaders understand how one event or set of circumstances will impact another. They know something about human nature, about conditions and events within organizational structures, and can predict what will most likely happen.

Hand in hand with that is the position one occupies within an organization. The higher up you climb the farther you can see. In nature this is a product of natural sight. In leadership it is too. You can see what’s going on. It is also the product of a sixth sense, an intuition that not only senses what is going on within group or organizational dynamics but senses what the outcome will be. Further, outsighted leaders “see” where they want to go. They can conceptualize and articulate vision.

What do you think? Where have you seen insight become an obvious advantage? How have you been able to apply outsight in your leadership responsibilities?

 

18 reasons why strong, compelling leadership is vital.

 

I like strong leaders. I may not always agree with them, but I do admire them. They get things done and they stand out. Strong leaders make their mark, leave an imprint, change the way things are done or considered.
In discussing power and its applications, it seems necessary to list out why strong leadership – powerful leadership – is so important. Granted, there are situations where consensus decision-making may be the dominant style, but even in those circumstances, strong leaders are at work molding and shaping opinion even if they do so using more subtle tactics.
So, here’s my list if 18 reasons why strong leadership is necessary.

1. People expect their leaders to lead. They become confused and hesitant when they don’t.
   
2. The void left by indecision and its companion, inadequate communication, will be filled with rumor speculation, gossip, and confusion.
3. Without strong leadership, groups lapse into confusion, then chaos, provoke contention and ultimately disintegrate.
4. Weak leaders invite attack and suggest wandering. Strong, productive people will not tarry long when leadership is irresolute.
5. Strong leadership signals to everyone that the organization functions by principle, those forever and universal truths which govern noble human societies. Without a clear understanding of principle and an unwavering commitment to them, leaders hesitate, vacillate, opine, capitulate, procrastinate, and otherwise stumble.
6. People rally behind clarity and certainty.
7. In order to participate, follow, and contribute, people need to see and hear faith, confidence, and optimism.
8. Weak leadership fuels the fires of pessimism which bring loss of confidence, images of defeat and failure, a sense of helplessness, and ultimately self-contempt. The direct results of weak leadership are the incapacity to summon the will on behalf of a purposeful effort, an unwillingness to take risks, and fatal timidity at the moment of opportunity.
9. People respond to weak leadership by taking back the authority they had at one time granted to leaders. As the power base erodes, leadership becomes increasingly weak and finally collapses.
10. Strong, persuasive leaders replace old assumptions with new convictions.
11. Strong leaders articulate and define a vision that lifts people out of their petty preoccupations, carries them above the conflicts that tear a group apart, and unites them in the pursuit of objectives worthy of their highest efforts.
    
12. Strong leaders can afford to be compassionate and patient because their strength comes from their powers of reason, the relationships they nurture, the vision they articulate, and the service they render not from manipulation, ego, or position.
13. People are drawn to strong leaders because strong leaders can put into words what people have been thinking, feeling, and considering but have been unable or afraid to express.
14. Strong leaders serve as symbols of stability, movement, and reliability when all else seems fragile, static, and tentative.
15. Strong leaders know what to do next, understand why it is important to do that next, and can mobilize resources to make it happen. These three yield a harvest of inspiration, confidence, hope, a sense of security, and real (not imagined) forward movement. I will spend a good deal of time on the subject of vision in leadership, but let me throw out this tidbit now. Successful leaders are those who can create an exciting and passionate success, can align people’s thinking and action toward that vision, and most importantly, can manage their own behaviors to fall in line with the vision they want to realize.
16. Strong leadership is necessary because if people could have freed themselves from the chains that bind them to outdated short-sighted thinking and behaviors that have eluded success, they would have done so already.
17. Vision never arises from within the people. It comes from gifted, courageous, far-sighted leaders who then articulate, motivate, and inspire people toward its fulfillment.
18. A strong leader commits people to action, converts followers into leaders themselves, and enables leaders to become agents of change.

The 15 diseases of leadership according to Pope Francis

By Jack Dunigan On April 15, 2015 · Leave a Comment · In Uncategorized

From the Harvard Business Review, April 14, 2015, by Gary Hamel

Pope Francis has made no secret of his intention to radically reform the administrative structures of the Catholic church, which he regards as insular, imperious, and bureaucratic. He understands that in a hyper-kinetic world, inward-looking and self-obsessed leaders are a liability.

Last year, just before Christmas, the Pope addressed the leaders of the Roman Curia — the Cardinals and other officials who are charged with running the church’s byzantine network of administrative bodies. The Pope’s message to his colleagues was blunt. Leaders are susceptible to an array of debilitating maladies, including arrogance, intolerance, myopia, and pettiness. When those diseases go untreated, the organization itself is enfeebled. To have a healthy church, we need healthy leaders.

Through the years, I’ve heard dozens of management experts enumerate the qualities of great leaders. Seldom, though, do they speak plainly about the “diseases” of leadership. The Pope is more forthright. He understands that as human beings we have certain proclivities — not all of them noble. Nevertheless, leaders should be held to a high standard, since their scope of influence makes their ailments particularly infectious.

The Catholic Church is a bureaucracy: a hierarchy populated by good-hearted, but less-than-perfect souls. It that sense, it’s not much different than your organization. That’s why the Pope’s counsel is relevant to leaders everywhere.

With that in mind, I spent a couple of hours translating the Pope’s address into something a little closer to corporate-speak. (I don’t know if there’s a prohibition on paraphrasing Papal pronouncements, but since I’m not Catholic, I’m willing to take the risk.)

Herewith, then, the Pope (more or less):

____________________

The leadership team is called constantly to improve and to grow in rapport and wisdom, in order to carry out fully its mission. And yet, like any body, like any human body, it is also exposed to diseases, malfunctioning, infirmity. Here I would like to mention some of these “[leadership] diseases.” They are diseases and temptations which can dangerously weaken the effectiveness of any organization.

1. The disease of thinking we are immortal, immune, or downright indispensable, [and therefore] neglecting the need for regular check-ups. A leadership team which is not self-critical, which does not keep up with things, which does not seek to be more fit, is a sick body. A simple visit to the cemetery might help us see the names of many people who thought they were immortal, immune, and indispensable! It is the disease of those who turn into lords and masters, who think of themselves as above others and not at their service. It is the pathology of power and comes from a superiority complex, from a narcissism which passionately gazes at its own image and does not see the face of others, especially the weakest and those most in need. The antidote to this plague is humility; to say heartily, “I am merely a servant. I have only done what was my duty.”
2. Another disease is excessive busyness. It is found in those who immerse themselves in work and inevitably neglect to “rest a while.” Neglecting needed rest leads to stress and agitation. A time of rest, for those who have completed their work, is necessary, obligatory and should be taken seriously: by spending time with one’s family and respecting holidays as moments for recharging.
3. Then there is the disease of mental and [emotional] “petrification.”It is found in leaders who have a heart of stone, the “stiff-necked;” in those who in the course of time lose their interior serenity, alertness and daring, and hide under a pile of papers, turning into paper pushers and not men and women of compassion. It is dangerous to lose the human sensitivity that enables us to weep with those who weep and to rejoice with those who rejoice! Because as time goes on, our hearts grow hard and become incapable of loving all those around us. Being a humane leader means having the sentiments of humility and unselfishness, of detachment and generosity.
4. The disease of excessive planning and of functionalism. When a leader plans everything down to the last detail and believes that with perfect planning things will fall into place, he or she becomes an accountant or an office manager. Things need to be prepared well, but without ever falling into the temptation of trying to eliminate spontaneity and serendipity, which is always more flexible than any human planning. We contract this disease because it is easy and comfortable to settle in our own sedentary and unchanging ways.
5. The disease of poor coordination. Once leaders lose a sense of community among themselves, the body loses its harmonious functioning and its equilibrium; it then becomes an orchestra that produces noise: its members do not work together and lose the spirit of camaraderie and teamwork. When the foot says to the arm: ‘I don’t need you,’ or the hand says to the head, ‘I’m in charge,’ they create discomfort and parochialism.
6. There is also a sort of “leadership Alzheimer’s disease.” It consists in losing the memory of those who nurtured, mentored and supported us in our own journeys. We see this in those who have lost the memory of their encounters with the great leaders who inspired them; in those who are completely caught up in the present moment, in their passions, whims and obsessions; in those who build walls and routines around themselves, and thus become more and more the slaves of idols carved by their own hands.
7. The disease of rivalry and vainglory. When appearances, our perks, and our titles become the primary object in life, we forget our fundamental duty as leaders—to “do nothing from selfishness or conceit but in humility count others better than ourselves.” [As leaders, we must] look not only to [our] own interests, but also to the interests of others.
8. The disease of existential schizophrenia. This is the disease of those who live a double life, the fruit of that hypocrisy typical of the mediocre and of a progressive emotional emptiness which no [accomplishment or] title can fill. It is a disease which often strikes those who are no longer directly in touch with customers and “ordinary” employees, and restrict themselves to bureaucratic matters, thus losing contact with reality, with concrete people.
9. The disease of gossiping, grumbling, and back-biting. This is a grave illness which begins simply, perhaps even in small talk, and takes over a person, making him become a “sower of weeds” and in many cases, a cold-blooded killer of the good name of colleagues. It is the disease of cowardly persons who lack the courage to speak out directly, but instead speak behind other people’s backs. Let us be on our guard against the terrorism of gossip!
10. The disease of idolizing superiors. This is the disease of those who court their superiors in the hope of gaining their favor. They are victims of careerism and opportunism; they honor persons [rather than the larger mission of the organization]. They think only of what they can get and not of what they should give; small-minded persons, unhappy and inspired only by their own lethal selfishness. Superiors themselves can be affected by this disease, when they try to obtain the submission, loyalty and psychological dependency of their subordinates, but the end result is unhealthy complicity.
11. The disease of indifference to others. This is where each leader thinks only of himself or herself, and loses the sincerity and warmth of [genuine] human relationships. This can happen in many ways: When the most knowledgeable person does not put that knowledge at the service of less knowledgeable colleagues, when you learn something and then keep it to yourself rather than sharing it in a helpful way with others; when out of jealousy or deceit you take joy in seeing others fall instead of helping them up and encouraging them.
12. The disease of a downcast face. You see this disease in those glum and dour persons who think that to be serious you have to put on a face of melancholy and severity, and treat others—especially those we consider our inferiors—with rigor, brusqueness and arrogance. In fact, a show of severity and sterile pessimism are frequently symptoms of fear and insecurity. A leader must make an effort to be courteous, serene, enthusiastic and joyful, a person who transmits joy everywhere he goes. A happy heart radiates an infectious joy: it is immediately evident! So a leader should never lose that joyful, humorous and even self-deprecating spirit which makes people amiable even in difficult situations. How beneficial is a good dose of humor! …
13. The disease of hoarding. This occurs when a leader tries to fill an existential void in his or her heart by accumulating material goods, not out of need but only in order to feel secure. The fact is that we are not able to bring material goods with us when we leave this life, since “the winding sheet does not have pockets” and all our treasures will never be able to fill that void; instead, they will only make it deeper and more demanding. Accumulating goods only burdens and inexorably slows down the journey!
14. The disease of closed circles, where belonging to a clique becomes more powerful than our shared identity. This disease too always begins with good intentions, but with the passing of time it enslaves its members and becomes a cancer which threatens the harmony of the organization and causes immense evil, especially to those we treat as outsiders. “Friendly fire” from our fellow soldiers, is the most insidious danger. It is the evil which strikes from within. As it says in the bible, “Every kingdom divided against itself is laid waste.”
15. Lastly: the disease of extravagance and self-exhibition. This happens when a leader turns his or her service into power, and uses that power for material gain, or to acquire even greater power. This is the disease of persons who insatiably try to accumulate power and to this end are ready to slander, defame and discredit others; who put themselves on display to show that they are more capable than others. This disease does great harm because it leads people to justify the use of any means whatsoever to attain their goal, often in the name of justice and transparency! Here I remember a leader who used to call journalists to tell and invent private and confidential matters involving his colleagues. The only thing he was concerned about was being able to see himself on the front page, since this made him feel powerful and glamorous, while causing great harm to others and to the organization.

Friends, these diseases are a danger for every leader and every organization, and they can strike at the individual and the community levels.

BUILDING YOUR CHOIR.

 

                         

                                               5 STEPS TO BUILD YOUR CHOIR
                              MAINTAINING A HEALTHY AND GROWING CHOIR
            By OGUNYEMI OLAKUNLE. Organist/Music Director COP, Lagos. 20-04-2015.

If there is any group that has contributed to my development and growth in life, it is no other group than the CHOIR. I joined the St. Paul's Anglican Church Choir, Lebi, Okitipupa in Ondo State at an early age. I had the foundation of my knowledge in music at the same church. Did most of my music exploits in Lagos and little in Ogun state. A member of the RSCM, England.

 Majority of what I will be saying here today are products of my past experiences as a choir member, singer, music director, choir master and an organist. I am sure after reading this you will be better enlightened.

It is said that a healthy church is a growing church. Likewise, a healthy choir is a growing choir. The larger the group, the more potential impact the choir has. Set a goal to have a BIG choir.
How big is BIG? Simple—larger than your choir is right now!

1. RECRUIT, RECRUIT, RECRUIT!
You must constantly recruit new choir members. Not only should you personally invite prospective members to "come and sit in on a couple of practices," but you should also train your choir members to help you recruit new members. Some
people are a little threatened by the “expert” choir director asking them to join the choir; however, if their friend asks them to come, they may be more
willing to try it. At some rehearsal sessions I write the names of choir prospects on the board and refer to it as "The Hit List." I want all the choir
members to help me recruit these
prospects into the choir.

Watch your congregation for folks who
participate enthusiastically in the
congregational singing and meet the
leadership requirements you have
established for choir members. These are
your best prospects for gaining new choir
members.

2. RETAIN THOSE YOU HAVE
If you add three new choir members this month but four drop out, then you have a net loss of one. You must have methods for keeping folks in the choir. The people most likely to drop out of the choir are the folks with average musical ability
who come to the mistaken conclusion that their presence makes no difference
in the choir.

This is a lie from Satan that you must
overcome regularly. Communicate to
your choir members how important each
voice is. Use cards, emails, and phone
calls to send words of encouragement
and thanks for their efforts in choir.
Everyone needs to feel appreciated.
Remind your choir members regularly
that it does not take great voices to build
a great choir. It takes average voices
dedicated and faithful to a great God!

3. RECORD INDIVIDUAL ATTENDANCE
Just because you have someone’s name on a list and they show up occasionally certainly does not mean you have a choir member. Set some minimum attendance standards for choir membership.
Record attendance in a way that is  visible to the choir members. You can call roll or check off sign in sheets so that the members know if they are absent they will be missed.

4. RESPOND TO PERSONAL NEEDS
The choir is a small group within the larger church family. Therefore, it can be a “need-meeter” like a Sunday school class or Bible study group. Show personal interest in your choir members by taking
prayer requests and praying for them. You can also show personal interest by having an occasional special practice combined with a potluck supper. We have these regularly and call them “Choir
Chow-downs.” We have a great time at these events and get an extra rehearsal at no extra charge.

5. BUILD A BIG CHOIR!
Always look for new choir members. It takes time to build a strong choir that will last. Share your vision of a larger and more effective choir with the choir you have now. Ask the choir members to
pray that additional people will be added to the music ministry.

 

This article will be incomplete if I fail to say something on you establishing discipline and standard in your choir. It is very important. A good and performing choir is a disciplined choir. I think I will find a day to write on choir discipline. To this point, I want to say a big thank you to you for going through this write-up. God bless you. Go and apply this................................................................

MY LOVE IS YOUR LOVE

"My Love Is Your Love"

(clap your hands, yall its alright....)
If tomorrow is judgement day (sing mommy)
And I'm standin' on the front line
And the Lord ask me what I did with my life
I will say I spent it with you

If I wake up in WW 3
I see destruction and poverty
And I feel like I want to go home
It's okay if your commin' with me

Chorus:

Cause your love is my love
And my love is your love
It would take an eternity to break us
And the chains of Amistad couldn't hold us

If I lose my fame and fortune
And I'm homeless on the street
And I'm sleepin' in Grand Central Station
It's okay if you're sleepin' with me

As the years they pass us by
We stay young through each other's eyes
And no matter how old we get
It's okay as long as I got you babe

[Chorus]

If I should die this very day
Don't cry, cause on earth we wasn't meant to stay
And no matter what people say
I'll be waiting for you after judgement day

[Chorus]

Thanks to you Withney.

You will forever be remembered beautiful pop queen and one of the greatest voice to have grace the earth. 

WHAT I DESIRE IN A WOMAN

WHAT I DESIRES IN A WOMAN

I could still remember vividly that faithful Saturday evening in my uncles house in Lagos. I spent three months there. Efe, my neighbour and friend, ran into my room screaming, “ A man just dropped me off. He said he liked my dressing and that I am beautiful. But, the truth is that I was very uncomfortable that I started shivering and stuttering when he asked me questions. I was not confident at all and I bet he noticed it,” she spluttered. Efe is from Delta State. She is beautiful, cooks very well and over-dresses but lacked self-confidence. Her physical appearance alone easily attracts men to her. But when she gets into a relationship, after two months, it comes to an end. It became a big bother to her. Sometimes she weeps. In fact, she concluded that she was being haunted from her village. It was that bad.
But the question was, why do these men run away in such a short time ? Well, different stroke for different folks they say.
Every woman wants to be the kind of woman that men talk about, admire and chase. We all want to be appreciated, respected and admired for our existence, appearance, personality and accomplishments.

But, women forget that there are different things men look out for in a woman they intend to settle down with. For this reason, it is not easy to figure out what men really desire. But as the saying goes, one mans meat is another mans poison. Regardless of this, there are standard things that every man looks for in a woman.
So what do men really desire in women ?

Be yourself
You should not pretend to be who you are not or who people want you to be. Men do not like women who are not real, it is a big turn off.
Have self-confidence.
A woman with self-confidence easily attracts a man to herself. A woman who feels so good about herself is a woman most likely with a good head on her shoulders, rational, focused and has good direction in life.

Every man would want to boast about his woman among his friends. A man has no fears when he knows that his woman is self-confident because she can represent him anywhere in his absence.

Proper dress sense
How much your outfit costs does not mean anything to a man. What matters to him is that you are properly and well dressed. A man will treat you with love and respect because you treat yourself as such when you dress well. You need to be in tune with the latest fashion and know what your man likes you wearing. This will not only draw men to you, but you will also feel good about yourself. It is good to dress sexy, but moderate and classy as well and always leave something to the imagination.

Intellectual capacity
Being desirable to a man is more than just having a pretty face or attractive figure. Most men want to be with an intelligent woman they can have meaningful discussion or talk with on any issue, who will advise them well, give them new ideas- a woman who they will learn from and who they can also teach. Be a total package and physically good looking with intellectual capacity to bambuzzle him.

Exhibit your feminine side

There is a soft side to every woman- sweet, romantic, loving and caring. It does not mean you are weak when you show off these sides of you to your man.