Self-Awareness is critical to success in turbulent times – Former British Ambassador.

In this interview, winner of the equivalent of two Oscars and Oxford alumnus Ambassador Charles Crawford explains why executives should attend the forthcoming TEXEM Self-awareness for Better Management of Change in Uncertain Times programme. Other TEXEM’s faculty delivering this programme include Professor Paul Griffith, the World’s first Professor in Management to lead a team to launch a rocket into space and Professor Randall Peterson of London Business School.

1. Please tell us what role you will play in the TEXEM February 2023 programme, ‘ Self-awareness for better management of change in uncertain times, ‘ impacting the Leader today?

I’m pleased to deliver one of the live sessions featuring fundamental practical communication skills that will help any leader or manager sound smart, confident and convincing in all settings.
The key idea is this: It’s not what you say – it’s what they hear. So, if you’re trying to motivate a team to do something new and difficult, your words may be (more or less!) OK. But what if they’re hearing from your tone and the wider context such ‘deeper’ things as Boring, Lazy, Doesn’t Mean It, Sexist, Time-waster, Irresponsible, and Annoying? Your words will be wasted against this broader cynicism.

2.Do you consider this programme pertinent to the needs of Leaders?

Yes. Because if you don’t know how you’re coming across to the team, your seniors, customers, and regulators, what do you think you’re doing all day?

3.What benefits do executives stand to gain from participating in this programme?

The core benefit of the programme Self Awareness for better management of change in uncertain times is that they’ll think differently about themselves and their work. Coping amidst uncertain and challenging times requires just the right combination of determination and flexibility. You may think you’re getting that right? But what’s your test of success and your test of failure? This programme will make leaders optimise their decision-making credentials about areas for improvement, and it will make their organisations consistently learn, innovate and deliver excellent products and services to all stakeholders. The programme will help organisations win.

4. How would you recommend TEXEM’s forthcoming programme titled ‘Self-awareness for better management of change in uncertain times’, which will be held between February 11 to March 4, 2023, to Leaders?
Leaders anywhere in the world need to grasp the operational and policy distinction between what’s important – and what matters. It’s not enough these days to be grand or powerful and astute. You need to be convincing and effective. This programme helps you think hard about the necessary ‘mindset’ to achieve that. Also, TEXEM’s methodology of making learning fun, engaging and impactful is another critical reason why participants should attend this programme, Self-awareness for Better Management of Change in Uncertain Times. Also, research has shown that organisations with strong financial performance have a distinct feature of possessing more self-aware leaders than poorly performing companies. Also, organisations with more self-aware employees are likely to have more collaborative and cohesive teams and deliver superior performance.

5. How successful can a leader or manager be without Self-awareness?
Quite successful until everything abruptly crashes to the floor in pieces. A leader or manager with no self-awareness is like one of those children’s cartoon characters who walk confidently off a high cliff into thin air and keeps on walking happily in the air for a few paces before gravity starts asking difficult questions and the speedy painful fall begins. To achieve enduring success, teams in organisations must be emotionally savvy. They must possess the ability to identify and manage their emotions and identify and influence others’ emotions for results. When individuals, teams, and managers have excellent emotional intelligence, this could lead to a culture of learning and innovation that is challenging for others to imitate and could be one of the contributors to sustainable competitive advantage.

6. Many change initiatives fail; how could self-management help make change- management succeed?

There are no guarantees. You may even do the best possible job and succeed until something completely unexpected (say, a new invention or new policy context) comes along and wrecks everything. It’s genuinely hard to summon just the right balance between discipline, hard work, creativity and flexibility. But all these things require you to have the right competence and emotional stability to make you resilient despite headwinds, which is why this programme is relevant and necessary. This programme, Self-awareness for Better Management of Change in Uncertain Times, is critical as it equips organisations and their team to pay serious attention to their open and subliminal messages: their messages to your teams, customers, stakeholders, and yourself.

7. What is the format of the programme?

The Self-awareness for Better Management of Change in Uncertain Times programme is a combination of self-paced study and live sessions. Participants will study for an average of one hour every day between February 11 to March 4, and there will be live sessions every Saturday for four weeks. The experience has been gamified such that participants will get points ranked on a league table for every article read, video watched, and comment made. The top 5 on the league table will be recognised each weekend when we have the live sessions via zoom, during which different faculty will deliver. For example, each live session on Saturday will have Professor Randal Peterson of London Business School, Professor Paul Griffith, the world’s first Professor of Management to lead a team to launch a rocket, and I deliver.

How Government and Private Sector Leaders Can Win in These Turbulent Times Times by Alim Abubakre PhD

Let’s face it! We thought COVID-19 was the worst crisis the world had ever faced, but even before its effects were over, political instability across the world began. The Russia-Ukraine war has affected supply chains worldwide, and there seems to be no relief soon. All these and others have severe effects on the global economy. Following the sharp slowdown in 2022, various international bodies have warned that there could be a recession in 2023. Indeed, in October 2022, the International Monetary Fund warned that the global economy’s growth would fall by 2.7% in 2023.

As a leader, whether in government or the private sector, you have a unique role in inspiring confidence, even during times of turbulence. Already, there are signs that the projected global economic recession is beginning to bite. So, your organisational models could only succeed with proper leadership during hard times. But, while some effects are inevitable, you can prepare for the uncertain future and find a way to sail through the tough times. There are several strategies you can use to ensure that your organisation responds appropriately to the volatility that the global economy is facing now and in the future and still achieve sustainable success.

a)    Mental health for leaders and employees

Working and living in times of uncertainty creates anxiety, depression, burnout and other mental-health-related issues. All these eventually affect performance, and it gets even worse when there are crises and volatilities in the market. As a leader, you are responsible for supporting activities that promote good mental wellbeing for everyone. One way to do so is to create initiatives and efforts that help reduce the effects of issues related to mental health. In your strategies as a leader, some of the best initiatives you can try include the following:

Counselling: Avail counselling to everyone and ensure leaders and employees have support when needed.

Platforms for sharing experiences: Create platforms or touch points where employees share their experiences and feelings. You can also use activities or sessions that help bring people together.

De-stigmatise mental health: Establish various programs that help de-stigmatise mental health in your organisation. The idea here is to create a community of support.

Notably, supporting mental health and wellness is a game changer. It separates organisations that thrive from those that suffer losses and stagnation, especially during crises. Moreover, unlike other challenges that affect organisations, mental wellness directly affects performance. So, let it be a priority area when leading during turbulent times just as Microsoft, Pinterest and Unilever have been taking promising steps in the right direction in employee wellbeing and in optimising performance for sustainable success.

b)    Embrace Innovation & Adopt Innovative Practices

As the saying goes, necessity is the mother of innovation/invention. During the COVID-19 pandemic, organisations that innovated at a fast pace thrived, while does that did not cease to exist. Chinese scientists sequenced the COVID virus in just three weeks. The UK’s National Health Service constructed a 4,000-bed capacity hospital within four days. Teams from London, Oxford and other places also developed vaccines in a few months and started testing rapidly. In addition, the CACOVID organised the financial muscle of the private sector and deployed resources for philanthropy offered to the downtrodden.

If you embrace innovation during a crisis, you increase your chances of survival. Your focus on innovation should be more than just during times of crisis. If you can sustain the same efforts over time, even after a crisis, you are sure of growth and top performance. To do so, you need to replicate proxy crises and allocate resources to innovation and build a culture of learning, collaboration and exploring novel solutions. That way, you will lead your organisation to success both during turbulent and good times

c)    Communicate Effectively

Proper communication plays a very vital role during times of uncertainty. It enables organisations to function effectively despite disruptive events and risks. People want information, and whether good or bad, you need to ensure it gets to the right people on time using the right platform for young folks social media could be the best means while older employees might prefer emails. In addition, you need to provide clarity and direction if you want to sustain good performance. So, you need to step up your communication, especially when times change and tomorrow seems very uncertain. Here are suggestions that can help you communicate effectively:

  • Control your messages and create one version
  • Emphasise clarity over volume
  • Provide updates regularly
  • Don’t go into hiding when things get thick; provide leadership
  • Stick to facts and avoid speculations
  • Provide tools to aid communication and ensure leadership is on the same page
  • Join the dots for your people lest rumor mongering becomes the order of the day.

It is crucially important to oversee your organisational story. Provide clear direction especially during crises. Make sure that communication is effective and that all messages reach the intended audience without distortion. That’s how giants sail through turbulent times and turn adversity into prosperity by building more resilient core competences that endures.

d)    Emphasis on Purpose and Corporate Social Responsibility

Contributing to the communities and societies where your profits come from is one way to win during turbulent times. It is a move that creates a beneficial cycle that will help your organisation to remain afloat even during crisis times. Note, however, that CSR is not just about giving to the community near your organisation. Your moves must be relevant and help tackle social issues, environmental hazards, governance issues and others. Leaders should also embrace societal leadership, which entails inspiring solutions that addresses society’s theming challenges. The societal leader demonstrates ethical leadership even when others are cutting corners. They embody value-based leadership, inspire their team to embrace morality and their organisation is a bastion of compelling purpose. That’s the best way to create impact, and you, as a leader, should be at the forefront when doing such activities. The ethical leader consistently inspire their team to always embrace President John F Kennedy’s  golden and evergreen advise that all should “ask not what your country can do for you – ask what you can do for your country.”

e)    Be More Strategic

Leaders need to be more strategic in dealing with turbulent times. Traditionally, as a leader, you would try to predict markets and competition and then plan accordingly. Employees and other stakeholders would then work with you in executing your plan. And since markets were relatively stable, the only task to do while executing your strategic plan is monitoring and working to keep everyone on track. Such an approach worked well in the past, but you cannot use it anymore these days because the competitive landscape is changing quickly.

While conventional strategy-making techniques are great, they often fail since they need to consider various eventualities. Global financial crises, oil price spikes, wars, pandemics, climate change, digital disruptions and others can render your plans and strategies useless quickly. So, how do you survive all these and steer your organisation successfully even during such turbulent times? You need to be more deliberate about the choices (e.g., around intrapreneurship, internationalisation, acquisitions and alliances) that you make and the actions (e.g., processes, practice and leadership style) that you take to position (e.g. around; culture, resources, macro-environment and  engaging stakeholders) of your organisation for enduring success. Let your strategy-making be a continuous process which entail deliberately choosing a distinct set of activities and- is responsive to changing times to deliver a unique mix of value. This is what progressive and top 5 companies such as Amazon, Walmart and Apple all have in common.

f)     Develop Core Competence in Engaging Stakeholders Locally, Regionally and Globally

Stakeholder engagement plays a very vital role in the success and growth of every organisation, especially during turbulent times. It would help if you had a plan to do such an engagement, and it should be well-structured and exhaustive. In your plan, be clear on stakeholder identification, their power, interest level and the influence they have in the day-to-day running of your organisation. You can use a matrix to define every area and make a plan for addressing every critical aspect.

To develop and enhance core competence in engaging stakeholders, use the right tools and do not leave anyone out. Engage all stakeholders, starting with local ones, those at a regional level and even those on the global stage. You may have to create smart and specific plans targeting each group. For effective communication and engagement, use the right digital tools such as big and deep data, artificial intelligence, virtual reality, augmented reality and internet of things. It saves time and ensures you include everyone. The African Continental Free Trade Agreement and Europe’s gas need due to the Russia-Ukraine war are two examples of immense opportunities that requires effective stakeholder engagement to unlock.

In conclusion, coping with the challenges of volatility, crises, and the dynamic global economy is challenging for leaders in government and the private sector these days. As a leader, you need to craft a winning strategy to keep you going and even grow despite the turbulence. Adopt the strategies shared here and improve your chances of succeeding as a leader.

 

Dr Alim Abubakre is on the advisory board of the London Business School Africa Club and is the non-executive chair of These Executive Minds (TEXEM)-An organisation which he founded and has trained over 4000 executives across multiple continents. He is a Senior Lecturer in International Business at Sheffield Business School (An AACSB accredited Business School) at Sheffield Hallam University. Sheffield Hallam was named the University of the Year for Teaching Quality by The Times and Sunday Times Good University Guide 2020

Strategic Leadership for Success in Volatile Times

Strategic Leaders
Professor Paul Griffith

From November 21 to 24, Professor Paul Griffith, the World’s first Professor in the area of Management to lead a team to launch a rocket into space, will leverage TEXEM’s proven and tested methodology to deliver TEXEM’s upcoming programme.

Other of TEXEM’s illustrious faculties that will join Professor Paul Griffith include Harvard’s Founding Director of Maximise your Board programme and World renowned Ambassador Charles Crawford and Gerald Baldwin, CEO of Cadbury World.

In addition, during this programme, participants will include senior executives of different organisations attending TEXEM UK’s upcoming Strategic Leadership for success in volatile times programme at Jury’s Inn, Birmingham (The city that recently hosted the World to the Commonwealth Games), UK. London Business School alumnus Professor Paul Griffith (pictured above) shares insights into how organisations can deploy Strategic Leadership for Success.


1. In what ways could an organisation develop and innovate customer value propositions while still navigating in times of uncertainty?
When the business environment becomes more uncertain, this is an excellent opportunity for customer-led organisations to prosper. During uncertain times customers’ needs often change. By understanding these new requirements and developing the value propositions to help customers solve their problems, organisations can engender great loyalty with existing clients and attract new customers. It is also an opportunity to innovate to provide solutions to non-customers – where a different option suddenly becomes attractive to them.


2. Are there benefits in digital transformation for organisations who want enhanced business performance and profit after the COVID – 19 era?
Digital transformation is the process of using digital technologies to create new — or modify existing — business processes, culture, and customer experiences to meet changing business and market requirements in a highly agile way. This reimagining of business in the digital age is digital transformation. The point of a digital transformation isn’t to become digital; it’s to generate VALUE for the organisation and your clients. Successful leaders show high curiosity and agility to look past their current business to reimagine where transformative value & growth is possible. So digital transformation is a driver for organisations to develop an enhanced customer-centric culture, more innovative processes and the ability to understand and respond quicker to a more volatile and uncertain business environment. This topic and others will be covered in more detail at Birmingham’s forthcoming TEXEM Strategic Leadership for Success in Volatile times programme.



3. What are the major challenges and obstacles that could inhibit digital performance in an organisation’s operations not sure of the future?
Organisations need to reimagine their business model in the 21st Century. They must combine efficiency with innovation effectively – often, organisations focus on the former – to become truly ‘ambidextrous’ organisations. Changing the ambition and culture of an organisation to embrace the digital World and adopt the new driving principles of innovation, customer centricity and agility in their culture and critical performance indicators are significant barriers to overcome. Nevertheless, leaders of organisations need to engage with this transformation, and as with all change, it is difficult to leave the World we are familiar with behind.

4. What strategies could you prescribe for organisational success when predictions of prosperity are not certain?
Strategy is about ‘choice’. In a more uncertain environment making these choices becomes harder; how does the strategy reflect a focus on core areas for investment and still place bets for new opportunities in an unclear and fast-changing commercial context? During the Covid pandemic, those organisations that focused on using their ‘purpose’ as the touchstone for their decision-making appear to have performed better – being clear on why they exist and the problem(s) they are solving for customers and setting these at the centre of their strategic choice making has served them well.

5. How does an organisation ensure digital transformation without staff rationalisation so as not to hurt performance noticeably?
There is a lot of debate about how the digital World of the 21st Century will change the skills required of employees. We can see that new skills are needed, and different roles in organisations appear as digital systems and processes become embedded in organisations. Those digitally transforming organisations are improving their performance – the most valuable and fastest-growing companies in the World demonstrate this. For these organisations, more staff are required with different skill sets, such as data analytics, artificial intelligence, quantum computing and different ways of working, for example, being more collaborative with greater accountability in flatter organisations. So the challenge for organisations is developing and training their existing staff in these new technologies and ways of working whilst attracting new talent with digital skill sets.

6. What are the possible strategies that would ensure digital transformation for an organisation to progress steadily without harming the gradual disposal of manual operations for optimal success?
Digital transformation will only increase in different sectors of the market. So the first strategic choice for an organisation is to reimagine its business model and commit to changing it to ensure that they are a successful player in the digital 21st Century. Conceptually, this is no different than we saw during the industrial revolution, as manual labour gave way to steam engines, which were replaced by electrification and then computerisation. There are of course, organisations that were unwilling or unable to make this transformation and they no longer exist. The leaders of the organisation need to define their vision of the organisation and put in place a plan to execute this.

7. Why should executives attend TEXEM UK’s forthcoming programme on Strategic Leadership for Optimised Organisational Performance in an Era of Uncertainty?
With a more uncertain environment, those organisations that perform best are distinguished by their leadership capability more than ever. Those leaders who can demonstrate clarity and purpose of their strategic choices, exemplify being customer-led and translate and communicate their strategy through the organisation are best placed to deal with the challenges of a volatile and complex world. By joining this impactful TEXEM programme, you will be exposed to the thinking and frameworks that drive the development of the 4000 executives that TEXEM has helped to develop their leadership capabilities in the past 12 years. Also, this programme will leverage TEXEM’s proven and tested methodology, which makes learning fun, impactful and engaging with support from leading practitioners who would make it easy for you to apply these ideas pragmatically and strategically in your organisation. For more information, please visit texem.co.uk or email [email protected]

Strategic Leadership for Success in Volatile Times

From November 21 to 24, world renowned Ambassador Charles Crawford (pictured above) will leverage TEXEM’s proven and tested methodology while joining other TEXEM’s illustrious faculties, such as Harvard’s Founding Director of Maximise your Board programme to deliver TEXEM’s upcoming programme. Other TEXEM’s faculties delivering this programme include Professor Paul Griffith, the World’s first Professor in the area of Management to lead a team to launch a rocket into space and Gerald Baldwin, CEO of Cadbury World. In addition, during this programme, participants will include senior executives of different organisations attending TEXEM UK’s upcoming Strategic Leadership for success in volatile times programme taking place at Jury’s Inn, Birmingham (The city that recently successfully hosted the world to the Commonwealth Games), UK.

 The University of Oxford alumnus Charles Crawford shares insights into how organisations can deploy

Strategic Leadership for Success in Volatile times  especially via Influencing and Negotiating.

 

 He also explains why executives should attend the forthcoming TEXEM programme.

 What are the specifics with respect to what leaders and followers actually need from each other?

 

Big question! A typical answer is Trust. But maybe Trust depends on Honesty.

 

And honesty is hard. How far does a leader really want his or her team to be honest about the leader’s performance, or things that are going wrong or opportunities being missed? Do a team of followers want their leader to be honest in telling them that they’re lazy and not trying hard enough?

 

These are subtle things. But good organisations talk about them in a smart way. It boils down to any organisation’s culture. Is that culture based on Excellence? Or on Excuses? Attend TEXEM’s forthcoming programme to glean more insights.

 

In what ways could leaders apply smart questions when involved in the negotiation process?

 

One key part of any negotiation is working out what the other side really wants from it. And the other side might not be clear on that. So, you need to explore the issues, and that means asking smart questions in a smart manner. A lot of technique comes into play here.

 

Another aspect is learning how to sum up well, so that you keep the issues together in an organised way.

 

The Texem sessions we run draw on professional mediation skills that combine active listening (and active watching) with subtle questioning skills that help get people talking and so (all being well) reveal their deeper motivations. And, if all goes well, that leads towards negotiated outcomes that are not just a dull ‘win-win’ but something much richer than that.

 

In what ratio should silence and speech be applied by leaders to ensure better results and influence while involved in negotiation?

 

Speech is like music. Music is not mainly about the notes – it’s about the space between the notes. The phrasing and emphasis.

 

So, with speech. There’s what you say – and what you can convey without actually speaking. Gestures. Tone. A sense of confidence. Basically, less is more. Don’t be afraid of silence. Let it do some of the heavy work.

 

But you also have to train yourself to be good at listening to those silences. What aren’t they saying? What have they avoided saying? What have they avoided doing?

 

What are the best communication arsenals leaders should apply while addressing employees during periods of business uncertainties?

 

Best not to mention Arsenal to a Tottenham supporter!

 

When in doubt, be honest. If jobs have to be lost, make that clear in broad terms and explain how and when it is going to be done as fairly as possible. Give people a chance to jump before they’re pushed. And if it finally comes to letting people go, don’t come across as nervous or unhappy. It’s part of your job to make and then take tough decisions. Do it with conviction.

 

It’s also important to convey confidence that these hard times can be survived and perhaps end up making everyone stronger and wiser. But don’t overdo it and raise false hopes. As my journalist friend used to tell me, ‘The truth is usually the best story’. Upon attending TEXEM’s forthcoming programme on Strategic Leadership for Success in Volatile times, you will learn how to communicate strategically and influence effectively.

 

Kindly enumerate specific leadership strategies that heads of organisations could use to revive such organisations in periods of recession.

 

Hard to say: it’s bound to be very organisation-specific and sector-specific. One good profound question that always needs answering is: What business are we really in these days? Maybe the current storms can compel a much-needed tough-love reorganisation and re-focus that looks at opportunities and customer service in quite different (and much better) ways.

 

Likewise, have a searching look at what the organisation really does well and what it does not so well. Honesty again. Cut out the not-so-good things and put more effort into the really good things.

 

Most organisations these days have mountains of junk processes. Try to reduce those mountains! That’s hard when so much IT and digitalisation push a lot of processes into over-restrictive rules that take away individual responsibility and initiative. But there should be scope in all that for bringing back plenty of ‘human touch’ that makes customers feel pleased and grateful and so wanting to return for More. That is why TEXEM’s forthcoming programme on Strategic Leadership for success in volatile times is very topical and relevant.

 

 

What are the best tactics a leader could deploy in controlling a meeting or negotiation successfully without appearing too assertive?

 

Nothing wrong with being assertive. If it’s done well. There’s a thin line between confidence and over-confidence or assertive and obnoxious! Assertiveness isn’t just about coming across as rather noisy and self-confident. It can come from not saying much but making sure that everything you say has authority and helps move things along.

 

All in all, SLOW DOWN. Give yourself time to THINK about what you’re doing as you go along and to adjust if things are not on track. But you also have to know what track you want to be on. That means before a meeting or negotiation starts having a test of success and a test of failure. If you don’t know what success looks like, don’t start the meeting!

 

What benefits are there for chief executives attending TEXEM UK’s programme on Strategic Leadership for Optimised Organisational Performance in an Era of Uncertainty?

 

You’ll learn a lot of highly practical specific ideas and skills that will help you be a far more subtle and thoughtful (and therefore effective) leader immediately. The programme will also leverage TEXEM’s tested and proven methodology that has helped over 4000 executives and their organisations to win and makes learning fun, impactful, engaging, stimulating and fun. Not many courses achieve that.

I look forward to welcoming many senior executives to this programme.

Seven quick wins for national prosperity post 62nd Independence Anniversary

nigeria-independence-day

Nigeria's 62nd Independence Anniversary by Dr Alim Abubakre

Nigeria is the 6th most populous country in the world. It is richly endowed with several mineral resources, including oil, Nigeria has a great potential that, if utilized, can propel it to great heights of success. However, 62 years after independence, the country, like a vehicle on a hilly road, is struggling to climb. Indeed, one would argue that its large population and resources are at present a weakness and not a strength as they should be. Significant challenges impeding its progress include high unemployment, poor infrastructure, insecurity, poor governance and a high level of immigration.
So, with the myriad challenges, can Nigeria spring up and reverse the negative and worrying trajectory? Without a doubt, a positive change is possible. But first, there must be a paradigm shift. Indeed, the Nigerian government, decision-makers in the third sector and business leaders are fully aware of the challenges the county is facing six decades after gaining its independence from Britain. The million-dollar question is how can these challenges be addressed for sustainable success for all? Leveraging my experience of engaging with over 4000 executives globally and helping hundreds of organizations to win, I suggest these seven areas that could fast-track Nigeria’s goal of sustainable development, comparative advantage and the competitiveness of her businesses in the global space.

1) Harnessing Diasporas and Increasing Exodus of Talent

Migration movements worldwide have positively influenced economic and demographic transformations over the years. In the past few years, owing to globalization and in search of greener pastures, there has been massive emigration of Nigerians to Europe, North America and Asia. Unlike in the past, today’s migration is characterized by the transfer of skills, technologies and resources that, if utilized well and an enabling environment created, can help in nation building.
Being a country endowed with huge potential, Nigeria can achieve prosperity by harnessing diasporans and attracting investments from compatriots outside the country’s shores. Specifically, diasporans could be a source of talent and technology transfer. Technology advancement could be achieved if the country develops special schemes that encourage more Nigerians to return home, at least during their leave. This suggestion is practicable as some doctors overseas are already doing this for Nigeria, and South Korean and Chinese Engineers do it for their nations. Thus, this will make their emigration from Nigeria a brain gain, just like the Jewish diasporans.
On the other hand, through better intra-agency collaboration, deliberate government policy and judicious use of big and deep data, the country should make it easier for some of its citizens who have migrated to other countries to invest at home. Furthermore, given the country’s present revenue challenge and the diasporans’ remittances are the country’s largest source of foreign exchange, it is critical for government and the private sector to invest more in a better relationship with the “hen that lays the golden egg”. Better relations initiatives could include conferment of more Nigerian national honours when they excel overseas and offering the opportunity to participate in the electoral process through suffrage.
Also, since diasporans are plenipotentiaries overseas, they could also be a source of global soft power. They could help obtain the outcomes that Nigerians want in world politics if they are actively courted and treated as strategic assets. With better connections with their home country and incentives for investment, it becomes easier to foster development and nation-building.

2) Vertical Integration of Agriculture and Petroleum

Nigeria is one of the world’s largest producers of oil and gas yet the largest importer of refined petroleum and fertilizers in Africa. The largest producer of cassava but the continent’s largest importer of starch. One of the continent’s biggest tomato producers but the largest importer of tomato paste. Nigeria is in a no-win situation with her almost sole reliance on oil for its foreign exchange export earnings. For example, with over-reliance on oil, the price volatility makes it difficult for leaders to plan. Also, when the price is low government revenue dwindles and when the price is high, government expenditure increases due to subsidies. One way to avoid such scenarios is by diversifying and building other industries. More precisely, vertical integration of agriculture and petroleum industries could reduce her foreign exchange import bill and create fiscal stability. Vertical integration should entail the Nigerian government and business leaders building more refineries to leverage petrochemicals’ developmental benefits, especially for the country. According to IEA, petrochemicals are the largest source of demand for crude oil and will account for 50% of crude oil demand by 2050. By-products of petrochemicals include asphalt for paving roads, aromatics for the manufacture of perfumes, Propylene and sulphur used in the petrochemical, pharmaceuticals and naphtha for producing polymer. Other uses of petrochemicals are for manufacturing digital devices, medical equipment, fertilizers, detergents and tyres. Petrochemicals are so vital that they could be a source of developing the renewable energy value chain. For example, petrochemicals could be used to manufacture components of solar panels, wind turbines, batteries, thermal insulation and electric vehicles, which is greener, sustainable and will create jobs. The symbiosis between the petrochemical and agriculture value chain will drive energy and food security in Nigeria. It could spur the development of the agro-allied industries that could ensure an integrated manufacturing ecosystem. This strategic approach to leadership would also lead to the conservation of foreign exchange and create a compelling case to attract more foreign direct investment that will enhance economic growth. In doing so, the country diversifies its revenue stream and builds vibrant industries, especially agriculture and manufacturing, that will drive sustainable, inclusive economic growth.

3) Building a National Brand

Arguably, Nigeria can create a meaningful economic impact and promote sustainable growth over the coming years if it builds a vibrant and trusted national brand globally. But first, it must set its standards high and strive to build trust in Nigerian products and services, especially in agricultural products, fashion, arts and entertainment. Nigeria can borrow a leaf from Japan, whose Made in Japan goods and services is considered among the top 5 trusted brands globally. However, this country’s export was not always regarded as high quality; given Japan’s poor response to Fukushima, many of its manufactured cars were once considered low quality. Like the Japanese, the Nigerian government should invest in sensitization programmes that encourage manufacturers to enshrine transparency, authenticity, continuous improvement, innovation and flexibility while producing and exporting their goods and services. With an excellent national brand, the government and other business leaders can go ahead to market their products and improve Nigeria’s balance of payment. Indeed, national brands have other benefits, including high customer trust, reduced marketing expenses, visibility, loyalty and strong, soft power. With such benefits and the associated high revenues, achieving prosperity will be a matter of time.

4) Harnessing Nigeria’s Youthful Population

With one of the largest youthful populations in the world, Nigeria has a tremendous economic asset that, if utilized well, can contribute to the country’s economic growth. Approximately 70% of the country’s population is young, most of whom are under 30. Such a high percentage of youthfulness can be harnessed for nation-building, especially in the areas relating to art, entertainment, fashion and technology development, among others. From Facebook to WordPress, Subway to Dell, Microsoft to Yankee candles, these companies all have a common denominator; young people founded them. While Europe is ageing and arguably in decline, Nigeria could leverage its young demography’s drive, energy and technological capacity in unleashing innovation and optimizing its global impact. But for such a population to be adequately harnessed and its potential utilized, the government and other leaders in the private sector must invest in good health care, tuition in entrepreneurship and how to manage money at a very young age. Also, competitive grants should be offered, and mentoring programmes extended to young entrepreneurs. These deliberate investments in the youths will build their entrepreneurial capabilities and develop a skilled and healthy workforce for national prosperity. Suppose all stakeholders consciously try to create a favourable environment for youths to thrive and blossom? In that case, the youths will channel their passion, talent and energy into building Nigeria, a superpower globally.

5) Developing a Sustainable Energy Ecosystem

In recognition of the growing threats of adverse changes in climate leading to environmental degradation and global warming, the Nigerian government and leaders in the private sector need to pay attention to developing a sustainable energy ecosystem as part of its nation-building strategies. While the country is endowed with abundant natural resources such as wind and sunlight, the country can learn from China, whose government has partnered with the private sector and other international partners to invest massively in the sustainable energy ecosystem. There is a need to increase funding and deployment of environmentally friendly technologies; this will attract international grants and foreign direct investment. Diversifying its energy sources to more sustainable and abundant sources will spur industrial transformation that will reduce transactional costs and positively impact the productivity of Nigeria’s formal and informal sectors. Furthermore, the country will be able to promote pollution mitigation, preserve its environment, contribute to a safe and healthier populace, leading to a more prosperous future for the present and next generation, and achieve sustainable national development.

6) Take Advantage of Africa’s Free Trade Agreement

Africa’s free trade agreement seeks to promote the free movement of capital, labour, goods and services within the region. Since it took effect in January 2021, the agreement has been gradually eliminating tariffs on goods traded in the continent-wide market across 55 countries. In addition to removal of barriers, there are other additional benefits that will accrue due to the expected increase in foreign direct investment both from within various African countries and even outside Africa. In particular, the investment will bring capital, skills and technologies that will spur economic growth.

Nigeria, Africa’s largest economy, stands to gain in many ways if it has the first mover advantage to take advantage of the agreement. Nigerian firms, especially manufacturing enterprises should utilize the free access to cheaper goods and services from other African countries. However, as it stands, intra-Africa trade remains low. Nigeria’s imports from African countries relative to its total imports remaining below 5 percent, while its exports to other African countries are slightly above 10 percent, clearly suggesting that there are opportunities not yet tapped. Going forward, the government and business leaders need to seize the opportunity by building competitive sectors to take advantage of the close to one billion strong market created by the agreement. Just as Germany has greatly benefited and registered tremendous growth by offering innovative and value-adding goods and services to the EU market, Nigeria can do the same in Africa.

7) Harness Diversity as a strength

Undoubtedly, Nigeria has one of the most culturally diverse populations globally, comprising 300 ethnic groups, speaking over 520 languages and practising different religions. Such diversity brings together a large pool of opportunities which can be harnessed for nation-building in many ways. For instance, Southeasterners are entrepreneurial, the North is the country’s food basket, the Southwest appears adept in international affairs, and South-south is the foreign exchange hub through the export of petroleum products. If brought together through transformative leadership, all these can be great for building national cohesion, as in the USA. Albert Einstein (in science and originally from Germany), Sergey Brin (Co-Founder of Google, originally from Russia) and Dikembe Mutombo (Renowned Basketballer – from the Democratic Republic of Congo) are all successful immigrant Americans. These examples demonstrate that America is a fantastic example that celebrates diversity and harnesses talent irrespective of where they are from. If the USA can do it, Nigeria could also do it-the country could be a confederation of nations, where your ethnicity, religion or gender will not limit what you can achieve.
In conclusion, as Nigeria commemorates its independence, there is so much to do to achieve prosperity over the coming years. However, if it can tackle its challenges and utilize the opportunities it has in the seven areas explored, then there is a very successful future for this blessed nation. 

Happy Independence Celebration, Nigeria.

Dr Alim Abubakre is on the advisory board of the London Business School Africa Club and is the non-executive chair of These Executive Minds (TEXEM)

What Leaders Could Learn from the Life of the Queen by Dr Alim Abubakre

I am writing this piece not because I am British. This article is also not composed for the reason that I have been invited to St James’ palace or because I have engaged with two Prime Ministers of the UK. Nevertheless, I reckon that I have a responsibility to share my reflections on snippets of the life of one of the world’s most famous diplomats and arguably one of the most impactful global leaders in the 21st century who just proceeded to another dimension. I agree with King Charles that Queen Elizabeth the second is a pattern for all princesses living and I add for all leaders hoping to have an enduring legacy.
The death of Queen Elizabeth II is undoubtedly one of those endings that one would argue has a bitter-sweet conclusion of impactful, strategic and global self-less leadership spanning seven decades and filled with an enduring legacy. It is bitter in the sense that Britain and, indeed, the rest of the world have lost a great leader with massive wealth and experience of impressive transformation. The sweet part, however, comes in that there are a lot of valuable lessons that world leaders can learn from the life of the Queen right from the point when she unexpectedly became the UK’s sovereign as a young, relatively untrained, and inexperienced heir. That did not, however, stop her from being a great visionary leader. Over the years, she rose to be a powerful political figure, with excellent leadership skills admired in Britain and worldwide. With that said, here are lessons that leaders could learn from the Queen:
a)    Empathy and Strength of character
When it comes to empathy and the strength of her character, the Queen ensured that she remained herself throughout her reign. She remained unapologetically female, and at no time did she pretend to be someone she wasn’t. For instance, instead of ruling other kings (exerting power and always seeking to dominate), she offered a beneficial sounding board in all her sittings with other leaders. According to the former UK Prime Minister, Tony Blair, the Queen always listened fairly to everyone and offered to help solve the most complex problems without necessarily making her physical presence felt or using force. While some criticised such a character, the Queen kept it and never allowed them to interfere with her leadership. Though she did not intervene openly in the operations of governance,  Queen Elizabeth II utilised her convening power to exemplify strength, stability, dependability and empathy in her engagement with diverse stakeholders, both domestically and internationally.
b)    Ability to inspire Service to humanity
Right from her tender age, Queen Elizabeth II strongly believed in her uncommon sense of purpose to serve humanity. As her successor, King Charles expressed in his tribute speech, the rested Queen “…made sacrifices for duty…her dedication to serving…never wavered…through times of joy and celebration…and through times of loss….” In doing so, the Queen demonstrated her determination to serve and ensured that she upheld the public pledge she made at the young age of 21 in a public radio broadcast during which she announced that she would devote her life, whether short or long to serve humanity until her demise. Without a doubt, she lived to the promise, and the world will truly miss her compassionate service to diverse laudable causes. From commitment to animal welfare, support for the progress of arts, championing professional institutions and serving as an influential patron of the British Olympic Association, Queen Elizabeth is a wonderful bastion of the peak of leadership-Societal leadership (other types are self, team and organisational leadership). Her support of science and technology, for example, during her reign, the world wide web was developed by a British scientist, the world’s first ATM machine was installed in the UK and fingerprint technology was developed in the UK, demonstrates her commitment to global human advancement. Such a regal yet altruistic individual is undoubtedly an inspiration to anyone seeking to make a positive change in the world and leave an enduring legacy.
c)    Strategic Leadership
Throughout her reign, the Queen was very strategic in her decisions and actions, especially when she was required to act quickly. From the death of Princess Diana to the COVID-19 crisis and the Meghan scandal, she was able to decide, align, inspire and learn from all these crises to stimulate the nation to navigate these turbulent times effectively. A quote from her speech during the COVID-19 crisis clearly articulates this:
“I hope in the years to come; everyone will be able to take pride in how they responded to this challenge. And those who come after us will say the Britons of this generation were as strong as any. That the attributes of self-discipline, quiet good-humoured resolve and fellow-feeling still characterise this country. The pride in who we are is not a part of our past. It defines our present and our future”.
The queen’s focus on the bigger picture even in times of crises and amazing ability to communicate this effectively, one could argue contributed immensely to UK scientists being world leaders in genome sequencing and the country being the first nation in the world to license COVID19 vaccine.
 
d)   Dedication
Undeniably, her dedication was another great leadership quality that Queen Elizabeth II displayed over her tenure as the Queen. While she had the liberty to retire at the age of 66, she continued to serve and carry out her duties diligently up to the age of 96 to dedicate her time to serving the UK, Commonwealth nations and the rest of the world. Indeed, even two days before her death, she performed one of her most important roles: accepting the resignation of the parliamentary leader of the country and asking the new Prime Minister to form her government.
Mayor of Dudley, Councillor Sue Greenaway, captures this in her “heartfelt condolences” to the Royal Family on behalf of the people of Dudley.
 
“Queen Elizabeth II was a dedicated public servant, whose unfailing devotion to her country was evident throughout her reign.” For any leader to have a lasting positive impact on society they need to emulate Queen Elizabeth II by demonstrating unparalleled dedication.
 
e)    Discretion, Diplomatic credentials and Unifying competence
As part of her diplomatic work, the Queen visited more than 100 countries and welcomed hundreds of world leaders. She was also always in contact with the renowned Foreign, Commonwealth & Development Office (FCDO) as part of her efforts to build diplomatic ties. Interestingly, as the head of state for 70 years, the Queen was, of course, subjected to wild rides several times in complex situations that could end up in severe diplomatic rows if not managed well. To solve such puzzles, the Queen exercised her discretion but through carefully calculated moves to avoid causing unending diplomatic issues. For instance, in 1999, Australia organised a referendum to decide whether to remain as part of the monarchy. While the Queen had discretionary power to influence the outcome, she made it clear that she was letting the people of Australia make that decision alone without anyone’s interference. That was one of the ways that she promoted peace and freedom.
 
In conclusion, Queen Elizabeth II won the hearts of many through her outstanding leadership qualities and will remain a source of inspiration to world leaders for the next several years. Indeed, there are many lessons that leaders of state, heads of government, and even organisational leaders can draw from the life and reign of the Queen. Without a doubt, anyone granted a leadership position would do well by following her example. I agree with Shakespeare that “some are born great, some achieve greatness, and some have greatness thrust upon them”. Queen Elizabeth II though had greatness thrust upon her, she achieved and exemplified greatness and her legacy is a life worthy of emulation.
 
Dr Alim Abubakre is on the advisory board of the London Business School Africa Club and is the non-executive chair of These Executive Minds (TEXEM)-An organisation which he founded and has trained over 4000 executives across multiple continents. He is a Senior Lecturer in International Business at Sheffield Business School (An AACSB accredited Business School) at Sheffield Hallam University. Sheffield Hallam was named the University of the Year for Teaching Quality by The Times and Sunday Times Good University Guide 2020. Please visit https://texem.co.uk/strategic-leadership-for-success-in-volatile-times/ for more information on a strategic leadership programme.

Other News Coverage

Chair of TEXEM, UK conferred with prestigious UK senior Fellowship.

Following a rigorous review of Dr Alim Abubakre impressive record of accomplishment of contributing to advancing Executive Development in the UK, Africa and North America, he has been adjudged worthy and conferred the UK’s prestigious Senior Fellowship of the Advance Higher Education Academy-The UK’s Gold standard in pedagogy. The senior HEA fellowship is a UK national recognition for leadership, excellence, expertise and commitment to professionalism in teaching and learning.
Dr Alim Abubakre has been able to present a thorough understanding of practical approaches to pedagogy leadership and has been a critical contributor to high-quality executive learning. Commenting on this achievement Caroline Lucas of TEXEM, UK explains that “Dr Alim Abubakre was conferred with this highly sought-after professional recognition upon review of his impact by an independent panel set up by the UK’s Advance Higher Education and confirmation that he has:

  • Successful engagement across all five Areas of Pedagogy Activity;
  • Appropriate knowledge and understanding across all aspects of Core Knowledge of Education;
  • A commitment to all the Professional Values;
  • Successful engagement in appropriate teaching practices related to the Areas of Activity;
  • Successful incorporation of subject and pedagogic research and scholarship within the above activities, as part of an integrated approach to academic practice;
  • Successful engagement in continuing professional development concerning teaching, learning, assessment, scholarship and, as appropriate, related academic or professional practices;
  • Successful coordination, support, supervision, management and mentoring of others (whether individuals and teams) in relation to learning and teaching.

 

Caroline Lucas surmised that this award is a testament to TEXEM’s impressive pedigree of inspiring and encouraging public sector leaders to reform and strengthen institutions, develop actionable skills, invest in infrastructure, improve the ease of doing business and shape inclusive growth. Lucas stated that this award is a testimony to TEXEM’s unquestionable commitment to supporting African and UK private-sector organisations to develop actionable strategies to succeed and win globally through TEXEM’s high-impact services”.
Commenting on this achievement Dr Alim Abubakre, Chair of TEXEM, UK surmised, “I am humbled that the UK’s Advance Higher Education has accessed my career and the panel decided that there is strong evidence of a sustained record of effectiveness concerning impactful teaching and learning internationally. This award is a tribute to all the distinguished Professors from Harvard, London Business School to London School of Economics, Insead, IESE, Oxford, Cambridge and Coventry. Of course, I salute all the organisations that we have worked with and other behind the scene colleagues who I have had the privilege of working with on about seventy executive development programmes in the past twelve years. Our aim has consistently been to stimulate impactful leadership, assist organisations in achieving their goals effectively and efficiently and by extension, champion nation-building via executive development programmes and we hope that this would spur us to do more”. Abubakre (PhD) is a Nigerian-British Entrepreneur with an unparalleled passion for Africa, Academic, and Director with active links and engagement with Africa. He is on the advisory board of the London Business School Africa Society, lectures in Coventry, a top 15 UK university and founded TEXEM, UK a consultancy firm ten years ago which has trained over 4,000 executives in the UK and Africa. In 2010, Alim was selected as one of the top 100 Virgin Media emerging entrepreneurs in the UK and accompanied London’s Lord Mayor on his entourage to Nigeria in 2015. Abubakre is a Fellow (FIOEE) of the UK’s Institute of Enterprise and Entrepreneurs.

The Advance Higher Education Academy states on its website that those conferred with the prestigious Senior Fellowship recognition are experienced academics able to demonstrate impact and influence through, for example, responsibility for leading, managing or organising programmes, subjects and disciplinary areas. The other criteria are the demonstration of experience as subject mentors and academics who support those new to teaching and experienced leaders with departmental and broader education and learning to support advisory responsibilities within an institution.

Advance HE is a British professional membership scheme which champions excellence in higher education via evidence-based teaching methods and awards fellowships as a method of professional recognition for University dons. On 21 March 2018, the HEA merged with the Leadership Foundation and the Equality Challenge Unit to form Advance HE. Its work is continued by Advance HE, which now operates the Higher Education Academy’s professional membership scheme.

For more information, please contact us via +447425883791/[email protected]

 

 

How To Create An Effective Board –Prof Chambers

Professor Andrew Chambers is the former Dean and Professor Emeritus of Cass Business School London. He has dedicated his career to stimulating better board performance and chaired many boards. In this interview, he speaks on how to create effective boards for Nigerian organisations.

Beyond independence, what are the critical skills that a director requires to deliver a board’s oversight of company management effectively?

The two overarching responsibilities of the board are to set the direction of the company and to give effective oversight of management who are charged with the responsibility to implement that direction.  In answering this question, we are focussing on the ‘oversight’ responsibility, not the ‘directive’ responsibility; and, yes, independence is important.  Each board member should contribute to the board’s oversight responsibility – and that includes executive directors who are also expected to exercise independent judgement.  When the executive director is acting as a board member, he or she shares with all the directors an oversight responsibility.

Read more at: https://leadership.ng/2019/02/25/how-to-create-an-effective-board-prof-chambers/

 

 

 How to create and run effective organisational Boards?

Think you know how to develop and run impactful boards in this digital age, characterised by slow economic growth particularly in natural resource-dependent countries such as Nigeria while operating in an increasingly fast-paced landscape?

Think again.
To address this topical issue, TEXEM, a leading executive education provider based in the UK invites you to a two-day Master class on CREATING AND RUNNING EFFECTIVE BOARDS AND DIRECTORS scheduled to take place between 10. April. 2019 and 11. April. 2019 at Eko Hotel and suites, Victoria Island, Lagos with world renowned Professor Andrew Chambers, former Dean and Professor Emeritus of Cass Business School London. Professor Chambers has dedicated his career to stimulating better board performance and chaired many boards. For more information, please visit https://texem.co.uk/programmes/creating-effective-boards-and-directors.html

The two-day value adding Masterclass is based on research that has revealed that many boards are faced with complex challenges related to how could they effectively offer risk management oversight, drive innovation in this digital age and provide strategic direction. The preceding discussion points then beg the question; “How can organisations create and run prolific boards?

 

 

Building Successful Organizations that Endure: Aligning Purpose, Process, Performance, and People

Dr Alim Abubakre, Chair of TEXEM,UK with Alhaji Aliko Dangote, Chairman of Dangote at VIP Polo event at Guards Polo Club, Smith’s Lawn, Windsor Great Park, Egham, Surrey.

Stimulating Self-leadership that drives stakeholder strategic-thinking while determining the enterprise’s objectives is critical to the success of all organisations. Leadership with impact entails making decisions in prosperity and in adversity about what individuals, teams and the organisation should do, and why they do it and its business strategy-which covers what leaders are trying to win at to fulfill their purpose. While leaders know that inspiring strategic alignment of people, process, purpose, and performance is key to the success of all organisations in this roller-coaster paced and harsh socio-economic landscape, the million pound question on the lips of most executives is how could leaders drive prosperity that endures?

Read more at https://www.lindaikejisblog.com/2018/4/building-successful-organizations-that-endure-aligning-purpose-process-performance-and-people.html

 

 

How can Nigeria Build Successful Organisations that Endure? TEXEM UK invites British Journal of Management Co-Editor-in-Chief

According to a research carried out by the National Federation of Independent Business (NFIB) in the U.S.A., the evidence-based study revealed that 56% of new companies fail within just four years of their establishment – the failure rate even for established brands in Nigeria is worse. Thus, it is vital for top executives to consistently develop strategic leadership skillsets to position their organization for success. Due to the propensity for Nigerian organizations to fail as a result of the harsh contextual realities inherent in Africa’s largest economy, leaders need actionable and practical toolkits that would assist them to drive effectiveness, efficiency, innovation and lasting legacies.

In a move to ensure businesses in Nigeria excel in these hard times and beyond, TEXEM UK Limited has developed an executive development programme titled “Building Successful Organization that Endures: Aligning Purpose, Process, Performance and People”- a unique opportunity that executives cannot afford to miss. This programme with an assured return of investment offers actionable insights that could be applied in today’s complex, fast-paced, competitive environment, and equips leaders with the requisite skill set on how to drive firm resilience as well as organizational agility to achieve sustainable success at the micro and macro level.

Read more at https://www.bellanaija.com/2018/04/texem-business-development-course/

 

 

TEXEM to discuss building successful organisations that endure in Nigeria

TEXEM, a business management training organisation is inviting the editor of a top British Journal in May to discuss with senior managers in the country what it takes to build a successful business organisation.

The training is against the background of a research carried out by the National Federation of Independent Business (NFIB) in the U.S.A which showed that 56 percent of new companies fail within just four years of establishment.

Evidence shows that the failure rate even for established brands in Nigeria is worse. It is therefore vital for senior executives to consistently develop strategic leadership skillsets to position their organization for success. Due to the propensity for Nigerian organisations to fail as a result of the harsh contextual realities inherent in Africa’s largest economy, leaders need actionable and practical toolkits that would assist them to drive effectiveness, efficiency, innovation and lasting legacies.

In a move to ensure businesses in Nigeria excel in these hard times and beyond, Texem UK Limited has developed an executive development programme titled “Building Successful Organization that Endures: Aligning Purpose, Process, Performance and People”- a unique opportunity that executives cannot afford to miss. This programme with assured return of investment offers actionable insights that could be applied in today’s complex, fast-paced, competitive environment, and equips leaders with the requisite skill set on how to drive firm resilience as well as organisational agility to achieve sustainable success at the micro and macro level.

 

Everybody must embrace continuous professional

Professor Emeritus and former Dean at Cass Business School, UK, Andrew Chambers, is one of the facilitators at the forthcoming TEXEM’s programme on Strategic Leadership for Results Driven Change Management. In this interview with BUKOLA BAKARE, he speaks on how leaders can develop skillsets to govern their organisations better

you are a Professor Emeritus and former Dean at the Cass Business School. What business models can Nigerian entrepreneurs adopt to improve their businesses?

To some extent, it depends on the nature of the innovative business idea. Behind every successful entrepreneur, you will find audacity, dexterity in maximizing ambiguity, long hours, and passionate dedication. It is what sociologists would call‘‘deferred gratification’’. The gratification is in the obsession to make a success of the venture and all these skillsets are encompassed by strategic leadership and optimising performance which TEXEM’s forthcoming programme on Strategic Leadership for Results Driven Management would highlight. One reason start-ups may fail is that the entrepreneur becomes distracted by other interests. At a practical level, you must watch your cash flow with the eyes of a hawk.You are likely to need mentoring and financial support – maybe in the shape of a business angel or venture capital. Listen to what they say, but be cautious of accepting advice and support you are uneasy about.

Read more at Punch Nigeria

 

 

How to achieve positive result from negative situation, by Chambers

Being excerpts of Prof Andrew Chambers interview on the forthcoming conference on strategic leadership for result-driven change management bill for May 24 and 25 at the Lagos residence of the British High Commissioner

WHAT is TEXEM all about?

These Executive Minds (TEXEM) pride themselves on their ability to customise programmes for their clients and TEXEM have a deep understanding of Africa. Also, Texem and its world class faculty partners have a very good grasp of contextual realities of operating in developing countries. Those developing countries which may be ahead of Africa (in some cases) have similar features, vis-a-vis, fragile institutions, limited infrastructure and the huge size of government. TEXEM’s forthcoming programme on Strategic Leadership for Results Driven Change Management, would be delivered by me and Clive Carpenter, Vice Chair, Business Council for Africa, at the British Deputy High Commissioner’s residence on the 24th and 25th of May.

Executives and development of fresh ideas.

Take time out to think, ask the right questions, meet with peers and stakeholders-customers, regulators and employees at all levels including those at the shop floor. Attend a TEXEM training. Empower people to share ideas, develop an organisational ecosystem that generates ideas by creating the culture, structure and process that nurtures ideas. This would help create a system that pressure tests ideas so that great ideas and innovation can flow. If you were starting this business afresh, what would be different? Listen to what others say.

Read more at thenationonlineng.net

 

 

How executives can be strategic leaders during this recession

It is no longer news that our great country Nigeria is currently going through economic challenges. Economists have established the fact that Nigeria has officially entered a recession for the first time in more than two decades. Going by the figures released by the Nigeria Bureau of Statistics (NBS), Africa’s biggest economy has contracted…

We Have What it Takes to Turn Nigeria into a First Class Country

Alim Abubakre.

Regardless of the challenges currently facing Nigeria, the Chief Executive Officer of These Executive Minds, a UK-based executive education and personal development firm, Alim Abubakre, told Obinna Chima that the country should get the leadership quotient right to be on the path to greatness. Excerpts:

From the training development point of view, what would isolate as the criticaldevelopment issues that African countries need to address?
A major challenge for many African countries, including Nigeria, is the inadequate infrastructure. Many Sub-Saharan African countries lack a stable electrical grid, creating the need for scarce resources to be expended on fuel and generators. Some organisations will expend up to 25 per cent of the revenue for these basic needs.

Rail networks for the transportation of goods and people are either moribund or ineffective in most African countries. The health care system is limited and unreliable, often resulting in quality health care being available only to those with financial or political influence. The large Gini coefficient (the gap between haves and have not) in many African countries contributes to political and personal insecurities.

There is a significant divergence between planning and actual implementation. While Nigeria’s 2014 budget is 4.962 Trillion Naira a large portion of those funds will be earmarked for projects that will never be implemented or are rife with mismanagement upon completion.
The approval and disbursement system of the National budget is inconsistent and often delayed. All the above mentioned challenges reveal that poor leadership is the bane of African countries development.

An example of the dearth of leadership is exemplified by the Mo Ibrahim Foundation’s inability over three consecutive years to find a creditable former African President upon which to confer its award for outstanding leadership and governance. It is not that African leaders are evil people, but often they lack the leadership training and skills to deal with the critical issues facing the continent.

Africa has a bright future with the potential for impressive growth and a real chance to improve the lives of the people. However, for that to happen there is an urgent need to provide the training that will lead to better leadership to take advantage of these opportunities. My view is that once we get the leadership quotient right, Nigeria will be on the path to greatness

Your company is organising a training programme in conjunction with the Oxford University, what would be the focus?
The focus of our training programme is to help ensure that senior executives have the skill set necessary to drive organizational performance and design innovative strategies to harness the tremendous opportunities that lie ahead. Our joint decision to develop this executive development programme is driven by the rapid growth of African economies and shifting global demands.

It is increasingly important to ensure that senior executives have the competencies necessary to boost organisational performance and design innovative new strategies to meet the challenges ahead. As such, the University of Oxford and TEXEM teamed up to provide an innovative programme which we call ‘Performance and Strategy for Sustainability.’

The key focus of our joint programme will be on how to address challenges and capitalize on opportunities proactively in a sustainable manner. The sessions in this programme will cover topics such as Leadership and Innovation for Sustainability; Interactive Negotiation (using case studies and scenarios); and Performance Measurement Methods and Reporting. Other themes would include Finance and Sustainability; Organisational Reputation Management; and Strategic Solutions to Sustainability Challenges.

How is the programme with Oxford University different from the one you organised recently with the Manchester Business School?
Our University of Oxford programme will build upon the resounding success of our ‘Strategies for Result Driven Change Management’ course at the Manchester Business School.

In addition, the forthcoming programme at Oxford will explore how integrating financial, environmental, and social goals can enhance the performance of an organisation. The bespoke executive programme, developed by TEXEMand the Smith School of Enterprise and the  Environment at the University of Oxford,has been specifically tailored to the African context and will allow African executives to explore the contextual realities facing their own organisations, whilst discussing relevant and real-world case studies.

We were pleased with the success of our programme at the Manchester Business  School, which helped CEO’s and Board Chairs proactively anticipate and respond to new challenges. Nothing is more critical to harnessing the significant growth potential of Africa than being able to respond quickly to change in this era of globalisation and socio-economic development.

Given the rapid economic, commerce and social developments in sub-Saharan Africa over the past few years, this is particularly true for African organisations. Organisations     operating in Africa must evolve in line withincreasing investor interest, an expandingmiddle class, and accelerated economic growth,among other major trends-The forthcoming programme at the University of Oxford would help organisations to achieve this feat in a sustainable way.

Is your partnership with Oxford a one-off arrangement or a long term one?
We are greatly honoured to be the only institution partnering with the University of Oxford to provide executive development programmes for African executives.

This is particularly significant because thisdistinguished seat of learning traditionally doesnot partner with consultants. Our partnership with Oxford is a viable one, and we intend to leverage on the strengths of our various organisations towards developing relevant andinsightful executive development programmes for top executives in Africa.

Who would you be attracting to the programme?
The programme is focused on senior executivesfrom both the public and private sector who are keen to learn more about how sustainability can increase organisational performance. Our executive development programme is specifically tailored for Chairpersons and Members of Boards, CEOS, Managing Directors, Executiveand Non-Executive Directors, Vice-Chancellors,Permanent Secretaries, Director Generals, Chief Financial Officers, and Chief Operating Officersjust to mention a few roles.

We also welcome Senior Managers and Directors engaged in strategic roles in prominent national andinternational firms within Nigeria. Of course, we also would welcome and encourage theparticipation of senior public sector cadres involved in policy and strategy formulation.
Senior Officers in Government sponsored economic and industry agencies, as well assenior consultants involved in large infrastructure projects, are equally welcome.

Could you tell us more about your organisation?
By partnering with major global enterprises and top universities, TEXEM develops a series ofopen and customised educational programmes that address the challenges that organisationsface in today’s dynamic business environment.

We focus on building management skills through capacity development, research and consulting, and work to overcome the skill gaps in African organisations. Our ultimate goal is toprovide organisations with the methodology, research skills, and knowledge to drive better decision-making to meet the challenges of themodern-day business world.

TEXEM’s mission is to help organisations to achieve their full potential through high-quality education, research and consulting services in partnership with world-leading institutions, such as the University of Oxford and the Manchester Business School. Our goal is to help high-calibre candidates become better equipped for the world of business and to show employers how they can maximize the effectiveness of their employees. TEXEM is committed to adding sustainable value to our partners.

Hence, we carry out research and conduct skill-set gap analysis to identify potential deficits in the skill set of Nigerians. Then, in partnership with our global executive education providers we then work to equip Nigerians with the requisite skill set to add value to their organisation in line with the government’s local content initiative. Our alumni on our executive development programmes in partnership with world class institutions have included Ministers, CEOs, Commissioners, Chairs of Boards, Executive Directors, Vice- Chancellors, CFOs and Permanent Secretaries among others.

Is there any other things you think we should know about the programme?
As you are no doubt aware, the University of Oxford has, for many centuries, had an unparalleled pedigree in developing value-added educational programmes. The University of Oxford rightfully boasts of its many illustrious alumni and faculty. To name just a few, they include President Bill Clinton, Rt. Hon. David Cameron, Indira Gandhi (Former Indian Prime Minister), Sir Tim Berners-Lee, inventor of the World Wide Web, Rupert Murdoch, Mark Thompson (CEO, New York Times), Mark Carney, Governor of the Bank of England, John Kufuor, former President of Ghana, Dr. Frene Ginwala, former Speaker of the South African  National Assembly, We would be building on the impeccable track record of University of Oxford in developing global leaders while leveraging on the experience gained from the programmes that we have had in the past in partnership with Oxford for example our recent programme on Governance in April to deliver a very successful programme for executives who attend this forthcoming programme between 8th and 11th of December. Among the confirmed faculty for this programme include: General Nick Parker retd (UK’s former Commander in Chief of Land Forces), Lord Alan Watson, Chairman CTN, Martin Bratt, Mckinsey & Co, Dr Peter Collecott, former British Ambassador to Brazil, Professor Ian Kessler and Dr Dana Brown.

What in your opinion makes this programme essential for the target audience?
We believe that participation in this forthcoming programme at the University of Oxford is critical for Nigerian senior managers and directors.

This course will enable them to maximize their full potential for leadership which is key to Nigeria realizing its great prospect as a top twenty global economy in the next few years. By equipping these senior managers with the tools to shape strategy and improve organisational performance, everyone wins. The Capacity Enhancement Programme prepares candidates to strive for professional and personal growth in their careers by empowering them with the best management frameworks and practices to help them overcome challenges and exploit new opportunities in an ever evolving competitive environment.

Candidates will be able to achieve excellence and outstanding results for their organisations through this executive education programme  on Strategy and Performance for Sustainability.

What do Nigerian organisations need to do to become more competitive and sustainable?
To be more competitive, and sustainable Nigerian organisations need to develop a knowledge-driven economy. More attention is needed for human resource management (including employee reward systems and talent development) that values the individual. Corruption is a negative drag on the economy and needs to be eliminated if the long-term viability of the organisation is to be ensured. Nigerian organisations need to develop their competitive advantage and become more sustainable.

Creativity needs to be encouraged to harness the new ideas, innovations, and technologies that are rapidly being deployed in today’s global knowledge-driven economy. This can best be accomplished by carrying out more research, managing the external environment, and developing learning organization  via capacity development.

Are the management institutions in the country capable of helping the nation overcome its management problems?
The reality is that many educational institutions in Nigeria lack the requisite up-to-date skill-set required to design programmes that address the  countries myriad economic and management challenges. Skilled and dedicated research is needed to incorporate sound methodology that reflects the reality of organisations operating in Nigeria. Furthermore, there is a lack of financial incentive to motivate academics to do research.

It is a reality that executive education providers in Nigeria lack accountability and credibility.
There is no executive management institution in Nigeria that is recognized by any of the three international business school accreditation bodies: The Association of MBAs (AMBA); the European Quality Improvement System (EQUIS); or the Association to Advance Collegiate Schools of Business (AACSB). Indeed, there are only two institutions in the whole of Africa that has all the three accreditations which are both in South Africa.

How can organisations become more effective?
Improving organisational effectiveness is all about goal management.
An efficient and effective organisation must incorporate a continuous programme of learning and growth, improving organisational processes, accelerating customer satisfaction, and achieving financial sustainability while maintaining strategic direction.

To be effective, the concept of goal management must become an integral part of the mission of the organisation. An organisation will be most effective if it incorporates a robust organizational management structure that enables proper processes to be followed without becoming bureaucratic and stifling creativity.

Organisations need to clarify continually, improve strategy and vision, and transform plans into action. Corporate governance, translating enterprise strategy into implementation is a challenge in Nigeria and elsewhere, but with training, dedication, and good people it is a challenge that will be overcome for superior sustainable performance.

Article from thisdaylive.com

Deputy British High Commissioner underlines business opportunities in Nigeria

Political events over the last few weeks have illustrated some of the significant challenges in investing in Nigeria. This is particularly true of the suspension of Central Bank Governor Sanusi Lamido Sanusi following the publication of a letter in which he alleged that the state oil and gas company could not account for some US$20 billion dollars. Sanusi’s suspension has compounded uncertainty already associated with political upheavals in an election year.

Although these factors will continue to act as a brake on the country achieving its economic potential, Deputy British High Commissioner to Nigeria Peter Carter stated that there is a growing awareness that Nigeria is worth a higher appetite for risk than in most other economies. Indeed, there are increasing numbers of overseas companies looking to invest in Nigeria, in spite of these difficulties, according to Carter.

Speaking to TEXEM, Carter noted that the business “opportunities are limitless” in Nigeria, including beyond the oil and gas sector. In fact, Carter claimed that this year the British High Commission has received more enquiries about investment in education than oil and gas.

Collaboration in the education sector takes many forms, from establishing links between British and Nigerian primary schools, selling exams and exam technology and vocational education. In particular, professional education is a huge area of expansion, according to Carter.

Carter claimed that the most pressing challenge facing the education sector in Nigeria is that educational and professional training institutions often lack capacity and sufficient numbers of trained staff. This heightens the importance of collaboration between British facilities and Nigeria companies.

In response to both the opportunities and challenges identified by Carter, TEXEM and the University of Oxford have joined to provide a bespoke executive development programme. The four day programme – “Governance, and Sustainability” – delivered senior public sector leaders with the core competencies necessary to capitalise on emerging trends.

The tailored executive education programme contained modules in strategic management, adaptive leadership, public sector innovation, principled negotiation, political innovation and sustainability. For instance, participants will learn how to create and apply “public value propositions” that command legitimacy from a variety of stakeholders.

Delivered by leading academics at the University of Oxford, the programme provided valuable insights into the social, political and environmental context in which organisations in Africa operates. Furthermore, participants benefited from gaining a fresh perspective on existing management models and learning from innovative practices utilised by leading organisations and practitioners. Critically, attendees also joined a valuable network with other managers from top organisations all over the world.

The course held between 14th and 17th April 2014 in Oxford.

Vanguard Africa

How to create and run effective organisational boards

Think you know how to develop and run impactful boards in this digital age, characterised by slow economic growth particularly in natural resource-dependent countries such as Nigeria while operating in an increasingly fast-paced landscape? Think again. To address this topical issue, TEXEM, a leading executive education provider based in the UK invites you to a two-day master class on Creating and Running Effective Boards and Directors scheduled to take place between 10th April, 2019 and 11th April, 2019 at Eko Hotel and suites, Victoria Island, Lagos with world renowned Professor Andrew Chambers, former Dean and Professor Emeritus of Cass Business School London. Professor Chambers has dedicated his career to stimulating better board performance and chaired many boards. For more information. The two-day value adding master class is based on research that has revealed that many boards are faced with complex challenges related to how they could effectively offer risk management oversight, drive innovation in this digital age and provide strategic direction. The preceding discussion points then beg the question; “How can organisations create and run prolific boards?

Read more at https://www.vanguardngr.com/2019/02/how-to-create-and-run-effective-organisational-boards/

Over-reliance on oil cause of economic hardship in Nigeria

In this interview with Dr Alim Abubakre, CEO, These Executive Minds, TEXEM, he talks about the need for visionary and focused leadership, especially in an atmosphere of dwindling resources. Specifically, Dr. Abubakre discusses the coming executive programme being packaged by Alliance Manchester Business School and TEXEM, and why business, political and leaders of thought need to participate.

Excerpts:

What are some of the strategic Leadership issues facing Nigeria?

A strategic leadership issue facing Nigerian executives is poor vision, sometimes when leaders have visions those visions are unrealistic. Another is indecision and limited capacity to make good decisions. Sometimes when decisions are made they are usually devoid of fundamentals but informed by sentiments. Also, lack of self-awareness and poor communication skills is a strategic leadership deficit that many Nigerian executives face. Another is poor succession planning and lack of continuity. If strategic leadership issues are addressed, the country has huge potential to add immense value and move beyond jobless growth to inclusive growth that creates real value and provide quality jobs for its citizenry.

Read more at: http://www.vanguardngr.com/2016/05/reliance-oil-cause-economic-hardship-nigeria/

Vanguard Africa prepares for economic growth

WE live in volatile times. With economies all around the world caving in on them, causing ripple effects that spread throughout our increasingly global planet, investors and governments alike are frantically searching for signs of hope. And many are finding that hope in a region with its own share of rocky histories and failed economies.

AfricaAfrica: A continent of 54 unique countries, it has certainly seen its share of upheavals. But now it is becoming a land of opportunities as it experiences the highest rates of return on investment found anywhere in the developing world and many of the fastest growing economies on the planet.

But are Africa’s private and public organisations ready for the challenges to come? “These Executive Minds” (TEXEM), is a world class executive training institution that believes they are and is prepared to help senior execs expand their skills in an effort to face the future.

TEXEM in partnership with first-class institutions provides select capacity development programmes that draw from real-world organisational scenarios taking place in the world’s top institutions and condenses these lessons into fast-paced programmes that top executives can use to soak up new skills swiftly and bring back home to implement in the developing world right away.

– See more at Vangaurd

TEXEM organises master class for CEOs, others

In response to the current tough economic climate, TEXEM(These Executive Minds),a United Kingdom service based social enterprise focusing on the executive education market by partnering with major global enterprises and top business universities organised an executive master class for CEOs and senior executives from the private and public sector in Nigeria. The programme tagged Executive Master Class:Beyond Survival,Developing Winning Strategies in Turbulent Times,Public and Private Sector Perspectives held at the British Deputy High Commissioner’s Residence Lagos, on the 11th of August, 2016.

TEXEM

Adetutu Otuyalo, Corporate Sales Manager, British Airways Nigeria Rt. Hon. Mark Simmonds, Deputy Chair of Commonwealth Investment Council and Privy to Queen of UK Dr Alim Abubakre, CEO, TEXEM, UK Prof Rodria Laline, Visiting Professor, Harvard, Insead and IESE At British Deputy High Commissioner’s Residence during TEXEM’s Executive Master class on the 11th of August in Lagos.

Read more at: http://www.vanguardngr.com/2016/08/texem-organises-master-class-ceos-others/

Strategic issues leaders of Nigerian organisations should focus on – Carpenter

Clive Carpenter is Vice Chairman, Business Council for Africa, UK. An international banker and company director with track record in management at board level, Carpenter and Prof. Emeritus Andrew Chambers, a former Dean of Cass Business School, are due to deliver. These Minds Executives (TEXEM) lecture entitled, ‘Strategic leadership for results-driven change management in a recession’, at the British Deputy High Commissioner’s residence on May 24 and 25. In this interview, he speaks on TEXEM and its objectives. What can a leader do to achieve business growth in turbulent times? Even in the worst economic climate, some businesses will thrive. Each business must endeavour to carve a niche for itself which gives it some advantage over its competitors and meets the needs of its customers and other stakeholders. Change must be constant to keep one step ahead of the market. Today’s success story may be tomorrow’s disaster if change is not ongoing. A leader must drive the change programme taking into account the views of all stakeholders and ensuring that it is a collaborative effort which has ‘buy in’ at all levels and not simply dictated. Differentiation from competitors is very important – it might come from products, prices, quality of people, etc. but there must be one or more things which differentiate you from the rest

 

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