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.

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.