All posts by Mwangi Wanjumbi
The Writer is a Passionate Corporate Trainer/Consultant in strategy, change management and leadership development. He also provides unique SME Growth Solutions, whose expertise is tied to amongst others, an international research on SME development that was published in the Business in Africa Journal of July 2007. He was also a monthly strategy columnist for 5 years in the Monthly SME Today Magazine. He is also the author of the KICD approved Career Dynamics in the 21st Century, that was used for alignment of the new (Kenyan) Education Curriculum - CBC. He also authored the 2018 Living Beyond Survival; No More Tiptoeing in Life twitter:@mwanjumbiBy Mwangi Wanjumbi – Newtimes B. S. CEO & Chief Consultant/Trainer Some two young readers working for diverse multibillion shilling corporate bodies are facing some interesting dilemmas. The same are related, yet different in some way. Hilda a technical operator has always wanted to attend some training programs, which she thinks will improve her performance. But, the employer has not shown any interest in sponsoring her. According to the HR Manager, training is a favor that needs to be carefully extended to employees. Ideally, the same must be aimed at only very deserving cases. Really? On the other hand, Robert a research analyst can not dare mention the need for training, as long as he continues working with the present organization. It is the HR manager who determines whether there is any need for staff development, especially through training. This manager reckons that employees are expected to be competent in performing the specific tasks that they were hired for. “Effectively, seeking to attend any training program for any staff, could be an indicator of not being apt for the job at hand,” says a disoriented Robert. Sounds quite an interesting scenario, or is it not? The two HR managers could be right and wrong at the same time. They could be right if we were considering the employment situation as relates to the industrial worker era of the 20th Century. During this time, the worker was considered as a tool of performance that could easily be replaced at will. Imagine situations where there are thousands of jobseekers ready to be hired at any time. No wonder then, the worker was considered as a direct labour expense, only necessary for production of goods and services. Ironically, I may be referring to the past, yet this could be the prevailing situation in many organizations. The Industrial worker age scenario has been overtaken by the knowledge age, now synonymous with the 21st century. The human effort is no longer seen in terms of provision of labour. Instead, the human element is today viewed as the thinking resource, therefore organizational intellectual capital. This approach cannot happen at a better time. Today, there is voluminous information circulating all over. The same is easily available from the internet, social media and many other sources. It is upon us to sieve the information, internalize whatever is useful and consequently use it productively for the organizations that we work for. But, is this always the case? Further, are all employees prepared towards this? Certainly, we may first need to determine whether our frames of mind are inclined towards the industrial or information/knowledge era. If still stuck in the former, then the bosses of Hilda and Robert are absolutely right. But, there is danger here. Today’s thinking resource is amongst other things supposed to be more efficient than the perceived workers. Further, the same resource is meant to be more responsive to the dynamic operational environment. Inevitably, this means that the mindsets of the industrial era are not in tune with today’s realities of the ever increasing competition, especially driven by globalization, social cultural dynamics and highly advancing technology. Naturally, organizational performance may never be optimized under such circumstances. Worse still, unleashing of employee and organizational potentials may only be pipedreams. Indeed, it appears that training and re-training is not just necessary for Hilda and Robert. Instead, everybody in organizations may need to undergo complete paradigm shifts, regardless of the seniority levels. The same are inevitable especially now that globalization is associated with new cultures that determine the way organizations are managed, led and even kept relevant to dynamic changes and realities. That is why embracing modern global organizational cultures is a not a wish, but rather an inevitable occurrence for all organizations, intending to remain relevant in a fast changing world. But, the constant excuse of budgets could be the undoing of most organizations. As long as the paradigms are not in tune with the expectations of the 21st century organizations, the cart may somehow continue being put in the wrong place. In such situations, inefficiency accompanied by challenged values as well as work ethics could continue inhibiting performance. Even worse is that we could continue losing performance potential, which would otherwise be beneficial to all stakeholders. Which is better of the two; investing in achievement of new attitudes, new skills and therefore new desirable habits, or continuing with efforts of managing risks through commanding and controlling the human capital? Consider this! It could probably take a one time investment of KES 15,000 to change an employee’s perceptions about work/careers, money and the employer amongst other attributes. This leads to unleashing full performance potential, at no immediate extra pay, for only KES 1250 per month, when spread within one year. That is despite probable enjoyment of the benefits for a whole lifetime, and above all immediate increase in productivity. On the contrary, inducing performance from the same employee, through improving the salary by KES 15,000 or even 5,000, 3,000 or 1000 per month, becomes a permanent organizational commitment. Ironically, the same can produce only temporally satisfaction, before demands for more increases take shape. In any case, no money can ever be enough in life. Naturally, this makes carrot and stick approach to motivation unattractive. Ideally, both job satisfaction and success in life are derived from the focus of each one of us. The same and many others are the issues addressed through structured organizational culture change/employee re-branding solutions, which organizations need to hurriedly embrace. Consequently, is staff development especially through these unique solutions that borrow from 21st century organizational culture still a COST and therefore budget constraint? Or is the same an INVESTMENT aimed at unleashing full employee/organizational performance potential? Do enjoy a thoughtful week for now. Nevertheless, keep in mind that the solutions are within easy reach whenever desired.
By Mwangi Wanjumbi – Newtimes B. S. CEO & Chief Consultant/Trainer The imminent exit from the judiciary by Nancy Baraza, presents some interesting lessons on integrity in leadership as well as our holistic value system in general. Having trained organizational staff and written broadly on these earlier sensitive and controversial areas (for some), in the recent years, it is now an opportune moment to bring out some hard realities. In any case, discussions on value systems are now part of our every day life. But
Read MoreChange Resistance No longer Tenable Under Continually Changing Realities
By Mwangi Wanjumbi – Newtimes B. S. CEO & Chief Consultant/Trainer Board room intrigues and wars are now common occurrences and somehow favorite news items for not only the print and electronic media, but also the dynamic social media. Interestingly, people have been banned from ever sitting in boards of public companies. Perhaps, their past involvements, may have led to ongoing upheavals, in the companies that have been under their care. In other situations, national agendas continue being derailed by the same intrigues. It is
Read MoreBy Mwangi Wanjumbi – Newtimes B. S. CEO & Chief Consultant/Trainer Board room intrigues and wars are now common occurrences and somehow favorite news items for not only the print and electronic media, but also the dynamic social media. Interestingly, people have been banned from ever sitting in boards of public companies. Perhaps, their past involvements, may have led to ongoing upheavals, in the companies that have been under their care. In other situations, national agendas continue being derailed by the same intrigues. It is really incomprehensible why some of us are determined to continue being stuck in old habits and culture in a fast changing world. In the recent years, meanwhile, I have personally been involved in 2 boards of some professional bodies. I have also had a stint in the leadership of a social organization. In the 90s, I chaired an estate security committee for a considerable while. Thus, I have good hands on exposure to boardroom intrigues, besides understanding the theoretical aspects only too well. Ideally, leadership principles and concepts apply in the same way, in all situations. In our own situation however, leadership is seemingly confused with politics. There is nothing bad in this as such, but let us avoid discussing an occupation whereby, it is almost always about who outsmarts who, how and in what, for most of the players. Further, power games and personal interests will many times outweigh the wider interests of the other stakeholders. Luckily, just like the world is changing rather fast especially in light of technological advancements and global dynamics, even our own situation is similarly transforming. That is despite stiff change resistance that is sometimes presenting overwhelming setbacks. Indeed, promulgation of our constitution in 2010 seemed not to have given any signals to some of our countrymen. To them, it has been business as usual despite the fact that Kenyans had resolutely voted for change through the August 2010 referendum. And as is normally the case, change anywhere must somehow encounter resistance, one way or the other. There are many reasons which explain this seemingly natural phenomenon. Firstly, we fear losing control particularly when the change threatens our sphere of influence. Secondly, we love our habits, a situation that makes it difficult to establish new behavior. Thirdly, we fear the ripple effect rightly believing that change comes with even more change that is presented in different scenarios. Fourthly people are never sure of how long it would take to adjust to the new circumstances. That is besides losing ability to predict what could eventually happen after the changes take shape. Perhaps that explains why we are now faced with predicaments of venturing into the 2013 elections using technology challenged modalities. Leaders cannot agree on the process of implementing desirable changes for reason of being driven by this change resistance phenomenon. Moreover, people do not seem to be in a hurry to outgrow the same challenges that the new constitution was largely meant to address. Ideally, it may be in the best of the interests of all of us to read the signs, as is being continually presented through the judicial arm of our national management system. Even worse to those continually resisting change is that this judicial arm is capable of enforcing the direction and behavior of parliament and executive, the other two arms. Another concern for those bent on resisting change is that the laws of the land have invaluably empowered ordinary mortals like me and you. At the promulgation of the constitution, we acquired one major right that we had been denied by the previous one. The legal maxim referred to as locus standi was earlier invoked by judges and lawyers, any time a litigant decided to seek legal redress on matters of public interest. This principle ensured that no member of the public could interfere in any matter that he/she had no personalized interest. Those in positions of authority were therefore left to do as they wished. But, the situation is now fundamentally different. Anybody can go to court to sue on behalf of the public. Grabbing of public property for example can no longer be free for all affairs as used to be the case in the past. Infringement of personal and legal rights of others can not be treated as private matters anymore. Indeed, it is a whole new world for both the corporate and natural citizens of this country. It is no wonder then that the civil society is now keenly watching over the excesses of the political order as well as the executive, and appropriately rushing for the guidance of a now continually empowered and seemingly independent judiciary. This new order of doing things is discomforting a system whereby the leadership has been used to crises and at best maintenance management. Action was seemingly being delayed or not taken until the emergence of crises situations, which could have been nipped on the bud. So, which way now? Gentlemen and Lady CEOs of both the private and public sector! Resisting change whether actively or passively may no longer be tenable. Actually, the practice of innovative leadership and management is inevitably beckoning, especially for those who may not have embraced the same. At the minimum, this involves anticipation of challenges and developing the requisite solutions before hand. Alternatively, it entails continually crafting the future today and working out ways of achieving that future. In view of dynamic changes driven by new realities, the practice of strategic leadership and management becomes a way of life for every future oriented organization. That is probably a smart way of aligning with the new order of doing things, given that change resistance may no longer be of help. For now do enjoy a continually re-aligned week.
By Mwangi Wanjumbi – Newtimes B. S. CEO & Chief Consultant/Trainer In line with global and national developments that affect business organizations, it is becoming increasingly necessary to be up-to date on emerging trends. Thus, some recent business research activities have yielded interesting conclusions that may be worth considering. The first one is that that most of our organizations may need to embrace some inevitable shifts. The second is that the same need to be two-pronged. On one hand is re-inventing the organization itself, whereas
Read MoreOrganizations Are Entitled to Formulating and Controlling Their Brands as They May Deem Fit
By Mwangi Wanjumbi – Newtimes B. S. CEO & Chief Consultant/Trainer This week presented very interesting observations on organizational culture. As our daughter who studies at Strathmore University joined us, on her way to school one morning, I wondered aloud whether she will actually be allowed in class. Sure enough, she was asked to go and change even before entering the school compound. Strathmore University strictly maintains a documented dress code, which must be adhered to by all the stakeholders, irrespective of age or gender.
Read MoreAgreed! The Power to Read and Do What Appertains…Needs to be saved from further degradation
By Mwangi Wanjumbi – Newtimes B. S. CEO & Chief Consultant/Trainer It is yet another great season of graduations for both public and private universities. Traditionally, I have not been short of a few tips in the last 3 years or so. But, as I express my views, I wish to say a big thank you to the president for recently refusing to assent to the bill, which advocated possession of university degrees for Kenyan Legislators. There is no doubt that this bill was misinformed.
Read MoreIt Is Time to Let Go the Command and Control Mentality That Is Incompatible With Modern Day Leadership Practices
By Mwangi Wanjumbi – Newtimes B. S. CEO & Chief Consultant/Trainer Perhaps, you have noticed that Manu Chandaria, a Kenyan Industrialist, recently received the Life Achievement Award, at the Africa Business Awards ceremony, that took place in London. You may also have noticed his numerous appointments through various boards and commissions as well as peace ambassador amongst others. These are no mean feats especially for one who could befittingly be enjoying life in the company of his grand children. But, what attracts my attention even
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