The themes of growth, values, mentorship and leadership are some of my most endeared themes. I started life learning to embrace learning and growth, sharing what I have learnt with others willing to ‘sip’ and taking lessons from the lives of others – people i regard as ‘illuminares’.
On November 11, 2017, I gave a TEDx talk on “The Future of Mentorship – and what we can do about it” at TEDxIsaleGeneral. Beyond sharing some thoughts on this theme – which is off the beaten track, according to a mentor – I savoured the moments i had learning from other speakers and attendees. Everyone is a story worth sharing!
As requested, below is a -rough- transcript of the talk on The Future of Mentorship. I’ll include the link to the video when I get it from the TEDx team. I will love to read your thoughts either in the comments, via mail or on Twitter.
Future of Mentorship and What to do about it
December 12, 2012, with the help of a few friends, I started an annual leadership programme that grew from accommodating less than 30 emerging young leaders from Nigeria to over 200 young leaders from more than 35 countries. About five years into building Studership from a project to some sort of community, it struck us that we failed in one of our responsibilities.
While we succeeded in connecting and promoting drive for development in the hearts of these young people, we felt that we failed. We felt we failed because we didn’t provide a structured mentorship system for each and everyone of them.
After a couple of conversations with some fellows, I observed a pattern; though we didn’t make the mentorship component visible, mentoring happened nonetheless. Among participants. Within leadership learning teams. Within the community. In subtle and fluid manner.
Mentorship is an individual and corporate investment in hope. One of the best mentoring relationships I have had is with someone, who strives daily to be dispensable; He strives to make himself increasingly unnecessary – though available. True mentorship evolves from the diminishing dependence of the mentee on the mentor.
One of the things my experiences with mentors and mentees have taught me, is how to study and understand elements of the future. The fast changes in technological advancement and human desires will also influence what we (and generations after us) know as true mentorship.
Mentorship of the future will be influenced by what I refer to as the koinoina effect. The koinoina effect is that state of wholeness caused by deeply unique fellowship, communion and partnership in a relationship.
Briefly, let us analyse what trends to expect about about the future of mentorship: [here are three things that will characterize mentorship of the future].
1. Mentorship in the future will be characterized by a mix of high human touch and high-tech. Like we do today, we’ll continue to leverage technology to make communication, learning and collaboration easier, while holding on to – and ‘incentivising’ the – values of love, trust and compassion. Societies, clusters, organisations and individuals that thrive will be those who encourage the tradition of honesty, vulnerability and openness.
2. The line distinguishing roles of mentors and mentees will be diminished, making it easy for both parties to switch roles fluidly, at interval.
3. In few years, there will be the emergence of an artificial intelligent (AI) mind – one that has access to several other algorithmic systems and data – capable of delivering personalized advises, guidance and mentoring to individuals based on data-symmetry of individuals we admire and long to learn from. Through meta-learning – this AI will learn about our most preferred role models and can advise me based on knowledge about them.
With a very subtle presence, this AI will work like other algorithms that help us with search or recommend friends we should connect with, but with more sophisticated abilities. Using surveillance and sousveillance technologies, it will be capable of making knowledge of and from the greatest minds alive (that can be your dad, mum, the richest individual in the world, your most adored political/business figure – whoever you want). This AI will be capable of advising you based on the knowledge of whoever you admire all at once – using on available data about each of them, and their up-to-date individual online experiences. The company(ies) that control this AI will be rich in data, and the users of these AI will ‘always’ get correct, predictive responses.
Will you take advice from an AI mentor?
With the exciting revelations and experiences awaiting us in future, we must remind ourselves of the roles we need to play to enhance our humanity.
WHAT CAN WE DO?
First, more than before, there is the need for deeper connection with people and greater investments in people. Mentorship involves the peddling of hope.
Second, we need to increase our awareness of the ethics of the technology we make use of, and request that we – as a people – are at the center of our data. We need to request and ensure that while interacting with any technology, our values are recognised and honoured.
Third, we need to do some soul-searching, ask and find novel answers to some questions. How do we reconcile what technology does with the need to incentivise character values that make life worth living? How can we make that merge? How can we individually and collectively promote deeper connection within ourselves, among our communities and the generality of mankind?
Finally, we need to value our collective culture beyond race, ethnic background, sexual orientation and political inclination. I refer to the culture of being human Over the course of the future, we need to allow our relationships reflect our humanity- our abilities to be helpful, loving, trustworthy, compassionate and human.
In the end, all we have is one another.
What future of mentorship do you see?
Sometimes ago, I was approached to speak with a group of young entrepreneurs during one of their online masterclass sessions. I decided to discuss ‘leadership brand’.
One of the key reasons I accepted to do this is the belief that businesses have a role in influencing change within communities. When individuals are clear about how they want to be remembered, conscious efforts will be made to create real time value for all.
Enjoy excerpts of the conversation below.
What a lovely evening this will be. We are going to share knowledge on building your leadership brand, solve some of the challenges you may have in that regard, and answer your questions.
I am Damola Morenikeji.
For several years, I have committed myself to creating value by inspiring excellence in leadership and governance through education and human capital development.
Let’s get started.
Earlier today, I requested you think about your expectations of this session. What are they?
My expectation is how to make use of leadership brand in building a better business that create value, solves problems and promotes happiness.
I need us to reflect on this. On seeing the brand logo, what’s the first feeling of thing that comes to mind?
We can make this interactive.
Let’s think about this?
I have seen people tell me they want to buy gala (while pointing to Bigi or other brands of sausages).
I had seen people tell me to buy ‘another type of Omo’ while referring to other detergents.
What makes these brands different? Why do they stick? Why do they lead?
And what can we do about that?
True! While most of these brands may be long standing and recognized, emerging businesses always have advantages being underdogs in fields operated by giants.
From our conversations, we all agree that people feel comfortable with these brands not just because they’ve existed for long, but because they’ve portrayed their brands as secure, trusted and produce REMARKABLE VALUE!
Whenever we see cows, we don’t get fascinated, because we see them almost everywhere.
But a Purple Cow will always call our attention. So, how do you use this in establishing your leadership, and projecting your brand?
First, Start with an IDEA.
I’ve been told that ideas rule the world. I actually think that ideas that are well thought out, and implemented actually rule the world. Ideas are capital.
One thing I like about ideas is that they are mystical creatures that need a bodily host to function. Fortunately, the human body and mind are valuable incubators. On ideas, Leke is quick to remind you that ideas tend to appeal to two or more people at the same time. Once they take control of you, it colonies you and drives you to sleeplessness until you effectively birth it, nurture it and make it stand.
Diligently, these ideas show gratitude by rewarding you with wealth, fame, and other things that diligence attracts.
Don’t rush out when you have an idea. Meditate on the idea. Develop conviction. Seek help when needed.
Ask yourself critical questions, ranging from the ease of use, who your potential customers are, the positives and negatives associated with your idea, among others.
Think about the packaging of your idea.
More importantly, ask yourself if you will buy your own idea (product or service)?
Will you buy your own product or service?
Once that is set, work on the four pillars of your / the business.
The business model
The business vision
The business mission
And the business values.
All these are critical in personal and business leadership.
So, let’s start with your vision.
Write your VISION
Craft your vision statement [both for yourself and your business].
When you craft a business statement, you unconsciously tell the world that you are serious about what you do and you are going somewhere.
It shows that you are not in this for a short while. Little wonder the ancient prophet, author and adventurer, Habakkuk, was instructed to “Write down the vision. Make it plain. That he may run that reads it”. Vision statements are propellants of achievements. They must be expressed in simple languages. We must set out basic steps to achieve your vision and attach a timetable.
These steps are referred to as the Business Objectives.
Put the timetable where you can see it everyday, and work on it.
While you read this chat, can you think about your business vision?
Can you write it plainly?
Your vision statement answers the question ‘what do you want to become?’.
Your mission statement, however gives a proposition of what you have for your customers.
To excel in life and business, your business must be people-oriented. It has to be customer-focused.
Once those are cast in stone (or on paper – or typed :)), work on your value proposition. Your value proposition explains what you do. It backs up your mission. You can’t channel your accomplishments into a purpose, without a mission.
Let’s get that, from inception.
So, what exactly does your business do?
Let me make this simple.
A simple mode is this: I help [a] with [b] so that they can achieve [c].
Where [a] is your unique audience, [b] is your solution, and [c] is the outcome.
I believe we are on the same page?
As an example, my value proposition for this training is to provide young entrepreneurs with leadership and branding knowledge, so that they can project their brands, make their customers happy and create more wealth.
Remember that your business is hinged on four pillars: your business model, business vision, business mission and business values.
These four pillars should guide your value proposition and help your brand stand out.
Work on each.
Your path to thought leadership in your area of business requires you have and diligently build a platform.
Develop your CREATIVE LEADERSHIP.
Your creative abilities are enormous. As young entrepreneurs, your creative leadership speaks much of your leadership brand.
We were taught to believe most things around us from childhood before we learnt how to question them.
See your business beyond buying and selling stuffs; rather, see your business as an idea.
This idea is what sticks to the mind of your customers after a contact with you.
For example, most of us stick to some brands because of the idea of satisfaction we derive; the happiness we have from our interaction with their products.
The same can be replicable for your leadership brand.
While I plan to conclude this session, it’s important to note this: please GET DIGITIZED.
That word may not be used in the English dictionary, but I hope you know what I meant.
Get DIGITIZED. Get online. Embrace the use of digital technology to aid productivity.
What do I see when I do a Google search of your name or your business name?
Take some seconds away from this chat and do a search of your name on Google.
Can you proudly share the screenshot?
[You can, if you are proud of what you see.]
You need to curate both your home-base and your embassies.
Your embassies are your social media accounts. They are your representatives in ‘foreign’ lands.
Do you know how funny people might take your brand, when you say you are into clothing and all we see when we check your social media timelines are news of something entirely different?
For those with a good online presence, create a different brand for your business.
There is the possibility that your business will grow to a stage where you will have to hand it over to someone else to run.
Start planning for that, from now.
You CANNOT AFFORD to run a ONE-MAN business.
As starters, we can. However, let’s start planning towards expanding your businesses.
Start a blog, or website.
In this age, it is important for all serious businesses to have an online presence. It is your ‘defacto’ home-base.
Once you have a platform, create credible contents.
Contents can range from blog posts, images, videos. They reflect what your businesses stands for.
Don’t just SELL your products via your platforms. Rather, enlighten people on the essence of embracing what you do.
People seek enlightenment. Provide it and you become valuable.
There are two types of content. Contents that get you attraction and contents that get you sales.
The key thing in being an authority of repute is to share these types of content.
You can make it 80% attraction and 20% of sales.
And finally, be true to what you do. Be a reflection of the value your business offers.
Establishing your leadership brand requires time. It requires credibility and integrity.
I know you can. Let’s get to work!
I’m here to answer possible questions. Let’s get practical.
As we go to bed, let’s take down these challenges.
1. Write down your brand statement. Make it clear. You may get in touch if you need help with that.
2. Work on your brand. Get online. Work hard in creating quality contents. Practice. Practice. Practice.
3. Share your testimonies.
Keep doing what you do, as long as it makes positive sense!
Over the last few weeks, I have been having conversations about perseverance, failure and excellence. I heard humbling experiences of friends and colleagues as we all shared moments where we learned from failure and not-too-good moments. When some of these people talk about the successes of what they do, it seems they had never ‘down’ moments.
Tonight, Wisdom and I were checking my cabinet, when we came across the raw hand-written manuscript of a book I wrote in 2006. Ten years ago! Wisdom did some calculations and we both screamed ‘Wow!’. I laid on the bed and smiled as my 14-year old brother read and pointed out some mistakes in the manuscript. He was equally challenged.
Have you been bothered about the mistakes you’ve made (or are making), just breathe. Breathe and breathe. Take out time to review and learn from your actions and the experiences of others.
Lessons: Keep records of the little / big things you do. Take time to review and reexamine what you do. Learn good lessons. When though time comes, remember why you set out, seek relevant lessons from others and quit not.
It works; in business and life.
July 22, 2016. Ng.
If there is one thing i crave insatiably, it is growth.
Few weeks ago, I joined other young African leaders / professionals selected (out of over 14,000 applications) for the US President’s Young African Leaders Initiative RLC Fellowship. I grew. I am still growing – daily.
Our individual commitment to growth is paramount; it influences our leadership, actions and results. The daily actions by friends and partners (even you and others on this platform) to drive positive change around the world is equally commendable. I see you – like I had, before now.
Let’s keep growing, doing and being. We can #BeMore.
[Photo: Linda Thomas-Greenfield (US Assistant Secretary of States for Africa) and Damola Morenikeji at the US Ambassador’s Office in Ghana]
Other images, courtesy the US Embassy in Ghana are below.
Leadership is everything. Leadership is open-ended. I love conversations that deal with talking and walking ‘leadership’ because it is the nucleus of development in every society – it is the central and seemingly most important of human development. It can be defined in contextual and general terms; regardless, it always conveys the message of responsibility with a result that beats the status quo. I may decide put a spotlight on a definition by John Agno which states that ‘leadership is applicable to all facets of life: a competency that you can learn to expand your perspective, set the context of a goal, understand the dynamics of human behaviour and take the initiative to get to where you want to be’ – emphasis on the italicized words are purely mine. Leadership involves leaders – individuals like you and I – bringing people together around a shared purpose and empowering them to step up and lead authentically in order to create change and value for all.
Before I proceed, I’ll love to stress a caveat; my understanding of leadership may seem ‘off-the-wall’ compared to what is practiced in several societies – I seek an indulgence. However, I uphold the strong belief that a deviation from the ideal is not enough reason for the status quo to thrive; we must embrace personal responsibility and play the part of enlightening ourselves on what can be and take actions into making it work. Ideal leadership, based on value-based principles of integrity, ‘servanthood’ and love is possible. If well practiced, it guarantees the development of any nation and the prosperity of her greatest resource – her people.
Foremost, leadership is about leading. With all modesty, I meant what you have just read – leadership is about leading; so is following. One topical myth of leadership I have encountered is one that attaches leadership only to official titles and positions. That myth encourages only those answering titles to their name or those ‘serving’ on one exalted position to be seen or referred to as leaders. I bliss in my heretic deference; leadership is not position, it is responsibility!
Leadership involves the art of leading oneself effectively while allowing others to do the same with our gazes focused on the collective destination. It involves not only the art but the act of personal responsibility and growth; making growth the center of our being and creating the right environment to enable others to become more. It involves leading others, through love – as one leads oneself. Maybe it wouldn’t be out of place for us to consider asking ourselves how we lead ourselves. Do we invest enough in resources that aid our growth? Are we committed to upholding our values even in the face of the worse turmoil ever imagined? Beyond equipping ourselves and others for excellence – or exploits – do we commit ourselves to ‘walking the talk’ or do we talk and walk in divergent lanes?
While some definition of leadership stresses that leaders have, maintain, or increase the number of their followers, I rather see the importance of leaders building several others to be leaders. One of the greatest perks of true leadership is when your mentees are helping other younger leaders grow. That is what I call leading – that is one of my aspirations.
Leadership is about everything, but more about people. Economic development, through political leadership decision, is possible when leaders concentrate not on things (material and mineral resources) but on the greatest resource of each nation – man. A concentration on the development of the people, guided by the principles of vision and values, will translate into further development of the nation. I subscribe to the school of thought that no nation can grow beyond the capacity of its people. Look at several countries from across the world; have you observed a proportional relationship between her human capital development and the country’s economic development? Singapore’s success in the nineties under its Prime Minister Lee Kuan Yew emits lessons that go beyond economics and politics, it teaches a height of possibilities that could occur when the overriding factor in development is the people first. No nation can rise beyond the vision and capacities of its leaders and people. There are enormous lessons we can learn as a nation from this and several other nations, about leadership.
Leadership is not a rare skill. While genuinely great leaders may be rare, leadership – in itself – is not a rare skill. It can be learned and earned. It starts from the realization that leadership has been entrusted on us; we have a responsibility to lead ourselves – each of us leading himself/herself – through a sense of purpose built on the right foundations. It involves growing, thinking, living, and building ourselves through creativity. Describing creativity, Ken Rowat once opined that “creative activity, agonizing though it may be at times, is essentially life-enhancing, often joyful, and this can be judged not from the fixed smiles worn by models advertising power tools but by the extent to which the individual is seriously engrossed in his activity. Outside making love, men and women never feel better than when they are totally engaged in exploration or construction, especially when the motivation is simply: ‘I wonder what will happen if I do this?’” In a similar way, I not only wonder what will happen if we dedicate ourselves to growing, helping others grow and achieve purpose in creative ways, I also wonder what will happen if we stop wandering in the wilderness of vague thoughts, start taking responsibility and leading positive change.
Leadership is not ambition. I want to stress this because I have come across several acclaimed leaders that communicate ambition rather than communicating a vision. While I am not worthy of judging others, I have to state that there is a huge difference between vision and ambition. Vision is the essence of leadership; it has to be clear enough for the leader to articulate it with radiance. Little wonder it has been said that there is nothing more demoralizing than a leader who cannot tell us why we are doing what we are doing. Instead of differentiating, I’ll note what vision is not; vision is not a conception of your private view of the future, it is not personal, private, or selfish ambition. This may sound controversial – remember my earlier caveat – vision is not a goal, but it produces goals, it is not a complicated list of programs but it produces programs. It is not mere physical sight, but the perception of the unseen future. True vision is not for self-promotion, but it promotes others; it never destroys humanity but builds and preserves human value and dignity. True vision may never be fulfilled in a lifetime, but it extends to generations. True vision, like leadership, is not ambition, but it inspires self-service.
Leadership is not assumption, it is feedback. One of the greatest challenges in leadership is that of communication. Often times, failure to communicate effectively pose danger both to the process and the result. I have observed several worthwhile initiatives fail due to basic assumptions laid on erroneous foundations. Let’s not assume, rather let us ask questions. I remember a conversation I had sometimes ago with my friend and partner, Joshua Peter where we laughed about and stressed the need to ‘kill’ assumptions and ask questions. If you do not understand something about someone, don’t assume you do, ask questions. If you feel offended by someone else’ response or reaction, don’t assume the person knows (or wants to injure you intentionally), rather be courageous enough to seek clarifications.
One way to overcome assumptions, and develop our curiosity is to begin to ask more questions courageously, both when we are talking with others and when we are talking in our minds to ourselves. Questioning, or feedback, when carefully done, helps us distinguish between what is known and what is unknown. It further helps us in understanding the context at which we are understood. It enables us to further understand the cultural context at which our messages are decoded, as we strengthen the medium used in communication. One thing is unchangeable; the qualities of questions we ask mostly determine the quality of answers or solutions we get. Stop assuming, start asking, courageously.
Leadership isn’t only about equipping. Imagine this: A group of turkeys attended a two-day training program to learn how to fly. They learned the principles of aerodynamics, and they practiced morning, afternoon, and evening. They learned how to fly using the wind as thrust and how to fly against the wind; together and individually, they learned how to navigate mountains and valleys. It seems great! At the end of the training, they all walked home. This is often what I see in our society; several people intentionally want to grow, learn principles but fail to practice those principles. Growth through equipping is best achieved when principles ‘consumed’ are well ingested, digested – sometimes regurgitated – and displayed in further actions. A secret of growth and personal accomplishment is repetition. Beyond training, repeat and review your values and human relations prowess among other skills.
Leadership is not fenceless: The highest form of leadership is ‘self-leadership’. This is one of the parts of leadership I cherish; the part where we talk about the self-imposed fences put in place by individuals, for them to achieve their visions. These fences are put in place to strike warning signals when we are about climbing over them. If you wish, you may call the fence limits, barriers, but I prefer to call it ‘discipline’. Discipline is the fence that beautifies our personal gardens – it prevents us from pursuing personal indulgence and provides a runway for fulfilling our purposes. It provides a barricade to nurture our character, focusing on our values and taking actions, not only based on convenience but based on necessity. Self-discipline – when fully embraced by individuals – helps in making ‘pleasing results’ a preference over ‘pleasing methods’. My younger brothers and I have been used to reminding ourselves of a mantra, especially when any of us derail from what we ought to do. This mantra is ‘do what you have to do, in order to do what you want to do’.
Self-discipline helps in recognizing and differentiating between what is important and urgent, what is urgent but not important, what is important but not urgent, and what is neither important nor urgent. The fence guiding our leadership garden – self-discipline – is doing the right thing rightly, simply because it is the right thing to be done. It involves resolving to behave in such a manner as if your every act were to become universal law for all people under similar circumstances. Self-discipline involves waiting patiently, when needed, refusing to rush the process in the search for a shortcut. It involves delaying gratification, shunning mediocrity, and managing time and other resources well.
Leadership is not fenceless; it has the beautiful and strong fence of self-discipline. The strength and height of your fence depend on how often you build your fence – it depends on the depth of the foundations of values you embrace. It depends on how often you decide not to compromise on your values in exchange for fame or riches. It further depends on the quality of decisions you make and how persistent you are to follow through with those decisions. If you are to measure your fence, how tall or strong will it be? Start now, be consistently consistent.
Leadership is not playing the game: I have witnessed the game being played. It is – if a statistic is available to back it up – one of the most played games in the world. Though it does not follow the rules of sports, it is mostly enjoyed by individual players often without support from fans. It is a game called the blame game. Almost everyone blames someone for something no one did or did not do. We grew up playing the blame game without been taught the rules; we blame our parents for birthing us in a particular environment, blame nature for our waking from sleep late. We blame the traffic for our lateness; blame the government for the dirty waste bins. I see several cases where we just pass the ‘ball’ to someone else, failing to face the truth and take responsibility. Let’s face it. Though blame-trading may have a soothing feeling, however, it is distorting your reality. It is high time we woke up and started taking responsibility. It is your life, live it responsibly. If some things have occurred because of the nonchalance of others, forgive them for it, and move on. Forgive them, not only because that is what leadership requires, forgive them because you deserve better. Leadership involves taking responsibility, beyond playing the blame game.
Leadership is not just having values, it is living it. Values are important in leadership and human relations. Either individual or cultural, it influences what each of us – or our community – defines as being right or wrong. Our values influence our behaviours and understanding of various concepts. Depending on the cultural balance each of us falls into globally, our individual values are intrinsic and essential part of our makeup as humans and leaders. Values are not just sets of principles or standards we chant, rather they are principles that are so important that we cannot afford to live outside them. They shape our decisions, thoughts, priorities, and character.
A Global Leadership and Organisational Behaviour Effectiveness (GLOBE) study on values or attributes that characterize an outstanding leader, based on a 7-point scale and the “world mean” of each scale (i.e., the average of 61 country means) revealed that irrespective of cultural differences witnessed in several countries, the most desirable traits are Integrity (6.07), Inspirational (6.07), Visionary (6.02), Performance-oriented (6.02), Team-integrator (5.88), Decisive (5.80), Administratively competent (5.76), Diplomatic (5.49), Collaborative team orientation (5.46), Self-sacrificial (5.0), Modesty (4.98). Value-based leadership stresses each of us identifying our core values and living out high standards, decisiveness, and innovation. Value-based leadership seeks to inspire people around a vision, creates a passion among them to perform and does so by holding firmly unto core values.
Leadership is not overstaying. It involves knowing when to leave. This is a key lesson that needs to be re-echoed, especially in our political, academic, and religious communities. Persons in leadership positions often protect their turfs and prevent a replacement from occurring – especially when it involves them. I have learnt over time that one of the true measures of leadership is the ability to leave. It is the ability to make oneself less necessary, through quality mentorship. I had once been instilled with the notion that as a leader you should be irreplaceably important – without you, nothing moves. However, I have fortunately grown beyond this. I have come to understand the essence of the measure of growth, interdependence, and independence that should thrive in teams and communities. I now believe that it is a sign of effective leadership if your team can survive without you – because you have created an enabling environment for each of your teammates to grow and become independent.
One typical example of this quality of leadership was displayed by respected African leader – Nelson Mandela, who stepped down from the most exalted office in his country after serving his first term of four years as President of South Africa. Nelson Mandela had every opportunity to continue his stay in office – including the mandate of the people, but he decided to tow the honourable path of leaving for others to emerge. Learn from Madiba; never miss an opportunity to make others grow; never miss an opportunity to shut up and listen. Never miss the right opportunity to leave.
Leadership is not duplicating you. I earlier talked about the need for leaders to help others grow and become more effective leaders. Yes, leadership involves preparing others to become leaders and take forward a vision, but more importantly, it involves – in a simple but complex sense – proper mentorship. Mentorship is not the process of building others to be like you, rather it is building others – through hard work, consistently conscientious partnership, and diligence – to be more than you. It is not duplicating you. The world already has you. The world needs your help in the growth of someone else to be better than you are. That’s one of the essences of leadership; even the greatest leader ever also displayed it. This is one of the enormous tasks associated with leadership; true mentorship requires patience from the mentor. It requires the mentor to provide opportunities for growth, allowing the mentee to make mistakes/error and learn from them. It requires the mentor not to feel threatened by the successes of the mentee. Mentorship is one of the reasons for leadership.
Finally, while I have the conviction that we have been placed here to tend this modern Eden, with the utmost conditional divine assurance of our status of ‘headship’, I want us to note with every diligence that leadership is not a divine right. It is earned or attained by a dedication to clear vision, a sense of purpose, honorably exemplary character, credible track records, patriotism, and commitment to values among other commonly agreed parameters.
This little insight into what leadership is and isn’t portrays the dire need for us to encourage exemplary civil leadership education from within the family. As I had documented elsewhere, “there is an adept need for individuals to be growth-driven, goal-driven, vision-directed and committed to personal and leadership development of young people” and other members of our global community.
We owe it to ourselves to guard our hearts, lead, and live in the true sense of leadership.
We were born for that – leading and living positively, for exploits.
This piece was sent for publication on April 7, 2015. Syndicating it on this page for future reference.
I would have made a very big mistake if I had taken the recognition and award as an unending call for celebration. Of course, it was, but also more than just a cherished recognition, it is also a call. It is a call to service; a call to stand tall in the face of adversity. For all young people reading this,
it is a call to dream more, think more, grow more and do much more. Don’t emulate the past, be the future. It is a call to build more capacity and positively influence the world within and around us. It is a call to pursue excellence through diligence; to work towards greatness, not just success. It is a call to ask ourselves pertinent questions and give honest answers. The choice is ours to heed this call.
I agree that #success is not just about what you accomplish / achieve solely in your life, it is also about what you inspire others to do.
One of the best instruments to inspire / influence others positively is your ears and deeds, not only your tongue.
How do you define success?
In as much as communication is important, listening is more important. Communication is faulty, if listening is phorny or ingenuine. I have witnessed several occasions when hearing, rather than listening is the order of the day. Thus, the essence of this post to challenge us to evaluate our listening quotients.