May 29 and onward: Towards Nigeria’s rebirth and transformation ( 3)
THIS implies the imperative of troubleshooting deliberately for a managerial team that will energize the change space with ideas, innovation and strategies for institutional renewal and reform. I have once asked the question of whether a weak leader can build strong institutions. Of course, we have to answer in the negative. A leader is weak either because he or she lacks the political will to legislate very strong institution- building policies, or because he lacks the legitimate support of the people.
The third source of weakness for a leader is that such a person has allowed personal gains and aggrandising impulse to overshadow selfless decision making. In any of the cases, there is no foundation laid for the emergence of strong institutions. Building strong institutions with curtailing capacities that will deliver democratic service delivery to Nigerians requires a change space where functional and implemented policies can be made and results demanded.
Two immediate imperatives will guide the harnessing of managerial competences in the change space. First, the overall objective must be the launch of a national productivity movement that will be circumscribed by such critical pillars like cost of governance reduction, national waste management programme, new national project management praxis, and a new maintenance culture. The success of any state depends on her productivity profile and how the performance of her workforce impacts the delivery of goods and services to the citizens.
And this is where the second critical issue surfaces— the need for a performance management system that insists that all those who must participate in the change space must be held accountable to a performance agreement or contract and performance audit. This focuses attention on the significance of creating a capability ready public service, operating on a managerial culture that is professionalised, technocratic, value- driven, highly incentivised, accountable and technology- enabled sufficiently to backstop the productivity movement of the administration.
The success of the Tinubu administration, without mincing words, hangs on the capability readiness of the public service to deliver on the mandate that President Tinubu sold to Nigerians. This is where it becomes fundamental to call for a reinvention of the public service systems, structures, values and ethics— indeed the totality of work culture— within the necessity of getting the basics of public administration right. Modernising the public service system thus translates into a deepseated paradigm shift in the underlying bureaucratic model.
Restructuring developmental federalism. The other side of my expectation from the Tinubu administration is an issue that President Tinubu shares with the ideological framework that has sustained the southwest in its bid to rehabilitate the Nigerian State. And this is the urgency of attending to Nigeria’s constitutional quandary, manifesting in its lopsided federal arrangement. Not making any meaningful attempt to correct Nigeria’s constitutional dysfunction, part of what constitutes Tinubu’s democratic credentials and ideological profile— would create a huge hole that will drain all good policy intentions.
On the one hand, Nigeria’s presidential dynamics drains her budgetary capabilities. This is part of the cost of governance worries that Nigeria has been saddled with since independence. On the other hand, the lopsided unitary federalism has also been grievous in another way that the Tinubu administration cannot afford not to tackle. Nigeria cannot ever hope to make any governance success through a federalism that emasculates its federating units at the expense of a centralized framework that undermines the various units and their capacities to generate strength from their comparative advantages.
The comatose nature of the local government areas has deprived the Nigerian State of a framework of local governance that could harness the values of subsidiarity to crystalise, for instance, a grassroots- propelled poverty reduction programme and a people- centred development process around, which the new administration can redefine democratic administration. So many of my public discourse pieces have outlined the significance of the Aboyade- Mabogunje OPTICOM— optimum communication— project that utilise the strength of professionalised strategic communication praxis to engage Nigerians within a framework of social mobilisation, popular participation and democratic accountability. Conclusion: Carol Pearson, in The Transforming Leader ( 2012), says “if we want to make significant and long- lasting changes, we must look within before we look without.” This grounds our realisation that impactful change commences as a learning process— we need to change the way we think about development by staying centred in the midst of the change with the strength of political will. There cannot be, therefore, a one- size- fits- all solution for Nigeria’s predicaments. Even the transformational leadership model we have outlined cannot do without the underpinning of transactional dynamics.
In a deep sense therefore, to reject the business- as- usual mindset will entail cognitive redefinition, purposefulness, integrity and leadership by example. Let me be bold in closing to say that the leader that would make a difference cannot be a people pleaser. He must wield the stick of the Machiavellian even if seldom used. While it is a journey with co- transformational- traveller partners, the leader does not have to make his leadership a slave to the opinions and the will of the egocentric destiny destroyers.
For Nigerians, a lot must fall in several places with this transition to a new government, and I hope, a new beginning in so many ways. Let me end with the poignant words of Kristin Armstrong, the sportswoman: “Times of transition are strenuous, but I love them. They are an opportunity to purge, rethink priorities, and be intentional about new habits. We can make our new normal any way we want.” Concluded.
Prof. Olaopa Retired Federal Permanent Secretary, Professor of Public Administration & Executive Vice- Chairman, ISGPP, Bodija, Ibadan. Oyo State. ( Being Distinguished Virtual Public Lecture of the Abuja Leadership Centre of the University of Abuja to herald the inauguration of a new President and Governments in Nigeria Delivered on Monday, 29th of May, 2023).