Are You A Performer

1theEdition. Issue No.3

2 theEdition. Issue No.3

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20 Fiscal Madness Hunter retraces the onset of his !nancial woes, a"er risking all for a steely grey Audi

09 Editor’s Letter

13 Inbox

All the world’s a stage. In our third issue our Editorial Director dares us to take our place on stage and become a performer

Our readers from around the world give us their take

16 Transforming Africa

14 All Roads Lead to China

Anne Shongwe speaks about AFROES and transforming society through mobile applications

Are our new road systems taking our resources out and letting compromise in?

IN THIS ISSUE //

01current

20

16

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CONTENTS

19 Winning at EntrepreneurshipWhat does it take?



02career

03culture

Cover

Under the spotlight

Designed byKevin Mapesa([email protected])Max Ngari ([email protected]) Eric Omaya ([email protected])

Are you a Performer?

‘The hot seat’, represents the stage where you are called upon to deliver results.

46 A!er the Graduation Ceremony

54 Which Culture are We Celebrating?

57 Book Reviews

55 The Arts and Economic Growth

32 The New HR AgendaWe catch up with Maria Ligaga, the globetrotting HR leader

34 Ask Siya Siyabonga Nkosi answers your questions

36 Never Settle, Stay Hungry Caroline Mutoko shares a typical day in her life, and the importance of having drive

21 Are You a Performer?Our Editor-in-Chief o#ers the de!nitive guide to performance in our theme piece

28 Meet Abbas Gullet The CEO of Kenya Red Cross Society knows there is no substitute for hard work 50 Business Casual

Too casual? Mistakes to avoid by Janet Adetu

49 Body Language in BusinessDerek Bbanga translates

Nimi o#ers suggestions on how to stay relevant until the right job comes along

51 TravelParis, our two day guide to the city of light and love

52 A!er5 FeatureProfessional photographer Neil Thomas speaks about his love for the camera

52

51

John Sibi Okumu cautions against celebrating the past and sacri!cing modern Kenyan culture

Martin Njaga of Story Moja explores how a vibrant culture drives economic progress

38 Smokin’ with Je" Koinange The inspiration that drives the man with the voice

40 Increase your Productivity How to balance e#ectiveness and e$ciency

41 Career OpportunitiesJob listings

56 Musings

21 - 27 Are you a perfomer?

Hustling - we learn the extent of Marie’s deceit

58 Brain Pain

Perf

orma

nce m

anife

sto.

Performance manifesto.

CONTENTS


JOHNY WALKER


editorial

THE EDITION is a COPYRIGHTED FOOTPRINTS PRESS PUBLICATION and HPDA INNOVATION. Issue 03.

Copyright 2012. All rights reserved. See us online at:

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Susan Wakhungu-GithukuFounder, Publisher, Editor-in-Chief

contributors

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Hickok Smith

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Joy Odera

Publications Manager Lucy Mwangi

Siyabonga NkosiJohn Sibi-OkumuNimi Akinkugbe

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Design and Layout

Edition Team

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George MuiruriEkapreta SarapayChristine NjambiSteve WakhunguRuth NjugunaSellah NyongesaHunter Madong

Arnolda ShiunduHannah Ichihashi



ALL THE WORLD’S A STAGE...

editor’s letter

…And we are but players. As we tread the boards of life, practice our lines and don our costumes, each of us is looking to make the most of our time on the stage – to be a true performer, and let the world see and seek our talent.

The greatest aspect of a performance is your promise. A promise is a declaration, a statement of your capabilities for your company or career. In this month’s issue of The Edition we look at just what promises true performers make, and how to become someone in the spotlight.

In our investigative and cultural pieces for the month we ask – are we taking the stage enough as a country? Whether through trade relations with China or our issues surrounding what we present as our Kenyan cultural identity, are we representing all that we have the promise to be?

The Edition also speaks to some of the most successful performers from the country, both on and o# the stage. Exemplifying the principles of promise and performance are Abbas Gullet of the Kenya Red Cross Society, and Anne Shongwe of AFROES. These individuals share how they work towards their promises to make Kenya and Africa a better place. We also take a peek at the performance and production behind the lives of two of our country’s celebrated media personalities – Je# Koinange and Caroline Mutoko.

Our Editor-in-Chief’s piece provides insights into how performance is analysed and achieved in business practice. Whether an employer or an employee, this guide will help navigate and explain the principles behind performance. With the spirit of ful!lling our promises motivating us behind the scenes at The Edition, we have also included some new spark and talent into our magazine this month. Our new features include, ‘Ask Siya’, where we encourage you to write in and ask about your work related dilemmas, and several exciting collaborations with creative publishers from the region.

We promise to keep bringing you the most contemporary ideas, the most relevant career advice and opportunities, and the pick of cultural creativity. The spotlight is on us, and this month we turn it over to you –so under the unforgiving lights of the stage take stock of your promises and let us direct you towards your best performance.

“ “An ounce of performance is worth a pound of promises

MAE WEST

Alexandra Remsen Hickok Smith



JANET ADETUChief Executive O#cer, JSK ETIQUETTE CONSORTIUM Janet, a Certi!ed Professional Etiquette Consultant is the Founder and Director of JSK Etiquette Consortium Limited. Janet began her etiquette training in the U.S. She holds several professional memberships including the Association of Image Consultants International (AICI) and is also Fellow of the Association of Certi!ed Chartered Accountants (ACCA).

ContributorsJOHN SIBI-OKUMU Actor, Teacher, PlaywrightSibi-Okumu is variously referred to as a leading actor, journalist, playwright, newscaster, columnist, linguist, producer, director, teacher and mentor. This noted thespian has appeared in Newsweek, and was recently featured in the Footprints Press publication, Life Journeys: Scaling Heights which featured Kenyan men of distinction and achievement.

JOY ODERAWriter, Senior Consultant, HPD AFRICA Joy is a Human Resources Management Specialist, a national of Kenya, but a Ugandan by birth. She is a published author and is particularly keen on writing about Africa. Joy studied Economics at the University of Sussex and Human Resource Management at Westminster University, London.

NIMI AKINKUGBE, Banker, Columnist, Fund RaiserNimi is Regional Director (West Africa) Barclays – Investment & Wealth Management, and Chief Country O$cer for Nigeria. She is passionate about encouraging !nancial independence through articles, speaking engagements, television and radio appearances. Nimi is the personal !nance columnist for Genevieve Magazine, and has also contributed articles to Next on Sunday and Business Day’s Personal Finance Column in Nigeria.

DEREK BBANGA Entrepreneur and Co-owner, PUBLIC IMAGE AFRICAA so" skills consultant, image strategist and corporate speaker, Bbanga is a graduate of Connecticut University in the USA and Helsinki School of Economics in Finland. He is also a member of the Nairobi Toastmasters and one of the Chapter Directors of the International Networking Organisation (BNI).

SIYABONGA NKOSI, Talent Specialist, Clinical PsychologistNkosi is the Executive Lead at the Organization E#ectiveness Centre of Excellence - Emerging Markets at Old Mutual, South Africa. He was previously the Executive Head of Talent for Accenture South Africa and Botswana. Prior to this, Siya had an illustrious career with Coca-Cola Africa. He is based in Cape Town, South Africa.


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What our readers are saying

Inbox

Letters to the editor should be sent electronically with ther writer’s name, address, and daytime phone number to [email protected]. All requests for back issues should be sent to [email protected]. All other queries should be sent to [email protected]. The magazine reserves the right to edit submissions, which may be published or otherwise used in any medium. All submissions become the property of The Edition.

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A L L R OA D S L E A D TO C H I N A

individuals in Kenya, and by extension Ethiopia and more of the East African region, will be signi!cantly improved by the new road projects spurred on by Chinese investment. Professor Peter Ngau of the University of Nairobi commented that “The Chinese are trying to buy favour, one of the biggest challenges in African countries has been poor infrastructure. African people are happy with them, because the roads are better with the Chinese.” Professor Ngau also notes that the Chinese view Kenya as the gateway into East Africa.

Africa’s largest infrastructural project to this date – the Lamu Port Southern-Sudan-Ethiopia Transport (LAPSSET) Corridor, which broke ground in early 2012, will comprise a superhighway, a high-speed railway, oil pipelines, three international airports and a 32 berth port. Though little is known about the companies or countries investing in this US$5 billion project, the LAPSSET pipelines will be used to transport crude oil from South Sudan to China, which buys more than 60% of South Sudan’s crude production. Kenya has also agreed to an MoU (Memorandum of Understanding) allowing China rights to search for oil in the country, though they have had little luck. A"er several drilling attempts they have yet to strike, yet UK based company Tullow hit black gold on their !rst dig in Turkana. With the oil interest in the region, we can assume China’s hand will be pushing the project, which Prime Minister Raila Odinga calls, “The realisation of the African Century and the African Dream”, towards completion.

INTERESTThe Chinese interest in Kenya, as evidenced by our import/export imbalance of legitimate trade, is not, for the present, motivated by natural resources. Kenya is, compared to other East African countries, short on natural resources, though our Agricultural and Forestry sector is growing at a steady 4-5% rate and the recent discovery of oil may change this concept. Our signature resource has always been

I M P O RT S . I N F R A S T R U C T U R E . I N T E R E S T . I N V E S T M E N T . I N D E P E N D E N C E

IMPORTSGerishon Ikiara, an economics lecturer at the University of Nairobi stated that, “We will witness cyclic trading patterns between China and Kenya because…it is trying to establish a stable trading base.” Cyclical trade implies a steady stream of import and export with China however, at present, the relationship is decidedly one sided. In 2011, the Kenya Government’s Quarterly Economic Budget review revealed that Kenya spends over double the amount of our income gained by exports on imports from foreign countries. Kenya gained a paltry KSh 498 billion (US$ 6 billion) through export trade last year. This dismal !gure was due to decreased purchasing from Europe during the global recession. Why then did we spend KSh 1.2 trillion (US$15 billion) on importing goods and services? Though China is presently not our primary source of imports (that spot is reserved for the UAE and mostly derived from petroleum products) it is steadily becoming our main venue for everything from textiles to trucks. Approximately 17.4% of Kenya’s imports come from China, though reports on these statistics vary. President Kibaki has been aggressively encouraging trade relations with China, undergoing a series of high pro!le diplomatic missions that have resulted in multi-billion shilling deals.

INFRASTRUCTUREDeveloping African countries have o"en been hindered by insu$cient infrastructure. The transport of goods, services and

Our metropolis’ new highway system, part of over 1,200 miles of road funded by Chinese investment being built throughout the country, is nearing completion. The Thika Highway, one of !ve individual road building

projects, is a single element of the Chinese interest in Kenya, yet it has become the symbol of the People’s Republic’s penetration of our country, our region and our continent. For those wary of foreign investment being a disguise for vested interest, the infrastructural projects initiated by The People’s Republic of China (PRC) are a manifestation of troubled times ahead. Yet the relationship between Kenya and China is as much a sign of China’s appetite for expansion as of Kenya’s own courtship of Chinese interest. The rapport rests on !ve essential ‘I’s – Import Imbalance, Infrastructure, Interest, Investment and Independence. The Edition investigates the claims concerning China’s involvement in Kenya, and asks – do all roads lead to China?

T h e N a i r o b i – T h i k a h i g h w ay i s o n l y o n e o f f i v e m a s s i v e r o a d

b u i l d i n g p r o j e c t s b e i n g r u n by C h i n e s e

i n v e s t m e n t .

[

A L L R OA D S L E A D TO C H I N AI M P O RT S . I N F R A S T R U C T U R E . I N T E R E S T . I N V E S T M E N T . I N D E P E N D E N C E

15theEdition.Issue No.2

By: A.R.H.S

E

wildlife, re%ected in the large contribution the tourism industry makes to our GDP.

Illegitimate trade between Kenya and China is on the rise – particularly the trade of Elephant Ivory and Rhino horn. Poaching statistics are reaching levels that have not been witnessed since the 1980’s. The Kenya Wildlife Service (KWS) recently published that 275 elephants were killed in 2011, a !gure that has been laughed at by members of Kenya’s wildlife community– private experts estimate that the number is 10 times that reported.

Patrick Omondi, Head of Species Conservation and Management with the KWS stated that most of the ivory arrests “…Have been of Chinese origin.” In late April 2011 Police at Jomo Kenyatta International Airport apprehended a Chinese man attempting to leave with more than 200 pounds of Ivory. Little is being done about this situation, as Omondi says, “It will be sensitive, because we are looking for help from China on so many things”.

As China’s economy expands and their presence in Kenya grows, the situation concerning Rhino horn and Elephant Ivory trading does not look good. According to Paula Kahumbu, Director of

Wildlife Direct, poaching is encouraged by Chinese workers who purchase Ivory as a keepsake or Rhino horn as a traditional Chinese medicine.

Ivory is reportedly a great sign of status for the Bao Fa (suddenly wealthy) of China, who purchase vanity products made of Ivory – such as chopsticks and !gurines. Rhino horn is now worth £40,000 per kilogram – more than gold. Ivory is not the only illegal trade China is conducting in Kenya. On a smaller scale, it seems that the Chinese are also interested in Kenyan Macadamia nuts – a KSh 5 billion a year industry. An export ban was placed on Macadamia nuts in 2009, yet recently two trucks, their containers !lled with Macadamia nuts, were caught by Kenyan police. A Chinese national was suspected to be behind the smuggling and sought refuge in the Chinese embassy.

INVESTMENTIn 2009, the Chinese invested US$1.1 billion into the entirety of sub-Saharan Africa, before roadworks began. These investment statistics in the region are steadily increasing. The PRC is also one of Kenya’s largest donor communities, investing in projects from hydro-thermal energy works to news stations. Despite the inequity of our present trading relationship and the butchery of our wildlife resources, Kenya cannot deny the economic power of China and the bene!ts it represents if properly managed. The tourism industry is presently the second largest sector contributing to our country’s GDP and China has the biggest tourist economy in the world. The PRC forecasts 100 million Chinese travellers coming to Africa and spending US$100 billion by 2015. The Chinese Government, companies and individuals, are also investing in Kenyan media and education projects, such as the CCTV project that produces news and educational programmes and can even be hosted over mobile phones. The Chinese investments in Kenya may, overall, have a positive in%uence on industrial development– from superhighways to information highways – they also o#er more opportunities for Kenyans to take over and manifest our own projects.

INDEPENDENCEChina, by virtue of their size, as a country, an economy and the global in%uence they hold, are at

once an asset and a challenge to Kenya’s economic independence. China’s motivations are also harder to de!ne from Kenya’s capitalist perspective, considering their communist ‘uni!ed’ philosophy that seems incongruent with straightforward business practices. If China were not such a domineering presence on the world stage, would citizens be so hesitant to welcome their investment, and would our government be so rabid to chase a"er their favour?

In an open market economy, all foreign investment into a country is bene!cial. But a country still reeling from dependence on one superpower should not be so quick into a relationship of reliance with another. At present Kenya has over US$8 trillion debt, according to the CIA world fact book, yet we continue to support foreign economies through our excessive importing –throwing ourselves into further debt. Kenya is buying more than we are selling, compromising our resources rather than taking advantage of them, and letting others build when we should be building ourselves.

Rectifying the balance of trade and export relations with China is the only way our new roads will carry our resources and gains into Kenya, rather than outwards to Ghengzou.

a c o u n t r y s t i l l r e e l i n g f r o m

d e p e n d e n c e o n o n e s u p e r p o w e r s h o u l d n o t b e s o q u i ck i n t o

a r e l a t i o n s h i p o f r e l i a n c e w i t h a n o t h e r]


‘... my desire to found a digital media platform that would o!er ‘leadership’ skills to millions of young Africans in a fun

engaging manner..’Prior to establishing her social enterprise,

AFROES, Pretoria- based Anne Shongwe was a successful International Development professional who worked

with United National Nations Development Programme across Africa, South East Asia and the United States of America. Three years ago, she gave up the fat salary and diplomatic status to venture sans safety net into the unpredictable and exciting world of self-employment. Her goal of utilising evolving technology to transform the poverty trajectory on the continent is lo"y, noble and inspiring. Since her timely decision to become a social entrepreneur, she has been nominated for several international awards including:

2012 - NETEXPLOAward Winner. The Award goes to game-changing inventions and start-ups. Previous winners have included Twitter, Shazam and Siri.2011/2012 - APPCIRCUSAward Winner - APPCIRCUS South Africa, and a Global Finalist for the APPCIRCUS Mobile Premier Award in Barcelona February 2012.2010 - CARTIERCartier Women’s Initiative –One of 15 women social entrepreneurs honoured as a !nalist.

Increasingly recognised across the continent, she is one of the Fellows of the African Leadership Network. In February 2011, she was featured in Oprah’s ‘O’ Magazine. No doubt a name to watch this native of Kenya who is married to a Swazi doctor and has three children, is fast collecting international accolades as her mobile game company AFROES hits its stride.

The Edition caught up with Anne on her recent trip home.......

E What propelled you to leave the United Nations and venture into social entrepreneurship?There were three main reasons: The !rst, as a wife and a mother of three young children I felt that a long-term career in the UN, taking on global assignments, would de-stabilise my family and my children’s education.

Transforming Africa Through Social EntrepreneurshipAFROES and Anne Muthoni Shongwe

‘From International Development to Social EntrepreneurshipAnne Muthoni Shongwe seeks to transform Africa through Mobile

Technology Applications’


‘... my desire to found a digital media platform that would o!er ‘leadership’ skills to millions of young Africans in a fun

engaging manner..’

Secondly, a"er 20+ years in the world of development, including the privilege to work closely with decision makers in African governments, I developed the strong belief that to truly change Africa’s destiny required that we as Africans, create new platforms that shape new African leaders en masse. Innovating within the UN was a real challenge due to the rules and vested interests of various groups. In the end, I realised that if I really wanted to do it, I needed to get out! I had witnessed complacency and compromise that broke my heart! While there were always the exceptions who made huge e#orts with varying degrees of success, the overwhelming culture was normative and I worried that poverty in Africa would win the day if we didn’t seed platforms to shape future leaders!

The social entrepreneurship platform that was slowly building momentum became most attractive as I negotiated between social impact and entrepreneurial motivation. The African Leadership Academy and a digital open-source platform - Ushahidi – both made in Africa provided amazing examples! I believed that we could create innovative ways to in%uence future leaders through the social entrepreneurship platforms and networks across Africa.

The third was my desire to found a digital media platform that would o#er leadership skills to millions of young Africans in a fun and engaging manner. I observed how my children interacted with new media and was struck at the ability of mobile applications and social media to attract their attention. I learnt that there are 400 million individual youth across Africa with access to mobile phones! What an amazing opportunity! I also learned that games were a powerful medium to communicate and engage users on complex issues, some required a player to make choices that could in%uence positive or negative outcomes. Through research, I unearthed that in the US, Asia and Europe, there are now active communities including universities, governments, NGO’s and even the UN, known as ‘Games for Social Change’ and ‘Games for Learning’. These communities create and deploy games on PCs, consoles and increasingly more on mobile phones for wider and quicker access. I knew then that I wasn’t totally crazy.

E How and when was the idea of AFROES ignited?Truth be told, the dream was !rst ignited when my son Zawadi was born in 1996. My dream then was to focus on stories built around African folklore that would teach African children about Africa’s proud heritage and thus build their pride and identity. However, like many of my generation, I did not have the courage to leave the comfort zone of the UN, so I just tucked the idea away and soldiered on like a good civil servant.

In 2006, my son excitedly shared with me a computer game that represented several African heroes including Nelson Mandela. This was a big ‘Aha!’ moment for me. I thought – surely - if we could create games that celebrated African heroes and taught leadership values wouldn’t that be the answer to my dream? I began to research the medium and that’s when I stumbled on the ‘Games for Change’ community across the world. I was emboldened to pursue this dream. The name AFROES is derived from African Heroes and Heroines.

E What does AFROES do? AFROES is a social enterprise that is uniquely positioned to reach Africa’s youth with meaningful digital solutions that inspire them to solve social challenges in their communities. To ensure its contribution to Africa’s progress, AFROES digital solutions are designed deliberately to inspire young Africans to build hope, imagine possibility and re-de!ne prosperity for themselves and the communities where they live. The company develops mobile applications and ‘Games for Change’ as the primary new media tool. We partner with businesses and social organisations including the Nelson Mandela Children’s Fund, UNWomen, the SA Department of Justice and mobile operators such as Nokia. The African Leadership Academy, Boiphelo Sports Association and other youth organisations are also important partners for AFROES. In Kenya, we have held several promising discussions with Safaricom.

Our goal is to reach 10 million young African users over the next !ve years. Through the AFROES Live platform we will send out a package of possibility and prosperity towards users in the lower Living Standards Measurement (LSM) by income. We also plan to build a network of 2,000 potential leaders of the future across the continent through our Mobiv8 Network. These leaders will learn to lead-by-doing through their active engagement in the design, mobilization and deployment of innovative solutions for their communities.

E What do you know now that you did not know when you launched your business?I know that you can truly achieve the impossible if you are convinced in your heart and set your mind like %int. I know that you cannot create change in a vacuum and that there are people to help you grow. I know that the greatest contributors to success as a social entrepreneur are faith and perseverance.

AFROES and Anne Muthoni Shongwe

‘From International Development to Social EntrepreneurshipAnne Muthoni Shongwe seeks to transform Africa through Mobile

Technology Applications’


E Why do you strongly believe that technology can be a medium for change in Africa’s socio-economic system?Africa is !nally able to show positive signs of economic progress in select countries and revolutionary technology connectivity across most. Yet many of the age-old societal challenges related to human security, access to services and a decent living continue throughout the continent. The good news is that the largest demographic a#ected by the mobile phone revolution is Africa’s youth, representing close to 70% of the over 600 million users. This presents an immense opportunity to distribute valuable and life-changing applications and educational material to Africa’s future generations of leaders and o#er them real-time solutions to their daily challenges.

With close to 400 million young Africans with access to mobile phones, AFROES believes that an e#ective way to reach this demographic and equip them to change their social conditions is through social messages tacitly embedded into mobile applications.

E If we were to speak to you again 10 years from today, what would you tell us about Anne the Social Entrepreneur and AFROES, her innovative & catalytic business venture?I would probably proudly share with you how we have built AFROES into a powerful transformation platform for issues important to young Africans. Although I would most likely have transitioned into the role of Chief Mentor rather than Chief Executive O$cer, I would share with pride that we have reached and interacted with over 500 million youth across the continent. Youth that have the courage, the competency and the resources to conceive ‘mad’ ideas with the ability to end poverty in our lifetime!!

E What are the three main challenges you have encountered as an emerging entrepreneur?

Transiting from an established senior role in a large multi-lateral organisation to a start-up environment with no structure, no track record and no real knowledge or experience in running a social enterprise.Finding and hiring competent and skilled sta# who are willing to work in a start-up environment with low salaries and multiple roles. Raising capital to !nance our core activities.

E Who are the entrepreneurs that have most inspired or surprised you?I have most notably been inspired by Ory Okolloh who started Ushahidi and created a global brand that today is on the lips of every social entrepreneurship or tech meet-up across the world. She also knew when to step aside and let it grow. I have also been wonderfully surprised by a 20 year old Ugandan woman, who started an amazing mobile app called MafutaGo along with two Makerere university students. They won an award in Barcelona this year.

E What keeps you going?The poem by Maryanne Williamson that was so well popularised by Nelson Mandela in his historic Inauguration Speech does it for me:

“Your playing small, Does not serve the world…., We were born to make manifest, The glory of God.

“Your playing small, does not serve the world…”

“Your playing small, does not serve the world…”

E


Ekapreta Sarapay3. DO YOU HAVE GREAT PEOPLE?

No individual can be great at everything. You need the people to drive the business. You must identify, attract and hire the smartest employees that complement you, and vice versa. Each one of them must deliver individual value that adds to the collective.

Acid Test: Do you have a team that is smarter than you and can stay ahead of you?

4. DO YOU EXECUTE FLAWLESSLY?

Execution is where the rubber meets the road. It is about the value chain that translates the idea to the service or product that is taken to market. Whether it is strategic planning, production, marketing or distribution, it is critical to have a manic focus on every detail.

Acid Test: How strong is your value chain? Is it faster, better or cheaper than that of your competition?

5. DO YOU HAVE FUEL IN THE TANK?

The road to entrepreneurial success can be long, circuitous and !lled with crests and pot-holes. It is certainly not for the fainthearted. How do you keep riveted on your mission and vision? How do you ensure the energy, passion and resilience of your team to deliver? How do you ensure the buzz in the market that keeps the consumers reaching out for your services and products? Do you have the necessary reserves and have you planned for the good and the bad times?

Acid Test: Do you have the stamina in each and every way?

They say that necessity is the mother of invention, and there is no longer any doubt about the signi!cance of entrepreneurship

in the overall socio-economic world order.

More than ever, entrepreneurs are now acknowledged for spurring economic growth, fanning innovation and creating jobs. Across the globe new businesses are being created and just as fast, old ones are failing. New billionaires are rising and o"en alongside them are the innovative ideas they have invented that make our lives that much more interesting.

Television programmes such as ‘The Apprentice’ are further tantalising possibilities as they provide insights as to what it takes to be the next Carlos Slim, Aliko Dangote, Mohammed al Amoudi or Oprah Winfrey.

The world needs more successful entrepreneurs.

But what does it take to win in the world of entrepreneurship? Not everyone gets it right. Is it blood, sweat and tears? Is it luck or simply pockets that begin deep?

Mining data from those who have succeeded and those who have failed, here is a potential Entrepreneurship Code that may hold useful advice. Those who tick all the boxes could transform a dream to a pro!table reality.

1. WHAT IS YOUR GREAT IDEA?

To be great, your business idea must be based on the creation of value. Value is not de!ned by you but by the target consumers. You certainly have a greater possibility of success if your great idea is new, di#erent and resonates with the target consumer.

Acid Test: For whom does your business create value?

2. DO YOU HAVE A FORMIDABLE BUSINESS MODEL?

Businesses exist to create and maximize pro!t. It is !ne to be passionate about an idea but if it will not lead to deposits in the bank and delight your banker, it may simply not be a viable business. Is your model viable? Is it appropriately structured? Can it lead to substantial share of pocket?

Acid Test: Can your business reach and sustain a healthy pro!t trend?

Winning at Entrepreneurship

The world needs more successful entrepreneurs

More Than Luck, Sweat and Tears

Oprah Winfrey

Carlos ‘Slim’ Helu

Aliko Dangote

Bill Gates

E


I !rmly trace the onset of my !nancial woes to the day I laid eyes on the steely grey number that glanced bewitchingly at me from behind

the be-glassed shop window six years ago. I was in a new country, new job and was moving up in the world.

When I spied my new friend, it sparkled its many promises and so beckoned that I forgot my original intention. Where was I going when I chanced by that window? I could not remember. The steely grey one called in earnest. I could not resist. I entered the polished salesroom, sat down and awaited the salesman with eyes !rmly in the direction of ‘The One’. When Jabu the Audi sales rep came, he was polite and helpful behind what I thought was a certain smugness. He knew. The look of the smitten was familiar. Oh boy! I knew I was going to be easy even before I got to touch ‘The One’.

The exchanges with Jabu were not long. He answered my questions, handed me beautiful brochures and escorted me to ‘The One’. I sat in the beaming metallic grey Audi 4.0 Turbo and felt that I had arrived home. This indeed was what life was supposed to be. This is what I was born to drive. I smelled the new leather; lingeringly touched the dashboard, moved the steering wheel from one position to another. Jabu was clever and knowingly le" me alone as I absorbed the interiors. I %ipped channels. The sound system impressed. Bang & Olufsen. Smooth. The CD player could hold six of my favourites. Perfect. I moved the seat and reclined for a minute or two. Heaven.

The car had my name on it and there were one hundred reasons why. I had to own it.

In time, I would become grateful to the sharp nosed intern who noticed my habits and reported me, but then was not the time. I was initially angry, upset, frustrated and most of all guilty. I owned up and awaited the axe. What I had committed was an unpardonable code of ethics violation. I was !nished and could taste the bile of hopelessness on my tongue.

I was to learn that God has a sense of humour.

I was not !red. I was given a second chance because I had no prior violations; was apparently a potential asset as I had been classi!ed as someone with runway, a talent with strong absorptive capacity. HR conferred with my manager and I was placed on a compulsory 12 month counselling program under the Employee Assistance Programme. It started o# as hell when I sat face to face with my demons and then became useful as I learned to look on the bright side.

To those that may be similarly a&icted, let me share !ve lessons that I learned from my counsellor:

Within six weeks I had liquidated my few assets at home, taken a few loans from friends, taken an emergency loan from the o$ce and marshalled a somewhat irrational over dra". I was not sure how rent would be paid going forward. I was not sure how food would be purchased, but I was young, single and in any case I had made adequate provision for petrol. I wanted to test the turbo engine on the highways in and outside Johannesburg.

The purchase of my Audi Turbo heralded many imprudent !scal decisions. Like Oscar Wilde before me, I realized that I too could resist anything but temptation.

You do not drive ’The One’ and live in the wrong neighbourhood. You do not drive ‘The One’ and dress in ill-!tting gear. You do not drive ’The One’ and dine in strange restaurants that have no name. You do not drive ‘The One’ and date people who do not appreciate !ner things in life.

Certainly my taste buds had escalated to the stratosphere and while I was vaguely aware that I was in a mad state of indebted free fall, I could not seem to stop. I had learned to speak to myself and could rationalise my decisions in a way that was so compelling that I too believed the stories of my own making.

Matters eventually crumbled when Finance and HR caught up with me a"er I had repeatedly used the o$ce credit card which was reserved for business travel and business entertainment. For over a year, I had been using it to settle a few issues. This arrangement was not supposed to have gone on for long, but sadly it had lingered as I awaited a few matters including a promotion.

THE ONE SENT ME TO FISCAL DECLINE

Hunter Madong

1. Go on a Money Diet and begin tracking what you spend. Every day.

2. Live Frugally. 3. End the Affair with the Credit card. 4. Beware of Oscar Wilde and flee

temptation. 5. Keep Looking at Will Power. Soon you will

be firm friends. E

Perf

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VISUALIsE

YOUR GREAT SUCCESS


are you A

Susan Wakhungu-GithukuPERFORMER?

COVER STORY

If the spotlight were directed at you and the question was asked as to whether you are a performer, how would you respond?

Would you answer by con!rming unequivocally that you are always clear on your key results areas; that you work with resolve and surpass your key performance indicators; that you can be counted upon to ceaselessly pull your own weight and exceed all expectations? Or would your answer be somewhat muted?

Some employees arrive at work to deliver veritable value. In the 21st century workplace such productive employees are critical to organisational success. Other employees are not clear as to their purpose; hardly deliver tangible value and place a drain on an organisation that wishes to compete and advance.

My former colleague – I shall refer to her as PT* was interesting. I worked with her in Dublin, Ohio at a small research organisation that sought ways to identify and combat cancer. One was not always sure why she came to work as she preferred to do the very minimum.

Whenever our manager presented new tasks, we would observe in awe as PT invariably responded with a series of polite and well phrased questions that were always delivered with a smile that nonetheless disguised determined guile. Now and then she would direct a look at us that said, ‘watch me’ as she engaged our hapless leader. “Do you want me to do that today?” “Should we really be doing that?”, “I do not understand”, she would say, eyes wide. “Please explain again,

precisely what you wish me to do”, and so on. More o"en than not, the manager would bow down defeated and re-assign the task, as she sensed a confrontation she did not wish to engage in.

PT’s passive resistant style did not endear her to senior leadership and despite rare %ashes of brilliance when she decided to engage, she was a thorn in the %esh of the small organisation. She was not a Performer.

HT* was a recent graduate of a top 5 Ivy League school in the US when she joined the international development organisation where my friend worked. From the get-go, much was expected of her in the Project Management and Monitoring Department, as her impeccable educational background suggested solid promise. My friend liked HT and would discuss her ad nauseum, perplexed that months a"er joining the team, HT could not seem to deliver any meaningful results.

Apparently HT had a unique working style that bordered on what one would call procrastination maximus or perhaps attention de!cit disorder. Whenever an assignment was handed to HT, she would welcome it enthusiastically and would quickly generate unending ideas and engage as many people as would listen to her as she discussed the di#erent ways she wanted to approach the task. Now and then as a result of these intellectual peregrinations, HT would completely lose sight of the end goal and deliver a result that did not address the original task requested.

“Excellence is never an accident. It is always the result of high intention, sincere e!ort, and intelligent execution; it represents the wise choice of many alternatives - choice, not chance, determines your destiny.” Aristotle


tough decisions on talents he did not believe were well equipped for the journey ahead.

Behind his back, I referred to him in awe as Mr ‘What’ and Mr ‘How’. The ‘What’ referred to the performance objectives he met and exceeded while the ‘How’ referred to his behaviour. He was not one of those arrogant, superior or uncaring leaders who ensure that you shake in your boots. Rather, he had a way that made you feel encouraged to do more – and we strived.

It goes without saying that he was successful in his objectives. Over !ve years, he changed the organisation’s business performance and turned many non-believers into disciples. XY understood the outcomes expected of his role and went a"er them with clarity and determination. He was a Performer.

Performance is most easily de!ned as the delivery of valid results in a consistent and on-going manner. Top performers seem to do this with ease. Rarely do they need to be encouraged or coerced to move to action. They simply engage and do so with speed and purpose. They know more, do more and produce as much as 10 times more than the average worker. Every organisation needs more of them as they deliver on the returns invested in them and drive the business forward.

Non-performers on the one hand come in various shapes and behaviours. Some may not have the skills and competencies for the work assigned. However such individuals can %ourish when placed in a di#erent role. Other non-performers

are simply uncooperative, disorganised or indolent, or demonstrate a lack of drive that can be di$cult to dislodge. Non-performers do not meet their targets or deliver value and usually must be managed closely. Curiously it is rare that they volunteer to leave the organisation. Instead, they will be found glued to their seats.

On the other hand, high performers are in much demand. Organisations must work hard to retain them as their value is tangible and some can have itchy feet as they seek the next challenge and the next reward. No matter their rank, high performers are easily identi!able by the way in which they approach their work. In more cases than not, most:

More o"en however, HT would apparently go around in circles or become hopelessly embroiled in the analysis- paralysis that befuddles those who routinely second guess themselves. Colleagues would observe HT get into a state as a deadline approached. Despite regular counsel where she was advised to prioritise, to focus on outcomes, to eschew unnecessary detouring tasks that would not lead to the desired outcomes, her determination to diverge rather than converge always landed her in trouble as she did not deliver. In the end a"er stints on the performance improvement bench, HT was asked to leave for non-performance.

DD* was the Cleaner/Messenger at Coca-Cola when I worked there ten years ago. Ever polite, respectful and well organised, he demonstrated a certain disciplined approach to his work that always impressed. He arrived at the o$ce at dawn without fail; completed his cleaning work before everyone arrived to ensure that he did not interfere with normal work processes and was ready on time for the myriad messenger duties that arose during the day. He was quiet, clean, methodical and demonstrated a certain cheerfulness that was infectious. I always came into the o$ce early and invariably within !ve minutes of sitting at my desk, he would deliver my cup of co#ee in the mug I liked best. This was not an expectation of his role. He simply enjoyed doing it for all of us.

DD fully understood his job description and ticked o# all tasks on his to-do list on a daily basis. It is hardly surprising that he was perennially nominated for the Core Value Awards that the organisation provided to employees who most epitomised the values Coca-Cola espoused: Accountability, Leadership, Passion and Collaboration. He won several and while his role remained unchanged, his compensation grew ahead of his peers as he raked in performance bonuses. DD was a Performer.

My former manager XY* falls within the same ranks.

When he was appointed the Chief Executive of the Africa Group, the performance trajectory of the organisation needed to be changed dramatically. Although generally well regarded as a strong and upright leader, his escalation to the new role had raised several eye brows. Not all believed that he was quite ready for a group role. Impervious to conjecture, he took on his new challenges with a humility that veiled a !erce determination.

In his !rst few months in the role, he spent time travelling to all parts of the continent and met various stakeholders at all ranks. None was too great, none too junior to merit his time. He asked questions incessantly, listened avidly and set upon formulating a growth blue print as he simultaneously embarked on building ‘one team’ through various town hall meetings, group conferences and other management routines that brought many of the employees together on a regular basis.

His manner was focused and unrelenting without being intimidating. With an intensity that was tangible, it was apparent that he knew what he wanted and that he was going for it. Within a few years he had mesmerised all of us not only by his delivery on the promises he made or the intellectual and strategic prowess he epitomised, but more, his manner. He worked harder than most, optimistically believed that we could conquer and challenged us time and again to exceed the goals we had set. Along the way, he demonstrated impressive courage as he made

If the spotlight were to be directed at you and the question was asked as to whether you are a

performer, how would you respond?

P E R F O R M A N C E

1. Anticipate what is required or think ahead of the game2. Have an idea or ‘see’ the results they wish to create 3. Have an emotional commitment to high standards4. Set roadmaps to their destination and follow plans that are

in some way, Speci!c, Measureable, Attainable, Realistic and Time Bound

5. Translate ideas into actions6. Focus on outputs and exceed performance objectives on a

consistent and on-going basis7. Take personal responsibility for seeing things through 8. See positive possibilities even in negative situations 9. Exude energy and vitality10. Have self-belief


INNATE CAPABILITY INTELLIGENCE QUOTIENT

ABILITY LEARNING

KNOWLEDGE

DECISION MAKING

PLANS OBJECTIVES GOALS

STRATEGIES

COURA

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ENERGY

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DETERMINATION

AMBITION VITALITY

BIAS FOR ACTION

Talent

initiative

SKILLS

emotional

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(eq)

application

delivery

aspiration

direction

PerformanceDNA

‘get the right people on the bus, put them in the right seat and get the wrong people o! the bus.’ Jim Collins


Figure 1: Performance DNA

TALENT + SKILLS + ASPIRATION +DIRECTION + APPLICATION + DELIVERY + EMOTIONAL INTELLIGENCE.GREAT PERFORMANCE =

These attributes are further detailed in Figure 1: Performance DNA, in which we assert that great performance does not just happen. It is the sum of all the parts.

Austrian management guru, Peter Drucker suggested several years ago that while the most valuable assets of a 20th century organisation were its production equipment, the most valuable assets of a 21st century institution would be its knowledge workers and their productivity.

Other management thinkers have elaborated on Drucker’s perspectives and one o"en hears the view expressed that people are an organisation’s most valuable assets. Others vehemently disagree with this perspective and qualify the phrase to state that it is not just people who are an organisation’s most valuable asset, but rather, it is only the high performing individuals who can veritably be regarded as such.

Jim Collins, the author of the noted book, ‘Good to Great’, states unequivocally that in order to create enduring organisational

success, leaders have to “…Get the right people on the bus, put them in the right seat and get the wrong people o# the bus”. This means seeking and !nding high performers and pitting them against the right work as you challenge and support them to deliver value. It also means being pragmatic or brutal enough to remove those who do not perform.

A few years ago, I came across the work of Richard Beatty, Mark Huselid and Brian Becker in their book, ‘The Workforce Scorecard: Managing Human Capital to Execute Strategy’ and I was intrigued. Indeed I quickly invited Beatty to meet our Group Leadership team to provide us with guidance as to how to get the best from our talent.

Beatty and his colleagues espoused a theory of workforce segmentation that recommended that it was critical for organisations to seek the highest performers, or ‘A’ players, and to place these ‘A’ players in their most critical business, or ‘A’ positions, if the organisation was going to prosper. They were very clear as to how they de!ned ‘A’ players who they said make a disproportionately strong impact on the delivery of the goals of the organisation and comprised about 10-15% of most employee populations.



‘A’ Player ‘B’ Player ‘C’ PlayerComposition 10-15% of the Employee Population. 70-80% of the Employee Population 10-15% of the Employee Population.

De!nition Creme de la Creme, they make a disproportionately strong impact on the realisation of strategy.

Organisations need as many as possible and they should hold the very important or business critical positions.

They are safe hands and although organisations should try to transform them into ‘A’ players, not all of them will make the cut. Some are critical in tactical positions.

Do not pull their weight. Hire as few of these as possible and exit them from the organisation as fast as you can.

Track Record Exceed expectations and performance objectives.

Meet expectations. Sporadically meet expectations.

Drive Passionate, extremely high energy level, fast paced.

Motivated, energetic at times. Dedicated, inconsistent pace.

Resourcefulness Impressive ability to !nd ways over, around and through barriers to deliver results.

Open minded and will occasionally !nd a new solution.

Require speci!c direction and supervision.

Intelligence ‘Quick Study’, able to grasp ideas and to rapidly perform complex analyses.

Smart but not as insightful as an ‘A’ Player.

Has di$culty coping with new or complex situations.

Figure 2: Workforce Segmentation

As detailed in Figure 2: Workforce Segmentation, Beatty et al suggested that these ‘A’ players typically have high intelligence quotient (IQ), iron clad integrity and always seek to exceed expectations.

On the other hand ‘B’ players, who made up the majority of the organisations, were typically a safe pair of hands who do the right work, deliver results but may not be as insightful or as transformational as the ‘A’ players. With ‘B’ players, an organisation would coast along just !ne, while with ‘A’ players the organisation has an opportunity to revolutionise its business performance. The thought-leaders recommended that organisations should try to convert as many ‘B’ players as possible into ‘A’ players.

Beatty further asserted that forward looking organisations also need to understand in crystal clear detail the positions within the organisation that are critical to delivering on strategy. They referred to these as business-critical roles and de!ned them as positions that have a profound impact on an organisation’s competitive advantage. While such positions will be di#erent for dissimilar organisations, they share the common attribute of being central to the delivery of an organisation’s results. In most organisations, the role of the Chief Executive is one that would be classi!ed as business critical.

My biggest epiphany as I listened to Beatty and absorbed his teachings was that organisations should ensure they have their best people manning their most important jobs. If you have a ‘C’ player in a business critical position, most likely you will not obtain the results you seek. Indeed you may be well advised to follow the advice of Jim Collins and get the person o# the bus.

Most organisations that are serious about creating a high performance culture engage a number of performance enhancing management practices. I shall mention three.

Performance Management Calendars

Benchmark organisations follow a strict performance management routine which includes an annual three step process of planning, checking and assessing performance as detailed in Figure 3: Annual Performance Calender on page 26. This routine is driven by both managers and employees and the employee plays the bigger role in initiating discussions with the manager.

Performance Measures

Other organisations set clear faces to performance and you will hear the abbreviations for Key Results Areas (KRAs) and Key Performance Indicators (KPIs) on the lips of all.

... organisations should ensure they have their best people manning their most

important jobs


Figure 3: Annual Performance Calendar

Figure 4: Performance/Potential Grid

Exceeding expectations may be new to role

New to organisation or role shows capabilitySkill may have future potential

Performs below expectations requires action

Solid performance with room to grow in current role

Good performance with room to growMay be expandable

Competent but not promotable

Very strong performance ready for next role

Valuable contributor. May play a role 1 or 2 steps higher in the organisation

Seasoned professional very valuable but not promotable

not yet full performance full performance exceptional performance

LOw High

highpotential

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9 Box Grid

MONTH 12 MONTH 1 - 2M

ONTH 3 - 9

MONTH 10 - 11

MONTH 11 - 12

A motivated engaged and high performance

workforce

1. Beginning of the Year: PLAN AND AGREE ON PERFORMANCE OBJECTIVES

Managers and employees meet to:I. Review expected outcomesII. Set performance objectivesIII. Set development goalsIV. Establish resources needed to meet objectives and goals

3. At the End of the Year: ASSESS AND RATE PERFORMANCE Managers and employees meet to:I. Discuss past year’s performance.II. Set groundwork for next year’s cycle

II. Determine performance ratings

2. At Mid Year: CHECK IN ON PERFORMANCE Managers and employees meet to:I. Discuss results to date

III. Remove barriers to goal achievement

Segmenting Talent

Some organisations go a step further and segment their talent. While they do so using several mechanisms, the 9-box performance/potential grid, Figure 4: Performance/Potential Grid has become a very useful mechanism of categorising talent based on track records of performance and the perceived potential of the individual.

One caveat with this classi!cation is that the labels that are ascribed to employees should not become haloes of roses or thorns. The classi!cations speak to a certain point in time and can change based on variables.

For example, if an employee has been in a position for a while and has performed well, they may be classi!ed as ‘High in Performance’ and ‘High in Potential’. However, when the employee is promoted

to a new and more senior position, it may take time for the employee to settle down, understand the mandate and begin to achieve at a high standard. At this stage the employee may then be classi!ed as ‘Moderate in Potential’ and ‘Low in Performance’.Overall, in a highly charged and competitive 21st century marketplace where complexity reigns, change is ubiquitous and great talent is not available in su$cient quantity, the importance of ensuring that each and every employee performs to their potential is compelling.

Former US President Richard Nixon who counted himself as a strong performer once said, “My strong point, if I have a strong point, is performance. I always do more than I say. I always produce more than I promise.”

What about you? E


Great Performers Typically Yes Great Non-Performers Typically Yes NoCommand Destiny Throw my Lot in the Hands of Fate

Maintain a Positive outlook that hinges on the optimistic Maintain a Negative Outlook that hinges on the pessimistic and have a tendency to play the victim

Prioritize Results and outcomes in all my endeavours Prioritise Challenges or Roadblocks and use them as ready excuses for my non-performance

Take Accountability for what needs to be done Avoid Responsibility and would simply prefer that someone else do the work

Set Goals, Plans and Roadmaps that are usually achievable Lack Realistic Goals and Fail to Plan

Take Initiative and have a strong bias for action Wait for Direction or a push to get started

Work Hard and Seek to complete tasks I embark on. I am a Starter-Finisher.

Hardly Work and do not have to complete what I initiate – I dabble here and there

Demonstrate Persistence even when confronted by obstaclesHave grit and stamina

Quickly Give up and throw my hands in the air – ‘oh forget this’

Seek New and Better ways of doing things Stick to the Tried and True whether it works or not and expect di#erent results

Comfortable to Step out of my Comfort Zone Prefer to Remain within my comfort zone

Solicit Feedback and Listen when provided guidance Avoid Feedback and shut my ears to what is said

Take Failure in my Stride and simply pick myself up, and try once again.

Collapse at the Experience of Failure and take long to recover

Keep Learning and Growing Have a know-it-all attitude

Are You a Performer?

There are some marked di#erences between individuals who Perform above the average and those who serially Do Not Perform. While not all top performers or bottom performers demonstrate all of these characteristics all the time, the tendency is to demonstrate more from one side than the other.We list a few of these di#erences and ask you to examine yourself as to which side of the divide you fall.

No


M E E TAB BA S GU L L E T.

s u b s t i t u t e F O R H a r d Wo r k .

T h e r e i s N O


W hen Abbas Gullet first walked through the doors of the Kenya Red Cross Society (KRCS) as the Secretary General, the organisation was in debt.

Today Gullet is the Chief Executive Officer and the net value of the KRCS approximates millions in dollar terms and continues to grow as operations diversify. Gullet has served the Society for the majority of his life. He was a volunteer for 11 years and has worked there for over 28 years in various capacities inside and outside Kenya. KRCS was established in 1965 to alleviate human suffering whenever and wherever a disaster may

feat

ure

- sto

ry M E ETAB BA S GU L L E T.

E In the last few years, the KRCS has grown tremendously. To what do you attribute this growth?There is a multiplicity of factors. I can comment on a few. The !rst is Talent. We have young professional women and men who are competent, passionate, committed, and have !re in their bellies. When people know their work and do it well, the details take care of themselves. The second is Passion. As a team, we believe in the work we are doing in o#ering service to humanity and we do this with all our hearts. The third is the continuing support we receive from our donors, volunteers, partners and our stakeholders. They believe in what we are doing and spur us on to do even more. The last, is that we are not afraid to think outside the box. We incorporate new ways of doing our work as we proceed. Over the last ten years, I have seen the wisdom of strategic innovation.

E Where do you see the Kenya Red Cross Society !ve years from now?Regrettably the occurrence of natural and man-made disasters continues unabated and this means that our work will continue to be in demand. I believe that you will see an organisation that is bigger and stronger than it is today. It will have a more sustainable operating model, supported by a strong commercial wing and it will continue to attract and hire young Kenyans who are keen to help their brothers and sisters in need. I also believe that we will have made strong progress in tackling food insecurity in this country. We are excited about some of our nascent initiatives in the Tana River Delta and it is possible that we may be able to meet the daily needs of thousands of Kenyans from this initiative. Lastly, Abbas Gullet may no longer be the Secretary General of the Society in !ve years time. I will most likely have resigned and handed over the reins to a young and able successor.

E How would you describe the Kenya Red Cross Society culture?It is a fun, but also challenging environment where people are encouraged to grow to the pinnacle of their potential. It is a place where you can come and be what you want to be while making a di#erence in the lives of ordinary Kenyans. Everyone here has the freedom to explore, and exploit their talents to the extreme ends. Quite simply, we want to excel in all that we do here.

E How does this culture impact the realisation of your Mission? Thus far, it is through this culture that we have been able to make it as far as we have. We have the energy to excel and we seek to keep on growing. Our budget clearly re%ects that, having grown from KSh 500 million, to KSh 5 billion today.

E How do you ensure that in an organisation as large as this, all sta" are aligned and that they deliver their stated goal?We ensure that they all know their job descriptions and their performance objectives or scorecards. They must also know how their work contributes to what we are doing together. We also believe in investing in people. We train our sta# both locally and internationally and second them to the International Red Cross and Red Crescent Societies where they work in the international missions.

E We have noticed that one of your favourite expressions is ‘!re in the belly’ - meaning that you look for talent with a hunger to perform. Tell us more. I always say to our sta#, some of whom I believe are young enough to be my children, that they have to have commitment,

occur. With headquarters in Nairobi, it has 63 branches countrywide, eight regional offices, and 70,000 volunteers countrywide. Under the leadership of Gullet, KRCS is today innovating a social entrepreneurship model that will enable it better sustain its operations by diversifying to commercial activities that include hotels, farms, ambulance services, water bottling and a Policy and Training Institute.

The Edition spent time with Abbas Gullet and observed the relentless intensity with which he runs this successful organisation.


passion, self-belief, drive, and energy to surpass the unfathomable. In KRCS, the word ’can’t’ has no place in our vocabulary. No matter how daunting a task may be, we want all employees to not only give it their best shot, but to succeed in doing so. Being tired by 10:00am is unacceptable. Running a sprint is great, but we also want those who have the resilience, stamina, focus, and the discipline of marathon runners. Our sta# are in this for the long haul and those with that hunger or that !re do well.

E When it comes to the e"ective management of people, what is your biggest challenge? People are your biggest and best resource, and they could also be your shortcoming. Getting the right people for the jobs -mentoring, nurturing, educating, and helping them realise their potential while giving them enough space to ful!l their dreams and desires are challenges that must be faced on an on-going basis. E#ective management begins with e#ective recruiting, and we have been fortunate enough in our recruitment of the right people. E#ective management also means that people must be clear on what is expected of them. This begins with job descriptions, which everyone must have. No one can say that they do not know what is expected of them.

. . . I t I s W h o I A m .

E What is your attitude towards those who do not pull their own weight?I give people one, two, or even three chances to pull their own weight. If they don’t, then they are not the right people for our organisation. However, this does not mean that they won’t excel elsewhere. As sympathetic as I believe I am, shortcomings can a#ect the overall institution.

E So how do you actually manage poor performers?We have clear performance management routines that are proving to be very e#ective. We appraise performance twice, at half and end year. In the half of year appraisals, if there are signs of underperformance, then the individual is noti!ed and given opportunities to improve. At the end of the year, we do another evaluation. The outstanding performers get a higher pay increase, those who meet their target get some increase, and the poor performers do not get a pay increase because they did not perform. The poor performers get a second chance to improve, but if they do not they have to leave.

E How do you treat your great performers to ensure that they keep delivering?Compensation, in terms of increased remunerations, is not the only way we seek to retain and reward our employees. We also o#er higher education opportunities that increase their knowledge and exposure.

E How would you describe your leadership style or approach?I would say that I am open, easy to access, and give people chances – to speak, perform, or to challenge me. I like to think that I lead by example. I suppose one could also say that I am a values-based person because I cannot tolerate indiscretions such as the", corruption or

1

2

3


mismanagement. These are non-negotiable. It has taken us time to rebuild KRCS into a credible institution, and anyone that indulges in actions that can be detrimental to our brand is removed, without compromise. That is the no-nonsense side of me.

E Why have you embraced this style of leadership?This is the most e#ective style of leadership that I know, but more importantly, it is who I am. I am forthright but caring. I believe that my background has played a big role in the person and leader that I am. I was brought up in a foster home by my adoptive parents who showered me with the love that every child in this world ought to have. I therefore try to spread the same love, through rationality and e#ectiveness.

E Many organisations struggle with the e"ective measurement of the performance of their people. How do you measure the performance at KRCS?We use a simple but e#ective performance management system that is based on annual performance contracts. Employees know what is expected of them. They also know the consequences of strong or poor performance. As a leader I also like to know what is going on. It is important for example to identify who is %oating or who is drowning and where we can support those who require help.

E How would you advise a new leader to ensure that they get the best from their people?Be yourself. Be original. Have self-belief. Stay focused on your mission and vision. Do right. Be fair to all. Also, work hard every day. There is no substitute for hard work.

High Velocity Days

1. Visiting the Dadaab Refugee Operation sites with KRCS Goodwill Ambassador Gina Din Kariuki (2nd le!)

2. Celebrating the success of Kenyans for Kenya (K4K) Drought Initiative with various partners

3. Supporting the hungry in Turkana4. Distributing Cassava seed to farmers5. Engaging the Media

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5

6 8

7

6. Examining a Sorghum plantation at the Tana River Drought Recovery Project

7. Distributing relief food in Mlolongo8. Signing the partnership agreement

between E-Plus Services and CIC Insurance with Managing Director, Nelson Kuria

E


The current Regional HR Leader for Novartis EA, Maria Ligaga started her HR career in 1997 as an HR/Administration O$cer. She worked for seven years in the development world for various international non-governmental organisations before moving to the

corporate world in 2005 when she joined Coca-Cola as HR Manager supporting a number of countries. In 2009, she departed the organisation and joined Mumias Sugar Company as Head of HR where she drove a number of organisational talent management initiatives. In 2011, she moved to Morocco to work for Novartis Pharma, a global pharmaceutical company well known in Kenya for improving access to essential malaria medicines. Her %uency in spoken and written French proved useful during her time in cosmopolitan Casablanca, where it was critical for communication across North African countries. She relocated to Basel, Switzerland to take on a greater role with Novartis and has recently returned to Nairobi to be closer to the region she serves.

M A R I A L I G A G A .H.r. Head: NOVARTIS SUB-SAHARA AFRICA

THE NEW HR AGENDA


E As the Head of HR what do you do on a day to day basis? Alongside my colleagues, I seek opportunities that facilitate business growth and spend a good portion of my time implementing them. This may include sitting in senior management meetings and discussing current challenges and therea"er seeking human capital solutions that may mitigate any challenges. We are also always seeking new talent to bring into the organisation and I enjoy meeting professionals who may one day serve useful roles in our organisation.

E What inspired you to choose HR Management as your profession? Incidentally, I didn’t choose it. I was very comfortable in the programming !eld and had seen a clear career path as a Country/Regional Director. However, my manager told me that he believed I could excel at Human Resources and that I could e#ectively apply my project and people management skills. When an opportunity arose for me to serve as acting HR Leader, I took the challenge and sat in the chair for six months. As they say, the rest is history. I enjoyed the chair.

E HR as a function globally is going through a number of changes or evolutions. Please give us your perceptions of these changes. First, HR Managers must now become more savvy, more technically sound and much closer to the business. They must stand up and become real leaders as employee advocates, change champions, and organisational architects. Secondly a lot more is demanded of them. Employees are beginning to seriously think about the social side of work. There is increasing self-questioning-“Why am I doing what I’m doing?”, “Is what I’m doing good for myself, society, the country, and beyond?” HR managers must help such employees, most of whom are the ‘Millennial’ or ‘Y Generation’, wend through these questions.

E What is your perspective about the quality and practice of HR management locally? What I have noticed is that we have made the paradigm shi" and are growing very fast in our understanding of the new HR management requirements. This new paradigm is that we sit at the table with the business leaders and provide useful people related solutions that facilitate the realisation of our strategic imperatives. In the past we focussed on the old HR where we discussed payroll and employee relations alone. In the new wave, we are required to have commercial acumen and to think of HR deliverables – not just do-ables. I am pleased that the pressure from organisational leaders (CEOs/General Managers and others) continues to mount for ever more e#ective HR at all levels. It is exciting as we must step up.

Allow me to tell you a short story to illustrate this paradigm shi". I recall the time when I was purchasing %oor tiles from two family–owned suppliers, located along Mombasa Road in Nairobi. One of the companies had employees who were full of energy, well groomed and could function across the supply chain (from marketing, sales to delivery). In the second company, I experienced three points of contact (receptionist, marketing, seller and lastly, very tired sta# who loaded my tiles extremely slowly). Although the prices of tiles from the !rst company were 10% more expensive, I preferred to work with the supplier who seemed to have applied HR practices in his organisation – an engaged multi-tasking team, energetic to serve a customer. This is an example of the progress that Kenya is making in the management of employees.

E What personal qualities should an HR Practitioner possess to be successful in this !eld? Functional knowledge of HR practice areas, such as Talent Acquisition, Talent Management including the e#ective management of Performance; Organisational Development, Compensation and Bene!ts are useful. In addition, such competencies as commercial acumen, strategic %exibility, ability

to in%uence and overall personal credibility are important in the new paradigm where HR sits at the decision making table.

E What is the best HR Book you have ever read? ‘Leading Up: How to Lead Your Boss So You Both Win’ by Michael Useem. A lot of our challenges as HR practitioners are on how we in%uence at high levels - navigating upwards and getting our voices heard at the senior most levels. As much as we have the same agenda as the business leaders, the risk of not presenting our opinions on the people agenda can at times run high. This book provides some exceedingly useful non-HR solutions that lead to success.

E As an HR Practitioner, you are exposed to the myriad of talent. Through the years what has distinguished the best performers from the rest?I am always impressed by employees who innovate, seek, and !nd solutions to challenges and treat the company like their own. Such employees are worth their weight in gold. It is also gratifying to !nd employees who not only focus on the results they deliver but the manner in which they deliver their results. I have seen managers who disrespect their teams and do not care for their subordinates. I have also seen the converse where a leader truly supports his team even while commanding the results the aligned team requires. E If you were not in HR, what would Maria Ligaga be doing?I would be found mentoring young women and watching them blossom.

HR Managers must now become more savvy, more technicallysound and much closer to the business.

E


Q: We seek to be a high performing company

and require all our employees deliver results.

How do we deal with poor performers?

A: Building high performance organisations is a universal challenge. The basic foundation is to ensure the alignment of business strategy and business goals that are cascaded throughout the company so that every person knows what is expected of them. Before we go straight to how to deal with a poor performer it is important to ensure that the manager has played their part in setting stretch goals and clarifying accountabilities. Secondly, it is important that managers use performance management routines and robust talent management discussions to identify poor performance. This ensures fairness and transparency.

The most common barrier in addressing poor performance is the supervisor’s ability to give credible feedback and to develop helpful plans to address performance challenges. So it is useful for leaders to go through a program to learn ‘skills’ on addressing di$cult conversations as most leaders do not have these skills. Building this through dedicated skills enhancement programs helps managers distinguish between temporary disengagement due to a variety of reasons (personal and work-related) and that of performance associated with competencies for the job.

For problems related to personal circumstance, leaders can use workplace coaches or employee assistance programs for support. For competence related problems, business must seek the help of HR to develop plans to address this. It is always important to manage poor performance

Askin a manner that does not create a bad climate in the organisation or team and also keeps the local legislation in mind. The !nal strategy is to perform a regular review of poor performance and document steps agreed to resolve such with tangible actions. Placing such employees on performance improvement plans where they are aware of the need to improve is important. It may also be useful to intervene through: classroom training for skills development, coaching, job rotation, and role scope changes. These are proactive strategies that drive value and create a high performance environment. Always remember to deal with poor performance promptly and not allow it to fester.

Q: I recently joined my company and so far I

like it. However I am surprised that my boss

has not approached me to discuss what he

expects me to deliver? What should I do?

A: Joining a new company is daunting and the beginning of a new chapter in one’s career. As such, it is important to frame this as a journey with di#erent phases. The !rst three months are o"en the time when you may feel most vulnerable as you adjust to a new work environment, meet new people and receive new rules of engagement. The following six months are frequently about integration and beginning to show progress through deliverables and as the months wear one, you begin to thrive and build a network.

Here are some key

techniques that most

people find helpful in your

situation:

Q&A

Siya is a seasoned Talent Management and Organizational E!ectiveness Specialist and a registered and practicing Clinical Psychologist. He is based in Cape Town, South Africa.

Your Management

Questions Answered

management works in your new organization

objectives and make sure you go into this meeting

with clear questions

development of your performance objectives

you can align your performance objectives to theirs

any, so you can review what was done before you

arrived.

SIYA


OUTLIERS

MALCOM GLADWELLGladwell’s enthusiasm is palpable in ‘Outliers’ as he examines the lives of highly successful people including Mozart and Bill Gates. He discusses why some people succeed, living highly productive lives while many others just do not reach their potential. He spices his story telling with trivia and anecdotes (for example, why the descendants of Jewish immigrant garment workers became the most powerful lawyers in New York) and provides some insights on the necessary ingredient for success. An interesting read.

HOW TO BE A STAR AT WORK

ROBERT E KELLYIn ‘How to be a Star At Work’, Kelly hypothesises that great performers are made and not born. He ably discusses what separates the Stars from Average Performers and identi!es 9 criteria that star performers leverage assiduously. He suggests that you must utilize all the criteria and practice them routinely if you are to out-perform the competition. Several practical take-aways.

THE 7 HABITS OF HIGHLY EFFECTIVE PEOPLE

STEPHEN R COVEYThis is one of those books that can help you straddle the performance divide and go from the botton to the top. A veritable classic since its publication, it is a must have. As the title implies Covey insightfully o#ers solid advice and the 7 practical Habits he espouses are compelling, useful and easy to remember. Many across the world now swear by them and quote them avidly.

GOOD TO GREAT

JIM COLLINSThere is a reason why this book has sold more than 3 million copies worldwide, is widely quoted in business schools and boardrooms and was on the New York Times and Business week best seller lists for several weeks. While Collins has gone on to write more books and while some of the companies he labelled as great have since been proved fallible, this is still a great book to read.

WINNING

JACK WELCH WITH SUZY WELCHThe controversial but highly revered former CEO of GE has a track record of winning and building winners and it is thus not surprising that he has something to say and that we should prick our ears to listen. While the book begins with Welch’s personal philosophy in the chapter ‘Underneath It All’, he goes on to describe management techniques in simple language and with practical examples. The chapters on ‘Developing People’ and ‘Setting Business Strategy’ are incisive. You will not only enjoy it, you will learn from it.

WHAT MAKES AN EFFECTIVE EXECUTIVE

PETER F. DRUCKERThe father of management, as he is so o"en called, typically does not disappoint. He has several books out there and some are veritable compendiums. This is an easier one to read and is not as preachy. He states with con!dence that the role of an executive is to get the right things done. To deliver ,the executive must: Manage Time; Choose what to Contribute; Know How to Mobilize Strengths; Set the Right Priorities and Hold Everything Together. Ignore Drucker’s skill and authority at your own peril.

Further reading

6of the Best Books on

PERFORMANCE


NEVERSETTLE

The widely popular Caroline Mutoko has risen to incredible heights within Kenya’s media industry and is arguably the best at what she does. Her long running morning radio show on Kiss-FM is ranked the best in its class. She has carved an impressive niche as she courageously tackles increasingly important societal issues with her incisive and humorous commentary. The Edition spoke to Caroline about how she does what she does...

I’m a mother, a daughter, a sister, a friend. I love music, a good book (yes, even in a world of ipads), singing ‘Old McDonald Had A Farm’ with

my daughter. I’m all about doing things well or not at all. I’m in a great place spiritually and I must say I’m loving this phase of my life. I’m looking to explore and grow and I’m rather excited to see what each new day brings. It is strange how this job takes on a life of its own. I’m a pretty regular person and I do get a thrill from watching people’s faces when they encounter the real me as opposed to the ‘image’.

I am inspired to make an impact. Whether it’s for my advertisers or my listeners, my guests or my bosses – I’m big on impact and making a di#erence. I don’t get up at 4:00 am to lose. I love what I do and when I see the response – whether in blinking phone lines, a %ood of SMS’s or the people who e-mail me or stop me in the streets to say how much a certain show, topic or guest impacted their lives –then I know I’m on the right track.

My work is both a production and a performance. I approach it purposefully. I plan, read, research speak to people who know the subject at hand. You can’t have a job in media and do it well unless you read and read widely. I also plan meticulously ahead. I’m always a little shocked and peeved at people who ask for a slot on the show in the same week or ask me for a meeting ‘tomorrow’. It’s not possible. We plan ahead, research and do the necessary production and elements in good time. ‘Tomorrow’ does not exist in my vocabulary. I knew last week what I was doing ‘tomorrow’. The only people who might get away with ‘tomorrow’ are paying advertisers and even then, when the show is sold out, they have to wait for another week.

As I think about it, I have only really had this one career. It chose me. I didn’t choose it.

The secrets to my success are Prayer, Planning and Focus. Too many of us go about our days, lives and careers with no plan and no focus and hope things will just work out. No, they won’t – and if they do, they are rather average. I can’t abide average.

Whether within the context of my occupation or outside, there are some people who are better than the rest, Robin Sharma once said that to be

i can’t abide average.

STAY HUNGRY! Caroline

Mutoko


considered among the 1% who matter you must be willing to do the things that only 1% of the population are willing to do. I believe one must never ‘arrive’. Each time I hear someone make reference to me in a manner likely to suggest that I’ve reached the ‘peak’ of my career, I laugh. I’ve only just begun and each day I learn and try something new. I’m hungry for more and all the people I know who are considered successful are the same. Never arrive, never settle. Stay hungry, stay foolish. Some of the best performers on the job include: Tabitha Karanja, CEO of Keroche Breweries who is so" spoken, ultimately focused, sharp as a Samurai sword, deeply and internally motivated and doesn’t

know what the word ‘quit’ means. A power house in her own right, yet approachable, warm, and a great mum to boot. The other powerhouse is Hon. Justice, Njoki Ndungu – she is smart, driven, articulate, funny and warm (she has a witty side very few get to see), analytical and works to a plan – her plan. A great woman, a loyal friend and a fabulous mum!

The world has not yet seen all of me. I want to try my hand at entrepreneurship. I want to attempt to create something and bring it to life. I’m working on it. I want to see what my limits are. Wish me luck.

A Typical Working Day

A Typical Working Day for me starts early:

4:00am – Alarm goes o# – Sit up and pray.

4:10am–Do 10 minutes yoga stretches. 4:20am – Get a teaspoon of honey and a glass of water. Change baby’s diaper; give her a cuddle and half a cup of warm milk or water – whichever she wants. Whisper a prayer and put her back down.

4:30am – Hit the shower, get dressed.

5:10am – Leave home, get to work.

6:00 – 10:00am – Airborne at KISS FM.

10:00am – Go over the day’s highlights, decide what needs to be done, recon!rm items, production elements and guests for the next day.

10:30am–At my desk. Take care of client/brand needs, meetings, air-checks, approve promotion and sponsorship concepts, tag-lines etc...

12:30am – Go over new e-mails and brief new client items to the studio.

1:00pm– Stop for lunch or have lunch at my desk. I carry my own food to work unless I have a business lunch.

2:00pm–Clear promotions, brand needs and respond to new issues.

3:00pm – Return calls

3:45pm–Alarm goes o#. It’s the count-down to clearing my in-box and ensuring I have no ‘outstanding items’.

4:10pm– In the car and home. Shower, and at

4:30pm– Wake up my daughter. Get her a mandatory snack. She goes to the playground. I walk the dog/exercise. On alternate days- Nduku and I walk through the Village Market as she plays councillor. She greets everyone. Gosh!!

5:30 – 7:30pm – Bathe, feed and play with baby before putting baby to bed. Don’t bother to call me, I won’t answer.

8:00pm– Check mail to see what’s needed while I was doing mummy duty. Plan the next day’s to do list. Give myself a mini-facial on two nights a week..

8:45pm – Sitting in bed with my journal. Do my prayers, read a little and go over the necessary websites – TED.com is a must - and o# to sleep.

E


with

Jeff Koinange, the award winning

journalist and former global

CNN Anchor with a voice that

suggests healthy lacings of great

cigars, is a man with superlative

achievements under his well selected

belt. Known for effortlessly putting

important people on ‘The Bench’ in

his eponymous TV Show, Capital Talk,

he has developed a huge following

and is distinctively erudite, generous,

sensitive and informed. The Edition

spoke to Jeff about his craft and how

he defines performing...

‘I was B!"n To Do

THIS!’

JEFF KOINANGE

S#o$in’


‘I was B!"n To Do

THIS!’ E Describe the well-groomed man behind ‘The Voice’.I am an Emmy-Award winning journalist with a passion for telling the truth without fear of favour. I am also a husband, father and family man. I work hard and play hard.

E How would you depict your profession?Journalism is more than a profession. It’s a calling. One has to have the stomach and the guts to work in this !eld. More importantly, one has to know that it’s not about ‘show-biz’ or being a ‘celeb’ but about telling the story, the good, the bad and the ugly. It takes a special kind of person to be able to take the heat, the criticism and the fall-out but if one perseveres and stays consistent, it pays o# in the end.

E What does a typical working day look like?I wake up at 5:45am, read the days papers, listen to BBC World News followed by ‘Focus on Africa’. I go online and check out some of the other international Headlines. By 7:00am, my son is up and getting ready for school. We have breakfast together and I rush him to play school. I’m in the o$ce by 9:00am and prepare to go to ‘The Bench’. It’s a short walk to the Norfolk Hotel where we set-up and wait for the guest of the day. Once the guest arrives, we have a co#ee and discuss a bit of background before walking over to the bench to start the interview. We actually tape in real-time which means that from the moment we begin, it is 30-minutes %at to the end of the interview. We then pack up the gear and head back to the o$ce to begin editing.

We have a new show called ‘Face the Nation’ which involves travelling around the country to various counties and getting the pulse of the mwananchi in this election year. This means we have to record ‘The Bench’ around this new show and planning becomes crucial, because four-and-a-half years ago we committed ourselves to having a daily show seven times a week, 365 days-a-year, no matter our other commitments.

E How many careers have you had thus far?One real one- journalism! I did have a stint as a %ight attendant which I didn’t really consider as my career.

E How did you settle on this career?Quite by accident, while working as a Flight Attendant, I would make announcements on the aircra" and passengers would applaud and always insist that I ‘get a real job’.

E In this issue, The Edition is focusing on individual and organisational performance. Your work, your cra#, at times resembles a great production or a great performance. How do you do it? Practice! Practice! Practice! Each day is a new slate where we get a fresh start to better what we did the day before. I feel fortunate to have such a platform that’s grown by leaps and bounds in the last four-and-a-half years. It’s taken a lot of hard work, consistency and perseverance…and a never say die spirit.

E What sets you apart?I don’t think I’m di#erent from anyone else. I’m just stubborn and I hate to lose. I wake up every day saying that I’m going to be the best that I can be today.

E Whether within the context of your occupation or outside, what distinguishes great performance?Great performances are distinguished by people who have the heart, the soul and the spirit to succeed no matter how high the odds

are stacked against them. While others look at a problem or challenge and ask ‘Why’, true champions look at the same situation and ask ’Why Not?’

E Carte blanche...choose the !eld of endeavour, name the best performer ever...and why?The best performer ever was Jesus Christ, a Jewish guy who was hated by his own people and by the Romans but refused to give-up and ‘killed them with kindness’. Imagine your own people preferring a murderer to you, being sentenced to a whipping like a dog and then having to carry your own cross before being nailed to it and having those same people mock and humiliate you until you’re dead. Sound crazy? It happened more than two-thousand years ago and it still happens to this day. That JC dude- enough respect!

E What inspires you to do what you do and with the zeal and professionalism with which you do it? I’ve always believed in hard work and that nothing in life comes easy. These days I’m inspired by the guests who come to ‘The Bench’ as well as the reactions from ordinary Kenyans and Africans about how they were inspired by the Show. Whether it’s the policeman directing tra$c or the watchman opening my gate at home, the appreciation they feel a"er watching a particular programme gives me the energy and assurance that what I’m doing at this particular time and place is what I was meant to be doing. Bottom line- ‘I was born to do this!’

E


....it is critical to sometimes step back and gain perspectiveve.

By Becoming more E"ective and E$cient

It is possible to have one without the other. You can achieve great results in a meandering and long winded way. In the end you will be e#ective but you will have been ine$cient. You can also run exceedingly fast in the wrong direction. You would be e$cient but you would not be e#ective. Similarly, making the telephone call that did not result in the intended outcome suggests that the PA was not e#ective. She needed to make more calls or to !nd other ways of ensuring that she nailed the appointment.

There are some employees who believe in being busy, whether the state of relentless activity delivers meaningful

results or not. I recall the story of a personal assistant (PA) in a certain organisation who would make endless lists of activities that she believed she needed to engage in. Following the to-do list, she would conscientiously tick o# tasks that were not at all important to the outcomes she had been requested to deliver. Somehow she believed that, as long as she made the telephone call, she had done the work, although the call did not result in the appointment her manager sought.

To move to the high performing zone of contribution, it is critical to sometimes step back and gain perspective. A useful !rst point of call is to di#erentiate between being e#ective and being e$cient. While many of us assume the two words are synonymous, they are far from it despite our determination to treat them that way.

From a simplistic perspective, E#ectiveness means to do the right thing while E$ciency refers to doing things in the right way. As you seek to deliver results, you must focus on the right priorities (outcomes) as well as doing things in the right way (process).

Ekapreta Sarapay

I n c r e a s e Yo u r P r o d u c t i v i t y

Working on the right priorities but you are not e$cient.

Improve your process

Hard work but on low priority objectives and using ine#ective methods.

Stop and re-think

You are working on the right priorities and the right processes.

Very good Outcomes Guaranteed

Working on priorities but with high e$ciency.

Oh dear. Stop and re-think

High E"ectivenessHigh E$ciency

High E$ciencyLow E"ectiveness

High E"ectivenessLow E$ciency

Low E"ectivenessLow E$ciency

IMPROVE

STOP

EFFICIENT

EXCELLENT

STOP

LOw High

high

To achieve and sustain strong results you need both E$ciency and E#ectiveness. Many of us spend time being more e$cient when perhaps we should be more e#ective. Being e#ective always trumps being e$cient.

As you think about some of your core deliverables whether at work or at home, complete this quadrant and analyse where your activities fall – you may be surprised by the results they reveal.

Effective

E


j o b s / j o b s / j o b s / j o b s /

careeropportunities


ASSISTANT SECRETARY GENERAL – COAST REGION

HEAD – GROUP HUMAN RESOURCESAre you a Senior HR Leader well versed in best in class human capital management policies and practices?

The Mission of the Kenya Red Cross Society is to prevent and alleviate human su"ering and save the lives of the most vulnerable. We are growing from strength to strength and currently seeks to !ll the following positions which are important in the realization of our agenda.

Quali!ed candidates with the requisite experience are encouraged to apply with a detailed CV, stating current position; current and expected remuneration; email and telephone contacts; names and addresses of three referees. To be considered, the application must be received by e-mail addressed to: [email protected], to reach us no later than May 25th 2012.

MISSION TO APPLY

[ ]KEY RESPONSIBILITIES INCLUDE:

evaluating disaster management programmes

and disaster risks by building the capacity of communities to e#ectively prepare and respond to the adverse impact of hazards and disasters

supplies and food supplements to support communities a#ected by disasters and large- scale emergencies

volunteers involved in recovery programmes

collaborative partnerships and networks with stakeholders

HEAD – MONITORING AND EVALUATION

KEY RESPONSIBILITIES INCLUDE:

and work plans that will be utilized throughout KRCS

and realistic monitoring plans

and analysis of M&E data

learnt

and evaluation of programme activities

DESIRED COMPENTENCIES:

against milestones or deadlines and double-check accuracy of information

and ability to compile meaningful reports

EDUCATION AND EXPERIENCE:

statistics, public health or equivalent

health projects or health management information systems work

This role reports to the Deputy Secretary General-Region Management and is responsible for delivery of high quality integrated humanitarian services and strengthening the capacity of regional governance as well as youth and volunteer development in the coast region


emergency and public health management, humanitarian relief issues, trends and goals

resolve di#erences and con%icts


such as BSc in Disaster Management or equivalent quali!cation

implementing and evaluating disaster management implementing programmes in emergency/relief context

Reporting to Deputy SG Knowledge/Programs, this role is responsible for monitoring and evaluation (M&E) activities for all the KRCS programmes and activities as well as ensuring data quality and capacity building for e#ective monitoring and evaluation.

Do you have passion for humanitarian work and can e!ectively mobilize teams to deliver to emergencies while managing local stakeholders?

Do you have strong and demonstrable experience in monitoring and evaluating projects?

DIRECTOR OF RESEARCH & INNOVATION (ICHA)


ability to lead a research agenda


to the core activities of KRCS and a track record in research

graduate level and in leading research projects

experience


development and evolution of Research and Innovation

aimed at improving the scope and quality of research

management of the Research Department including !nancial management of activities and generally overseeing day to day activities

including the posting of information on the KRCS website.

integrity in all research areas

emerging technologies and best practices in KRCS thematic areas

generally and with speci!c reference to Research

regional partnerships

Reporting to the Executive Director, the Director of Research provides the overall intellectual leadership and guidance for the Research & Innovation Agenda. The Director is a member of the senior management team and supports the Executive Director in promoting an environment of learning and innovation.

Do you have a Passion for Research?

DIRECTOR - EXTERNAL RELATIONS AND RESOURCE MOBILISATION


fundraising

experience

networks with strategic partners


Communication, Fundraising, Business Administration or related discipline.

resource mobilization/fund raising and proposal development


Kenya Red Cross to the next level by formulating an innovative strategy

highly competitive grant proposals

ensure all donor funding requirements are met

and continually improve KRCS’s communications strategy

agenda

This new role reports to the Secretary General, and will be responsible for managing on–going partnerships as well as putting in place a best in class resource mobilization strategy to generate new sources of funding from corporations, foundations, individuals, government and multilateral funding agencies.

Do you have experience in fund raising and have managed external communications?

THE KENYA RED CROSS is growing...


In!nite Insight Limited

In!nite Insight Limited is a young dynamic research agency based in Kenya. The company is a full-service market research agency operating across the African continent. Founded in 2010, In!nite Insight Kenya commenced operations in January of 2011. They are a member of the WIN/GIA global network of independent research agencies

MAJOR ACCOUNTABILITIES:

We are currently looking for experienced Field Supervisors with strong skills and knowledge of quantitative and qualitative research, and able to organise and manage !eld teams.


We are currently looking for experienced Research Executives

All candidates should have a degree in an academic area directly or indirectly related to research (sociology, psychology, marketing, economics, statistics, etc).Candidates must have more than two years of relevant experience in market research or similar functions.

Honesty, Enthusiasm, Competence, and Dedication are our core attributes that we look for in our employees.

In!nite Insight Limited is a young dynamic research agency based in Kenya. The Company conducts research throughout Africa.



The right candidate will have worked for at least !ve years in the research industry, and handled a range of signi!cant projects.Honesty, Enthusiasm, Competence, and Dedication are our core attributes that we look for in our employees.


In addition the right candidate should have:

Passion and interest in a career in market research;

Excellent written and verbal communication skills;

Strong analytical skills;

Excellent organizational/management skills;

Ability to build and maintain strong relationships with clients;

FIELD SUPERVISORSRESEARCH PROFESSIONALS – RESEARCH EXECUTIVES


We are looking for a competent person able to manage and supervise data entry clerks and supervisors to ensure they perform their duties in accordance with our data processing quality guidelines.



The right candidate will have strong analytical skills, be organised and able to prioritise tasks and meet deadlines. In addition to being able to demonstrate a high level of accuracy and sound quality management skills for purposes of data structuring, validation & checking.

We require a person with experience in data management so"ware including, QPS, SPSS, MySQL, Access data processing.

The ideal person will have experience in a research company.

A minimum of three years relevant work experience is required.

Honesty, Enthusiasm, Competence, and Dedication are our core attributes that we look for in our employees.

DATA PROCESSING MANAGER

Quali!ed candidates with the requisite experience are encouraged to apply with a detailed CV, stating current position; current and expected remuneration; email and telephone contacts; names and addresses of three referees. To be considered, the application must be received by e-mail addressed to: hr@in!niteinsight.net to reach us not later than May 25th 2012.


Novartis

Novartis is a renowned global pharmaceutical organization whose mission is to provide innovative healthcare solutions that address evolving needs of patients and societies worldwide. The organization works to reach more patients with access initiatives and a#ordability strategies for medicines and vaccines, as well as targeted health education, particularly in the developing world.


Provide and discuss scienti!c information and data to healthcare professionals to ensure quality and accuracy of medical and scienti!c information on new treatment products

Provide medical support and training to health care professionals and Novartis colleagues

Contribute to identi!cation of appropriate clinical investigators and facilitate investigator-initiated research

Collect, analyze and interpret insights/presentations/ results that may impact Novartis development plans/ trial designs

Develop professional relationships, build advocacy and gain contributions of KOL/ decision makers.


Create sustainable health initiatives for the poor using out-of-box thinking

Analyze e$ciency and productivity impact of business process. Identify gaps and recommend adjustments

Plan and strategize business growth for the region in tandem with the annual business plan

Develop the sales strategy for the region in terms of number/ nature and frequency of awareness campaigns

Manage business partner relationships and create new partnershipsWork with the organization’s business units and external parties to broaden the product portfolio

Perform regular audits of the sales and operations function while developing appropriate monitoring and control mechanisms


Implement business plans that concentrate on expanding patient access

Lead teams of external medical representatives and business partners in achieving individual and team demand targets

Collaborate with marketing team to implement marketing plans

Develop in-depth understanding of the market environment and customers and communicate insights to internal stakeholders

Ensure compliance to corporate policies and ethical business practices.

Reporting to the Medical Advisor, this role will build scienti!c partnerships with healthcare professionals and decision makers to build advocacy, and strategically prepare and support the development, launch, commercialization of drug products through education of Key Opinion Leaders and Stakeholders.

This role reports to the Head Social Business -Novartis and is responsible for creating a sustainable social business which addresses healthcare needs for the poor through maximizing sales within agreed expense budgets, meeting agreed organizational healthcare impact and social objectives as well as developing social marketing initiatives.

Reporting to the AMFm Director, the Regional Access Manager maximizes demand and patient share of Coartem in the assigned area and builds e#ective and enduring business relationships with key stakeholders as well as supporting local marketing activities. The position is based in Johannesburg.


MD with solid medical/ technical background

Working knowledge of Healthcare systems as well as ICH, GCP and other guidelines relevant to the pharmaceutical industry

DESIRED COMPENTENCIES::Proven ability to develop and foster peer to peer credible relationships in order to educate and negotiate KOL/ decision makers

Proven in%uencing skills, clinical research insight, business and market knowledge

Able to adapt, organize, prioritize and work e#ectively in a constantly changing !eld-based environment


University degree in Science and / or MBA in Marketing or Business Studies

12 – 14 years of strong sales, marketing and business management experience in pharmaceuticals or consumer products.

DESIRED COMPENTENCIES::Knowledge of the rural/ low income tier market for consumer products/ pharmaceuticals/ health care

A go getter attitude with high level of appetite for trying innovation

Flexible attitude to manage diversity of stakeholders and ability to build rapport with ease

Must have passion to do good, especially for the poor section of the society


Bachelor’s degree in health care and/ or business related subject

At least !ve years experience in sales/ marketing pharmaceuticals

DESIRED COMPENTENCIES::Customer focus and ability to identify new business opportunities

Deep understanding of the selling process

Ability to set clear targets and deliverables

Fluency in at least one local language e.g. Swahili and English, French and / or Portuguese

MEDICAL SCIENCE LIAISON HEAD SOCIAL BUSINESS – COUNTRY REGIONAL ACCESS MANAGER -SOUTHERN AFRICA REGION

Quali!ed candidates with the requisite experience are encouraged to apply with a detailed CV, stating current position; current and expected remuneration; email and telephone contacts; names and addresses of three referees. To be considered, the application must be received by e-mail addressed to: [email protected], to reach us not later than May 25th 2012.


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A f t e r t h e g r a d u a t i o n c e r e m o n y, t h e n w h a t ?

The graduation ceremony, with its touch of grandeur, solemnity and nostalgia has come and gone. You stayed focused, reached the milestone and graduated

well. The plan was that with this solid foundation, (the degree under your belt), you would step out, start to build your own future and conquer the world. One year later, there is still nowhere to go.

Every day young, intelligent, articulate graduates pound the pavements in search of work. For so many, having a degree has not translated, as expected, into a job. Some have applied unsuccessfully for hundreds of jobs, some have part-time work or internships, and several are doing a Masters degree to ‘improve their chances’. Today’s graduates are competing for entry-level jobs against experienced laid-o# workers with MBAs. With the increased competition for few jobs, the outlook is grim for scores of graduates.

Here are some suggestions that might be useful until things improve.

Cultivate your networkE#ective networking is achieved through cultivating relationships over time. Reach out to those with whom you already have a personal, professional or academic connection. Do they realise that you are looking for a job? Use all the contacts and connections available, including your parents, grandparents, aunts, uncles, family friends etc. Make them aware of your skills and talents so that they keep you in mind should they hear of any openings.

Stay in close touch with colleagues, former managers from internships or part-time jobs. If you le" a good impression, they will be supportive. If you were an active member of professional or business associations, on-campus organisations, or social groups, keep those connections alive. Networking activities provide good opportunities to gain useful insights on careers, get job leads, and to sell yourself.

Use online resources to search for job opportunities. If you are interested in a particular company, research about it and follow the company’s activities and what is happening in the industry. Keep abreast of current events, particularly of what is happening in your industry. Through company websites you will be able to send out several applications

e$ciently, but bear in mind that most great job opportunities are not advertised-they are o"en !lled by personal contacts. Your CV should be %awless and tailored to the positions you are seeking.

Be %exibleIf you are broke, and do not receive support from your family for an inde!nite period, you cannot a#ord to sit at home until you !nd your dream job. It is tedious and disconcerting to send out numerous applications and get no response, but don’t focus solely on your area of study. Be %exible and broaden your scope. Expand your search to related !elds-this will boost your chances of !nding something relevant that will still utilise your competencies and enhance your skills.

If you regard certain positions as demeaning or ‘beneath you’ as you are a ‘graduate’, you could be in for a long wait. You need to be humble and accept the fact that you might have to start at the bottom and work your way up. There are temporary jobs that can keep you busy and give you some badly needed cash until something in line with your expectations and credentials turns up.

Do you have a special skill or talent?Be creative and identify that special gi" or talent that you have ignored before now. Do you o"en receive compliments about your painting, cooking, photography or writing skills? Are you good at public speaking, web-design or programming, designing or modelling clothes? If you can play musical instruments to a decent standard, there may be freelance work as a singer, pianist, or guitarist in churches, clubs, private receptions; or you can o#er private tuition in a subject that you excelled in to students in your area. There are endless options and, not only will you be earning, but you will also open yourself to opportunities and contacts that may be of help in your job hunt.

Can you work for free?One good way to get your foot in the door with a company or organisation is by working as an intern or a volunteer. You have an opportunity to impress them by showcasing your skills, commitment, and professionalism. Even if this doesn’t translate into a permanent position, you would have gained valuable experience. Obviously, without any assistance whatsoever from family or friends, it will be di$cult to work for free.

Nimi Akinkugbe


It can be awkward to have to explain away signi!cant gaps of unemployment in your CV in an interview. A future employer will be impressed that you kept yourself occupied gaining experience and new skills, instead of sitting at home doing nothing.

Consider setting up your own businessWhen you are young and free of signi!cant !nancial or personal commitments or debt, you have a unique opportunity to take some risk. Consider establishing your own business if you are so inclined. Do you have what you consider to be a great idea that you are passionate about and doesn’t have huge start-up costs? You will be surprised at what you can accomplish. You might partner with a classmate or a friend whose skills complement your own and set up a business together.

Continue developing yourselfWhilst no learning is wasted, avoid %eeing into an expensive and lengthy graduate program just to postpone the di$cult period. Seek continuous training and experience that can directly support any chosen career path. Professional quali!cations or certi!cations, or shorter courses to improve your IT and other skills can sometimes be of greater value at this time. Basic skills in languages such as Mandarin, Spanish, French may give you an edge. Employers value employees who strive to develop themselves. Be disciplined about keeping your education alive.

The harsh reality is that being a graduate never guarantees immediate employment. As you await the ‘right’ job, open yourself to various opportunities and experiences. Develop a supportive group of friends who remain positive in spite of the challenges, as they will give you the encouragement you badly need to get through this phase.

What lessons have you learned and what opportunities can you create out of the uncertainty? Despair and depression will only make you less attractive to a potential employer. Above all, keep your spirits and energy levels up and maintain a sense of optimism and resilience with exercise. That strength of character and self-con!dence will make you stand out and help get you through an employer’s door or even the door of your own small business.

Every day young, intelligent, articulate graduates pound the pavements in search of work

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IS CRUCIAL IN BUSINESS.

DEREK BBANGA

Body language is a crucial communication tool used to create a positive impression and help you achieve your business goals. Being able

to read the body language of others can give you a strong advantage in a competitive environment.

We reveal a lot about our attitudes, emotions and motives by the way we hold our bodies. I give frequent talks at companies and it is fascinating to observe the body language and non-verbal communication displayed by people around me. I can see who is uncomfortable by their display of closed body gestures – arms folded, legs crossed, body turned away from me. If you’re reading this in the o$ce, take a look around at the body language of your co-workers. Study those who are successful and I’ll wager that they typically use open body language when interacting with workmates or in meetings.

Deportment, or the way you walk or sit, is fundamental in projecting a con!dent, positive image. When you walk into a room always try to stand as tall as possible with your head up and your eye line directed to the person you are going to talk to. This automatically makes you look and feel con!dent and at ease. When you’re having a good day and things are going well, you automatically have a spring in your step and walk more erect, but did you know that the reverse is also true? The way you carry your body also has a powerful impact on your emotions. Even displaying clothes to their best advantage can come down to your body posture. In a

business setting, one should ideally try to sit straight (without looking as though you have a broomstick shoved down your back). Crossing your arms over your chest gives the impression that you are bored, disinterested or uncomfortable.

Over-con!dence or superiority is o"en displayed by the way someone sits. The ‘CEO pose’ with hands clasped behind the head or leaning back in the chair with legs outstretched and ankles crossed says ‘I’m large and in charge’. This is a very masculine position that takes up a great deal of room and signals that the person is very sure of himself and of his place in the group.

Observe any meeting and you will see people slumped in their seats. You’ll come across as more professional by sitting forward in the chair or leaning on the table, perhaps forming a ‘steeple’ with the !ngers, which is much more likely to be interpreted as listening with interest.

If you’re running a meeting, research has shown that individuals who lean forward tend to increase the verbal output of the person they’re speaking with. Je# Koinange uses this to great e#ect on ‘The Bench’.

However, the experts say don’t lean too close or too early towards the other person as this may be perceived as encroaching on their territory. This brings up the sometimes thorny (and cultural) issue of personal space. Having lived abroad for many years I may be hyper-sensitive to this, but we all have

‘We reveal a lot about our attitudes, emotions and motives by the way we hold our bodies. ’

WHY BODY LANGUAGE

a comfort zone or personal space in which we feel relaxed. The amount of space required varies from individual to individual but the rule of thumb is to try to maintain an arm’s length whenever possible.

You should always aim to look alert in a business setting, there’s nothing worse than having a blank face – you know, ‘the lights are on but nobody is home’ look. Foot tapping, ankle wobbling or shi"y eye contact can also come across as nervous and uncomfortable. Avoid unnecessarily touching your face, lips, eyes, or neck area, and I hope it goes without saying that rooting around your ear or nose cavity is extremely poor form.

For those of you who enjoy your power positions behind a huge expanse of mahogany, while the person you are meeting with sits in another time zone at the other end of the desk, here is some good advice: for a friendly chat, the best position is to sit diagonally across a table if you can. Get away from behind your desk and move to sit near them.

If you’re negotiating a deal, for example, sitting next to or diagonally from someone encourages trust as it is less confrontational. Sitting opposite someone can encourage competitive feelings.

The old adage ‘the body never lies’ couldn’t be more true and the more you understand body language and its e#ect on others, the better you will be at communicating in a business setting.E


Over the years many organisations have moved towards a more relaxed view on o$ce dress code. The objective at the start of this management trend was to create a more comfortable

and stress free working environment. Employees were given the freedom to dress down on Fridays as a way to express an element of liberty and %exibility.

Re%ecting on today’s casual Fridays it appears they have become somewhat too casual. It is important for an organisation to lay down and clarify the rules for dressing within the o$ce to avoid any assumptions and misplaced priorities.

Business casual dressing depends highly on the respective industry that you work in. A banker cannot dress in the same manner as a graphic artist on a Friday. Be wary of what you wear during business travels, you may stumble across a client, top o$cial or fellow colleague. Always add a touch of professionalism in articulating your clothing, and you will never undermine your professional image.

B u s i n e s s C a s u a l .

janet adetu

1. The notion of casual Fridays denotes casual thinking, casual working, and casual productivity. Don’t let your dressing a#ect the work that you do or your standard of performance. Always prepare for a busy working schedule.

2. Jeans, the standard casual wear in the o$ce. As comfortable as they may be, jeans are generally not considered as business casual wear. Many organisations have begun to realise that wearing jeans is quite inappropriate for o$ce wear unless it is an out of o$ce function. As an alternative to jeans you may wear khakis, corduroys or slacks.

3. Business casual does not need a jacket. To a large extent this statement is true, however, this depends on the level of business casual. For any formal meeting that is considered smart casual a jacket must be worn. To be considered serious, meaningful, determined and authoritative you must include a jacket in your dress sense. Keep a spare jacket in your o$ce for emergencies and unexpected business meetings. Jackets depict high professionalism.

4. Short sleeves or sleeveless. Remember sleeveless dresses or strappy shirts as business casual are unacceptable. Round neck t-shirts are also not considered business casual. Whether you are wearing a polo shirt or a short sleeved shirt it must have a collar.

5. Fabulous feet. Wearing sneakers, slippers, backless shoes or %ip %ops is strictly not for the o$ce. In a session, I was once asked if an executive was well dressed. She wore a smart skirt suit, carried a decent bag, but I observed further she wore plastic slippers. Instantly, I made reference to the slippers and clari!ed that casual Fridays should still include appropriate footwear.

6. O$ce to a#erhours dressing. The fact that you have received an invitation to attend a cocktail, launch, dinner and more does not mean that you wear clothing depicting a ‘party’ attitude. A change of clothes is important for freshness and sharpness. Make it a practice. A dress and jacket for women can be converted to simply a dress for the evening. Losing the jacket and tie works better for men.

6 Etiquette Mistakes Executives MakeFashion trends come and go so be careful not to be a fashion victim. Follow your own unique style and make casual Fridays a day to

display your individuality.

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2 DAYS in

Aaah…Paris! The city of light and the city of love! Is there another city in the world that commands the wistful sighs and beating hearts of people across the globe? For business or for pleasure…follow this guide for the best things to do in perfect Paris!

DAY 1International %ights into Paris arrive at Charles De Gaulle Airport. The easiest way to get into the city is the Roissybus, it costs under 10 euros and drops you o# right in the centre at the Place de l’Opèra. Paris is divided into 20 districts, or arrondissements, each with its own personality and style. No matter the arrondissement you stay in, transport around Paris is easy – via the metro, the bus system or the reasonably priced taxis- so you can explore the city at will!

ACCOMODATIONSome of the best hotels in the di#erent arrondissements are as follows – in the 20th (wilder and funkier, lots of live music venues) we recommend Mama Shelter, designed by Philippe Starck. In the centre why not try the Hotel Notre Dame with interiors by Christian Lacroix? For those gauchistes try the trendy Hotel Le Seven. And if you want the best of the opulent French experience – go for the Hotel de Crillon- a true landmark of the city.

SHOPPINGIf you arrive in the morning, the best way to start your day is with a cup of fresh tea, some macarons and fresh French pastries. Though every corner in Paris is home to a little shop that churns out the most buttery %u#y things ever called food – there is no place more synonymous with easy French elegance than LaDurée, located on the rue Bonaparte in the 5th, rue Royale in the 3rd and on the Champs Elysées. Take a stroll around the central arrondissements of Paris for the best shopping – the 1st, 4th, 5th and 6th being our favourites. If you’re on the le" bank, stroll over to the Louvre via the Pont des Arts. To your le" along the fast %owing river Seine you will see the Crystal dome of the Grand Palais

and on your right you will see the Notre Dame towering above her beloved city. If you are an art lover stroll on towards the Centre Pompidou and the Marais! Centre Pompidou holds an impressive collection of modern art and is a bizarre building, wherein you are carried between %oors on transparent escalators with Paris beneath you! Wander through the area and hit up the rue de Rivoli for the best of France’s version of ‘high street’ shopping, or get lost in the little alleyways on your way into the Marais, home to many small boutiques and vintage stores. For lunch pop into les Philosophes on rue St. Gervais for a salade chevre chaud, cross the street and peek into La Belle Hortense – where you can buy wine and books and consume both in their cosy little living room. If you’re in the mood to make some big purchases there are three stores you cannot miss – Galeries Lafayette and Printemps on the right bank and Le Bon Marché on the le". For high end eclectic designers, do not miss the rue St. Honoré.

DININGFor dinner – Montmartre! Not the most chi-chi of arrondissements but still the home of artists and music and curious museums. Take the bus up the towering hill and head into the clouds and to the Mont St.Michel Cathedral. There are lots of little bistros around, where you can gorge on moules frites (mussels cooked in garlic butter and chips) while being simultaneously serenaded and sketched by the many artists who inhabit the area. If you’re in the mood for a spirited evening – head to the Refuge du fondue – where diners eat o# a communal table and drink wine out of baby bottles!

NIGHTLIFEMusic? Dancing? Elegant cocktails? Paris has it all. For live music head to La "eche d’Or in the 20th, or la Maroquinerie in Pigalle. For dancing, there are little but lively clubs such as NEO lining the back streets around the Champs Elysées – but be warned, they are not easy to get into! For the ultimate elegant Parisian experience go to the Prescription Cocktail Club on rue Mazarine in the 5th. When it !nally comes time to head back to the hotel for the night why not take a moto-taxi? Seeing the lights of Paris %ash by on the back of one of these is a quintessential Parisian experience!

DAY 2ARCHITECTURENow to the Ei#el tower! Head over to the 7th arrondissement, if you are in need of sustenance stop o# at les deux abeilles, a little gem of a tea house that has a garden inside. From there take your feet over to the Champs de Mars, the big stretch of grass underneath the towering Tour Ei#el. If you are up for an adventure, take the elevator (or the stairs!) up to the Ei#el viewpoint and see all of Paris below. Directly across the river is the Trocadero, an imposing neo-classical structure with a mass of fountains in front of it. Behind Trocadero is the 16th arrondissement, where you can stroll past typical haussmanian style houses and head towards the Jardin du Bagatelle. This little known garden was designed by Marie Antoinette, and re%ects a smaller version of the luxury and beauty of Versailles without the train ride.

LA SEINEA"er walking around why not spend your last evening in Paris %oating down the Seine? The Batofar and Bateaux Mouches o#er !ne dining excursions that take your around Paris while sitting comfortably and eating well. Before you leave Paris make sure you say au revoir by spending a few minutes on one of Paris’ many magical bridges and looking out over one of the most beautiful cities in the world.

PARIS

FLIGHTS: Kenya AirwaysCOST: $1065 Economy Class $3247 Business Class

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Tell us a bit about Neil Thomas?I was born and raised in Kenya and later studied in Europe and South Africa. I am absolutely passionate to the point of obsession with photography. I see the world in pictures, always have, and I am living out my dream working as a photographer.

When did you !rst realise you wanted to be a professional photographer? When I realised that I wasn’t enjoying my development job and that people were actually willing to pay me for doing what I loved.

Please tell us more about your Turkana photographs and what you wanted to capture? Simply, I wanted to create a new kind of image of people living in northern Kenya and the landscapes that they live in. I was going for a more glamorous kind of context for the shots. Incidentally, I gave very little direction and I think the way that they have come out is amazing and really brings out the natural beauty of those people.

How has your point of view evolved as you have developed as a photographer? I think that my point of view is constantly evolving. A"er every shoot I discover a new way of seeing a subject and how the play of light changes. If I could pinpoint one thing it would probably be to say that I am an acute observer of life and constantly noticing details.

What or who has in%uenced your photography? My French step grandmother gave me a camera when I was 11 and I photographed everything. Otherwise I like Joey (www.joeyl.com) for people, Tom Craig (www.tomcraig.com), and Steve Bloom for his photography in Africa (www.stevebloomphoto.com).

There have been many technological innovations that have changed and improved cameras, these innovations have had an e"ect on the quality and types of photographs that photographers can take. How has technology a"ected your work and photography in general?I think the biggest leaps in technology that have a#ected my work are the amount of megapixels that camera makers are squeezing into a sensor these days. Principally, I work with two camera systems, digital Hasselblad medium format and Canon 5d mark II, both produce images that are a joy to look at (for both myself and my clients).

In terms of photography in general, I think that the higher end technologies are becoming much cheaper and more accessible to a larger market and therefore there are many more photographers out there –which can only be a good thing.

What can we expect to see from you in the near future? I am looking to expand my portfolio of people images, like the ones I made in Turkana, and also produce an exhibition that will go on the road prior to the next election. For more, please see www.kenyaforgivenessproject.org

What advice can you give to readers considering photography as a profession? Create great relationships with your clients, go the extra mile and don’t be afraid to try something unusual at the end of the shoot, when you have the shots you need in the bag.

What do you do a#er 5pm?Some of my favourite things to do a"er !ve are to hang out with friends, cook or catch a live band.

NEIL THOMAS

“ I wanted to create a new

kind of image of people living

in Northern Kenya...”

a!er5 is an online magazine for photographers, illustrators and graphical designers who reside in Kenya. at a!er5, our goal is to create space for a network of creatives to share their vision and passion. www.a#er5.co.ke

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honour, including the Minister for Tourism, join groups of ‘traditional’ dancers. I re%ected upon our sense of culture at each of these events within Kenya and upon the realisation that our country was to send several groups of ‘traditional’ dancers to parade through the streets of London as our cultural representatives during the Queen’s Diamond Jubilee celebrations this year.

So, back to our new constitution’s reassuring insistence that culture is the foundation of the nation: With the implementation of a devolved system of Government, I have had this disturbing vision of every county headquarters spending tax money to fund an impressive structure to showcase the culture of the peoples within each given county. My fear is that customary wisdom will mean that to showcase culture will mean to showcase the way our ancestors lived hundreds of years ago.

Yet, we are forever being told that culture is not static, that culture is dynamic and cross-pollinating. If this is indeed the case, should we not guard against this seeming attachment to the past as a badge of singularity and exclusivity?

What exactly are we to understand by the “cumulative civilisation of the Kenyan people and nation” when on the ground, so to speak, we are dealing with plural notions: not one but many peoples; not one but many nations. And not to forget the racial minorities which should have an equal claim to being proudly Kenyan. Be that as it may, if one of the meanings of the adjective ‘cumulative’ is ‘increasing by successive additions’ then we should be wary of decreasing our national unity by successive subtractions. The cumulative civilisation for which we yearn should celebrate inclusion and fusion at every opportunity. In a country where many citizens have never travelled more than one hundred miles outside their native comfort zones, those cultural centres, once built, should educate Kenyans about parts of the country to which they have never been and about which they know very little. Cultural festivals should showcase the unfamiliar as much as the familiar, with the familiar being more about life in Kenya as it is being lived now rather than as it was at a time when most of the population was not yet born.

Which Culture Are We Celebrating?

Article 11 of the Constitution of Kenya, 2010, reads as follows: “The constitution recognises culture

as the foundation of the nation, and as the cumulative civilisation of the Kenyan people and nation.” I have thought about these lo"y words on several occasions in the recent past. Last year, I visited the Busia Cultural Centre and I experienced a measure of nostalgia for my childhood upon seeing a hut reminiscent of my late grandmother’s sitting within a reconstruction of a ‘traditional’ Luhya village, complete with a granary on wooden stilts and sooty maize cobs hanging from its thatched roof.

A few months later, I went to the Lake Turkana Festival. Apart from seeing the fabled ‘Jade Sea’ for the very !rst time in my life, I saw presentations by Turkana, Samburu, Rendille, Dassanach, Boran and Gabra singers. Once again ‘traditional’ was the operative word. I will never forget the sight of a local Member of Parliament (MP) who stepped out to join performers from his own constituency, tall and imposing enough with his natural height but made even more so by his ostrich feather headdress. On another excursion, and again for the !rst time, I spent three days in Lamu attending the eleventh Lamu Cultural Festival, for, by, and with, the peoples of the region. Here again, a"er listening to schoolchildren reciting ‘traditional’ poems I saw the guests of

jOHN SIBI-OKUMU

E


In the early years of Storymoja, I happened to get into a lively conversation with a senior o$cial from the Ministry of Culture on where the

government placed the arts and cultural activities on their scale of priorities.

She laughed. “If they sort out the roads, the hospitals and the insecurity, then perhaps they will !nd some money for the arts”.

“If they sort out the roads and the hospitals…” The remark got me thinking on whether we may be approaching this from the wrong end. What if the arts were the drivers of the roads, the hospitals and the pipelines? What if the key to economic progress lies with a vibrant cultural scene?

In the dark ages, Europe resembled much of this continent- a sort of middle point that was marked by the death of the arts and economic decline. This would continue until the 14th century when a cultural movement began in Italy that was known as the Renaissance. By the 18th century, Europe had gone through a complete transformation that would see the Europeans become the dominant industrial powers in the world; holding colonies in as far %ung places as the Americas and India.

Was there a connection between the Renaissance and the subsequent agrarian and industrial revolutions in Europe? Can we duplicate that process on this continent?

In an indirect way, the arts create societies that are open to ideas –societies that challenge the norm and seek to explore frontiers. It is exactly that kind of mind set that sets the precedence for political and economic revolution.

The arts also contribute to economic growth in another way, by directly injecting resources into the economy through the creation of new revenue sources.

Perhaps the best case is Hollywood, an industry that has contributed immensely to the economy of California. The entertainment industry, together with other services, contributes 18% to the GDP of California. No mean feat when you consider that if California were a country on its own, it would be the 8th largest economy in the world!

In countries like Britain, it has been suggested that the creative arts alone may account for as much as 5% of the national GDP.

Closer to home, the budding movie industry in Nigeria has grown to be the second largest movie industry (in terms of productions) in the world behind Bollywood and ahead of Hollywood! The industry is worth US$ 250 million every year and turn out 250 productions every month!

This means countless number of jobs for actors, stage managers, cameramen and extras. It means new revenue streams for property owners and the government. If it were Kenya, we would be talking of KSh 22 billion in revenue, enough to build most of the Thika Superhighway.

Think about it.

It gets even more attractive when you think about the capital outlay required to begin tapping into these revenues. For the most part, it is simply about harnessing the creative energy of the population and converting that into a product that we can sell to Kenya, East Africa and the rest of the world.

At the micro-level, the bene!ts are enormous as well. Nollywood churns out 250 productions per month, that means jobs for hundreds of people and with that the subsequent ripple e#ect across the entire spectrum of employment.

Imagine now if Kenya had similarly vibrant !lm, theatre, comedy, book, and visual art industries? It could be if we would only stop seeing the arts as some sort of Corporate Social Responsibility activity involving kids dancing around in traditional costumes, then perhaps the arts and the creative industry could begin to take their rightful role as a serious contributor to our national GDP.

Of course the blame does not lie entirely with policy makers. Most players in the art world do not see their work as commercial enterprises and pay little attention to what the market wants. This will need to change if the arts are to play a more meaningful role in the economic development of this country and the region.

“Kenya does have its problems but that doesn’t mean culture has to die. Culture could just be the thing that saves us.”

- Chief Nyamweya, Cartoonist speaking at the 2011 Storymoja Hay Festival

Martin NjagaStorymoja [email protected]

The Role of the Arts inEconomic Growth

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I’ve just re-read ‘I do not come to you by chance’, by a young Nigerian writer, Adaobi Tricia Nwaubani. It reads like an exposé on dotcom crime, the Nigerian e-mail scams or what Nigerians

famously term as 419. Apart from Nwaubani’s skill at telling a familiar story of how con!dence tricksters use sweet-talk and cajoling to appeal to a man’s weakness- greed- and rob him of his money, she examines how an environment with a destructive streak can wreak havoc and turn a brilliant mind into a criminal one and lead a young man down the path of global scams and inbox deceit! Aside from that, Nwaubani discreetly displays the whole tormented relationship between Africa and the West. There is a sense of rage underlining the scams, especially in the frivolous tone of the e-mails. This book reminded me of a TV programme, ‘The Real Hustle’, and the extent to which criminal minds will go to get what they want without a second thought for their victims or the far reaching repercussions of their actions. It also reminded me of Marie!

Marie was astute. The best of the crop we had recently recruited as management trainees. She was very impressive as she had an ability to learn quickly, multi-task and seemingly work at her best when under pressure. She sailed through her six month

HUSTLING

Joy odera

...the extent to which criminal minds will go to get what they want without a second thought...

probation in the same way she had sailed through our rigorous round of interviews and aptitude tests. There was no doubt in my mind that Marie was the material we desired for the future of our company.

As per requirement, it was my duty to do the due diligence on Marie’s references and quali!cations before o#ering her a permanent position in the company. The commendations I received from Marie’s referees were glowing. I was elated, because this vindicated my instincts about Marie. I sent a letter to her University for a simple veri!cation. A"er all I had a copy of an upper-second degree certi!cate on her !le. The University wrote back, requesting to speak to me in person! Slightly taken aback, I called the Dean of Marie’s department at a university in Wales. She informed me that Marie had dropped out of her course a"er the second year and had never graduated.

In shock, I summoned Marie to my o$ce, but I guess she knew that her time was up. She immediately broke down and told me how she had dropped out of University because of failed exams due to ‘too much partying’. She had bought the certi!cates in downtown Nairobi for a he"y fee, because she could not own up to her father who had sold his farm to educate her. She had not even told her new husband of her predicament!

We could not con!rm Marie in her position, but my parting counsel to her was to open up to her husband but spare her old father. In the end, if she had been honest and truthful about her experiences, she could have stayed on with the company, but by trying to pull a scam and being deceitful she embarrassed herself, our company and hurt her chances for success in the future. E


Living Memories by Al Kags,Published by Storymoja PublishersReview by Martin NjagaThere is a clichéd saying, ‘Those who do not learn from history are doomed to repeat it’. We, as a society, are not very good at learning from history, either because it is told in such slanting perspectives that it does not make sense to us, or because it is just not told at all.

The danger in this lies in the fact that the people who experienced our shared historical moments are slipping further and further away from us with each passing day. Some day they will be gone and with them their experiences, stories, observations and lessons. If nothing else, it’s this element that makes ‘Living Memories’ such an important book.

In 2008, Al Kags, under his Desturi Trust, embarked on a journey to !nd and talk to our elders about their most momentous experiences and their memories of them. Armed with a charming smile and a dictaphone, he spent countless hours in conversations with these wazee. The result of this was ‘Living Memories’, a collection of stories that range from the terror of the emergency years

to the hope !lled days of young Kenyans heading o# to the US for the !rst time to study under Tom Mboya’s Airli" program (and of course among these airli"-ees were the young and eager faces of Barrack Obama Sr. and a feisty young girl from Tetu, Nyeri, named Wangari Muta, both of whom would shape Kenya and the world years later).

‘Living Memories’ starts with the touching tale of Sifa Zaida from Rabai who found herself penniless

and homeless in Nairobi in 1944 a"er being sexually abused by her mentor and employer. She would end up a student in England a"er a chance meeting with Tom Mboya. Then there is my favourite, Said Ongwen Olaga, who found himself face to face with young Princess Elizabeth (soon to be Queen Elizabeth II later that evening) as a cook at the Tree Tops Hotel in Nyeri.

The book is written in such a simple way that one feels the emotion in every story from the terror in the story of young Waringa at the hands of home-guards in 1952 as well as the hope in Zakaria’s Onchari’s story as he made his way from ngumbaru (basic adult education classes) on to a PhD in Mathematics.

It’s a book laden with emotion, nostalgia and bucketfuls of insight into the life in the days of our country’s past. It certainly is worth a place on your reading list this month.

Living Memories is published by Storymoja and is available as a paperback in bookshops, Uchumi and Nakumatt Supermarkets across the country for Ksh 500. It is also available on Amazon as a Kindle book.

BOOKREVIEWS

Panther’s Diaryby Patrick .O. Adholla,Published: Salonica Press, USAISBN: 1-59232-311-1Review by Wagithi mwangiPanther’s Diary is a collection of over 50 powerful original poems that touch on almost all aspects of life. They range from political, social and even religious pieces. Most of the poems are !lled with hope and expectations of happier and better times.

One of my favourites is about the utopian ‘United States of Africa’ where, “…there are less inequalities, All human rights are respected, we have learned from our history; On the continent, there have been no wars for more than twenty years, Unity made us prosper, no one wants more blood and tears”.

A more philosophical favourite is ‘The Lie’… “The F of life was taken out to make the word lie, Many of us have made their lives a lie. … Their new

mansions are few people’s reality. Our brains are continually washed by lies; … We will watch tonight the truth being cruci!ed, By all means happiness has to be found.” However, I felt that this poem was impersonal and its impact was diluted by mixing the tenses.

‘Activist’ is quite emotional and the message hits home by capturing the role of an activist in a

society. “In my ink there is the sweat, blood and tears of our people … The truth is not concealed, I describe horrors. Because Babylon wants to blind us with its imposters … In this society, I choose to be an activist, It is better to be an artist with a purpose, … I depict what I see, painfully give my point of view, We might not see a situation from the same angle…”

To my delight the poem collection is dedicated with a quote by renowned Nigerian Author Chinua Achebe that reads: “People go to Africa and con!rm what they already have in their heads and so they fail to see what is there in front of them. This is what people have come to expect. It’s not viewed as a serious continent. It’s a place of strange, bizarre and illogical things, where people don’t do what common sense demands.”

It is a worthy project and read. The collection deserves great accolades from Kenyans and all Africans.

The Panther’s Diary is published in the US, and is available for US$ 12 at www.blackbookplus.com

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B R A I N PA I N .SUDOKU.

QUESTIONHow many words can you make from the letters in the wheel? Each word must contain the hub letter R. Can you !nd a 9-letter word and at least 15 other words of !ve letters or more avoiding proper nouns?

WORDWISE.FAMOUS NAMES FROM THE PAST.Can you work out the name of each famous person from the following - anagrams? Name lengths are shown in brackets.

QUESTIONSLOB MINE TOOT ( 6, 5) Former African PresidentTEN ELITE BRAINS (6,8) (physicist)A COOL ROMP (5,4) (explorer)ADMONISH TOES (6,6) (inventor)SILVERY SLEEP (5,7) (singer/actor)ART CHEF HID CLOCK (6,9) (director)A WALTZ OR FUN GAMES GO MAD (8,7,6) (composer)CASUAL JURIES (6,6) (emperor)PUBLIC SO MUCH SHORTER (11,8) (explorer)ERA LOST IT (9) (Greek philosopher)LIKE A WEE SHRIMP ALAS (7,11) (playwright)TO MANY JOKE AT (4,8) ( former African President)

Medium

Harder

BOMBASTIC [bom-BAS-tik] - Adj.(Of speech, writing, etc.) high-sounding; high-%own; in%ated; pretentious. A use or a user of language more elaborate than is justi!ed by or appropriate to the content being expressed. Language with a theatricality or staginess of style far too powerful or declamatory for the meaning or sentiment being expressed. ORIGIN:Medieval Latin bomb'x meanting cotton, common usage began with the old French Bombace, a cotton padding for doublets.

UBER [OO-ber] - Adv./Adj.1. Adverb: having the speci!ed property to an extreme or excessive degree; very.2. Adjective: designating a person or thing that exceeds the norms or limits of its kind or classORIGIN: German common pre!x, used to mean “over, beyond”. O"en used to form compounds ( uberchefs, uberstylish)

FIDUCIARY [!-DOO-see-er-eee] -Noun/Adj.Legal term, a person to whom property or power is entrusted for the bene!t of another. Of or pertaining to the relation between a !duciary and his or her principal: a !duciary capacity; a !duciary duty. of, based on, or in the nature of trust and con!dence, as in public a#airs: a !duciary obligation of government employees. Depending on public con!dence for value or currency, as !at money.ORIGIN: Latin f(d)ci'rius of something held in trust.

WORDWISE.

Each box, column and row holds numbers 1 through 9. Fill in the gaps without repeating any numbers in the sequence.

Find these words in our wordpuzzle...

CAREERCOMMITMENTEDITIONEFFORTINTREPRENEURPERFORMERSUCCESSTOP

WORD Puzzle.

1 7 57 4 2 9

8 64 5

1 87 6

7 39 5 8 13 9 6

8 4 7 2 54 1 3

3 2 6 7 17 9 5

7 69 25 69 1 71 4 8

G

A L

T

AO

DI

R

T C X Z Q Q I X K OY R Z S T O P I A EU U S S L F D B R CC E A E L R T C E UA N V C J Z A O M CQ E L C V U R M R NT R O U O H E M O CT P R S Y N E I F OA A U T D E R T R CI R Z N T I A M E TY T M C O F C E P RI N W I P L L N W OC I A Q C R E T D FD B P S Y A I Q F FA N O I T I D E G E

kokolikoko.com

Milton OboteAlbert EinsteinMarco PoloThomas EdisonElvis PresleyAlfred Hitchcock

Wolfgang Amadeus MozartJulius CaesarChristopher ColumbusAristotleWilliam Shakespeare

ANSWERS

9-letter word GLADIATORSome other words of !ve letters or more containing the hub letter R:agora, altar, aorta, argal, argot, aroid, artal, atria, goral, grail, griot, groat, laird (Scot), largo, radio, raita, ratio, riata, taira, tiara, trail, triad, trial, adroit, aortal, argali, atrial, lariat, latria, radial, tailor.

ANSWERS


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