By Emmanuel Ikechukwu Igbo
Typically, in Nigeria’s governance system, those who assume public leadership would readily reel out their intent, communicating their vision for the entity that they are to govern. While these declarations are usually intended to inspire hope, support and confidence, some are excessively sensational but others, critically objective to popular expectations and needs. As lofty as visioning may be, it is preliminary and as well guiding to other network of activities and outcomes that may lead to the achievement of governance goals. So, while it may be easy to determine a destination, journeying to it is usually a complex and rigorous affair, as far as governance is concerned. However, public leaders who come to terms with the complexities and other conditions of the governance terrain and match them with the right strategies would usually succeed.
The guarantee for this success begins with such leaders being mindful that vision can be lost in the haziness of mission, unless focus and clarity are established and sustained through the compass of a good strategy. It should be noted that strategy not only defines the mission but in essence, guides it through execution.
It is therefore a vital material that is both foundational and operational to the achievement of overall success; it is not a fancy document meant to glamorize but rather a roadmap that supports an administration to achieve its goals and mandate.
Success would also mean guarding against strategy mistakes, prominent among them being the myopia that does not capture the big picture. For instance, a state governor whose vision for his/her state is ‘adequate infrastructural development’ would likely struggle to fit other critical areas of governance and development into his/her plan. On the other hand, the one who envisions ‘peace and prosperity’ can easily plug all areas into their plan (still accommodating infrastructural development), with far-reaching and sustainable results.
Relatedly, while priorities may differ, leaders should avoid mistaking policy thrust to be the overall business of their government or administration as this posturing usually leaves many areas of governance untended, with attendant consequences. It should be noted that governance is administrative and at the same time developmental. As such, while focus is required on certain critical areas, other wheels of governance must be kept running efficiently at every point in time to guarantee overall success. Emphasis on road construction, for instance, should not translate to neglect of other essentials such as education and healthcare.
A good governance strategy should therefore be comprehensive enough to cover the mandate of a government or an administration.
Another bad practice is the creation of roles by public leaders for particular individuals, rather than for strategic goals and objectives. This often wasteful and disruptive anomaly stems from a settlement-oriented political culture in Nigeria which often prioritizes ‘servicing’ of cronies at the detriment of public interest and well-being. Governance should be conducted businesslike but beneficial to the public. A good strategy must therefore ensure the existence of structures, roles and talent that align with the vision and purpose of governance.
In addition, the thinking that strategy is the exclusive business of top management is in itself non-strategic and detrimental to the achievement of governmental goals. Such a mindset often deprives public leaders of the opportunity to harness strengths that exist in its internal and external environments. While management is expected to drive strategy, the importance of vertical cum horizontal interactions with relevant stakeholders in ensuring inclusive governance, cannot be overemphasized.
Arguably, no governance strategy is sound enough to run on autopilot, especially operating in a VUCA-fraught atmosphere. So, there is always the need to monitor and assess its implementation, which process may lead to reinforcing, redirecting or even withdrawal of certain resources, and adjustment of milestones and timelines, as the case may be.
On a note of concern, the conducive environment needed by public leaders in Nigeria to develop, nurture and deliver a good strategy is often threatened by disruptions arising from unhealthy politicking, institutional weakness, conflicting vested interests, entrenched inertia, corruption and other challenges which make their job even more demanding. Notwithstanding these hitches and hurdles, the margins of a good strategy accommodate tact in deploying and sustaining diplomacy, professionalism and ethical governance to tenaciously remain focused on achieving strategic goals and deliverables.
On a good note, the visioning role of the public leader is morally and legally pre-guided by the overarching mandate to pursue and deliver public good, especially as specific to the assigned authority or entity. A conscientious leadership would operate within the confines of that mandate, while establishing alliances that support its strategic goals and objectives. It follows, ipso facto, that any vision, mission or strategy activated or operationalized outside the confines of that supreme mandate is ill-conceived and failed ab initio. Therefore, the risk of derailment from the grand purpose of governance must be avoided by public leaders who intend to succeed.