George Odenyo Litunya's

Thought Leadership
PRESIDENT OBAMA: Hey!
AUDIENCE: Hey!
PRESIDENT OBAMA: Habari Zenu! (Applause.) Wakenya mpo? (Applause.) It is great to be back in Kenya. Thank you so much for this extraordinary welcome. I know it took a few years, but as President, I try to keep my promises, and I said I was going to come, and I am here. (Applause.)
Everybody, go ahead and have a seat. I am going to be talking for a while. (Laughter.) Relax.
I want to thank my sister, Auma, for a wonderful introduction. I am so glad that she could be with us here today. And it was -- as she said, it was Auma who first guided me through Kenya almost 30 years ago.
To President Kenyatta, I want to thank you once again for the hospitality that you’ve shown to me -- (applause) -- and for our work together on this visit, and for being here today. It is a great honour.
I am proud to be the first American President to come to Kenya -- (applause) -- and, of course, I am the first Kenyan-American to be President of the United States. (Laughter and applause.) That goes without saying.

President Obama at Kasarani

AUDIENCE MEMBER: I love you, Obama!
PRESIDENT OBAMA: I love you back. (Applause.) I do.
But, as Auma was saying, the first time I came to Kenya, things were a little different. When I arrived at Kenyatta Airport, the airline lost my bags. (Laughter.) That does not happen on Air Force One. (Laughter.) They always have my luggage on Air Force One. (Laughter.) As she said, Auma picked me up in an old Volkswagen Beetle, and think the entire stay I was here it broke down four or five times. (Laughter.) We would be on the highway, we would have to call the juakali, -- and he would bring us tools. We would be sitting there, waiting. And I slept on a cot in her apartment. Instead of eating at fancy banquets with the President, we were drinking tea and eating Ugali -- (laughter) -- and Sukumawiki.
So there was not a lot of luxury. Sometimes the lights would go out. They still do -- is that what someone said? (Laughter.) But there was something more important than luxury on that first trip, and that was a sense of being recognized, being seen. I was a young man and I was just a few years out of University. I had worked as a community organizer in low-income neighbourhoods in Chicago. I was about to go to law school. And when I came here, in many ways I was a Westerner, I was an American, unfamiliar with my father and his birthplace, really disconnected from half of my heritage. And at that airport, as I was trying to find my luggage, there was a woman there, who worked for the airlines, and she was helping fill out the forms, and she saw my name and she looked up and she asked if I was related to my father, who she had known. And that was the first time that my name meant something. (Applause.) And that was recognized.
And over the course of several weeks, I would meet my brothers, aunts, and uncles. I travelled to Alego, the village where my family was from. I saw the graves of my father and my grandfather. And I learned things about their lives that I could have never learned through books. And in many ways, their lives offered snapshots of Kenya’s history, but they also told us something about the future.
My grandfather, for example, he was a cook for the British. And as I went through some of his belongings when I went up-country, I found the passbook he had had to carry as a domestic servant. It listed his age and his height, his tribe, listed the number of teeth he had missing. (Laughter.) And he was referred to as a boy, even though he was a grown man, in that passbook.
And he was in the King’s African Rifles during the Second World War, and was taken to the far reaches of the British Empire -- all the way to Burma. And back home after the war, he was eventually detained for a time because he was linked to a group that opposed British rule. And eventually he was released. He forged a home for himself and his family. He earned the respect of his village, lived a life of dignity -- although he had a well-earned reputation for being so strict that everybody was scared of him and he became estranged from part of his family.
So that was his story. And then my father came of age as Kenyans were pursuing independence, and he was proud to be a part of that liberation generation. And next to my grandfather’s papers, I found letters that he had written to 30 American universities asking for a chance to pursue his dream and get a scholarship. And ultimately, one university gave him that chance -- the University in Hawaii. And he would go on to get an education and then return home.
And here, at first he found success as an economist and worked with the government. But ultimately, he found disappointment -- in part, because he couldn't reconcile the ideas that he had for his young country with the hard realities that had confronted him.
And I think sometimes about what these stories tell us, what the history and the past tell us about the future. They show the enormous barriers to progress that so many Kenyans faced just one or two generations ago. This is a young country. We were talking last night at dinner -- the President’s father was the first President. We are only a generation removed. And the daily limitations -- and sometimes humiliations -- of colonialism -- that is recent history. The corruption, cronyism, and tribalism that sometimes confront young nations -- that is recent history.
But what these stories also tell us is an arch of progress -- from foreign rule to independence; from isolation to education, and engagement with a wider world. It speaks of incredible progress. So we have to know the history of Kenya, just as we Americans have to know our American history. All people have to understand where they come from. But we also have to remember why these lessons are important.
We know a history so that we can learn from it. We learn our history because we understand the sacrifices that were made before, so that when we make sacrifices we understand we're doing it on behalf of future generations.
There is a proverb that says, “We have not inherited this land from our forebears, we have borrowed it from our children.” In other words, we study the past so it can guide us into the future, and inspire us to do better.
And when it comes to the people of Kenya -- particularly the youth -- I believe there is no limit to what you can achieve. A young, ambitious Kenyan today should not have to do what my grandfather did, and serve a foreign master. You do not need to do what my father did, and leave your home in order to get a good education and access to opportunity. Because of Kenya’s progress, because of your potential, you can build your future right here, right now. (Applause.)
Now, like any country, Kenya is far from perfect, but it has come so far in just my lifetime. After a bitter struggle, Kenyans claimed their independence just a few years after I was born. And after decades of one party-rule, Kenya embraced a multi-party system in the 1990s, just as I was beginning my own political career in the United States.
Tragically, just under a decade ago, Kenya was nearly torn apart by violence at the same time that I was running for my first campaign for President. And I remember hearing the reports of thousands of innocent people being killed or driven from their homes. And from a distance, it seemed like the Kenya that I knew -- a Kenya that was able to reach beyond ethnic and tribal lines -- that it might split apart across those lines of tribe and ethnicity.
But look what happened. The people of Kenya chose not to be defined by the hatreds of the past -- you chose a better history. (Applause.) The voices of ordinary people, and political leaders and civil society did not eliminate all these divisions, but you addressed the divisions and differences peacefully. And a new constitution was put in place, declaring that “every person has inherent dignity -- and the right to have that dignity respected and protected.” A competitive election went forward -- not without problems, but without the violence that so many had feared. In other words, Kenyans chose to stay together. You chose the path of Harambee. (Applause.)
And in part because of this political stability, Kenya’s economy is also emerging -- and the entrepreneurial spirit that people rely on to survive in the streets of Kibera can now be seen in new businesses across the country. (Applause.) From the city square to the smallest villages, Mpesa is changing the way people use money. New investment is making Kenya a hub for regional trade. When I came here as a U.S. senator, I pointed out that South Korea’s economy was the same as Kenya’s when I was born, and then was 40 times larger than Kenya’s. Think about that. It started at the same place -- South Korea had gone here, and Kenya was here. But today, that gap has been cut in half just in the last decade. (Applause.) Which means Kenya is making progress.
And meanwhile, Kenya continues to carve out a distinct place in the community of nations: As a source of peacekeepers for places torn apart by conflict, a host for refugees driven from their homes. A leader for conservation, following the footprints of Wangari Maathai. (Applause.) Kenya is one of the places on this continent that truly observes freedom of the press, and their fearless journalists and courageous civil society members. And in the United States, we see the legacy of Kip Keino every time a Kenyan wins one of our marathons. (Applause.) And maybe the First Lady of Kenya is going to win one soon. (Laughter and applause.) I told the President he has to start running with his wife. (Laughter.) We want him to stay fit. (Laughter.)
So there is much to be proud of -- much progress to lift up. It is a good-news story. But we also know the progress is not complete. There are still problems that shadow ordinary Kenyans every day -- challenges that can deny you your livelihood, and sometimes deny you lives.
As in America -- and so many countries around the globe --, economic growth has not always been broadly shared. Sometimes people at the top do very well, but ordinary people still struggle. Today, a young child in Nyanza Province is four times more likely to die than a child in Central Province -- even though they are equal in dignity and the eyes of God. That is a gap that has to be closed. (Applause.) A girl in Rift Valley is far less likely to attend secondary school than a girl in Nairobi. That is a gap that has to be closed. (Applause.) Across the country, one study shows corruption costs Kenyans 250,000 jobs every year -- because every shilling that’s paid as a bribe could be put into the pocket of somebody who’s actually doing an honest day’s work. (Applause.)
And despite the hard-earned political progress that I spoke of, those political gains still have to be protected. New laws and restrictions could close off the space where civil society gives individual citizens a voice and holds leaders accountable. Old tribal divisions and ethnic divisions can still be stirred up. I want to be very clear here -- a politics that is based solely on tribe and ethnicity is a politics that is doomed to tear a country apart. (Applause.) It is a failure -- a failure of imagination.
Of course, here, in Kenya, we also know the spectre of terrorism has touched far too many lives. And we remember the Americans and Kenyans who died side by side in the attack on our embassy in the ‘90s. We remember the innocent Kenyans who were taken from us at Westgate Mall. We weep for the nearly 150 people slaughtered at Garissa -- including so many students who had such a bright future before them. We honour the memory of so many other innocent Kenyans whose lives have been lost in this struggle.
So Kenya is at a crossroads -- a moment filled with peril, but also enormous promise. And with the rest of my time here today, I would like to talk about how you can seize the moment; how you can make sure, we leave behind a world that is better -- a world that we borrowed from our children.
When I first came to sub-Saharan Africa as President, I made clear my strong belief that the future of Africa is up to Africans. (Applause.) For too long, I think that many looked to the outside for salvation and focused on somebody else being at fault for the problems of the continent. And as my sister said, ultimately we are each responsible for our own destiny. And I am here as President of a country that sees Kenya as an important partner. (Applause.) I am here as a friend who wants Kenya to succeed.
And the pillars of that success are clear: Strong democratic governance; development that provides opportunity for all people and not just some; a sense of national identity that rejects conflict for a future of peace and reconciliation.
And today, we can see that future for Kenya on the horizon. But tough choices are going to have to be made in order to arrive at that destination. In the United States, I always say that what makes America exceptional is not the fact that we are perfect, it is the fact that we struggle to improve. We are self-critical. We work to live up to our highest values and ideals, knowing that we're not always going to achieve them perfectly, but we keep on trying to perfect our union.
And what is true for America is also true for Kenya. You cannot be complacent and accept the world just as it is. You have to imagine what the world might be and then push and work toward that future. Progress requires that you honestly confront the dark corners of our own past; extend rights and opportunities to more of your citizens; see the differences and diversity of this country as a strength, just as we in America try to see the diversity of our country as a strength and not a weakness. So you can choose the path to progress, but it requires making some important choices.
First and foremost, it means continuing down the path of a strong, more inclusive, more accountable and transparent democracy. (Applause.)
Democracy begins with a peacefully elected government. It begins with elections. But it does not stop with elections. (Applause.) So your constitution offers a road map to governance that is more responsive to the people -- through protections against unchecked power, more power in the hands of local communities. For this system to succeed, there also has to be space for citizens to exercise their rights.
And we saw the strength of Kenya’s civil society in the last election, when groups collected reports of incitement so that violence could be stopped before it spun out of control. And the ability of citizens to organize and advocate for change -- that is the oxygen upon which democracy depends. Democracy is sometimes messy, and for leaders, sometimes it is frustrating. Democracy means that somebody is always complaining about something. (Laughter.) Nobody is ever happy in a democracy about their government. If you make one person happy, somebody else is unhappy. Then sometimes somebody who you made happy, later on, now they are not happy. (Laughter.) They say, what have you done for me lately? (Laughter.) But that is the nature of democracy. That is why it works, is because it is constantly challenging leaders to up their game and to do better.
And such civic participation and freedom is also essential for rooting out the cancer of corruption. Now, I want to be clear. Corruption is not unique to Kenya. (Laughter.) I mean, I want everybody to understand that there is no country that is completely free of corruption. Certainly here in the African continent, there are many countries that deal with this problem. And I want to assure you I speak about it wherever I go, not just here in Kenya. So I do not want everybody to get too sensitive. (Laughter.)
But the fact is, too often, here in Kenya -- as is true in other places -- corruption is tolerated because that is how things have always been done. People just think that that is sort of the normal state of affairs. And there was a time in the United States where that was true, too. My hometown of Chicago was infamous for Al Capone and the Mob and organized crime corrupting law enforcement. But what happened was that over time, people got fed up, and leaders stood up and they said, we're not going to play that game anymore. (Applause.) And you changed a culture and you changed habits.
Here in Kenya, it is time to change habits, and decisively break that cycle. Because corruption holds, back every aspect of economic and civil life. It is an anchor that weighs you down and prevents you from achieving what you could. If you need to pay a bribe and hire somebody’s brother -- who’s not very good and doesn’t come to work -- in order to start a business, well, that’s going to create less jobs for everybody. If electricity is going to one neighbourhood because they are well connected, and not another neighbourhood, that is going to limit development of the country as a whole. (Applause.) If someone in public office is taking a cut that they do not deserve, that is taking away from those who are paying their fair share.
So this is not just about changing one law -- although it is important to have laws on the books that are actually being enforced. It is important that not only low-level corruption is punished, but folks at the top, if they are taking from the people, that has to be addressed as well. (Applause.) But it is not something that is just fixed by laws, or that any one person can fix. It requires a commitment by the entire nation -- leaders and citizens -- to change habits and to change culture. (Applause.)
Tough laws need to be on the books. And the good news is, your government is taking some important steps in the right direction. People who break the law and violate the public trust need to be prosecuted. NGOs have to be allowed to operate who shine a spotlight on what needs to change. And ordinary people have to stand up and say, enough is enough. (Applause.) It is time for a better future.
And as you take these steps, I promise that America will continue to be your partner in supporting investments in strong, democratic institutions. (Applause.)
Now, we are also going to work with you to pursue the second pillar of progress, and that is development that extends economic opportunity and dignity for all of Kenya’s people.
America partners with Kenya in areas where you’re making enormous progress, and we focus on what Kenyans can do for themselves and building capacity; on entrepreneurship, where Kenya is becoming an engine for innovation; on access to power, where Kenya is developing clean energy that can reach more people; on the important issue of climate change, where Kenya’s recent goal to reduce its emissions has put it in the position of being a leader on the continent; on food security, where Kenyan crops are producing more to meet the demands of your people and a global market; and on health, where Kenya has struck huge blows against HIV/AIDS and other diseases, while building up the capacity to provide better care in your communities.
America is also partnering with you on an issue that is fundamental to Kenya’s future: We are investing in youth. (Applause.) We are investing in the young people of Kenya and the young people of this continent. Robert F. Kennedy once said, “It is a revolutionary world that we live in,” and “it is the young people who must take the lead.” (Applause.) It is the young people who must take the lead.
So through our Young African Leaders Initiative -- (applause) -- we are empowering and connecting young people from across the continent who are filled with energy and optimism and idealism, and are going to take Africa to new heights. (Applause.) And these young people, they are not weighted down by the old ways. They are creating a new path. And these are the elements for success in this 21st century.
To continue down this path of progress, it will be vital for Kenya to recognize that no country can achieve its full potential unless it draws on the talents of all its people -- and that must include the half of Kenyans -- maybe a little more than half --who are women and girls. (Applause.) Now, I am going to spend a little time on this just for a second. Every country and every culture has traditions that are unique and help make that country what it is. But just because something is, a part of your past does not make it right. It does not mean that it defines your future.
Look at us in the United States. Recently, we have been having a debate about the Confederate flag. Some of you may be familiar with this. This was a symbol for those states who fought against the Union to preserve slavery. Now, as a historical artefact, it is important. But some have argued that it is just a symbol of heritage that should fly in public spaces. The fact is it was a flag that flew over an army that fought to maintain a system of slavery and racial subjugation. So we should understand our history, but we should also recognize that it sends a bad message to those who were liberated from slavery and oppression.
And in part because of an unspeakable tragedy that took place recently, where a young man who was a fan of the Confederate flag and racial superiority shot helpless people in a church, more and more Americans of all races are realizing now that that flag should come down. (Applause.) Just because something is, a tradition does not make it right.
Well, so around the world, there is a tradition of repressing women and treating them differently, and not giving them the same opportunities, and husbands beating their wives, and children not being sent to school. Those are traditions. Treating women and girls as second-class citizens, those are bad traditions. They need to change. (Applause.) They are holding you back.
Treating women as second-class citizens is a bad tradition. It holds you back. (Applause.) There is no excuse for sexual assault or domestic violence. There is no reason that young girls should suffer genital mutilation. There is no place in civilized society for the early or forced marriage of children. These traditions may date back centuries; they have no place in the 21st century. (Applause.)
These are issues of right and wrong -- in any culture. But they are also issues of success and failure. Any nation that fails to educate its girls or employ its women and allowing them to maximize their potential is doomed to fall behind in a global economy. (Applause.)
You know, we are in a sports centre. Imagine if you have a team and you do not let half of the team play. (Laughter.) That is stupid. (Laughter and applause.) That makes no sense. And the evidence shows that communities that give their daughters the same opportunities as their sons, they are more peaceful, they are more prosperous, they develop faster, they are more likely to succeed. (Applause.) That is true in America. That is true here in Kenya. It does not matter.
And that is why one of the most successful development policies you can pursue is giving girls and education, and removing the obstacles that stand between them and their dreams. And by the way, if you educate girls -- they grow up to be moms -- and they, because they are educated, are more likely to produce educated children. (Applause.) So Kenya will not succeed if it treats women and girls as second-class citizens. I want to be very clear about that. (Applause.)
Now, this leads me to the third pillar of progress, and that is choosing a future of peace and reconciliation.
There are real threats out there. President Kenyatta and I spent a lot of time discussing the serious threat from al-Shabaab that Kenya faces. The United States faces similar threats of terrorism. We are grateful for the sacrifices made by Kenyans on the front lines as part of AMISOM. (Applause.) We are proud of the efforts that we are making to strengthen Kenya’s capabilities through our new Security Governance Initiative. We are going to stand shoulder-to-shoulder with you in this fight against terrorism for as long as it takes. (Applause.)
But, as I mentioned yesterday, it is important to remember that violent extremists want us to turn against one another. That is what terrorists typically try to exploit. They know that they are a small minority; they know that they cannot win conventionally. So what they try to do is target societies where they can exploit divisions. That is what happens in Iraq. That is what happens around the world. That is what happened in Northern Ireland. Terrorists who try to sow chaos, they must be met with force and they must also be met, though, with a forceful commitment to uphold the rule of law, and respect for human rights, and to treat everybody who’s peaceful and law-abiding fairly and equally. (Applause.)
Extremists who prey on distrust must be defeated by communities who stand together and stand for something different. And the most important example here is, is that the United States and Kenya both have Muslim minorities, but those minorities make enormous contributions to our countries. These are our brothers, they are our sisters. (Applause.) And so in both our countries, we have to reject calls that allow us to be divided.
This is true for any diverse society. And Kenya is rich with diversity -- with many dozens of tribes and ethnicities, and languages and religious groups. And time and again, just as we have seen the dangers of religious or ethnic violence, we have seen that Kenya is stronger when Kenyans stand united -- with a sense of national identity. That was the case on December 12, 1963, when cities and villages across this country celebrated the birth of a nation. It was true in 2010, when Kenya replaced the anarchy of ethnic violence with the order of a new constitution. (Applause.)
So we can all appreciate our own identities, our bloodlines, our beliefs, our backgrounds -- that tapestry is what makes us who we are. But the history of Africa -- which is both the cradle of human progress and a crucible of conflict -- shows us that when define ourselves narrowly, in opposition to somebody just because they’re of a different tribe, or race, or religion -- and we ignore who is a good person or a bad person, are they working hard or not, are they honest or not, are they peaceful or violent -- when we start making distinctions solely based on status and not what people do, then we're taking the wrong path and we inevitably suffer in the end. (Applause.)
This is why Martin Luther King called on people to be judged not by the colour of their skin but the content of their character. (Applause.) And in the same way, people should not be judged by their last name, or their religious faith, but by their content of their character and how they behave. Are they good citizens? Are they good people?
In the United States, we embrace the motto: E Pluribus Unum. In Latin, that means, out of many, one. In Kenya, Harambee -- we are in this together. Whatever the challenge, you will be stronger if you face it not as Christians or Muslims, Masai, Kikuyu, Luo, any other tribe -- but as Kenyans. And ultimately, that unity is the source of strength that will empower you to seize this moment of promise. That is what will help you root out corruption. (Applause.) That is what will strengthen democratic institutions. That is what will help you combat inequality. That is what will help you extend opportunity, educate youth, face down threats, and embrace reconciliation.
So I want to say particularly to the young people here today, Kenya is on the move. Africa is on the move. You are poised to play a bigger role in this world -- (applause) -- as the shadows of the past are replaced by the light that you offer an increasingly interconnected world. And in the light of this new day, we have to learn to see ourselves in one another. We have to see that we are connected, our fates are bound together. Because, in the end, we are all part of one tribe -- the human tribe. (Applause.) And no matter who we are, or where we come from, or what we look like, or who we love, or what God we worship, we're connected. Our fates are bound up with one another.
Kenya holds within it all that diversity. And with diversity, sometimes comes difficulty. But I look to Kenya’s future filled with hope. And I am hopeful because of you, the people of Kenya, especially the young people.
There are some amazing examples of what’s going on right now with young people. I am hopeful because of a young man named Richard Ruto Todosia. Richard helped build Yes Youth Can -- I like the phrase, Yes Youth Can -- (applause.) It became one of the most prominent civil society organizations in Kenya, with over one million members. And after the violence of 2007, 2008, Yes Youth Can stood up to incitement, helped bring opportunity to young people in places that were scarred by conflict. That is the kind of young leadership that we need. (Applause.)
I am hopeful because of a young woman named Josephine Kulea. (Applause.) So Josephine founded Samburu Girls Foundation. And she has already helped to rescue over 1,000 girls from abuse and forced marriage, and helped place them in schools. (Applause.) A member of the Samburu tribe herself, she has personally planned rescue missions to help girls as young as 6 years old. And she explains that, “The longer a girl is in school, everything for her -- for her income, for her family, for this country -- everything changes.” She gives me hope.
I am hopeful because of a young woman named Jamila Abass. So Jamila founded Mfarm, which is a mobile platform that is already used by over 14,000 people across Kenya. Mfarm makes it easy for farmers to get information that lets them match their crops with what the market demands. And studies show that it can help farmers double their sales. So here is what Jamila said: “I love Kenya because you feel you are home anywhere you go.”
Home anywhere you go -- that is the Kenya that welcomed me nearly 30 years ago as a young man. You helped make me feel at home. And standing here today as President of the United States, when I think about those young people and all the young people in attendance here, you still make me feel at home. (Applause.) And I am confident that your future is going to be written across this country and across this continent by young people like you -- young men and women who don’t have to struggle under a colonial power; who don’t have to look overseas to realize your dreams. Yes, you can realize your dreams right here, right now. (Applause.)
“We have not inherited this land from our forebears; we have borrowed it from our children.” So now is the time for us to do the hard work of living up to that inheritance; of building a Kenya where the inherent dignity of every person is respected and protected, and there is no limit to what a child can achieve.
I am here to tell you that the United States of America will be a partner for you every step of the way. (Applause.)
God bless you. Thank you. Asante Sana. (Applause.)
END 12:43 P.M

END 12:43 P.M

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We understand that humans unconsciously care about two things; looking good and being loved. As business communicators, most of our work involves collaborating with leaders and other internal stakeholders to ensure that they we communicating the right information, at the right time, to address the needs and concerns of our audiences. Ultimately, ensuring that both the company and executive sponsors are seen in the best light. In other words, we do all possible to make our leaders look good.
Business Communication

Being loved is another issue. How do we create a context so that people feel loved at work? Just like any relationship, people feel loved when they feel heard, or feel like their partner is listening. Whether conscious or unconscious, people feel loved at work when there is an opportunity to speak-up and communicate what we are thinking. We feel loved when we have a voice.
Our opportunity as business communicators is to set and meet the expectations of humans to be loved at work by nurturing a culture of co-creation. Now that co-creation technologies are more available and affordable, we can move more quickly towards making co-creation a reality. However, we have found that companies are typically wrestling with one or many of these issues:
  • Leaders are concerned about what information might be shared
  • Communicators and/or IT need to decide what technology should be used (online or offline)
  • There is no expectation for employees to participate or contribute
  • Potential benefits are not connected to important (and measurable) business objectives

Whether you are experiencing one or many of these issues, I suggest you take one first step. Facilitate a cross-functional conversation about the potential benefits of a co-creation initiative and link the benefits to specific business objectives. For example, would empowering employees to submit ideas about process improvements affect response time, budget efficiency, or even safety? Alternatively, would inviting employees into a conversation about the future of your company drive higher levels of retention, performance, engagement, and productivity? How valuable would it be to your company to meet these important objectives faster?
These are great questions; however, we need to remember that leaders still do not know what they do not know. Our priority needs to be sharing relevant stories and examples of co-creation initiatives while illustrating the connection to meaningful business objectives. Connecting the benefits of involvement and co-creation to bottom-line, is the bottom line.
Source: newsweaver
No one ever became a great leader without first becoming a great communicator. Great leaders connect with people on an emotional level every time they speak. Their words inspire others to achieve more than they ever thought possible. Great communicators are intentional about it, and there are 10 secrets they rely on to deliver a powerful message. Put these secrets to work in your communication and watch your influence soar.
The  greatest leader of the 21st Century.

1. They Know Their Audience
Great communicators do not worry about sounding important, showing off their expertise, or boosting their own egos. Instead, they think about what people need to hear, and how they can deliver this message so that people will be able to hear it. This does not mean that leaders tell people what they want to hear. Quite the opposite—they tell people what is important for them to know, even if it is bad news.
2. They Are Experts in Body Language
Great communicators are constantly tracking people’s reactions to their message. They are quick to notice cues like facial expressions and body language because they know this is the only feedback many people will give them. Great communicators use this expertise to tailor their message on the fly and adjust their communication style as needed.
3. They Are Honest
The best leaders know that for communication to be effective it has to be real. They cannot have people parsing every word trying to separate fact from spin. When great communicators cannot share certain information, they come right out and say it because makeshift, half-truth answers breed distrust and anxiety. In good times and bad, honesty builds trust.
 4. They Are Authentic
Great communicators do not try to be someone they are not just, because they have stepped behind a podium. There is a reason Mark Zuckerberg presented Facebook to investors in a hoodie and jeans. Great leaders know that when they stay true to whom they are, people gravitate to their message. They also know the opposite happens when leaders put on an act.
5. They Speak With Authority
Great communicators do not try to cover their backs by being ambiguous, ineffective, or unassertive. Instead, they stick their necks out and speak very directly about how things are and how they need to be.

6. They Speak To Groups as Individuals

Leaders rarely have the luxury of speaking to one person at a time. Whether it is a huddle around a conference table or an overflowing auditorium, great leaders know how to work the room and make every single person feel as if he or she is being spoken to directly.
7. They Have Ears (And They Use Them)
Great leaders know that communication is a two-way street and what they hear is often more important than what they say. When someone else is speaking, great communicators are not thinking ahead and planning what they will say next. Instead, they are actively listening, fully focused on understanding the other person’s perspective.
8. They Use Phrases Like 'It’s My Fault,' 'I was wrong,' and 'I’m Sorry'
When great leaders make a mistake, they admit it right away. They do not wait for someone else to find and point out their blunder. They model accountability for their words and actions, even when they could have easily “gotten away” with the mistake. In addition, they do it matter-of-factly, without drama or false humility.
9. They Solicit Feedback
The best communicators never assume that the message people heard is the exact same one they intended to deliver. They check in to verify that their message was understood correctly, and, if it was not, they do not blame the audience. Instead, they change things up and try again.
10. They’re Proactive
Leaders with the best communication skills do not waste time playing catch-up. They are quick to head off the rumour mill by sharing bad news in a timely manner. They also give clear, concise goals and directions so people do not waste their time heading in the wrong direction.

Great communicators stand out from the crowd. They are honest. They are authentic. They listen. They excel in communication because they value it, and that is the critical first step to becoming a great leader.

A version of this article appeared on Entreprenuer.com

A chain is only as strong, as its weakest link. I have found this wisdom quite helpful in enforcing teamwork and the need to have everything laid out well, prior to taking massive amounts of action.

The same holds true when developing an airtight communications strategy. It is imperative that we know and understand what each element entails, before plunging into a mission that most certainly projects the future of the organization. So far, we have looked at strategic analysis and strategic intent. In this post, let us move a step further and look at strategic action.

Taking Strategic Action

‘Strategic action is concerned with the translation of the strategic intent’ says Cornelissen, ‘or chosen strategic option into action.’ Yes, we have done the analysis-fact finding mission; we have generated suitable options tailored to deliver certain key objectives. It is time we put the ideas into action.

Specify the Communication Objectives and the Role Communication Will Play
Before the suggested communication programs are implemented, it needs to be clear from the outset; the role communication is going to play in this instance. Is it a support or lead role? Having this in mind makes it clear on the direction to go and programmes to implement.

A first fundamental issue that needs to be decided upon before working out the content of the communications strategy, the communications programme, is the role that communications is to play in the overall corporate and market strategies for the organization. {Sic.}

Knowing the role communication will play makes it possible to determine the communication objectives as well as the communication tactics that are feasible to use. These objectives need to satisfy the SMART criteria, as do all other objectives. They need to be Specific, Measurable, Actionable, Realistic, and Targeted.

 Planning Communication Tactics
You have your objectives in place. The role communication is going to play is in check. What next? After defining the communication objectives and its contribution to corporate and/or market strategies made specific, the next step is to determine the elements of the communications programme: the stakeholder audiences to address and the message and channel tactics to use.

The stakeholder analysis we engaged in in the first elements helped us identify the key audiences we needed to target first, for us to achieve the desired effect. These showed us who the target audience would be of our communications programmes.

For our programmes to deliver the desired effects, we need to define the target audience. This is about media usage, usage of the company’s products, geo-demographic characteristics, membership of interest groups etc. Once we have a clear understanding of our target audience, anything, and everything about them: guided by our communication objectives, then we can determine the message to use in the communication programmes.

This will involve determining the main themes of the communications message (from which the specific copy can be developed), and the tone and type of response (awareness, attitude/reputation, behaviours) that the message will seek to evoke. The important factor is thus to decide what the message should say in relation to the organization’s identity, as it needs to reflect and be in tune with the values of the organization, as well as the stakeholder audience in hand. {Sic.}

Once we have our message, it follows that we need to settle on effective media channels to use. Knowing the most efficient and effective channel that will get our message across to the target audiences is as important as determining the message to deliver.

‘Discussion around media selection has recently centred or the notion of ‘zero-based’ selection, where the most appropriate medium in the light of the criteria selected is chosen, rather than a pre-fixed and standard choice for a medium that may have worked in the past.’ {Sic.}

Organizational Arrangements
‘Once the communications programme has been filled in – that is, when the objectives, message, media and audience are all specified – the next step is to consider the organizational arrangements that need to be made to carry out the programme and as such effectuate the communications strategy.’ Says Cornelissen.


These questions need answers:
  • What budget is required for the envisaged plan?
  • Who is to be responsible for carrying it out?
  • What changes in organizational structure and design are needed to support and carry out the plan?
  • What will different departments be held responsible for?
  • What are the key tasks to be carried out?
  • Are the practitioners involved up to the task, or is retraining necessary?


Answering these question brings to light the capability of the organization to actualize the communication strategy developed.

In developing a communication strategy, often professionals from different departments will need to collaborate. Thus, the need for an organization to have in place mechanisms and structures that support such interactions and collaboration.

Lastly, Cornelissen advices, ‘to take into account whether the proposed communications strategy adapts or builds on existing strategies – an incremental approach – or whether, because of the inadequacy of existing strategies or because management sees the need to change fundamentally the direction of the organization, a completely new communications strategy is suggested.

Are we ready to determine the message, media channels, and ability of the organization to implement the communications strategy? Let us find out. Shall we.

We have covered strategic analysis, a fact-finding mission, if I may. Nevertheless, what happens once you have all the information you need in place? Armed with all the relevant information it's time to act. Don’t you agree? In writing a communications strategy, this is the strategic intent phase.


What actions do you have lined up?


‘Strategic intent proceeds from this analysis and involves the formulation of a strategic vision,’ says Cornelissen, ‘around which possible courses of action are formulated, evaluated, and eventually chosen.’ In other words, strategic intent sets the agenda. By considering the current position of the corporation, strategic intent sets the direction the corporation needs to take for the realization of the desired ‘new’ position.

This desired position is achieved in the following ways:

Identifying Bases of Strategic Choice
Before the options available for a corporation are tabled, certain key factors need understanding. Luckily, these strategic options are embedded in the mission and vision statements of the corporation. Mission and vision statements express the desire of stakeholders. If the vision statements stipulates the need to be the best in the region, then that is the objective management strives to meet.

‘Some of these bases of strategic choice arise from an understanding of stakeholder expectations and influence, which may already be reflected in mission and vision statements that provide overall guidance about the nature or aspirations of the organization.’, says Cornelissen.

These bases are:

Competitive advantage:This involves knowing what differentiates the corporation from others. Could it be superior services at affordable costs or unique products that meet the needs of a segment of the customers? Competitive strategy makes it easy for a corporation to penetrate a given market.

Organization Identity:According to Cornelissen, ‘identity sets boundaries to the strategic options open to the organization in terms of how people within the organization see themselves and the company they work for, and predetermines how the company should be profiled and positioned with stakeholders and the markets in its environment.’


Generating Strategic Options
In planning, we are advised to think on paper. Once you have your goal written down, you should list all the necessary steps you need to take to meet that particular set goal. I borrowed this gem from Brain Tracy’s Ultimate Goal program. In other words, what Brian Tracy is merely advising is once you have established your goal; enumerate a list of options (actions) for which to engage in order to realize your goal.

The same holds true for strategic options. ‘These courses of action emanate from the bases of strategic choice as identified above, and include options concerning which stakeholders and markets to address and target, and what the organization wants to achieve with them.’ {Sic.}

Case in Point: in the 1970s and 1980s, Shell, for example, was a respected multinational in the petroleum industry steeped in a technological and engineering ethos. By the 1990s, changing market conditions and public scepticism posed the organization other choices of strategic direction. The company had to ask itself what the basis of its business and success was: profitability or public legitimacy, or both. {Sic.}

At this point, we need to understand the role communication plays: Firstly, gaining legitimacy with important stakeholder groups, and secondly, enhancing the organizations reputation and preserving its legitimacy.

According to Cornelissen, ‘Indeed, in developing strategies, a potential danger may be that managers do not consider any but the most obvious course of action – and the most obvious is not always the best.’ He explains, ‘A helpful step in strategic intent can therefore be to evaluate and limit strategic options.’ Avail limited and worthy options for consideration.

Evaluation and Selection of Strategic Options
In settling on an option-we need to have at the back of our minds: an option that will be a ‘fit’ between the organization, its resource capability, and its environment. All options needs to meet the suitability, feasibility, and acceptability test.

‘The process of selecting strategic options cannot always be viewed or understood as a purely objective, logical act. It is strongly influenced by the values of managers and other groups with interest in the organization, and ultimately may very much reflect the power structure within the organization.’ explains Cornelissen.

Having clear intentions is a step closer to executing an effective communications strategy. Once you know what exactly you want to do, positive results are in the pipeline. It is time to act. Happy option-storming.



The post preceding this, talked about the 4 elements we need to consider when working on a communications strategy. I am positive that it gave you a solid foundation on the topic. In this post, we will look at each of the elements in detail. Read along; let us hone this skill together.

The first element we looked at was strategic analysis. An element that must precede all others in order to gain a solid understanding of the corporation. Without this element, you are like a ship without a rudder. 
Flickr | Simon Cunningham

When looking at strategic analysis, what are we looking for? This is the question, is it not? Strategic analysis does not stop at understanding the strategic position of the corporation. It goes on to look at any changes taking place within and outside the environment surrounding the corporation.

‘The aim of strategic analysis is, then, to form a view of the key influences’ says Cornelissen, ‘on the present and future well-being of the organization, and what opportunities are afforded by the environment and the competencies of the organization.’

These are the three analysis that comprise of this element:

Organization-Environment Analysis
Cornelissen says the organization exists in the context of a complex commercial, economic, political, technological, social, and cultural world. Moreover, as we know, these environment changes in a heartbeat. These unprecedented change, or otherwise can affect the company greatly.

We know and appreciate that change is inevitable. Thus, depending on the positioning of a corporation, these environmental changes might result into a lucrative opportunity or present a threat that will shake the very fabric of the corporation. We would rather be casualties of the former. Right?

During these stage use these two tools: DESTEP analysis and   SWOT analysis.

‘A DESTEP analysis is a broad analysis of the various demographic, economic, social, technological, ecological and political developments and factors that are expected to have an impact upon the organization and its operations.’ Says Cornelissen. This guided framework enables management to deduce the most pressing changes and foresee any future changes in the environment. 

A SWOT analysis on the other hand, stands for an investigation of the strengths, weaknesses, opportunities, and threats. This involves taking a blank sheet of paper and subdividing into four quadrants and at the top of each quadrant, one through four indicate the titles strengths, weaknesses, opportunities, and threats. Proceed to list what you factors you think fall under each category.

The first half of this analysis – strengths and weaknesses – examines the company’s position, its capabilities, operations, and products vis-à-vis stakeholders, competitor activities, environmental trends, and company resources. The second half of the SWOT takes this review further to examine the opportunities and threats identified within the environment, including, for instance, market opportunities, political regulation, and shareholder activism. {Sic} At the heart of this analysis, lies the need to know which groups will support the corporations and which ones would hinder any move the corporation might decide to make.

Remember that the whole purpose of organization-environment analysis is not to generate long lists of factors and points, but to provide a concise and to-the-point analysis of the organization and its current position within the environment, adds Cornelissen.

Market and Competitive Analysis
Corporations exist to meet the needs of certain markets. Conducting market research is a prerequisite when it comes to penetrating a new market. Once you are in the market, it follows that you would like to dominate the market. Thus the need for market and competitive analysis.

‘…identify what the competitive position of the organization and its products is within the markets in which it operates and whether the organization can target and serve those markets in a way that at least rivals, if not exceeds, its nearest competitors.’ advises Cornelissen.


Gone are the days of John D. Rockefeller and Andrew Carnegie, where they monopolized entire industries.Today, competition is as alive as our beating hearts. And it would be a big mistake for anyone in business, to think that they are all alone. The business ground shifted in the favour of the majority.

‘An analysis of the structure of a market includes identifying the size of the market and trends within it, and whether the market can be further partitioned into different market segments. An analysis of the customers includes gathering data and drawing up a detailed profile of customers within the market or market segments in terms of their buying and consumer behaviour.’ states Cornelissen. This is what is referred to as market analysis.

In conducting competitor analysis, Michael Porter is the go-to person. His five forces model is often used to conduct a thorough competitive analysis. ‘The five forces – each with a different threat – are industry competitors (threat of intense segment rivalry), potential entrants (threat of new entrants), substitutes (threat of substitute products), buyers (threat of buyers’ growing bargaining power), and suppliers (threat of suppliers’ growing bargaining power).’ {Sic}

Stakeholder Analysis
The corporation exists to meet certain interests. It follows that cultivating and sustaining a great relationship between corporation and stakeholders is something we need to think of consistently and persistently. It is a fragile relationship.

‘Stakeholder analysis should at least provide some answers to the following questions: how will the organization’s actions affect stakeholders? What influence can stakeholders exert on the organization that may affect the realization of its goals? What type of consequences may result from either’s actions? What type of behaviours from stakeholders does the organization wish to encourage? What reputation does the organization have with its stakeholders?’ {Sic}

In conducting stakeholder analysis, these two tools come in handy. Stakeholder mapping and reputation research.

‘Stakeholder mapping is an analytical tool whereby managers start with identifying all stakeholder groups of an organization and display their relationship to the organization,’ says Cornelissen, ‘and one another visually in a map. This mapping exercise should enable the primary stakeholder relationships to be identified and the patterns of interdependence to emerge.’ Consider going on a journey to a new town-you will need a map to know which route to follow and so forth. That is the idea behind this stakeholder mapping tool.

Through qualitative methods of research, in-depth interviews, and focus group sessions, and quantitative methods of reputation research; the latter including a larger sample of respondents who are then asked to rate the organization on a number of pre-defined dimensions. The outcomes of such reputation research may be compared to a target or benchmark that the company has set for itself in terms of how it wants to be known and appreciated by key stakeholder groups.


Since strategic analysis is the gateway to writing an effective communications strategy, taking a considerable amount of time to have all your facts right is imperative. By conducting organization-environment, market & competitive and stakeholder analysis, you will be armed with information on which to make informed decisions. Consider this a shot in the arm. Lock and load.
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