Nene on leadership
Making one of his first appearances since his shock exit from Cabinet in December 2015, Nhlanhla Nene, former Finance Minister of South Africa, shared his views on leadership with young African leaders at the launch of an intensive training initiative hosted by the GSDPP’s Building Bridges programme this March.
The Leading in Public Life Young African Leaders programme, brings together 25 young leaders, among them media practitioners, activists, public servants and civil society advocates from six African countries, offering early- to mid-career level leaders a unique ‘time-out’ opportunity to connect with like-minded peers and develop their leadership presence.
In addition to former Finance Minister Nene, participants heard from many leaders who have walked the path before them including UCT Honorary Professor Trevor Manuel, the Centre for African Cities’ Professor Edgar Pieterse, author and former City Press and Mail & Guardian Editor Ferial Haffajee, as well as Section27’s Executive Director, Mark Heywood.
Nene, who – since his sensational exit from public life works with his wife on a small farm in Kranskop, KwaZulu-Natal, as well as being resident adviser to Thebe Investment Corporation and serving on the board of Allan Gray – shared some key insights both from his term in office, and following it. Farming, he joked, was not so different from finance after all: both contributed to the common good of the nation, and both required steady leadership.
Distilling Nene’s insights to their essence, he emphasised the importance of balancing personal strength and humility. This, he noted, was a matter of not being ruled by pride or ego, but rather recognising that that there would come a time when it would be necessary to pass the baton. “There is one issue that I feel tends to be understated in discussions about leadership,” he said. “And that relates to personal resilience and stamina. To which I would like to add, being centred or anchored as a person. You need resilience, stamina and an anchor, because leadership takes its toll on you. It does so emotionally, physically and mentally. And leadership often challenges your values.”
Weathering the storms of leadership, and guiding others through such storms, required a rock-solid foundation, he argued, which for him could be summed up by faith and family. But moreover, the challenge was knowing when to bow out. “No leader, no matter how great, can lead under all situations. There is no all-weather leader. That’s why Winston Churchill may have been the best person to lead Britain during its darkest hour, the Second World War, but was voted out of office as soon as the war ended.”
Nene took his familiar measured stance in assessing the controversies of the post-Mandela era. “Reflection is a good habit for leaders,” he argued. “But in looking backwards we should always remember that hindsight is an exact science.” Leaders in all eras, he noted, needed the skill of knowing when to be pragmatic and when to stick to their principles. And as much as heroic or iconic figures might emerge from time to time, he added, these leaders themselves were part of a much larger leadership structure.
It was an address that reflected the methodical, orderly demeanour that had become Nene’s trademark while in office. He was not present to discuss the finer details of leadership technique, he argued; these could be found in any textbook. Instead, it was the personal and ethical side that he wished to explore, as this was not sufficiently emphasised.
But if Nene was discussing the ‘soft’ skills of leadership, the importance of these were not to be underestimated. “Human history is full of examples of countries that have had no endowments of mineral commodities but still developed into some of the wealthiest nations on earth,” he noted. “We know, too, of countries, including some on our own continent, which have had the best mineral endowments but have remained poor – the so called 'resource curse'. What explains the differences between these countries is leadership and effective institutions. With good leadership, nothing else matters. Without good leadership, nothing else matters too.”
The importance of good leadership and institutions was confirmed by the Commission on Growth and Development, made up of 19 leaders and two Nobel Prize-winning economists, which aimed to establish why only 13 countries had sustained an average growth of 7% per year or more for 25 years or longer. A key factor, they concluded, was government leadership that was consistently capable, credible and committed. Furthermore, policymakers had to choose a growth strategy, communicate their goals to the public, and convince people that the future rewards were worth the effort, thrift and economic upheaval.
The successful leaders proved to be credible, inclusive and moreover reassured people that they or their children would enjoy a fair share of the growth, Nene noted. The importance of solid personal values, therefore, was not only key for the survival of the leader, but also for the sake of leaders’ credibility – a key factor in the success of a country. This credibility was invaluable; because integrity means sometimes taking a gamble to achieve the greater good.
Overall, Nene argued, leaders need to be accountable, so that leadership does not become their shield, but rather that with which they shield others. But, he added, “We know that the work environment cannot forever shield us from life,” he said. “Good leadership must also include preparation for the time when a leader steps aside.”
Quoting Mark Twain, he concluded: “Let us live so that when we come to die, even the undertaker will be sorry.”
To read more about the GSDPP’s Leading in Public Life Young African Leaders Programme please download our latest report here. In March 2017 the third LPL programme will take place with a focus on inclusive governance and promoting accountability. See the Call for Nominations