Economic and development analysis: Perspectives on economics, society, development, freedom & social justice. Leading issues in Oromo, Oromia, Africa & world affairs. Oromo News. African News. world News. Views. Formerly Oromia Quarterly
The African Leadership Magazine Persons of the Year Awards committee has unveiled the winners for different categories in the just concluded polls for the African Leadership Magazine Persons of the Year Awards 2018, with Ethiopian Prime Minister Abiy Ahmed resoundingly emerging as the African of the Year 2018, with over 85% of total votes/submissions.
The keenly contested poll, across 7 different categories, attracted 123,446 votes on our website, 33,000 entries across our social media platforms, and 3400 submissions from both our emails and offline hard copy submissions. Winners shall be decorated and presented with the instruments of honour on the 22nd February 2019 in Johannesburg, South Africa, at a colourful ceremony that shall attract a wide spectrum of African policy, diplomatic and business leaders. The winners were unveiled by the Publisher of the Magazine Mr. Ken Giami, at the UK Head Office of the group, after the awards committee working with the editorial team concluded the collation of both online and offline votes and submissions from the over 1 million subscribers / followership base of the publication.
The final winners are:
African of the Year 2018:
H.E. Dr. Abiy Ahmed Ali, Prime Minister of Ethiopia – winner
African Female Leader of the Year 2018:
Amina J Mohammed, Deputy Sec. Gen. UN, Nigeria
ALM Person of the Year 2018-Educational Development
Mohammed Indimi, Oriental Energy, Nigeria – Winner
ALM Person of the Year 2018 – Employment Generation
AtikuAbubakar, Nigeria – Winner
ALM Person of the Year 2018 – Political Leadership
President John PombeMagufuli, President of Tanzania – Winner
ALM Person of the Year 2018 – Philanthropy & Charitable Contributions to Society
Tony Elumelu, Heirs Holding, Nigeria – Winner
ALM Young Person of the Year 2018
Bogolo Joy Kenewendo, Minister of Investment, Trade & Industry, Botswana- Winner
The African Leadership Magazine Persons of the Year Awards, which has become the leading vote-based third-party endorsement in the continent, recorded an upsurge of 20% votes from the African Diaspora this year. In addition to the winners, a special ALM Commendation citation shall be presented to the most distinguished runners up, which includes:
African of the Year Commendation citation:
H.E. SeretseKhama Ian Khama, former President of Botswana
African Female Leader of the Year Commendation citation:
H.E GraçaMachel DBE, South Africa,
ALM Person of the Year -Educational Development Commendation Citaton
Fred Swaniker, African Leadership development Academy, Ghana
ALM Person of the Year Employment Generation Commendation citation
Christo Wiese, Shoprite, South Africa
ALM Person of the Year – Political Leadership Commendation citation
H.E. Nana Akufo-Addo, President of Ghana
ALM Person of the Year – Philanthropy & Charitable Contributions to Society Commendation citation
Mohamed Al Kettani – CEO Attijariwafa Bank, Morocco,
ALM Young Person of the Year Commendation citation
SanguDelle, CEO, Golden Palm investment, Ghana
The Publisher, Mr. Giami, maintained that, all the nominees are deserving of the crown -considering their personal contributions to the continent’s growth and development. In his words, ” the nominees have demonstrated great faith in the Africa project, and are ‘walking their talk’ in their communities. They all are true lovers of Africa, determinedly contributing, sometimes amidst very difficult circumstances, but undoubtedly making their communities a better place for its people. ” –
The African Leadership Magazine Persons of the Year which is in its 7th year, is an annual award reserved for distinguished Africans, who are considered to have blazed the trail in the year under review. A shortlist of nominees are selected from results gathered via a Call for nomination – traditionally promoted via a paid online and offline campaigns across the continent, Europe, and the Americas. The call for nomination is the first step in a multi-phased process.
This year, the selection committee considered, among others, four broad themes: – Africans whose activities, policies and actions have contributed to ‘Investments into Africa’s young people, jobs & wealth creation; promotion sustainable peace & development, delivering of democratic values; & the promotion of Africa’s image globally’; in arriving at their decisions. Sustainable peace is a precursor to development in the continent, hence the need to encourage state and non state actors to contribute towards the pursuit of sustainable peace on the continent.
About African Leadership Magazine:
The African Leadership magazine is published by African Leadership (UK) Limited, a company registered in the United Kingdom. The magazine focuses on bringing the best of Africa to a global audience, telling the African story from an African perspective; while evolving solutions to peculiar challenges being faced by the continent today.
Since its maiden edition, African Leadership Magazine has grown to become a leading pan-African flagship leadership-focused publication read by over 1, 000, 000 targeted international investors, business executives, government policy makers, and multilateral agencies across Africa, the Middle East and Asia, Europe, and the US. It is distributed at major international and African Leadership events around the world. The magazine has over 900,000 subscribers/Followers on Facebook and a virile readership on other social media platforms. It is a niche and unbiased African voice born out of a desire to ameliorate a lot of Africans by focusing on individuals and corporates that are known for their legacy-based approach to leadership.
Good governance exemplars in Africa continue to evolve, even if slowly. An African country, Ethiopia, has the youngest democratically elected Head of State on the continent; who happens also to be one of the 20 youngest Heads of State in the world. Africa should be proud. Yet it seems Africa failed to take sufficient notice.
In the past 18 months, Africa has seen 15 leadership changes averaging approximately one per month. One of the remarkable transition was in Ethiopia. Its run up was not seamless, but the end result is predictably remarkable. Ethiopia’s leadership evolution started with the former Prime Minister, Hailemariam Desalegn, who decided to step aside in the aftermath of mass protests on the streets of Ethiopia, and evident failure to quell the restiveness, despite deploying various drastic measures. In surrendering power, he yielded to the voice of reason and democratic dictates.
In stepping aside, Desalegn was cognizant that such gesture had the capacity to create the political and conciliatory space required to bring about new solutions and certainly stem the bloodletting and wanton killing of Ethiopian defenseless civilians from Oromo ethnic stock, who would not stop protesting.
By resigning, the former Prime Minister gave Ethiopia a new lease of life to move forward. In comparative terms and given African realities, he deserves credit. After all, when last did an African Head of State willingly resign from office. Robert Mugabe and Jacob Zuma remain very awkward examples. Desalegn leaving stoke the embers of effective succession planning amidst conflict.
Inevitably, the question became who will replace him? Who will the nation accept? And had the capacity and persona to quell turmoil and rally the nation to reconciliation and healing? The lot fell on Dr. Abiy Ahmed, who was chosen by the ruling Ethiopian People’s Revolutionary Democratic Front (EPRDF) coalition, as its Chairman with 108 of 180 possible votes. Ethiopia’s ruling party is made up of four ethnic parties including Oromo Peoples’ Democratic Organisation, (OPDO), Amhara National Democratic Movement (ANDM); the Southern Ethiopian People’s Democratic Movement (SEPDM) and the Tigrayan People’s Liberation Front (TPLF). Indisputably, with Abiy Ahmed’s emergence, Ethiopia struck the proverbial gold and netted four giant birds with one cage. First, Ahmed is of the Oromo ethnic stock, which has been at the root of the antigovernment protests.
The Oromos are the largest ethnic group in Ethiopia constituting about 34% of the country’s 100 million population, but have never ruled the country. They have accused the government repeatedly of neglect and humiliation. Now, their son, who interestingly was the chairperson of the Oromo Peoples’ Democratic Organisation (OPDO), is now the Prime Minister. Psychologically, his emergence ought to solve at least half of the problem, or nothing else will.
Ahmed is a pacifist thrown up by conflict. He is also a paradox. In him, Ethiopia has her first Muslim Prime Minister who interestingly, hails from a home with a Muslim father and a Christian mother. Suffice to say that while he checks off on both boxes, he had consistently identified with his Muslim roots. This latter disposition underlines his broad acceptability. But there’s more to his bonafides.
Ahmed arrived at his new job, wellschooled and with the requisite expertise. He served as a former Minister of Science and Technology under Desalegn, he just completed his doctorate in peace and security from Addis Ababa University in 2017 and comes from a military/intelligence background where he last ranked as a colonel in the Ethiopian army. Add to that the fact that he speaks fluent English and three Ethiopian languages, you find sufficient expertise written all over him. He possesses the skill and grit that is of immediate need to Ethiopia. Also, you have a Prime Minister with all expertise at 42. He’s dynamic, energetic, thinking and the youngest in the continent. He is well-equipped to drive an already progressive Ethiopia to the next level. Ethiopians must be beating their chest in cheers to such a win.
There is much for Nigeria to learn if she truly yearns for a way forward. Hardly in our national history have we been as divided along ethnic lines as today. There are alleged cases of ethnic cleansing going on in some states including Benue, Taraba and Zamfara under the watch of the government, yet the troubling silence from quarters that should defend justifies Nigerians’ suspicion of conspiracy.
Nigeria is not officially at war, but the number of deaths recorded from the killing of the Fulani herdsmen in the last three years is more than enough casualties for most wars. In the face of these all, and with the latest killing in Plateau State, President Muhammadu Buhari continue to give credence to criticisms that he is incapable of finding solutions to Nigeria’s problems. Even changing cabinet members or appointees who have failed in their responsibility seems too arduous. Increasingly, there is pressure for the President to resign both from those who mean well and those who are purely politicking. However, if the President truly cares about Nigeria, he knows the choice to make.
For Nigerian youths who are getting ready to contest elective positions on the basis of the ‘Not Too Young To Run’ bill allowing them to do so now that the bill have been passed into law, becomes imperative. Age is not necessarily the problem. It’s about competence and experience. Look at Ahmed. He served previously as minister and led his own party before becoming the Prime Minister. He was close to power and understood the challenges; now his experience is evident in his reforms. He’s taking the bold step of putting a limit to the tenure of Prime Ministers, which was hitherto unchecked. There’s great optimism in Addis Ababa that the right man is on the saddle.
Look at Emmanuel Macron: he served first as minister; formed and led his own party with which he became the President. We witnessed his meetings with President Donald Trump a few weeks ago in the U.S. He bossed it despite being 32 years younger than Trump.
If you’re serious about taking back your country, chat little about age on Facebook and go to work. Form your party or join existing ones. Reform them to suit modern ideologies and lead them. Stay genuinely close to power. Fight for the Youth Minister position to be truly yours first. Fight for a percentage of National Assembly positions in your party. Slowly, you will take over. Nobody will hand you power, there’s no free lunch anywhere. Being young will never win you an election; there must be a story to your youth that stands you out, something that clearly defines you and that can easily predict what the future will be with you. You must be strategic fellow young people.
A look at Ethiopia’s party structure reveals something interesting. In all the parties, there are four ethnic/regional parties that form the coalition. Leaders of each party stand the chance of becoming the next Prime Minister. In the Nigerian context, that should mean there will be a leader for the Northern group in APC, PDP and all other parties, same for Middle Belt, South-East, South-South and the West. With the regional leaders, you already know who is likely to emerge as the President and begin to fight early if that choice will not do the country any good. It does look like a great example but it reminds us one thing, we can’t escape restructuring for Nigeria to become functional. Ethiopia looks set to continue in its development trajectory especially in infrastructure.
Despite the protest against the previous government and internet shut down, the country continued to implement her development plan building top infrastructure for its cities. Every visit to Ethiopia, offers one the chance of encountering incremental development, especially in infrastructure. Recently, Ethiopia opened Africa’s first energy plant that converts trash into electricity.
It will incinerate 80 per cent of Addis Ababa’s waste and supply electricity to 30 per cent of its household. It will also recover 30 million litres of water and averting the release of 1.2 million tons of carbon emissions. It was opened casually. The Prime Minister didn’t even attend. Such a project in Nigeria will leave the Presidency on the brink of inviting God to physically attend the lavish commissioning. Ethiopia is leading; Nigeria, when will you Arise?
•Udeh is a Research Associate at Selonnes Consult Ltd; Obaze is MD/CEO Selonnes Consult Ltd
Toxic leadership is characterised by a number of familiar traits: unwillingness to take feedback, lying or inconsistency, cliquishness, autocracy, manipulation, intimidation, bullying, and narcissism. The toxic leader can – if allowed to run rampant for long enough – destroy organisational structures over time and bring down an entire organisation. This applies to countries too.
There are a number of reasons for this. The most obvious is that a toxic leader can influence organisational culture through aversive action. This can include flouting organisational processes, rewarding loyalty over competence, normalising socially unacceptable behaviours like infighting, and by breaking down trust and eroding clear lines of authority.
A toxic leader’s other, more insidious, influence is through what they do to the relationships between people around them.
Psychologists, Paul Babiak and Robert Hare, describe how two factions typically develop in an organisation once the deviant leader’s ascent has begun. One faction consists of supporters, pawns and patrons. The other is made out of people who remain true to their principles, realising they have been used and abused, or that the organisation whose ultimate goals they still support is in danger.
If it sounds familiar it’s because South Africans are spectators to exactly this kind of factionalism. In recent months pro and anti President Jacob Zuma factions have been involved in increasingly energetic mudslinging matches.
For many, Zuma represents the quintessential toxic leader. Whether one is for or against the president, it remains that he’s at very least a controversial figure, and criticism of him has been known to lead to reprisals.
The good news is that toxic leadership can be overcome. When it’s understood and challenged, it can be dismantled or reformed.
The toxic environment
Where there is toxic leadership, the ethics of the working environment are compromised. Typical behaviours are abuse of privileges, theft, violence and verbal abuse. Any number of these can be recognised from news reports around South African politics.
But a toxic leader does not absolve employees who choose to engage in deviant conduct. Ministers and private sector supporters who choose personal gain or corrupt relationships remain responsible for their own choices. Of course, it’s much easier to make the wrong decision if it’s the dominant way of doing things in a particular environment.
Such behaviour may be rooted in financial gain, or lie within the culture of an organisation. The motivation to achieve results may spark greater numbers of people to either actively harm, or passively ignore, the welfare of others to achieve their desired end.
This is why the removal of a psychopathic leader doesn’t guarantee the eradication of toxicity as it’s likely to be entrenched at lower levels of organisational leadership by the leader’s sycophants.
Fighting from the bottom up
The responsibility to move against toxic leadership doesn’t lie with an individual, but concerns the organisation as a whole.
In the public sphere, this responsibility extends to society as a whole.
Crucial to overcoming the toxic leader’s negative impact is for other members of the organisation to remain firm and loyal to their principles, and to take a united stand.
If people are able to stand together against toxic leadership, the leader may leave of their own accord. Once this happens individuals in the rest of the organisation need to cleanse the organisation by distancing themselves from the leader’s negative actions.
Another way of tackling toxic leadership is to find out who they answer to, if it’s not immediately apparent, and appeal to this authority. Bullies are not always swayed by open dialogue or whistleblowing, but may answer to a higher law if this is done formally and armed with the facts. In the case of an errant public servant, this may be achieved through, for example, the judiciary and institutions like the Public Protector.
If all these fail, there are ways to manage the situation with the toxic leader in position. It’s necessary to understand the leader’s history to analyse how they got to this point. Share this with key decision makers. This is vital because a core aspect of the solution is to establish a coalition of like-minded individuals who understand the leader’s negative impact.
The coalition should not take a punitive, antagonistic approach, but rather a supportive one, using appropriate benchmarks and timelines that reflect the goals of all key stakeholders.
Much of what’s observed in the corporate world applies to leadership in the public sector. With proper interventions, a valuable level of accountability can be brought into the workplace and to service delivery.
The accountability of leaders can be increased through forums like townhall meetings to force them to think deeply about their behaviour and decisions. Where politics is concerned, visible performance management like this can do wonders for the well-being of citizens.
It’s also critical to establish mechanisms to protect people speaking up against leaders – the whistleblowers – as their actions should be free of fear, such as loss of income.
With protection mechanisms in place, employees and citizens alike should be able to freely raise issues and protect both themselves and their ideals, whether their concerns relate to a private company or a government department.
Incompetence in leadership in most African countries is not only the problem of people who occupy positions in government; it is a reflection of the leadership culture. We’ve had different leaders with the same results for decades. The power distance that exists between leaders in government and citizens is also reflected in organizations and families. In such a structure, leaders don’t serve; they are served, because occupying leadership positions make leaders superior and unaccountable to the people they lead. Africa needs leadership development systems, and it is incumbent on development partners and global leaders to understand how cultural differences affect these.
It has become obvious that it is politics that drives the economies of nations. Acemoglu and Robinson assert in their seminal book Why Nations Fai’ that the major difference between developed countries and developing countries is in their political evolution. Developed countries have political and economic systems that are inclusive and offer opportunities for most people to create wealth.
However, most developing economies have political and economic systems that are extractive. Those in the ruling class have a strong hold on political power, and use it to channel economic resources to benefit themselves and those close to them. Foreign aid, when channelled through such extractive systems, almost never reaches the most vulnerable in society. We need to rethink the form of aid Africa needs and the platforms for distributing or offering it.
There is an ongoing discussion on the effectiveness of foreign aid in helping the economic development of Africa. One thing is obvious: the results are not exactly what Africa’s development partners have expected, and the reasons are not far-fetched. Dambisa Moyo, global economist and author, contends in her book Dead Aid that while foreign aid that addresses humanitarian needs caused by drought and conflict is helpful, most of the aid given to African countries is rather harmful. The OECD provides comprehensive statistics on the kinds and volume of aid received by the continent up until 2015. Moyo lists the problems enhanced by aid to include corruption, civil conflict, shrinking of the middle class, and the instilling of a culture of dependency. All of these combine to make Africa unattractive to global investors.
It has become obvious that it is politics that drives the economies of nations. Acemoglu and Robinson assert in their seminal book Why Nations Fai’ that the major difference between developed countries and developing countries is in their political evolution. Developed countries have political and economic systems that are inclusive and offer opportunities for most people to create wealth.
However, most developing economies have political and economic systems that are extractive. Those in the ruling class have a strong hold on political power, and use it to channel economic resources to benefit themselves and those close to them. Foreign aid, when channelled through such extractive systems, almost never reaches the most vulnerable in society. We need to rethink the form of aid Africa needs and the platforms for distributing or offering it.
Also, globalization is the reality of our day and age. There is increasing economic, social, technical, cultural and political interdependence between nations. People are more inter-connected now than ever before. The availability of worldwide communication systems through rapid improvements in communication technology and the internet has led to more international trade and cultural exchange. But globalization does not appear to be hastening Africa’s development. The problem is also rooted in the political structure and the leadership culture prevalent in Africa.
The problem is leadership
Some years ago, I had a discussion with Donald Duke, former governor of Cross River State in Nigeria. I commended his vision for a plan to attract large numbers of tourists from around the world, impacting positively on the economy of the state and the nation. I observed that a large number of leaders in Nigeria can’t envision Nigeria as a developed nation, and talk more of mobilizing citizens to actualize the vision. He replied with an illustration: Nigeria, he said, is like an aircraft that is being flown by pilots that did not go to flying school. He added that when the plane crashes, everyone blames the pilot. The question therefore is: where are Africa’s leadership “flying schools?” How and where do Africans acquire sophistication in the leadership skills required to guide the continent into development?
Image: REUTERS/Akintunde Akinleye
The cultivation of leaders with exceptional character and skills is critical to Africa’s development. Africa’s development partners should recognize that it is too late to teach someone who occupies a high position in government how to lead during side talks at global events. They should also bear in mind that there has to be alignment between the sense of identity of the leader and that of the followers for leadership to work.
Incompetence in leadership in most African countries is not only the problem of people who occupy positions in government; it is a reflection of the leadership culture. We’ve had different leaders with the same results for decades. The power distance that exists between leaders in government and citizens is also reflected in organizations and families. In such a structure, leaders don’t serve; they are served, because occupying leadership positions make leaders superior and unaccountable to the people they lead. Africa needs leadership development systems, and it is incumbent on development partners and global leaders to understand how cultural differences affect these.
Wanted: effective leadership development systems
Opportunities for developing leaders have never been greater in our increasingly complex world. Diagnosing leadership development needs, especially in Africa, requires an assessment of the entire leadership culture. For example, the GLOBE project, conceived of by Robert J. House of the Wharton Business School and conducted on organizations and middle-level managers around the world, describe countries in sub-Saharan Africa as scoring high in power distance and in-group collectivism, but low in performance orientation. Leaders do whatever it takes to produce results in such a leadership culture, and they usually position themselves and their cronies above the law. Most of the citizens have leadership potential, but several factors inhibit their leadership development, such as bad governance, poverty, corruption and religious bias. Most young people in Africa are hungry to learn and to realize their potential. They seek respected mentors and resources to help them navigate the complex life challenges they face. However, there is a dearth of institutions and curricula to help them realize such desires.
A broader view of leadership development provides insights into why some initiatives are more successful than others at generating change in individual behaviour. To have an impact, the capabilities being developed in the individual need to mesh with the leadership culture in which the leader is embedded. Most of the leadership development curriculum developed in Western countries may not particularly address individual situations, especially youth in developing parts of the world, who have little education as a foundation, and who are distracted by the struggle for survival occasioned by rampant poverty.
According to the GLOBE studies, emerging leaders in some developing countries approach foreigners cautiously; that’s because they’re not used to participative styles of leadership, and prefer bold, assertive styles of leadership. The notion of fear is high due to the conservativeness in the culture, and most people have not been trained to be independent thinkers that are willing to step outside their ‘boxes’ unless directed to do so by leaders. They have developed a learned state of helplessness, with the overwhelming feeling that they cannot change their circumstances. The culture is permission seeking. Unfortunately, the ruling class is not interested in granting permission for the mass of the people to be admitted into its cadre. In such a culture, the community dominates the individual, and women are hardly empowered.
Change is possible
Africa’s large youth population presents a great opportunity to influence the emergence of a new generation of leaders. The reality, though, is that the elite class on the continent tends to appropriate the existing curriculum for leadership development in expensive executive education programmes in business schools, whose fees are beyond the capabilities of the major part of the population. There is a need to democratize the leadership development process in the developing world. The high rate of infusion of mobile technology could be an advantage. This will make formal and informal leadership development an inclusive process that will reach people at all levels of society.
Africa needs cultural change agents that will leverage both business and non-profit platforms to offer leadership development training to a large proportion of the population. Such agents must have experienced a change in their own mind-sets. Development partners around the globe who genuinely seek Africa’s transformation should appreciate that the extractive leadership structures in that part of the world will not allow the intellectual, material and financial resources they distribute to create any meaningful and lasting change on the continent. They should cut down on the volume of financial aid, while partnering with cultural change agents who are democratizing the development of leaders at all levels, enhancing the evolution of inclusive political and economic structures.
Social intelligence is the key to career and life success. Do you have it?
Intelligence, or IQ, is largely what you are born with. Genetics play a large part. Social intelligence (SI), on the other hand, is mostly learned. SI develops from experience with people and learning from success and failures in social settings. It is more commonly referred to as “tact,” “common sense,” or “street smarts.”
Emotional intelligence starts with understanding your own emotions (self-awareness), then being able to manage them (self-regulation) and use them to achieve your goals (self-motivation).
Once you are able to understand and manage yourself, then you start to understand the emotions and feelings of others (empathy) and finally to influence them (social skills).
It’s no secret that good leaders are also good communicators. And the best leaders have learned that effective communication is as much about authenticity as the words they speak and write.
Indeed, communication and leadership are inextricably tied. How can you galvanize, inspire or guide others if you don’t communicate in a clear, credible, authentic way?
Great leaders are people with the skills, commitment, and character that we want to emulate. The very best lead by example and aren’t afraid to roll up their sleeves and work side-by-side with followers. They are Optimistic and Inspirational. Great leaders build bridges, not walls. They do the right things. They don’t abuse or “damage” followers in the process. They unite, not divide. And, they leave the followers and the team/organization/country better off than when they began to lead.
Lindiwe MazibLiuko, a South African politician and former leader of the opposition, thinks it does. In a session on leading in an era of disruption, she called for a new generation of leaders to do a better job of addressing the continent’s challenges.
Press Release For Immediate Release March 14, 2017
The Oromo Leadership Convention (OLC) held its second meeting in the City of Washington, District of Columbia, March 10 – 12, 2017. The Convention was opened with the blessing of representatives of the main religious groups in Oromo society and concluded after successfully deliberating on the current situation in Oromia and passing landmark resolutions that affirm the unity of all Oromo and underscore the need to strengthen institutions of democracy.
This Convention was attended by over 600 religious, civic and community leaders from across North America and other parts of the world, political organizations, professional and civil societies, artists, businessmen, scholars, veterans of the struggle and Oromo notables who have contributed to the advancement of the Oromo cause in their respective fields.
Considering the gravity of the deteriorating situation in Oromia and the tremendous suffering that the state of emergency has imposed on our people, the Convention focused on taking action.
1. Based on the proposal recommended by the Task Force on Humanitarian Assistance, the Convention established a non-governmental organization known as HIRPHA International (Humanitarian Initiative to Relieve the Plight in the Horn of Africa) to assist in the effort deliver coordinated and efficient aid to the victims of the Ethiopian government.
2. Accepting the proposal of the Task Force on Diplomacy and Advocacy, the Convention established a research and policy center that will assist the efforts to conduct diplomatic action in a strategic and coordinated manner with the view to assisting the struggle to end tyrannical rule in Ethiopia. This center will be named Organized Diplomacy and Advocacy Action in the Horn of Africa (ODAAHA).
3. Recognizing that the Task Force of Experts presented revised documents known as the Declaration of Oromo Unity and National Aspirations and Oromo Charter of Freedom, Justice, Dignity and Human Rights reflect the views of the delegates regarding the foundation of Oromo unity and a common ground for political action, the Convention adopted the revised documents as its official documents.
4. Recognizing that the need for further discussions to internalize the contents of these documents, the Convention recommended them to Oromo communities around the world for studying and discussions. The Task Force of Experts was named as a Commission of Experts to spearhead the effort.
Considering that the Oromo struggle needs robust, functioning and autonomous democratic and civil society institutions, the Convention discussed new agendas proposed by the OLC Executive Committee. The new agenda emphasized the need for enhancing women’s participation and youth engagement in the Oromo nation’s future and initiated an effort to create professional associations.
After thoroughly discussing two concept papers, the delegates recommended launching a community-wide conversation with a view of taking concrete steps to enhance women and youth participation in Oromo affairs within a reasonable period.
Recognizing the demand of the Oromo people, the Convention stressed the importance of the unity of purpose among Oromo political organizations for the success of our people’s struggle. The participants recommended to all political parties to continue to work together to find ways to mobilize our people for the bitter struggle ahead and redouble efforts to expand the arena of interparty collaboration, build democratic institutions, and fortify self-rule capabilities.
Recognizing the gravity of the time, Convention participants decided to increase their support for the Oromo struggle and to join hands in solidarity with all freedom loving peoples to fight against the repressive TPLF regime. In view of the continued suffering of our people, the Convention, once again, condemns in the strongest of terms the continued killings, mass incarcerations, enforced disappearances, and persecution of Oromo. The delegates also demanded an immediate end to the State of Emergency that has made life impossible for our compatriots.
Concerned with the continued impunity of the Ethiopian regime, the Convention, once again, calls upon the international community to live up to its commitment not to “never again” allow mass killings from occurring again by demanding the establishment of an independent and thorough investigation into the mass killings, especially at the Irreecha festival on October 2, 2016, and the other crimes perpetrated by Ethiopian security forces against innocent people.
Finally, the Oromo Leadership Convention extends its call to all peoples in Ethiopia to redouble their efforts to end totalitarian rule in the country.
Kaayoon isaa akka koree yaa’ii tana kopheessite keessaa Dr.Izqiheel Gabbisaa yuniversitii Kaateringi ka Mishigen jirtu keessaa dubbatetti ummata Oromoo biyya keessaa fi biyya alaatti rakkoo gugurdoo keessa jiru gargaarsa ilmaan namaatii fi gama siyaasaalleen gargaaraa tokkummaa Oromoo ijaaruu fi jabeessuu dhaaba dhaabuu.
Akkuma kanaan Yaa’iin tun dhaaba HIRPHA International (Humanitarian Initiative to Relieve the Plight in the Horn of Africa) jedhu ka nama mootummaan Itoophiyaatiin Afrikaa gama Gaafaa keessaa miidhame gargaarsa qindaahee kennuun qagaraafuu.
Tanaafuu Afrikaa gama Gaafaa keessatti damee Organized Diplomacy and Advocacy Action in the Horn of Africa (ODAAHA) yayyaban.
3.Tana maleellee galmee yaada Koree Qindeessituutin dhiyaatte jedhan Declaration of Oromo Unity and National Aspirations and Oromo Charter of Freedom,Justice, Dignity and Human Rights jedhuun tokkummaa Oromoo jabeesitu jedhan yayyaban.
What are the key elements of social intelligence? Click here to read the full article by Ronald E Riggio Ph.D. Cutting-Edge Leadership
Read more at: https://www.skillsyouneed.com/ips/social-skills-emotional-intelligence.html
It’s no secret that good leaders are also good communicators. And the best leaders have learned that effective communication is as much about authenticity as the words they speak and write.
Indeed, communication and leadership are inextricably tied. How can you galvanize, inspire or guide others if you don’t communicate in a clear, credible, authentic way?
Here are 5 essential communication practices of effective leaders. Click here to read at Forbes the 5 Habits of Highly Effective Communicators: Mind the say-do gap. Make the complex simple. Find your own voice. Be visible. Listen with your eyes as well as your ears.
How to Spot a Bad Leader: Click here to learn the tactics used by leaders from hell.
Click here to read on 5 Steps to Great Leadership: How do our leaders measure up?