Fit to lead - an analysis of the ANC

As far as possible I try not to write about politics - firstly I am not a political scientist and I have never held any senior position in any political party. So I do not have experience in politics. Though my political ancestral home is the African National Congress (ANC), besides being a student leader, I have never been interested in formal politics.

 

Politics however, intertwines with business and the economy. I have recently been recognizing some structural, governance and business issues facing the governing party. Setting the ideology aside, organizational growth is similar irrespective of organisation. 

In Patrick Lencioni’s book, “The Five Dysfunctions of a Team”, he highlights the pitfalls faced by many teams.

These are: Inattention to results, Avoidance of accountability, Lack of commitment, Fear of conflict and lastly, Absence of trust.

I will therefore try to elaborate on each point and how the once mighty ANC has let itself suffer from each dysfunction.

1.     Inattention to results
Results are the living embodiment to determine progress or decline. Keeping a keen eye on the results of your organization in your market place is key.
The ANC has saw it fit to not respond effectively and with the required speed to what the market has said. Their brand equity has taken a dive and their target market concerns not taken up as legitimate issues.

For any business this would mean the beginning of the decline - when you do not respond fast enough to consumer preferences or issues. In recent history this was seen in both Nokia and Blackberry.

2.     Avoidance of accountability
One of the major testimonies of leadership is the character to take responsibility and accountability of the performance and results of the organization.
This forms the hallmarks of transformative leadership.

Our beloved ANC seems to have forgotten this trait, so embodied by past leaders like Tambo, Sisulu, Luthuli and Mandela.
Accountability suggests that the leader acknowledges the issue or challenge and together with the leadership will take steps to rectify and in so doing, bring back the customers to the brand.
Accountability suggests taking action against parties not performing their function or bringing the organization into disrepute. It is about eradicating the rot currently consuming the organisation.

Accountability speaks to the delivery of the promises made by the organisation to its market, constituency and South Africa as a whole.

3.     Lack of commitment
Every organisation needs to have a set of principles or values it commits to and derives its moral compass from.
These values need to committed to and understood to symbolize the spirit of the organisation. All strategy should be developed with the values in mind that tactics and marketing campaigns are in line with the values committed to.

At no time should competing ideologies to the values of the organisation be allowed to manifest and gain traction. At no time should foreign parties influence the tactics, slogans and direction of the organisation.
On this point too - the African National Congress has let itself be swayed and left the values developed over decades be disregarded.

4.     Fear of conflict
Anyone in a relationship will tell you how crucial conflict is in ensuring that all parties and members get their point across. This improves cohesion and promotes growth.

“It is important to distinguish productive ideological conflict from destructive fighting and interpersonal politics. Ideological conflict is limited to concepts and ideas, and avoids personality-focused, mean-spirited attacks” – Patrick Lencioni

As the ANC likes to point out - it undergoes rigorous debate - this is what is needed, ensuring that all issues and conflicts are aerated as to minimize potential for tensions in future.
The human condition is fickle and our egos get the best of us. But when engage in cooperation and in building an organisation as a team - personal offenses and selfish desires should be set aside.

5.     Absence of trust
Honesty and engagement breeds trust.

What sets the ANC apart from other political parties has been its cohesion. Born under the pressure of Apartheid, where a real and punitive enemy existed, it focused each member to contribute meaningfully to the growth and development of the organisation and the market it served - black oppressed people.

With growth however came new challenges - the ANC was not built for growth, its members are locked in ideology reserved for those in opposition. The organisation, though fighting for freedom did not make adequate preparation for governing. Sure lessons have been learnt over the first two decades, but the skills of secrecy and clandestine movement that made the organisation a force during apartheid have become an Achilles heel in government.

As governing party with a citizenry, its target market had to include previously unintended markets. The growth and development of the black middle-class has ushered in a market that the ANC does not understand and up to now seem ill-equipped to attract.

There is a trust deficit between the organisation and its traditional market. A trust deficit of the organizations management of the state and its citizenry and a trust deficit between members of the organisation.

There is great interest in the media about what the ANC does and how it does it. 

If we could imagine for a moment that this was a publicly listed company with 1 million shareholders (as the claim is on the number of members making up the organisation). One would find that the organisation would notice the decline in market share. A decrease in income generated from member contributions and a decline in investor sentiment. 

The brand equity of the organisation would show erosion and no amount of spin would change facts such as corruption allegations.

Consumers would boycott their service and products - as is the case on the display of marches recently, all across the country.

This is the time when shareholder activism is required. We as the citizenry are outside and only have one opportunity in 5 years to influence the market effectively. If the company is to salvage itself and ensure potential for life after current leadership, heads have to roll.

As I have mentioned before, “We are watching… we see how reckless you are with our futures. 2019 is coming and WE WILL NOT FORGET.”