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  • Making informed decisions is a bedrock of great leaders

    Making informed decisions is a bedrock of great leaders

    Leadership Tip of the week

    Do we really know why some organizations succeed and why others do not?

    Irrespective of the kind of organization we run, success is determined largely by how much information or data will gather before making informed decision and what we do with the information. Guess work and mere permutations are some of the reasons why leaders fail to move their organisations to next levels or attain their organisational goals.

    Imagine a surgeon who cuts off the limb of his patient only to discover afterwards that there was a better treatment and all he needed was to administer stronger antibiotics. No leader irrespective of the nature of organization (formal or informal) can succeed without adequate, timely and updated information. With modern technology and globalization, accessibility to information is simpler and easier.

    This information may be informal by asking friends, colleagues or formal through intense research. Either way, a leader must gather information to make educated or more importantly the right decisions and as well connect theory to practice or reality. Leading people comes with great responsibility and an uninformed decision is bound to not only affect the organization adversely, but the employees as well.

    Thus the more the information at the disposal of the headship, the more competitive that organisation will be.

    This tip is inspired by the book “Start with Why: How Great Leaders Inspire Everyone to Take Action” By Simon Sinek

  • Success without a successor is failure

    Success without a successor is failure

    Leadership Tip of the week

    As the CEO, do you ever wonder what will happen  if you are to be away from your position for longer than you anticipated without notice? How well will your staff cope without your intervention in any form? A leader’s position should be more of  influence and not just affluence. One of the clues to identifying a leader is that “his people consistently demonstrate superior performances” A leader is great, not because of his or her power but because of his ability to empower others and make them deliver quality performance with minimum supervision. A great leader’s responsibility is to develop and motivate  others to do the work. Loyalty to leadership is earned when the follower has personally grown through the mentorship of a leader.

    This tip is adapted from  “Developing The Leader Within you” John C.Maxwell



    A few years ago I led a team of recruiters in a recruitment exercise that led to the engagement of a highly intelligent first class graduate of business administration. He performed extremely well at all the selection processes and was recommended for a very sensitive role in the organization.

    What was not known to me and other members of the panel in spite of the careful selection process was that this candidate was mentally unwell. So shortly after he resumed work at the organization he displayed the traces.

    Now don’t get me wrong; he wasn’t ill. In fact, he was very articulate, understood the job description, delivered set targets, was very punctual at work and quite respectful but was mentally unwell. He bowed down to stress easily and was extremely quiet. Not too long, his manager realized that what was considered as a calm mien was actually a mental illness. We must note that not all extremely quiet staff are mentally well, some may be having issues under the façade and if you as a manager ignore the signs you may soon have a mental case in your hands.

    On a certain evening shortly before the end of the day’s job this great employee, walked into the office of his manager to announce that he was quitting. He was not ready to follow due process he just wanted to leave. He had no reason other than he was too stressed, couldn’t cope with being away from his family and a few other flimsy excuses. He wasn’t quitting for another job he was just going home to sit. The more his manager probed, the more agitation he displayed. He eventually packed his stuff slammed the door on his supervisor and walked away.

    Mental health is not just the absence of mental disorders. The World Health Organisation defines it as a state of mental well-being that enables people to cope with the stresses of life, realize their abilities, learn well and work well, and contribute to their community.

    There is no gainsaying that this generation is a stressed one; having to battle with simple things like climate change, to the complex ones bothering on health, politics, gender imbalances, economic instability, recessions and a whole lot more. It is worse in the developing countries and in Nigeria (most stressed country in the world) in particular where the life expectancy is placed at 53.

    With this at the background therefore, CEOs must prioritize mental wellness and factor it into their recruitment processes, organizational structure and policies. CEOs that do not pay attention to the mental wellness of their employee will continue to record high level staff turnover.

    Most often, staff who are mentally unwell puts the organization at risk and so CEOs who want relative stability and growth must not only pay attention to staff mental wellness, but must create a strategy to manage and develop strong mental wellness program for their employees. Job seekers should also look out for this provision in selecting the organization to work in.

    What can CEO do to promote mental wellness among employees?

    • Mental awareness training: this must be included in the organization training programme
    • Establish a culture of openness and acceptability. Employees must be allowed to express themselves and every issue of concern must be addressed as they occur.
    • Avoid creating dichotomy or discrimination that foster unhealthy groups in the office by openly thrashing issues and dispelling rumors.
    • CEOs should lead by example by sharing their own experiences, model healthy behaviors and create conversations about mental wellness.
    • Create policies and processes that accommodates the mental wellbeing of staff. Staff must know what they are entitled to and how to access it.
    • Stress Management through the creation of counselling services that are accessible by all staff.
    • CEOs must be sensitive to prevailing circumstances in the immediate environment and mitigate those that are likely to stress out their staff.
    • Regular team bonding activities. Introduce sporting activities and other team bonding activities that may help reduce stress and manage anxiety
    • Recreational centers; CEOs can invest in recreation centers within the work space. A table tennis corner, scrabble, and other simple activities will help reduce tension at work and place employees at ease.
    • Retreat away from office environment can also help deal with anxiety and stress

    On the whole, CEOs that prioritise employee mental wellness are more likely to enjoy a positive and productive work environment that will benefit the employees and the organisation as a whole. They will also be able attract great talents and help retain performing staff.



    Being a leader comes with great responsibilities and demands great skills in people management. A great man was once asked which of the organization’s resources contributed to the success of his multimillion dollar empire. He answered “people”. Also when asked what was his most challenging concern in building the empire he also answered “people”.

    For everything you see working in life, it takes people to work it. And behind every failed enterprise or project are people.

    People! people! people! No man is an island and indeed no one succeeds alone. From birth a child needs help to be born and nurtured into adulthood. To be a successful leader, you must have a clear understanding of three key things; People, Process and Performance. All of these key elements require the input of people for maximization.

    For instance a performance driven leader who values results at all costs and above any other variables requires the efficiency of the people (employees) to achieve the targeted results. Similarly, a Process driven leader who emphasis sound process requires people to implement the process.

    People-driven leaders always create immense value for the organization. They are constantly and proactively improving their teams and gearing them towards optimization These is done by deploring people management skills. They create a psychologically safe environment where employees feel supported and valued.

    Every organisation is made up of people of different ages, gender, from diverse backgrounds (culture religion), and with different ideas of how to work. This diversity affects their performance and it also means that different groups within your organisation will be motivated by different things and will work best in particular ways. A successful leader knows how to navigate around this diversity to achieve excellence by deploying his people management skills.

    No organisation can succeed without the right value for the people that drive the process.

    What are People Management Skills?
    They are soft skills needed to lead your people as a manager or leader for maximum results. They include such skills as workplace communication, trust, attitude, positivity, self-confidence, empathy, team building, conflict resolution, ability to motivate, negotiation skills, problem solving skills, accountability etc. The list is endless. However, a successful leader must be intentional about using these skills. He must be able to develop and harness the skills among employees so as to give them the support and motivation they need to perform, develop and confront the day to day challenges of the organization.



    Adenike Babajamu

    Only what gets measured gets done.

    Administrative Accountability is the systematic process of managing a business in a way that the organizational resources are fully maximized and made accountable for the realization of the organization’s objectives. This means every resources including human and material are efficiently directed at achieving the vision of the organisation.
    It relates to measurement and answerability on the state of affairs of an individual or organization. It is concerned on the one hand with whether the actions of the employees are within or outside the bounds of their authority and their willingness to take responsibility for their decisions, actions, behavior or otherwise. And on the other hand, it involves the optimisation of every other resources; physical, financial, time energy etc.

    In understanding administrative accountability, it is important to note that: only what gets measured gets done.

    For effective accountability in an organisation, the answer to the following questions must be known to all employees:

    1. Who is accountable?
    2. To whom is he/she accountable to?
    3. When and where is he accountable?
    4. What standards or policies is he/she accountable to?
    5. By what means is he accountable?

    Where there is ambiguity in the answers to the above questions, the whole essence of accountability becomes shrouded in mystery.
    Why Administrative accountability?

    1. Accountability strengthens organization’s culture and create a positive work environment.
    2. Helps to build strong relationships between employees
    3. Improves employees’ individual performance by promoting engagement and ownership
    4. Helps employees to value and take pride in their work by showing them how their work fits into the bigger picture.
    5. It saves time because employees know what to do
    6. Allows employees to be more engaged, motivated, and productive
    7. Helps improve your bottom line
    8. For control purposes through the establishments of standards, performance control systems, etc.
    9. Makes response to change possible (AGILE). Proper accountability will help management take decisions for training, upskilling, reskilling and redeployment.
    10. Helps to maintain existing system and retain the stability in workforce and productivity
    11. Promotes business continuity; right people in the right place and at the right time.
    12. Accountability results in stronger adherence to compliance
    13. Promotes optimal use of organization’s resources.
      • Guides to measure accountability
        • Set SMART goals
        • Communicate clearly defined Job description while boarding of new staff or re-deployment to other units
        • Establish employee performance metrics; Key Performance Indicators (KPIs)
        • Establish relevant administrative policies: To hold employees accountable, there must be established policies and guidelines
        • Establish and communicate officially the approved Standard Operating Procedures (SOPs) to all concerned
        • Efficient performance management. Regular appraisal of staff performance against set targets



    The worst disservice you can do to yourself is to undermine your own capabilities in the name of modesty. The best product any man has to sell is himself and if you cannot sell You, then I doubt if you can ever sell any other thing. Branding, packaging must start with the product called “YOU”. You are a brand. Sell it.

    I worry when at the recruitment table I come across young graduates who when asked about their experience respond with a “no experience” kind of comments. Guys, you cannot be a graduate without experience. Well, maybe not on the current role but you certainly have had some form of experiences leading teams, birthing ideas, innovating changes, organizing meetings etc. You just must be able to think.

    Let me wrap this up with two real life examples. At a table leading a recruiting team I came across a young lady who from her introduction seemed smart but claimed to be lacking any form of experience. After series of probing, ( I kind of liked her and wanted to be able to justify her recruitment). She confessed to running a small business of selling yam pottage in her estate. She explained how she would wake up early, cook the stuff, take it round the estate before they leave for work. This to me was a bunch of selling skills, innovative and creative ideas helped her to know when and where to sell.

    Conclusion: She is an experienced sales person, a marketer and is leading a team of food supply enterprise. How does this look on the CV?

    Another example is Hassan, a graduate of Economics. Hassan has been home for two years post-graduation yet he claimed to have no experience. After a lot of prodding, he explained that he ran evening Arabic classes organized in the neighborhood for children. He also taught them other subjects like English and mathematics. However, because he was doing pro bono, he didn’t consider it as an experience. This, to a recruiter is a teaching experience and a bunch of soft skills that recruiters are looking for embedded in that simple volunteering activity. You need skills to get children organized, come regularly for lessons, get their parents to trust you with their kid etc.

    In summary, as a job applicant, you must learn to identify your experience mostly from several positions you must have held at different times in your academic career. Those experiences will certainly help you to be properly positioned at interviews. When it come to experience, never ever go blank again. Do you know being a school prefect, Class captain, head of football or basketball teams are relevant experiences?

    We can all do better selling this unique product

  • The future of work is not a destination: Hone your skills.

    The future of work is not a destination: Hone your skills.

    By Adenike Babajamu

    That digital and AI technologies are transforming the world of work is no longer news. It is also not news that today’s workforce will need to learn and master new skills, and continuously adapt as new opportunities emerge. Several researches including ongoing ones have identified the kind of jobs that may be lost and those that will be created as automation, AI and robotics take over. The dynamics in the developing countries like Nigeria and other African countries may be slightly different and transition a bit slower from that of the developed world, nevertheless even for the developing countries, it can no longer be business as usual.

    The need for manual, physical and basic cognitive skills are bound to be on the decline as we climb through the year 2023 into the future. It will be matched by a steady increase in the demand for technological, social, emotional and high cognitive skills. While it is true that machine cannot do everything, to be productive in this age of automation, one would require a range of human skills from technological expertise to essential social and emotional capabilities. Gone are the days when you acquire two or three educational degrees and expect to use it to work for another 30 years. We will all have to continue to adapt, get new skills or possibly go for other types of training different from our degrees. Let me paint a scenario of the changes that has begun to take place.

    During the Covid 19, I visited the local private hospital that I had been using for more than two decades and the transformation I saw was quite dramatic. Their process had changed and was fully automated, paperwork was almost completely eliminated. I noticed that some of the staff were new and was amazed to see one of the previously engaged hospital attendant sitting smartly behind a system and capturing data. She had up her skills. The Customer Service also improved tremendously and I could easily identify people skills among the staff who had none in the past. Of course those who couldn’t cope were the ones I didn’t see. They had been laid off.

    Since Covid 19, several changes had taken place in the world of work. By the way, contrary to the expectations of many, the future of work is not a destination. It is continuously evolving and very dynamic. For any organization to remain in business therefore, they must adapt to the new development of technology. Similarly for anyone to remain employable, he/she must upskill and reskill. It is important to note that you don’t get drown in a pool simply because you fell in the water, you drowned because you do not know how to swim.

    I tell people that you do not fail exams because you did not know anything, but you failed because you didn’t know enough to pass. A few weeks from now and the year will roll over. Year 2023, or rather the future will answer only to those who aspire to do better and do things differently. As we know, you do not do things the same way and expect a different result. The summary is to hone our skills if we must excel in the new year and the future of work which is continuously evolving. This is the time to identify those skills and take concrete steps to actualize them.
    Whatever skills we choose to hone must be:

    1. Adding value beyond what automated systems and intelligent machines can do
    2. Must be operated and useful in a digital environment
    3. Must be adaptable to new ways of working
    4. Must be adaptable to new roles or occupation.

    There is no hard and fast rule as to the number of skills that may be required to survive in this new world of work. The secret is flexibility and openness to learn. Below are some of the skill that may be relevant.

    1. High level Cognitive skills: This include ability to think critically and logically in such a way that will result in proffering structured solutions to work related problems. It also includes cognitive flexibility; ability to adapt to change and conceptualize complex multiple ideas all at once. (ideation)
    2. Strong Communication skills: Knowing how to ask the right questions, ability to listen actively, learn new things, process information fast and efficiently to maximize output.
    3. Critical thinking and analytic skills that will result in timely problem solving and ideation
    4. High level interpersonal skills that will mobilize systems, develop strong work relationships; promote teamwork effectiveness, foster inclusiveness, collaboration, enhance mentor-mentee activities etc.
    5. Digital literacy is not optional. These include software uses, understanding of data analysis, cybersecurity
    6. Leadership skills. This must include self-awareness and self-management; ability to manage own emotions, self-control, take ownership and be decisive.
    7. Entrepreneur skills : Be able to break barriers of tradition, not just thinking outside the box but breaking the box of limitations to take quality risks. Must be energetic bold and passionate about convictions. Develop an achievement mentality.
    8. Creativity, originality and ability to take initiatives.
    9. Emotional and Social intelligence; These are unique human capabilities that cannot be replaced by machines. It includes qualities like empathy resilience, stress tolerance and flexibility.
    10. Judgement and decision making skills. This is the subjective side of data analytics. Machines will not be able to do this.
      The list is endless and the expectations of employers are also evolving. There is no one cap fits all hence the need for continuous training and re-training.
      Let me conclude by saying, the future of work is not a destination or an end in itself it is evolving, dynamic and the demands will continue to vary. Only the dynamic employee will be able to take advantage and maximize top notch earnings from the opportunities that the future of work offers. If you don’t want to drown in the pool then learn to swim. Time to hone our skills to next levels.


    By Peter Babajamu
    August 30, 2022

    In the construction world, where there is a massive influx of personnel (skilled and unskilled), professionals from the Engineering world, and across construction technology, there lies a responsibility for proper coordination. A General Contractor (GC) is responsible for managing financial resources, human resources (sub-contractors, trades, vendors), and time constraints to complete a project. As simple as this sounds, it is a complex chain of events broken down to the slightest activity possible to capture and account for all areas.

    The first step required before construction could take place is the conceptualization of an idea. The client or owner has typically referred to, conceives an intention to improve their structure or/and infrastructure that will positively impact their business or way of life directly or indirectly. These ideas may include and are not limited to developing a new structure, expanding an existing structure, renovating a structure, procuring new facilities for infrastructure, etc. It takes a while to conceive and implement such ideas.

    For an integrated project delivery (IPB), the owner generally seeks the services of a group or company of licensed consultants consisting of an Architect, a Structural Engineer, a Mechanical Engineer, and an Electrical Engineer. Depending on the gravity and nature of the job that is to take place, other consultants may be required. The consultants help prepare and translate the owner’s expectations into detailed documents. These documents include project specifications, design drawings, contracts, and standard codes related to each deliverable.

    The first set of documents is not issued immediately for construction. Still, it is used as part of a tender process to allow the owner to employ the services of the victorious General Contractor (through a bid selection process). In addition, the first set of documents is required to obtain the necessary permits needed before the actual construction can be allowed to proceed.

    From the General Contractor’s perspective, the first step after receiving an invitation to bid (Request for Proposal) is the preliminary phase, usually referred to as the Preconstruction phase. The Preconstruction phase is the design phase where the General Contractor studies and understand the initial set of construction documents, prepare a budget, and provide a detail on the building methodology, schedule, risk, safety techniques, logistics, human resources, etc. required to execute the project. There are meetings from time to time between the owner, consultants, and General Contractor in other to foster communication about the project. The meetings usually result in issuing addendums adding new information or removing previous information from the construction documents. The GC usually requires assessing the existing condition of the proposed job site to aid budgeting.

    The preconstruction phase allows the owner to assess whether the project is constructible and helps to identify value engineering alternatives, green building options, and cost-saving options.

    It also helps in the overall selection of the General Contractor showing the highest level of capability and not necessarily the cheapest.

    The preconstruction phase can take as long as three months, depending on the size and scope of the job. Hence, the GC has a team that handles the requirements for this phase. The team typically consists of an estimator(s), procurement agent, site superintendent, a logistic coordinator and is headed by a preconstruction manager. The estimators are responsible for preparing the bill of engineering, management, and evaluation (BEME) or bill of quantity (BOQ) which provides a breakdown of the cost of materials, labor/services, and equipment for the project. The procurement agent handles negotiating and preparing the contracts that would be required in case the services of a vendor or subcontractor are required for additional budgetary information.

    The site superintendent, in this case, represents the operations team. They provide information on the general requirements, general conditions considered, and the logistics that need to be put in place to achieve the overall goal. In addition, they prepare the schedule and identify lead times which can slow down the project.

    The logistic coordinator is responsible for identifying and pricing priority equipment that dramatically impacts the project’s cost and time. Although they play a significant role in the construction phase, they are sometimes part of the preliminary phase.

    The preconstruction manager organizes the team, represents the GC in meetings, and organizes the final bid document (bid submission form, bid information form, prequalification documents, assumptions, and clarification).

    As soon as the bid document is submitted to the owner, the owner selects the General Contractor to execute the job based on several factors. Although it is typical and even a government requirement for public projects to select the lowest bid to remove bias, there is little freedom to consider additional factors.

    Peter Babajamu is an Estimating Assistant with Canadian Turner Construction.
  • Emotional Intelligence:Hallmark of leaders

    Emotional Intelligence:Hallmark of leaders

    Emotional intelligence remains one of the most prized hallmark of great leaders. How many times have you had to react in anger and frustration at your team members or direct support on their failure, poor performance and inadequacy in meeting the demands of their tasks? I bet severally; but how did you do it? Did you shout at them, banged on the table or even assaulted them emotionally? Most often, we do some of these in a bid to express our frustration. Unfortunately the outcome of our outbursts are negative impacts on all parties.

    Without a balanced emotional intelligence, an executive with excellent strategies, best training in the world, great innovations, an incisive analytical mind, smart and highly intelligent ideas will fail to make a great leader. It has been proven over time that people with extreme display of negative emotions have never emerged as  drivers of good leadership. We have several examples of highly intelligent and highly skilled managers who earned their promotions into  leadership positions only to fail at the job because of unbalanced emotions. It is also not uncommon to have not-too intelligent executives soaring at their new positions simply by their abilities to manage emotions intelligently.

    Very often many leaders realize at the end of the day that their outburst were way overboard. However, the damage would have been done and a damage control thereafter would not completely erase the effect. What then is the solution? Are people born with certain levels of emotional intelligence or do they acquire a balanced emotional intelligence as a result of training or life’s experiences? In other words, can emotional intelligence be learnt?

    Like leadership traits, emotional intelligence can be innate and also learnt. However it has also been proven that emotional intelligence increases with age in an old fashioned phenomenon called maturity. It is believed that as one grows with age and experience, there is a tendency to empathize more as well as deal with issues more realistically.

     It is nevertheless important to emphasize that building one’s emotional intelligence cannot happen without a sincere desire and determined effort. CEOs are to lead in the direction of emotional intelligence training of their staff. This is because emotional intelligence does not only distinguishes outstanding leaders but can also be linked to strong organizational performance. There is a direct link between an organization’s success and the emotional intelligence of its leaders and their team

    Daniel Goleman Identified five components of emotional intelligence at work that may also be applied to our private lives;

    1. Self-Awareness- The ability to recognize and understand your moods, emotions, and drives, as well as their effect on others
    2. Self-regulation- The ability to control or redirect disruptive impulses and moods. The propensity to suspend judgment and to think before acting
    3. Motivation- A passion to work for reasons that go beyond money or status. A propensity to pursue goals with energy and persistence
    4. Empathy- The ability to understand the emotional makeup of other people. Skill in treating people according to their emotional reactions
    5. Social skill- Proficiency in managing relationships and building networks. An ability to find common ground and build rapport

    All of these five components are recommended to be incorporated not just in the training programs of an organization but must also be considered in the recruitment and onboarding of new hires. Now this does not in any way replace the competency requirements of technical skills and relevant qualifications. Rather, it should be seen as a compliment or the icing on the cake for the making of an efficient workforce required to meet the demands of this age.

    It would therefore be unwise to think that strong  intellectual capacity, expertise and technical ability are not important ingredients in strong leadership. But they would not be complete without a balanced emotional intelligence. The fact that emotional intelligence can be learned is an advantage that leaders should explore. The process may not be easy initially, but like all learning processes, it will take time, dedication and commitment to the process. It will also take lots of practice so that even when we fail, we do not give up on the process. Ultimately, the benefits that come from having a well-developed emotional intelligence, both for the individual and for the organization, make it worth the effort.

    By Adenike Babajamu

  • ….Year 2022

    Thank you for being part of our 2021 story. Let’s do 2022 together again.

    COVID-19 has redefined the future of work in every organisation

    •What specific skills do tomorrow’s administrators require to be accountable? •labor market is more automated, digital, and dynamic. •demand for technological, social, emotional, and higher cognitive skills will grow. •Greater responsibility for administrators to translate  expected to actual performance. Only what gets measured, gets done.

  • A peep into Year 2022: Are you business ready?

    A peep into Year 2022: Are you business ready?

    That the year 2020 was the year when businesses became truly flexible is no longer news. The year witnessed dramatic change in many businesses such that previously restrictive work concepts as working from home, digital transformation and work-life balance became acceptable and in many cases accounted for business continuity.

    Solutions such as online services, home delivery options, video conferencing and cloud computing kept businesses afloat. Business leaders had to make quick decisions; one of which was Pfizer’s ability to produce one of the first COVID-19 vaccines to receive Emergency Use Authorization (EUA) in less than one year.

    The trick of businesses and many CEOs in 2020 was mostly adapting in response to the challenges created by the outbreak of Covid 19 and dealing with the consequences.

    With the year 2021, came a more aggressive trick of adapting proactively to the reality of the aftermath and continuous consequences of Covid 19 on businesses and the economies in general. The emphasis on digital transformation has become more intentional and not as a temporary solution as it was in 2020. Most CEOs have stepped back to review the spontaneous practices during the pandemic to see what works and can be adopted with many of such converted into policies and procedures that align with their corporate strategies.

    In this last quarter of 2021, it is time for CEOs to shift focus on the future by not just adapting to change but anticipate change and assess what changes need to be made so that their businesses will thrive in the coming year.

    Without any doubt year 2022 shall be a year of new opportunities  to be explored only by those who are ready. This last quarter is the most apt time to brace up so as to have an early start in the coming year.

    One of the areas that may draw attention of CEOs is the need for organization design; not reorganization or change of job tittles or job description but a redesign of systems, skills and strategy. Focus on the business strategy for the purpose of alignment may be required. In addition, systems must be designed to have clear policies and procedures which may be an offshoot of the post pandemic experience. To ensure performance the use of score cards, dash boards and effective KPIs are crucial.

    One other thing that the pandemic has taught business owners is that many of the answers to uncertainty cannot be found in management theories. The business that will thrive in 2022 must therefore be ready to introduce Agile working conditions, redefine work as an activity we do and not just a place we go and must be willing to create a work space whether  virtual or physical with matching appropriate practices, processes and technology.

    For businesses that did not transform in the year 2021, next year will not be too late to catch up on the realities of the time. While transformation is a major shift in the organization’s capabilities and identity, it should be a welcome disruption that is expected to deliver valuable and competitive results that will help the business to build organizational agility.

  • Ongoing research points to the possible launch of 6G by 2028

    While many of the developing countries like mine are battling with what to do about 5G and so called conspiracy theories, research is underway for the iteration of the 6G broadband with China in the lead.
    — Read on


    The world is indeed on a wild chase in digital transformation and only nations that are forward looking are positioned to play in this high tech race.

  • Admin and Basic Office Operations.

    Today’s corporate organisations are saddled with the responsibilities of training and retraining their staff. Often times good hands are left out simply because of their lack of experience. Most modern organisations have come to realise that the so called “green” hands often become great personnel within the first year of hire.

    What makes the difference is the investment in orientation training and on-boarding programs structured to introduce new hire to the basics of the organisation.

    It is important that every new hire understands the structure of the organisation, his position in it and how he can chart a career path in the process. All of these are simplified in the orientation training.

    New employees must be introduced to the basic admin and organisational skills as well as simple office etiquettes that will help them adjust in the new role.

    This is what this presentation is about.

  • How to build a strong team- 10 steps

    Unfortunately we are in a generation where everyone wants to stand out and be in the lead. This has led to very many unhealthy competitions and rivalries in families, private and public organizations.
    Nothing beats team work in life. No leader can ever succeed without an efficient and effective team. Bob Morgan traces the success of the air force during world war 1 to team work. The story is the same today. Every real success in any endeavor is an outcome of teamwork.

    what is teamwork? Teamwork is the collaborative or joint effort of a group of people with a common purpose and objective, to complete a task in the most effective and efficient way. It include members ability to work together, communicate effectively, anticipate and meet each other’s demands, and inspire confidence, resulting in a coordinated collective action.

    While Teamwork calls for sustained leadership and goal orientation, the success or outcome of every project is hinged on the contributions of the team members. These contributions include their skills, capacities, experience and a whole lot of variables that will be harnessed by an efficient leader to realize the project’ objectives.

    There are many factors that determine whether an organization grows or not. Many of these factors like capital, prevailing economies, political environment and government policies are beyond the management or business owner’s control. However, there is one factor that nearly all business owners can control that may directly determine long term business success: hiring the right people, and coalescing them into a successful and powerful team.

    Strong and high-performing teams do not happen by chance or just by recruiting the best hands. They require careful cultivation from a team leader with a strong sense of team values, goals, and code of ethics. Without the conscious guidance and exemplary acts of the leader to the team, an effective team work is almost impossible. Find below 10 steps that have been tested and proven to help organizations create high-performing team.

    Establish expectations from the beginning. Do not leave your team to guesswork. Be very specific in your expectation of them. Create an organizational culture for your team.

    Identify individual strength and recognize them. As much as you want to have a strong team, recognize the fact that each member is a personality and areas of strength varies. Do not disregard anyone irrespective of their perceived weakness. Focus on their strengths and acknowledge them.

    Create connections within the team. Encourage members to relate with one another not just as colleagues but as people on a journey together. Team games, recreational activities and travels can help solidify relationships. You may for instance take team meetings outside the office to a tea room, a weekend at a resort or a games field.

    Exercise emotional intelligence. Be interested in team members’ welfare. Great leaders are emphatic. They show interest in the happenings around the lives of their team and do not just treat them as machines. Ask after their families, remember their birthdays, visit when they have health challenge.

    Reward excellent performance. Do not just openly acknowledge good performance, ensure such performances are rewarded. Rewards can be in forms of commendation letters, bonuses, vacation trips or promotion.

    Communication must be clear, unambiguous, consistent, continuous and documented where required. Do not assume that your team knows what to do. The communication line must be open and accessible. So improve on those communication skills; effective communication can keep working relationships strong for decades, while silence can break things apart very quickly.

    Establish a strong feedback channel . It’s not enough to communicate, you must create an efficient feedback mechanism and be ready to review constructive criticism. Every issues raised in a feedback wether positive or negative must be addressed and cleared with the team.

    Motivate Motivate Motivate. Great leaders create avenues for their teams to improve. Motivation helps a team to grow and perform optimally. It can be simply by the examples set by leadership. Avoid open criticism rather dwell more on individual strength. Positive reinforcement is a more productive manner of motivating team performance than shaming those who messed up.

    Encourage diversity, creativity and innovation . Do not stereotype your team. Allow creativity among your team. Remember they come from different backgrounds, experiences, ages, and opinions. Do not insist that things must be done in specific ways.

    Build trust. Create an atmosphere of trust by delegating responsibilities. Give crucial assignments and entrust your team to deliver.
    Great things in business are made happen by a group of people. Teamwork is the reason an organization thrives. No one succeeds alone. The strength of each member is the strength of the team.

    Adenike Babajamu (June 2021)

  • What do you read?

    I was a facilitator at the induction training of newly employed staff of a very reputable organisation in Nigeria recently. The subject matter was on Creativity and Innovation as tools for organisational turnaround. It was indeed a great time with the 170 trainees. In today’s e-world where machine is taking the place of human labour, the only survival strategy for any employee is to be able to go above what the machines can do. Artificial Intelligence notwithstanding, an employee who will survive in any employment must be creative and innovative.

    The need to do things differently and constantly think beyond the box has been over-flogged. The paradigm shift now is to think as if there was no box. Imagine the world is your space and you are limitless what would you do? When in the course of the session, the subject of sources of creative ideas was brought up for discussion, i asked the team of 170 trainees how many of them read books and to my dismay only about 15 of them were confident enough to signify positively. I was very specific in my question to exclude the Bible and the Quran because someone who reads a verse or two from the holy books would also claim to be reading.

    Its quite unfortunate that in this age of technology where you can store e-books on your phone and access to several e-libraries have been made easy, people still would not make attempt to read. What will happen to the next e-generation? The problem is not that people do not have access to books, it is simply that this generation have made a decision not to read. While i was growing up in the late seventies and eighties my siblings and i had reading competitions during our holidays from school. The bigger the book, the more fascinated we were.

    1. What then are our options if people will not read?
    2. How can we get our generation to be interested in opening their books again?
    3. Can the social media take the place of books in this generation?
    4. With the spate of fake, unreferenced information from the social media, how secure are information this generation is exposed to?
    5. How can we preserve knowledge and ensure it is passed on to people who will not read?
    6. What are the roles of parents, teachers, educational institutions and governments in improving the quality of the reading life of the next generation?

    I am aware that there are programmes organised by Association of Nigerian Authors and some NGOs to encourage reading in schools but what are the effects of these programmes and how has it improved the reading culture of Nigerians. Needless to say this trend is not just a Nigerian or African problem. In those days when you travel in aircrafts or even by road, it was not uncommon to come across co-passengers who had books to read in the course of the journey or while waiting at the airport lounge. This is no longer the case. All you see at such places are people pressing phones, tweeting, face-booking etc.

    Today the poor reading habit is impacting on the quality of graduates and employees that the society will make do with. All they know is what they are taught in school. They lack depth and are unable to apply basic knowledge to real life situations. I believe we can change the narrative and find a lasting solution if this conversation is taken beyond mere observations to taking drastic steps like introducing reading as a core course in schools at all levels.

    Adenike Babajamu (February 2021)


    Ingredients of Effective Leadership to Foster Creativity and Innovation in  Your Business
    Image Credit: Thrive Global

    No year has been looked forward and long awaited like the year 2021. After the challenges of 2020 across the globe, we all couldn’t wait to cross-over to this new and amazing year of great expectations. In-spite of the second and third waves (in some countries) of the Covid 19, January 2021 has been filled with activities. The “Almighty” US hand-over drama was just the “comic” relief needed to commence this new year. So let me welcome you to this year of all possibilities

    If you survived 2020, then welcome to your new era of ingenuity, creativity and innovation. These are the survival tools for 2021. You must be able to rise above all limitations presented by threats of lock-down and economic meltdown. We certainly cannot approach 2021 with the sense of year 2020. Too much time wasted, efforts lost and failed results characterised year 2020 particularly in developing counties of Africa. This is not the time to cry over the losses. The fact that nothing much has changed in the nature of the Pandemic and its spread is enough hindsight for nations, organisations and individuals  to deplore options that will move them forward in the midst of the pandemic and its consequences.

    Covid 19 will no longer be acceptable as an excuse for failure from governments, CEOs, and all people. We have had a year to prepare, mitigate, as well as deplore options to ensure business continuity. For example all schools should be in session either remotely or physically, all offices should be opened and rendering services if they must continue to be in business. Any office that is fully closed now, be it government MDAs or private companies was probably not rendering any profitable service or was never required in the first place.

    In this season only an organisation’s ingenuity and the creativity of her CEO will sustain the business. The earlier this is gotten right in January the better it would be for everyone. Covid 19 will not fizzle away. The world can only beat it by living and moving forward in spite of it.

    To drive the point home to individuals may I ask the following questions?

    • What are your plans for year 2021?
    • Are they documented?
    • Have you done a SWOT analysis?
    • How do you intend to achieve them?
    • What is your business continuity strategy? What options have you deplored incase of a lockdown or other unforeseen occurrence ?
    • What new projects do you plan to undertake in 2021?

    The above and many more questions require the attention of everyone this January. These must be settled early enough otherwise, we would once again fall victims of the several inefficiencies of the year 2020. Technology must be efficiently deployed to maximise returns. The new norms created in 2020 should be improved upon and all organisations should take their positions in the schemes of things. The truth is that “thinking outside the box” has become an outdated phrase. The box has been replaced by a global limitless space to be occupied only by the creative and innovative individuals.

    It is worthy to note that with or without the Covid 19 vaccines, the virus like all other viruses in the past will run its course. We will live our lives and succeed with it if we are determined.

    Adenike Babajamu (January 2021)


    By Adenike Babajamu (November 2020)

    You cannot motivate a team to deliver performance just by your authority or your title. The 21st century executive is no longer awed by the title of his/her boss. So wether you are a CEO, GMD, MD, President or Chairman of the organisation, you most possess qualities that will inspire, convince and encourage your team for maximum performance. You must continuously awe your customers by consistently delivering quality products. To do this you may need to take the lessons of sport to managing people using the following steps:

    1. Create an extremely performance culture among your team.
    2. Identify visible individual performance.
    3. Training at all levels.
    4. Establish a well defined and transparent selection process.
    5. Celebrate/ reward performance.

    Great leaders irrespective of the nature of teams being led, must possess qualities that will distinguish them and place them on the top of the pyramid of their team. These go beyond their IQ, academic qualifications and several years of experience. Most problems with organisations today even in the midst of high level Information Technology of our time are people problem.

    People are the driving force of all organisations. Great Leaders therefore thrive on excellent people management. This is however only possible and achievable by leaders with well balanced Emotional Intelligence (EI). From my experience and a study of great leaders, I have observed a few qualities common to successful leaders that are still relevant in present day.

    Great Leaders Build Trust: All great leaders among many things, start by building the trust of their team, stakeholders and that of their customers/clients. They do this by:

    1. Honouring all stakeholders (Staff, Customers/clients/ Community/Government rules. Customers may not always be right but they are always kings and desired to be treated as such.
    2. Developing and exhibiting character, professional competency and efficiency, consistently
    3. Upholding high ethical standards.
    4. Modelling the behaviour you expect from others by walking the talk.
    5. Admitting mistakes, apologising where required and promptly taking steps to correct them.
    6. Live above board

    Great Leaders are visionary: Today’s employees are not only interested in pay checks or salaries. They are motivated by the vision of the organisation and are driven by a sense of purpose towards its realisation. A great leader champions the vision of the organisation. He articulates it in clear terms and ensures that higher purpose always governs the direction of the organisation.

    Great Leaders are strategic: They not only define the purpose and create the direction of the organisation, they must have clear and effective strategies for moving towards the organisational goals. While this is not done unilaterally, they are collaborative and smartly seeking input and cohesion of all stakeholders.

    Great Leaders are creative and innovative: They know how to align all resources of the organisation (human and capital) to get the results they want. For examples;

    1. Resources such as people, finances, time are organised to deliver the plan, task, or goal maximally .
    2. They ensure that all operational processes are focused by establishing a self-sustaining system that is built to enable everyone to work the plan and deliver results with agility.
    3. They Continuously confirm that everyone understands their unique roles and responsibilities and their impact on the bottomline.

    Great Leaders Create a win-win work environment: to win in the marketplace you must first win in the workplace, therefore great leaders ensure a win-win situation exist both in the organisation and in their relationship with the clients. This is demonstrated by creating value addition along the value chain. Internally the following must be put in place for the team spirit:

    1. Motivating the team to be actively engaged in delivering best class results by setting standards.
    2. Celebrating achievements by putting in place a well articulated reward systems
    3. Acknowledging shortcomings and introduce sanctions.
    4. Challenging all to do better through swift and constructive feedback.
    5. Creating an environment where high-performers feel valued and celebrated

    Great Leaders are result oriented: They are able to produce extraordinary results, meeting and often exceeding expectations. They go above the ordinary to the extra ordinary. Extraordinary leaders are conscious of their commitment to performance, and of their promises to stakeholders. They put in every effort towards honouring that promise and delivery of their trust by.

    • Repeatedly and consistently delivery of target.
    • Embracing and embodying a results-oriented mindset
    • They never loose focus of the near and long term goals.

    Leaders are leaders only because they lead the people efficiently and effectively towards the realisation of set objectives that add value to all the stakeholders.


    Active Listening: What Is It And How To Improve It | by Antonio Martina |  Medium

    The biggest problem in communication is not the language but often we listen not to understand but to respond. What a mess we all make of communication. If only we will listen more, there will be less quarrels in homes, offices etc. Listening, like all skills require learning. Unfortunately it is not taught in school. In studying the skills to effective communication 4 major areas stand out; writing, reading, speaking and listening. Incidentally while the first three are taught in schools listening is often taken for granted.

    Listening is an art that we must learn to cultivate in life. Have you ever wondered why a man has two ears and one mouth? I guess it is so he can listen  twice more than he speaks. Many times when we listen well enough, we find the answers to the questions in our heart taken care of. One must listen rightly, thoughtfully, effectively, intelligently, unassumingly and calmly. If you want to be a good listener you have to cultivate the habit of effective listening. 

    Most relationships including businesses fail today because we are all speaking and no one is listening. Often times we pretend to be listening while all we are doing is waiting to respond or react. Our responses are so formed in our hearts that even if the issue was attended to, we will still would go ahead to speak. Some times we just respond or react to a phrase in the conversation and leave out the substance.

     All relationships thrive on effective listening rather than speaking.  A fool who keeps quiet and listen more than he speaks is considered wise while the wise man who talks more than he listen becomes a fool in the multitudes of his words. Many times we do not even listen to our spirit or conscience. It is not surprising that often when a negative incident occurs in our lives we recalled how ”some thing warned us” and we always ended with the phrase “if only i had listen”. That “something” was God silently speaking to us but we failed to listen.

    Making a decision to listen effectively  is the choice of the wise and he will only get wiser. “Let everyone (therefore) be quick to hear [be a careful, thoughtful listeners}, slow to speak{a speaker of carefully chosen words}, slow to anger {patient, reflective, forgiving…” (James 1;19 Amp).

    The first step to becoming a good listener begins with a conscious decision to change. Having taken that decision then you can do the following:

    1. Exercise patience: A good listener must first seek to understand and so must wait patiently for the speaker to conclude speaking, establish that he has concluded, pause and then respond.
    2. Focus: All attention must be towards the person who is communicating with you. It is not the time to multitask.
    3. Maintain eye contact. It is not enough to focus, you must maintain eye contact. If I had looked at my son when he was reporting the earring incident, I would have observed his pain or probably noticed that he was touching his ear.
    4. Maintain a positive posture. Do not turn your back on the person who is communicating with you.
    5. Wear an expression that shows that you are not just listening but also following the discussion. You may need to nod occasionally, smile or expressed surprise where required.
    6. Ask questions to clarify that you understand what is being communicated. Avoid assumptions or jumping into conclusion.
    7. Take notes. This is crucial particularly for young executives. Never ever enter a conversation with your boss or supervisor without a note pad.

    To become  good listeners we must learn to keep ourselves in the background. Developing the art of listening is a personal responsibility for everyone. Parents to children, teachers to students and vice versa, subordinates to supervisors. Whether horizontal or vertical communication effective listening habit will help to foster better understanding and excellent results.

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