What Got Me Thinking: Policy, People, Purpose

How can we create an alternative to environmental destruction and provide economic means that will support conditions for peace. ~Victor Ochen

Please take 11 minutes to listen to this powerful talk by Victor Ochen, who reminds us that our most pressing problems - climate change, conflict, and economic development - are tightly interwoven. His words serve as a clarion call for integrated, comprehensive approaches to these wicked problems. Thank you to Alex Lopoukhine for sharing.

The Inextricable Link

Ochen's narrative from Uganda paints a vivid picture of how climate change, conflict, and poverty form a vicious cycle. A woman arrested for illegal charcoal burning isn't just a story about environmental degradation; it's a tale of economic desperation, of a mother trying to fund her children's education and healthcare. It's a stark reminder that environmental policies, however well-intentioned, can't succeed in a vacuum.

This interconnectedness isn't unique to Uganda nor to the developing world. As the affects of a changing climate hit communities across the globe, from North to South, East to West the importance of collaboration and collective commitment across sectors and areas of expertise will become increasingly critical. ?

Breaking Down Silos

As a leader who's long advocated against siloed thinking, Ochen's talk resonates deeply with me. It's a powerful indictment of our tendency to compartmentalize issues and solutions. Climate change isn't just an environmental problem; it's an economic problem, a security problem, a health problem. Our solutions need to be equally multifaceted.

This is why I continue to believe in the layered importance of economic and trade spaces in multilateralism. Economic development isn't separate from environmental protection or conflict resolution - it's an integral part of both. When we create economic opportunities, we provide alternatives to environmental destruction and reduce the allure of conflict.

Engaging the Next Generation

Ochen's emphasis on youth engagement is particularly striking. With 70% of Africa's population under 30, the continent's future lies in the hands of its young people. Engaging young African leaders in climate solutions isn't just about tapping into a demographic resource, it's about ensuring the longevity and effectiveness of efforts.

The Need for Global Accountability

This is the part that really got me thinking. Ochen's call for an International Climate Court is provocative, and I am not equipped with enough expertise or experience in the area to hold an informed opinion (side-bar advice for those on the come up: it’s okay not to have a strong opinion on every.single.thing.). ?The interesting take-away for me is that it underscores a crucial point: we need better mechanisms for global accountability. As we celebrate transitions to clean energy, we can't ignore the human cost of resource extraction. Our pursuit of sustainability can't come at the expense of human, civil and social rights.

This ties into broader questions of global equity. How do we balance the imperative of reducing emissions with the aspirations of developing nations? How do we ensure that climate solutions don't reinforce existing inequalities? Tough, thorny questions, no doubt - but they're ones we must grapple with if we're to create solutions that garner sustained support by the global critical mass that is required to achieve real change.

The Way Forward

Much like the music of the legendary Lucky Dube who Ochen pays tribute to in his talk, he 11 minutes serves as a reminder of our shared humanity and interconnectedness. It challenges us to think beyond our immediate spheres and consider the ripple effects of our actions and policies.

As leaders, our task is clear but far from simple:

1. We must champion integrated approaches that address climate, conflict, and development simultaneously.
2. We need to break down silos within our organizations and in our policy-making processes.
3. We must engage young people meaningfully, addressing their immediate concerns while enlisting their help in solving long-term challenges.
4. We need to push for greater global accountability, ensuring that our pursuit of sustainability doesn't come at the cost of human rights and dignity or exacerbate existing inequalities.

Just because something is hard or complicated, doesn’t mean we shouldn’t do it. The birth of a new era, as Ochen puts it, requires us to recognize that climate change, conflict and economic prosperity are intertwined, long-term global challenges. They demand collaborative solutions and the mobilization of a generation willing to work for the common good. As global leaders, it's our responsibility to create the conditions for this new era to emerge. As one of my favourite LinkedIn follows often says in his posts: “I am wary of the challenges but I am radically optimistic about the possibilities” (follow Dwayne Matthews if you have any interest in the future of education, innovation and AI).

Maybe in this quest for managing empowerment or facilitating empowerment, one could risk creating a bit of disorder. There may be jealousy, maybe people pulling in different directions, different people in the organization doing different things that may not necessarily promote the organization's interest. ~ Dan Honig

This quote has been rattling around in my head for weeks. I hope it got your attention in the same way it got mine. It's from a recent episode of one of my favourite podcasts, Dan Banik's "In Pursuit of Development", where he spoke with Dan Honig about transforming government performance by empowering civil servants. Their conversation was refreshingly honest and globally contextualized, which I very much appreciated. It sparked numerous threads of thought I've been unraveling since I first listened to it.

Beyond the Bureaucrat Stereotype

We've all heard the stereotype: civil servants are rule-bound, risk-averse, and disconnected from the communities they serve. The very word "bureaucrat" conjures up images of detached individuals governing from behind desks.

But here's the truth: many people enter public service with a genuine desire to do good and make a positive impact. This often-overlooked fact represents a missed opportunity to harness innovative potential within our workforce.

The Empowerment Opportunity

The key to unlocking new solutions to longstanding problems lies in building systems that recognize and utilize the unique skills of our employees. We need to create a culture where:

1. Employees feel supported to exercise judgment and take calculated risks
2. Leadership sees the positive potential of a passionate, committed workforce
3. We focus on supportive accountability rather than top-down rules and structure

This isn't a new concept, but it's gaining renewed interest in global bureaucracies. And for good reason.

Getting Real About the Challenges

Here's where I found real value in the podcast conversation: it didn't shy away from the challenges and potential pitfalls of mission-driven organizations and a culture of empowerment.

While the original concept of a mission was about equipping committed individuals with support structures to succeed, we've seen how a commercialized version can create a top-down, short-term, "preach and convert" environment.

Empowerment and mission-driven culture aren't one-size-fits-all solutions, and compliance isn't necessarily a dirty word. Success requires an organizational and governance structure that supports this approach. It's tough for individual leaders to sustain a purpose-driven, performance-focused environment when the broader system has a very different reward structure.

Recognizing Diverse Motivations

We also need to acknowledge that not all employees seek to align their professional roles with a broader life purpose. Some want to come in, do good work, and go home. Their motivation might come from a sense of duty or the satisfaction of supporting their family rather than a shared organizational mission.

As leaders, we must recognize that both passion and duty can drive exceptional outcomes. There should be room and appreciation for differing motivations.

The Reality of Implementation

I'll be honest: as a leader motivated by purpose and mission, I've had to confront the reality that operationalizing these ideals is often exhausting within large, rigid organizational structures.

Despite the challenges, the goal remains clear: to create a public service that is not only efficient but also deeply connected to the communities it serves, driven by a shared commitment to making a meaningful impact.

J'avais le go?t de me pleinement réaliser ~ Isabelle Hudon

If there is one thing that you can count on President of BDC Isabelle Hudon for, it is to serve up honest, authentic and actionable advice – for people at all stages of their career and life. This podcast conversation with 1001 Voix Du Succès was no different.

The Authenticity Paradox

One of the most refreshing aspects of Isabelle's approach is her staunch commitment to authenticity. In a world where leaders often feel pressured to project an infallible image, Isabelle's honesty about the challenges of authentic leadership is both rare and valuable.

She doesn't sugarcoat the reality: being authentic as a leader isn't always easy or welcome. It can give fuel to detractors and sometimes create discomfort. Yet as Isabelle states clearly, it's essential for effective leadership and personal fulfillment. The key is to choose authenticity over perfection, even when it's hard.

Navigating Diverse Teams

As leaders, we often find ourselves surrounded by individuals with diverse personalities and energy levels. Isabelle highlighted a crucial insight: leaders with a "go-getter/curiosity-centered/nothing is impossible" energy are relatively rare. Recognizing this, she emphasizes the importance of meeting team members where they are and bringing out the best in them.

This presents a delicate balancing act. How do we adapt our leadership style to diverse team members without losing our own "magic"? Isabelle suggests that the answer lies in maintaining our ambition and drive while fostering an environment where different personality types can thrive. This resonates with me on a very personal level and is something that I spoke about during a conversation I had with Minda Harts several years ago, which you can find here .

The Myth of Meritocracy

In particular for those on the come up, the mic drop moment of the conversation will be Isabelle's frank discussion about the myth of meritocracy. As we progress in our careers, many of us discover a hard truth: what got us where we are today won't necessarily get us where we want to go.

This realization can be particularly jarring for those who have always relied on hard work and excellence to advance. Isabelle points out that the bridge to higher levels of leadership isn't usually built through more "head down hard work." Instead, it often requires a shift in approach, focusing more on strategic thinking, relationship building, and navigating complex organizational dynamics. It is not for the faint of heart and poses unique challenges for those who don’t fit the traditional and stereotypical mold of senior leadership.

Embracing Risk and Curiosity

Throughout her career, Isabelle has embodied a spirit of curiosity and risk-taking. She encourages leaders, especially those in the public sector, to resist the path of least resistance. If you are not careful, it is easy she notes, to wake up one day and realize you haven't taken a risk or tried something innovative in a long time.

This is particularly challenging in environments where incentives for creativity and risk-taking are limited. Yet creativity and risk-taking is crucial for organizational innovation and personal growth. Isabelle reminds us that as leaders, we should embody and foster the excitement and excellence we wish to see in our organizations.

Final Thoughts

This conversation reinforced the principles I try to live by in my own leadership:

??Strive for authenticity, even when it's uncomfortable.

??Meet our team members where they are while maintaining our own drive.

??Don’t shy away from taking calculated risks, knowing that growth often lies just outside our comfort zone.

In the end, true leadership isn't about pleasing everyone or adhering to a predefined mold. It's about staying true to ourselves, continually learning, and having the courage to chart our own path. As Isabelle so clearly demonstrates, that's how we can truly "fully realize ourselves" in our careers and as leaders.