 Welcome back from that report. The ability of an organization to achieve its goals depends largely on employee performance. Employees who are fulfilled and productive can be instrumental assets in steering an organization towards success. Despite this, though, many managers find it challenging to motivate employees and improve their performance. Barista Shaye Awukwetu is a trained legal practitioner, principal partner, Olu Shaye Awukwetu and co. A law firm established in 1996. He is the managing director of Norwood Executive Drivers Management Limited. He is an entrepreneur having business interests in health, human capital development and property development and management. He is a certified coach, trainer with the John Maxwell team and alumnus of the prestigious HIGI, Leaders International and Daystar Leadership Academy. Also, he is the CEO of Grow Leadership Development Center, a center set up to help people discover, develop, deploy and maximize their leadership potentials. He joins me now to discuss more on boosted employee performance through organizational leadership. Many thanks for joining me on this. Thank you very much. The privilege to be here. It is indeed my pleasure. In my intro, I said that a whole lot behoves on the leadership or organizational structure to actually best the right performance from the employees. But most of the time, some people seriously have that challenge of actually knowing how to motivate their employees. Why is that a challenge? Well, I think as you start by saying that when you don't have a good understanding of all leadership, you don't know how to move your organization forward. Many, many years ago, when I started my journey on the study of leadership, there's this definition that comes to mind. It said every organization is a learning shadow of the leader. So if you don't have a good understanding of the leadership, it's going to be very difficult for you to move others. One of the things I have to point out straight away is that I discover along the line that as a manager, you manage resources. You can only lead human being. So when you intend to manage human being, you run into a problem. You will not get the best from your employee. But when you intend to, when you make up your mind to lead them, you get the best from them. Okay, so let me just bought in now. What's the difference between managing and leading the human capital development? Okay. What I would say is that managing resources, it's easy. It's just maintaining the status quo. Like, let's take this place for an instance now. You have a trajectory growth, you have a profit margin growth. So all you need to do as a good manager is to ensure that the vision of the company, you know, is achieved. That's your work. But mobilizing people, encouraging people to go along with you, involve you leading them, not managing them. As a manager, one of the major differences between a manager and a leader is that the manager is just maintaining status quo. But you know, we always tell ourselves that we're all a manager on our way to being a leader. There's a different, you know, some people say that it's a very tiny line, but there's a lot of difference. Okay. Let me take it another step forward. In the reports that we just watched, one of the respondents there, that's Inia Bimbola, she said something about most people just want to be founders, managers, executors, and just be in charge of almost every aspect of the operation of their business. But is it a thing that one cannot be a founder and a leader or a manager all at the same time in his or her business? You can. But if you have the mindset of living in legacy, you have to create a system. Okay. You know, if a place cannot run without you, that's a problem. Oh wow. That's a fundamental problem. I know one of the things you come to realize is that if you look at, sorry to use, but you just have to use the one that's working, if you look at companies in UK for instance, US, you have companies that run the circle, 100 years and one of you, they are still counting. If you take Uberbank, Facebook, and some of the set up in Nigeria, how many individual that you can see? You know that over time, they've gone through the circle of leadership, you know that the founder is no longer alive, you know. What do we have this side of the world? What we have on this side of the world is that you have, immediately the founder dies, everything just goes down on the founder. When you go around Legos, I see some beautiful hospitals, I don't want to mention them. You know, beautiful hospital and you see that they are just the cacus of what they have now. So if you want to be the founder, you want to, you know, develop it, you want to be the manager, you want to be everything at the same time, immediately and you don't translate that to your employee. You don't give room for others to join you. That's what will happen. Mainly you leave the stage, that's the end. But if you are looking at leaving a legacy, you need structure. Just like a generational business. Yes, you need structure, you need business. And you know, you see, you need structure and you need to, you know, you need to put your values there so that anybody that joins, you know, that this is the trajectory we are taking as an organization. Okay, at a time where entrepreneurial development is actually taking center stage, you know, you find out that mostly in our academic you know, curricula and every other thing, they teach, you know, in entrepreneurship development, but the issue of leadership is actually a challenge because we are not being taught at an early age and if you, you might agree with me that the leadership is one of the issues that we have in the country and that's one of the reasons why most businesses fail. Does one really need to get through or go through a leadership at rating for one to succeed in business? For you, if you want to just succeed and everything ends with you, you might not need to. But if you want to go beyond leaving a legacy and things translating, then you need to. Many years back, I started my journey non-study of leadership, I think it was 1995. There was a particular thing we're supposed to do and we're looking for people. We're looking for leaders. We're looking for leaders, not people that talk leadership, but we're talking about people that lead by example, that you could see all over there. But within the circle, there were a few, very, very few. And so that's actually arose my interest and started the journey and it has been a very beautiful journey. If you really want to lead in a such situation, you want an organization to run whether you are there or not, you need to understand all of their issues. I'm very sorry. We have few people even in the business world. We've discovered that you can be a manager to succeed in the business world. But if you're going to leave a legacy, let's look at Nigeria for a moment. Without people coming into business, doing very well, but immediately they leave the stage. What happened to them? Like I said, I don't want to call names. What happened to their business? They just realized that everything granderly, granderly, granderly, granderly, granderly, go down the drain. It's a half-sense of effective leadership. Okay, fine. In passing, you talked about lead by example. Let me paint a scenario right now. Some bosses or some line managers, they tend to see themselves as everything must have run by them. They think that they are the Alpha and Omega of their department or the line that they manage. But the issue of leaving or leading by example does not really come to bear because most of the time they just want to churn out responsibilities for their employees or their subordinates to follow. At the end of the day, they seem to have a bit of friction and the organizational goal is not actually met. So how do you manage such situation for leaders who are not charismatic and who cannot really carry people along? Well, it all depends on what the organization wants to achieve. You know, it's a very fundamental thing that you have lean as an organization, that its organization is not just about you. If I'm working in a place and I look at the trajectory of my life and I realize that in a few years time, the person I'm working under will not lead me to where I'm going. What do I do? Is it the place? So it's very, very important. And it's something that everyone that finds himself that has the advantage, you know, that have the privilege of leading others. You also think about is not all about me. It's easy. That's where they are commoners. They manage things. We could just come, team, this is what we're going to achieve, this is this, this is that, this is that. One of the things you do in that situation is that there will not be any room for creativity because you've already handed over to them. But it should be so flexible in such a way that, look, guys, this is where we are going. What's your opinion? What do you think? What do you think? Teamplay. And you now bring everybody together. Then you go to create an environment that has a sense of belonging. There's something in this. And when the credit comes, what I put now, when the result comes as a leader, not a manager, you should be able to share around. I would love it. I would love, you know, that was something I was thinking. My team, we're working on a project that stands for award. I will not just be there alone. I want to remember my team too. It's telling them that, look, guys, without you, without you, we cannot get this done. Everybody that is watching this show now, they're looking at you. But you all know that. It's not just you alone. You have a lot of team. And that's why when you're going to round up, like I worked on before we came away, when she was running up, she had to give credit to people behind the scenes. That is what we are talking about. If you want to enhance performance of people you are working with, if you want to encourage them, if you want to motivate them, you need to acknowledge your credit. All right. It is still a business insight and plus TV Africa. My guest is still here with me, but I would like to take a quick break. I will be talking about what makes a leader a leader. And of course, what they can do, especially when the business is actually having a challenge that they need a bit of motivation for those that they actually spur intent in. In the moment, business insights will return back to you. Scrinch there with us. All right. Welcome back. It's still a business insight and plus TV Africa. We're looking at organizational leadership and of course, the Boston employee and of motivation and performance. And my guest is Sir Boris Tashaya. I would like to many things for staying with us. Thank you. Yeah. Just before the break, I talked about a leader who is actually having challenge and the subordinates and people that he is actually managing or leading rather, having challenges and they've actually lost the morale. So how can you bring them back up to speed and make sure that everyone is at the same page? Okay. Thank you. I think the starting point should actually be when things were rosy, who was a relationship? Okay. What keeps your employers with you? When things are tough is the way you treat them. When things were rosy, when the organization was doing very fine, was all attention on you when you're sharing credit with them. So the likelihood is that when there's a problem, we're not likely to stay with you. To answer your question now, at that particular time, when point of time, one of the advice I will give you is that the leader must remain focused. He must remain focused on the goal. It's a part of life. Some people will live within that. And if that's what, actually that's what tests their loyalty. Is this person's empire, is it committed to you? We see one of the way through is for the manager of the leader, in this case, to be open. Open? Open. Okay. Never pretend that you are a superwoman because there's no body that is a superwoman except the Almighty God. If you are not, be authentic. Yes. Let people know what's going on. Because when you cover things and you pretend that everything is okay, they want to assume that things are okay. So it's explaining things to them. Say, look, this is where we are now. With the reality of things, this is where we are now. But I believe that this is where we're going. We could get to where we're going if we come together as a team. And so whatever comes in at that particular time, the leader has to make a lot of sacrifice. You guys, this is what came in. You can have this, you can have this. What about you Oga? Don't worry. All right. Okay. So I just want you to, as we round off right now, I just want you to advise entrepreneurs, those who are actually starting out, and they have this big dream of passing on their businesses to maybe their children or grandchildren. And they really don't really know how to go about it. But it's just their prospect. That's what they have in mind. That's the big picture to see. What would you advise for that person to be in one minute? Well, what I would say is, one, you need to be feature-oriented. Let your mindset not just be about you. And a recent, you know, I was discussing some Google people. I said that it's different between being employed and being an entrepreneur. When you're employed, everything you want, it's just for yourself. But what an entrepreneur, you have the mindset of, look, you are futuristic. When you are futuristic, the second thing you are going to do is to be systematic in order to set a system that will work. Yes, you might not start working now. You know, and one of the system our advice you set is, separate what comes in as any from what you spend. Let them be different. No matter how small, what is coming in now, know that that is for the business. And if that's the only thing you are doing for now, there's no other business by the side. Put yourself on a salary from the one. Even if you are not getting the salary now, know that, look, this is the system I'm setting in place. And as much as possible, we all need help. At a particular time in time, we know that you need assistance from me. And don't be shy, don't shy away from me. Look for people that believe you, what you are doing, and bring them on board. And make everything plain. Share these. Get a lawyer to advise you properly on the legal structure. And you are good to go. All right. Thank you. You've given so much wonderful nuggets for people. I'm sure they have gotten what they need to really move on. Many thanks for being a part of the show. All right. As we go on the show, I must say a very big thank you to my guest who has been a part of the show and who has actually given out useful insight for people who have leadership challenges and those who are actually starting out. But then again, the event experience Africa, Texas has hosted major stakeholders, event professionals, creatives, and business heads in the event industries in 2019 at a grand conference that sets the pace for an eclectic year as a professional in the event industry. Since the global downturn, Texas resumed activities post COVID in 2023 by hosting delegates from across Africa to an excellently planned and well-executed conference-themed reset. What DCST must get at encouraging and guiding diverse stakeholders on growth pathways, profitability, and accessing new markets in the industry during a recession. I'll leave you with details of that report. I am just in after the new business insight returns to your screen. Same time, next time. Bye for now. 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