Koroma talks tough; A Management of any organization without transparency and accountability is doomed to failure
His Excellency President Ernest Bai Koroma is a patriot, a loyalist and a good leader.  Keeping the promises he had made during his first visit at the UN in 2008, had made him to be where he is at today. Political mavericks and other critics must appreciate the leadership of the Koroma’s Administration. He is relentlessly reducing and minimizing the rampage corruption, abuse of office and money laundering that had been eating the fabric of our society since he took office in 2007. He had the masculinity and fearlessness to put a stop to corruption. He kept his promise and we all appreciate him. In retrospect, President Koroma made a statement coherently to members in Diasporas here in North America during his visit in our nation’s capital-Washington, DC in 2008.  He emphasized charily that, Accountability and Transparency will be his priority. Yes, he was precise and we should be thankful to him.
To Buttress The President’s Promise,  Here Are The Greatest Reasons Why An Organizational Head Shouldn’t Sidestep The Bullet Of Accountability And Transparency From The Members Or Employees:
1.      People Assume The Worst When They Don’t Hear From Their Leaders. Silence from the executive or members suite causes fear and resentment. Maybe the news is bad, but maybe it’s not as bad as they are imagining. And even if it is, once they know the truth, they can plan and act accordingly – so, no more secrets.
2.      Transparency Helps The People or Employees Connect To The Why. When members or employees are working in a vacuum, top-level decisions may seem ill-advised or unfair, or simply inexplicable. Transparency connects them to the “why” of those decisions.
3.      The Members May Not Understand How The External Environment Affects The Organization. To senior leaders are aware of new laws affecting their organization. Look how innovations reshaping the marketplace, financial pressures facing their members, and so forth. It’s their job to know. But mid-level managers don’t necessarily see the same picture—and frontline members almost certainly don’t.
4       Transparency Allows For Consistent Messaging Across The Organization.  Members don’t have to get their (speculative, distorted) news through the organization’s grapevine. They hear what’s really going on, in a controlled and consistent way, from their managers. (It’s a good idea to train managers in “key words†they can use to answer tough questions.)
5.      Transparency Creates Organizational Consistency. When everyone is hearing the same messages, everyone is motivated to respond in similar ways. And this consistency trickles down to the least member, who gets the same basic experience regardless of who they’re dealing with.
6.      Transparency Leads To Faster, More Efficient Execution. When times are tough, execution is everything. And the ticket to good execution is good alignment: All sectors of an organization must understand exactly what’s required so they act in a coordinated and collaborative fashion. Transparency facilitates that kind of alignment. It’s all about a shared sense of urgency. No “Yukie-Yukieâ€
7.      Transparency Heals “We/They†Divisiveness. We/they might manifest as executive vs. members, this party vs. that party, or chapter vs. everyone else. A Head of an Institution without answers will foster we/they by saying, “Sorry, that’s orders from the top – Boss man.”
8.      Transparency Keeps Good People From Leaving. High performers don’t thrive in an atmosphere of secrecy (clandestine) and uncertainty. They want to serve the party leadership that treats them with respect and values their input. Hold information too closes to the vest and they may assume the organization isn’t healthy. And even in the worst economy, the monthly financial obligations have options.
9.      Transparency Facilitates The Best Possible Solutions. In transparent cultures, leaders encourage members to solve problems themselves. And because those members are the people closest to a problem, and because they must live with the outcome, they almost always design the most effective, efficient solution. And, of course, they’ll also have instant buy-in.
CONCLUSIVELY: Don’t think of transparency as a “Crisis Control†program. It’s a long-term commitment. When the good times roll around again, the strategy will serve you just as well. “NO NONSENSE OR CORRUPTION WILL BE TOLERATED IN MY ADMINISTRATIONâ€
Essa Thaim Kurugba, Washington DC, USA
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