A smartly dressed young man joined us yesterday. He recognized me, though I did not recognize him. He was at the lunch seminar I gave last September about the neuroscience of coaching and amygdala hijacks. We re-introduced ourselves. He is in charge of security and came to check out whether we were secure. When a security chief shows up it worries me. I asked him whether there was any reason for concern – we are after all in Mali with its many groups of angry unhappy people who have easy access to money, drugs and arms, items that are circulating unencumbered in the vast ungoverned space of the Sahara. “No,” he said, “there are no concerns. It’s a routine mission.” He sat at the back of the room fiddling with cell phone and then left. His report will say, “the people are safe.”
The cellphone business is maddening. Some people check their phones (most now have two) frequently (“has anyone sent me a message or text since he last time I checked a minute ago?”). I have come to believe that there is a vast number of bored people – one half sends messages or text to anyone on their list, while the other half are the ones checking to see if anyone is talking with them. I can only surmise that they are bored; or, the one I am supposed to work with don’t understand what the task is, or who have enthusiastic colleagues who are doing the work for them. It can all be linked to confidence: they don’t dare to ask when they don’t understand, and they don’t want to risk exposing themselves by contributing the wrong things to a group task; alternatively, it’s us that don’t engage them enough, don’t create a safe space. The latter we can act on, the former we cannot. The challenge is both infuriating and exciting at the same time. We have succeeded at least in getting everyone to open their mouth at least a few times – something my colleagues here were not sure would happen.
We have a few women in the room who were sent by their superiors – I suspect it was their turn to get per diem and a nice little vacation out of town, some sort of reward for something. We actually have completely the wrong people in the room, which confirms my suspicion. It’s a workshop on improving the effectiveness of governing boards but of the 26 people in the room less than a handful are actually board members, I believe there is only one executive director. The rest are mid-level staff. Hmmm. The people who write critical books about development (and are right) would say pull the plug. And then I feel just as underpowered as everyone else, when I say, “I can’t,” or “it’s not my call.” I did express my wonderment, but that is easy.
There is one group of 8 people from a semi-governmental structure who are several layers removed from their non-functional board. They didn’t know that there is a draft board handbook. I told them I had it on my computer and transferred it per flash drive. It’s a draft I reviewed two years ago. Nothing has happened with it since. It can’t be finalized until it is validated – a critical process required for just about any document produced in francophone organizations, state or non-state. A draft in limbo for so long is, in my view, missing an owner. It was created by a consultant we hired. So there you go.
The group (not a team although we call them that) also didn’t know that my terms of reference say I will be working with them a half day next Friday (Fridays during Ramadan are essentially half days). The information sent to the chief had apparently stayed in his inbox. It was a bit awkward when I told them enthusiastically that I was going to work with them next week and received 8 blank stares. The problem here is that people don’t feel they can simply go to the chief and say, “hey, why didn’t you tell us.” The idea itself is frightful judging from the response.
I am also supposed to work with another of the groups here next week (four whole days). This group includes its CEO and two board members. It is an NGO that is not dependent on any higher structure, other than its Board. Still, once again my mentioning of next week got me blank stares – the CEO had just stepped out of the room. He too had not passed the message; when he came back in they did dare to mention what I had said and he looked worried, asking me about the dates (these were communicated). He frowned and said that tying up his staff for four whole days might be problematic. I could imagine it would. For a brief moment I thought I could go home earlier, but our team leader stepped in and sorted things out. I am not going home earlier.
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