6 Multi-Layered Lessons — From Africa to the West
In the United States, “government” cheese is receiving a bit of a resurgence. This fabled cheese product, which came into existence because of a massive governmental failure in supporting farmers, is making the rounds on social media and cropping up in many trending online recipes.
Supposedly, it makes the best macaroni and cheese. But why? One theory suggests that because the government was ultimately forced to use such a wide assortment of unsold cheeses, the result was a multi-layered flavor of deceptive cheesy depth. In the end, a symphony of cheeses sounded in unison to make something even better — at least for the sake of mac and cheese.
There’s a lesson here.
The very best version of something is almost always an amalgamation — a combination of remarkable qualities from differing sources. It’s how government cheese works. It’s how the scientific community works. And it’s how you’re going to become the very best leader you can be.
So, let’s get started with a few worthwhile lessons African leaders can teach to their Western counterparts — and vice versa. After my decades spent coaching business leaders around the world, these are the six standouts, and your recipe for government cheese leadership.
TO WESTERN LEADERS: Show humility.
For most Western leaders, the 1970s was a time of punk music, hippie fashion, and rapid inflation. In America, episodes of Happy Days were lighting up living rooms, and the most forward-thinking fans of pop music were starting to strut around with the Sony Walkman cassette player. At the same time, my friends and I in Nigeria were growing up without a single television set in our entire village. We had next-to-nothing when compared to the average American family, and such deprivation inevitably produces leaders who are more naturally in touch with their own humility.
On the other hand, most Western executives are never forced to confront such a perspective. Most never want for basic necessities or suffer the financial setbacks of a war-torn economy. Consequently, Western leaders often fail to empathize with every level of their organization. Such a limited perspective is not sustainable for successful leaders because humility is, according to Ralph Waldo Emerson, the “low, sweet root from which all heavenly virtues shoot.”
TO AFRICAN LEADERS: Show service.
The flip side of this issue is volunteer service. Westerners are taught from a very young age that practicing service is absolutely necessary for developing your professional portfolio. From Cub Scouts to college applications, Western leaders are always expected to exhibit some record of volunteer work, and those with deeper, more visible track records are often rewarded the most. In fact, 92% of human resource executives in the United States say that volunteerism helps applicants build leadership skills.
This reverence for service is not pervasive among African organizations, and these early milestones of service participation are almost nonexistent. Youth groups are absent or inaccessible, and a history of service doesn’t really net you much in return when dealing with African businesses. As a result, African leaders are often more likely to use their power to solve their own problems, as opposed to serving the needs of their community.
TO WESTERN LEADERS: More spirituality.
There is a somewhat controversial study from 2013 that shows a link between U.S. counties with high religiosity and those business organizations with better credit and lower overall debt. The study represents a small slice of a very large question, but it is controversial in the Western world because of the increasingly stark divide between spirituality and professional success. Over 78% of Americans believe religion is losing its influence on daily life, and that number is likely even higher when the Western world thinks only about its workday routines. African communities do not demand such a distinction, and this remaining spirituality acts as a strong check against corruption.
African spirituality is an adaptable and enduring part of the continent’s culture. Africans don’t separate their religious practices from their functions as a business leader. Even those executives who are more guarded about their spiritual upbringing understand that a certain level of personal religiosity is expected of any African executive. This spirituality is a clear indication to the entire organization that your decisions are grounded in morality.
TO AFRICAN LEADERS: More individuality.
Meanwhile, the West is grounded in its own political revolutions. The American Revolution and French Revolution are the greatest examples of this influence, but nearly all the Western world was in some way touched by political rebellion from 1600 to 1800. As more and more of the population became an active part of those democracies, their ideologies evolved into a full-blown celebration of the individual. Before long, individualism was a defining characteristic of almost all Western cultures.
What does this mean for executives? Does individuality supersede success? Western leaders work hard to put the individual first, acknowledging and uplifting those that keep the company’s wheels in motion. This means prioritizing quality of life improvements, differentiating your leadership according to each person, and rewarding those who routinely produce results.
TO WESTERN LEADERS: Be more relatable.
In many ways, African soccer made its first big splash on the global stage at the 1990 World Cup in Italy. The team from Cameroon, with many members who remained from the country’s 1982 World Cup bid, was competing against a stacked field of soccer dynasties. One of the team’s first matches would be against the reigning champions from Argentina, and Cameroon’s coach, a Russian, could only interact with the players via an on-site translator. Yet the team managed to steal the stage, enthrall spectators, and progress all the way to the semifinals.
Why? Because close working relationships can be incredibly powerful, and African leaders are reaping the rewards by being more relatable to their teams. By and large, African leaders are more accessible to their employees, and the reason lies in the close-knit nature of their social groups and family structures. The result is a softened hierarchical structure, which means leaders that are quicker to empathize and always ready to offer direct support. It’s no wonder this type of leadership breeds more loyalty.
TO AFRICAN LEADERS: Be more accountable.
This close-knit way of doing business can empower leaders to be more relatable. But it can also lead to nepotism and make accountability very difficult to achieve. Even though African political sentiments are decidedly democratic these days, that does not prevent most African workers from viewing their executives as authoritative and infallible monarchs. Such a sentiment is not sustainable. Even if an executive is trustworthy and well-intentioned, a system with no inherent accountability will inevitably generate some form of corruption.
At the same time, transparency and accountability are pressing issues for most businesses in the Western world. Over 75% of employees say they want more transparency from their leadership, and the number of U.S. organizations with transparent compensation listings has more than doubled since 2020. Of course, Western accountability is far from perfect, and plenty of business leaders still manage to avoid responsibility. However, the system itself is at least designed with executive accountability in mind, meaning the fight against corruption isn’t doomed from the start.
About Dr. Sam:
Atlanta-based Dr. Sam Adeyemi (SAY: Ah Day yeh me) is CEO of Sam Adeyemi, GLC, Inc. and founder and executive director of Daystar Leadership Academy (DLA). More than 45,000 alumni have graduated from DLA programs, and more than 3 million CEOs and high-performing individuals follow him on top social media sites. Dr. Sam’s new book is “Dear Leader: Your Flagship Guide to Successful Leadership.” He holds a Doctorate in Strategic Leadership from Virginia’s Regent University, and is a member of the International Leadership Association. He and his wife, Nike (say Nee keh) have three children. Learn more at SamAdeyemi.com.