National Assets, National Cake

“If we have to sell our national assets to fund the 2016 budget; then we have to sell our coat of arms, national flags and anthem to fund the 2017 budget; as for the 2018 budget, the nation move from recession to receivership ,then we auction the whole territorial land mass of our country to the Bourgeoisie class to raise cash; then we all live on tenancy. This is what our ‘lumpen capitalists’ want”. - Senator Shehu Sani

When Monetary policy and Fiscal policy Differs

In public finance, monetary policy and fiscal policy are regarded as the two most widely recognized "instruments" used to influence a nation's economic activity. Monetary policy is primarily concerned with the management of interest rates and the total supply of money in circulation and is generally carried out by central banks. Fiscal policy is the collective term for the taxing and spending actions of governments. In Nigeria, fiscal policy is determined by the Executive in conjunction with the Legislative arm of government.

Monetary Policy

Central banks have typically used monetary policy to either stimulate an economy into faster growth or slow down growth over fears of issues like inflation. The theory is that, by senticising individuals and businesses to borrow and spend, monetary policy will cause the economy to grow faster than normal. Conversely, by restricting spending and encouraging savings, the economy will grow less quickly than normal.

The Central Bank of Nigeria (CBN) like other Central Banks has frequently used three different policy tools to influence the economy: opening market operations, changing reserve requirements for banks and setting the "discount rate." Open market operations are carried out on a daily basis where the CBN buys and sells government bonds to either inject money into the economy or pull money out of circulation. By setting the reserve ratio, or the percentage of deposits that banks are required to hold and not lend back out, the CBN directly influences the amount of money created when banks make loans. The CBN can also target changes in the discount rate, or the interest rate charged by the CBN when making loans to financial institutions, which is intended to impact short-term interest rates across the entire economy.

Fiscal Policy

Fiscal policy tools are numerous and hotly debated among economists and political observers. Generally speaking, the aim of most government fiscal policies is to target the total level of spending, the total composition of spending, or both in an economy. The two most widely used means of affecting fiscal policy are changes in the role of government spending or in tax policy.

If a government believes there is not enough spending and business activity in an economy, it can increase the amount of money it spends, often referred to as "stimulus" spending. If there are not enough tax receipts to pay for the spending increases, governments borrow money by issuing debt securities and, in the process, accumulate debt, or "deficit" spending.

By increasing taxes, governments pull money out of the economy and slow business activity. Governments might instead lower taxes in an effort to encourage more activity, hoping to boost economic growth. When a government spends money or changes tax policy, it must choose where to spend or what to tax. In doing so, government policy can target specific communities, industries, investments or commodities to either favor or discourage. These considerations are often determined based on considerations that are not entirely economic.

Recession: FIRS Put the Lid

Some economists have jokingly defined a recession like this: If your neighbor gets laid off, it's a recession. If you get laid off, it's a depression.

Economists officially define a recession as two consecutive quarters of negative growth in gross domestic product (GDP). It is also regards as a significant decline in economic activity spread across the economy, lasting more than a few months" as the hallmark of a recession.

Some businesses may be affected only moderately, or not at all, if the recession is mild and brief. If the recession lingers and the downturn is widespread, all big businesses - firms publicly traded on Nigerian Stock Exchanges (NSE) - may ultimately be hurt.

For decades, the Nigerian government have been talking about diversification of our economy for oil which has perennially form the major source of our revenue.

Do as I do and not Do as I say

Leaders must be proactive about discovering the full potential in others, and equally in themselves, in order to define their leadership identity. People should begin to understand how their leadership identity influences the evolution of the business when they can articulate the unique ways they think, what gives their leadership distinction, the impact their presence creates and what it is they serve. A strong leadership identity can provide clarity and alignment throughout the organization even as it leverages the unique differences in people to see and seize opportunities previously unseen.

Most importantly, we must be such leaders who say 'do as I do' and not 'do as I say' only.

Insight: Looking Inward

You have to find approaches for contemplating and probing at all times so as to catch sight of the flickerings of awareness, to see in what ways it streams out to know things. Be careful to catch sight of it both when its knowing is right and when it's wrong. Don't mix things up, taking wrong knowledge for right, or right knowledge for wrong. This is something extremely important for the practice, this question of right and wrong knowing, for these things can play tricks on you.

When you gain any new insights, don't go getting excited. You can't let yourself get excited by them at all, because it doesn't take long for your insight to change - to change right now, before your very eyes. It's not going to change at some other time or place. It's changing right now. You have to know how to observe, how to acquaint yourself with the deceits of knowledge. Even when it's correct knowledge, you can't latch onto it.

Even though we may have standards for judging what sort of knowledge is correct in the course of our practice, don't go latching onto correct knowledge - because correct knowledge is inconstant. It changes. It can turn into false knowledge, or into knowledge that is even more correct. You have to contemplate things very carefully - very, very carefully - so that you won't fall for your knowledge, thinking, "I've gained right insight; I know better than other people," so that you won't start assuming yourself to be special. The moment you assume yourself, your knowledge immediately turns wrong. Even if you don't let things show outwardly, the mere mental event in which the mind labels itself is a form of wrong knowing that obscures the mind from itself in an insidious way.

This is why meditators who tend not to contemplate things, who don't catch sight of the deceits of every form of knowledge - right and wrong, good and bad - tend to get bogged down in their knowledge. The knowledge that deceives them into thinking, "What I know is right," gives rise to strong pride and conceit within them, without their even realizing it.

This is because the defilements are always getting into the act without our realizing it. They're insidious, and in their insidious way they keep getting into the act as a matter of course, for the defilements and mental effluents are still there in our character. Our practice is basically a probing deep inside, from the outer levels of the mind to the inner ones. This is an approach that requires a great deal of subtlety and precision... The mind has to use its own mindfulness and discernment to dig everything out of itself, leaving just the mind in and of itself, the body in and of itself, and then keep watch of them.

The basic challenge in the practice is this one point and nothing else: this problem of how to look inward so that you see clear through. If the mind hasn't been trained to look inward, it tends to look outward, simply waiting to receive its objects from outside - and all it gets is the confusion of its sensations going in and out, in and out. And even though this confusion is one aspect of change and inconstancy, we don't see it that way. Instead, we see it as issues, good and bad, pertaining to the self. When this is the case, we're back right where we started, not knowing what's what. This is why the mind's sensations, when it isn't acquainted with itself, are so secretive and hard to perceive. If you want to find out about them by reading a lot of books, you end up piling more defilements onto the mind, making it even more thickly covered than before.

So when you turn to look inward, you shouldn't use concepts and labels to do your looking for you. If you use concepts and labels to do your looking, there will be nothing but concepts arising, changing, and disbanding. Everything will get all concocted into thoughts - and then how will you be able to watch in utter silence? The more you take what you've learned from books to look inside yourself, the less you'll see.

So whatever you've learned, when you come to the practice you have to put all the labels and concepts you've gained from your learning to one side. You have to make yourself an innocent beginner once more. Only then will you be able to penetrate in to read the truths within you. If you carry all the paraphernalia of the concepts and standards you've gained from your learning to gauge things inside you, you can search to your dying day and yet won't meet with any real truths at all. This is why you have to hold to only one theme in your practice. If the mind has lots of themes to concern itself with, it's still just wandering around - wandering around to know this and that, going out of bounds without realizing it and not really wanting to know itself. This is why those with a lot of learning like to teach others, to show off their level of understanding. And this is precisely how the desire to stand out keeps the mind obscured.

Think about this for a moment. Extinguishing suffering, gaining release from suffering: Aren't these subtle matters? Aren't they completely personal within us? If you question yourself in this way, you'll be on the right track. But even then you have to be careful. If you start taking sides with yourself, the mind will cover itself up with wrong insights and wrong opinions. If you don't observe really carefully, you can get carried off on a tangent - because the awareness with which the mind reads itself and actually sees through itself is something really extraordinary, really worth developing - and it really eliminates suffering and defilement. This is the real, honest truth, not a lot of propaganda or lies. It's something you really have to practice, and then you'll really have to see clearly in this way. When this is the case, how can you not want to practice?

If you examine yourself correctly in this way, you'll be able to know what's real. But you have to be careful to examine yourself correctly. If you start latching onto any sense of self, thinking that you're better than other people, then you've failed the examination. No matter how correct your knowledge, you have to keep humble and respectful above all else. You can't let there be any pride or conceit at all, or it will destroy everything.

This is why the awareness that eliminates the sense of self depends more than anything else on your powers of observation - to check and see if there's still anything in your knowledge or opinions that comes from the force of pride in any sense of self... You have to use the full power of your mindfulness and discernment to cut these things away. It's nothing you can play around at. If you gain a few insights or let go of things a bit, don't go thinking you're anything special. The defilements don't hold a truce with anyone. They keep coming right out as they like. So you have to be circumspect and examine things on all sides. Only then will you be able to benefit in ways that make your defilements and sufferings lighter and lighter.

When we probe in to find the instigator - the mind, or this property of consciousness - that's when we're on the right track, and our probing will keep getting results, will keep weakening the germs of craving and wiping them out. In whatever way craving streams out, for "being" or "having" in any way at all, we'll be able to catch sight of it every time. To catch hold and examine this "being" and "having" in this way, though, requires a lot of subtlety. If you aren't really mindful and discerning, you won't be able to catch sight of these things at all, because the mind is continually wanting to be and to have. The germs of defilement lie hidden deep in the seed of the mind, in this property of consciousness. Simply to be aware of them skillfully is no mean feat - so we shouldn't even think of trying to wipe them out with our mere opinions. We have to keep contemplating, probing on in, until things come together just right, in a single moment, and then it's like reaching the basic level of knowing that exists on its own, with no willing or intention at all.

This is something that requires careful observation: the difference between willed and unwilled knowing. Sometimes there's the intention to look and be aware within, but there come times when there's no intention to look within, and yet knowledge arises on its own. If you don't yet know, look at the intention to look inward: What is it like? What is it looking for? What does it see? This is a basic approach you have to hold to. This is a level you have to work at, and one in which you have to make use of intention - the intention to look inward in this way... But once you reach the basic level of knowing, then as soon as you happen to focus down and look within, the knowledge will occur on its own.

Bring To Table

Bring to table the tangibles.

People are tired of stories. They want to see something tangible and effectual. Especially in these times and seasons of social media and technologies.

Silence is Golden

'Silence is Golden’ is a well known proverb and ‘silence’ is metaphorically represented by gold signifying the worth of silence. Though it is part of a larger proverb which reads “Speech is silver, Silence is Golden”, the latter part of the proverb has stayed on in our thoughts and minds. There is no doubt about how powerful silence is; to ward off a storm in many a situation,  but unless used with care and awareness, the repercussions of ‘Silence’; can either be 'golden' or like 'being in a dark dungeon'!

‘Silence’ on analysis comes in many forms:

Stone walling silence: This form of silence is perhaps the most difficult to cope with and often happens between two significant people in a close relationship. One excludes the other; as if the other does not exist though they may be a part of a larger functional group where each stone walling member will relate to all others in the team as if nothing is amiss!

Combustible silence: The warring parties are well aware of each other’s hostility and so does the extended group. There is a lot of simmering within, and this silence is heavy. A stray word or an innocent comment can shatter the silence; replacing it with a verbal battle.

Compressed silence: This is perhaps the most dangerous of all! In order to create an ambience of tranquillity for which the person could have a high value, many a potential conflicting situation is pushed under the carpet as if nothing is amiss! However the virtual calm cannot last long, one incident piles on the other, and by the time the crack is visible on the surface considerable damage is already done. Compressed silence can take one by surprise, it is like a ship on calm waters that suddenly begins to sink for no apparent reason!

Confidential Silence: The term confidential is used here more as a pun! It represents the information known only to the person, and more specifically information that carries bad news. This is very common in our Indian cultural context where we are constantly encouraged to blast the good news, and downplay or hide the bad news!

Contemplative silence: This is more of an introspective silence that unleashes the creativity paving way for new defining paths, or one that helps in decision making and problem solving.

Collaborative Silence: This form of silence is perhaps what really represents the adage that “Silence is Golden”. It is knowing that the presenting conflicting situation is beast dealt with by being silent, and involves watching for the appropriate time to pitch in and resolve the issue.

Calm and Blissful silence: This represents silence that is both meditative and blissful. It could be in a group, or between two people, and the rapport and comfort of each other’s’ being is so high, that there is no need to talk, a thousand things could be exchanged without uttering a word. Every nuance is accepted without judgement, and there is perfect harmony. This form of silence is truly golden!

While the last 3 form the ones that are positively impacting, the first 3 do raise alarm bells. Though different situations warrants different types of silence it is good to have in our conscious awareness the repercussions of each form of silence, and to know perhaps that Silence is not always golden!

Innate Strength

Leaders have natural talents on which they build their success. Instead of trying to copy other leadership styles, they rely on the positive strengths that work for them. Once you have identified your own personal strengths, work on developing those attributes. You can hire people to perform tasks and duties for which you do not have a passion. For example, an executive assistant can plan your schedule and organize meetings if planning is not your strongest characteristic. If you are a charismatic and impassioned speaker but have trouble framing your thoughts, you can hire a speech writer to help put your ideas into a manageable format.

Effective leaders seek help when needed and encourage others to develop their own natural talents for the overall good of the organization, knowing that the work of subordinates reflects on the success of the leader.

Where do we go from Here

Things falling apart! The Budget impasse between the Executive and the Legislature are part of minute matters this current administration could handle without any uproar. No internal democracy! So unfortunate. Come to think of it: Saraki and his Senate are currently reviewing Code of Conduct Bureau (CCB) Tribunal Act. They want to reduce its powers to civil from criminal. And you recall uncle Bukola Saraki is standing before same tribunal. Should Senator Bukola Saraki remain President of the Senate while he's facing criminal charges before the CCB Tribunal?

Hmmm...those who sow okro will sure reap okro and not cashew.

Off Hand or Off Head

Knowing what you want accomplished may seem clear in your head, but if you try to explain it to someone else and are met with a blank expression, you know there is a problem. If this has been your experience, then you may want to focus on honing your communication skills. Being able to clearly and succinctly describe what you want done is extremely important. If you can’t relate your vision to your team, you won’t all be working towards the same goal.

Training new members and creating a productive work environment all depend on healthy lines of communication. Whether that stems from an open door policy to your office, or making it a point to talk to your staff on a daily basis, making yourself available to discuss interoffice issues is vital. Your team will learn to trust and depend on you, and will be less hesitant to work harder.

Government as Enabler

One of the government’s roles is to ensure that the right systems, the right processes and the people champion a cause. Especially in radical situation, radical solution is required.

It is still fresh in our minds what Dora did with NAFDAC, EL-Rufai did with FCT, Ribadu did with EFCC, Soludo did with CBN. We need Champions. I hope people like Fashola and Kachikwu survives this tenure and is allowed to shine and not get overwhelmed by the level of decay and the amount of frustration even his colleagues and those they report to will be ready to supply.

Strengths

Successful leaders utilize their strengths to influence others, and they make an effort to minimize weaknesses that interfere with their ability to lead. Effective leaders can turn weaknesses into positive characteristics through diligent efforts. At the same time, they consistently work to boost their strengths while seeking assistance to overcome weak traits.

Sometimes, I work with business professionals who have adopted a strategy of doubling down on their strengths and ignoring their weaknesses. They generally take this approach as they face difficulties in the workplace. Some of these leaders and managers are simply doing more of what has always worked for them in the past.

It is a management strategy that sounds good, but in reality it does not fit the complex, dynamic nature of our times. Further, when it is overused it becomes an excuse for bad management behavior and inflexibility. Finally, it assumes that we will only have limited success in addressing our weaknesses so it is better to focus on what comes to us naturally.

Taken to an extreme (as I often see people do), strengths-only thinking is a cynical view on our ability to evolve and grow as business managers. Having made my own managerial evolution, I know there is value in investing time and effort on our own self-improvement. I did grow as a manager but it was not by doubling down on my strengths.  I had to acknowledge and address my weaknesses to improve my managerial effectiveness. We make changes all the time including some very difficult ones. We just need to believe it is in our best interests to make the changes. Effective managers are natural problem solvers and change agents, particularly when they are committed to making needed change.

Business trends also show the error of the strengths-only school of management. Globally, managers and leaders have noted how difficult it is to manage organizations in this new decade.  These difficulties are creating a dynamic environment where disruptive change is the norm. Businesses need adaptable managers who can embrace ambiguity as they respond to changing business needs.  Inflexible managers who refuse to address their weaknesses will find that they have become an organizational liability as their weaknesses now collide with new business realities.

So, what’s the right approach?  Focus on your strengths and minimize your weaknesses (instead of ignoring them). Acknowledge your weaknesses but do not obsess over them. Improve your skills where you can.  Since everyone has limitations, there will be some areas where you will never excel.  Delegate this work to others on your team who are more skilled than you and then leave them alone and let them handle these areas for you. Most importantly, always look for chances to improve your skills and address your weaknesses and you will remain viable.

Those who forget their weaknesses and focus only on their strengths risk becoming a manager with only a hammer in their management toolbox.  And, we know what happens when managers only have a hammer in their toolbox - every organizational problem looks like a nail to them! They’re always pounding away with the same approach.

Managers should use their strengths as much as possible particularly where their usage makes sense for the issues they are facing. They need to avoid excessive use of their strengths, however. Otherwise, they will become unbalanced managers. Managers who adopt a singular focus on their strengths and ignore their weaknesses, run the risk of becoming one-trick ponies.

Who Wants Trump?

Within and outside United States of America, the questions on lips of people are Who wants Trump? Why Trump?

Despite the relentless attacks on Trump, which started at last week’s GOP debate in Houston and carried through a raucous weekend of campaigning, his major contenders Cruz and Rubio were not able to deliver significant results. He scored well among late-deciding voters; in Virginia they favored him over Trump by about 20 points. But there were not enough of them to overcome the hold Trump has on anti-establishment Republicans who remain in control of the nominating battle.

What is remarkable is that the anti-Trump forces only recently awoke to the reality that Trump was on track to take the nomination. Instead, Trump has awakened a voting bloc that has soured on the party leadership. As he has continued to win, his support has continued to grow.

The Tangibles

One of the most important tasks of a leader is to identify potential new leaders. If a nation, group or organization is to grow, finding new leaders is critical. Equally vital is the quality of leaders being discovered. Good leaders learn to look for qualities in people that are conducive to good leadership. If you want to have a culture that reproduces leaders, note the following.

But, where do you find these people who can be future leaders? I find it helps to look for certain qualities, which all good leaders need or qualities that, consistently over time, seem to make good leaders. Here are 10 attributes I consider valuable traits when looking for new leaders:

Concern/Love for others – You can’t lead people effectively if you don’t genuinely love people.

Not a complainer – Candidly speaking, leadership encounters complainers regardless of what we do.

Teachable and open to suggestions – A person who thinks they have all the answers will repel other leaders.

Excellence in following – This is a biggie for me. I try to follow people I lead, because there are times they know more than I do.

Reliability – Leadership is about trust, and trust is developed over time and consistency by doing what you said you would do.

Interest – The people with a burning passion for the church or organization often make great leaders.

Good character – Character counts. Not perfection. Not flawless. But, good character is necessary to be trusted on a team.

Potential – God always saw potential in others they themselves couldn’t see.

Confidence – Leaders have to move forward when others are ready to retreat. That takes confidence.

People skills – This goes without saying, but you can’t lead people if you can’t communicate with people.

Those are some traits that should exist in potential leaders.

Do As I Do!

Leaders must be proactive about discovering the full potential in others, and equally in themselves, in order to define their leadership identity. People should begin to understand how their leadership identity influences the evolution of the business when they can articulate the unique ways they think, what gives their leadership distinction, the impact their presence creates and what it is they serve. A strong leadership identity can provide clarity and alignment throughout the organization even as it leverages the unique differences in people to see and seize opportunities previously unseen.

Most importantly, we must be such leaders who say 'do as I do' and not 'do as I say' only.