IT IS UNFORTUNATE THAT, various European historians depicted pre-colonial Africa as a continent that was blank in the world map, had no history; that until the emergence of Europeans, was a ‘dark land mass’.

German philosopher Georg Wilhelm Friendrich Hegel (1770-1831), in ‘Lectures on the Philosophy of History’ (1837), wrote that African condition allowed no education; that Africa did not form part of the historical world, for it showed neither movement nor development. Hegel depicted ancient Africa as a-historic, undeveloped world, entirely a prisoner of the spirit of nature, “whose place is still on the threshold of universal history”, which remained for millennia, “the land of childhood, which lying the day of self-conscious history is enveloped in the dark mantle of the night”.

On the extreme end of the spectrum, African historians and political observers have wielded their deadliest pens in an attempt to reverse what they termed as “subversion of African history” and strove to paint the picture of Africa in the pre-contact period as a “place of flourishing civilisations in art, painting, iron works, architecture, science, agriculture, mathematics and medicine”. From the works of Cheik Anta Diop, Basil Davidson, Jean Vansima, Joseph Ki-Zerbo and Edward Blyden among others, we get the notion of ancient Africa, which enjoyed a high standard of science, technology and culture that is incomparable with Europe of the time.

Some moderates amongst these historians contend that European colonisers brought modern civilisation to Africa, but have reservations on the fastness of the pace, arguing that left to themselves, Africans would have adopted many aspects of modern civilisation, but at a much slower pace. In their view, if the Europeans had not come to Africa, still the Africans would have developed in a way most suited to them and with a better understanding of their own problems which would have caused much less suffering and thus avoiding the destruction of ancient African civilisations. They further maintain that the African civilisations would have become richer and changed for the better. The extremists amongst them in one way or the other categorically dismisses the coming of Europeans as a profound case of continents ‘closure’.

Learning about the hell which our old folks went through, how they were mistreated or suffered under the rogue hand of the foreigners is not enough. You must move BEYOND this historical analysis and arouse a holy hatred of any kind of ill fortune. This contention will fire your PSYCHE to design relevant PROGRAMS which will propel the African continent to catch up with the rest of the world. You must transform yourself from being a third-rate person in a third world continent, to first-rate individual in a first world society.

In as much as the responsibility of starting a group - and leading it to success - weighs so heavily on you, it is essential that you know your group well, its strengths and weaknesses, and the maximum you can expect of it. But appearances can be deceiving. In their day-to-day work, people can seem motivated, connected, and productive. But add some stress or pressure or even a crisis, and suddenly you see a whole other side of them.

SEVEN therapeautic tonics to loftily LOCATE your LIFE’s BASIC BEARING:

1. BLUNTLY, some people tend to think more about themselves and disconnect from the group spirit; others become far too anxious and infect the group with their fears.
2. ENGAGE your time to measure the actual strength of your team. You want to be able to gauge the relative inner toughness of people, before you are thrust into a crisis.
3. ASCRIBE challenging tasks or shorter deadlines, and see how they respond. Some people rise to the occasion, and even do better under such stress; consider them a treasure to hoard.
4. ROUGHLY lead the team itself into an action that is novel. Observe carefully how individuals react to the slight amount of adversity, chaos and uncertainty, that unfold from this.
5. IN the aftermath of any crises or failures, use this to review people’s inner strength or lack of it. You can tolerate a few fearful types who have other virtues, but not too many.
6. NOW your group is battle-tested; it has been through a few wars, and dealt with them reasonably well. They do not wilt at the sign of new obstacles, and in fact welcome them.
7. GO slowly in expanding the limits of what you can ask of them, and they feel a powerful upward pull to meet challenges and prove themselves. Such a group can move mountains.

1. FOR self-actualization, leaders promote conducive workplace through creativity alloyed to spontaneity.
   Core Choice #53: Advocate for lack (or minimisation) of the effects of prejudice, and acceptance of facts.
   Sure Score #53: Always accept that prejudice exists in others, even as we try to minimise it in ourselves.
2. OPTIMUM productivity in an organisation is achieved by symbiotic relationships among team members.
   Solid Stance #53: This promotes each team member’s self-esteem, confidence and achievement.
   Catalysing Consideration #53: It then leads to happiness, respect of others, and respect by others.
3. REALISE that people do not need close supervision and can turn to good productive value in their jobs.
   Mighty Mission #53: In this way staffs receive independence and responsibility for work.
   Vivid Vision #53: They thus receive opportunities to recognise problems and to find solutions.
4. MOTIVATING staffs using extrinsic rewards (pay increase or job promotion), is counter-productive.
   Gaining Ground #53: Staffs tend not to have the most beneficial relationship with their supervisor.
   Capturing Clouds #53: They maintain a distance, impersonal and low-quality exchange relationships.
5. UNDERSTAND that personnel may be ambitious, self-motivated and able to exercise self-control.
   Lofty Leap #53: Staffs possess the ability for creative problem solving, and maximum use of their talents.
   Merry Momentum #53: If staffs enjoy their mental and physical duties, work becomes as natural as play.
6. LEAD people well; they will learn to exercise responsibility and self-direction in accomplishing tasks.
   Holy Hearken #53: Given the right conditions, most people will want to do well at work.
   Divine Distinction #53: The satisfaction of performing a good task is a strong motivation.
7. ACTIVE environment enables sharing of ideas so that staffs have a say in decisions that influence them.
   Prudent Planting #53: Develop the climate of trust with staffs that is required for personal development.
   Hoped Harvest #53: Create a comfortable environment in which staffs can develop and use their abilities.

#53. To the extent I desire to ride on the speedy wheels of African HISTORY,
How will become a GRAND STRATEGIST to help my fellow AFRICANS?

To become a grand strategist in life, first, clarify your LIFE; decipher your own personal riddle.
Determine what it is you are destined to achieve, the direction in which your talents pushes you.
It may make sense for some, but that does not mean it bears any relation to your goals and destiny.
Just be patient enough to plot several steps ahead - to wage a campaign instead of fighting battles.
The path to your goal may be indirect, your actions may be strange to others, but so much the better.
Following this path, you will gain the calm perspective that will separate you from other mortals.
Whether dreamers who get nothing done or prosaic, practical ones who accomplish only small things.

#53. I, ___________________________, riding on the speedy wheels of African HISTORY, do DECISIVELY DECLARE that, the first step toward becoming a grand strategist - the step that will make everything else fall into place - is to begin with a clear, detailed, purposeful goal in mind, one rooted in reality. I will visualise myself fulfilling this destiny in glorious detail. I will ignore the conventional wisdom about what I should or should not be doing. I have realised that most people often imagine that they generally operate by some kind of plan, that they have goals they are trying to reach. But they are usually fooling themselves; what they have are not goals but wishes. Their emotions infect them with hazy desire: they want fame, success, security - something large and abstract. This haziness unbalances their plans from the beginning and sets them on a chaotic course. I have understood that, what have distinguished all history’s grand strategists and can distinguish me, too, are specific, detailed, focused goals. I will contemplate them day in and day out, and imagine how it will feel to reach them and what reaching them will look like. By a psychological law peculiar to humans, clearly visualising them this way will turn into a self-fulfilling prophecy.

In this reference, as a BLESSED BEYONDIST, I hereby, make an ABSOLUTE AFFIRMATION that, clear long-term objectives will give direction to all of my actions, large and small. Important decisions become easier to make. If some glittering prospect threatens to seduce me from my goal, I will know how to resist it. I will tell when to sacrifice a pawn, even lose a battle, if it serves my eventual purpose. My eyes will be focused on winning the campaign and nothing else. My goals must be rooted in reality. If they are simply BEYOND my means, essentially impossible for me to realise, I will grow discouraged, and this can quickly escalate into a defeatist attitude. On the other hand, if my goals lack a certain dimension and grandeur, it can be hard to stay motivated. I will not be afraid to be bold. In the large sense, I will be working out for myself my destiny or my “life’s task” - the thing toward which my natural leanings and aptitudes, talents and desires, seem to point me. Assigning myself a LIFE TASK will inspire and guide me.