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Monday, 30 May 2016

THE LEADER

by Matthew Ujah-Peter


Image result for symbol of a leader
God did not design us to dominate one another. We were designed to relate and connect with one another for mutual benefits. The earlier a leader realises this, the better. In every unit of human societies such as the family unit, communities, institutions or organisations, someone or a group of persons from within the unit have to be at the hem of its affairs. Somebody has to do some things on behalf of the people. This is what is called leadership.

The leader serves the purpose of his people. The aspirations of his people are his inspirations. The fact that he has access to resources is not a sign that he is richer than the people. He is given the access to those resources on trust. The access is on trust and the resources are the people’s wealth. That he has more security than other people only shows he is a common concern of the people. He is the people’s asset and needs protection. Those instruments of protection, such as driving in convoy, etc, must not become tools of terror to the people in his hands.

When a leader begins to have personal agenda in leadership endeavours, he ceases from being a leader. When he begins to take advantage of his people’s ignorance, weakness, or trust, he is through as a leader. He has become a ruler, or may be a tyrant. To sustain his evil agenda, he will lie; he will defraud his people and surely he will oppress them. This begins usually as little adjustment here and there, followed by traces of lies, half truths and total withdrawal of important information.

Many leaders who turned out this way may not have started out with such intentions. But when faced with the challenges and the vicissitudes of the game of leadership the temptation to bend the rule will present itself. Some may chose to blend in with popular smart leadership moves and ideologies that say it is not everything that the led should know about. And the circle of secrecy that leads to deception is formed. Of course, the led must not know everything. In fact there are some whose minds are not trained or matured enough to handle certain information. And it is the duty of the leader to draw the line of difference. But in drawing the line, honesty, sincerity and probity must   play their full roles.

The leader must connect with his people. The people are not privileged to have him as their leader. Rather, he is privileged to serve them. He is part of them, after all. If his heart is not beating along with the hearts of his people, he is not qualified to serve them. The following, in my view, are the things that show he is a true leader. These, among other things, are the signs he is truly serving his people:

He identifies with his people’s pains, concerns, goals, aspirations and struggles.
He knows their strengths and weaknesses. He encourages the strong and inspires the weak.
He provides responsibilities and opportunities for his people to serve with him.
He gives them the platforms and chance to grow, thrive and succeed in their own dreams.
He challenges them to prove their own strengths, skills and supports.
He inspires courage, unity and tenacity in his people.
He keeps communication lines open between himself and his people – he listens to them.
He surrounds himself with the best brains in the land, as well as visionaries like himself.
He accepts corrections. He admits mistakes. He accepts his humanity. He knows he is not a deity.
He rewards excellence, heroism and punishes deviants and villains.
He is a believer of and a champion at making sacrifices for common good.
He is a man of his own words. He is also an orator whose words forge his men into an army of winners.

In conclusion, I would like to insist emphatically, that leadership begins from the heart. It is a burden of the heart and energized by the leader’s heart beats. The intelligence of the leader will fly as far and as high as his passion and compassion power it. Leadership is a heart cry. Let those whose hearts are not burdened for their people stay home.

MAXIMUM RESPECT!.

Tuesday, 24 May 2016

OUTLIERS - THE STORY OF SUCCESS

 Book Tittle: OUTLIERS
Author: MALCOLM GLADWELL
                                                                                                          Outlier
  
 /ˈoutˌlīər/
 noun
  1. 1. a person or thing situated away or detached from the main body or system.
    2. a person or thing differing from all other members of a particular group or set

    • Outlier: Separate from the main. Not part of main unit or standing out of a whole part.

An international bestseller, outliers challenges its reader to look again at the concept of success, and this time, differently. Is it  true as most success stories have it, that successful people – the  heroes of such stories – where  usually born into modest or abject poor circumstances and by virtue of their talents, initiatives and grits fought their ways unto a world of affluence and influence ? Did Joseph become Pharaoh’s right-hand man on the sole merit of personal brilliance and insights?  Did the successful indeed rises to stardom and into limelight from nothing – owing nothing to parentage or patronage?

Gladwell argues that people don’t rise from nothing. ‘’it makes a difference where and when we grew up’’. He says. ‘’The culture we belong to and the legacy passed down by our forebears shape the patterns of our achievement in ways we cannot begin to imagine’’

This book is about men and women who did things that were out of the ordinary. In the pages of this book you will be introduced to different kinds of outliers; to business tycoons, lawyers, pilots, computer programmers, rock stars, sport people and more. Why are the Asians so good in maths?  What factors play prominent role in the lives of genius whom we regard as ‘’super humans’’? What separates the very best pilot from pilots who have crashed plains?

Gladwell shows his readers that ‘’something is profoundly wrong with the way we make sense of success’’ the people who stand before kings may look like they did it all by themselves, but ‘’....in fact they are invariably the beneficiaries of hidden advantages and extra-ordinary opportunities and cultural legacies that allow them to learn and work hard and make sense of the world around them in ways others cannot’’.  Also see THE 10,000 HOUR PRINCIPLE  and  THE MATTHEW EFFECT

Friday, 20 May 2016

THE 10,000 HOUR PRINCIPLE

Book Tittle: OUTLIERS
Author: MALCOLM GLADWELL
Reviewer: MATTHEW UJAH-PETER 
Is there such a thing as innate talent? The answer of course, is yes. But Malcolm Gladwell in Outliers reveals that opportunity and preparation, not talent, are chiefly responsible for top performance. According to Gladwell, findings show that when one puts up to 10,000 hours of practice into any endeavours that lies in the path of his innate talents with a view to becoming better in it, he would doubtless become a world class performer in it. An experiment that was carried out in Berlin Elite Academy of Music proved this, according to Gladwell.

The students were separated into three groups according to their level of skills and quality of performance. The elite performers were found to have put in enough hours of practice and rehearsals and had totalled at least 10,000 hours of practising with their musical instruments by the time they were 20 years of age. These were regarded as highly talented world class performers. The second group made up of those regarded as very good instrumentalists were found to have totalled between 7,000 to 8,000 hours of practice. The third group was made up of those who would later become instructors in schools and were studying with the view to becoming instructors in schools and were found to have totalled over 4,000 hours of practice with the view of improving their skills.

Researchers have settled for 10,000 hours as the magic number of hours of practice that guarantee true expertise. To truly be a top or world class performer, 10, 000 hours must be invested into learning and practice in any field of endeavour. To pound home this truth Gladwall takes the reader on a trip into the lives of well known outliers such as Bill Joy, Bill Gates, The Beatles, etc.

According to Gladwell, it was Bill Joy (sometimes referred to as Edison of the Internet), working in collaboration with a small group, who rewrote UNIX, which was originally developed by AT & T for mainframe computers. Joy’s version was said to be so good that it became and remains the operative system on which literally millions of computers around the world run. As Bill Joy himself said, ‘’if you put your mac in that funny mode where you can see the code, I see things that I remember typing in twenty five years ago.’’ (at the time of publishing outliers). And do you know who wrote much of the software that allows you to access the Internet? Bill Joy did. It was he who rewrote the computer language called java, and in Gladwell’s words, ‘’... his legend grew’’.

But Bill Joy’s success was not just because he had talents by the truckloads. When Joy was learning programming, computers were the size of rooms. Those were the days of mainframe computers when computers were rare and programming was extremely hard and tedious, and that is, if you were fortunate to find a computer and gain access to it. If you managed to gain access to one, it would cost you a fortune to rent a time on it.

The year was 1971, the same year that Joy was admitted into the University of Michigan. The computer centre happened to open in the same university that same year. Joy was only sixteen and was voted ‘’the most studious student’’ by his high school. He was not at the university to study computer or programming. But when he stumbled across that newly opened computer centre in his freshman year, he became attracted and in Gladwell’s word, ‘’he was hooked.’’ From then on he buried himself in the world of programming and computer software. By 1975, Joy enrolled in graduate school of the University of California, Berclay. He even got a job with a computer science professor so he could program any time he could.

These were the opportunities that greeted Bill Joy. He found himself by the happiest of accidents in the few places in the world where, as a teenager, he could have enough access to the rarest of machine and work with it for as much time as he wanted. ‘’I lived in the north campus, and the computer centre was in the north campus’’, Joy revealed. The computer centre opened 24-hours and Joy stayed there all night to programme. ‘’In an average week in those years, I was spending more time in the computer centre than in my classes,’’ Joy said. ‘’At Michigan, I was probably programming eight or ten hours in a day. By the time I was at Berclay I was doing it day and night. I had a terminal at home. I’d stay up until two or three O’clock in the morning...programming.’’ When he paused to do the math, he concluded that he must have put in ‘’so, so may be...ten thousand hours?’’

If we scratch below the surface of other great achievers, do we always find the equivalence of the Bill Joy’s experience? First, let’s again look at the stream of opportunities that came Joy’s way. Just as in the game of basketball, for instance an aspiring pro must first have the height and then other things such as skills, discipline, etc., Joy had the talent to give him the head start. He was a maths wizkid. But all maths wizkids don’t end up going to the University of Michigan at a time when the computer centre was opened and had a bug in it where someone could figure out that if you put in ‘’time equals’’ and then letter, like t equals k, they wouldn't charge you, then you could sit there forever learning programming.

 Since the school was willing to spend the money to keep the computer centre open twenty four hours, he could stay up all night and put in as much hour as was needed to become a skilful programmer. He was able to pay the due - the number of hours required to come top as a renowned programmer. And he was ready and up to the task by the time the opportunity to rewrite UNIX came his way. Thus his willingness to learn and gain mastery in the art of programming helped him along with his innate talent to prepare him for the big brake ahead.


Let’s turn to another outlier whose history Gladwell  ties to the 10,000 hour rule along with the gifts of opportunity and legacy: Bill Gates. Gates undoubtedly towers above Joy in fame. But both share a common thread that run through their stories. Bill Gates too, started out as a brilliant, young maths wizkid.  Then, he dropped out of Harvard, founded Microsoft with his pal, Paul Allen, and through sheer brilliance, vision and plucks built Microsoft into a multinational software organisation from the scratch and went on to become a world richest man. Wow! Now, those are lines you probably must have become bored with. But, let’s scratch below the surface of Gate’s history and see if those lines fit well into the underlining factors of this outlier’s resounding success.

‘’Gate’s father was a wealthy lawyer in Seattle, and his mother was the daughter of a well-to-do banker’’, says Gladwell. Just like Joy, Gates had stream of opportunities lined up ahead. He was taken out of public school and sent to a private school that catered to Seattle’s elite families. There midway through his second year, the school started a computer club that was sponsored by the mother’s club. This was 1968 and most colleges did not even have a computer in those days. But here is a high school with a state-of-the-art computer facility.

Amazingly, the type of computer installed in that high school club was what was called ASR-33 Teletype – a time sharing terminal with direct link to a mainframe computer. This was totally different and a world apart from the computer Bill Joy used which was a far more laborious means of learning programming back in those days. Now, while Bill Joy learned programming by time sharing system right in 1971 as a sixteen year old freshman at the University of Michigan, Bill Gates  was already learning programming via real time  as an eighth grader back in 1968. Gates lived virtually in the computer room from that moment onwards. But buying time on the mainframe computer was expensive. Thanks to the Mother’s Club who put up 3,000 Dollars. When that amount of money ran out, the parents raised more money. Again the students spent it.

At the time a group of programmers at the University of Washington formed the Computer Centre Corporation (C-Cubed) which leased computer time to local companies. Fortunately for Gates, a student in his school happened to be the son of one of the founders of C-Cubed. Monique Rona, the parent of the boy wondered if the Lakeside School (Gates’ school) computer club would like to test out C-Cubed’s software programme on the weekends in exchange for free programming time.
Gates jumped at the offer. He would take the bus after school to the C-Cubed office and programmed long into the evening. Well, eventually C-Cubed went bankrupt and Gates started hanging around with his friends near the computer centre of the University of Washington.  Before long, a door of opportunity opened at the Information Science Incorporation (ISI). ISI agreed to let them have free computer time in exchange for working on a piece of software that could be used to automate company payrolls.

‘’It was my obsession’’, Gates said. ‘’I skipped athletics. I went up there at night...it would be a rare week that we wouldn’t get twenty or thirty hours in. There was a period when Paul Allen and I got in trouble for stealing a bunch of passwords and crashing the system. We got kicked out....This is when I was fifteen and sixteen. Then I found out Paul had found a computer that was free at the University of Washington. They had this machine in the medical centre and the physics department. They were on twenty-four- hour schedule, but with this big black period, so that between three and six in the morning, they never scheduled anything. I’d leave at night after my bedtime. I could walk up to the University of Washington from my house or I’d take the bus. That’s why I’m always so generous to the University of Washington, because they let me steal so much computer time.’’ Gates narrated.
Malcolm Gladwell

Again, fortune smiled on Bill Gates when one of the founders of ISI, Bud Pemboke was called from TWR, a technology company which had just signed a contract to set up a computer system at Bonneville Power Station in Southern Washington. Programmer familiar with the particular software the power station used was desperately needed. This was the early days of the computer revolution and programmers with that king of specialized experience were difficult to find. But Pemboke knew that those high school kids from Lakeside who have being running up thousands of hours of computer time on their mainframe would perfectly foot the bill. Bill Gates and his friends were contacted. Gates was now in his senior year and somehow managed to convince his teachers to let him decamp for Bronneville under the guise of an independent study project. There under the supervision of John Norton, and with Norton’s help he wrote codes.


Gates, as it turned out was presented with even greater opportunities than Bill Joy. When Gates started programming at an even younger age-three years before Joy, Joy probably don’t even know what programming or computer was. So by the time Gates dropped out of Harvard, he had already put in hours and hours non-stop, programming for at least seven consecutive years. He was able to pay the 10,000 hour price. How many kids in the world back in the 1960s and 1970s had so much opportunities such as were piled on each other along both Joy’s and Gates’ ways? As the saying goes, ‘’Luck is when preparation meet opportunity.

THE FOUR “Ws+H” OF A GOOD BUSINESS PLAN by Matthew Ujah-Peter

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