The turnout of events and the entire civilisation of man have proved beyond any intellectual debate that the world can only get better when we have the right people stirring the ship of leadership. There are many sides, expectations, demands and even drama that go with being a leader, one of which is the big task of making decisions. As simple as it may sound to those who have limited options to base their own (decisions), as a leader over people is a different, complex ball game. A wise man said, ‘Timely decision is what makes a great leader and indecision is a curse’. I have been in a situation where I don’t even know what to wear for a day, as easy that might sound. Little wonder what an exalted leader of millions of complex individuals might be going through in reaching a conclusive, good and timely decision.
In as much as a leader will always think he is making a right choice from a range of many, it is worthy of note not to forget those whom you are making such choices. It is no new ideal that leadership is about people, clients, customers, citizens and your subordinates. Your decisions are meant to make them better, not necessarily feel better always; but in the long run it should have a positive effect.
I will like to base the message of this piece on the life and tenure of whom I regard as the finest of men and Presidents, Abraham Lincoln. As an Illinois and state politician, he had a face to face relationship with his constituents. This perhaps seems easy since he was representing just a fraction of the state but it takes humility and love for one’s people to do. As President, he had a larger constituency of the whole Nation, yet he found a way, as an Indian loyalist of his (Lincoln) feared, “the possibility of losing public confidence”. This man had a grasp of electoral topography and figures; he spent hours in the Telegraph office of the War department analyzing outcomes. Of course, he led America in the time of their greatest travail (Civil war) and needed to stay abreast with the tide of public opinion. He had his cabinet to give him dissonant views on issues from which he could base his own final decision. He also maximized the closeness of his governors and congressmen to the people for his own benefit. In gathering opinions, he was discerning enough to know what decisions will favour the majority of opinions.
Another tool he used in keeping his finger on the pulse of opinion was through newspapers, mails, letters, correspondence, meeting with those he could meet in the ever busy White House. Sometimes he had to send his secretaries to go on fact finding and seeking opinion of the people. Henry Raymond called it Lincoln’s “utter unconsciousness of his position”. Ordinary men regarded him as drop-in neighbour who they could visit at any time. “ I feel though the tax on my time is heavy- that no hours of my day are better employed than those which bring me again within the direct contact and atmosphere of the average of our whole people”, Lincoln said. He sure knew and understood the complexity of the people, the times of his leadership and he couldn’t risk basing his decisions on his convictions or advise of political aides.
Leaders all around the world must be willing and ready to leave their comfort zones and seek to understand the plight of their people, especially in Africa where complexities abound. The good book tells us that when there is no vision, the people perish. So visions, ideas, decisions are about people and when they are not there or inadequate, the people will suffer it.
Conviction is great and expensive, in fact opinion is said to be cheap but as a leader your will alone is not enough to deliver; you just have to put into full consideration those you are leading. Opinions can be many and repetitive, so they will always point you to a common direction favorable to all and it is risky to override such because you feel your conviction can cut it.

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