Principal High Court Judge, Hon. Justice Richard Mwongo graced the Masters in Public Policy and Management Program class in a guest lecture session facilitated by their course unit faculty, Dr. Monica Kerretts on 23rd November 2016. Despite the numerous challenges encountered in the fight for reform in the judicial service body, Hon. Justice Mwongo’s leadership both at the personal and institutional level exemplifies a reformer’s character, one he explains as sharpened by his desire for change.
Here are Hon. Justice Mwongo’s insights:
Leadership at the Personal level
I – Identity: A leader must endeavor to establish a personal identity, inclusive of a goal compass. One must consistently keep watch of their personal narrative – What is your legacy?
D – Discipline: What are the things that you claim to be competent in? Do you go the extra mile? What is your stand on ethics and integrity? Is your perspective of success ‘me first then others later?’
E – Energy: What are you excited about? Does your job entail doing what you are excited about? People will only follow a leader who encompasses the desire and excitement to pursue a certain path.
A – Action: Leaders must get in the habit of getting it done. Just do it, don’t procrastinate. The world is ran by the 20% population that gets involved and gets the task done.
S – Success: A leader sees and visualizes the intended success. Your legacy should be one that you can visualize.
Leadership at the Institutional Level
O – Offer to be involved. There is always time for what needs to be done.
U – Understand the institution thoroughly. Know the present, past, politics and your organizational structure.
T – Troubleshoot: Leadership is risky and as a leader you must be able to touch the soul of where the wounds are. Talk openly about the things that hurt the institution.
R – Resistance is inevitable and hence leaders must be prepared for it. There is nothing that brings resistance than change. Leaders must be firm and show a strong hand. However, they should also be empathetic, considerate and understanding.
I – Institutionalize gains: When you make changes, be sure to replace them with something else. For instance, anarchy with order. The only way of securing change is to institutionalize them. Devising structures which will ensure the changes are executed.
D – Delegate: For transformation and change to occur, one must involve others. Letting others shine is honing your team with the necessary tools for a successful succession. This is how your legacy lives on.
E – Enhance Change: Celebrate both the small and the big wins. However, remember that part of the celebration is in identifying and thriving in new opportunities.