Features
Just in time –Part 2
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A couple of weeks later, Esaaba left home later than usual, and stopped by his service centre on her way to work. He smiled with surprise, but she noted that he was not exactly thrilled to see me.
‘I thought you would be at work by now,’ he said. ‘Yes, normally I would. But I decided to wait so that I could stop by and see you.’ ‘Thanks a lot. I appreciate that. Do come in.’ They walked past the several cars with their bonnets open, young men busy at work, and they responded to her greeting.
They entered his office, a medium sized air-conditioned room with a laptop computer on the desk, a fridge, and a shelf behind his desk with files and manuals. There was also a big open cupboard with what I guessed were spare parts. ‘So, you are welcome. Would you like some tea?’
‘No thanks. I already had breakfast. Actually, I won’t be more than a few minutes.’ ‘Okay. So, now you know where I work. You already know that I service German cars.
Most of my customers are owners of Mercedes, BMW and Golf. I get several others but these three are the main ones. I’ve been here two years, and I’m getting busier every week.’ ‘Glad to hear that. Good to know that you are finding your work productive.’
‘Well, yes, except that sometimes Ghanaian customers are a little difficult. I’m used to working with time and precision. Everything I do here is IT oriented, but our people are a little slow when it comes to technology. And when it comes to the staff, that’s a whole big issue. It’s often difficult to get them to understand simple processes.
You have to keep saying the same thing over and over again, until they get it. And I think Ghanaians are lazy. You have to virtually push them to work. Sorry, I shouldn’t be complaining like this to you, certainly not on your first visit’. ‘Of course it’s fine.
These are real everyday issues you can’t ignore. But I’m sure that as time goes on, you are developing your own mechanisms of dealing with people, even difficult customers and employees. Eventually you will win them over.’ ‘Well, I hope so. Sometimes it’s very difficult. Anyway, so how do you normally get to work?’
‘There’s a taxi rank just some fifty metres away from here. The taxi drops me very close to my department. And it’s the same coming back home. So I don’t have any transport issues’.
‘Okay, let me see you off before it gets too late.’
He saw her off and wished her a good day, and as she walked to join the taxi she reflected on her impressions of him at work. It was good to know that he was doing something productive, but while she understood that his German education and training inclined him towards punctuality and efficiency, she thought that anyone working in our environment, especially a Ghanaian, should find a way to handle customers and employees.
Customers would flock to you if they knew that you were efficient and punctual, so that could be an advantage. And employees could always be trained to work the way the employer wanted, depending on the motivation and the style used. Those were her early impressions, but she was quite willing to give Stanley time to come across with his plans for the future.
Some two months after he proposed, he had not said anything else. They met as usual and chatted over all manner of things, but he avoided the relationship issue. Esaaba started thinking of dropping hints about the subject, but one morning he stopped by the house as she was about to leave for work, and announced that he was going to Germany ‘for a few months.’
He was going to prepare to fully settle back in Ghana. He apologised for not informing her earlier, but he had had to take the decision in a hurry. He would call regularly, of course, and discuss everything’ then he was gone.
He called some three days after he arrived in Germany, and promised to call regularly. He honoured his promise, and called for a couple of months, mostly to talk about the two German brothers he was working with.
They had a great working relationship, and he hoped to get them interested in investing in Ghana. He believed that in spite of the challenges, Ghana was a very viable place to invest, and he was going to work hard to succeed in Ghana.
Quite a few Germany based Ghanaians had returned home to invest, and some were doing extremely well. He mentioned Kwasi Okyere, who had opened an organic farm with two branches in the Central and Eastern Regions, and was supplying vegetables to the supermarkets.
Then there was Dan Appiah, who was bringing rebuilt tractors for sale to Ghanaian farmers, and was struggling to meet the numerous orders he had received. There were many success stories to inspire him, he said, and he was certainly going to make it in Ghana.
And to top it all, he had met a beautiful lady, just the type of woman he wanted.
Esaaba found those words really heart-warming, but she was not thrilled. She hoped and prayed that he would be able to achieve those objectives. She tried to encourage him, saying for example that having already been to Ghana to start working in his preferred line of business, all he needed was to prepare adequately and come back with full vigour.
And fortunately too, he had two wealthy partners who would provide him with technical and financial support. With hard work, he could win jobs from the big industrial and commercial organizations.
After two months, however, he fell silent. She waited for a couple of weeks, and dropped a few WhatsApp messages. But even though he opened them, he did not reply. She called on two occasions, and he did not answer. So she decided to wait for a while.
Perhaps he needed some time to sort himself out’. Regular communication from her could give the impression that he was obliged to hurry up and come to Ghana to be with her. She dropped a few messages to greet him and hope that he was doing well. Then she stopped.
Her parents may have gotten some hint from somewhere, because they started asking. ‘How are things going between you and Stanley?’ Mama asked. ‘I haven’t heard from him in a couple of months. But before then, things were going very well’. ‘How can that be, Esaaba? You mean things were going well, then all of a sudden, he went quiet, and you haven’t heard from him for two months?’
‘That’s exactly what happened Mama’. We had been chatting regularly. He had been telling me about his work in Germany, the two brothers he was working with, and how he was hoping to get them interested in working with him in Ghana. He was looking forward to resuming work here in a big way. He counted himself lucky to have a girl like me as his support.
On my part I assured him that he had done well to have started the service centre. With his knowledge of the market, he only needed good preparation to come and excel. Everything was going well as far as our conversations are concerned. When he stopped communicating. I kept sending him messages and calling. He never replied any of them’.
‘Listen, Esaaba’, Dada said. ‘We are your parents, so tell us exactly what has happened. Are you sure you haven’t had arguments with him which have caused him to back off? You know you are a very confident person. Sometimes you need to humble yourself a little, especially when it comes to men and relationships. Tell us, what exactly happened?’
‘Dada, are you telling me that I am telling lies? Well, fortunately my phone records all conversations, so I can play all of them for you now. I can also show you the WhatsApp messages we have exchanged. Let me get them all for you now’. ‘You don’t need to get angry,’ Mama said. ‘We only want the best for you. That’s why …..’
‘You want the best for me, so you must tell me that I am lying? I don’t know what is happening with Stanley in Hamburg. Perhaps he is facing challenges with the job, perhaps he has found new partners, perhaps he is moving to a new house and needs to raise money. It could be anything.
Why should you assume that I’m lying? And Dada, I don’t think it is fair that you should imply that I have said something to offend Stanley because I am a confident person. Stanley is an individual with the right to make his own choices. I don’t control him. I think I have said enough’. ‘Then we will call him ourselves and find out what is happening’, he said as I walked away. ‘Here is his number’, Esaaba said as she took a pen tore a sheet from her note pad. ‘Call him’.
The following evening, as Esaaba walked home from the taxi rank, she saw a note from Stanley, stopped to read it and, shaking her head, walked home very angry. She entered the hall and found Baaba chatting with their parents. ‘Good evening’, she greeted, trying to sound warm. ‘How is it, Baaba?’ ‘All is well.
I hear things are not going well with you and Stanley. Anything the matter?’ I don’t know on what basis you concluded that things are not going well. I haven’t heard from him in a couple of months.
I don’t know what challenges he’s facing’. ‘But if he hasn’t called in two months then something is surely wrong. I’m sure there’s something you are not telling us’. ‘Why don’t you go to hell, Baaba? If you won’t mind your own business, then go to hell’.
‘Your sister is asking such a harmless question, and you ask her to go to hell, Esaaba?’ ‘Please, Dada, I think I need to go somewhere quickly and sort myself out before things go badly wrong.
I have just received this note from Stanley. Let me read it to you: “Esaaba, you father called me last night to ask about my plans and the arrangements for our marriage. I think I need to tell you that your parents are interfering in my personal life, and I don’t like it. I must tell you that the reason why I bought you the ring and made that unusual proposal is that they called me and virtually told me to come and marry you. Kindly tell them to get off my back. Regards”.
So Mama and Dada, you think you want the best for me? Thank you for what you’ve done. And Beesiwa, go to hell. I will be moving out of this house, very soon’. Then she walked off.
Ekow De Heer
Features
Culture of resignation
There is a culture that permeates all aspects of leadership in the advanced countries which I believe has contributed to the success in all aspects of their national lives. Citizens strive to excel so that they will not find themselves in a situation where they would have failed, to necessitate a decision to resign.
Countries where failure is frowned upon, it pushes the citizens to strive for success. In our part of the world, failure and mediocrity has become an accepted norm and therefore, there is no shame in failing in a particular position of leadership.
A head of an organisation mismanages the place and he does not see the need for him to resign. The appointing authority does not also see the need to sack him and so the merry go round continues.
It becomes friends and family as usual and if care is not taken, the rest of the world will leave us far, far behind.
The practice of resignation in parts of the world for failure in some parts of the world has to be institutionalised in our country too. It encourages the principle of accountability which is good for any organisation, sector of an economy or a country.
It promotes good governance, a necessary ingredient in the growth of the economy of any country.
When this practice becomes a culture, every individual, privileged to hold a position of trust, gives his or her full attention to the job assigned him or her, to ensure that objectives are achieved.
This trickles down to every individual down the chain of command and there are no rooms for errors.
That is how efficient systems are built over time and this is the difference between advanced nations and third world countries.
Where systems are designed such that people take responsibility for things that go wrong under their supervision or ultimate responsibility, there is evidence of development.
There are a few people that I admire in Ghana as far as this culture of resignation based on principled stance. One of them is the late Mrs Emma Mitchell. She was a cabinet member but chose to resign after the confrontation between late President Jerry Rawlings and late Vice President Kow Akaah.
She was not prepared to be part of a cabinet which was lying to the general public that Rawlings did not assault Akaah.
She was of the conviction that telling the truth is more honourable than telling lies and that if she was bound by confidentiality oaths to tell a lie, then she would resign and she did exactly that.
That is how we build a culture of truth and accountability. We have people in positions who have not lived up to expectation but are still holding on to their positions not prepared to let go of it.
This is a clear case of display of selfishness, trying to be a Boss instead of a Servant to serve the people, which leadership is all about.
The ineffectiveness of some leaders, often result in waste of resources which could have been channeled to other sectors of the economy which could have been more productive. A culture of voluntary resignation must be advocated for by all stakeholders, especially the CSOs, traditional leaders and the clergy.
This is the only way the needed growth in every sector of our national life would manifest.
Presidents, Prime Ministers, heads of reputable organisations have voluntarily resigned by taking ultimate responsibility and it is about time, we started seeing it manifest in our country.
The people in charge of our sports especially our soccer, can initiate this long desired culture and resign in view of the embarrassment witnessed from the defeat of the Black Stars by Gambia. God bless.
BY LAUD KISS-MENSAH
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Features
Responding to religious insults with faith, wisdom and restraint (Part 2)
THE QUR’AN FORBIDS RELIGIOUS PROVOCATION
There is a remarkable verse in the Qur’an which every Muslim preacher should memorise.
Allah says:
“And do not insult those they invoke besides Allah, lest they insult Allah in hostility without knowledge.” (Qur’an 6:108).
Think about this carefully.
Allah knows that the unbelievers worship false gods.
Yet Allah tells Muslims: Do not insult their objects of worship.
Why?
Because your speech may provoke an even greater offence.
This establishes a profound principle:
A Muslim must not fight religious provocation with religious provocation.
If someone insults what we hold sacred, we do not respond by insulting what they hold sacred.
If someone attacks Islam, we defend Islam with knowledge.
If someone misrepresents Muhammad (pbuh), we explain who is Muhammad to him.
If someone lies about Islam, we answer with truth and knowledge.
We do not allow another person’s bad behaviour to dictate our own morality.
LOOK AT MUHAMMAD (PBUH) — HE WAS INSULTED BEFORE WE WERE
Servant of Allah,
Sometimes we speak as though the Prophet (pbuh) lived in a world where everyone respected him.
No.
He was mocked and insulted. Quran 37:36, Quran 15:6
He was called a liar, magician, and a mad man. Quran 51:52, Quran 17:47
He was ridiculed. Quran 6:10
His followers were tortured, and some were killed. Quran 85:8-10
He himself was persecuted, leading to his migration to Madina.
Yet he remained the Messenger of Allah.
Allah said:
“Indeed, we know that your heart is distressed by what they say.” (Qur’an 15:97)
Allah acknowledged the Prophet’s pain.
Islam does not say that insults do not hurt. They hurt.
But the question is: What do you do with the pain?
THE DAY OF TA’IF: WHEN THE PROPHET (PBUH) COULD HAVE CHOSEN
REVENGE
One of the most powerful examples is the journey of the Prophet (pbuh) to Ta’if.
He went seeking support for his message.
Instead, the people rejected him and incited their children and others against him.
He was chased.
He was insulted.
He was struck with stones until his feet bled.
He was physically and emotionally exhausted.
Then the Angel of the Mountains came to him.
The two angels offered to crush the people of Ta’if between the mountains.
The Prophet (pbuh) could have said: “Do it.”
But he did not.
Instead, he hoped that Allah would bring from their descendants people who would worship Him.
This account is recorded in the authentic hadith literature, including Sahih Muslim (Muslim, 1795).
What a lesson!
The Prophet (pbuh) had suffered injustice.
But he did not turn his pain into indiscriminate revenge.
He saw beyond the offender.
He saw the possibility of tomorrow.
And this is one of the greatest characteristics of prophetic leadership:
The Prophet (pbuh) did not merely ask, “What punishment does this person deserve?”
He also asked, in effect: “What can this person become?”
THE PROPHET IN MADINAH: LEADER OF A DIVERSE SOCIETY
When Muhammad (pbuh) migrated to Madinah, he did not enter an empty city.
Madinah contained different communities, including Muslims and Jews, and there were also Christians who interacted with the Muslim community.
The Prophet became the political and communal leader of Madinah.
The Sahifah (A Covenant) of Madinah, preserved in the early sīrah (Prophet’s biography) tradition, established arrangements concerning mutual obligations, security, justice and relations among the communities of the city.
This is important:
The Prophet did not build Madinah by teaching Muslims to hate everyone who was not Muslim.
He built a society governed by covenant, responsibility and justice.
Allah says:
“Allah does not forbid you from being kind and just to those who have neither fought you because of your religion nor driven you from your homes. Indeed, Allah loves those who act justly.” (Qur’an 60:8)
This is not weakness.
This is Islam.
THE PROPHET DEALT WITH JEWS IN MADINAH
‘A’ishah (Wife of the Prophet) narrated that the Prophet (pbuh) bought food from a Jewish man on credit and gave him his iron armour as collateral.
“The Prophet purchased food from a Jew on credit and mortgaged his iron armour to him.” (Sahih al-Bukhari, 2068)
Think about it.
This was Muhammad.
The Messenger of Allah.
Yet he conducted lawful commercial dealings with a Jewish citizen.
He did not say: “He is not a Muslim, therefore I cannot deal with him.”
No.
Islam gave him a relationship governed by justice and trust.
Jabir رضيهللاعنه narrated:
“A funeral procession passed before us and the Prophet (pbuh) stood up, and we stood with him. We said, ‘O Messenger of Allah, it is the funeral of a Jew.’ He said: ‘When you see a funeral procession, stand.’” (Sahih al-Bukhari, 1311)
Another narration records his response: “Is it not a soul?” (Sahih al-Bukhari, 1312–1313)
What kind of heart did Muhammad (pbuh) possess?
A heart that recognised human dignity even in death.
THE PROPHET AND THE CHRISTIANS OF NAJRAN
The Prophet also received the Christian delegation of Najran.
They disagreed with him theologically.
Yet when they requested a trustworthy person, he did not choose someone because of hatred.
He selected Abu ‘Ubaydah ibn al-Jarrah.
The Prophet said:
“I shall send with you a man who is truly trustworthy.”
He then appointed Abu ‘Ubaydah.
This is authentically reported in Sahih al-Bukhari 4380–4381.
Notice something profound:
The Prophet could disagree with people without becoming dishonest toward them.
That is the standard we need today.
The author is the chief Imam of Katamanso Municipal and Certified Counsellor and Governance Expert.





