Features
Mr. Big Stuff
In 1971, American singer, Jean Knight, released her hit single, Mr. Big Stuff. The lyrics say in part: “Who do you think you are, Mr. Big Stuff; you’re never gonna get my love. Now, because you wear all those fancy clothes (oh yeah), and have a big fine car, oh yes you do now; do you think I can afford to give you my love (oh yeah)? You think you’re higher than every star above, Mr. Big Stuff! Who do you think you are, Mr. Big Stuff? You’re never gonna get my love ……’cause when I give my love, I want love in return (oh yeah), Now I know this is a lesson Mr. Big Stuff you haven’t learned. Mr. Big Stuff, tell me, who do you think you are?
The song speaks of an amorous relationship gone bad because the man gives himself some airs and graces after his social status improves. But it also describes the irritatingly abominable streak of egotism inherent in most Ghanaian politicians. Just as Mr. Big Stuff feels he is higher than every star, these officials think they are above the supreme law of the land (Constitution). Sometimes, they behave as proudly as Lucifer did. Yes, Lucifer wanted to establish his throne over and above God’s. And if you fail to pay obeisance to these megalomaniacs, their ego is bruised badly and they seek revenge by “changing your situation” using various tools, including transfers as we found out from events in Takoradi.
The aberration dates back to the days of yore. Ghanaian folklore relates the story of Krobo Edusei, one time, Minister of the Interior under Nkrumah’s administration. He paid a working visit to a certain region where a police officer had earned rave reviews for his sense of integrity and professionalism. But he courted the displeasure and disdain of some members of the ruling CPP in the area, peeved that he would not play ball with them when they broke the law, which they did often just as present-day political folk also do. So, they reported his “bad conduct” to Krobo Edusei.
At a durbar, the police officer was pointed out to the minister. While he addressed the people, Krobo Edusei said in the twi language: “Hei, Papa polisi, nea woy3 no nyina, mate. MekՉ sremu aba. M3ba no, naw’ayi mataade3 abobՉagu me hՉ.”This translates to: “Look here, policeman, I have heard all that you are doing here. I am travelling to the North. Put off my uniform and fold it nicely for me to pick it on my return,” suggesting he owned the police uniform. Of course, he was not going to come back anytime soon. It was a display of clout to publicly shame and threaten the policeman to stop “messing” with party people. Sounds familiar?
In 2014, the then DCE of Ahafo Ano South in the Ashanti Region, Mr. Gabriel Barimah, threw a tantrum and stormed out of a programme after he overheard someone in the audience making an interjection while he was addressing a meeting attended by chiefs, government officials, health workers and some town folk, among others.
While the people were all ears for news beneficial to them, the DCE turned attention to himself, bragging, perhaps, in a veiled reference to someone he thought envied his office, that he, as the DCE, rather than somebody else, had been offered the platform to speak and grace the occasion. What did those effusions have to do with the programme? Someone not the least enthused about the speech, could not stomach the nonsense and shouted “Tweaa!” an interjection that can mean, “to hell with your statement.” In a fit of uncontrollable rage, Mr. Barimah demanded: “Who said tweaa?”
He stormed out of the programme, repeating questions like: “Are you my co-equal?” “Am I your friend?” “Why did you say tweaa?” Then, he returned momentarily and declared: “Take your programme. I am not talking again. I have handed my speech,” [sic]. Just because he was challenged, he childishly and impudently snubbed everybody at the meeting as if they did not exist. In his estimation, there was no one as important as himself. He was suspended but reinstated after some intervention by party members. What made him assume that in his jurisdiction, his word was law, or that he had a licence for autocracy? Mr. Big Stuff, who do you think you are?
The latest in the line of arrogant politicians competing for a dishonourable mention in the nation’s hall of shame, is the MCE of Sekondi-Takoradi, Mr Abdul-Mumin Issah. On Wednesday, February 2, he exhibited gross abuse of political power by spewing unprintable (words) against a police officer at a checkpoint, and even threatening to beat him to death if he dared him. The severity and bitterness of temper with which the mayor spoke showed a palpable demonstration of the presumed power and might of some political appointees in Ghana. The officer’s only crime was insisting that for orderliness to prevail at the checkpoint, the MCE’s vehicle should join the queue like any other to be properly cleared to move.
This was after the mayor allegedly drove dangerously and carelessly while approaching the checkpoint at the Kwesimintsim cemetery in an attempt to drive past the queue. A police officer in charge of the operation, identified as Inspector Sarfo Andrews, detained him, and told him he had called for the patrol team to come and handle the matter. Mr. Issah went ballistic, breathing fire and brimstone, and insisting that as the MCE, he had the right to just drive past without submitting to any check, and that the police could not treat him like any other citizen. I do not know where he found it in the statute books that the police should recognise that a mayor is above the law. Mr. Big Stuff, who do you think you are?
An exchange of words ensued during which the MCE told the officer he was stupid, ugly and many more. “I will change your situation…I will send you to Enchi,” (that is, on transfer), as if that town were inhabited by beasts of prey. Unfazed by the MCE’s threats, Inspector Andrews called his bluff with accurate, intelligent reasoning that exposed the mayor’s scant capacity for scholarship, etiquette, and leadership as well as earn respect and commendation for the police. Those who charge the police officer with insubordination should not forget the Akan proverb: “S3 wone kraman di agoro a, Չtafrew’ano, to wit “If you play with a dog, it will definitely kiss your mouth.”What did you expect from the officer when the mayor displayed such brazen incivility towards him?
Meanwhile, President Akufo-Addo has swiftly suspended the MCE for his misconduct while the police have also processed him for court charged on three counts of assault of a public officer, offensive conduct conducive to breaches of the peace and disturbing the peace in a public place contrary to Sections 205, 207 and 298 respectively, of the Criminal and Other Offences Act of 1960, Act 29.
In another development, the youth of Enchi, aggrieved by the disparaging remark made against their town by Mr. Issah, are reported to have asked him to apologise and retract his statement or face further action. But, rather unashamedly, the embattled mayor has issued a statement promising that the whole truth will come out. What exactly he meant by that is not clear because the whole encounter was captured by the smart policeman and posted on social media for all to judge for themselves. He must be told that truth is absolute and there is nothing like alternative truth. He might have some interesting ideas, but nothing can obscure the essential truth portrayed vividly by the viral video.
Mr. IGP, Dr George Akuffo Dampare, your determination to transform policing in Ghana is already showing results. Your leadership by example such as your reported obedience of traffic laws even when movement is at a snail’s pace, undoubtedly influenced Inspector Andrews to apply the rule without fear or favour. I trust your sense of rectitude will prompt you to “mention” the gallant officer “in dispatches.”
While swearing in his appointees on the first day of his presidency, US President, Joe Biden, gave them a grim and straightforward warning: Show respect to all or I will fire you.“I am not joking when I say this, if you are ever working with me and I hear you treat another colleague with disrespect… talk down to someone, I promise you I will fire you on the spot,” he emphasised. “On the spot. No ifs, ands or buts. Everybody… everybody is entitled to be treated with decency and dignity,” he added.
“The only thing I expect with absolute certitude is honesty and decency — the way you treat one another, the way you treat the people you deal with. And I mean that sincerely,…Remember: The people don’t work for us. We work for the people. I work for the people. They pay my salary. They pay your salary. They put their faith in you. I put my own faith in you. And so, we have an obligation,” Mr. Biden stressed.
This is the plain truth that all the narcissists parading as tin gods should know and apply. Otherwise, Mr. President, take a cue from your US colleague. Fire them!
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By Tony Prempeh
Features
Fix It Fast or Lose Them Forever: The Ever-Rising Importance of Service Recovery in Competitive Industries
Yes, in literature and in practice, differences exist regarding customer service, service failures, and service recovery.
But have you ever considered the latter (service recovery) and its potential impact on service experience, brand building, and sustainable growth?
Well, in today’s fiercely competitive service economy, customer experience has become one of the most powerful determinants of business survival and long-term success.
Across industries, from aviation and banking to telecommunications, hospitality, healthcare, retail, and digital platforms, customers now expect fast, seamless, and reliable service delivery at every touchpoint.
Yet despite technological advancements and operational improvements, service failures remain inevitable.
Systems experience downtime, deliveries are delayed, reservations are misplaced, payments fail, customer inquiries go unanswered, employees mishandle interactions, and digital platforms experience disruptions.
In the midst of these, what increasingly separates successful organisations from struggling ones is not whether failures occur, but how quickly and effectively they recover when they do.
Service Recovery
Simply put, it is the process of fixing a service problem and restoring customer confidence after a failure has occurred.
Examples of service recoveries are; an airline offering compensation after a flight delay, a telecom company restoring interrupted service and providing bonus data, a restaurant replacing a wrongly prepared meal at no extra cost, a hotel upgrading a guest’s room after a booking problem, and finally a bank reversing an erroneous transaction and apologising promptly.
As competition intensifies and customer expectations continue to rise, service recovery is rapidly evolving from a routine customer service function into a critical strategic capability.
Businesses are discovering a hard truth of the modern marketplace: fix customer problems quickly, or risk losing them permanently.
Customers are More Powerful Now Than Ever
Customers now possess more power than at any other time in business history. Digital technology, social media, online reviews, and mobile connectivity have fundamentally changed customer behaviour.
Consumers now easily compare competitors instantly, publicly share negative experiences, switch providers with ease, and influence the purchasing decisions of thousands of others online.
This evolution has made customer loyalty increasingly fragile. A single poor experience can quickly damage years of brand-building effort.
In highly competitive sectors where products and pricing are often similar, customer experience has emerged as one of the few sustainable competitive advantages.
Modern customers no longer evaluate organisations solely by product quality or pricing. Increasingly, they judge businesses by their responsiveness, reliability, transparency, empathy, and effectiveness in resolving problems.
Why Service Recovery Matters More Than Ever
Failures are no longer viewed as isolated operational incidents, especially in competitive service sectors. They are moments that directly influence customer trust, brand perception, and future purchasing behaviour.
Research across service industries consistently demonstrates that customers are often willing to forgive mistakes when organisations respond quickly, communicate honestly, show empathy, and resolve issues effectively.
Conversely, poor recovery experiences frequently create stronger dissatisfaction than the original service failure itself.
For many businesses, the greatest reputational damage does not arise from operational errors, but from delayed responses, poor communication, lack of accountability, and unresolved customer frustrations.
This has elevated service recovery into a central component of customer relationship management and competitive strategy.
Speed, a Competitive Weapon
In the modern service economy, speed is no longer merely operational efficiency; it is a basic customer expectation.
Consumers increasingly expect: immediate responses, real-time updates, fast complaint resolution, and proactive communication. Delays are often interpreted as incompetence, indifference, or organisational inefficiency.
Consequently, organisations are redesigning their service recovery frameworks to prioritize rapid intervention and customer reassurance.
A cursory assessment revealed that some businesses now operate dedicated customer experience teams, 24/7 support systems, AI-powered service platforms, automated escalation systems, and real-time issue monitoring dashboards.
The ability to resolve customer problems quickly is now a major source of competitive differentiation.
Technology Is Transforming Recovery Strategies
Technology is fundamentally reshaping how organisations manage service recovery. Across industries, companies are leveraging artificial intelligence, customer analytics, chatbots, predictive monitoring systems, and integrated digital support platforms.
These tools allow organisations to identify service failures earlier, monitor customer dissatisfaction, automate responses, personalize engagement, and accelerate resolution timelines.
Some organisations now proactively contact customers before complaints are formally lodged, using analytics to identify service disruptions in real time.
This means that the future of service recovery is increasingly preventive rather than purely reactive.
Service Recovery as a Brand Strategy
Forward-looking organisations are now treating service recovery as part of brand management strategy rather than operational damage control.
The logic is straightforward because, acquiring new customers is expensive, dissatisfied customers influence others, and loyalty is increasingly experience-driven.
Businesses are therefore measuring customer satisfaction, response times, complaint resolution rates, customer retention, and net promoter scores more aggressively than before.
In many industries, service recovery performance is now discussed at executive and board levels because of its direct relationship with profitability, reputation, and long-term growth.
A call to action
As industries become more digital, interconnected and customer-driven, service recovery will likely become even more important.
Therefore, organisations that succeed in the future will likely be those that respond rapidly, communicate transparently, empower employees, leverage technology intelligently, treat customers fairly, and place their (customers’) trust at the centre of recovery strategies.
Remember, customers now have more choices, less patience, and greater influence than ever before, a clear message to forward-looking organisations that when service breaks down, recovery is everything. Fix it fast or risk losing customers forever.
Writer: Mohammed Ali
Conflict at work is more common than you might think. According to 2022 research by The Myers-Briggs Company, more than a third of the workforce reports dealing with conflict often, very often, or all the time in the workplace.
Addressing a dispute might feel tense or awkward, but resolving the conflict is typically well worth it in the long run. Whether you are trying to mediate conflict between colleagues or are directly involved. Last week we looked at three and this week is the remaining four steps you can take to manage workplace conflict.
4. Find common ground
The best way to handle workplace conflict is to start with what you can agree on. Find common ground between the people engaging in conflict. If you are directly involved in the conflict, slow down and focus on results instead of who’s right.
If you are the mediator for conflict resolution between coworkers, observe the discussion and help point out the common ground others may not see.
5. Collectively brainstorm solutions
When deciding how to handle workplace conflict, it can be tempting to problem-solve on your own. Sometimes, it feels easier to work independently rather than collaboratively. However, if you want to achieve a lasting resolution, you will need to motivate your team to get involved.
Brainstorm possible solutions together, and solicit input from everyone involved on the pros and cons of each option until you settle on a solution that feels comfortable to everyone. This will help all team members feel a sense of ownership that can help prevent future conflicts.
6. Create an action plan
Once you have created an open dialogue around workplace conflicts, it is time to resolve them. Just like any other work goal, this requires creating a concrete plan and following through.
Create an action plan and then act on it. It does not matter what the plan is, as long as you commit to it and resolve the conflict as a result.
7. Reflect on what you learned
All conflicts offer an opportunity to grow and become a better communicator. Identify what went well and what did not.
Work with your whole team to gather learnings from the conflict so you can avoid similar situations in the future.
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Fix It Fast or Lose Them Forever: The Ever-Rising Importance of Service Recovery in Competitive Industries
