Let reformers watch out

“The harvest is past, the summer is ended, and we are not saved.” Jeremiah 8:20 (KJV). In the context of the above portion of the scriptures, the people of Judah lamented their situation. Jeremiah, a genuine prophet of God, warned Judah about impending judgment because they disobeyed God.

He adopted the imagery of harvest and summer to depict seasons of opportunity when salvation or deliverance could have been experienced. Clearly, the lament expressed despair. There was a strong reason. The people had waited through these seasons, but remained unsaved, denoting missed opportunities and divine judgment, and highlighting the urgency of atonement and the calamity of delay.

In its modern context and application, the message resonates with feelings of disappointment when expected relief or change is not realized. The milieu also reminds people to seek salvation (solution) earnestly rather than passively. Anyone still interested in gaining further insight on this should see BibleHub – Jeremiah 8:20, BibleGateway – Jeremiah 8:20 KJV, Christianity Path – Explanation of Jeremiah 8:20.

But avoid being counted among the “ever learning without coming to the knowledge of the truth.” Today, everywhere you go in Africa, the buzzwords among leaders and rulers are either reform, renewal, transformation, or inclusive. Yes, these catchphrases reverberate loudly across the continent.

Whether they resonate with people in realising their expectations, tastes, and preferences remains shrouded in uncertainty. Leaders are swayed by these catchwords so that speeches and presentations to elevated audiences are often perceived as having little impact (in their assessments and beliefs) until they are laced with such recurring words.

Sometimes, the words are used interchangeably and taken to mean or convey the same message. What makes leaders true reformers? The quick answer to the question is unambiguous. Vaunting? Gain Saying? Cheerleading? Propaganda by a retinue of restless and vociferous worshippers and attack dogs? Opposition? Are we at a crossroads, in a deadlock, or morass? Not at all.

So, let reformers watch out! Research is replete with evidence that leaders are seen as reformers, not because they profess it, but because they courageously act and challenge ingrained systems, inspire constructive change, and prioritize the well-being of people over personal gain.

Could you identify them as contrarians, if you are so convinced? Far from managing the status quo, they are visionaries who redesign institutions, ideals, or practices for the greater good. Evidence further shows that they seek to engender positive change in society, government, or any organisation by advocating for and implementing reforms to alter laws, policies, practices, and structures, thereby improving various aspects of life, including social justice, economic efficiency, political transparency, and overall well-being.

Their footprints are visible in politics, education, business, and social movements that work towards addressing systemic issues and injustices, challenge the status quo, and redefine structures and power architecture for decades, or even centuries. True reformers also have a common DNA.

Call it key traits, and you’ll not be off the orbit of the truth. They are self-sacrificial, amenable to integrity and courage, people-centred, have a clear vision and direction, and inspire the right action. They are able and willing to assess their own movements and institutions honestly, and often ask the critical question: “Where do we need improvement?” And they do this mostly with a similar concentration level of a hunter targeting antelopes.

They act with moral conviction, even when it means challenging influential interests or risking their own position. True reformers care more about the growth and success of others than their own ambitions. They know where they are going and inspire others to join in building a shared future. They do not stop at that, but also chart how to not only get there, but also how to stay there and compete.

They encourage citizens to do what is right willingly, instead of resorting to coercive compliance. Still want more of the traits? Fine. They persevere through struggles and impediments or review their strategies without losing sight of their mission. They may not necessarily be ideologues.

Striking examples of reformers Martin Luther was a German who lived from 1483 to 1546, and focused his reform efforts on religion. He challenged corruption in the Catholic Church, translated the Bible into the vernacular, ignited the Protestant Reformation, and promoted literacy.

Apart from transforming Christianity, he also influenced the concept of religious freedom and the idea that individuals could question authority. William Wilberforce (1759-1833) was a British politician. That was in the 18th-19th century. He led the movement to abolish the detestable transatlantic slave trade.

His decades-long activism led to the Slave Trade Act of 1807, which helped end the slave trade in the British Empire, and inspired the global abolitionist movement. His legacy? A moral shift in the global attitudes toward slavery and human rights. Siddharta Gautama (Buddha), an Indian, lived around 560-460 B.C. or the 6th-5th century B.C.

The focus of his reform was spirituality. He rejected caste distinctions and shifted focus from ritual worship to inner spiritual practice. His key contribution was inner enlightenment, while his legacy included the founding of Buddhism and the influence of Asian spirituality for millennia.

His philosophy, which advocated compassion and mindfulness, continues to influence billions. And Confucius? He was a Chinese leader who lived around the 6th-5th century (551-479) B.C. He advocated meritocracy, ethical governance, and the revival of sound order in ancient China.

While his philosophy shaped the Chinese civil service and moral code, it is also on record that his ideas on morality, family, and social order remained foundational to East Asian culture for centuries.

No wonder he left a framework for ethical leadership and civic responsibility as a legacy that modern China still cherishes. How about King Alfred the Great (849-901) of England? What made him great? The position, wealth, or power? Nope.

In the 9th century, the king reformed English law, education, and military defence. He established a stable legal system, promoted education, translated the Bible into English, built the English Navy, and left the foundations of English governance and culture as a legacy.

King Alfred is still remembered as the “Father of the English Navy,” and a pioneer of English law. Ordinary Leaders Versus Reformers According to TriumphIAS, ordinary leaders often focus on maintaining stability and guiding people within existing systems; reformers, on the other hand, challenge those systems and aim to transform values, institutions, and practices for long-term change.

When it comes to their primary role, ordinary leaders are focused on providing direction, maintaining order, and managing within existing frameworks. At the same time, reformers contest customs, introduce new ideas, and push for complete transformation.

Ordinary leaders focus on short to medium-term goals, stability, and continuity. On their part, reformers focus on long-term transformation, structural reforms, and societal progress. Ordinary leaders are often pragmatic, cautious, and balancing and rebalancing competitive interests in their approach to doing things.

Conversely, reformers are bold, visionary, able, and willing to interrupt traditions and face confrontation. The impact is felt as incremental improvements in the case of ordinary leaders, but as fundamental shifts in values, laws, or structures among the true reformers.

Risk tolerance remains lower among ordinary leaders who are averse and sidestep radical changes to prevent instability. It is higher among true reformers who accept risks and opposition for the sake of reform. The legacy? Ordinary leaders are remembered for their preferred leadership style and stability, but true reformers are remembered for reshaping society and lasting improvements.

In all of these, ordinary leaders are perceived as managers of the present who ensure the smooth working of systems, inspire followers, and maintain cohesion. On their part, reformers are seen as the architects of the future who can identify flaws in current systems and push for radical changes.

Yet, they are not opposites, but complementary. Leaders need to manage the present as reformers reshape the future for the benefit of societies. Check through history, and discover that leaders like India’s Mohandas Karamchand Gandhi, also known as Mahatma (Great Soul) Gandhi, and Martin Luther King Jr. redefined moral and political settings, and did not lead for fame, fad, or wealth.

There is a caveat: in leadership, leaders who lack true reform capacity risk inertia, while reformers who lack leadership skills also risk anarchy. South Africa’s revered leader, Nelson Mandela, balanced leadership with reform to guide his country through complete change, sustaining unity.

With this, is anyone surprised that he remains very impactful long after his departure? Are all reformers also performers? Just as reformers are not necessarily ideologists, not all reformers are also performers. Truth be told, reformers and performers may share some common qualities, but reforming and performing are distinct roles.

Generally, reformers focus on drawing circles to initiate and implement changes, improve systems, structures, policies, and practices. They usually avoid noise and work behind the scenes, making indelible marks in government, social movements, or organizations.

This is evident among civil rights campaigners, policy activists, and social justice leaders. Transformation Can Lead to Deformation Whether you are a reformer, transformer (common or uncommon), or an ordinary leader, you need to know that badly managed transformation can lead to deformation, especially in economic management or political leadership.

What does this say in clear terms? You need to exercise great caution as you go. There could be cases of disruption, mismanagement, and inequality in economic management. Cases associated with power imbalances, resistance, and legitimacy may also arise in political leadership. Secure stakeholder buy-in to your agenda. It is necessary.

Do not jumpstart until this has been done. Do not leapfrog. Here’s how experts summarize the matter: “While transformation aims to bring about positive change, it must be carefully planned, communicated, and implemented to avoid negative consequences.

Comprehensive stakeholder engagement, robust planning, and adaptive strategies are crucial to ensuring that transformation leads to sustainable improvements rather than unintended deformations.”

Martins Azuwike is an Economist, a member of the Guild of Public Affairs Analysts of Nigeria (GPAAN), the Nigerian Guild of Editors (NGE), and a multiple award-winning journalist in Banking/Finance (DAME Hall of Fame), Energy, Banking/Finance, Telecommunications (NMMA), and Business Analysis.