WHY LEADERS MUST STAY CLOSE TO THEIR PEOPLE

Leadership requires closeness to the people, asserts LINUS OKORIE. As leaders rise in rank, layers of distance develop between them and those they govern. Assistants, protocol, advisers, reports and meetings all create barriers, potentially leading leaders to become disconnected from the people they serve. This paradoxical situation highlights that leadership is exercised through people, not just institutions.

Decisions made in palaces, boardrooms, and executive offices have real-world consequences that must be understood by those who make them.

Two historical examples illustrate this principle: Akbar, a sixteenth-century Mughal emperor, and Absalom, son of King David. Akbar recognized the importance of understanding diverse cultures and religious beliefs in ruling a vast, multicultural empire. He engaged with conquered kingdoms, sought to incorporate influential groups into the political order, and built relationships with communities to foster lasting allegiance.

This proximity enabled Akbar to gain a deeper understanding of his subjects' realities and needs, strengthening his leadership.

In contrast, Absalom demonstrated the consequences of failing to maintain close ties with the people. As a young man, Absalom, grandson of King David, saw an opportunity to build influence by positioning himself where people gathered—outside the royal palace. He spoke with them, listened to their concerns, and made them feel that their issues mattered to him.

Through this relational influence, Absalom gradually built a following, challenging his father's authority without resorting to military power. His story underscores the significance of proximity in leadership, as it allows leaders to understand the hopes, frustrations, and aspirations of those they lead.

The lesson for modern leaders is clear: proximity provides context that goes beyond numbers and reports. While performance dashboards may show that a department is meeting targets, speaking to the people doing the work may reveal underlying issues such as exhaustion, shortcuts, or hidden costs. Similarly, while a government may announce that a policy is working, the person standing in line to access it may have a different perspective.

Leaders must remain curious about the experiences of those at the point of impact to truly understand the impact of their decisions.

However, the historical example of Absalom also warns of the dangers of insulation. When leaders become distant from their people, someone else may fill that void, potentially with malicious intentions. In both nations and organizations, a gap between leadership and the people will inevitably be filled by someone, and the intentions of that influencer are crucial.

Wise leaders create deliberate opportunities to encounter reality before it has been filtered through intermediaries. They walk the floor, speak to junior employees, listen to customers, and visit operational sites to gain a firsthand understanding of the challenges and realities faced by those they lead. By doing so, leaders can maintain a connection to the people they serve and ensure that their decisions are informed by the lived experiences of their constituents.