Beyond Certificate, Building Institutional Traction in Zambia is Crucial – THISDAYLIVE

rofessionally, it has been transformative. It sharpened my ability to move beyond identifying institutional gaps to designing systems that anticipate risk rather than respond to crises. It also shifted my approach from managing communications to structuring communication governance.

On a personal level, it required humility. Interacting with public servants from across Africa revealed that many of our reform challenges are shared, regardless of sector or geography. It reinforced the idea that leadership is less about authority and more about disciplined practice.

Overall, the experience fundamentally reorganised how I think, plan, and operate within my institution.

 What informed your participation in the programme, and how has your experience enhanced your capacity as a public officer?

I serve as Corporate Affairs Manager at the Electoral Commission of Zambia. My role sits at a critical point in public service, ensuring that institutional decisions are not only technically sound but also clearly understood and trusted by the public. The AIG Public Leaders Programme is a leadership development initiative for senior public servants across Africa. It brings together reform-oriented leaders to strengthen their capacity to diagnose institutional challenges, design practical solutions, and implement sustainable reforms.

I joined Cohort Five at a time when I was less interested in credentials and more interested in traction. In many cases, we understood what needed to be done institutionally, but lacked a structured space to pause, rethink systems, and act differently. The programme provided that balance between reflection and execution.

What were the most important leadership lessons you gained from the programme?

One of the most impactful concepts was “leading from the middle.” In many public institutions, influence does not always reside at the top, yet meaningful change cannot emerge from the margins alone. Those positioned between strategy and implementation play a critical role in translating vision into systems and systems into practice. Three elements stood out for me: the importance of structured diagnosis before reform; need for systems thinking to understand interconnected challenges, and focus on implementation within real-world constraints. The programme reinforced that leadership is not dependent on title. Sustainable reform is system-driven, not personality-driven.

What is your reform project about, and what makes it significant?

My capstone project focused on developing an Electoral Communication Risk Management Playbook for Zambia. The electoral environment is evolving rapidly, with increasing scrutiny and shifting public narratives. Traditional communication approaches are no longer sufficient to manage emerging risks such as voter register concerns, delimitation debates, and questions around electoral credibility. The key insight was that communication risk is cyclical—issues that are not addressed early tend to escalate later. To address this, we developed a Risk-Based Strategic Communication System covering the entire electoral cycle. It includes structured risk identification, escalation pathways, pre-approved messaging, interdepartmental coordination protocols, and performance benchmarks tied to response time.

We piloted the system during the Inspection of the Provisional Register of Voters, ensuring consistent and accurate messaging at the community level. Ultimately, credibility in electoral processes is built on predictability, transparency, and timeliness.

 What insights emerged for you during the implementation of the project?

A few lessons stand out. First, the importance of testing before full implementation. Simulations helped us validate escalation thresholds and response timelines. Second, the need to formalise processes. Clearly defined roles and structured workflows replaced what had previously been ad hoc coordination.

Third, reforms must remain adaptable. What began as a communication initiative evolved to include automated tracking mechanisms to strengthen accountability. Finally, reform does not always require new resources. We started with internal capacity, which later attracted additional support.

 Are there early signs of impact from the reforms?

Yes, there are early signs of impact. We have seen improved message consistency, reduced delays in response drafting, clearer interdepartmental roles, and stronger leadership support. We are tracking performance through key indicators such as protocol adherence and response speed.

Beyond these metrics, there has been a noticeable cultural shift. Communication is increasingly being treated as a governance function, rather than just messaging.

How did your interactions with other African participants affect your outlook?

It reinforced that institutional challenges are not unique to Zambia. Across sectors and countries, the pattern is similar—strong policy intentions often encounter weak systems. Engaging with peers broadened my perspective and provided practical insights from different contexts. It also created a network of professionals who understand the realities of reform in Africa, which can otherwise be a very isolating experience.

Why do you think that formalised learning is crucial for government officials?

Thank you. In public service, the urgency of daily operations often leaves little room for reflection. However, without structured reflection, institutions tend to default to routine.

The programme created space to pause, interrogate assumptions, and redesign systems. Structured learning is not a luxury; it is essential for institutional effectiveness.

Public servants must reclaim the discipline of thinking, because meaningful reform begins with clarity.

What guidance would you offer to potential applicants for the AIG Public Leadership initiative?

If you are looking for a certificate, this may not be the right programme. However, if you are seeking to drive real institutional change—if you are prepared to confront systemic challenges and implement practical reforms within constraints—then it is worth applying. The programme offers a rare opportunity to think deeply, learn from peers, and translate ideas into action. Leadership, ultimately, is about building systems that work.