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In Nigeria, when a leader says “we are working on it,” the people know to sit down, drink zobo, and wait—sometimes indefinitely. But in today’s governance landscape, “working on it” is no longer enough. We need leaders who are not just working, but working wisely, intentionally, and productively.
That’s why I’m introducing the Productivity Governance Model (PGM)—a framework designed to help leaders, especially in public service, move from noise to nuance, from motion to meaning. The Productivity Governance Model is designed to help leaders in the public sector, and beyond, to become effective and efficient. It is an opportunity to build key skillsets that can help channel the path of the department, build a well functioning team, and achieve your goals, while simultaneously pleasing your constituents and stakeholders along the way. Over the next few months in our editorial, I’ll unpack the 10 keys of the PGM—each one a critical ingredient in the stew of effective leadership. Because when governance lacks flavor, the people spit it out.
The first is Purpose & Vision. If you don’t know where you’re going, any road will take you there—and you’ll arrive late, confused, and broke. Purpose is the compass; vision is the destination. Leaders must articulate a compelling “why” and a vivid “where.” Without this, departments become glorified filing cabinets—busy but directionless.
Second, Project Management Discipline. Ah, the famous civil service project timeline: “We’ll finish it next month,” which somehow means “check back in two years.” You might be shocked to find out that this happens all over the world. Deadlines are not decorations. Budgets are not buffet tables. Accountability is not optional. If you want productivity, you must manage projects like your reputation depends on it—because it does.
Third, Process Innovation & Improvement. Too many government processes were designed when fax machines were still fashionable. Leaders must challenge the status quo, simplify workflows, and embrace technology. Ask yourself: “Is this process helping or hindering?” If it’s the latter, it’s time to innovate. And no, adding more forms is not innovation—it’s punishment.
Fourth, People-Centered Leadership, or Gemba. This Japanese concept means “the real place.” In leadership, it means leaving your air-conditioned office and going to where the work happens. Reports don’t tell the full story. Walk the floor, visit the field, and talk to staff. Leadership is not just about issuing memos—it’s about feeling the pulse of your people.
Fifth, Performance Management. In many organizations, success is often measured by how many meetings we attended. I remember listening to a TED talk where the speaker spent 1 month at the office showing up early, leaving late but only watching movies without doing any work at all. He mentioned that at some point, his boss walked over, tapped him on the shoulder and said “You’re doing a great job!” Performance is not about your acting at the office. It is about outcomes, not attendance. If your department has no metrics, you’re managing vibes. And vibes don’t build roads, schools, or systems.
Sixth, Protecting the Department. Leadership is also advocacy. If you don’t fight for your department, who will? If you’re silent in the corridors of power, your people will be starved. Protect your resources like a lion guards its pride.
Seventh, Precision in Administration. Remember that file from 2012 that’s still missing today? That’s what happens when administration lacks precision. Documentation must be thorough, accessible, and secure. Institutional memory must be preserved. Because when leadership changes, the work must continue—not restart.
Eighth, Partnership & Team Building. Leadership is not a solo sport. You need allies, collaborators, and a strong team. In Nigeria, we say “one tree no make forest.” Build a forest of talent, not a desert of ego. Empower your team, and they’ll move mountains.
Ninth, Political Intelligence. Politics is part of leadership. But political intelligence is not manipulation—it’s navigation. Leaders must understand power dynamics, build alliances, and know when to fight and when to walk away. No be every fight you go enter. Protect your mission and play the long game.
Tenth, Powerful Communication. If you can’t explain it, you can’t lead it. Leaders must speak with clarity, write with purpose, and listen with empathy. Whether it’s a press release or a staff memo, words must inspire action. And please, let’s retire the phrase “we are doing our best.” Say what you’re doing, why it matters, and how people can engage.
Each of these 10 keys is a pillar in the architecture of productive governance. When leaders apply them, departments thrive, citizens benefit, and legacies are built. When ignored, we get the usual: abandoned projects, frustrated staff, and citizens who have mastered the art of low expectations.
Leadership is not about titles—it’s about transformation. And transformation requires tools. The PGM is your toolbox. Use it well. Over the coming months, I’ll be diving deeper into each key—sharing stories, strategies, and solutions to help leaders at every level. Whether you’re a commissioner in Abuja, a Bank Director in Lagos, or a Local Government department lead in Ibadan, these principles apply to you and can help you become very productive.
• Owodunni is the City Councillor in Kitchener, Canada.
