George Odenyo Litunya's

Thought Leadership
Merry Christmas & Happy New Year 2016!
Firstly, thank you for taking time to read my blog during the year. Knowing that you are out there, ready to listen to what I have to say gives me the energy to keep writing. Together, I know we can learn and grow. 

The year started and we have been fortunate to see it end. Such times call for a quick review of a few things insofar as our careers in the communications field is concerned. In my research I stumbled upon an article that I know will be worth your while.

It is a nice piece by Diane Schwartz, who through her writing  prepares us to make certain steps before we wind up 2015 completely. Enjoy!


Consider these 11 simple activities at work:
  1. Conduct a content audit: review the posts and articles on your web site and social media platforms to get a clear picture of your brand’s story over the past year. Too much of one topic, not enough of others? Create an Edit Calendar with wiggle room.
  2. Reverse mentor: if you were born after 1992, then match yourself up with a Millennial at your organization and spend some time learning from him/her. Likewise, if Mary Tyler Moore and Wite-Out don’t ring a bell with you, there’s a lot you can learn from the Baby Boomers and Gen X. (Read my blog on this topic.)
  3. Brush up on the Barcelona Principles. You already know what they are (right)?
  4. Have a meeting with your Marketing colleagues to share ideas and develop cross-discipline communication strategies.
  5. Do a Social Media Cleanse. Does your brand need to be on Pinterest? Is Instagram working for you? Are your Twitter followers not the best representation of your brand? What’s Facebook doing for you?
  6. Review your Crisis Plan and update it, if necessary. If you don’t have a crisis plan in place, create a first draft asap and share it with your team and C-Suite.
  7. Assess your media relationships. That holiday card you’re about to send won’t endear you to a reporter. Set up a meetings with key journalists in the first quarter of 2016.  Brush up on their body of work beforehand. Commit to developing meaningful relationships with this important stakeholder group.
  8. Familiarize yourself with your organization’s stated mission and goals and make sure your PR dept’s Mission and Goals align with Corporate. Likewise, if you’re with an agency, be sure your client is in sync with its organization’s overriding mission.
  9. Audit your resources. Do you have the right team in place to take on the challenges of 2016? What are the most important job responsibilities and skills you need on your team next year? Consider this carefully and don’t be afraid to have difficult conversations and make bold moves.
  10. Do a Diversity Check. Is your brand inclusive and are the voices representing your organization and brand diverse?
  11. Host a Failure Fest in the next few weeks; members should share their favorite failure of the year and what they learned from it. No #Winning stories allowed.
From me (George) allow me to wish you and your families a Merry Christmas and a Happy New Year, 2016. You can find me on Facebook, Twitter and LinkedIn as we look forward to learning from one another come 2016.

The coming year is full of promise. Here's to a successful new year!


Image Source - Leovalente
Yes, you: Are you in the field of communications? Rather do you know anyone who is in that field? Is your function at work interrelated with the communications department's function? If no, its okay. If yes, then read along.

Times when the communicator was employed primarily to oversee the creation and dissemination of information from management to employees or external publics is past. The business landscape has changed. This change has tremendously shifted  the roles today's communicators have to perform.

And as Jeff Zwier explains; 'Today's internal communicators must manage the intersection of high-tech and high-touch in a communications environment that is becoming increasingly global, integrated global, integrated with external efforts and steeped in more and more concepts from change management, negotiation, social psychology and political influence. Yet at the same time, they must also retain the creativity and skills to engage employees across an ever-expanding array of platforms.'

To gain competitive advantage as communicators Jeff advises of three areas we need to learn or re-learn. We need to gain mastery in these areas for us to thrive in the days ahead.

Accomplisher: Usually we were 'only' required to trigger change. Make follow ups to establish if the desired change took place or not was not expected of us. In the not so distant future, employers will need to see actual behavioural changes, instead of mere engagements.

If the idea behind a campaign is to garner 1,000,000 votes, then that will be the expected result. 'Change management is moving from a specialty practice to an expected part of many internal communication efforts in organizations of every size.' - Jeff Zwier

Days of initiating movements are past. You need to start and take it to the very end. Get tangible desired results.

Business Savvy: Employers want to be surrounded by people who know a lot more about business. Their business. People who can strategically give clear advice on how to move out of an industry challenge and stand neck and shoulder high above the rest. Gone are the days, when you were expected to be narrow minded: to only know everything about your role as a communicator and nothing about the business and the industry its in.

'Business leaders value the ability to contribute as a leader, project manager and business professional, with in-depth knowledge of both general business concepts and your company's industry. Those with 'non-traditional' backgrounds (e.g., non-journalism or communications degrees) are increasingly entering - and leading - the internal communication function.' - Jeff Zwier

Link: The role of the internal communicator is to be a conduit between the organization and the C-suite. By far communicators are in a better position to traverse all the functions in an organizations. 'We can identify opportunities not only for effective integrated messaging, but also strategic synergies, duplicated efforts and key non-management influencers who can drive change. Social doesn't end with social media, and more and more communicators are being asked to step up as individual change agents, cross-functional team leaders, and to leverage their networks.' Jeff Zwier


Listening, watching and or reading the news today, you won't miss one or two things going wrong. For instance, yesterday (10th November) a manager shot dead his colleague at Nakumatt stores. Absurd, right?
The Money Markets

Prior to that, we have had cases of Cabinet Secretaries, prominently, Ann Waiguru at the center of massive corruption cases. In fact, calls to have her ousted, and the deaf ears they fall on have resulted in her baptism from Ann Waiguru to Ann-Wa-Ikulu (Ann of the statehouse). Funny.

See, either way: guilty and or innocent once hit by a crisis, your image never remains the same. The Tyson like blow, will send you down. Getting up is one thing. Recovering from the blow is another. Unfortunately for us, we go ahead and re-elect people who are the most corrupt. Whose images are beyond repair. What a forgiving society.

For those of us in the professional realm, we never let it slide. We hold you ransom, for your conduct.
Then going forward, we ask ourselves, how do we best handle this situation. For deep down we know, failure to tackle the matter will result into devastating effects for anyone with close ties with the organization and or you. Bearing in mind that a crisis is a negative threat to operations, that can have negative consequences if not handled properly. (Institute for PR)

For us to clearly correct the situation we need to understand the threats posed by a crisis. These threats are categorized into three:
  • Public Safety
  • Financial Loss
  • Reputation Loss
Although interrelated, we need to understand each threat independently.

Public Safety
We are lucky that our country (Kenya) has never experienced chemical explosions or something of that magnitude. The only other time Kenya has witnessed a crisis that shook the fabric of her people is during the terror attacks. 

After years of peace and tranquility, the enemy saw us as sitting ducks. He struck mercilessly. Lives of Kenyans all over the country, from Mandera, to Mpeketoni to the 'famous' West Gate, were lost. It didn't take long before it dawned on us that our security apparatus were off. Measures to oust Security chiefs were put in place but still, the enemy didn't bow down. He kept coming. 

Today, we sit pretty. I wonder if the threat was eliminated or the terrorist are waiting for the right time to strike? This period proved hellish for the Jubilee government. Public Safety was under threat. People were scared. Knowing well, that the first responsibility of any government is to protect its people; the Kenyan government lost face. The damage was done.

Financial Loss
On July 31st, I read a daily nation article titled: 'Turbulent Times for Kenya Airways as it Records a 26 billion Loss.' This is big money, right? This was a few months after the media gave prominence to the failing Mumias Sugar Company. In one case: Kenya Airways, the thought of the national carrier making such huge losses was unpalatable.

After being dubbed as the highest loss making company in East Africa: we the public cast our suspicion to management. Could it be embezzlement. However the report alone was enough to make shareholders loose trust in the national carrier. For Mumias Sugar Company, it was outright embezzlement. Its near collapse, has made all shareholders watch from the periphery.

In both cases the corporate giants were linked to cases of corruption and or embezzlement. This triggered a ripple effect that led to their loss making. Which in turn led to shareholders losing trust in the corporate giants, and selling the shares. The hardest hit has been Mumias Sugar Company. Whose shares currently are trading at Kshs. 1.55. Whoa!

Reputation Loss
In the world we live in, Image is everything. This is why we are encouraged to always make a good first impression, as an individual or business.

Those who enjoy the limelight are the ones hardest hit when a crisis hits town. Scandals are usually the forces operating in the background when one losses his reputation. Pick an example that comes to mind and you a re right.

These three are the dark clouds that a crisis comes with. Knowing which one you are tackling makes it easier to devise a crisis communication plan to repair the damage caused. Regardless of how hard you are hit, we in the communication profession will always find a way of getting you out-Olivia Pope style.

However, of the three the most fragile is reputation. Security you can always build and put in place formidable apparatus. Money you can loose it and make it all. However, image takes time to build and once sullied, it takes time to restore. Image is everything, indeed. Perhaps this should guide you into answering Shakespeare's famous question: What's in a name? Answer: Everything.





Trust is a strange and complex thing. Being a slick and professional communicator doesn’t necessarily equate to inspiring trust. This is certainly true in the relationship between a senior leader and their employees whose interpretation will be influenced by what they actually see in the organisation on a day-to-day basis.
Importance-of-trust-in-communication

In fact, being a bit rough round the edges could actually elicit more trust, particularly if this means the communication is less like ‘spin’. And people are more likely to warm to someone who is saying things that have real meaning for them, and who is seen as consistent in their approach rather than like a chameleon.
Fine-tuning communication skills while remaining authentic and true to yourself is one of the big challenges, as is getting through to your audiences at a time when trust is very much in short supply.
Falling trust levels
The Edelman Trust Barometer 2015 reveals an alarming reduction of trust in relation to all institutions globally, reaching the low of the financial crisis of 2009. Now more than two thirds of the 27 countries surveyed fall into the ‘distruster’ category, including the UK which has shifted from the neutral to the negative zone over the last 12 months.
A number of factors are involved, not least among these being the many recent examples of poor and unethical practices by businesses that have led to significant problems for customers, employees and society as a whole. The Volkswagen emission test scandal is the most recent high-profile case. People cannot fail to be influenced by such stories even if they are not directly affected by them.
The current climate means that organisations have to work much harder to gain employee trust – it is no longer the default position. And so employers will be looking to communicators to help them overcome these barriers and establish strong connections with their people. They will want communications programmes that are as effective as possible in achieving these goals, as well as expert support in inspiring greater trust themselves.
Links between trust and engagement
There is a body of evidence around the links between trust and levels of employee engagement; for example, data from Gallup states that 96% of engaged employees trust their companies, while only 46% of engaged employees do so. And a 2008 Helliwell Huang study suggests that a 10% increase in trust has the equivalent effect on employee satisfaction of a 36% pay rise. In turn, raised employee engagement has all kinds of positive knock-on effects from increased productivity and innovation to reduced staff churn and sick leave, so there is clear business benefit to dealing with trust issues.
Making the investment in trust
No organisation or business leader can get things right 100% of the time, but having clear principles and values that staff can buy into; adhering to these consistently; and being seen to do so help to protect trust in difficult times.
Significant trust problems do not necessarily arise because of some dramatic event. Trust can be eroded gradually over time for a variety of reasons that seem relatively small when taken individually. And communication behaviour is a key part of this.
This year’s Insight seminar
IoIC’s Insight seminar on 12 November in London will help communicators to better understand the dynamics of trust and the part they can play in instilling trust in their organisation.
Through case studies, panel discussion and group exercises, delegate at this afternoon seminar will gain valuable insights into:
- Implications of the current trust environment for leaders and communicators
- The key building blocks of trust
- Links between trust and engagement
- Developing messages and initiatives that hit the spot
- Helping leaders to be authentic communicators
- Dealing with trust issues in difficult times
- Cultivating behaviours that help to build up the trust reservoir
Source: Institute of Internal Communication

They say, all is well, that ends well. This is something we tell ourselves after going through murky waters. Sometimes how something ends, does not imply it is well. It could be the beginning of something dire.


Forest Wildfire

Growing up we were always told that, the devil comes out to patrol at night. Those he finds still awake, will have to meet him. In our tiny minds we deciphered what it meant. We would make haste to fall asleep as soon as we went to bed. Many years later, now an adult, I have come to appreciate that despite the old story,  bad things do happen at night. A time when the world is fast asleep.

The money market crashes. A company that was worth billions, files for bankruptcy. A certain political figure decides to have sexual relations with a notorious prostitute. His illustrious career takes a nose dive. Thugs, go after the director of a company and kill him. Culminating in an investigation that drags the good name of the company through mad. Teachers, issue a 12 midnight ultimatum, which the government fails to honour. An office building burns down sending thousands home. One catastrophe after another. Eventually, when morning comes, you find yourself staring at multiple crises straight in the eyes. Whoever blinks first, looses.

If you wake up to this rude stare; always remember the ultimate goal is to maintain the image of the affected party. The company whose stocks went down. The Politician who strayed. The burnt office building: you have to maintain their respective images. And how do you do this?

Benoit, a proponent of the Image Restoration theory (1995) put forth techniques used when faced with a crisis. These are:

Denial

This strategy is employed by many, like it is second nature. Usually, when a crisis hits, one with a scandalous vibe to it, the affected party usually deny their involvement. The Clinton-Monica Lewinsky scandal comes to mind. When striking teachers in Kenya, demanded that the government revisit their request and make due their promise as passed by the courts, the Teachers Service Commission denied having the money to meet the request. Creating a back and forth kind of reaction, to date. It is now 4 weeks.

The famous Moses Kuria, after being caught on video inciting a local community against a particular community, he denied it. Efforts by one of the leading media houses, Citizen TV, to clarify the matter were met with an apathetic response. He had the audacity to walk out of an interview on air, when they were about to play the footage. A clear statement that he is distancing himself from the issue.

In all these cases, to date no party has accepted responsibility. It follows, we have forgotten about the whole issue.

Evading Responsibility

This tact is employed to throw the ball to someone else. Perhaps in an effort to strategise, if and when the issue gets worse.

The Kenyan government has realized that the teachers will not budge. They have resorted to involve the Salaries and Remuneration Commission (SRC).

It has called on the teachers to indulge the SRC in the dispute for they are mandated to handle anything and everything that appertains to Salaries of all public servants in the country. Despite the teachers demanding the government to heed the court's ruling, which was again reversed, the government sits pretty knowing it has tossed the ball to the SRC.

The media outlets reported, that Sarah Serem, would in fact resign if the government would decide to pay the teachers. Well, we wait.

Reducing Offensiveness

We often hear people saying; if the kitchen is too hot, get out. This is true in a crisis. If one party realizes, the one on the defense, things are getting hotter an act of making it less offensive is devised. The aim is to cushion the defensive party from the heat.

This may take many forms, but dialogue is the most common. The disputed elections of 2007/08 led to a national catastrophe. The whole fate of the country lay with Rt. Hon. Raila Odinga and retired President Mwai Kibaki. If they wouldn't have agreed to get into a room and talk it out; the Kenya we know today, wouldn't be in existence.

Corrective Action

In all crises, their is always an objective in mind. Let alone image maintenance: this is the objective. Consider the striking teachers; for the strike to end, the government has to effect the 50-60% pay rise. And as far as the union is concerned, the teachers seem not to be interested in any other outcome. Unless the government heeds this call, then the strike is still ongoing.

In other words, if employees are  striking for better pay, unless management meets this demand then the crisis will morph into something catastrophic. That is what we refer to as corrective action: deciding to take action in a bid to correct the situation that caused the crisis in the first place. Usually, the sooner the better. Effect the pay and be done with it.

Mortification

According to dictionary.com, mortification is a feeling of humiliation or shame, as through some injury to one's pride or self-respect. The after math of a crisis will always drag with it a sense of shame. More so to the party that seemed immovable rather arrogant during the whole period.

I remember hearing terms like: 'Can't pay, won't pay.' The teachers responded with their, 'Can't teach. Won't teach' version. Whichever direction the strikes goes, one party is bound to experience some humiliation. Usually, its the management or a politician in case of a sexual scandal. They end up being the victims of shame.

In quick review; when in crisis mode consider Benoit's regimen. Denial, evading responsibility, reducing offensiveness, corrective action and mortification. In your everyday encounters, use the above to fix a crisis in your company and or surrounding. Let me know how it goes.








Protesting: Crisis Management
'The thief does not come except to steal, and to kill, and to destroy…’ John 10:10-New King James Version (NKJV). This is paints a picture of what to expect when a crisis strikes. Rarely will a crisis leave an organization intact: its effects are worrisome. A crisis can put a whole corporation out of business. Send thousands of people packing and destroy property worth millions. A crisis is a communications professional proverbial ‘between a rock and a hard place’.

 Of the top of my mind, I can mention several crises that have hit hard. First in line was the terror attacks, in all corners of the country: Kapedo, West Gate, and Garissa. Many lives were lost. I remember the government running short of air in their attempt to justify their legitimacy when they were failing to protect and preserve life. 

Second, came the Ebola outbreak. Despite being a global threat, it did not bring relief to individual countries. Due to the severity of the disease, it was important for the government to assure the public that it would not let the disease permeate the country. Measures to screen anyone and everyone who came in the country were heightened. Despite a few scare cases in the country, we survived.

 Then came the strikes. Medical professionals and teachers have downed their tools, not once but many times. Both times, protesting for better pay. Medical practitioners want the greater Human Resources role to remain with the National government. Whereas governors still want to hold on to this function. Despite there being cases of delayed payments for months. Oh, well.

 As far as our beloved teachers are concerned, they have not resumed school. Reason being failure by government to affect their due salary increment of 50-60%. This makes it a case of who will blink first.
 From what we gather, it is not the teachers. It is the third week and still schools remain closed. Echoing the sentiments of the government who are not budging with their ‘won’t pay, can’t pay’ phrase. Teachers response: ‘won’t teach, can’t teach.’ 

We have seen National Youth Service, officers taking to the streets with two agendas. One, to demand their withheld payments and two, demanding the removal of CS Anne Waiguru from the ministry. However, from a far, you can smell some tribalism brewing underneath. When party supporters call out on each other to back off and or as the opposition led by former Prime Minister Raila Odinga wants, get out of office.
 

Weather reports, without forgetting, have indicated the approach of deadly rains known otherwise known as El Nino. Another crisis, in the making. 

All the foregoing scenarios are clear indicators that crises are part of society and therefore us. It is only proper that we equip ourselves with the necessary resources to fight back if prevention measures fail. This article aims to equip you, as far as knowledge resource is concerned that should you ever find yourself in the midst of a crisis, then you will have the wherewithal to manoeuvre your way out.

 For every crises, there is a theory that scholars use as a basis for any decision making.The proponent of this theory Benoit W.L analysed crises and applied his theory to come up with a framework for which to combat a crisis when it happens.

 This theory: Image Restoration (Benoit, 1995) provides scholars of strategic communication a range of options to understand more clearly how and why an organization responded to a given crisis. 

 The theory incorporates five main categories: denial, evading responsibility, reducing offensiveness, corrective action, and mortification (Benoit, 1995). This analysis specifically looks at the reduction of offensiveness category and two of its subcategories: bolstering, which stresses good traits and accomplishments; and attack accuser, which reduces an accuser’s credibility and lessens their damage to reputations (Blaney & Benoit, 2001).

 Moreover, as (Clark & Delia, 1979) point out, Image Restoration Theory builds on the premise that communication is goal-centred. And that maintenance of a positive image is among these primary goals.
  • Denial,
  • Evading responsibility,
  • Reducing offensiveness,
  • Corrective action, and
  • Mortification


In the aforementioned crises: the government, source of money for the teachers, has denied having the cash and or being responsible for the teacher’s predicament. As a way of evading responsibility, the same government has tossed the ball to the Salaries & Remuneration commission to step in and look into the plight of these teachers. To try to reduce the offensiveness, we have seen the government (TSC) run to the courts to try to find fault with the teacher’s strike. A ploy, lawyer Paul Muite finds baseless.


The only two stages that remain in solving this debacle is corrective action and mortification. Eventually, the government must find a way of solving the ongoing strikes as a corrective measure. Finally, mortification.
Either knowingly or unknowingly, the government has employed the use of three of these strategies already.


Next time you are in a crisis (hopefully not), or happen to notice one: identify how these strategies have been used. Better yet, use them.


Like a fire fighter, your asbestos suit and water are in check. Go fight the fire!


Photo by Micheal Havens
The evolving nature of CSR, to sustainability, and finally to survival is quite timely. ‘The first members of the ‘future generation’ are now entering their twenties. It’s time to realize that the future is now, that sustainability is about nothing less than our survival and that ‘social responsibility’ is not only a ‘nice-to-have’ it’s am ‘absolutely-essential-to-have’, it doesn’t matter what term we use, as long as we realize that we need to change our ways NOW.’ – greeneconomypost.com

We can all relate to the definition that explains companies as living and breathing parts of society. Who would not? This definition brings with it, the idea that a company has to do what is right by the people. Just as one man is supposed to live his life in a manner that does not interfere with the other. I mean if we are sharing the same space, then we need to co-exist. Thus, the birth of communication programs such as corporate social responsibility-CSR. A way of companies letting communities know, we are in this together.


However, in a bid to do what is right by the people, this same people have found a way to corrupt this great idea and turn it into something that people desist from. Companies that are all about money, rarely last long and if they do, the skeletons in their closets are what we can term as, shocking. These are the companies, when a scandal hits and shakes the hinges of the closets: the stories that emerge can supply newsrooms with stories for weeks.

In all these, and the ever-changing landscape of operations and the tenacious pursuit of building companies that last longer, on what rock will companies anchor this vision? Allow me to draw lessons from within my closest boundaries-Kenya.

The Kenyan population has been pushed to the edge, or so I think. Issues to do with, corruption, and ethnicity will be or are the driving forces behind the many troubles facing us. The former president Moi and group aped the ostrich mentality of burying their heads in the sand. And for a long time, Kenyans lived with one another, without strife. But deep, deep down, we knew it was too true to be true! As the subsequent governments took their sits, reality dawned.

In the wake of the disputed presidential elections of 2007/08, reality hit us hard. When it was all said and done, we were a broken people. After months of violence, we agreed that we needed to move past our ethnic divisions: we stood against mass killings in the name of politicians.

But, behind the scenes, corruption was firmly cementing itself in society. The corrupt used our violence to their advantage and who knows the resources that were plundered during that period.

In 2013, when the world held its breath, thinking we would feed our country to the dogs, we chose not to.  However, this time round, the real teeth of corruption became manifest. Years into the present regime, we have had numerous reports of billion shilling embezzlement, with no follow-up on the matters. As we heal the wounds caused by ethnic clashes, we sit and watch as our monies are embezzled dime by dime.

If you thought it is in the public sector alone, let me point you to where the real looters sit: In the private sector. Mumias Sugar Company, Uchumi, and the glass shattering loss of 25.7 billion shillings by Kenya Airways support my claim.

Amidst all this confusion, the question lurking in the minds of every concerned party is; what type of company will last longer? Answer: the company that will join the people in fighting against social injustices.

I know it sounds incomprehensible, since most companies prefer being spectators in the political games. However, the company that will go out of its way to support the people and be the voice of reason when the rest, conform:  is the company that will last longer and forever. If not in their day-to-day operations, then at least in the hearts of the people.

Today the hot button issue is corruption. Tomorrow it will be something else. How can companies, the one whose vision is to last longer, make a solid contribution? Using the many communication channels, companies can brainstorm on creative campaign concepts that speak against vices such as corruption.

A campaign, smeared all over the media-telling people to change their ways, by first: refusing to bribe officers and two: seeking legal redress on the lords of corruption is enough to win the people’s hearts.

Moreover, as we know, companies need people for their well-being. Both within and outside it as employees and customers. I know there are predictions of having robots replace us in the labour market: but it is an idea whose seriousness has not been considered with due gravity! Once you touch the hearts of a people, you have them for life. It is more like love. Go through the heart and you have her.

Which company thinks they are ready for CSR reloaded?

Safaricom continues to dominate the telecommunications market. I predict that it will continue to for a long time. If rumours are, true and they do venture into broadcasting (TV) then more products for the masses to enjoy. As I write about this, Safaricom has terminated and sought prosecution of 58 of her employees for fraud. What company has ever been bold enough to act in such a manner? By ridding the enemy within, you stand a chance of waging war on the enemy outside. Why? Because you know, you have nothing to hide.

The calm nature of Kenyans does not mean that all is well. Unlike Israelis, who from a young age are taught to stand up to authority: Kenyans are socialized to worship authority and do as they are told, even when they know it is to their detriment. Years later, the difference is clear as day.


Kenya is in the Intensive Care Unit (ICU) and the assailant, Corruption is at large. Who will bring this beast to justice? Its time, companies assumed roles, no one has thought of giving them. Suppose, Safaricom was to stand up against corruption on a larger scale: after cleaning its house and wage war on corrupt politicians, could things improve? CSR 3.0, just a thought.
Communication makes the world go round. Without an efficient means of communication in place, businesses that employ field representatives run the risk of having high employee turnover, customer dissatisfaction, and project failure. Effective communications practices within an organization will empower employees to tackle any challenge that comes their way. The following tips are examples of how managers can improve their communications practices with remote field teams.
Provide Feedback

1. Strive For Message Simplicity and Consistency
It can be difficult for managers to connect with employees who do not report to a central office location every day. It is crucial that messages from management are easily digestible for field reps who are busy traveling to various work sites, meeting with clients, and collecting data. Managers should aim to deliver messages that use simple, actionable language, especially since field reps do not have the luxury of interpreting nonverbal that are apparent during a face-to-face conversation. Managers should also consider the importance of consistency when crafting messages that are being relayed to their field teams.  It is best to create messages that use the same language in every iteration. Consistency also means reinforcing company culture and objectives in your messages, which can help to foster a sense of camaraderie amongst remote field teams.
2. Provide Feedback
Another common communications issue faced by managers is the lack of feedback (positive or negative) that is received by field reps. Providing feedback keeps employees both engaged and accountable. Recognizing employees for the work they have done will boost morale and make it easier for them to see how their accomplishments make a difference in the long-term goals of the organization. It is also important to let employees know when there is room for improvement in their work. Some Field Activity Management software solutions allow reps to keep themselves in check by viewing the tasks they have accomplished and have yet to accomplish on a given day using their mobile devices. Similarly, managers can monitor field reps’ activities in real-time from the back office.  Employees will feel more connected to their work and organization if they are aware of and recognized for their performance.
3. Be Sincere
Employees can easily differentiate between when a manager is communicating with them genuinely and when he or she is being insincere. Similar to feedback, sincerity lets employees know that they are valued and therefore drives up engagement levels. Honest and open communication between managers and field reps is key to fostering trust throughout an organization. Managers should make an effort to verbally communicate with field reps individually to discuss the status of current projects as well as future goals. Sincerity from managers is critical for remote employees to feel connected to the larger organization they are a part of.

Strong communication practices are fundamental for remote field teams and their managers. If managers and reps are able to converse with each other well, productivity increases and customer service capabilities improve. Businesses should consider implementing technologies that streamline day-to-day communication. Doing so will keep employees engaged, which is an invaluable attribute for any healthy business to have.

Social Media in a crisis
I believe that leaders, all leaders need to have a visionary mind. They need to tactfully, analyse where they are, where they are going and show people how to get there. This is without missing to plan for everything. I mean everything: the good and the bad.

The time Kenya Airways, reported of its glass shattering 26.5 billion loss: Kenyans held their breath. The moment suggestions started hitting the airwaves, with Chris Kirubi calling on all Kenyans to part with their monies to save the national carrier; we had to release our breath. Really, I thought. The country must have missed the picture. The national carrier was in the middle of a financial crisis, same to Mumias sugar. An issue that could very well, dictate the end game of the two brands.

What then? The leader who took time to plan for such a case, contributed to the well-being of his stakeholders. He deserves a medal of honour for his patriotic as well as visionary gesture. The leader, who thought it unnecessary, jeopardized a whole brand. But not to worry. There is a lesson to be learnt in every misfortune. In this particular one: to be forewarned is to be forearmed. This saying helps to prepare beforehand.


However, in the event that you find yourself in the midst of it all, what tactic should be employed? First, capitalize on social media. This is an avenue stakeholder have known to use when venting out when things go awry. With that in mind, here is social media checklist that you need to have for your crisis communication plan.

Criticism: Do not censor criticism on your social media accounts unless it goes against your stated company guidelines. This is a difficult concept for organizations to get accustomed to in the age of social media. If your remove the offending comments, you might just get more and harsher comments.

Tone: When responding, be personal, polite, and professional. Never respond in a dismissive or impolite manner. It will only add fuel to the fire. Social media is not the space for corporate tone.

Order: Many organizations are afraid to stand up for themselves on social media. It is OK to bring order to the organization’s online space, which will allow concerns to be addressed.

Listen: Before you speak, listen. Try to understand what the negative commenter wants. What is he driving at? Respond directly to the person, when possible. Respond publicly and have an open conversation or acknowledge the concern and then take it offline. How an organization handles a particular situation depends on the factors involved.

Channel: Different social media channels have unique tones because they target different audiences. Each channel needs to communicate the same message, but that message needs to conform to the style of a particular channel. What works in a media release, on a website or in a brochure will not necessarily work on Twitter or Facebook. Know what works and try to make it use it.

Update: Websites and social media platforms need to be updated 24/7. During a crisis, people will be expecting current information. They will be expecting interaction on social media platforms. Have someone, or better yet be there at all times to give timely feedback. Remember the aim is to communicate and manage the crisis.

None of us wants to be in the middle of a crisis. However, suppose we find ourselves in one, Ann Marie van den Hurk, principal of Mind The Gap Public Relations, lists six recommendations for integrating social media into every crisis scenario your brand or client might face. 
PRESIDENT OBAMA: Hey!
AUDIENCE: Hey!
PRESIDENT OBAMA: Habari Zenu! (Applause.) Wakenya mpo? (Applause.) It is great to be back in Kenya. Thank you so much for this extraordinary welcome. I know it took a few years, but as President, I try to keep my promises, and I said I was going to come, and I am here. (Applause.)
Everybody, go ahead and have a seat. I am going to be talking for a while. (Laughter.) Relax.
I want to thank my sister, Auma, for a wonderful introduction. I am so glad that she could be with us here today. And it was -- as she said, it was Auma who first guided me through Kenya almost 30 years ago.
To President Kenyatta, I want to thank you once again for the hospitality that you’ve shown to me -- (applause) -- and for our work together on this visit, and for being here today. It is a great honour.
I am proud to be the first American President to come to Kenya -- (applause) -- and, of course, I am the first Kenyan-American to be President of the United States. (Laughter and applause.) That goes without saying.

President Obama at Kasarani

AUDIENCE MEMBER: I love you, Obama!
PRESIDENT OBAMA: I love you back. (Applause.) I do.
But, as Auma was saying, the first time I came to Kenya, things were a little different. When I arrived at Kenyatta Airport, the airline lost my bags. (Laughter.) That does not happen on Air Force One. (Laughter.) They always have my luggage on Air Force One. (Laughter.) As she said, Auma picked me up in an old Volkswagen Beetle, and think the entire stay I was here it broke down four or five times. (Laughter.) We would be on the highway, we would have to call the juakali, -- and he would bring us tools. We would be sitting there, waiting. And I slept on a cot in her apartment. Instead of eating at fancy banquets with the President, we were drinking tea and eating Ugali -- (laughter) -- and Sukumawiki.
So there was not a lot of luxury. Sometimes the lights would go out. They still do -- is that what someone said? (Laughter.) But there was something more important than luxury on that first trip, and that was a sense of being recognized, being seen. I was a young man and I was just a few years out of University. I had worked as a community organizer in low-income neighbourhoods in Chicago. I was about to go to law school. And when I came here, in many ways I was a Westerner, I was an American, unfamiliar with my father and his birthplace, really disconnected from half of my heritage. And at that airport, as I was trying to find my luggage, there was a woman there, who worked for the airlines, and she was helping fill out the forms, and she saw my name and she looked up and she asked if I was related to my father, who she had known. And that was the first time that my name meant something. (Applause.) And that was recognized.
And over the course of several weeks, I would meet my brothers, aunts, and uncles. I travelled to Alego, the village where my family was from. I saw the graves of my father and my grandfather. And I learned things about their lives that I could have never learned through books. And in many ways, their lives offered snapshots of Kenya’s history, but they also told us something about the future.
My grandfather, for example, he was a cook for the British. And as I went through some of his belongings when I went up-country, I found the passbook he had had to carry as a domestic servant. It listed his age and his height, his tribe, listed the number of teeth he had missing. (Laughter.) And he was referred to as a boy, even though he was a grown man, in that passbook.
And he was in the King’s African Rifles during the Second World War, and was taken to the far reaches of the British Empire -- all the way to Burma. And back home after the war, he was eventually detained for a time because he was linked to a group that opposed British rule. And eventually he was released. He forged a home for himself and his family. He earned the respect of his village, lived a life of dignity -- although he had a well-earned reputation for being so strict that everybody was scared of him and he became estranged from part of his family.
So that was his story. And then my father came of age as Kenyans were pursuing independence, and he was proud to be a part of that liberation generation. And next to my grandfather’s papers, I found letters that he had written to 30 American universities asking for a chance to pursue his dream and get a scholarship. And ultimately, one university gave him that chance -- the University in Hawaii. And he would go on to get an education and then return home.
And here, at first he found success as an economist and worked with the government. But ultimately, he found disappointment -- in part, because he couldn't reconcile the ideas that he had for his young country with the hard realities that had confronted him.
And I think sometimes about what these stories tell us, what the history and the past tell us about the future. They show the enormous barriers to progress that so many Kenyans faced just one or two generations ago. This is a young country. We were talking last night at dinner -- the President’s father was the first President. We are only a generation removed. And the daily limitations -- and sometimes humiliations -- of colonialism -- that is recent history. The corruption, cronyism, and tribalism that sometimes confront young nations -- that is recent history.
But what these stories also tell us is an arch of progress -- from foreign rule to independence; from isolation to education, and engagement with a wider world. It speaks of incredible progress. So we have to know the history of Kenya, just as we Americans have to know our American history. All people have to understand where they come from. But we also have to remember why these lessons are important.
We know a history so that we can learn from it. We learn our history because we understand the sacrifices that were made before, so that when we make sacrifices we understand we're doing it on behalf of future generations.
There is a proverb that says, “We have not inherited this land from our forebears, we have borrowed it from our children.” In other words, we study the past so it can guide us into the future, and inspire us to do better.
And when it comes to the people of Kenya -- particularly the youth -- I believe there is no limit to what you can achieve. A young, ambitious Kenyan today should not have to do what my grandfather did, and serve a foreign master. You do not need to do what my father did, and leave your home in order to get a good education and access to opportunity. Because of Kenya’s progress, because of your potential, you can build your future right here, right now. (Applause.)
Now, like any country, Kenya is far from perfect, but it has come so far in just my lifetime. After a bitter struggle, Kenyans claimed their independence just a few years after I was born. And after decades of one party-rule, Kenya embraced a multi-party system in the 1990s, just as I was beginning my own political career in the United States.
Tragically, just under a decade ago, Kenya was nearly torn apart by violence at the same time that I was running for my first campaign for President. And I remember hearing the reports of thousands of innocent people being killed or driven from their homes. And from a distance, it seemed like the Kenya that I knew -- a Kenya that was able to reach beyond ethnic and tribal lines -- that it might split apart across those lines of tribe and ethnicity.
But look what happened. The people of Kenya chose not to be defined by the hatreds of the past -- you chose a better history. (Applause.) The voices of ordinary people, and political leaders and civil society did not eliminate all these divisions, but you addressed the divisions and differences peacefully. And a new constitution was put in place, declaring that “every person has inherent dignity -- and the right to have that dignity respected and protected.” A competitive election went forward -- not without problems, but without the violence that so many had feared. In other words, Kenyans chose to stay together. You chose the path of Harambee. (Applause.)
And in part because of this political stability, Kenya’s economy is also emerging -- and the entrepreneurial spirit that people rely on to survive in the streets of Kibera can now be seen in new businesses across the country. (Applause.) From the city square to the smallest villages, Mpesa is changing the way people use money. New investment is making Kenya a hub for regional trade. When I came here as a U.S. senator, I pointed out that South Korea’s economy was the same as Kenya’s when I was born, and then was 40 times larger than Kenya’s. Think about that. It started at the same place -- South Korea had gone here, and Kenya was here. But today, that gap has been cut in half just in the last decade. (Applause.) Which means Kenya is making progress.
And meanwhile, Kenya continues to carve out a distinct place in the community of nations: As a source of peacekeepers for places torn apart by conflict, a host for refugees driven from their homes. A leader for conservation, following the footprints of Wangari Maathai. (Applause.) Kenya is one of the places on this continent that truly observes freedom of the press, and their fearless journalists and courageous civil society members. And in the United States, we see the legacy of Kip Keino every time a Kenyan wins one of our marathons. (Applause.) And maybe the First Lady of Kenya is going to win one soon. (Laughter and applause.) I told the President he has to start running with his wife. (Laughter.) We want him to stay fit. (Laughter.)
So there is much to be proud of -- much progress to lift up. It is a good-news story. But we also know the progress is not complete. There are still problems that shadow ordinary Kenyans every day -- challenges that can deny you your livelihood, and sometimes deny you lives.
As in America -- and so many countries around the globe --, economic growth has not always been broadly shared. Sometimes people at the top do very well, but ordinary people still struggle. Today, a young child in Nyanza Province is four times more likely to die than a child in Central Province -- even though they are equal in dignity and the eyes of God. That is a gap that has to be closed. (Applause.) A girl in Rift Valley is far less likely to attend secondary school than a girl in Nairobi. That is a gap that has to be closed. (Applause.) Across the country, one study shows corruption costs Kenyans 250,000 jobs every year -- because every shilling that’s paid as a bribe could be put into the pocket of somebody who’s actually doing an honest day’s work. (Applause.)
And despite the hard-earned political progress that I spoke of, those political gains still have to be protected. New laws and restrictions could close off the space where civil society gives individual citizens a voice and holds leaders accountable. Old tribal divisions and ethnic divisions can still be stirred up. I want to be very clear here -- a politics that is based solely on tribe and ethnicity is a politics that is doomed to tear a country apart. (Applause.) It is a failure -- a failure of imagination.
Of course, here, in Kenya, we also know the spectre of terrorism has touched far too many lives. And we remember the Americans and Kenyans who died side by side in the attack on our embassy in the ‘90s. We remember the innocent Kenyans who were taken from us at Westgate Mall. We weep for the nearly 150 people slaughtered at Garissa -- including so many students who had such a bright future before them. We honour the memory of so many other innocent Kenyans whose lives have been lost in this struggle.
So Kenya is at a crossroads -- a moment filled with peril, but also enormous promise. And with the rest of my time here today, I would like to talk about how you can seize the moment; how you can make sure, we leave behind a world that is better -- a world that we borrowed from our children.
When I first came to sub-Saharan Africa as President, I made clear my strong belief that the future of Africa is up to Africans. (Applause.) For too long, I think that many looked to the outside for salvation and focused on somebody else being at fault for the problems of the continent. And as my sister said, ultimately we are each responsible for our own destiny. And I am here as President of a country that sees Kenya as an important partner. (Applause.) I am here as a friend who wants Kenya to succeed.
And the pillars of that success are clear: Strong democratic governance; development that provides opportunity for all people and not just some; a sense of national identity that rejects conflict for a future of peace and reconciliation.
And today, we can see that future for Kenya on the horizon. But tough choices are going to have to be made in order to arrive at that destination. In the United States, I always say that what makes America exceptional is not the fact that we are perfect, it is the fact that we struggle to improve. We are self-critical. We work to live up to our highest values and ideals, knowing that we're not always going to achieve them perfectly, but we keep on trying to perfect our union.
And what is true for America is also true for Kenya. You cannot be complacent and accept the world just as it is. You have to imagine what the world might be and then push and work toward that future. Progress requires that you honestly confront the dark corners of our own past; extend rights and opportunities to more of your citizens; see the differences and diversity of this country as a strength, just as we in America try to see the diversity of our country as a strength and not a weakness. So you can choose the path to progress, but it requires making some important choices.
First and foremost, it means continuing down the path of a strong, more inclusive, more accountable and transparent democracy. (Applause.)
Democracy begins with a peacefully elected government. It begins with elections. But it does not stop with elections. (Applause.) So your constitution offers a road map to governance that is more responsive to the people -- through protections against unchecked power, more power in the hands of local communities. For this system to succeed, there also has to be space for citizens to exercise their rights.
And we saw the strength of Kenya’s civil society in the last election, when groups collected reports of incitement so that violence could be stopped before it spun out of control. And the ability of citizens to organize and advocate for change -- that is the oxygen upon which democracy depends. Democracy is sometimes messy, and for leaders, sometimes it is frustrating. Democracy means that somebody is always complaining about something. (Laughter.) Nobody is ever happy in a democracy about their government. If you make one person happy, somebody else is unhappy. Then sometimes somebody who you made happy, later on, now they are not happy. (Laughter.) They say, what have you done for me lately? (Laughter.) But that is the nature of democracy. That is why it works, is because it is constantly challenging leaders to up their game and to do better.
And such civic participation and freedom is also essential for rooting out the cancer of corruption. Now, I want to be clear. Corruption is not unique to Kenya. (Laughter.) I mean, I want everybody to understand that there is no country that is completely free of corruption. Certainly here in the African continent, there are many countries that deal with this problem. And I want to assure you I speak about it wherever I go, not just here in Kenya. So I do not want everybody to get too sensitive. (Laughter.)
But the fact is, too often, here in Kenya -- as is true in other places -- corruption is tolerated because that is how things have always been done. People just think that that is sort of the normal state of affairs. And there was a time in the United States where that was true, too. My hometown of Chicago was infamous for Al Capone and the Mob and organized crime corrupting law enforcement. But what happened was that over time, people got fed up, and leaders stood up and they said, we're not going to play that game anymore. (Applause.) And you changed a culture and you changed habits.
Here in Kenya, it is time to change habits, and decisively break that cycle. Because corruption holds, back every aspect of economic and civil life. It is an anchor that weighs you down and prevents you from achieving what you could. If you need to pay a bribe and hire somebody’s brother -- who’s not very good and doesn’t come to work -- in order to start a business, well, that’s going to create less jobs for everybody. If electricity is going to one neighbourhood because they are well connected, and not another neighbourhood, that is going to limit development of the country as a whole. (Applause.) If someone in public office is taking a cut that they do not deserve, that is taking away from those who are paying their fair share.
So this is not just about changing one law -- although it is important to have laws on the books that are actually being enforced. It is important that not only low-level corruption is punished, but folks at the top, if they are taking from the people, that has to be addressed as well. (Applause.) But it is not something that is just fixed by laws, or that any one person can fix. It requires a commitment by the entire nation -- leaders and citizens -- to change habits and to change culture. (Applause.)
Tough laws need to be on the books. And the good news is, your government is taking some important steps in the right direction. People who break the law and violate the public trust need to be prosecuted. NGOs have to be allowed to operate who shine a spotlight on what needs to change. And ordinary people have to stand up and say, enough is enough. (Applause.) It is time for a better future.
And as you take these steps, I promise that America will continue to be your partner in supporting investments in strong, democratic institutions. (Applause.)
Now, we are also going to work with you to pursue the second pillar of progress, and that is development that extends economic opportunity and dignity for all of Kenya’s people.
America partners with Kenya in areas where you’re making enormous progress, and we focus on what Kenyans can do for themselves and building capacity; on entrepreneurship, where Kenya is becoming an engine for innovation; on access to power, where Kenya is developing clean energy that can reach more people; on the important issue of climate change, where Kenya’s recent goal to reduce its emissions has put it in the position of being a leader on the continent; on food security, where Kenyan crops are producing more to meet the demands of your people and a global market; and on health, where Kenya has struck huge blows against HIV/AIDS and other diseases, while building up the capacity to provide better care in your communities.
America is also partnering with you on an issue that is fundamental to Kenya’s future: We are investing in youth. (Applause.) We are investing in the young people of Kenya and the young people of this continent. Robert F. Kennedy once said, “It is a revolutionary world that we live in,” and “it is the young people who must take the lead.” (Applause.) It is the young people who must take the lead.
So through our Young African Leaders Initiative -- (applause) -- we are empowering and connecting young people from across the continent who are filled with energy and optimism and idealism, and are going to take Africa to new heights. (Applause.) And these young people, they are not weighted down by the old ways. They are creating a new path. And these are the elements for success in this 21st century.
To continue down this path of progress, it will be vital for Kenya to recognize that no country can achieve its full potential unless it draws on the talents of all its people -- and that must include the half of Kenyans -- maybe a little more than half --who are women and girls. (Applause.) Now, I am going to spend a little time on this just for a second. Every country and every culture has traditions that are unique and help make that country what it is. But just because something is, a part of your past does not make it right. It does not mean that it defines your future.
Look at us in the United States. Recently, we have been having a debate about the Confederate flag. Some of you may be familiar with this. This was a symbol for those states who fought against the Union to preserve slavery. Now, as a historical artefact, it is important. But some have argued that it is just a symbol of heritage that should fly in public spaces. The fact is it was a flag that flew over an army that fought to maintain a system of slavery and racial subjugation. So we should understand our history, but we should also recognize that it sends a bad message to those who were liberated from slavery and oppression.
And in part because of an unspeakable tragedy that took place recently, where a young man who was a fan of the Confederate flag and racial superiority shot helpless people in a church, more and more Americans of all races are realizing now that that flag should come down. (Applause.) Just because something is, a tradition does not make it right.
Well, so around the world, there is a tradition of repressing women and treating them differently, and not giving them the same opportunities, and husbands beating their wives, and children not being sent to school. Those are traditions. Treating women and girls as second-class citizens, those are bad traditions. They need to change. (Applause.) They are holding you back.
Treating women as second-class citizens is a bad tradition. It holds you back. (Applause.) There is no excuse for sexual assault or domestic violence. There is no reason that young girls should suffer genital mutilation. There is no place in civilized society for the early or forced marriage of children. These traditions may date back centuries; they have no place in the 21st century. (Applause.)
These are issues of right and wrong -- in any culture. But they are also issues of success and failure. Any nation that fails to educate its girls or employ its women and allowing them to maximize their potential is doomed to fall behind in a global economy. (Applause.)
You know, we are in a sports centre. Imagine if you have a team and you do not let half of the team play. (Laughter.) That is stupid. (Laughter and applause.) That makes no sense. And the evidence shows that communities that give their daughters the same opportunities as their sons, they are more peaceful, they are more prosperous, they develop faster, they are more likely to succeed. (Applause.) That is true in America. That is true here in Kenya. It does not matter.
And that is why one of the most successful development policies you can pursue is giving girls and education, and removing the obstacles that stand between them and their dreams. And by the way, if you educate girls -- they grow up to be moms -- and they, because they are educated, are more likely to produce educated children. (Applause.) So Kenya will not succeed if it treats women and girls as second-class citizens. I want to be very clear about that. (Applause.)
Now, this leads me to the third pillar of progress, and that is choosing a future of peace and reconciliation.
There are real threats out there. President Kenyatta and I spent a lot of time discussing the serious threat from al-Shabaab that Kenya faces. The United States faces similar threats of terrorism. We are grateful for the sacrifices made by Kenyans on the front lines as part of AMISOM. (Applause.) We are proud of the efforts that we are making to strengthen Kenya’s capabilities through our new Security Governance Initiative. We are going to stand shoulder-to-shoulder with you in this fight against terrorism for as long as it takes. (Applause.)
But, as I mentioned yesterday, it is important to remember that violent extremists want us to turn against one another. That is what terrorists typically try to exploit. They know that they are a small minority; they know that they cannot win conventionally. So what they try to do is target societies where they can exploit divisions. That is what happens in Iraq. That is what happens around the world. That is what happened in Northern Ireland. Terrorists who try to sow chaos, they must be met with force and they must also be met, though, with a forceful commitment to uphold the rule of law, and respect for human rights, and to treat everybody who’s peaceful and law-abiding fairly and equally. (Applause.)
Extremists who prey on distrust must be defeated by communities who stand together and stand for something different. And the most important example here is, is that the United States and Kenya both have Muslim minorities, but those minorities make enormous contributions to our countries. These are our brothers, they are our sisters. (Applause.) And so in both our countries, we have to reject calls that allow us to be divided.
This is true for any diverse society. And Kenya is rich with diversity -- with many dozens of tribes and ethnicities, and languages and religious groups. And time and again, just as we have seen the dangers of religious or ethnic violence, we have seen that Kenya is stronger when Kenyans stand united -- with a sense of national identity. That was the case on December 12, 1963, when cities and villages across this country celebrated the birth of a nation. It was true in 2010, when Kenya replaced the anarchy of ethnic violence with the order of a new constitution. (Applause.)
So we can all appreciate our own identities, our bloodlines, our beliefs, our backgrounds -- that tapestry is what makes us who we are. But the history of Africa -- which is both the cradle of human progress and a crucible of conflict -- shows us that when define ourselves narrowly, in opposition to somebody just because they’re of a different tribe, or race, or religion -- and we ignore who is a good person or a bad person, are they working hard or not, are they honest or not, are they peaceful or violent -- when we start making distinctions solely based on status and not what people do, then we're taking the wrong path and we inevitably suffer in the end. (Applause.)
This is why Martin Luther King called on people to be judged not by the colour of their skin but the content of their character. (Applause.) And in the same way, people should not be judged by their last name, or their religious faith, but by their content of their character and how they behave. Are they good citizens? Are they good people?
In the United States, we embrace the motto: E Pluribus Unum. In Latin, that means, out of many, one. In Kenya, Harambee -- we are in this together. Whatever the challenge, you will be stronger if you face it not as Christians or Muslims, Masai, Kikuyu, Luo, any other tribe -- but as Kenyans. And ultimately, that unity is the source of strength that will empower you to seize this moment of promise. That is what will help you root out corruption. (Applause.) That is what will strengthen democratic institutions. That is what will help you combat inequality. That is what will help you extend opportunity, educate youth, face down threats, and embrace reconciliation.
So I want to say particularly to the young people here today, Kenya is on the move. Africa is on the move. You are poised to play a bigger role in this world -- (applause) -- as the shadows of the past are replaced by the light that you offer an increasingly interconnected world. And in the light of this new day, we have to learn to see ourselves in one another. We have to see that we are connected, our fates are bound together. Because, in the end, we are all part of one tribe -- the human tribe. (Applause.) And no matter who we are, or where we come from, or what we look like, or who we love, or what God we worship, we're connected. Our fates are bound up with one another.
Kenya holds within it all that diversity. And with diversity, sometimes comes difficulty. But I look to Kenya’s future filled with hope. And I am hopeful because of you, the people of Kenya, especially the young people.
There are some amazing examples of what’s going on right now with young people. I am hopeful because of a young man named Richard Ruto Todosia. Richard helped build Yes Youth Can -- I like the phrase, Yes Youth Can -- (applause.) It became one of the most prominent civil society organizations in Kenya, with over one million members. And after the violence of 2007, 2008, Yes Youth Can stood up to incitement, helped bring opportunity to young people in places that were scarred by conflict. That is the kind of young leadership that we need. (Applause.)
I am hopeful because of a young woman named Josephine Kulea. (Applause.) So Josephine founded Samburu Girls Foundation. And she has already helped to rescue over 1,000 girls from abuse and forced marriage, and helped place them in schools. (Applause.) A member of the Samburu tribe herself, she has personally planned rescue missions to help girls as young as 6 years old. And she explains that, “The longer a girl is in school, everything for her -- for her income, for her family, for this country -- everything changes.” She gives me hope.
I am hopeful because of a young woman named Jamila Abass. So Jamila founded Mfarm, which is a mobile platform that is already used by over 14,000 people across Kenya. Mfarm makes it easy for farmers to get information that lets them match their crops with what the market demands. And studies show that it can help farmers double their sales. So here is what Jamila said: “I love Kenya because you feel you are home anywhere you go.”
Home anywhere you go -- that is the Kenya that welcomed me nearly 30 years ago as a young man. You helped make me feel at home. And standing here today as President of the United States, when I think about those young people and all the young people in attendance here, you still make me feel at home. (Applause.) And I am confident that your future is going to be written across this country and across this continent by young people like you -- young men and women who don’t have to struggle under a colonial power; who don’t have to look overseas to realize your dreams. Yes, you can realize your dreams right here, right now. (Applause.)
“We have not inherited this land from our forebears; we have borrowed it from our children.” So now is the time for us to do the hard work of living up to that inheritance; of building a Kenya where the inherent dignity of every person is respected and protected, and there is no limit to what a child can achieve.
I am here to tell you that the United States of America will be a partner for you every step of the way. (Applause.)
God bless you. Thank you. Asante Sana. (Applause.)
END 12:43 P.M

END 12:43 P.M

Click this link to view video


Next PostNewer Posts Previous PostOlder Posts Home