People From Africa

FOREIGNERS STEP IN

Wandera’s hotel had been managed by a 48-year Ugandan mother of seven. But days before our interview he replaced her with a Mzungu (the local name for a white person). It is the first time since the hotel was built seven years ago that it is being managed by a foreigner. “People were shocked,” Wandera says. “Nobody had expected me to hire a Mzungu. They thought I could never afford that.” “Of course he is taking a higher paycheck,” Wandera continues. “But you know what he did? He started by checking all the rooms. He fixed small leakages for which normally a plumber would be called in by simply tightening the taps. What I brought in with this young man is organization, a man who can follow a plan. And communication. We sell smiles and comfort; customers have to know what is going on.” Wandera’s hotel is not the only one managed by a foreigner. Most large hotels in Uganda hire expatriates. Sometimes they’re from the Indian community, which has a history in East Africa dating back almost a century. Many Indians carry Ugandan nationality as well. Kenyans can also frequently be found in top positions at hotels. Despite the slow pace, Uganda’s economy has been growing by 6-7% annually for a few years.

50 YEARS OF INDEPENDENCE

In October, Uganda will be celebrating its 50th year of independence from the British Empire. Influential Ugandans are already analyzing the state of their nation. The fact that after 50 years most leading positions are still held by foreigners is painful to some. But Wandera doesn’t see it that way: “What you bring to the table is what defines you. It is not about color or origin. If Ugandans are not yet ready to take certain jobs, then others will step in.” Wandera points out another reason for the low work ethic: “Only in the last 25 years have we enjoyed a peaceful country. Before that we had a chaotic period with a lot of wars and violence,” he explains, referring to, among others, Idi Amin’s dictatorship. “It is just recently that Uganda has started opening up. Ugandans are lazier than others because of the environment here. But as soon as you see Ugandans working abroad, in another environment, they will learn how to be quick.” Nieuwpoort’s company, which dealt secondhand computers, was pushed out of business by a law banning the import of most secondhand electronics. Now married to a Ugandan woman, he still enjoys Uganda and doesn’t want to leave. The slow pace that sometimes makes work frustrating is usually perceived as very pleasant by foreigners and tourists. “In my new company I have only four staff members,” Nieuwpoort says. “That is not so stressful.”

DEALING WITH STAFF

Ssemawere learned how to deal with difficult staff. “I became a manager at 23, when I was still a student. I was accurate and organized, due to the years I have lived with my aunt, a successful business woman in Uganda.” Ssemawere’s airline has seven employees in Uganda, while in his previous job he led a team of 24. He advises his colleagues to work with allowances and benefits. “If there is a financial motive to do certain things, it is easier to get the staff going,” he says. Nieuwpoort complains that computer parts were often stolen from his last company. “Many Ugandans think it is okay to steal from a white boss. They assume he is so rich that he can handle it.” But Ssemawere argues theft can occur anywhere. “One day we sent an airplane to South Africa for repair. The bill was over $300,000. When I went back with a list and serial numbers of all the aircraft parts, I figured out the bill should have been only $170.000. Those were South Africans doing that to us. In fact, they were white South Africans.” Ssemawere is optimistic about the future. “Skills like working hard can be obtained through training. I did some psychology and linked up with the correct people.” Wandera agrees, “I used to work on construction sites in Uganda alongside with European advisors. When I saw the way they worked I adopted their mentality. I hope my hotel staff will do the same and learn from the Mzungu manager.”•

People from Africa Mohamed "Mo" Ibrahim

By CARLA DE YCAZA

Founder of telecommunications giant Celtel, Ibrahim has revolutionized technology and development in Africa. As a Sudanese-born academic and businessman, Ibrahim has played a leading role in advocacy regarding African development and governance through a range of global initiatives. In 1998, Ibrahim established Celtel International to build and operate mobile networks in Africa. Celtel became one of Africa’s most successful companies with operations covering more than a third of the continent’s population. In 2006, Dr. Ibrahim established the Mo Ibrahim Foundation to support good governance and leadership in Africa. The Foundation provides frameworks for citizens and governments to assess and measure progress in governance, and works to recognize excellence in African leadership. The Foundation also awards the Ibrahim Prize for Achievement in African Leadership, which is awarded to a former Executive Head of State or Government. Critics have highlighted the fact that in offering such a prize to political leaders, Ibrahim’s work could be perceived as a form of bribery. Conversely, many believe the prize to be too small to deter corruption on any large scale.