DCEs Decoded: Steering Clear of Executive Pitfalls

By Daniel NKRUMAH

Various workshops and symposiums have thoroughly examined the topic of executive missteps. Research conducted by Development Dimensions International (DDI) titled 'Why Executives Falter—and How to Stop It,' the 'Lean Six Sigma for Executive Leadership' course offered by the Pyzdek Institute, along with discussions at the Ghana CEO Summit, have all underscored issues related to leadership failures and suggested practical remedies.

An Executive Pitfall essentially means overlooking key administrative and operational issues that hinder a leader from effectively carrying out their duties. For instance, this could involve disregarding established procedures such as skipping necessary approvals. As defined by Investopedia, a Chief Executive Officer (CEO) typically holds the top position within a firm and primarily focuses on making significant choices and overseeing all aspects of business activities and resource allocation. This role applies not only to businesses but also extends to both private and public entities, charitable institutions, and certain governmental bodies.

In the nonprofit and governmental realms, chief executive officers generally strive to accomplish objectives aligned with their organization's mission, including constructing infrastructure, alleviating poverty, boosting service provision, and strengthening security and safety measures among others.

Area Head Executive as CEO

The Local Governance Act of 2016 (Act 936) establishes the role of District Chief Executive (DCE), which serves as an umbrella term encompassing Metropolitan, Municipal, and District ChiefExecutives within Ghana.

One of the roles of a DCE involves managing the daily execution of executive and administrative duties of the District Assembly. The District Chief Executive is tasked with offering strategic guidance and overarching direction to the Assembly, adhering to the policies established by the controlling entity—the General Assembly.

In this pioneering work, I've offered essential observations along with hints to help the DCEs make a strong beginning and later steer clear of executive pitfalls.

First, let us consider John 2:1 which states, "My dear children, I am writing this to you so that you may not sin…" Similarly, as I pen this letter to you, my esteemed Metropolitan, Municipal, and District Chief Executives (MMDCEs), it is with the intention of helping you steer clear of common administrative pitfalls. It’s important to remember the proverb about how after 'ananse' (the spider) met its demise due to eating from a particular tree, 'ntekuma' must ensure they remain vigilant and not fall asleep beneath it.

Many people anticipate that a shift in governance will lead to substantial changes in their daily existence. When District Assemblies step up effectively, the rapid effects of governmental transition become clear. This outcome is primarily due to the exceptional leadership provided by District Chief Executives. Consequently, one can reasonably deduce that the effectiveness of these assemblies mirrors the achievements of the national administration.

Obstacles of the new role

invariably, individuals stepping into new positions often ponder how to perform efficiently in their roles. This is due to the fact that initial phases tend to be times of heightened vulnerability as they might lack robust working connections and thorough knowledge about the position. A newly appointed CEO could find themselves unfamiliar with the intricacies of legislative processes, company hierarchy, internal protocols, and various unofficial communication pathways and networks.

When faced with substantial resource limitations, the recently named District Chief Executive experiences clear signs of frustration. The challenge of getting various departments to operate efficiently—owing to insufficient logistical support and restricted financial resources—transforms the mission of providing crucial services into an overwhelming endeavor.

Learning curve and requirement evaluation

Only a few emerging leaders dedicate effort to reflectively assess their learning requirements, yet these insights are vital for long-term achievement. It is essential for District Church Executives (DCEs) to intentionally engage with understanding the systems, individuals, and cultural dynamics within the Assemblies. A key factor in the effectiveness of any principal leader hinges significantly upon the backing provided by their team members. Each DCE heavily depends on complete dedication from their personnel to operate efficiently. Acquiring this endorsement necessitates possessing both the capability and expertise to establish and maintain a fruitful collaborative environment.

DCEs might utilize management meetings, departmental gatherings, and staff durbars as means to connect more intimately with employees and obtain a better understanding of their tasks. Prior to making significant alterations—no matter how essential these modifications may seem—the DCEs should invest time in observing and comprehending the current processes and interactions within the organization. This way, they can introduce adjustments that are both well-planned and enduring.

Managing perceptions and promoting constructive leadership as a fresh approach for a DCE

The newly appointed District Chief Executives (DCEs) might have various perspectives—whether favorable or unfavorable—as they take up their roles. Nonetheless, it’s wise for a Chief Executive not to voice negativity regarding the present condition or previous accomplishments of the entity. Rather than doing so, an advisable strategy would be to pose the query: “What led us here?” Such questioning promotes introspection and initiates a thorough analytical procedure with the managerial group involved. By engaging collectively in examination and mutual comprehension, these leaders can collaboratively devise feasible resolutions resulting in enhanced results.

Alternatively, you might end up removing barriers without understanding their purpose. When leaders neglect to comprehend the organization thoroughly, they often succumb to the 'action imperative'—the urge to act hastily which can damage their reputation. Consequently, this could result in employees keeping crucial data from them, thereby exacerbating the likelihood of further bad choices.

Governance structures within the District Assembly

To enhance understanding of their role, consider the governance structure within District Assemblies akin to that of private or semi-governmental organizations. Ghana Commercial Bank. The inhabitants of the district own the Assembly. As members of this body, they also act as directors with the Presiding Member serving as the chairperson, the Coordinating Director fulfilling the role of company secretary, and the District Chief Executive officer functioning as CEO. The Executive Committee serves as the assembly’s cabinet. While the District Chief Executive undoubtedly guides the assembly, she obtains her mandate from the Assembly Members—acting here as directors—who hold ultimate accountability to their constituents.

Converting intents into initiatives and programs

It should be noted that executing the objectives, strategies, and initiatives of the Chief Executive might prove more challenging than anticipated. The reason being, specific protocols must be followed for implementing any proposed initiative within the District Assembly framework. These procedures encompass:

1. The project needs to initially be included in the Medium Term Development Plan (MTDP).
2. It needs to be chosen for inclusion in the yearly action plan of the Assembly and requires approval from the General Assembly.

• The items in the action plan should be properly accounted for within the Assembly’s Composite Budget.

1. This requirement should be reflected in the procurement plan of the assembly.

Given the preceding points, the recently appointed District Chief Executive (DCE) has minimal chances to incorporate her personal initiatives into the Assembly’s agenda for 2025. It would be wise for her to support the group of technical experts in swiftly executing the current proposals, which could serve as a first move toward gaining public favor. In future budgets, particularly after this year, the DCE might get opportunities to propose additional strategies and schemes. Nonetheless, it should be noted that she will need to take up a significant responsibility in drafting the upcoming 2026-2029 Medium-Term Development Plan (MTDP), ensuring alignment with broader objectives.

The District Chief Executives (DCE) can fulfill the public’s expectations solely when their developmental goals are taken into account. Currently, district planning groups are interacting with local residents and various parties involved to gather their feedback for the draft plan creation. Hence, DCEs should officially incorporate insights derived from interactions during their current familiarization tours within each district. Skipping these steps would make it challenging for DCEs’ proposals and strategies to materialize successfully, regardless of their quality.

Recommendations

• DCEs should ideally refrain from presenting preconceived solutions for addressing the Assembly’s challenges. Rather, the Chief Executive ought to concentrate on fostering agreement between themselves and the Assembly’s leadership and personnel, leveraging their extensive expertise and insights to develop enduring resolutions to the various issues confronting the Assemblies.
• The Chief Executive must rigorously adhere to all approval procedures to guarantee everything is conducted properly. Additionally, they ought to minimize the encroachment on Assembly Members’ authority by refraining from undertaking actions without explicit permission.
• DCEs ought to refrain from taking on any initiative that lies beyond the scope of the Annual Action Plan (AAP), Composite Budget, and Procurement Plan since the Ghana Integrated Financial Management System (GIFMIS) does not allow for payments related to these endeavors.
• DCEs are encouraged to utilize the current administrative frameworks to implement the Assembly’s directives so as to prevent unwarranted administrative disputes. The Chief Executive ought to depend on the Coordinating Director and other specialists for advice on leveraging these systems efficiently to attain superior outcomes.
• DCEs should steer clear of being trapped by circumstances. They must acknowledge that they will quickly face numerous urgent requests. Nonetheless, they ought to stay concentrated and adhere to their strategy, addressing each day’s challenges as they come up. Lacking a defined course of action could lead the Chief Executive to become ensnared by unfolding events.
• Ultimately, the Coordinating Directors and team members must stay committed and steadfast, performing their responsibilities swiftly and proficiently to assist the DCEs in reaching their goals.

Many District ChiefExecutives take office with sincere intentions, profound enthusiasm, and a firm dedication to fostering progress within their communities and enhancing the well-being of their constituents. However, should they overlook initial indications of potential leadership traps, they might ultimately depart from their roles feeling remorseful.

The individual serves as the Municipal Coordinating Director for the La Dade Kotopon Municipal Assembly (LADMA). They are part of the Institute of Directors (IoD), the Chartered Institute of Administrators and Management Consultants (CIAMC-Gh), and the Local Government Practitioners Association.

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