During the historic acceptance speech of RPF Chairman Paul Kagame last Saturday, everyone noticed the long time dedicated to the youth. In fact, it was a transfer of leadership for a future transition of power. It is not the first time Chairman Kagame gave hints on what the future can bring in terms of leadership in Rwanda, for example he often asks why a woman cannot be the next President.
The youth is already present in all spheres of leadership. Arguably, Rwanda has one of the most youthful civil service in the world. On the insistence of the Chairman, the Political Bureau of December 2013 elected five members from the youth to be members of the powerful National Executive Committee. In the private sector as well, young startups are flourishing thanks to the ease of doing business from agriculture to fashion and ICT, young Rwandan entrepreneurs have made it to the world stage.
This trend of youthful leadership already started with the liberation movement where young people led others in the struggle to regain our sovereignty and end the genocide against Tutsi. Why then was there a sense of ‘breaking news’ when the Chairman challenged the youth to be more politically active?
First, I would argue that it is because of Chairman Kagame’s iteration of a possible generational transition of power. Succeeding Chairman Kagame will be daunting for the most outstanding Rwandan, because this means filling the gap of a historical figure. The challenge is even greater, if this outstanding Rwandan is to come from the youth. For example, when we converge at the National Stadium for April 7th or July 4th, we listen to President Kagame who ended the genocide and defeated militarily all enemies who dared to come against Rwanda ever since. In this moment, protocol is not just due to his position as Head of State but even more so to his historical role. Who will find the right words to console a screaming stadium? In that particular moment on April 7th, when we feel like breaking, none can fake leadership.
Second, it was due to how this wakeup call forced the youth to move out of the comfort zone. Many young Rwandans have experienced leadership and know how hard it is. As a leader, one must be willing to put one’s soul on the line, it comes with the exposure of one’s weaknesses in public. Talent alone is not enough, it requires craftsmanship and an internal renewable source of morale. Our imagined comfort zone is to enjoy the windfalls of stability without incurring the costs of presence in politics. The Chairman made it clear with the weight of history behind his argument: if you are not interested in politics, you will accept to be led by people you don’t deserve.
It would be hazardous to claim any insight on how things will play out. But history teaches us that even in most desperate situations, Rwandans have risen up to the challenge, provided we had an ideology that gave us a sound purpose, and we were drawing upon each other’s strengths. The purpose in times of peace, growth and stability may be less dramatic than in times of upheaval, but it is there in plain format and the Chairman alluded to it: economic transformation.
There are economic principles we need to follow to achieve economic transformation. According to the Commission on Growth and Development, all countries that have managed to achieve economic transformation have grown at a rate of 7 percent over 25 years. We are on good track to achieve it, but more informed debate on how to sustain a high growth society is needed. On the one hand, our unique model of developmental State gets sometimes eroded by civil servants with misinformed inclination towards Bretton Woods fundamentalism. This is evidenced for example in our procurement law which for a long time has not favored local content or by how some thought that the housing market could fix itself. On the other hand, certain projects only pay lip service to the ethos of developmental State without contributing to structural economic transformation. Those projects are well documented in the annual reports of the Auditor General.
Growth means increasing and more complex demands. For example, we are the first generation of Rwandans where urbanization will be the main form of organizing labor, capital and land. The task of transforming the economy has a direct implication on how we are organized as party and society. I would even argue that it is a question as important as the future quest for a flag bearer. We have different fora of nurturing leadership, the party, itorero, civil service etc. We need to continue strengthening them with a clear career path to attract the best talents. For example, we could be inspired by our ancestral culture of ‘Gufata Igihe’ and introduce a 5 year time of service, renewable if need be, whereby one could serve for a limited period of time and then exit towards private sector. Ever wondered how despite the lack of modern communication, Rwandans from across the country had the same knowledge and culture? ‘Gufata igihe’ played a central role, after serving for a certain time at the Royal Court in Nyanza; Rwandans would go back to their respective hills to spread the knowledge and know-how.
For sure, there is going to be a need for people who will not look at Rwanda ‘with professional detachment’. This doesn’t mean, however, that it should necessarily be in the public sector. Entrepreneurship is a hallmark of patriotism: it increases State capacity through taxes and creates employment. Nonetheless, the party will continuously need political activists who, beyond mobilization skills, need experience, professional skills and ideological soundness to steer the path towards modernization. The importance of a political party like the RPF stems from its ability to mobilize people around nation building. For example, the private sector cannot achieve unity and reconciliation and the State depends on a good pipeline of cadres. Thus, Rwanda will need a strong RPF to achieve a virtuous social mobilization. The question is now how to find the future political leaders.
The good thing with political leadership is that acceptance by others is more important than personal ambition. If your fellow cadres entrust you to lead them, then you probably should consider dedicating sometime to create a better future for all of us. If you think you are a political leader but none is telling you that, then you should maybe consider a career in the private sector. The challenge throughout Africa is of course that some leaders have created an artificial demand for themselves through patronage and clientelism. The RPF has a good track record in fighting tendencies of cheap popularity, as evidenced by the fight against corruption, the performance contracts and the fact that past contributions don’t buy you out for current shortcomings. Keeping the level playing field is going to remain an important task by the RPF Secretariat as the human resource office of our venture towards dignity. In that context the symbolism behind its new headquarters has not gone unnoticed.
The dramatic character of succession should however not overshadow this important fact: continuing the overwhelming legacy of our Chairman means to align RPF values with our actions and it can start today.
Africa is a rising lion 