Recently, a friend of mine recounted an incident that occurred at his home when a group of elders, accompanied by a pastor from his church, visited him during the usual church visitations.
While he and his wife attended to the guests in the living room, his five-year-old son walked to the fridge and picked up a bottle of alcoholic drink, which he innocently offered to one of the church elders.
The visitor, not wanting to disappoint the child, simply asked him to return it to the fridge, promising to drink it later. Despite my friend’s attempt to reprimand his son, the child saw nothing wrong with his actions.
He had previously witnessed his father offering alcohol to guests when they visited their home, so he was simply emulating the hospitality he had observed.
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Apparently, the consumption of alcohol is prohibited in his church. We both laughed over the matter as he pondered his church’s next course of action.
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But why did the child behave in this manner in the presence of visitors?
Psychologists suggest that children are more likely to mimic their parents’ behaviours through social learning or modelling rather than just following verbal instructions.
For example, if parents want their children to attend church, they should lead by example by being devoted churchgoers themselves. A father who drinks alcohol cannot effectively discourage his children from doing the same.
Similarly, leadership plays a crucial role in fostering mindset change in any society or nation.
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A colleague who was part of the Malawi 2063 task force shared her experience of visiting Makerere University in Uganda with a group of Malawian delegates to learn about mindset change.
The professors there emphasised that mindset change is primarily a leadership issue rather than a citizen problem. They explained that mindset change cannot occur unless leaders themselves change their mindsets.
According to the professors, once leaders change their mindsets, the government would not need to spend huge amounts of resources on mindset change campaigns and programmes as citizens would naturally follow suit.
That is why the Malawi 2063 Mindset Change Enabler places strong emphasis on ‘Visionary and Transformative Leadership’. It is the first intervention outlined for attention by the country.
Unfortunately, many advocates for mindset change believe that it is other people who need to change their mindsets, not themselves.
For instance, you might find some politicians and public officials who have allegedly gained wealth through corruption preaching against corruption to citizens.
Similarly, there are church ministers who reportedly engage in immoral behaviours while preaching against adultery. Classic examples of hypocrisy.
It is only leaders who demonstrate commitment to a cause who can inspire and motivate others to adopt new perspectives.
Their actions and dedication serve as a powerful example, proving that change is both possible and necessary. People are more likely to trust and follow leaders who embody the values and behaviours they promote.
Exemplary leaders build their reputation by aligning their actions with their messages, which is crucial in persuading others to change their mindset.
Furthermore, effective leaders articulate a clear and compelling vision for the future that resonates with people’s values and aspirations.
This vision provides direction and helps individuals understand the benefits of changing their mindset.
Leaders who demonstrate empathy and understanding can connect with individuals on a personal level, addressing fears, concerns, and resistance to change.
This personal connection is essential for facilitating a smoother transition to a new mindset, as mindset change often requires shifts in behaviour, not just rhetoric.
Exemplary leaders model the desired behaviours, setting a standard for others to follow. Leaders who exhibit perseverance and resilience in the face of challenges encourage others to remain committed to the process, even when it is difficult.
