Treat them ‘With Dignity’

Leading With Dignity

As one writer puts it, ‘dignity can be perceived as a soft, abstract idea. It’s not a standard buzzword in conversations about workplace and company culture’. It is mostly unheard of in our organisations today.

In her book ‘Leading with Dignity’, Donna Hicks argues that ‘an understanding of dignity and how to honor it is an essential role to good leadership’.

In the book, she highlights three components of leading with dignity: what one must know in order to honor dignity and avoid violating it; what one must do to lead with dignity; and how one can create a culture of dignity in any organization.

Another writer highlights ten (10) elements of dignity; ten ways to honour it in ourselves and others: Acceptance of Identity–people want to be treated well no matter their race, religion, ethnicity, gender, or sexual orientation; recognition—for their hard work and a job well done; safety—make people feel safe both physically and psychologically so they feel free from humiliation; acknowledgment—for the suffering they have endured if treated badly; fairness—to be treated in an even-handed way; inclusion—make people feel a sense of belonging; understanding—don’t rush to judgment; give people a chance to share their perspective; independence—avoid micro-managing; benefit of the doubt—treat people as if they were trustworthy; and accountability—apologize when you have caused someone harm.

Late Ala’s Words Of Wisdom

The comprehensive reform program (CRP) in 1997 was met with a lot of challenges. The most sensitive, job cuts and job losses! Covid has done the same since March 2020, and far worse. But the setting is different. The latter is due to business closures, while the former, due to an economy that almost went bankrupt. The Government had no choice but to cut jobs in order to save an almost-crippled economy.

Key question though during the CRP was, which jobs and whose jobs go? It was painfully hard, rough and stressful. But it had to happen. I was lucky as I was a young officer then and wasn’t in a decision-making position. But for those who Headed our agencies then, it was a painful exercise. I observed and listened with great interest how the senior national bureaucrats and the PSC at that time managed this extremely difficult reform process.

Besides the national coordinator, Mr. Nikenike Vurobaravu’s overall leadership challenge, I admired the involvement of a particular leader – VFSC’s then well-respected Commissioner, late Mr. Julian Ala. As the debate heated up and intensified over job cuts, he advised the Government and reform leaders during one of the many CRP meetings with these deep words of wisdom: “When deciding on which jobs would end, we must be very mindful to ensure people are laid off ‘with respect and dignity’”. How true this is.

A personal story might help to clarify all these.

The Day Of My Appointment

I can vividly recall the day when the then Prime Minister, Mr. Sato Kilman Livtunvanu, was to issue my appointment letter as DG Health (before I got transferred to Agriculture 8 months later). It was 24th November 2012. I was at church when a white, brand new official vehicle arrived for me. I walked over to the vehicle almost hesitatingly, wondering what the issue was. To my pleasant surprise I was informed by the PSC officer sitting in the car that the Hon PM wanted me and 11 other designated DGs to meet him that afternoon to sign our contracts before the new incoming Ministers took up office. I was chauferred away that afternoon feeling very important(ish) and highly respected. I was kind of on cloud nine.

A few days later I attended a very special and august welcome ceremony (of course with music, food and all). TV coverage was also organised. The gathering was marked by dignity and grandeur. Government Directors, Heads of other agencies, Resident Heads of diplomatic Missions were present. That’s how high profile this gathering was, to witness the official announcement of the 12 new incoming DGs.

I encountered some interesting challenges during my four-year term. Two in particular were very interesting chapters of my career. Firstly, when I was threatened with an illegal suspension letter by my Minister very early one morning at my private residence, and secondly when I was made to chair a meeting discussing my own dismissal – both incidents at MoH. If you are a Director or DG and you think you have work challenges, you ain’t seen nothing yet. But this article is more about how my heyday finally ended. What goes up must come down. That we all know. But there’s something a bit undignified about the cessation story which might help us in how we treat our very own nationals; our human assets in future. At least let them go the way you honoured and welcomed them into their respective offices.

The Day Those Colourful Contracts Ended

Everything happened via email. PSC machines exchanged emails with DGs’ machines, I mean desktop computer screens. Yes, technology has made things far easier for communications these days, but that’s for everyday interaction and communications. When managing a very important matter such as contract cessation, do computer screens still talk to computer screens or do employers talk to employees as humans normally do – with honour, respect and dignity? Whatever happened to our Melanesian human values of respect and dignity?

Machines don’t have brains, eyes, ears and feelings. People do. Employers do. Machines do not convey sentiments of honour and respect. Employers do. In such circumstances, face-to-face human interaction conveys far greater understanding and respect. Machines don’t. They never have. They never will.

So, comes the never-to-be-forgotten date – 24th Nov 2016. Prior to that though, on 11th Novermber, the popular ‘Green Letter’ to return the allocated official car – another machine. Then on 24th November, an email: “It is 4.20pm…at 4.30pm is your end of employment” followed by emailed thank yous and other fancy words. All, machines talking to other machines. The human element is totally hidden from sight. No human farewell ceremony. No handshake. No goodbyes. Just pack up your carton of books and belongings and walk through those doors.

Is this how things must be in Vanuatu? Is this how low we have stooped? Next month some 40 or so Directors’ contracts end. Will they be treated the same way we were inhumanly treated back in November 2016? We say Vanuatu has matured. Yumi 40. How about a culture of dignified farewells from now on? Or is it too hard a thing to do?

Howard Aru is current CEO of the Vanuatu Foreign Investment Promotion Agency (VFIPA) and a former Director General of the Ministry of Agriculture, Livestock, Forestry, Fisheries and Biosecurity, and the Ministry of Health.