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The African Leadership Academy, based in South
Africa, is a world class school committed to grooming a new generation of
leaders that would be catalysts for transformation change on the continent. In
this interview, the founder, Fred Swaniker from Ghana, talks on the challenges
of development in Africa and how the academy is contributing to bring change to
the continent. The interview was conducted via email.
Fred, 34, had the idea of the academy while on
internship in Lagos. Since 2007, the African Leadership Academy has been at the
forefront of changing the fate of the continent by training young Africans who
are passionate about making a difference in the community
What are the criteria for
eligibility and your process for recruitment?
Recruitment begins with a number of Admissions officers working
throughout Africa to advertise ALA and encourage young people between the ages
of 16 and 19 with leadership potential to apply. The preliminary application
form asks them to write essays describing themselves and how they have changed
or influenced their communities. Our dedicated admissions team reads every
application and narrows around 3,000 initial applicants to a shortlist of
roughly 400 finalists.
We then invite these finalists to participate in “finalist
weekends”, which we hold in a variety of countries across the continent. During
these weekends we interview each applicant, test their academic readiness, and
take them through their paces with various group activities that give us a
sense of how they lead in group settings. Finalists then submit several more
essays and letters of recommendation. After this, we select approximately 100
young leaders who are invited to attend the Academy. We are looking for
leadership potential, entrepreneurial spirit, passion for Africa, dedication to
service, and academic potential.
How do you raise funds
for the academy?
We have a number of supporters and sponsors around the world who
contribute to our cause. We firmly believe that financial means (or lack
thereof) should not be a barrier to entering the academy. Our supporters are
both individuals and companies that offer varying levels of support from once
off donations to long term annual commitments or larger project-specific
grants.
We do also have a small contingent of fee-paying students that
covers some of our costs and every student (even those receiving significant
financial support) is expected to make at least a small contribution toward the
cost of the program.
So far, how would you
assess your journey at the ALA?
My journey at the Academy has been a very fulfilling one. Being
one of the founders, I am in the fortunate position of having been present from
the very beginning of the Academy’s development and I have been so thrilled to
watch it grow from strength to strength. It is consistently amazing to me how
something which started as an idea in business school has developed into an
institution that houses some of Africa’s most talented future leaders. I have
enjoyed every new step in the growth of ALA and I look forward to it continuing
to develop the next generation of African leaders.
When will the school
become a fully-fledged secondary school?
At the moment we do not have plans to develop into a
fully-fledged secondary school. ALA is supposed to be a pre-university program
providing the very best education and opportunities to develop Africa’s most
outstanding leaders. One of the things that make the ALA experience so
meaningful is the extraordinary sense of community our young leaders experience
on campus. Smaller numbers allow us to be dedicated to each young leader and to
develop their particular brand of leadership for Africa’s future.
While we have not ruled out expanding our initial two-year
full-time program to say 3 or 4 years, we do not have plans to do so at the
moment. We are however developing systems and an infrastructure to support our
young leaders after they leave our initial 2-year program and go on to
university and beyond.
Are there plans for a
primary school?
At the moment we have no plans to expand the Academy into a
primary school. The idea behind the academy is to source young people who have
shown potential for leadership within their own communities and so if we
recruit at too young an age, candidates would most likely not have had
opportunities to demonstrate the concrete acts of leadership we are looking
for.
What, in your view, is
the most serious issue facing the educational system in Africa?
One of the main problems we have identified is that African
schools often do not teach students about Africa. In a number of countries on
the continent, students are taught much more about European history, the geography
of the Americas, Western literature and very little or nothing about African
history, African geography, African politics and African literature. But how
can we solve our problems if we do not understand our history and our context?
So at ALA, we try to encourage an understanding for Africa as a
continent. We believe that with passion and a good understanding of the
dynamics of Africa, our young leaders will be more effective in bringing about
significant change on the continent. The other issue facing the educational
system in Africa is the “rote” learning that takes place in most schools. This
method encourages students to simply memorize facts as opposed to developing
their ability to think independently and solve problems in a creative manner.
We cannot develop Africa without developing our young people as
innovators, entrepreneurs, and creative thinkers. So at ALA, we adopt a much
more participatory approach to learning, in which students do not simply get
lectures from their teachers, but they are pushed to think for themselves and
to challenge conventional wisdom.
One thing that is
interesting is your concept of ethical leadership in Africa. Can you throw more
light on this?
Ethical leaders are committed to doing what is best for the
people of their country and continent – even if they must make personal
sacrifices to do so – and they have a strong moral compass which allows them to
steer clear of corruption and self-serving behaviour. Ethical leaders put the
needs of their people before their own. Ethical leaders understand the rich
diversity that makes Africa so unique and are willing to co-operate and
collaborate to create a future which is positive for the continent. Ethical
leadership is about doing your best, every day, to institute policies and
systems which uplift the downtrodden and promote equality, diversity and basic
human rights.
Your dream is to groom
6000 young African leaders within the next 50 years. Is this an ambitious
project or do you believe that this number is enough to bring about the kind of
change you desire and which is needed on the continent?
We believe that a critical mass of 6000 leaders will set in
motion a self-reinforcing cycle of transformative change across Africa. These
leaders will implement systems and design policies that will, in turn encourage
the development of more ethical leaders. It is a very ambitious project, and we
are conscious of the enormity of the task. We know that what this Academy seeks
to achieve is daunting in its scale but we firmly believe that we can achieve
our goal: The goal of a peaceful and prosperous Africa.
We have seen effort by
the MO Ibrahim foundation to encourage responsible leadership in Africa and how
nearly improbably this has been. Do you sincerely believe that the problem of
Africa is just leadership or more the absence of strong institutions?
There are many problems facing our continent and there are a
variety of projects we could involve ourselves in, which seek to solve those
problems. While ethical leadership might not be the most visceral or tangible
challenge facing the continent today (in contrast to something like poverty or
HIV/Aids), we believe that leadership is the key to finding the solutions to
all of Africa’s other problems.
If we train leaders in politics, they will help implement the
policies that create work and alleviate poverty and debt. If we create leaders
in health care, they will help solve the problems of infectious diseases like
HIV/AIDS. If we create entrepreneurial leaders, they will build companies that
can create jobs for the millions who are unemployed on the continent. It is
true that the lack of strong institutions is problematic in the African
context; however, we believe that the right leaders will be able to develop new
institutions and redesign ineffective ones. Leadership is a catalyst for
positive change in all segments and sectors of business and society – and it is
for this reason that it is our overriding focus.
Some people believe that
Africa’s problems can only be solved by home grown solutions. To this group,
how would you justify still sending your products to universities outside of
the continent?
I believe that the only way Africa will develop is through the
resourcefulness and ingenuity of its own people. Africa needs African leaders
to create uniquely African solutions to its uniquely African problems. At the
same time, I believe that our young leaders can benefit tremendously from
exposure to institutions, organizations, and networks that are rooted outside
the continent.
Our students are mature enough to benefit from world-class
educational resources in countries such as the United States and Europe without
losing their passion and commitment for the continent, and our curriculum
reinforces this framework. We would love to send more of our students to top
universities around Africa but, unfortunately, the students struggle to get
scholarships and financial aid to these institutions. We have found foreign
institutions – particularly those in the United States – have tremendous
financial resources that enable our young leaders to benefit from outstanding
educational experiences they might not otherwise have access to.
For this reason, while some of our students will continue to
attend outstanding universities in Africa, others may find it more economically
viable to attend universities outside the continent. I also want to emphasize
that our customized approach to leadership development – in combination with
our forgivable loan program – is designed to ensure that our leaders do indeed
return to the continent to leverage the skills and network they built abroad to
drive change across Africa.
It is taken that one of
the biggest problems of the continent today is corruption. How are you looking
at this in ensuring that your products can uphold the highest standards of
integrity?
Our leadership curriculum focuses on the importance of ethical
leadership to the overall success and prosperity of the continent and
highlights the extraordinary damage that is caused by corruption and
mismanagement. These lessons are further reinforced by guest speakers who
inspire our young leaders with stories of achieving extraordinary social impact
in the face of overwhelming institutional corruption. When our students see
tangible examples of how ethical leadership can truly transform countries and
communities, they are motivated to combat the endemic corruption which has
plagued the continent for so long.
I am curious to know why
this academy is not cited in Nigeria, being the most populous country on the
continent. Is there any special attraction in South Africa, or rather, is there
something that makes it difficult for Nigeria to host this academy?
We decided to found the Academy in South Africa because it
serves as the economic and transportation hub of sub-Saharan Africa.
Johannesburg’s highly developed transportation infrastructure – combined with
its highly diverse and truly pan-African population – made it the ideal city in
which to locate our Academy.
I understand that the
students who go through your academy on a scholarship are expected to return
and work in the continent for at least ten years after their studies abroad. Is
this bonding necessary given that this is the era of globalization and your
students should be able to give back to their societies and also humanity no
matter the country they decide to reside?
Our mission is simple: to transform the continent by developing
future generations of African leaders. In our view, the most effective way to
achieve this mission is by ensuring that the young leaders we develop are fully
committed to the continent, and that they are not using ALA as a “ticket out”.
For this reason, we make it very clear to all our applicants
that any scholarship aid they may receive is contingent on living and working
on the continent for a period of 10 years following their 25th birthday. This
policy serves two important purposes: (1) It ensures that those young people
who choose to attend the Academy are genuinely and wholeheartedly committed to
Africa and its development; and (2) it ensures that the 6,000 leaders we are
developing and supporting will be located in Africa, where they are best
positioned to devise innovative solutions to the continent’s most pressing
social and economic challenges. While we acknowledge that those living outside
the continent can contribute to its empowerment, we believe those living on the
continent can effect change in a more compelling and impactful fashion.
So would you like us to
believe that you are doing this as a service, but I am curious, is this venture
profitable? Do you make lots of money? How much?
ALA is a non-profit organisation. All the money we raise goes
towards providing scholarships for our students and covering the operating
costs of the Academy. Employees, including myself, receive salaries, but most
of us could earn far more if we were to work in the corporate sector. We are
doing this because of our passion for Africa and desire to see it prosper.
Are we likely to see ALA
set up in other countries?
At this point, we are focused on fully institutionalizing the
Academy in South Africa, and we do not have immediate plans to open other
branches in other countries.
