I was once counseled, “Leya, when in doubt, consult and consult and consult again!” I remain indebted to this fine gentleman for bringing this attribute to the surface for me.

Being in the habit of turning things into my own for a better understanding, I decided to consciously consider what the advice I had been given practically entails. What works for me, as I have said before, is breaking it into digestible learning and growth points.

To consult, in my humble view, is to seek to learn something or confirm the correctness of a view that you may have had but needed some fortification.

In corporate governance practice, the organization assumes a certain level of competence about its actors. Simply put, the expectation is that you have what it takes to pull off your tasks… that is what you are paid for, isn’t it? In my view, this means that actors must make personal efforts to be abreast with their trade and should build relevant relationships and networks to be able to deliver. Further, the actors are expected to make timely decisions and interventions. Failure to deliver within the agreed timeframe is received with a measure of disappointment, especially when procrastination is the primary reason for the below par performance.

One of the key words associated with prolonged consultation is actually, “procrastination”. Unfortunately, procrastination has a negative impact on the assessment of one’s performance to the extent that it may cost you the necessary recognition of your skill and competence, including the award for performance, if only you could have been more decisive.

Consultation requires one to listen and be listened to. Therefore, it is important to carefully select who you are consulting and for what purpose. I take it further and ask myself whether I can trust my source and whether my source has the time to apply his/her mind to my issue. Remember, you are the one asking and therefore, the onus is on you to secure a good and convenient environment for the consultative process. Go on, have a cup of tea, plan a virtual meet or exchange texts on a safe platform, etc.

It is my humble submission that when we master the art of synergizing our various attributes to achieve or personal and organizational goals, execution of tasks becomes a lot easier.

Being mindful of the fact that consultation must be done within the framework of efficiency and relevance will set a natural boundary which when crossed will raise a red flag that you are delving in the realm of inefficiency and irrelevance.

What is the value of a great plan if the circumstances warranting that intervention no longer exist? The answer is simple, and need not be expressly pointed out, colleagues.

Strike the iron while it is still hot! Combine your skills to get the necessary result and keep your eyes on the prize which is the need for you to act!

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