By: Rev. Prof. E. KINGSLEY LARBI
Leadership is often defined by moments of uncertainty, where decisions must be made without the luxury of clarity.
As I reflect on my journey, the events surrounding my recall from Central University College remain one of the most defining episodes of my leadership odyssey.
That fateful meeting at La Palm Royal Beach Hotel in Accra was more than just a gathering—it was a turning point that tested my convictions, resilience, and faith in divine guidance.
The Announcement That Changed Everything
It was after the post-graduation Sunday service that I was invited to a meeting with Dr. Adeyemo and Dr. Otabil at the La Palm Royal Beach Hotel. Initially, I assumed it was a routine social engagement, a chance to fraternize and exchange pleasantries. However, as the conversation unfolded, the Chancellor of Central University College, who also doubled as the Chairman of the Board of Regents and General Overseer of the Church, dropped an unexpected announcement: the Church had seconded me to the University, and now it had decided to recall me.
The weight of this news hit me instantly. Questions flooded my mind. Why now? What was the rationale behind this decision? When Dr. Adeyemo inquired about my new role at the Church, the response was ambiguous, details were yet to be worked out. That night, I wrestled with this abrupt change, unable to make sense of it. By the following day, Dr. Adeyemo had returned to Kenya, but the turbulence within me remained.
Leadership, Loyalty, and the Shock of Transition
A week later, an emergency meeting of the Board of Regents was convened to discuss the matter. The Chancellor reiterated the message from La Palm Beach Hotel: the Church was recalling me. The die was cast. I had no say in the matter.
As a member of the Church Council, I was astonished that such a decision had been made without prior discussion. When I raised this concern, I was asked to leave the meeting. That moment, more than any other, made me feel disregarded. My years of sacrifice, pioneering efforts, and dedication seemed to count for little in the face of institutional politics. The bitterness I felt was palpable.
Upon my return to the meeting, I was informed that the Board had accepted the Church’s decision. However, there was a consensus that I should have been given adequate notice. I responded with respect but made my position clear: the recall was not in my best interest. I articulated my reasons and left them to deliberate further. The Board met twice before arriving at their final decision.
Negotiations and the Price of Sacrifice
The final decision led to the formation of a committee comprising Professor S. K. Adjepong (Vice-Chancellor of the University of Cape Coast), His Lordship Justice Kwame Afreh, and Lawyer Ofori Adueni. These were individuals I deeply respected, and their task was to negotiate my entitlements. My primary request was a lump sum in recognition of my sacrifices in pioneering the institution. I was not interested in dragging the matter out—I believed my work had come to an end, and I was ready to move on.
The committee recommended:
- That I continue as an adjunct lecturer at the University.
- That I receive a one-year paid leave with my wife.
- That I will be compensated with a specified financial package.
In the Church’s official communication to me, the adjunct lecturer provision was conspicuously absent. At that point, I did not contest it, I had already made peace with my departure. What struck me most was the committee’s admission that the Church could never fully compensate me for my sacrifices, but that God would. That statement resonated deeply with me.
Lessons in Leadership and Conviction
This experience taught me profound lessons about leadership. In today’s context, many leaders face abrupt transitions, CEOs are replaced, government officials are reshuffled, and professionals are laid off with little warning. The key question remains: how does one respond when the unexpected happens?
- Leadership is About Conviction, Not Comfort
In the wake of my recall, I realized that leadership is not about seeking security but standing by one’s convictions. Had I placed my trust solely in my position, I would have been left adrift. Instead, I leaned on my belief in my divine purpose and the conviction that my work was not yet finished.
- Transitions Test the Strength of a Leader
Modern corporate and political leadership is rife with abrupt changes. In 2023 alone, global leadership turnovers increased by 35% in major corporations, with many CEOs being forced out due to strategic misalignments (McKinsey & Company, 2023). The lesson is clear: transitions are inevitable, but how we handle them defines our legacy.
- Negotiating Your Worth is a Leadership Skill
Despite the unexpected nature of my transition, I ensured that my contributions were acknowledged. In Ghana today, where executive compensation disputes often lead to legal battles, the ability to negotiate one’s worth with dignity is essential. Many leaders fail to secure their entitlements simply because they do not advocate for themselves.
Conclusion
Looking back, I see God’s hand in my journey. At the time, I viewed my recall purely from a human perspective, feeling wronged and unappreciated. But leadership is not about dwelling on disappointments; it is about embracing new opportunities with faith.
For every leader facing an unexpected transition, my message is simple: know your purpose, stand by your convictions, and trust in divine direction. The greatest leaders in history, from Nelson Mandela to Dr. Kwame Nkrumah, navigated difficult transitions by holding onto their vision despite the odds.
As I closed the chapter on my time at Central University College, I stepped into a new phase of my journey, not with bitterness, but with the confidence that the best was yet to come. Leadership is not about the positions we hold, but the impact we make. And in the end, true leaders are never recalled, they are simply redirected to their next assignment.
