No place for little boys in a big man’s world

Dec 13, 2024 Features / Columnists, Peeping Tom

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Peeping Tom…

Kaieteur News- There’s an old saying in Guyana: “You can’t put a little boy to do a big man’s job.” It’s one of those timeless proverbs that make you smile until you realise it is not a joke—it’s a diagnosis.

Guyana today finds itself a living case study of this maxim, with certain ministers of government proving that governance is more about photo-ops and less about, well, governing. Every day, it becomes clearer that some ministers are floundering, tossed into the deep end of politics like overzealous swimmers without water wings. And when the waters of governance prove too turbulent, their fallback strategy is to strike a pose, as if being photographed is proof of competence. Spoiler alert: it’s not.

What Guyana needs are not ministers who are busy, but ministers who are effective. The difference is subtle but vital, like the difference between stirring soup and actually cooking it. Effective ministers understand their roles, appreciate their limitations, and are humble enough to enlist experts when needed. These are people who grasp the principles of ministerial responsibility and are prepared to be accountable—not just for their portfolios but for the promises they make.

Legend has it that back in the day, during the Burnham administration, a certain minister found himself on the wrong side of accountability. When the Prime Minister asked about an issue, the minister shrugged, saying he did not know about it. The Prime Minister’s response? “It’s your duty to know.” That’s governance 101, folks: if you don’t know, find out. If you can’t find out, you shouldn’t have the job.

The trouble today is that too many ministers misunderstand their roles. They seem to think they’re in office to, as the younger crowd says, “pamp a scene.” But the job is about service—a quaint notion, perhaps, but one that involves having a plan, executing it, and ensuring that the plan is more than just a wish list. It’s not about throwing money at problems but about stewarding resources to maximise benefits. It’s about delegation, teamwork, and leaving the heavy lifting to those with the muscle and expertise.

Once upon a time in Guyana, senior public officials commanded tremendous respect. They were revered figures, almost mythical in their gravitas. Today, however, governance has become a one-man—or one-Minister—show. If you need something done, you’ve got to see the Minister. Need approval? See the Minister. Want advice? Guess who? The Minister. This level of micromanagement isn’t just inefficient; it’s stifling creativity, imagination, and effective management. But we all know where that style came from and who is the undisputed champion of the one-person show.

Accountability, meanwhile, has become a hollow ritual. As long as accounts are submitted to the Auditor General, everyone breathes a sigh of relief. But accountability isn’t about ticking boxes; it’s about ensuring projects are well-conceived, taxpayers’ money is well spent, and deviations from original budgets are justified and minimized. Instead, we see a parade of projects with ballooning costs and questionable oversight, leaving taxpayers to wonder if their money is being funnelled into progress or a bottomless pit.

What’s needed is a hard reset of our approach to governance—starting with a rethink of the ruling elite’s philosophy of appointing persons to high office. Governance isn’t child’s play. It demands political acumen, character, and, most importantly, the maturity to understand the gravity of one’s responsibilities.

In a divided society like Guyana, the qualities most needed in a leader are moral fibre and experience. The challenges of governance often have less to do with technical issues and more to do with perception. Policies must resonate with the populace, and that requires leaders who are principled, grounded, and committed to serving the people rather than themselves.

Unfortunately, the qualification for high office in Guyana often boils down to party loyalty, not competence or commitment. Many appointees lack any ideological anchor, resulting in sterile thought and uninspired action. This reliance on personal ability—or lack thereof—is a recipe for disaster. When mediocrity becomes the standard, the system collapses under the weight of its own incompetence.

The result? An unsalvageable situation where “little boys” are tasked with “big men’s” jobs. The brain drain exacerbates this predicament, leaving us with few alternatives. And so, we circle back to our opening proverb, which now feels less like wisdom and more like a grim reality check.  Governance isn’t a game of optics. It’s a complex, demanding enterprise requiring brains, brawn, and a whole lot of backbone. It’s time for Guyana to demand more from its leaders—and to stop settling for Ministers who think their job description begins and ends with a photo op. Because in the end, you can’t Facebook your way to good governance.

(The views expressed in this article are those of the author and do not necessarily reflect the opinion of this newspaper.) 

(No place for little boys in a big man’s world)

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• governance, No place for little boys in a big man’s world, Peeping Tom, Prime Minister

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