In the development world, jargon has become more than a language—it’s practically an industry. Over the years, we’ve seen concepts evolve from “tropical medicine” to “planetary health,” with each term vying for a place in the lexicon of what’s considered “progressive” policy. Such terms rarely emerge from within the Global South, nor do they respond to its most pressing needs. Instead, these phrases often originate in the think tanks and policy labs of the Global North, in societies that have largely met their basic needs and are now pursuing “high-hanging fruits” like AI in health literacy or antioxidants for wellness. However, while these sophisticated ideals might be feasible in donor countries, they often overlook the day-to-day priorities of the South, where malnutrition, food adulteration, and childhood stunting remain urgent.
The powerful donor agencies in the Global North, who drive development funding, collaborate closely with their domestic universities and think tanks to formulate these high-concept policy initiatives. Driven by a dual purpose of altruism and an implicit belief in the universal applicability of their home-grown frameworks, Northern policy experts often repackage their findings into “international development assistance.” This doesn’t just translate into money; it means exporting terminology and concepts. Terms like “resilience” and “sustainable livelihoods” arrive in the Global South as neatly branded packages from aid ministries and soon filter through UN systems, turning the jargon of the moment into policy mandates that land on policymakers’ desks in Southern countries.
This creates what might be called the “policy hamster wheel” of the Global South: local officials tasked with addressing urgent societal needs find themselves running in place, continuously catching up with the latest fads in global development lingo. The consequences are profound. Instead of focusing on foundational services like nutrition, sanitation, and vaccination, the policy and communication elites in the South are often preoccupied with weaving the latest trendy terminologies into local strategies, generating a lot of visible “action” but making limited real-world progress.
In effect, ministries in the Global South have become staging grounds for capacity-building exercises around the “buzzword of the season.” This means spending precious hours and resources on endless workshops, new conceptual frameworks, and capacity-building seminars while ignoring the basics that could significantly improve people’s lives. Young, ambitious professionals within these ministries, understandably drawn to the allure of international exposure and grants, often prefer to engage in these donor-led programs over “mundane” but critical tasks like improving sanitation or extending healthcare coverage.
Notably, a handful of countries in the South have managed to resist these distractions. #Rwanda, for instance, has declined to embrace every jargon-laden trend in global health. Instead, it has prioritized basic community health needs and practical solutions like maternal care and preventive services. #Singapore‘s policies remain rooted in what works—effective healthcare and education for its citizens—regardless of fashionable global terms like “planetary health.” #Thailand‘s Universal Health Coverage (UHC) and #Vietnam‘s sustained focus on agricultural productivity, primary healthcare, and poverty alleviation highlight a different path: one that leverages global cooperation but remains unswervingly focused on local priorities.
#India‘s vast and complex bureaucracy faces continuous pressure from multilateral agencies to adopt these trends, yet it has devised an innovative safeguard. By regulating access to its senior officials and restricting interaction with international donors, India protects its policy agenda from being overly influenced by external actors. Similarly, #Malawi has designated a single day each month for its officials to meet with international donors, allowing them to devote the rest of their time to local matters. These policies represent a subtle but effective assertion of national sovereignty over development priorities.
Ironically, in this race to keep up with donor-driven fads, Southern countries risk becoming “jargon consumers,” taking on concepts designed to solve problems that may not even exist in their local context. For example, while “resilience” is frequently deployed in discussions on development, tangible measures like social safety nets or flood barriers are often sidelined in favour of “innovative” projects with more appeal to donors. Similarly, “social capital” is promoted abstractly rather than through actionable steps to strengthen local governance or community networks. This may sound progressive on paper, but it leaves ground realities unchanged.
Development jargon is like clutter—each term may have a purpose, but in aggregate, it’s overwhelming. A “back to basics” approach, like Marie Kondo’s tidying philosophy, could be transformative for policy in the Global South. Just as Kondo urges us to keep only what “sparks joy,” policymakers in the South should hold onto frameworks that spark real, context-specific value, decluttering their agendas from terms that do little but create distraction.
The cases of Rwanda, Singapore, Thailand, Vietnam, India, and Malawi are potent reminders that the Global South can carve out an agenda that meets local needs first. Focusing on core issues like healthcare access, sanitation, and education demonstrates that meaningful progress doesn’t require buying into every new policy fashion or development fad that surfaces in the Global North. It’s a reminder that Southern countries don’t need to run on a policy hamster wheel just to be considered “progressive” by Northern funders.
This isn’t about closing the door on international collaboration; it’s about opening it to partnerships that serve real priorities over donor optics. By championing a blend of local focus and global cooperation, policymakers in the Global South can ensure that limited resources drive lasting outcomes—not just new labels in development reports. Southern leaders can steer a steady course toward progress if they assert their agendas with clarity and purpose. Without this resolve, however, the development journey risks drifting aimlessly, buoyed by each passing jargon, yet never genuinely advancing toward meaningful change.
This article was published on 10 November 2024 in www.thewire.in
To effectively manage the complexities of South Asia, India must develop robust early warning systems dedicated to its neighbourhood. Recent global events highlight the critical need for such mechanisms.
The South Asian geopolitical landscape is fraught with instability, posing chronic migraines for India’s foreign policy. From Sri Lanka’s economic collapse to Pakistan’s perennial brink of bankruptcy, Bangladesh’s political uncertainties, Nepal’s revolving-door governance, Afghanistan’s Taliban resurgence, Myanmar’s military corruption, and the Maldives’ political volatility, India faces a complex and precarious neighbourhood. This scenario demands a strategic and sophisticated approach to diplomacy that can navigate these turbulent waters and safeguard India’s national interests.
A ring of instability
Sri Lanka, our southern neighbour, has experienced an unprecedented economic crisis, leading to severe political instability. Bangladesh faces uncertainties with shifts in leadership and perhaps governance systems, while Nepal’s governance, at best, remains unpredictable with frequent changes in prime ministers. Pakistan, perpetually on the edge of economic collapse, poses security and diplomatic challenges. Afghanistan, under Taliban rule, presents a security threat that extends beyond the region. Myanmar’s military regime is mired in corruption and repression, and the Maldives continues to oscillate between political aspirations and instability. This environment of everlasting turmoil has profound implications for India’s security, economic growth, and diplomatic strategies.
The interconnectedness of the South Asian neighbourhood is both a geographic and a socio-political reality. The events in one country often ripple through the region, influencing political, economic, and social dynamics in neighbouring states. This interconnectedness means that instability in one nation can quickly permeate borders, creating a domino effect that can engulf the entire region, including India.
For instance, economic turmoil in Sri Lanka has already begun to impact trade routes and supply chains. At the same time, political unrest in Bangladesh can lead to new refugee influxes and heightened border tensions. Nepal’s political instability affects trans-Himalayan connectivity projects, and Pakistan’s economic struggles exacerbate regional security threats, including terrorism and insurgency, which can easily spill over into Indian territory. This regional contagion effect is reminiscent of the Arab Spring, where uprisings in the Middle East and North Africa spread rapidly from Tunisia to Egypt, Libya, Syria, and beyond, igniting widespread chaos and conflict.
South Asia, with its historical, cultural, and economic ties, is similarly vulnerable to such a cascade of instability. The fragile political environments and common socio-economic challenges mean that unrest in one country can ignite similar movements in others, driven by shared grievances and amplified by modern communication technologies. In this volatile landscape, regional upheavals could jeopardise India’s stability, necessitating a robust and anticipatory diplomatic strategy to manage and mitigate the risks.
The case for a specialised neighbourhood foreign service
Considering these challenges, Indian diplomacy in the neighbourhood requires a radical rethink. A proactive, strategic, and nuanced engagement with our neighbours is essential. Central to this new approach is establishing a specialised neighbourhood foreign service (SNFS) – an elite cadre within the Indian Foreign Service (IFS) dedicated to managing relations with South Asia. This SNFS would be integral to the IFS yet regarded as a premier testing ground for the accelerated advancement of foreign service officers.
Maintaining the professionalism and autonomy of the SNFS is paramount for its effective functioning. A clear distinction between elected officials (politicians) and career diplomats is essential, particularly in India’s immediate neighbourhood. This separation becomes even more critical in border regions, where local politicians often have vested interests and personal connections across the borders. They may sometimes engage in cross-border political manoeuvring to secure mutual benefits, which can undermine national diplomatic objectives and compromise the integrity of foreign policy.
For the SNFS to operate effectively, it must remain insulated from such political influences. Diplomatic decisions should be driven by national interests and strategic considerations rather than local political agendas. Ensuring this professional distance will enable SNFS officers to engage with neighbouring countries impartially and constructively without interfering with partisan politics. This autonomy will enhance India’s ability to manage regional dynamics more efficiently, foster stable and productive relationships with its neighbours, and safeguard against the potential risks of politicized diplomacy.
The SNFS should attract the best and brightest diplomats through rigorous selection processes that assess their crisis management skills, cultural intelligence, and political acumen. Training for SNFS officers must be specialised, focusing on the region’s unique challenges, including regional politics, economics, and security issues. Language skills, cultural studies, and an in-depth understanding of local governance structures should be integral to this training.
To make SNFS postings desirable, it is imperative to implement a comprehensive incentivization strategy. Competitive salaries and bonuses, career advancement opportunities, and recognition of the strategic importance of these roles are essential. Ensuring that successful stints in the SNFS lead to accelerated promotions and prestigious future postings can attract top talent. Performance-based incentives, such as monetary bonuses and guaranteed postings in desirable locations, will further enhance the attractiveness of these roles.
Supporting the personal and professional lives of SNFS officers is equally essential. Providing secure housing, quality education for their children, and robust healthcare facilities can alleviate the challenges of living in volatile regions. Opportunities for further education and training, such as advanced degrees or specialized courses, can enhance their skills and career prospects. Public recognition and awards for outstanding service can also motivate and reward these diplomats.
The importance of early warning systems
To effectively manage the complexities of South Asia, India must develop robust early warning systems dedicated to its neighbourhood. Recent global events highlight the critical need for such mechanisms. Western think tanks, despite their presence and resources, failed to predict Russia’s invasion of Ukraine. Similarly, international think tanks with many years of presence in Sri Lanka did not foresee the country’s economic collapse. These failures underscore the necessity of an early warning system closely aligned with national interests and managed by the Ministry of External Affairs (MEA).
An MEA-owned and governed early warning system would enable India to anticipate and prepare for its neighbourhood’s political, economic, and social upheavals. This system should utilize data from various sources, including intelligence agencies, diplomatic missions, and public sector think tanks. By integrating traditional intelligence with new technologies such as big data analytics and artificial intelligence, India can develop a predictive model that provides timely and accurate assessments of regional developments.
Public sector bodies, including public sector think tanks, should play a central role in this early warning system. These institutions, closely aligned with government objectives, are better positioned to provide unbiased and strategic insights. Collaboration with academic institutions and private sector experts can further enhance the system’s analytical capabilities. Regular scenario planning exercises and crisis simulations should be conducted to ensure readiness and to refine the predictive models.
The way forward
To navigate this geopolitical landscape, India must blend realism with idealism. Realism dictates acknowledging the instability and preparing for worst-case scenarios, while idealism inspires a vision of a stable, prosperous, cooperative South Asia. Establishing a Specialized Neighbourhood Foreign Service is critical to achieving this vision.
While crucial, focusing solely on countering Chinese influence in the neighbourhood will not comprehensively advance India’s strategic interests. Such a myopic approach risks overlooking the more profound, systemic issues contributing to regional instability and hindering India’s interests. Conducting a thorough introspection to identify and address our failures is imperative. By understanding the root causes of these shortcomings, India can develop a more nuanced and effective foreign policy strategy. To this end, India must invest in creating an interconnected pool of knowledge and expertise that will enable India to anticipate and respond to regional challenges proactively. Moreover, it will foster innovative solutions beyond mere reactionary measures to Chinese actions.
Forget stock markets and GDP trends; there’s another annual report that genuinely reveals the health of a nation: Transparency International’s Corruption Perception Index (CPI). This year, the news for South Asia isn’t pretty. While the numbers don’t directly measure coughs or broken bones, they paint a chilling picture of a region struggling with a disease that eats away at its very well-being – corruption.
Across the board, South Asia scores below the global average, like a student consistently failing basic integrity tests. Only Bhutan and Maldives show signs of improvement, but what about the rest? Stagnant or slipping backwards. Afghanistan languishes at the bottom, Sri Lanka takes a worrying dip, and even giants like India and Pakistan fail to impress.
But why should we care about greased palms and shady deals when discussing health? Because corruption is a silent killer. It diverts lifesaving funds from hospitals, fuels the spread of counterfeit drugs, and silences voices that could expose public health failures. The lower the CPI score, the harder it becomes to guarantee equal access to quality healthcare, a fundamental human right that shouldn’t be a luxury. The CPI is a wake-up call that the fight for a healthier South Asia starts with tackling the rot at its core.
Consider how public health budgets for lifesaving medications and equipment are diverted to enrich corrupt individuals, a harsh reality in many South Asian countries. In 2022, Pakistan’s Anti-Corruption Establishment (ACE) registered a Rs 800 million embezzlement case against seven doctors and four other officials of the Mayo Hospital for a nefarious scheme, purchasing substandard items at inflated prices, effectively playing with people’s lives.
Meanwhile, a few days ago, in India, the Central Bureau of Investigation (CBI) arrested two of its own officers investigating alleged irregularities in Madhya Pradesh nursing colleges. These officers are accused of setting up a cartel that would collect bribes from college officials in exchange for overlooking issues and granting clean chits. The fake nursing college scandal in Madhya Pradesh, India, undermines public health by potentially graduating unqualified nurses who could put patients at risk, raising concerns about the broader prevalence of such institutions nationwide.
When COVID-19 first arrived in adjacent Bangladesh, doctors worried about the inadequate quality of personal protective equipment. There have also been instances of healthcare establishments providing fraudulent COVID-19 test results at a hefty cost. They went even further, charging a premium for Covid-19 treatment, which the hospital should have provided for free and reimbursed by the government. Instead, it did both.
Transparency International’s 2020 report on Pakistan paints a grim picture, highlighting the widespread practice of bribery for essential services like prenatal care and surgery. In this environment, the poor and marginalized, who are already struggling to make ends meet, are often left with no choice but to forego treatment, perpetuating a vicious cycle of illness and despair.
The Criminal Investigations Department (CID) arrested Sri Lanka’s former health minister and current environment minister in February 2024 for spending $465,00 on lifesaving medications that failed quality tests. Sri Lanka’s National Medicines Regulatory Authority (NMRA) claimed that falsified paperwork was utilized to get this batch of low-quality human immunoglobin, a lifesaving treatment for severe antibody deficiency. In the middle of last year, hospitals complained about patients’ drug reactions.
The ‘Pradhan Mantri Jan Arogya Yojana’ health insurance scheme, a source of hope for India’s low-income families, was rocked by allegations in 2021. Private hospitals entrusted with critical care have been accused of inflating bills, performing unnecessary surgeries, and even refusing to treat those who are eligible. This breach of trust may have diverted significant funds to provide a lifeline for the underprivileged. While investigations continue, the possibility of large-scale corruption casts a cloud of suspicion over this critical program.
Nepal’s Omni scandal during COVID-19 starkly illustrates the insidious reach of corruption in South Asian healthcare. Amidst the pandemic’s urgency, a dubious contract inflated prices and awarded medical supply procurement to a politically connected company (OBCI) lacking relevant experience. This case exposes the nexus between politics, business, and bureaucrats, where public health takes a backseat to self-interest, jeopardizing lives during a crisis.
Looking beyond our immediate borders, the Maldives, despite its idyllic image, is not immune to healthcare corruption. A 2019 Transparency Maldives report found evidence of bribery in procuring medical equipment and pharmaceuticals, raising concerns about the quality and accessibility of care. Similarly, Myanmar faces significant challenges. A United Nations report in 2021 highlighted inadequate healthcare infrastructure and a shortage of qualified personnel, exacerbated by potential systemic corruption.
In Ghana, over 80 children tragically lost their lives after consuming cough syrup imported from India, a grim result of systemic regulatory failures and corruption. This incident underscores the severe consequences of compromised safety standards in pharmaceutical exports, driven by the prioritization of profit over human lives. The Ghana scandal highlights the global ramifications of health sector corruption, demonstrating that lapses in regulatory oversight can have deadly international repercussions.
This discussion paints a bleak picture of how deeply corruption pervades South Asia’s health systems, with disastrous consequences for public health. This begs the question: can we remain silent in the face of such widespread suffering? Given the lacklustre and haphazard efforts of governments in this region to address corruption in meaningful ways, two key actors have a moral obligation to raise their voices and help tackle this issue head-on: WHO and UN agencies.
As the world’s leading authority on public health, the World Health Organization (WHO) cannot ignore the insidious link between corruption and poor health outcomes. Its regional and country offices must become vocal supporters of clean and transparent healthcare systems. Issuing strong statements is a powerful way to effect change. The WHO Director-General and regional directors should publicly condemn corruption in health, emphasizing its negative impact on populations. They can set the tone for prioritizing integrity and accountability in healthcare systems by stating their position clearly. Since WHO leadership now makes statements on ongoing wars and conflicts, corruption should no longer be taboo.
WHO’s ambivalence on corruption and reluctance to highlight how privatization of health services harms public health outcomes has not helped either. The evidence for this correlation has long been available, but there has been no effective advocacy by the global custodian of health. South Asian lawmakers and their families frequently own private hospitals, medical colleges, nursing homes, and schools. It is clear where they would stand in the privatization of health debate. WHO should advocate, in particular, with those international finance institutions constantly pushing for lower public-sector health spending and see privatization as the first line of treatment for failing healthcare systems.WHO enters into three to five-year country cooperation agreements with host governments to outline the agreed-upon work plan. Corruption in the healthcare sector should be a vital component of this agreement with allocated funds. Without this, the WHO becomes an accomplice to local politicians who steal donated money.
Thorough country-focused research and reports showing the quantifiable effects of corruption on health outcomes are another essential strategy for fighting health corruption. Data encourages decision-makers to act, especially when it comes to citizen health. Rather than adding to its already overburdened issue list, the WHO should work closely with organizations like Transparency International and the Boston University School of Public Health, which have specialized expertise and credibility in this field. In such partnerships, the WHOcan help develop clear policies, implement effective oversight mechanisms, and promote transparency in health procurement and resource allocation.
Supporting whistleblower protection within WHO, specifically its regional and country offices worldwide, is a critical aspect of combating corruption in health. WHO employees and collaborators who witness corruption firsthand should have safe and confidential channels to report it without fear of retaliation. The WHO can help expose corruption, hold wrongdoers accountable, and improve healthcare delivery by creating an environment where whistleblowers feel empowered and protected.
Development agencies, the United Nations, and international donors are critical players because they provide the financial and technical support required to drive country-level development efforts. However, due to the pervasive influence of corruption, these organizations frequently face obstacles in their efforts. To effectively address this issue, they must take proactive measures and make more intentional decisions. First, they should include corruption assessments in their country reports. This allows them to understand better the scope and nature of corruption in each country, which is critical when developing effective anti-corruption strategies. Recent UN country reports rarely mention the words “corruption” and “misgovernance.” Second, donors should tie aid to demonstrable anti-corruption efforts. Third, they should help civil society organizations (CSOs) combat corruption. CSOs play an essential role in holding governments and other institutions accountable, and they require financial and technical resources to do so effectively.
Corruption is a human invention; it can be dealt with, even in South Asia!
Here I was, walking into the meeting hall for the Australian Embassy Kathmandu‘s “Menopause to Meno-peak” seminar, when I bumped into an acquaintance. Her greeting was as blunt as it was good-natured: “You? A man? On a menopause panel?” A fantastic start, I thought, for the lone male panelist on an all-star female team, especially considering the topic!
Truth be told, from the moment I accepted Ambassador Felicity Volk‘s invitation, I felt a similar sense of exhilaration (and maybe a touch of panic) as when you score a last-minute business class upgrade at check-in, only to realize you’re in your shorts and flip-flops!
Picture courtesy Australian Embassy Nepal
But any initial awkwardness melted away when I met my co-panelists. Ani Choying Drolma, the world-famous Buddhist Singing Nun, and Allie Pepper , the mountaineer who conquers peaks without supplemental oxygen to raise awareness about menopause and inspire women. These were powerhouse women, and I was about to embark on a truly unique conversation.
The audience was just as inspiring—a diverse mix of activists, policymakers, politicians, lawyers, health experts, and media of all ages and genders. Their questions during the Q&A session were as sharp as they were insightful, sparking a truly dynamic exchange.
Ani Choying Drolma on her journey and menopause. Picture courtesy Australian Embassy Nepal
One particularly powerful moment came when Ani Choying Drolma shared her experiences with menopause. In many countries, faith and sexual and reproductive health are seen as opposing concepts. Ani’s courage in speaking openly highlighted the critical need for bridges between these areas. Her talk was a call to action, paving the way for partnerships to empower women on a deeper level.
HE Ambassador Felicity Volk, host of this brave discussion. Picture courtesy Australian Embassy Nepal
Ambassador Felicity Volk‘s point about integrating #menopause knowledge into existing medical practices resonated deeply in her welcome remarks. We don’t need a whole new breed of specialists but a broader understanding among all health practitioners.
Being the only man on the panel also brought a dose of self-reflection. When the ace moderator Neeti Aryal Khanal, PhD asked how I felt, I confessed to feeling hyper-aware of #mansplaining, #manspreading, and all the other “man” faux pas! It gave me a heightened sense of being on the margins, similar to how many women might feel navigating traditionally male-dominated spaces, especially discussion panels.
Don’t give up on us, men. Sunoor Verma responding to audience questions. Picture courtesy Australian Embassy Nepal
The complexities of menopause and Nepal’s unique socio-economic context led to some interesting discussions about potential solutions. When invited to share my thoughts, here is what I offered at different levels on the way forward. Some short-term and some more long-term:
Men: We need to listen and engage with women actively. Stepping outside our comfort zones and initiating conversations is a crucial first step. Don’t only listen but take notes.
Businesses: Make menopause resources readily available to your staff. Consider forming a health group that openly discusses both male and female sexual and reproductive health matters.
SRH (Sexual & Reproductive Health) Organizations: Rethink your strategies. Can we truly expect men to support women’s health if their own needs are neglected? Engaging them is essential.
Donors and Diplomats: Link aid to recipient countries to measurable improvements in women’s health indicators—a powerful measure of societal progress.
Women: Don’t give up on men! We may learn slower, but when engaged through the lens of our own health and family well-being, we often “get it” eventually.
This experience in #Kathmandu adds another chapter to a unique journey – being the only male speaker on all-female panels focused on women’s education, climate change and health in Geneva, Kigali, and now Kathmandu, respectively. Thank you to the Australian Embassy Kathmandu, Graduate Women International, and Observer Research Foundation for these incredible opportunities!
The Indian general elections of 2024, as always, are a spectacle of democracy on an epic scale. Here are seven remarkable trends that give me much hope as a citizen:
One, India experienced good voter turnout over the summer months, with a considerable rise in participation from young people and first-time voters. This demonstrates a dynamic and engaged electorate eager to shape the country’s destiny. Young voters’ passion, in particular, indicates strong democratic involvement and a generational shift in political understanding and activism. The correlation between high temperatures and voter turnout is being studied and will hopefully guide future election scheduling.
Two, the 2024 Indian elections were a technological miracle, demonstrating how cutting-edge innovations can strengthen the democratic process and make it more transparent, secure, and efficient. Blockchain technology was used for voter registration for the first time, making it safe and tamper-proof. This enables voters to check their registration status using a blockchain-based app, preventing voting fraud. AI was also essential for election monitoring. AI algorithms analysed social media in real-time to flag disinformation and hate speech, ensuring a fair and peaceful election. AI-powered facial recognition confirmed voter identities at polling stations, speeding up and decreasing impersonation. Each polling location used electronic voting devices with voter-verifiable paper audit trails. This combination allows voters to validate their vote using a paper slip, improving electronic voting transparency and trust.
Third, these elections marked a significant step towards inclusivity, with a notable increase in women and candidates from marginalized communities contesting seats. According to the Election Commission of India, the number of women candidates rose 10% compared to the previous election. Moreover, candidates from Scheduled Castes, Scheduled Tribes, and other marginalized communities made significant inroads, highlighting a shift towards a more inclusive political landscape that better reflects India’s diverse demographic composition.
Fourth, the 2024 elections marked a groundbreaking shift towards environmental consciousness, making them the greenest in the nation’s history. The effort to reduce the environmental impact was evident across various facets of the electoral process. Political parties embraced digital platforms, significantly cutting down on paper use. Social media, mobile apps, and SMS campaigns replaced traditional posters, pamphlets, and flyers, drastically reducing the carbon footprint. When physical materials were necessary, eco-friendly alternatives took centre stage. Biodegradable banners, recyclable pamphlets, and natural dye inks became the norm. Several parties distributed seed paper pamphlets that voters could plant, symbolizing growth and sustainability.
Solar panels and other renewable energy sources powered polling stations, especially in remote areas. This ensured reliable power and underscored a commitment to sustainable practices. Campaign travel and logistics significantly shifted towards electric vehicles (EVs). Political leaders and campaign teams used EVs to minimize carbon emissions. Public transport incentives further supported this move, including discounted fares on election day for voters using electric taxis and buses.
Five, these elections made remarkable strides in ensuring every eligible voter could exercise their right to vote, regardless of physical ability or location. With about 2.21% of the population living with disabilities and many more facing mobility challenges, these efforts were crucial. The Election Commission of India took comprehensive measures to facilitate voting for people with disabilities, senior citizens, and those in remote areas. Mobile polling stations reached distant locations, and accessible voting equipment, like braille-enabled EVMs and ramps, became more common. India’s rapidly improving infrastructure played a key role. Better all-weather roads, enhanced public transportation networks, and wheelchair-accessible taxis made reaching polling stations easier for voters with mobility challenges. All these reflect a commitment to an inclusive democracy and set a new benchmark for accessibility and participation in the electoral process.
Six, despite ongoing tensions and disturbances in some parts, the 2024 Indian elections were largely peaceful, with minimal incidents of violence or disruption. This success is a testament to the dedication and bravery of India’s invisible administrative personnel and security servicemen and women. Their effective planning and coordination with law enforcement agencies ensured the elections could proceed smoothly, even in volatile areas. These unsung heroes worked tirelessly, often behind the scenes, to maintain peace and order, allowing voters to exercise their democratic rights safely. Ensuring that these services remain non-political, are incentivised appropriately and recognised is critical for the country’s democracy.
Seven, the 2024 elections in India showcased the remarkable impact of having a stable majority government, leading to enhanced efficiency and effectiveness across various sectors. This was evident in how all ministries utilized their platforms, communication channels, and capabilities to the fullest to encourage voter participation, turning the elections into a grand celebration of democracy. In contrast, in India’s experience and neighbourhood, coalition governments often result in two steps forward and two steps back, if not three, due to their inherent instability and conflicting interests. The synergy between the government and corporate sector in driving voter education campaigns in 2024 also exemplifies how a stable government can enhance national initiatives, contributing to the vibrancy of India’s democracy.
Highlighting the positive aspects of India’s 2024 elections, the essence of “Sarvam Parartha Samgraha” rings true—’gather all learning for the greater good’. Despite the high transaction cost, especially for a diverse subcontinent-sized nation, India consistently bets on democracy in its long-term strategy. With innovation and a steadfast commitment to democratic values, the lessons from the 2024 elections can strengthen democracy in India and Bharat for generations to come.
As India votes in the 2024 elections, seven alarming trends that transcend party lines threaten the core of its democratic values and reflect systemic problems within the political sphere.
One of the most alarming tendencies in Indian politics today is accepting corruption as a necessary transaction cost.
Campaign conversations now revolve around the ‘decent’ per cent of kickbacks, indicating a broad acceptance of corruption. Across party lines, all major political parties have benefited from the electoral bonds system’s lack of transparency, which permits unlimited and anonymous donations, creating an environment conducive to corruption. Furthermore, recent corruption scandals involving officials from several political parties demonstrate the bipartisan nature of corruption.
Another alarming trend is the widespread acceptability of violence against women, both within and outside political parties. For example, India’s decorated female wrestlers protested harassment and sexual assault by a prominent politician by sitting on the pavements of Delhi for 4 months, 4 weeks and 1 day, before any serious inquiry was set up. Similarly, the tragic episode in Manipur in which women were paraded naked, as well as the big sex and video scandal in the opposition-ruled Karnataka state, highlight this troubling tendency. Furthermore, the current example of a female parliamentarian being allegedly abused at the home of Delhi’s Chief Minister, who also leads the country’s newest political party, highlights the rot. The absent or at best lethargic response of politicians to allegations of abuse by women showcases the systemic nature of the problem. Tragically this widespread acceptance of abuse stands in stark contrast to the hyper-targeted election campaigns by all parties vying for women’s votes.
It suggests a cynical belief among India’s politicians that women can be taken for granted, are oblivious to such contradictions, or are compliant and immune to abuse.
Perhaps the most depressing trend is omitting critical nation-building issues like education, healthcare, and employment from the current election discourse. These fundamental issues are overlooked mainly by divisive rhetoric and populist promises. For example, in areas such as Uttar Pradesh and Bihar, political campaigns usually centre on caste and religion rather than tackling severe deficiencies in educational facilities and healthcare services. Similarly, in Maharashtra, while political disputes frequently revolve around regional identity and linguistic issues, the state continues to face farmer suicides and rural unemployment.
Political parties’ lack of transparency and internal democracy is also glaringly visible this election cycle. Most parties have opaque decision-making processes and centralised power structures, limiting democratic participation and internal criticism. This internal authoritarianism fosters impunity and detachment from grassroots issues, undermining democracy. The BJP’s top-down decision-making has been challenged. Indian National Congress (INC) dynasty politics have long been suspected. Regional parties are similarly affected. Mamata Banerjee’s West Bengal Trinamool Congress (TMC) has been criticised for centralising authority and stifling opposition. The Aam Aadmi Party (AAP), which promised openness and grassroots democracy, has also been accused of autocracy and lack of internal democracy, particularly in removing founding members who questioned the leadership.
Nepotism, which prioritises family over talent and ability, is another worrying trend in Indian political parties.
Despite electoral losses, Rahul Gandhi and Priyanka Gandhi Vadra remain influential in the Indian National Congress (INC). Regional dynastic politics is seen in Uttar Pradesh’s Samajwadi Party (SP), led by Mulayam Singh Yadav’s son Akhilesh. The Karunanidhi family controls Tamil Nadu’s Dravida Munnetra Kazhagam (DMK), with M.K. Stalin ruling after his father.
Not only established parties are affected. The Maharashtra Shiv Sena is likewise a family affair, with Uddhav Thackeray succeeding his father, Balasaheb Thackeray, and now his son, Aaditya. In Andhra Pradesh, the Reddy family dominates the Yuvajana Sramika Rythu Congress Party (YSRCP), with Y.S. Jagan Mohan Reddy trying to emulate his father. While the BJP has often criticized other parties, particularly the Congress, for dynastic politics, it has not been immune to the same practices. Nepotism within the BJP can be seen as a strategic move to consolidate power and ensure loyalty within the party ranks.
Indian politicians in power and opposition, frequently seek endorsements from abroad to validate their actions and ideas. This craving for international approval is evident in their eagerness to speak at prestigious universities and their emphasis on statements by world leaders that praise their initiatives. These are then highlighted in domestic media, projecting an image of global respect and intellectual recognition. However, this pursuit of international validation can obscure pressing domestic issues. Indian politicians’ reliance on foreign endorsements can divert attention from the critical issues that require urgent and sustained focus.
Finally, the death of ideology across the Indian political spectrum is exemplified by politicians’ frequent party switching, which is motivated more by convenience, opportunity, and the seduction of power or money than by any firm commitment to principles or policies.
MLAs’ repeated floor-crossing has caused substantial political instability and governance issues in some states. This erosion of ideological loyalty erodes public trust and threatens the integrity of democratic institutions as voters increasingly struggle to rely on their elected leaders’ professed ideals.
The Sanskrit term Ātmānaṃ viddhi, or ‘Know thyself’, highlights the significance of deep self-awareness and introspection. It encourages a journey inside to find one’s actual nature and purpose. Perhaps Ātmānaṃ viddhi should be the united minimum programme of all political parties in India.
Dr Sunoor Verma is the President of The Himalayan Dialogues and an international leadership communication expert. More on www.sunoor.net
On International Women’s Day, leaders send hollow tweets, posts, and messages praising women’s empowerment. Cut through the noise and get to the point: are these leaders keeping their promises or faking them? When a male or female leader broadcasts a flowery message about women’s empowerment, ask them to answer my questions and then judge them. People say the proof is in the pudding.
What is the current percentage of women across strata in your organization?
Organizational leaders should report women’s representation across levels and answer why these percentages are low. Annual gender representation goals should be publicly posted. And feature in the annual corporate reports.
When did you last conduct a Gender Pay Equity Audit and report it?
Act on wage equity instead of talking about it. Organizational leaders must disclose gender pay audits that identify and address discrepancies. Regulations like wage bands and standardized pay scales can reduce unconscious bias in compensation talks. Anything less is unacceptable.
Prove that you are enforcing Equal Opportunity Recruitment Practices!
Leaders must show they recruited diverse talent fairly and inclusively. Blind recruitment methods and diversity training for hiring managers prevent unconscious bias in the selection process. Furthermore, leaders should publicly state that they aggressively attract female leaders through focused recruitment.
What practical measures have you taken to combat the rampant bullying and mobbing of women in the workplace?
Bullying and mobbing decrease women’s self-esteem and career prospects. Leaders who act decisively to address these issues want to create a respectful and equal workplace. Leaders should report the number of incidents resolved without the female co-worker resigning.
What efforts have you made to stop inappropriate language and make perpetrators accountable, or are you ignoring rampant sexism as ‘office banter’?
Discriminatory rhetoric hurts women. Leaders must implement clear policies, give extensive training and awareness campaigns, model respectful communication, encourage open reporting and complaint resolution, and hold people accountable.
Have you taken proactive steps to address women’s health needs?
Leaders who prioritize menstruation, nursing, and menopausal facilities show they understand and are committed to women’s unique challenges. Before offering free condoms in office restrooms, provide women’s hygiene products. Menstruation is not voluntary, but sex is!
What is your Mentorship and Sponsorship Program for women?
Leaders should create mentorship and sponsorship programmes to help women navigate the corporate jungle and crack the glass ceiling. These programmes build the organization’s female leadership pipeline.
Do you ensure a strong representation of women in redressal committees?
Senior and sufficient women in any organizational redressal committee are essential for fair and successful workplace issue resolution. They are not just a matter of tokenism but a strategic need for workplace respect and accountability.
Are You Leading by Example in Creating an Inclusive Workplace or Ignoring Discrimination?
An inclusive workplace requires leadership accountability. Diversity indicators should be included in performance evaluations for organizational leaders to promote team diversity and inclusion.
We should demand actual action from our leaders on International Women’s Day instead of celebrating meaningless gestures. All leaders, put your money where your mouth is. Women deserve action, not words. Stop sending flower emojis and start reporting your behaviours!
Dr. Sunoor Verma advises government and business leaders on strategic alliances, advocacy, and leadership communication. See www.sunoor.net for his global practice.
In the wake of the COVID-19 pandemic, we witnessed an unprecedented surge in health communication efforts aimed at educating and mobilizing the public. While the importance of such #healthcommunication cannot be understated, there’s a growing concern of “health communication fatigue” as we risk overloading the public with information. In this article, I will explore the challenges of communication fatigue and offer strategies to ensure our messages effectively achieve public health objectives.
Much like the indiscriminate use of antibiotics can lead to unintended consequences, over-communicating health messages without a strategic approach can render our communication efforts ineffective. In the early days of the pandemic, organizations like WHO took centre stage in effectively communicating complex scientific knowledge. However, as we’ve continued to flood the public with information, we now risk a “HelDemic” of excessive health communication, both digitally and physically. The very “Infodemic” many health organizations aim to fight may be gaining from the indiscriminate health communication these organizations are indulging in.
Indeed, it’s time to address the ever-expanding plethora of health days. We’ve come a long way from marking general health awareness days, and it seems like we’re on the brink of celebrating the “World Day of the Right Kidney” or perhaps the “Day of the Arch of the Aorta.” While raising awareness about specific diseases, organs, and behaviours is crucial, we must strike a balance. The constant barrage of dedicated days can dilute the impact and lead to a sense of exhaustion among the public. We must prioritize key health issues, combining awareness with concrete actions. Let’s not forget that meaningful change in public health is more about sustainable, well-thought-out strategies than having a day for every tiny medical detail. After all, there’s only so much room on the calendar, and we should use it wisely to ensure our messages hit home effectively.
#BehaviouralScience offers compelling insights into #MessageFatigue resulting from overcommunication. The human brain is inherently wired to adapt and filter information to efficiently process an overload of stimuli. When individuals are consistently bombarded with health messages and information, their attention span wanes, and their receptivity to new messages diminishes. This concept is known as habituation, a fundamental principle in psychology. When people encounter the same information repeatedly without novelty or a clear call to action, they become desensitized, rendering subsequent messages less effective. Additionally, cognitive load theory highlights that excessive information can overwhelm the brain’s limited mental resources, decreasing message retention and comprehension. To combat #messagefatigue, it is essential to apply behavioural science principles, such as novelty, relevance, and clarity, in health communication strategies, ensuring that messages are frequent, engaging, resonant, and actionable.
The primary challenge is balancing the need for information dissemination and the risk of communication fatigue. To do this effectively, we must prioritize and strategically choose critical health days for communication. Rather than inundating the public with continuous events and messages, we should focus on a select few that have the most significant impact in the context of each country’s morbidity and mortality data.
Similarly, before choosing the health day to mark and encourage the population to take action, check if you have created the necessary infrastructure and trained the health staff. Only talking and having no facilities supporting action will reduce the audience’s trust in you as a communicator. Let’s take a page from the Singaporean playbook, a country celebrated for its strategic approach to health campaigns. Unlike the chaotic flurry of information that can overwhelm public health communication efforts, Singapore opts for a more measured strategy. They first build the necessary infrastructure, invest in training their healthcare staff, and only then launch well-thought-out health campaigns. This method ensures that the communication aligns with the country’s capabilities and resources. For instance, their successful ‘War on Diabetes’ campaign was launched after setting up a nationwide system for diabetes prevention, care, and treatment. It’s a testament to how governments can measure health communication, focusing on sustainable actions over flashy announcements.
For low-income countries heavily reliant on foreign aid, public officials may focus excessively on marking health days prioritized by donors. This diverts their attention from core responsibilities and risks undermining domestic ownership and sustainability. Striking the right balance is essential and requires local health leadership to have a spine and be incorruptible.
A shining example of this approach is the nation of #Rwanda, which, after experiencing a devastating genocide in 1994, has risen like a phoenix, demonstrating the power of local stewardship. The Rwandan government has taken control of its #DevelopmentAgenda and #HealthCommunication strategies, ensuring that international donors align with their priorities. As a result, they’ve seen remarkable improvements in healthcare access, education, and infrastructure, reducing child mortality and infectious diseases.
#StrategicHealthCommunication is critical, especially in low-income nations with limited resources. It involves profoundly understanding the local context, target audience, and the cultural factors affecting health behaviours. Effective strategies include audience analysis, evidence-based messaging, channel selection, deliberate message distribution, and rigorous monitoring and evaluation.
In a post-colonial world, #LeadershipCommunication plays a pivotal role in low-income countries, where building trust, mobilizing resources, influencing behaviour change, strengthening health systems, and managing crises are paramount. National health leaders must communicate effectively to instil trust, mobilize resources, drive behaviour change, and forge alliances to strengthen health systems. Above all, it requires national health leaders to be loyal to their mandate and not merely in the service of international donors.
For health leaders, national and international, talking selectively, concretely, and effectively may be better at preventing health message fatigue than generating endless noise using fluff and jargon to have their faces plastered over posts and posters.
As we move forward post-COVID-19, it’s crucial to recognize the potential pitfalls of health communication fatigue. Strategic health communication and effective leadership communication are essential to navigate this landscape successfully. By striking the right balance, prioritizing critical health days, and ensuring that public officials don’t lose sight of their core responsibilities, we can ensure that our public health messages effectively achieve our goals.
I had come to see off my eighty-four-year-old uncle, who uses a wheelchair at Kathmandu’s Tribhuvan International Airport. He was flying to New Delhi. We had chosen to fly him with India’s premier airline, Vistara, which prides itself on its joint ownership by two iconic brands, TATA and Singapore Airlines. Not to leave anything to chance, his son booked him on Business Class.
Kathmandu airport has two business lounges – the one managed by Radisson Hotel is a twenty-odd-step climb on the first floor. There are no elevators. Soltee Hotel operates the second lounge, which is on the ground floor. While the airline had booked a wheelchair for my uncle, it invited him to the first-floor lounge as it only had an agreement with the Radisson lounge. Forty minutes of discussion with three staff levels later, Visatara finally agreed to make an exception and allow him to the ground floor lounge. Had I not persevered, my uncle would have been denied using a lounge he was entitled to because of his #age and #disability.
The Nepal office of the otherwise outstanding Vistara had not used the prism of disability and ageing when deciding to make an exclusive contract with one lounge, while other international airlines operating out of Kathmandu hedge their bets and let passengers choose a lounge.
Making policies and guidelines on disability and #ageing requires complex-multidimensional #advocacy and leadership communication. Ideally, the organizations would have an ageing and #disability focal point that would be empowered enough to examine all client-facing decisions of the organization through the ageing and disability lens. The Human Resources heads need to ensure that in their induction programs, disability and ageing are featured in the curricula.
Clearly articulated leadership communication on a company’s commitment to creating inclusive products is a must and needs to be frequently repeated. There are, of course, trailblazers- Satya Nadella, CEO of Microsoft, has spoken publicly about his commitment to making Microsoft products and services accessible to everyone. He believes that people with disabilities can significantly contribute to the workplace. Similarly, Julie Sweet, CEO of Accenture, has said that her firm is committed to creating a culture of equality where everyone can advance and thrive and making its products and services accessible.
Soon, more airlines and airport operators will realize the economic imperative of using the ageing lens in business decisions. WHO predicts that the number of people aged 65 years and older will increase from 1 billion in 2020 to 1.6 billion in 2050. Similarly, the number of older adults who travel internationally will increase from 100 million in 2015 to 260 million in 2030.
Growing up, I have known my uncle as a confident person whose wit and swift decision-making always got him out of any tight spot. He has been a sportsman for the better part of his life. However, with age, I see irreversible changes which make airports and flights a challenge, especially when travelling alone.
#Airports can be large and complex, with long distances, confusing signage, and crowds. Elderly passengers may have difficulty finding their way around, especially if unfamiliar with the airport. Trust in the person pushing your wheelchair is critical for not getting an anxiety attack. A pleasant surprise was the Special Assistance staff at Delhi’s IGIA airport. The gentleman pushing the wheelchair was experienced in dealing with elderly passengers and showed patience and compassion at every stage of the journey. This highlights the importance of appropriately recruiting and training staff dealing with elderly passengers.
Airlines must understand the challenges elderly passengers face to provide them with the best possible experience. Luckily, there are global best practices that go beyond the standard priority boarding, wheelchair assistance, and special seating.
Japanese airports have several features that make them more accessible for elderly passengers, such as clear and concise signage, elevators and escalators throughout the airport, and accessible restrooms. The UK government has a program called the “Passenger Assistance Request Service” (PARS), which allows passengers to request assistance with tasks such as boarding and disembarking the plane, using the restroom, and managing their luggage. The United States has many laws and regulations in place to protect the rights of elderly and disabled passengers. For example, the Air Carrier Access Act (ACAA) requires airlines to provide reasonable accommodation to passengers with disabilities. The ACAA also prohibits airlines from discriminating against passengers with disabilities. This might be why Delta, United and American Airlines CEOs have often publicly committed to making their products friendly for older people.
More airlines and airport operators are starting to realize the economic benefits of considering the needs of older travelers in their business decisions. By 2050, the number of people aged 65 and older is predicted to reach 1.6 billion, with international travel expected to increase from 100 million in 2015 to 260 million in 2030. To provide the best possible experience for elderly passengers, airlines need to understand the unique challenges they face. Fortunately, there are global best practices available that go beyond standard accommodations. The World Health Organization and Centers for Disease Control and Prevention recognize the importance of travel for older adults, but it’s important for them to be aware of the potential risks and take necessary precautions.
It is important to note that the needs of elderly passengers can vary depending on their circumstances. Airports and Airlines should be prepared to work with elderly passengers to identify and address their individual needs and train their staff to deal with elderly passengers. This includes training on how to identify and address the needs of elderly passengers and provide them with the best possible service.
The World Health Organization (WHO) and the Centers for Disease Control and Prevention (CDC) both recognize the importance of travel for older adults. Travel can allow older adults to stay active, learn new things, and connect with loved ones. However, it is crucial for older adults to be aware of the challenges they may face when travelling and to take steps to mitigate those risks.
There are several things that older adults can do to prepare for travel, including:
Get a check-up from their doctor before travelling.
Make sure their vaccinations are up to date.
Get travel insurance.
Plan what to do if they get sick or injured while travelling.
Getting vaccinated against travel-related illnesses.
Practising good hygiene, such as washing their hands often and avoiding contact with sick people.
Eating and drinking safely.
Taking precautions to avoid mosquito bites.
It is also recommended that older adults plan what to do if they get sick while travelling. This plan should include:
Knowing where to go for medical care.
Having a list of important phone numbers, such as the number of their doctor and their travel insurance company.
Having a plan for how to get home if they need to be evacuated.
Aeroplane manufacturers Airbus and Boeing are already working on several initiatives to make their aircraft more accessible to people with disabilities, such as wider aisles and more accessible lavatories. They are also working with airlines to create new training programs for flight attendants to assist passengers with disabilities.This is all great; however, for elderly passengers and those with disabilities, reaching the aircraft comfortably is the first challenge. It’s time for #airlines and airports to put on the lenses of ageing and disability and then up their game.
Dr Sunoor Verma is a global health diplomat-practitioner specializing in strategic partnerships, high-level advocacy, and strategic leadership communication.
An abridged version of this article has been published in Nepal’s English language daily The Annapurna Express on 6 October 2023, page 4.
The gap between the global South and the global North is widening in mainstreaming #menstruation in public discourse. Conversations about menstruation are only now emerging from the shadows of stigma and taboo in many parts of the global South. It is still difficult for people in these areas to access menstrual hygiene products, adequate sanitation facilities, and menstrual education. For example, Women and girls in sub-Saharan Africa and South Asia often resort to using inadequate materials like rags, leaves, or even cow dung to deal with their periods. Health problems, missed days of work or school, and feelings of isolation worsen when people aren’t given the tools they need to succeed.
The global North has made progress in normalizing menstruation. Many North American and European countries encourage menstruation discussions in homes, schools, and the workplace. The UK and several European countries have menstrual leave rules that allow workers to take paid absence for severe period symptoms. People in the US are fighting to end the “pink tax” on period goods, and more companies are discussing menstrual health with their staff. Development, access to resources, and cultural attitudes about menstruation contribute to this North-South gap, emphasizing the need for global menstrual health and hygiene fairness.
#Menopause is a natural transition that occurs when a woman’s ovaries stop producing estrogen and progesterone hormones. Between the ages of 45 and 55, symptoms of this condition can manifest physically and emotionally.
Menopause can cause uncomfortable physical symptoms, including hot flashes, night sweats, vaginal dryness, and fatigue. These symptoms can make a woman’s life miserable and make it difficult for her to do her job. Menopause’s emotional symptoms can be just as trying as the physical ones. Mood swings, anxiety, and depression are all possible for women. The inability to concentrate due to these symptoms can hurt personal relationships and professional output.
Menopause can have a financial impact on women in addition to the physical and emotional symptoms.Women who experience menopause may need to take time off work to manage their symptoms, and they may also need to see a doctor or other healthcare provider. These costs can add up, making it difficult for women to make ends meet.
Menopause is taboo, making it challenging to address the issue openly. Many women experience shame or embarrassment when discussing their symptoms, and they may not want to bother their coworkers or superiors. Because of this, women may have trouble getting the help they require. When companies take the time to learn about menopause, they can better accommodate their female employees. This has the potential to boost employee morale, output, and health.
Businesses can take various steps to establish a more inclusive and understanding workplace for menopausal women. First and foremost, companies must acknowledge that many employees may be inexperienced with menopause symptoms. Employers can educate staff on menopause and its effects to fill this knowledge gap. Businesses may foster understanding and empathy by raising awareness. Creating a friendly environment for menopausal discussions is also essential. Employees should feel comfortable discussing menopause with bosses and coworkers. This open discourse can help menopausal women manage work by fostering compassion and solidarity among coworkers.
For menopausal women, employment flexibility can alter everything. This life stage’s physical and emotional obstacles may demand work schedule modifications. Businesses can offer telecommuting or flextime to meet these needs. These arrangements can help women balance employment and health. Supporting menopausal women also requires healthcare. Health insurance or on-site medical care from employers can help women throughout this transition.
Menopause policies are spreading in companies in the global North. Employees receive full menopause assistance from Pfizer UK. Pfizer trains managers on menopause and staff support. This program encourages discourse and stigma reduction. Menopausal women can feel supported at Channel 4 (UK) “menopause cafes”, where staff can share their experiences and suggestions. Since implementing a menopausal policy with flexible work choices, management training, and a support network, Barclays UK has seen reduced absenteeism and greater employee satisfaction and retention.
Smaller firms may lack the resources of larger ones. By providing educational materials and manager training, they can support menopausal employees. They can also share information about menopause support networks and external resources. These free or low-cost resources can help employees who need more guidance.
The Scottish Parliament and the Welsh Government agree that workplace menopause policies are humane, inclusive, and strategic. Both supported their staff, including Scottish Parliamentarians, with a menopausal policy. Feedback showed that employees and MPs were more comfortable discussing menopause, creating a more inclusive and understanding workplace. These rules boost employee well-being, productivity, cost savings, and corporate brand. Organizations can boost workforce and economic performance by meeting menopause-related requirements.
Over the last two to three years, the global South vs. global North debate has rekindled. While disagreements over trade, intellectual property and nuclear energy will continue, the least we can do is to bridge the menstruation gap between the global North and global South. The increasing number of women parliamentarians in South Asia will hopefully help address the gap in the menstruation discourse.
Dr Sunoor Verma is a global health diplomat-practitioner specializing in strategic partnerships, high-level advocacy, and strategic leadership communication.
In his remarks at the 31st annual convocation of the National Law School Bangalore, Chief Justice of India DY Chandrachud displayed exceptional #leadershipcommunication qualities. In his remarks, CJI Chandrachud addressed the “taboo” topic of #menstruation and the difficulties that #women #lawyers confront in juggling their careers and personal lives. He also related a personal story about his late former wife being instructed to “find a husband who can manage household chores” when she inquired about working hours at a legal company.
In sharing this story, CJI Chandrachud was willing to discuss complex topics and challenge the status quo. He also showed that he is aware of women lawyers’ challenges and is committed to creating a more inclusive and supportive workplace for them.
In the best-case scenario, male leaders address women’s issues on International Women’s Day or when requested to speak at a women-focused event. What lifted Dr Chandrachud’s speech to a leadership speech was that he mainstreamed women and their issues in a convocation speech. This sends a strong message to other leaders that women’s issues must take centre stage in New India.
Here are some of the exemplary leadership communication traits that CJI Chandrachud demonstrated in his speech:
He was authentic and transparent. CJI Chandrachud did not shy away from sharing a personal story highlighting women lawyers’ challenges. This showed that he is willing to be open and honest about these issues, even when challenging.
He was empathetic and supportive. CJI Chandrachud expressed empathy for women lawyers’ challenges and supported them by allowing his female law clerks to work from home when they experience menstruation-related health issues. This shows that he is committed to creating a more inclusive and supportive workplace for women.
He was inspiring and aspirational. CJI Chandrachud’s speech was inspiring and aspirational for young lawyers, particularly women. He challenged them to think about their challenges and work to create a more just and equitable world.
CJI Chandrachud’s speech is a reminder that leadership communication can address complex topics and create a more inclusive and supportive workplace for all. By being authentic, empathetic, supportive, inspiring, and aspirational, CJI Chandrachud demonstrated exemplary leadership communication traits.
In addition, CJI Chandrachud also demonstrated the following characteristics in his speech:
He was courageous. It took courage for CJI Chandrachud to share a personal story about the challenges his late former wife faced as a woman lawyer. This is a personal story and can be challenging to talk about.
He was humble. CJI Chandrachud acknowledged that the situation has improved for women lawyers since his late former wife’s time. He also admits that he could be better and that there is still more work to create a more inclusive and supportive workplace for women.
He was hopeful. CJI Chandrachud ended his speech by expressing hope for the future. He challenged young lawyers to think about their challenges and work to create a more just and equitable world.
Leaders’ silence on menstruation and other pro-women issues contributes to stigma, shame, and inequality. Women are less likely to discuss these issues, seek help, or access resources when they are taboo. This can devastate their physical and mental health and their ability to achieve #equality in society.
The silence of leaders on women’s issues:
Is a form of discrimination.
Sends the message that these issues are not important.
Contributes to the cycle of violence against women.
Menstruation-related discrimination is a long-standing issue in the workplace that has received little attention. It is vital to remember that Menstruation-related job discrimination:
Is a form of sex discrimination. It is illegal to discriminate against someone based on their sex, including their menstrual status.
Can take many forms. It can include being denied time off work for menstrual-related reasons, being asked to provide medical documentation for menstrual-related absences, or being subjected to harassment or bullying because of menstruation.
Can have a severe impact on women’s careers. It can lead to women missing out on opportunities for advancement, being passed over for promotions, and being terminated from their jobs.
CJI Chandrachud’s speech is a powerful reminder that menstruation-related discrimination is a real problem and must be addressed. By speaking out against this form of discrimination, CJI Chandrachud is helping to create a more just and equitable workplace for all women.
Dr Sunoor Verma is an expert in advocacy and strategic leadership communication. During the COVID-19 pandemic, Dr Sunoor provided in-person crisis, risk, and leadership communication training to over 300 Nepalese parliamentarians on behalf of WHO. He also coached four Ministers of Health and four Ministry of Health spokespersons in strategic and crisis communication.
Dr Sunoor has advised WHO, UNICEF, UNHCR, UNDP, ECMI, and their leaders in developing sophisticated coalitions, successfully communicating, and inventing out-of-the-box solutions in development and humanitarian settings. He has also collaborated on international relations, global health, and conflict resolution programmes with Boston University, the University of Geneva, and Cambridge University. Dr Verma coaches and advises elected officials and technocrats in practical science and crisis communication as part of his leadership communication practice.
Global Development Strategist and Leadership Communication expert
The developmental experiences of Rwanda and their applicability to countries such as Nepal are explored in an interview with Dr Sunoor Verma.
The Kigali Global Dialogue Forum is a one-of-a-kind forum that brings together representatives from developing countries to discuss major global issues. It is organised by India’s Observer Research Foundation (ORF) and the Rwanda Governance Board. Set against Rwanda’s incredible growth and development, this selected event focuses on inclusive conversation, bringing varied perspectives, and supporting gender equity. The critical findings are the importance of open discussions, regional alliances, and issue-based collaborations among developing nations.
Welcome to Nepal News Agency. Dr Sunoor Verma will be with us today to discuss developing countries such as Nepal and Rwanda. You were recently invited to speak at the Kigali Global Dialogue; please explain your personal experience and impressions of participating in this unique event in Rwanda.
Dr Sunoor Verma: The Kigali Global Dialogue is a truly unique platform for debate that is convened by two highly credible organisations, the Observer Research Foundation, India and the Rwanda Governance Board, and it brings together a diverse range of voices from developing countries. This dialogue is known for ensuringa significant presence of women speakers, which is not always the case at international events.”
Another thing that makes the Kigali Global Dialogue special is that it’s held in Rwanda, one of Africa’s fastest-growing economies. It’s an inspiring place to be, giving us a glimpse of what’s possible for developing countries.
The topics discussed at the Kigali Global Dialogue are also very bold. They don’t shy away from complex issues; participants can express their views without worrying about pleasing donors or funding sources. This makes for a candid exchange of ideas essential for developing countries.
The Kigali Global Dialogue is an invaluable platform for developing countries to come together, discuss critical issues, and learn from each other’s experiences. I’m grateful for the opportunity to participate in this year’s event, and I look forward to returning.
Can you share some insights that you gained from participating in the dialogue?
Dr Sunoor Verma: One of the most significant insights I gained from the dialogue was the continued relevanceof dialogue between developing countries. Too often, the conversation about development is dominated by developed countries, who may not always understand the unique challenges and opportunities facing developing countries. The Kigali Global Dialogue was a refreshing change of pace, as it was a platform for developing countries to come together and share their experiences. This was incredibly valuable; we could learn from each other and build relationships. Another insight I gained was the importance of regional alliances and issue-based alliances. In today’s world, it is no longer enough to focus on national development simply. We need to work with our neighbours and countries facing similar challenges. This is the only way to achieve sustainable development. The Kigali Global Dialogue was a wake-up call for many. It is a sobering reminderthat developing countries have the power to shape their destiny. We must continue coming together, sharing our experiences, and building alliances. Together, we can create a better future for all as long as there are credible hosts, such as the Observer Research Foundation and the Rwanda Governance Board, whose intentions are trusted.
So the dialogue was held in Rwanda, and its Kigali Global Dialogue and such dialogues have helped the country garner international attention; so can you elaborate on how these dialogues have effectively promoted Rwanda’s achievements and helped foster global engagement?
Dr Sunoor Verma: The Kigali Global Dialogue is a powerful asset for Rwanda to showcase its achievements to the world without being a pony show. It brings together a wide range of influential people from all over the world who get to see firsthand Rwanda’s progress in recent years. This year’s dialogue, for example, brought together people from over 70 countries. They had the opportunity to learn about Rwanda’s economic growth, its commitment to good governance, and its progress in education and healthcare. They also had the chance to meet with Rwandan policymakers and business leaders and discuss ways to collaborate on future projects.
However, The Kigali Global Dialogue is not just about promoting Rwanda’s achievements. It is also about fostering global engagement. When policymakers and business leaders worldwide come together in Kigali, they can build relationships and share ideas. This can lead to new partnerships and new development opportunities.
Rwanda has made some significant improvement in development despite the genocide that occurred not long ago, so what are the factors or strategies that do you believe contributed to Rwanda’s transformation into current Africa’s fastest developing nation?
Dr Sunoor Verma: Rwanda’s transformation always inspires me; it is a remarkable story of how a country can overcome a horrific past and build a brighter future. Many factors have contributed to Rwanda’s success, but I believe the most important ones are visionary leadership, good governance, and investment in human capital.
President Paul Kagame has been a visionary leader for Rwanda. He has articulated a clear vision for the country’s future and has been committed to implementing it. He has also created a robust, stable government focused on good governance and transparency. This has created an environment where businesses can thrive, and people can live in peace and security.
Rwanda has also invested heavily in education and healthcare. This has led to a significant improvement in the quality of life for its citizens. The country now has one of the highest literacy rates in Africa and is also making progress in reducing poverty and malnutrition. Rwanda is also a leader in gender equality, with women making up more than half of the parliament. I am confident that Rwanda will continue to thrive in the future.
I speak passionately about Rwanda’s transformation because it is a model for other developing countries. The principles of visionary leadership, good governance, gender equity and investment in human capital are the same principles that I believe can be applied to other developing countries.
As you said, the society was torn from violence and ethnicity, and now it is embracing its unity; that transition is indeed remarkable for a landlocked country or small country like Rwanda, so what do you believe are the key factors that enable this transition and how can other countries with a similar situation, similar socio-economic problems can learn from Rwanda’s experience.
Dr Sunoor Verma: Rwanda’s transition from a country torn by violence and ethnicity to embracing unity is remarkable. It is a story of how a country can overcome a complicated past and build a brighter future. Many factors have contributed to Rwanda’s success, but the most important ones areleadership, reconciliation and gender equality.
Leadership is essential for any country that wants to achieve its goals. President Paul Kagame has understood the importance of Reconciliation in Rwanda and has taken steps to promote it. He has also committed to gender equality, and women now play a leading role in all aspects of Rwandan society.
Reconciliation is another essential ingredient for peace and unity. Rwanda has taken several steps to promote Reconciliation, including creating a system of local courts and local bodies to help people reconcile with each other. The country has also integrated the issue of Reconciliation into its school curriculums.
Gender equality is also essential for peace and unity. When women are empowered, they are more likely to be involved in decision-making and promote peace. Rwanda has made significant progress in gender equality; women now comprise more than half of the parliament.
Reconciliation is a difficult process, but it is critical in countries that have suffered genocide or other mass tragedies. It is the only way to fully move past the past and create a better future for everyone. Reconciliation does not imply ignoring the past. It is about remembering the past in order to create a better future. It is about acknowledging the grief and suffering inflicted and working together to find a way forward. It is a matter of forgiveness, not forgetting. It is about justice, but not about vengeance. It is a process of healing, not forgetting.
Rwanda has focused a lot on agricultural development to progress since the genocide. Nepal is also an agro-based country, so what methods used by the people of Rwanda can be applicable for Nepal to develop agriculturally?
Dr Sunoor Verma: Rwanda is a remarkable example of a country that has transformed itself from a low-income, post-conflict country to a high-performing economy in just two decades. One of the key drivers of this transformation has been Rwanda’s focus on agricultural development.
Rwanda has invested heavily in agriculture, both in terms of infrastructure and technology. The country has built a network of irrigation canals and dams and introduced new technologies such as drip irrigation and solar-powered pumps. This has helped to increase agricultural productivity and reduce vulnerability to drought.Rwanda has also invested in agricultural research and development. The country has established several agricultural research centres and partnered with international organisations such as the International Maize and Wheat Improvement Center (CIMMYT) to develop new varieties of crops resistant to pests and diseases.
In addition to infrastructure and technology, Rwanda has also focused on good governance and gender equity in agriculture. The government has put in place many policies to promote women’s participation in agriculture and has also made efforts to reduce corruption in the agricultural sector.
As a result of these investments, Rwanda has achieved significant progress in agricultural development. The country’s agricultural output has doubled in the past two decades, and poverty has been reduced by half.
Nepal can learn a great deal from Rwanda’s experience in agricultural development. Nepal is also agro-based, facing many of the same challenges as Rwanda. However, Nepal has the potential to achieve similar results if it invests in infrastructure, technology, good governance, and gender equity in agriculture. I am confident that Nepal can follow in Rwanda’s footsteps and transform into a high-performing economy. It is only a matter of commitment and determination.
For a country like Nepal which is quite similar to Rwanda as it has faced many transitions in the political system, it is now a democratic country experiencing several changes in the political system. So in your view, what aspects of Rwanda’s governance leadership and policies can benefit countries like Nepal facing similar political changes
Dr Sunoor Verma: I have been impressed by Rwanda’s progress in recent years, and I believe that the country has much to offer other developing countries facing similar political changes.
One of the most striking things about Rwanda is its political vision. The government has a clear and long-term plan for the country and has been able to implement this plan effectively. This is in contrast to many other developing countries, which often have frequent changes of government and lack a clear vision for the future.
Another critical aspect of Rwanda’s governance is its political stewardship. The government has channelled international support and technical assistance in a way that has benefited the country as a whole. This contrasts with many other developing countries, where international aid is often fragmented and does not reach the people who need it most.
Finally, Rwanda has made significant progress in gender equality. This contrasts with many other developing countries, where women, including Nepal, are still underrepresented in decision-making roles.
I believe these three aspects of Rwanda’s governance can benefit other developing countries facing similar political changes. If these countries can create a clear vision for the future, channel international support effectively, and promote gender equality, they can achieve significant progress in their development.
I am particularly passionate about the issue of gender equality. I believe that when women are empowered, they can make a real difference in the development of their countries. Rwanda is an excellent example of a country that has benefited from gender equality. I hope other developing countries will follow Rwanda’s example and allow women to lead their societies.
As you said before, Rwanda has garnered a lot of tourist attention. Nepal is also a little bit inclined towards tourism development. It is trying to develop more tourism in the country. It has more tourist attractions than Rwanda, but still, it is not as successful as Rwanda. So what could be the cause behind it and what steps can Rwanda take, and what methods that Rwanda has applied can be applicable in Nepal in developing the tourism sector?
Dr Sunoor Verma: Nepal is a beautiful country with a lot to offer tourists, but it has not been as successful as Rwanda in attracting tourists. If we analyse how Rwanda has achieved this feat of attracting high-value, high, spending tourists, we will find that the answers lie in good governance, branding, and infrastructure.
Good governance: Rwanda has a reputation for being a well-governed country with low levels of corruption. This is important for tourism, as tourists want to feel safe and secure when they travel. Lesson number one- Corruption deters high-spending tourists from visiting a country.
Branding: Rwanda has done an outstanding job branding itself as a tourist destination. The country is known for its gorillas, beautiful scenery, and friendly people. The lesson, Two: Political and economic instability is not conducive to solid branding.
Infrastructure: Rwanda has invested heavily in infrastructure, such as roads, airports, and hotels. This makes it easy for tourists to get around the country and enjoy their visit. Lesson, Three: infrastructure for safe connectivity and secure accommodation is critical.
In addition to these three areas, Nepal can also improve its tourism sector by addressing the following issues:
Gender equality: Nepal has a long history of gender inequality. This can deter female tourists from visiting the country. Nepal needs to do more to promote gender equality and to create a more welcoming environment for female tourists.
Tourism education: Nepal needs to invest in tourism education. This will help to create a more skilled workforce in the tourism sector and will also help to raise awareness of the importance of tourism.
Sustainable tourism: Nepal needs to develop sustainable tourism practices. This will help to protect the environment and to ensure that tourism benefits the local community.
I believe that Nepal has the potential to become a significant tourist destination. However, it needs to address its challenges to realise its full potential.
Lastly, what do you think, methods or formulas Rwanda used to be this successful within two decades? And how would you compare their political system and their development with Nepal’s development?
Dr Sunoor Verma: I have been working in international development for over 20 years and have seen many countries progress, but Rwanda is one of the most impressive success stories. In just two decades, Rwanda has transformed from a country ravaged by genocide to a thriving and prosperous nation.
Many factors have contributed to Rwanda’s success, but I believe that the following are the most important:
Evidence-based decision-making: Rwandan leaders have committed to using evidence to guide their decisions. This means that they have invested in research and analysis and are willing to change course if the evidence shows that they are on the wrong track.
Political will: Rwandan leaders have shown a strong commitment to development. They have made it a priority to improve the lives of their citizens, and they have been willing to make difficult decisions to achieve their goals. There appears to be an agreement among the politicians of Rwanda on a common minimum national interest agenda.
Gender equality: Rwanda has made significant progress in gender equality. Women comprise more than half of the parliament, leading in all aspects of society. This has helped to create a more just and equitable society, and it has also contributed to economic growth.
Public participation: Rwandan leaders have committed to public involvement. They consult with citizens regularly, and they are responsive to their feedback. This has helped build trust between the government and the people, making it easier to implement reforms.
Finally, the Rwandan leadership has maintained stewardship of its National Development agenda and has not allowed foreign interference while being open to considering global best practices.
Airports and airlines can teach you much about #leadership and #communications , especially if you are a keen observer and frequent traveller. The ground operations crew of Qatar Airways‘ Tribhuvan International Airport (TIA) in Kathmandu, Nepal, is one squad that constantly shines out.
TIA is a difficult airport to operate in. It’s a small, busy city with strained infrastructure. Despite these limitations, Qatar Airways (QR) ground personnel consistently outperforms its world-renowned in-flight performance on the Kathmandu-Doha and Doha-Kathmandu routes.
This is remarkable given that the cabin service is a controlled atmosphere that allows for customized attention and the creation of memorable interactions between passengers and the airline. Ground operations, on the other hand, include a variety of responsibilities such as check-in, baggage handling, security, and coordination with other service providers. Because these operations rely on airport authorities, security agencies, and ground-handling businesses, so they are vulnerable to variables outside the airline’s direct control.
Similarly, except for Doha, Kathmandu airport is the world’s twelfth busiest for QR flights, surpassing Istanbul, Dubai, JFK, and Frankfurt. With four inbound and four outbound flights a day out of TIA, QR has the highest frequency and passenger traffic of any foreign airline operating out of Tribhuvan International Airport. Furthermore, they mainly operate wide-body aircraft on this route, which increases passenger and operational complexity, but their service stays continuously reliable and hence great.
What makes Qatar Airways’ Kathmandu ground operation so unique? I believe it comes down to three things:
Vision: The Kathmandu team understands the vision of their CEO and what it takes to give excellent service. They go above and beyond to ensure passengers have a great experience from check-in to aircraft departure. This suggests that leadership and internal organizational communication are consistently excellent and engaging.
Expertise: The team is highly knowledgeable and experienced. They know the airport like the back of their hands and are always up to date on the current regulations. This enables them to identify and resolve issues swiftly and give passengers essential information. Each team member seems a multi-tasker and equally competent at ticketing and passenger service. This means that the operation is not person dependent and suggests frequent, regular and practical training of its ground staff.
Empathy: The team is concerned about the requirements of passengers. They understand that flying can be a stressful experience, especially for the large number of first-time travellers of Nepal. They know the needs of migrant workers, who frequently travel on short notice and with low resources. When such a trait is strongly present in a team, it suggests well-thought-out recruitment processes.
In addition to these three factors, I believe another significant factor contributing to Qatar Airways‘ ground team’s success at TIA is its high #organizationalawareness. This means they clearly understand what their #brand stands for and how they fit into the organization. They are also aware of the values their CEO Mr Akbar Al Baker, promotes in the company and, when asked, modestly attribute their achievements to their CEO’s#leadership approach.
Mr Baker is credited with setting the standard for customer service in the #aviation industry. He is known for his hands-on approach to management, and all the staff I have spoken to over the last ten years on different routes all highlight how he proactively interacts with the staff. Kathmandu’s Qatar Airways ground team reflects Mr Al Baker’s leadership style. They fiercely protect their brand and always look for ways to improve the #customerexperience .
I believe that #organizationalawareness is essential for creating a high-achieving organization. When employees understand what their #brand stands for and how they fit into the organization, they are more likely to be motivated and engaged in their work. They are also more likely to decide in the organization’s best interests.
I recommend that Qatar Airways swap the Kathmandu staff with the Geneva Airport staff for two months and evaluate the difference. I believe that the Kathmandu staff would excel in Geneva, and the Geneva staff would learn a lot from the Kathmandu staff. This would be a win-win for both teams and help Qatar Airways improve its customer service. Most importantly this would mean I get outstanding ground service at my most frequent QR destinations, Kathmandu and Geneva!
Dr Sunoor Verma is a leadership and strategy expert who draws much inspiration from airports and airlines. He spends significant time in transit, he is an ‘antvasin’!
Leadership communication skills are essential for any leader who wants to be successful. They involve the ability to speak clearly and concisely, to connect with an
audience, and to persuade them to your point of view. By analyzing speeches broadcast on audio-visual mediums, we can gain insights into how leaders communicate and use their communication skills to persuade and connect with others. This can be helpful for anyone who wants to improve their #leadershipcommunication skills.
India’s Prime Minister, Mr Narendra Modi, delivered a master class in political #LeadershipCommunication in parliament on August 10, 2023, when a no-confidence resolution was presented against his administration. Mr Modi accused the opposition of having no faith in India, believing those who mocked the country, and being arrogant and incompetent. He also stated that the more they tried to stop him, the more successful he became.
Here is my analysis of Mr Modi’s masterclass.
A combo of leadership & strategic communication
Mr Modi’s speech was effective in several ways. First, Timing: First and foremost, it was well-timed. The no-confidence resolution was introduced two days after Mr Modi’s party, the BJP won the municipal by-elections in Gujarat. This allowed Mr Modi to capitalize on the BJP’s momentum and depict the opposition as out of touch with the country’s spirit. As a result, this speech can also be classified under #StrategicCommunication.
Second, Arguments: Mr Modi’s speech was well-thought-out. He emphasized the government’s accomplishments in the economy, infrastructure, and social welfare sectors. He also accused the opposition of being to blame for many of the country’s problems, such as corruption and communalism.
Third, Delivery: Mr Modi addressed his remarks with passion and conviction. He addressed the people personally and stated unequivocally that he would not back down from the opposition’s challenges. This added urgency and enthusiasm to his address, which helped energize his followers.
How He Used Rhetorical Devices to Connect with the Audience
Mr Modi utilized a variety of rhetorical tactics in his speech. Here are some concrete examples:
Ethos: Mr Modi appealed to the audience’s patriotism by discussing India’s accomplishments and accusing the opposition of being unpatriotic.
Pathos: Mr Modi played on the audience’s emotions by speaking about the difficulties that regular people endure and blaming the opposition of being to blame for these difficulties.
Logos: Mr Modi used facts and data to support his statements about the government’s accomplishments.
Mr Modi also used other rhetorical tactics in his address, including humour, repetition, and contrast. He effectively employed these techniques to connect with the audience and present his point of view.
Modi’s Hindi Skills Gave Him an Advantage in the No-Confidence Motion
Mr Modi’s grasp of Hindi was a significant asset in the no-confidence vote. Despite being a non-native speaker, he could communicate with his audience in Hindi fluently and confidently. In contrast, his opponents were not fluent in Hindi and frequently made errors. This enhanced Mr Modi’s credibility and intelligence, giving him an advantage in the argument.
How He Synced His Body Language with His Verbal Messages
Mr Modi’s body language, in addition to his rhetorical abilities, contributed to the effectiveness of his speech. He conveyed confidence, authority, and determination through various nonverbal cues.
Eye contact: Mr Modi made intense eye contact with the audience throughout his speech. This showed that he was confident and in control.
Posture: Mr Modi stood tall and upright throughout his speech. This gave the impression of strength and power.
Gestures: Mr Modi used several gestures to emphasize his points. For example, he would often point his finger to make a point or spread his arms wide to show his confidence.
Facial expressions: Mr Modi smiled often and looked friendly and approachable. This made him seem more relatable to the audience.
Mr Modi’s body language matched his spoken statement, resulting in a dramatic and compelling effect. His determination and confidence were contagious, and they rallied his parliamentary group.
Here are some specific examples of how Mr Modi’s body language worked in his favour:
When he talked about India’s accomplishments, he would proudly lift his palms in the air and smile. This demonstrated his pride in India’s success and optimism about its future.
When he accused the opposition of being unpatriotic, he would shake his head and point his finger at them. This demonstrated that he was angry with them and did not trust them.
He would drop his voice and sound worried when discussing the difficulties that everyday people experience. This demonstrated that he was sympathetic to their situation and determined to assist them.
How He Used His Attire to Project an Image of Power and Confidence
Mr Modi’s outfit also contributed to his image of power and confidence. The white kurta-pyjama represents purity, but the Nehru jacket represents power and authority. This confluence of symbols aided Mr Modi in projecting an image of a strong and capable leader who was in touch with the people. His formal dress made him appear more powerful and in charge when he accused the opposition of being out of touch with the people. Similarly, as he discussed India’s accomplishments, his immaculate dress made him appear proud and confident. On the other hand, his projected opponent wore a white half-sleeve shirt that conveyed informality and casualness.
How He Played on the Weaknesses of His Opponents
In addition to Mr Modi’s own rhetorical abilities and body language, his opponents’ poorly constructed speeches also aided him in defeating the no-confidence motion. The opposition leaders spoke in a rambling and nonsensical style, making them appear weak and ineffective. They did not attempt to engage with Mr Modi’s views. This gave their speeches the appearance of rage, undermining their credibility and making Mr Modi’s speech appear more persuasive.
The reason why Mr Modi’s speech in the Indian parliament on August 10, 2023, was a masterclass in political #leadershipcommunication is because ultimately the proof is in the pudding- Mr Modi defeated the no-confidence motion with a compelling margin.
Dr Sunoor Verma is an expert in advocacy and strategic leadership communication. During the COVID-19 pandemic, Dr Sunoor provided in-person crisis, risk, and leadership communication training to over 300 Nepalese parliamentarians on behalf of WHO. He also coached four Ministers of Health and four Ministry of Health spokespersons in strategic and crisis communication.
Dr Sunoor has advised WHO, UNICEF, UNHCR, UNDP, ECMI, and their leaders in developing sophisticated coalitions, successfully communicating, and inventing out-of-the-box solutions in development and humanitarian settings. He has also collaborated on international relations, global health, and conflict resolution programmes with Boston University, the University of Geneva, and Cambridge University. Dr Verma coaches and advises elected officials and technocrats in practical science and crisis communication as part of his leadership communication practice.
A call to active lifestyle by Singapore health authorities.
How can a small island nation with a multi-ethnic and multilingual citizenry and four official languages become a global champion in health communication? The answer is to use scientific evidence effectively, to be proactive in responding to evolving trends, to employ many communication channels, and to tailor messages to diverse audiences. And the country with this extraordinary feat will be 58 on August 9, 2023. It’s #Singapore!
Singapore’s demographics are rapidly shifting, posing significant challenges for the country’s health systems. The population is ageing, with the median age anticipated to reach 49 by 2030, as is the proportion of people suffering from chronic diseases. While many chronic diseases can be avoided or delayed, they are expensive to treat when they do develop. Singapore has a higher suicide rate than many other countries, and mental illness is stigmatized. Similarly, the prevalence of obesity rates in Singapore is rising, especially among children and adolescents. And Singapore is addressing all these head-on.
During my visits to Singapore, I can’t help but see behaviour change signals everywhere, some subtle and some direct. Singapore’s health authorities appear to be working on a war footing to confront emerging health concerns by investing in exceptional health communication.
As a strategy and leadership communication professional, I consider Singapore’s approach to be an accurate implementation of “Health is a Human Right” and “Health in All Policies.”
When I decipher Singapore’s magical public health communication formula, I discover the following precious principles:
One, Audience: Understanding your audience is essential to any public health communication strategy. Who are you targeting? What are their concerns? What drives them? After knowing your audience, you may personalize your message. However, this requires leaving your cosy offices and connecting with people in their homes or workplaces. Public health authorities must likewise give up the idea that they know what’s best for people.
Two, Relevance: your message should address your audience’s worries. They should care about it and recognize how it affects them. In contrast to Singapore, which determines its agenda with limited foreign intervention, low-income countries frequently follow the priorities of their international donors.
Third, Credibility: your message should be founded on solid evidence and originate from a reliable source. As in Singapore, this is made possible by multi-sectoral collaboration. Four, Engagement: your message should be engaging and thought-provoking to captivate your audience. It should inspire curiosity and action. Five, Simple messaging: Your message should be easy to understand and avoid jargon and technical terminology.
Singapore’s health communication formula also includes using a variety of mediums to engage people, such as print, television, radio, social media, and public events. Use humour and storytelling to connect with your audience. Track your public health communication campaign’s performance to see what works and what doesn’t, as this helps campaigns improve over time.
Collecting feedback from audiences on health messaging is critical to improving campaigns.
Singapore has many public health successes. Singaporeans’ rising Type Two Diabetes rate prompted the 2016 “War on Diabetes” campaign. The 2015 “National Steps Challenge” to promote physical activity saw fivefold participation by 2018. The government has created an extensive initiative to support firms of all sizes in obesity prevention and management, chronic illness management, mental health, and smoking cessation.
Singapore’s health initiatives’ interconnectedness is their beauty. The government works with the urban planning sector to design localities that encourage physical activity; with the transportation sector to promote public transportation and make it easier for people to walk, cycle, and use active modes of transportation; with the education sector to promote health education in schools and create a healthy school environment; and with the workplace sector to encourage healthy workplaces.
By linking its public health programs with other vital sectors, Singapore has created a more holistic approach to health promotion that benefits the entire population.
Understanding that communication is a means to an end is critical to Singapore’s health communication success. Singapore’s health communication programmes are proactive, evidence-based and serve measurable health objectives—infrastructural investments back health campaigns. To give Singaporeans a place to exercise, relax, and mingle this “Planned City” features government-built 59 regional and 271 community parks. They usually have running, cycling, and inline skating paths that link to nearby parks. Parks have many outdoor workout stations. The government also provides healthcare subsidies. This guarantees quality health care for all.
Leadership by example is also a part of Singapore’s health communication strategy. It sends a strong message to the public that healthy living is essential when Singaporean leaders and top civil servants follow what they preach. This encourages better choices. Singapore’s leadership communication strategy frequently includes health and lifestyle messages, demonstrating their importance as a national priority.
What also helps is that Singapore has traditionally had stable governments with enough majority to expedite health-related legislation. The other significant and rare advantages that Singapore enjoys are – one, Singapore has a long history of electing highly educated and trained science political officials, due in part to the country’s emphasis on education and its commitment to developing a knowledge-based economy and two, the presence of an impressive number of self-made female professionals in high-decision making roles. This is recognized to lead to better representation of women’s interests, more diversity of thought, and more decisive leadership.
Why are so few Asian countries able to reproduce the basic recipe for effective health communication a la Singapore? Because corruption, nepotism, or political and bureaucratic greed come in the way.
Singapore’s public health ambassadors are chosen for their health advocacy, not political connections. Singapore’s health promotion platforms are not chosen for personal profit. Similarly, posters and brochures are printed in proportion to audience size instead of commission. Health authorities in many developing Asian nations have piles of obsolete printed material rotting in their warehouses.
Singapore’s performance suggests good governance and low corruption are necessary for effective health communication. Transparency International‘s Corruption Perceptions Index 2022 ranks Singapore fifth least corrupt country out of 180 nations. In 2023, the Chandler Institute of Governance ranked Singapore top in good governance, ahead of Switzerland, Finland, Denmark, Norway, Sweden, the Netherlands, Germany, the UK, and New Zealand.
International development and philanthropic health programmes in low-income countries need to learn from Singapore’s health communication excellence. In the absence of national-level good governance and the presence of high corruption perception among the population, investing in public health communications is bound to yield poor returns.
Donor funding for health communication is highly susceptible to corruption, causing anger over “failed” health promotion efforts and raising questions over donor credibility. So, unless international donor-development agencies want to mainly boost a country’s t-shirt, flex, and poster printing business or provide politicians with a health platform for self-promotion, the funding of health communication portfolios should be carefully reviewed.
Dr Sunoor Verma is a global health diplomat-practitioner specializing in strategic partnerships, high-level advocacy, and strategic leadership communication. He has supported the work of WHO, UNICEF, UNHCR, UNDP, ECMI and their leaders in building complex coalitions, communicating effectively and devising out-of-the-box solutions in development and humanitarian settings. He has also worked with Boston University, the University of Geneva and Cambridge University on programs that intertwine international relations, global health and conflict resolution.
Ani Choying Drolma on her journey and menopause. Picture courtesy Australian Embassy Nepal 
HE Ambassador Felicity Volk, host of this brave discussion. Picture courtesy Australian Embassy Nepal
Don’t give up on us, men. 
Interview with Dr Sunoor Varma
