What makes you such a successful manager of hundreds of staff in Comoros, Eritrea, Kenya, Seychelles and Somalia?
A. Im a bit tickled by the premise of the question but the answer probably lies in what I read on Friday, 20th July 2007 when I received my annual performance report: as a manager Colin is transparent, firm and compassionate. So there you have the answer from my superiors, peers and subordinates, all of whom routinely contribute to the performance assessment of managers. However, you cannot measure success only in terms of what people think of you. There has to be measurable results in terms of helping staff realize their professional aspirations and even more importantly, helping clients, in governments and society as a whole, realize practical developments goals such as better schools, health services, roads, jobs and so on. Q. What is the opportunity cost of your current job? What do you think you are missing by being at the World Bank? Any personal mentor for you and why? A. In my current job finding time for all that I would like to do is quite a challenge, and is further compound
