Dialogue Vol. 2, No. 3

INTERVIEW WITH JAYENDRA NAIDOO BY MEMBERS OF THE NEDLAC SECRETARIAT

What were your fears when you took on the role of Executive Director of Nedlac?

I was actually overseas (in Norway) when the interview for Executive Director was done - it was over the telephone. I didn't have too many fears then, but in May 1995, I started to have fears - we were in the middle of the LRA negotiations, and it was like no other negotiation I'd ever been in…even though I was one of the experienced people in the country in terms of negotiations… no one was communicating. I realised then, that this post-election game is totally different. Before that, I thought it would be similar to the National Economic Forum in style with a more substantial agenda.

Nedlac existed nowhere. There was no champion for it. I was a pretty lonely figure at times. There was a fear that the alternative channels would prove to be stronger, or a fear that one of the parties would withdraw. There would have been a really bad chain of consequences if that had happened.

Up to when did that fear last?

The middle of last year….right now there is no question anywhere that all the parties are fully committed to engaging each other in NEDLAC

What skill have you developed the most in your time at Nedlac?

The skill of waiting. If you move at the right moment, you can get something done. The important part of timing is to wait - which is not to be confused with being indecisive - it's an extraordinarily active thing - watching, listening, reading, analysing, feeling, being on your toes and not moving, but being ready to make the move when the time is right.

What qualities does the person need who will follow you?

He or she must have an understanding of economics and social policy issues.

The person must have energy. He or she must be internally secure and a self-confident person to a reasonable degree. He or she must be capable of dealing with things at a level of detail, but still keep up with the big picture too. He or she should cope with pressure well, and have good people skills.

A good tactical brain would help, but most important is a big heart, a heart that people can relate to ..and he or she must have empathy with the people he/she is dealing with. To follow me, the person will have to be a good manager - as that wasn't one of my strengths!

What advice would you give to the next Executive Director?

Practice looking calm. If you are bubbling and boiling inside, just work on your calm exterior look. Those days that I showed stress became worse. Walking a tightrope successfully requires that everyone must believe you are going to stay on it.

Otherwise:

Aim to have fun

Aim to do your best

Aim to be yourself

What will you miss the most?

So many things …. The buzz when you get a problem and manage to construct the right solution and sell it to everyone… "I'm an adrenaline junkie"!

What do you look for in terms of job satisfaction?

It is the ability to go into the relatively unknown and make things happen. To create something new…

In the 70's & 80's we created and built unions that were totally different from the old type of trade unions …we negotiated deals that had never been done before, including the Peace Accord…Nedlac was a new thing …Whatever I do now, it will be a new thing.

Do you mean that Nedlac has become boring?

Nedlac is established, it's not boring. It is still challenging but I feel my best contribution to building it has already been made

With the benefit of hindsight, what would you do differently?

The first negotiation would not have been about the LRA, it would have been about the Reconstruction and Development Programme (RDP) …to have a formal agreement from everybody on the RDP and how to implement it… We should have negotiated how to give it content, what to do. If we had had that, we would have had a full agreed agenda for Nedlac for 5 years. The RDP gave rise to a lot of commitments. If we had worked out a plan to follow that through , in the area of competence of Nedlac, it would have given us a strategic coherance which we did not have initially.

Otherwise, I wish we could have had more staff members, especially in research.

What do you rate as being Nedlac's successes?

The LRA - well, in fact all the labour laws except possibly the BCEA… competition policy … the fact that the community constituency was established and has become an increasingly effective voice of civil society … the ongoing commitment to the process by all the main players- Nedlac's constituencies see Nedlac as an established vehicle; the handling Section 77 protest action notices - there's a predictability that is being established there … making input into the trade negotiations … giving impetus to similar participatory vehicles for dialogue especially in the Southern African region…seeing many new institutions being established, such as the CCMA, and others successfully restructured…

And Nedlac's failures?

The macro economic discourse has been poor … and we haven't reached a full scale economic vision - the difference between dialogue and partnership… although, looking back, I suppose that it is a bit too soon to expect that after only 4 years.

Do you think your leaving indicates a downstepping of Nedlac's strategic importance?

No. There will always be a strategic need for the social partners to talk to each other. The process of formulating rules is a living one, and there will be an ongoing need to re-work legislation. The work of the Trade and Industry chamber is really only getting going now, and the Southern African issue will bring a lot of new opportunities for research and making new inputs.

Being in the business of making compromises, have you ever found yourself in a position where your morality/ethics have been compromised?

No, I've never felt my morality or ethics threatened by anything at Nedlac.

The truth is, everybody has got a reason for their point of view. If you listen to business or labour, there is something that is real to each of them behind what they are saying. No matter how much you agree or disagree with a position, it is based on some reality. It's even in line with basic Marxist theory of dialectical materialism - all ideas being derived from some concrete reality or objective material conditions. When you reach an agreement, it's not necessarily a lowest common denominator compromise. It could be the best pragmatic solution.

What do you look for in staff?

They should be young and energetic; sharp and have an adaptable personality - they must be able to handle a really diverse bunch.

If each constituency were having a bosberaad, and you were asked to tell them each one thing, what would it be?

Business and Labour: You must show you are putting a high priority to the broader national interest and move beyond typical adversarial behavior. Business needs to have a greater involvement of Black leaders representing them in Nedlac.

Govt: You must co-ordinate your positions and processes much better, perhaps under some strategic centre

Community: You need to build on your current progress to become the full voice of civil society instead of being just 4 independent sectors.