To transform Bangladesh, we must lead by example

To break free of old cycles and forge a Bangladesh free of inefficiency, opacity, and corruption requires a new mindset, says Mahmudur Rahman Manna

Bangladesh is witnessing a pivotal moment, with a seismic shift in political power leading to the installation of a new administration. Promising a return to the nation's golden era, the new leadership has caught everyone's attention. But are they at risk of repeating the same mistakes that have long plagued governance? Can leaders drawn from grassroots movements or non-government organisations successfully steer the bureaucratic machinery, or will they eventually become trapped in the very system they sought to reform?

There is a high likelihood that this new leadership, too, will end up as prisoners of the old administration's practices. Why? Because they appear to be focusing on reforming or punishing individuals and groups rather than tackling the fundamental issues with the system itself. This is a hallmark of the old guard - an approach that gets stuck in a cycle of assigning blame and seeking scapegoats, while the real issues remain unaddressed.

Instead, the new administration must break this cycle. They need to lead by example, starting with transparency and accountability in every step they take. The most impactful reforms are not about reshuffling people, but about changing the processes that govern them. Real change will come when they systematically address the underlying mechanisms that perpetuate inefficiency, opacity, and corruption.

For instance, the events of the first three days following the shift in power—such as the mass release of criminals from jails—raise questions that must be addressed openly. The administration must take responsibility for these actions and communicate clearly, showing accountability. Every decision, every appointment needs to be justified, with the public actively engaged in the process. This isn't just about optics; it's about building trust through consistent, transparent actions.

Moreover, appointments must reflect meritocracy. A health ministry needs a health expert at its helm; an IT ministry deserves an IT professional. The public will quickly lose faith if they see individuals without relevant expertise being appointed. Without addressing these fundamental flaws in the process, the new administration risks becoming indistinguishable from the old one.

To truly differentiate themselves, they must focus on systematic reforms—not by fixating on who did what in the past, but by redefining how the system itself functions. Only then can the promise of transformation move from rhetoric to reality.

A NEW MINDSET

The new administration must adopt a service-oriented mindset, seeing themselves not as rulers, but as service providers to the people. Leaders should recognise that they are employees paid by citizens, accountable to them at every turn. This means prioritising public welfare above all else and constantly striving for success and progress.

To achieve this, the administration should:

Answer to the people - Treat the people as stakeholders and engage with them as service beneficiaries. Every day should bring some level of success or progress that can be demonstrated to the public.

Provide a clear roadmap: Provide a detailed, transparent roadmap that outlines goals, milestones, and timelines. The public should have access to this plan and be involved in discussions regarding it.

Account for every action: Leaders must answer for every action, delay, or decision. Successes should be celebrated with the public, while setbacks should be openly acknowledged, with explanations provided on how they will be addressed. By being upfront, the administration can build credibility and trust.

LEAD BY EXAMPLE

To effectively implement a mindset of service and accountability by leading through examples, the administration can follow these steps:

Adopt daily public briefings: Conduct daily briefings where key actions, decisions, and progress are communicated to the public. This could be through press conferences, social media updates, or official bulletins. Transparency in communication fosters a culture of openness and helps maintain the public's trust.

Create a public dashboard for progress tracking: Develop an online dashboard that the public can access to see the progress of various initiatives. Include milestones, timelines, and real-time status updates. This makes the administration’s efforts tangible and demonstrates commitment to delivering on promises. Such a tool should be easy to navigate, allowing citizens to track the government’s progress in critical areas like infrastructure, health, and education.

Establish a feedback mechanism for citizens: Create an effective platform where citizens can provide feedback on government projects, policies, and services. A dedicated team should analyse this feedback, and actionable suggestions should be taken seriously. This mechanism ensures that the people’s voice will shape governance and helps leaders stay connected to realities on the ground.

Publicise policy rationale: For every major policy decision, provide a detailed public rationale. Publish documents and host open forums to explain the reasoning behind decisions, the expected impact, and how it aligns with public welfare. By doing so, leaders demonstrate that their actions are guided by logic and public interest, not by personal or political motivations.

Implement a service training program for officials: Train all government officials in public service values, communication, and transparency. Emphasise the importance of accountability and viewing themselves as servants of the people. This can be done through workshops, seminars, and leadership programs that focus on instilling a service-first mindset.

Lead by example to reinforce accountability: When a leader or official makes an error, use it as an opportunity to lead by example for accountability. Publicly acknowledge the mistake, outline corrective actions, and demonstrate what is being done to prevent recurrence. For instance, if there was a miscommunication leading to public dissatisfaction, the official involved should address the issue directly, providing both a genuine apology and a solution.

Foster inter-ministerial collaboration for better service delivery: Encourage collaboration among ministries to solve cross-cutting issues. For example, a project on improving healthcare facilities will require inputs from health, infrastructure, finance, and technology departments. Establishing inter-ministerial task forces with a clear mandate and regular progress reporting ensures better coordination and service delivery.

Engage local communities in decision-making: Whenever there is a new policy or a major development project, engage local communities in consultation meetings. By involving those directly affected, the administration can ensure that policies are grounded in local needs. For example, before constructing new roads or infrastructure, hold town hall meetings to gather input from residents and adjust plans accordingly.

Establish a performance evaluation system for officials: Create a transparent performance evaluation system to assess the effectiveness of government officials. Metrics could include service delivery, citizen satisfaction, responsiveness, and transparency. Make the evaluation results public, celebrating high performers and helping others improve through targeted training.

Demonstrate personal commitment: Leaders should consistently demonstrate the values they advocate, setting a strong precedent through their own behaviour. This could mean disclosing personal assets to demonstrate financial transparency, adhering to strict ethical standards, and being visible in their efforts to engage with the public. When citizens see their leaders practicing what they preach, they are more likely to believe in the transformation narrative.

CONCLUSION

To genuinely bring about a golden era of progress and prosperity, the new administration must break free from the legacy of superficial changes. Systemic reforms—anchored in transparency, meritocracy, and accountability—will be the true differentiators. Leading by example, fostering a mindset of public service, and engaging citizens at every step will transform rhetoric into lasting, meaningful progress. By addressing the root causes of inefficiency and corruption, the new leadership has the potential to deliver on their promises and truly reshape governance for the better.

[Mahmudur R Manna is a technology leader for Southeast Asia at a global technology company with over 20 years of experience and specialises in driving innovation and growth in the technology sector]