A Leader's Guide to Turbulent Times: Lessons from Hisila Yami

Hisila Yami is not just a politician; she is an architect of change who has played a significant role in shaping Nepal’s political landscape. Born into a family with deep political roots, Yami’s journey into politics was influenced by her upbringing and the legacy of her parents. Despite the challenges, especially during the civil war, she has emerged as a resilient leader with a mission-driven approach to politics.

Her understanding of leadership goes beyond the managerial; it is deeply rooted in ideology and the need for systemic change. In a world where individual charisma often overshadows collective decision-making, Yami advocates for the importance of structured political systems and the role of political parties in enacting meaningful change.

As Nepal navigates its economic and political challenges, Yami’s insights offer a unique perspective on what it takes to lead a country through turbulent times. Her experiences highlight the complexities of leadership in a volatile political environment, the importance of history in shaping future leaders, and the need for a balanced approach that combines vision with practical implementation.

What motivated you to enter politics?

When I was growing up, people from various walks of life would often come to meet my father at home. Initially, I did not realise that he was a politician, I simply thought he was a different kind of Newar than the others, but we never had an environment that directly involved us in politics. It was only through these experiences that I began to sense our household was different from other Newar households. After my mother’s death, when I went to Kanpur, India, to continue my studies, I started learning about the political system there. On completing my higher secondary education, I moved to Delhi for further studies, this is also where I met Dr Baburam Bhattarai. It was he who enlightened me about my father’s political legacy and that’s when I realised I came from a political background – not just through my father, but my mother was also a politician.

What defines a leader?

Leadership depends on context and perspective. In business, leadership is more managerial and follows a specific course whereas political leadership is mission-oriented, driven by ideology, and often volatile, it’s not always a gradual process. It operates within the system, but sometimes it requires breaking the system involving various elements.

In politics, you are shaping policy and creating rules, so this form of leadership encompasses all others because it dictates how a country functions. If you are in the UN, for instance, you are influencing how the entire world operates within different systems and how they interact. I would say politics is the pinnacle of leadership. Many people refer to political leadership, but in reality, many political leaders are merely performing managerial tasks rather than doing what they should be which is initiating change, thinking outside the box, and taking risks.

Leadership is often discussed in the context of systemic governance. Recently, there’s a growing trend of individuals claiming that political parties are ineffective and that individual leaders can achieve more. This is a misconception. Laws are enacted through collective decision-making within parties, and even businesses thrive on structured systems. Disregarding the importance of political parties and promoting individual leaders is counterproductive. For instance, Harka Sampang’s focus on labour rights, while commendable, is insufficient for comprehensive governance. Effective leadership necessitates a structured system that operates in tandem with government processes. Relying solely on individual charisma, as exemplified by Balen, is inadequate for sustainable progress.

Given the current situation in the country, what do you think needs to be done?

It is important to note that it’s not just our country, the entire world is in turmoil. Look at what’s happening in England right now, or next door in Bangladesh, and before that in Sri Lanka. Then there’s Gaza, where the scale of destruction is like a decade of war happening in a single day. These are challenging times, but within these challenges, new opportunities are emerging. The digital revolution is increasingly unifying the world, eroding artificial boundaries. Its goal seems to be fostering a unified ideology that considers not just human-to-human contradictions but also the relationship between humans, animals, plants and the entire universe.

Climate change is having a profound impact, much like how social revolutions are intensifying and erupting unexpectedly. We see sudden heavy rains in some places, drought in others, and unexpected snowfall. This calls for a more unified ideology; one that surpasses communist or liberal democratic frameworks. Both have failed to fully address these issues. We need to learn from them, taking their strengths and thinking beyond national borders and even beyond humanity itself. We need a more universal approach, especially as digitalisation is already here, and even children who can’t yet write are using it.

There are two primary approaches to winning over people. Managerial leaders often rely on resources, skillful communication, and personal charisma. However, transformative leaders distinguish themselves through a combination of ideology and practical implementation. While both methods can be effective, a long-term impact is more likely achieved through a balance of vision and practicality. Solely focusing on practicalities may prove insufficient.”

Is leadership ‘inborn’ or ‘acquired’?

In the context of Nepal, there isn’t a structured system in place, so the family often becomes the primary influence. If you grow up in an environment that nurtures leadership – like the one I had – something within you might be triggered. In our context, environment plays a crucial role, and sometimes, situations can create a leader. For example, if someone comes here looking for a job and suddenly finds themselves at the forefront of a protest, they might emerge as a leader. This type of leadership is shaped by circumstances. In South Asia, where there isn’t a well-established system, the household or family often becomes the grounding force for leadership.

One incident that tested your leadership ability and how did you handle it?

During the civil war, we faced intense action against us for six months which was a truly testing period, especially for me because I came from an urban background. Dr Baburam Bhattarai demonstrated strong, continuous leadership; he is a self-made man. In contrast, I wouldn’t say I am self-made in the same sense as I grew up in a political environment. This background meant that whenever things took a turn for the worse, I was the first to be affected. I felt the impact more deeply than Dr Baburam Bhattarai. In fact, if he hadn’t been with me, I might have given up. I often thought, ‘I came here to serve, and this is what I get?’ Many people fled during the civil war, and perhaps no one would have returned. But despite the immense challenges, I persevered through that very testing period.

If you look back on those 10 years of civil war, do you think you accomplished what you set out to do?

One thing I can tell you is that politically, we achieved our goals. Which other country has brought about democracy, established a republic, embraced federalism, and created a secular state all at once? If you look at what we accomplished politically, we succeeded. However, when we were transforming the system, we couldn’t fully change the mindset. I would say two-thirds of the blame lies with those in power, as they were given the opportunity and held government positions for a long time. They should have addressed the issues that were raised, but instead, they conveniently forgot them and focused only on what was necessary to stay in power. Now, people are left feeling disillusioned. They think, ‘We did all this, we achieved democracy, but our own children and grandchildren are not here to benefit from it.’

It’s truly unfortunate. In places like Bangladesh, the public couldn’t escape, but the politicians did. Here, it’s as if the politicians are telling the public they should leave. Take the Labour Ministry, for example, what is its role? It seems like they are looking for ways to send our labour force abroad, even suggesting sending Nepalis to Africa. This is the sad state of Nepal’s political situation. Instead of taking pride in improving the country, they take pride in finding new ways to send people abroad.

When should a leader pass on the baton?

With the new generation rising, you can see that a second layer of politicians being developed, particularly in the Nepali Congress and UML. We don’t have an issue with passing leadership to the next generation, and we are actively grooming people to step up. However, the concern is not just about the new generation taking over but how they approach leadership. For instance, they might speak and act naively, which is understandable at first. But political leadership is different from business leadership; it requires respect for history, an understanding of sacrifice, the ability to be ruthless when necessary, and the courage to take a stand at any risk.

You can’t play it safe in politics, but the new generation seems inclined to do just that; playing it safe, almost like elites. Despite this, it’s still positive that they have entered the arena. They’ll make mistakes, but that’s part of the process. After all, it took 70 years for the Nepali Congress to become what it is today, 50 years for UML, and 20 years for the Maoists. We need to be patient.

Any advice you would like to give to young emerging leaders?

They need to learn history. You can’t simply say that the UML didn’t work properly, the Congress didn’t do it, or the Maoists failed. That’s like saying your parents, uncles, or grandparents are the worst; it is not that simple. Instead, if they are outdated, the question should be: how can we update them? It’s important to respect history and understand that the journey is long, tedious, tough and full of uncertainties.

Take, for example, Bangladesh, where someone ruled for 15 years and then had to flee in a single day. These ups and downs are common. A person you really respect might suddenly change, or someone you trust could end up involved in a scandal. You have to be prepared for these challenges.

Look at someone like Benazir Bhutto. She came from a wealthy family, had an excellent education, and won the presidency of the Oxford Student Union through an election. But when she became prime minister and after her father was killed, she faced enormous challenges. Despite her qualifications, she had to fight to be recognised not just as a daughter but as a capable leader. Even within her own party, she had to fight for her position, and tragically, she too was assassinated.

You have to be prepared for any consequences and be very resilient.

How can a leader prepare for the unknown?

You have to study history. You can’t isolate yourself within your own country – you need to understand how different countries relate to you and most importantly, grasp the internal dynamics of your own party and its politics. Often, you might be boycotted within your party without even realising it, or someone might suddenly pass away, forcing you to take on unexpected responsibilities. Leadership is full of ups and downs and uncertainties, making it very challenging.

How can a leader win over people?

There are two primary approaches to winning over people. Managerial leaders often rely on resources, skillful communication, and personal charisma. However, transformative leaders distinguish themselves through a combination of ideology and practical implementation. While both methods can be effective, a long-term impact is more likely achieved through a balance of vision and practicality. Solely focusing on practicalities may prove insufficient.

How important is a team for a leader?

A team is crucial for a leader. There are distinct types of teams: managerial, mission-oriented, and ideologically driven. The importance of each varies. For instance, during civil wars, characterised by transformative politics, ideologically-oriented teams often prevail. Such teams mobilised people around a shared vision, inspiring sacrifices for a greater cause. Contrast this with established political parties like the UML and Congress, which, despite resources, have seen waning popularity. This suggests that while managerial capabilities are essential, a compelling ideology is the enduring magnet for people. Therefore, effective leadership requires a nuanced understanding of both managerial and ideological dimensions.

Is there any ideal leader that you look up to?

My husband is the ideal leader I admire. His combination of reason, commitment and a deep understanding of both Nepal’s trajectory and the global landscape, including the digital revolution, makes him exceptional.

What aspects of your personality have helped you in your career?

My curiosity about Nepal’s complexities, particularly the disparities faced by women and marginalised groups, has been instrumental in shaping my roles. My perspective, rooted in my birthplace of Kathmandu and its unique challenges, has allowed me to identify systemic issues. Despite personal advantages, I maintain a strong sense of empathy, inspired by leaders like Dr Baburam Bhattarai. This combination of curiosity, critical thinking, and a genuine desire for societal change has driven my past endeavours.