They say the first impression matters. For leaders, especially those entrusted with large and sensitive institutions, their initial actions are often a window into their values, priorities, and leadership style.
Evaleen J. Mitei, the Acting Chief Executive Officer of the Teachers Service Commission (TSC), has in her first month at the helm sent a powerful message: she is a different kind of leader – approachable, pragmatic, and ready to build bridges.
In Kenya’s education sector, where tensions often flare between the employer and teachers’ unions, Mitei’s move to engage union leaders in fresh Collective Bargaining Agreement (CBA) talks is not just a symbolic gesture. It is a substantive act of goodwill and courage.
For years, CBAs have been riddled with contention, suspicion, and sometimes even outright hostility. Teachers have long decried the bureaucracy and rigidity of TSC. But in calling for a roundtable discussion within her first few weeks, Mitei has done what many before her hesitated to do: treat the unions as partners, not adversaries.
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It is this ability to extend an olive branch without weakening the institutional framework that sets apart great leaders. Consider Nelson Mandela, who after gaining political power in a deeply divided South Africa, did not rush to assert revenge or dominance. His first major acts involved reaching out to those who had oppressed him – not from a position of weakness, but from a profound understanding that reconciliation builds stronger nations. In the same spirit, Mitei appears to grasp the power of dialogue and inclusion.
Leadership is not just about occupying a corner office or issuing directives from Nairobi’s Upper Hill. It is about cultivating trust, listening to grievances, and reimagining the future with all stakeholders. Mitei’s open-door policy and willingness to meet union officials is an act of leadership by example. She is demonstrating that effective governance is not rooted in fear or distance, but in constructive engagement.
History offers us other parallels. When Jacinda Ardern became Prime Minister of New Zealand, her leadership was characterized by empathy and active communication. During times of crisis, including terrorist attacks and the COVID-19 pandemic, Ardern’s clarity, compassion, and responsiveness won `global admiration. She listened, she consoled, and she acted – not as a ruler above the people, but as one among them. Evaleen Mitei, in her own quiet way, seems to understand this power of proximity. Her approachability signals to teachers that their voices matter.
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Another remarkable example is Angela Merkel of Germany, who served as Chancellor for 16 years. Merkel was known for her deliberate listening, data-driven decisions, and calm demeanor in the face of storm. When crises hit – whether economic or humanitarian – she did not panic. She leaned into consensus building. That is the mark of a true stateswoman. Mitei’s early signs of preferring dialogue over directives place her in the same ideological family of pragmatic, people-first leaders.
Kenya’s education landscape is complex and politically charged. Teachers form one of the most critical pillars of the nation’s development, yet they often feel neglected, overworked, and underpaid. By initiating conversation so early in her tenure, Mitei is signalling that she is ready to disrupt the status quo. It is easy to ignore teachers’ concerns or defer action under the excuse of “waiting for the right time.” But strong leaders do not wait for a crisis. They act preemptively, in good faith.
More importantly, her temperament appears to be warm but firm – a rare but ideal mix. Hospitality in leadership is not weakness. In fact, it is a strength, especially in a bureaucracy where fear and opacity often reign. Her humane approach may very well be the antidote the TSC has needed for years.
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For a long time, TSC has been viewed not just as an employer, but as a towering institution with a detached, often punitive face. Teachers have at times complained about transfers that feel like punishments, promotions that come without clarity, and a system that rarely listens. Mitei’s tenure is showing early signs of reform – not just in policy but in tone. Tone matters. It humanizes institutions. And when teachers feel heard and valued, the ripple effect reaches the classroom and ultimately, the learner.
Evaleen J. Mitei has made a strong, bold, and commendable start. She is not trying to please everyone – that is not leadership. She is, however, attempting to listen to everyone, and that is what great leadership looks like. Kenya needs more of this: leaders who walk into office and begin fixing, not blaming; leaders who open doors instead of hiding behind them; leaders who face the people, not the camera.
It’s too early to judge her legacy, but it’s not too early to acknowledge her style. If the first month is a template of what’s to come, then the future of TSC under Evaleen J. Mitei looks promising. Like all effective leaders, she is letting her actions speak first. And they are speaking volumes.
By Kamomonti wa Kiambati
Kamomonti teaches English and Literature in Gatundu North Sub County.
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