BUILDING A CULTURE OF TRUST AT COCOBOD: RETHINKING WORKPLACE CONVERSATIONS

Date: 14th April 2025

Renowned American author, journalist, and lecturer, Gail Sheehy, once said, “If we don’t change, we don’t grow. If we don’t grow, we aren’t really living.” The reality of this statement holds true in our everyday lives. Change often brings with it a mixture of hope, uncertainty, and renewed energy. 

Dr. Ransford Anertey Abbey was appointed Acting Chief Executive by His Excellency John Dramani Mahama, President of the Republic, in the third week of January 2025. Dr. Abbey’s appointment was met with keen interest among staff and stakeholders in the cocoa fraternity. 

Known for a calm disposition, analytical thinking, and strong administrative value skills, many within the organisation looked forward to understanding his vision and how it would shape the future of Ghana’s cocoa sector. Following his assumption of office, Dr. Abbey embarked on a few familiarisation tours of COCOBOD’s Head Office, Divisions, Subsidiaries, and operational areas in the Eastern Region. Yet, across corridors and group chats, whispers and many questions echoed among the more than 10,000 employees nationwide: “When will the new CE speak directly to us? What direction is he taking? And what about staff welfare?”

Eventually, the HR Directorate released an official circular announcing a staff durbar to be held on Monday, 7th April 2025, at the Head Office in Accra. Staff were to be nominated from the Regions and Subsidiaries to attend the session in person, while others could join virtually. Fortunately, I was nominated by my Boss to attend physically, a privilege I didn’t take lightly. As I made the journey to Accra through the heavy traffic that sunny afternoon, a myriad of thoughts ran through my mind; What kind of future awaited COCOBOD under this new leadership? Would the CE address staff anxieties about job security, promotions, and working conditions? I was also on the lookout for a compelling story that I could author for publication in the COCOBOD Newsletter, and I had a hunch I might just find one there.

The Roof Top was filled to capacity when I arrived. I saw staff busy chit-chatting and waiting in full anticipation of the formal introduction of our new Management. When Dr. Abbey mounted the podium, the Roof Top was quiet with expectation. And rightly so, he began not with praise or pretense but with candour and courage. He laid bare the challenges confronting the cocoa industry: ballooning debt, rolled-over cocoa contracts, the scourge of Cocoa Swollen Shoot Virus Disease (CSSVD), declining productivity, and distressed farmers. In conclusion, it looked like the picture wasn’t pretty, but it was real.

Notwithstanding, in the midst of the sobering analysis, he offered a word of hope. “With prudent management, fiscal discipline, good agronomic practices, and the unwavering dedication of our staff, we can revive this industry in three years” he said. And when we do, it will be to the benefit of every farmer, stakeholder, and worker along the cocoa value chain.” His assurance sparked a ripple of optimism among staff listening in-person and those who joined online. One could feel a shared resolve rising among staff – “we’re in this together.” 

But what truly struck a chord with me, and what gave birth to this article, was what followed next, the call for integrity. Turning to organisational culture, Dr. Abbey issued a bold call for a change in the quality of workplace conversations. “I will not entertain gossip and backbiting,” he warned firmly. “If anyone brings me information about a colleague, I will only act on it after I have conducted my own thorough investigations. This is the only way we can build a trusted and unified team.”

It was a simple statement, but it landed heavily, and powerfully. At that moment, I knew I had my story for the next edition of the newsletter: “Building a Culture of Trust at COCOBOD: Rethinking Workplace Conversations.”

The cocoa industry serves as a strong bedrock of the Ghanaian community. At COCOBOD, our mission extends far beyond cocoa, it is about sustaining livelihoods, securing Ghana’s economic legacy, and demonstrating excellence in public service. To fulfil this mission, we must cultivate a workplace environment grounded in trust, respect, and purpose. Gossip, backbiting, and the subtle undermining of colleagues, often disguised as “helpful information”, - erode morale and tarnish the organisational culture. These habits break teams, breed suspicion, and ultimately derail progress. Most of the time, these unethical acts are performed to gain favour from unsuspecting “influential officials.” But we can, and must, do better. 

The CE’s caution finds resonance in timeless principles that echo across cultures and faiths. A quote of Eleanor Roosevelt, the longest-serving first lady of the United States, reads "Great minds discuss ideas. Average minds discuss events. Small minds discuss people." In the Holy Book of the Christian faith, Proverbs 11:13 (NIV) reminds us that: “A gossip betrays a confidence, but a trustworthy person keeps a secret.” Similarly, Ephesians 4:29 (NIV) counsels: “Do not let any unwholesome talk come out of your mouths, but only what is helpful for building others up... that it may benefit those who listen.”  

In the professional context, these values translate into tangible actions:

• Avoiding the temptation to speak ill of others.
• Correcting misinformation instead of spreading it.
• Reporting wrongdoings through proper channels, not casual chatter.
• Focusing on facts, not hearsay.

Real leadership is not defined by how much information one knows about others, but how well one supports and empowers their team. At COCOBOD, we must strive to be leaders at every level, whether managing a Department, Division, Subsidiary, Unit, or contributing as a Senior/Junior Staff member. Let us remember: It is not weakness to speak well of others. It is a strength. It is not a weakness to withhold lies and gossip. It is character.

As we journey through 2025 and beyond under the leadership of Dr. Abbey and his team of Executives, let us make a collective commitment to rethinking how we speak, share, and relate. Let us create safe spaces for collaboration, support systems for growth, and communication rooted in truth and dignity. Our strength as an institution lies not only in our resources or policies, but in our people. And when our people trust one another, speak positively, and champion integrity, the possibilities are endless.

Indeed, if we want to grow and sustain the cocoa sector, it must begin with how we build one another up, one good conversation at a time. We must epitomise the change we want to see. 

By Abigail Ahorgba, APR