In using the word ‘generation’ he was not, of course, referring to a specific age demographic. He was laying down a challenge to people of all ages, from all walks of life and ethnic groups. 

 

Fifteen years later, the challenge carries even greater import. If this generation is to achieve any kind of greatness, it will need to wrestle with enormous global challenges and make the most of unprecedented opportunities.

 

Research into group dynamics reveals that human cultures have a strong impact on individual choice. Being social creatures, even the most individualistic of us will temper our choices to fit in with the accepted norms of the groups to which we belong.

 

Cultures shape choices and human choices are the stuff that makes tomorrow. 

 

As I have written many times, it is not technology that shakes the future; neither is it events, even wildcard – low probability, high impact – events. It is human responses to technology and events that will decide whether our future is a great one or something less.

 

 

Of course, the former South African president is unique in our time. We are not all called to be global icons. Neither, thankfully, are we forced to endure the oppression and imprisonment that shaped this great man. But we can develop some of the skills Mandela used to articulate a vision for his nation and to marshal the kind of support that moved that vision forward.

 

Here are some key principles we need to adopt to achieve that goal:

 

 

For all of his many achievements, the one for which Mandela is probably most lionised is his preternatural ability to forgive.

 

In the movie Invictus, which reveals much about the early days of Mandela's presidency, the captain of the South African rugby team is played by Matt Damon. In one scene, his girlfriend remarks on how it is amazing that the team has achieved a place in the World Cup final, against all odds. ‘No,’ says the captain, ‘what's amazing is that a man can spend almost 30 years in a tiny cell and then manage to forgive those who put him there.’

 

Even in those early days, it was Mandela's grace that inspired the most.

 

Mandela's forgiveness on release from prison showed that he was much less a prisoner than most of the apartheid authorities had been. He proved on Robben Island that you can be enslaved in body while free in mind and spirit.

 

 

I know from my own experience, which is nothing compared to Mandela's, that when people you trust turn against you, the best you can do is keep your mouth closed and your head down and get on with a new challenge. In the end, your character and skills will shine through.

 

 

In the earliest days of his presidency, Mandela established what would become a key tenet of his national and global leadership. 

 

Even in smoke-filled political backrooms, where politicians often do deals that are at odds with their public pronouncements, Mandela consistently set aside a self-interested agenda to do what was best for his nation.

 

Many a national president has promised to be inclusive in his or her leadership, but few have actually achieved it. Mandela saw the 43 million people under his charge as his extended family and in many ways he led them as a father might.

 

Of course, politics being what it is, not everyone is or was delighted with his leadership decisions. Inevitably, politics demands that compromises be made between what is ideal and what is pragmatically viable. 

 

 

In any enterprise, leaders who consistently put the big picture interests of their community or customers above their own will do better than those whose interest is solely in short-term profits, share-holder applause or their own position.

 

 

If like me you’ve visited the infamous Robben Island, you may well have experienced similar emotions – a mixture of revulsion for the demeaning treatment of the prisoners, with exhilaration at the eventual triumph of their cause.

 

Of one thing I’m certain: you will have been very moved by seeing the limestone quarry where political prisoners carried out their pointless labour, chipping away at white rocks day after day. 

 

Standing in the quarry early in his imprisonment, Mandela said: ‘We must turn this limestone pit into our university.’ Over time Mandela helped to create a culture of learning in the midst of hardship. In the end, many of the previously uneducated prisoners left the island with undergraduate and postgraduate degrees.

 

Two factors were at play here. The first was Mandela’s personal passion for learning.

 

 

The other factor at work is his iron will. Throughout his imprisonment – where he was as much a leader as during his presidency – Mandela maintained a stubborn belief in the rightness of his cause. This gave him the courage to stand on the inside even when he was under pressure to bow on the outside.

 

 

 

In this age of ubiquitous celebrity, much is made of people who have ‘star quality’ and leaders who possess unusual charisma. 

 

 

As president, Nelson Mandela was keenly aware of his celebrity power. Yet he used this as a currency to purchase better conditions for his people and more international investment into his nation.

 

For him, any celebrity or image that was attached to his leadership served merely as a means to a much more important end.

 

Many a leader faces the temptation to make decisions in the interests of short-term perception rather than longer-term corporate or social benefits. For some, the highest goal is the flattering profile in a glossy business magazine, or being invited to sit at the best table in the industry conference.

 

 

As the spread of social networking and other digital technologies brings a greater level of transparency to leadership, individual leaders will increasingly be judged more on performance than personality. And those who treat their leadership position as nothing more than another step on the career ladder will be found wanting.

 

Today, leadership in any sphere must be seen more as a vocation.

 

This will become even more important as the millennial generation emerges into significant influence. Studies have shown that this generation is optimistic about the future and its place in it, but is somewhat suspicious of ‘experts’ whose talk is not matched by their walk.

 

It’s a generation that demands that expertise is demonstrated through civic-minded, not self-serving projects. Leaders whose behaviour reveals only narrow-minded self-interest will find it difficult to attract and hold the attention of this powerhouse generation.

 

 

Men who were Mandela's co-prisoners on Robben Island have often commented on his ability to inspire them simply by his presence and his demeanour.

 

Mandela himself has written about how difficult it was to keep up a publicly positive attitude, when facing enormous turmoil within.

 

Yet, despite the enormous pressures of loneliness, separation from family and frustration brought on by oppression, he would pull himself up by the bootstraps and quite deliberately walk erect, with head held high.

 

 

Within his tiny cell, he kept up a rigorous daily exercise regime. This helped not only to keep his mind clear, but to prevent him from showing outwardly what many others were feeling: defeat and desperation. His physical demeanour was always one of nobility – he worked hard to keep it so.

 

As the former president nears the end of his life, he leaves us with the bar of leadership set high. The question he asks – will we become a great generation? – hangs in the air, demanding that we respond in our time as he has done in his.