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Tag: leadership

  • Leadership at the precipice: Confronting today’s strategic storms with clarity, courage, capability

    Leadership at the precipice: Confronting today’s strategic storms with clarity, courage, capability

    TEXEM’s forthcoming Leeds Programme offers a pathway for resilient, results-driven leadership

    In this fractured and fast-moving world, leadership is undergoing a seismic transformation. From the echo chambers of policymaking to the pressure cookers of boardrooms and the mission-driven urgency of nonprofits, the demands placed on leaders today are unprecedented. This is not just a volatile era—it is a relentlessly complex one. And navigating it requires more than technical know-how or charisma. It demands strategic intelligence, emotional resilience, and the ability to inspire trust amid turbulence.

    Leaders across the public, private, and third sectors are being called to respond to intersecting crises—from geopolitical tensions to eroding institutional legitimacy, from digital disinformation to climate uncertainty. This moment in history requires a different kind of leadership: one that can operate confidently at the nexus of uncertainty and opportunity.

    That’s where the forthcoming programme by TEXEM, UK comes in. Titled “Leading Effectively In An Increasingly Geopolitically Strained World,” and scheduled to run from 18th to 21st August 2025 in Leeds, this residential, four-day immersive programme includes five nights of hotel accommodation at the prestigious Hilton Leeds. It brings together globally respected thought leaders, practitioners, and change agents to help executives not only understand the shifting landscape—but shape it.

    This isn’t a typical training. It’s a transformational experience designed to equip leaders with the strategic dexterity to thrive when everything else is in flux. And in a world where traditional leadership models are crumbling under the weight of modern realities, that transformation is urgently needed.

    Across sectors and across geographies, there are seven strategic challenges that now define the leadership terrain. This TEXEM programme offers clear, actionable pathways to navigate each one.

    Geopolitical turbulence is no longer a matter for diplomats alone. From oil prices to trade routes, sanctions to regional instability, these dynamics are reshaping how businesses operate and how governments govern. Consider the implications for Nigerian institutions like NNPC, which must balance national interests with global energy politics. Leaders must now make daily decisions influenced by geopolitical realities they once considered distant. At TEXEM, through simulations and cutting-edge case studies, participants will gain the tools to anticipate, interpret, and respond strategically to global shifts. They’ll learn how to connect global developments to local implications—before disruption arrives on their doorstep.

    Then there is the reality that crises have become embedded features of the modern operating environment. Whether it’s a data breach, civil unrest, or reputational backlash, these are no longer black swans—they are part of the landscape. Consider the regulatory shocks faced by microfinance banks or the reputational risks confronting public agencies during fuel subsidy reforms. The real question isn’t if a crisis will happen, but how prepared you are when it does. At TEXEM, participants will gain a robust framework for crisis communication and stakeholder management, helping them lead from the front, manage reputational risk, and emerge stronger post-crisis.

    Reflecting on this, Ibrahim Musa Ahmed, Chief Operating Officer of Tawada Nigeria Ltd, remarked:

    “I’ve been to so many leadership courses, but honestly, I found this one to be excellent and one of the best. The instructors, the content of the course—excellent. I’ve learned a lot.”

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    Trust, meanwhile, is dissolving. Citizens question their leaders. Customers distrust brands. Employees feel alienated. In this fog of scepticism, effective leadership requires a radical re-anchoring in legitimacy. Professor Nic Cheeseman, a world-renowned democracy expert from the University of Birmingham and former Director of Oxford’s African Studies Centre, brings critical insight into how leaders can reclaim public trust by practising transparent, inclusive, and ethical leadership. His sessions will explore the anatomy of legitimacy—and how leaders can rebuild it from the inside out.

    Digital disruption is another undercurrent of challenge. From AI to blockchain, the velocity of change is staggering. Hierarchies are being flattened, decision cycles shortened, and generational expectations transformed. Leaders must now operate across physical and digital domains, managing teams in multiple time zones, deciphering algorithmic trends, and leveraging data for competitive advantage—all while staying human. TEXEM’s methodology, which includes role-play, self-reflection, peer-to-peer learning and experiential games, fosters precisely this kind of adaptive leadership.

    Otunba Sonya Ogunkuade, Honourable Commissioner and Special Assistant to the President of Nigeria, praised TEXEM’s approach:

    “I’ve enjoyed the presentations of the consultants. I’ve enjoyed the practicability. They bring in life examples in all their presentations.”

    The growing pressure on global operations—be it fragile supply chains, volatile currencies, or trade frictions—adds to the complexity. These realities directly impact Nigerian leaders managing cross-border trade, such as at NEXIM Bank, the Nigeria Customs Service, or oil and gas firms executing transnational projects. Here, the insights of Dr. T.B. (Mac) McClelland, Jr., Chair of The Luxury Council International and former senior U.S. Marine Corps officer, are invaluable. His sessions will offer strategies to safeguard assets, maintain continuity, and protect performance across unpredictable markets.

    Talent is the other looming fault line. Today’s workforce demands more than a salary. They want flexibility, belonging, and meaning. Whether in fintech, education, or the civil service, Nigerian institutions must compete for talent not just locally, but globally. TEXEM addresses this by helping leaders nurture purpose-driven cultures, foster inclusion, and inspire peak performance—even under pressure.

    And underpinning all of this is the need for true, embedded resilience. Not as a buzzword but as a strategic capability. John Peters, whose face became an international symbol of grit and endurance during the Gulf War as an RAF pilot and prisoner of war, knows what resilience means when theory breaks down. Now a leadership icon and past Chair of the Association of MBAs, Peters brings a rare, lived perspective to the programme. His sessions will challenge participants to not only survive the storm—but to grow stronger within it.

    Niyi Toluwalope, CEO of eTranzact Group, captured this spirit beautifully when he shared:

    “The programme was incredibly engaging, offering profound insights from exceptional facilitators. It brought together world-class professors, visionary founders, trailblazing innovators, and creative experts with unmatched expertise and rich experiences.”

    This immersive journey, set in the vibrant and intellectually rich city of Leeds, offers an ideal environment to step back, reflect, and reframe one’s leadership approach. For four days—and five nights at the Hilton Leeds—participants will engage in a peer-driven, high-impact experience that delivers enduring value.

    The experience is backed by the strength of its faculty. As Kayode Awolu, CEO of Jubilee Life Mortgage Bank, testified:

    “The quality of the faculties is tremendous. I wonder how they were able to put together such a tremendous faculty combination; people with diverse work experience and knowledge. Imagine the level of insight among the three faculty we interacted with in the last three days—it’s something out of the blue.”

    TEXEM’s methodology is expertly designed and informed by rigorous research to ensure strategic relevance and immediate application. Each session is curated by a seasoned programme director and delivered by world-class faculty for maximum impact. Interactive, evidence-based and practical, it transforms learning into an engaging and memorable experience. This approach makes every insight actionable, every moment meaningful, and every leader better equipped to thrive.

    The cost of the programme is £5,500, with an early bird rate of £4,300 for payments completed by August 9th. In return, participants gain not only exposure to world-renowned experts, but also the tools to lead more effectively through complexity, ambiguity, and rapid change.

    If you’re guiding a government ministry, leading a multinational, or stewarding a social enterprise, this programme gives you the edge—the clarity, the courage, and the capability—to thrive.

    Leadership is no longer about command and control. It’s about coherence and connection. It’s about leading with wisdom, not just speed. It’s about being resilient, strategic, and relevant—especially when the stakes are high.

    This is your opportunity to lead not in spite of the storm—but because of it.

  • Leadership problem: Islamic solution

    Leadership problem: Islamic solution

    Preamble

    Today’s title in this column is not originally a coinage of ‘THE MESSAGE’. It is rather the theme of a public Ramadan lecture organised by MUSTAPHA AKANBI FOUNDATION (MAF) in Ilorin to which yours sincerely was invited as guest lecturer on August 29, 2010.

    The name Mustapha Akanbi cannot be strange to any contemporary educated Nigerian. It is a household name in Nigeria and beyond especially for those who are familiar with the Independent Corrupt Practices and other miscellaneous offences Commission (ICPC). The first Chairman of that Commission is Justice Mustapha Akanbi, an erstwhile President of the Federal Appeal Court of Nigeria.

    The Foundation

    Established in September 2006 shortly after the founder voluntarily resigned as the Chairman of ICPC despite the overwhelming pressure on him to continue, MAF is a non-governmental and non-partisan organisation dedicated to the uplift of mankind, to the enthronement of justice, equity and fair play as well as the promotion of the quintessential virtues of honesty, integrity, transparency and accountability in all human activities.

    The Foundation is committed to being in the vanguard of revolutionary changes aimed at reforming and transforming our society from being a body of self-serving individuals to a nation that places high premium on selfless service for the common good of all. The Foundation therefore, has, as its focus, the building and sustenance of a great nation founded on sound ethical values and good governance capable of holding its own in the comity of nations. It is in line with its focus that the Foundation chose the theme above and invited yours sincerely as the guest lecturer. At the occasion, I alluded briefly to the significance of Ramadan in the life of an average Muslim.

    About Ramadan

    Ramadan is no doubt the busiest month of the year for any genuine Muslim in any part of the world. It is the month in which paradise is liberally thrown open to those who are seeking to gain entry into it. It is mankind’s month of reunion with the Almighty Allah through repentance, remorse, reformation and new resolutions. In Nigeria, this sacred month wears a unique garment which even the blind can perceive with his or her inner eyes.

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    In Ramadan, every minute is meaningfully busy. Every moment is heavily pregnant and every soul is consciously cautious just as every reasoning faculty is spiritually engaged. There is no dull moment. With the introduction of Ramadan public lecture as distinct from the usual exposition of the Qur’an (Tafsir) in Lagos, Nigeria, about 40 years ago, the Nigerian Muslim Ummah introduced a useful innovation into the modern Muslim world to the benefit of humanity at large.

    With Ramadan lectures which invariably come up at weekends in the month, an opportunity was created for multitudes of Muslims to assemble at one point or another to be meaningfully engaged and learn through those lectures certain facts about Islam which could hardly be learnt from other sources.

    History of Ramadan Lecture

    The idea of Ramadan lecture arose in 1986 from a disappointment experienced with a pseudo Muslim who held an important position at a National Television Authority (NTA) station in Lagos but used such a position to suppress Islam. The man bluntly rejected a Cheque paid to his station for the sponsorship of Night air preaching which had been introduced the previous year due to unavailability of air space for Muslim preaching in the days.

    He called such sponsorship meant to educate Muslim multitudes during their Sahur in the nights of the sacred month an act of fanaticism. He also referred to his predecessor in office who initiated the idea as a fanatic. I knew this detail because I personally took the Cheque in question to him, which was issued by Bashorun MKO Abiola, and his brutish vituperation was poured directly on me.

    It was out of this unbelievably shocking experience that three gentlemen: the late Alhaji Saka Fagbo, then a Director at NTA Channel 10 in Lagos, Alhaji Abdul Majeed Shofola, the late Alhaji Abdul Kabir Ayomaya a staff of NTA and yours sincerely then a correspondent in the now defunct ‘CONCORD’ newspaper put heads together and resolved to introduce what globally came to be called ‘RAMADAN LECTURE’.

    Bashorun Abiola’s Involvement

    The idea was sold to the late Bashorun MKO Abiola who gladly sponsored the very first lecture and pledged to continue its sponsorship in subsequent years as long as he lived. And he conscientiously fulfilled that promise until he was incarcerated by the Sani Abacha regime for claiming his legitimately given mandate in 1995. The very first Ramadan Lecture was delivered by the late Alhaji Abdus-Salam Olatunde, then a National Hajj Commissioner in Lagos. Today, this noble innovation is no longer a Nigerian Affair. It is universal. Alhamdu Lillah! We pray the Almighty Allah to repose the soul of all those who were instrumental to the introduction of Ramadan Lecture and are no more today in eternal bliss. Amin.

    The lecture

    As a preamble, I told my audience that thinking of leadership in terms of those who are privileged to govern the country alone can never solve the problem of bad leadership in Nigeria. Leadership does not start from the top. It is rather a matter of good home management and excellent upbringing of children. Leadership is like a pyramid which has a base and an apex. Whoever wants to assess leadership in a society must start from the base rather than the apex. It will be unreasonable to sight a major fault at the roof of a house when the foundation of the same house is evidently faulty. Generally, children learn from their parents’ actions more than from the latter’s words.

    Any parent who starts the upbringing of his or her children with lavish celebration of birthday without teaching such children the act of money making early in life has initiated them into the world of reckless spending spree. The tendency for such children when they grow up is to look for money from any source including pilfering and stealing. What will be virtuous to such children is to get money to spend. It will never matter to them how they come about such money. And that is the root of corruption in a society like Nigeria where parents assist their children in cheating in the examination or in getting admitted into higher institutions with fraudulent pre-requisites.

    Leadership in Islam

    In Islam, leadership is so sacrosanct that the Prophet never relented in warning all leaders and aspirants to leadership about the delicate nature of ruling the people. In his farewell sermon, he reminded the Muslim Ummah that leadership is a great responsibility entrusted to an individual by the society as sanctioned by the Almighty Allah. The Prophet also admonished the people on their responsibility to both the state and leadership quoting Qur’an 4, Verse 59 thus:

    “Oh you, who believe, Obey Allah and obey the Messenger (of Allah) and those charged with authority among you. If you differ in anything among yourselves, refer it to Allah and His Messenger if you do believe in Allah and the last day. That is best and most suitable for final determination”

    However, he did not stop there. He went further to explain that obedience to those charged with authority is conditioned by their own obedience to God in their deeds as well as the rule of law that governs them. In one of his statements, he said there is no obedience or loyalty to any human being, ruler or otherwise, who is not himself, obedient to God and the rule of law. He concluded that: “Whoever entrusts a man to a public office, where, in his society, there is a better man than this trustee, has betrayed the trust of God and His Messenger as well as the people of that society”.

    The Prophet’s Exemplary Leadership

    The exemplary leadership of the Prophet and his great teachings were scrupulously followed by the Caliphs who succeeded him in office.

     When, shortly after the Prophet’s demise, Abubakr was elected as the first Caliph, his primary objective was to continue the pious administration which the Prophet left behind. He took the mantle of leadership with which he was saddled as a responsibility to Allah.

    In his acceptance speech as new Head of State, he addressed the people as follows: “Oh people behold me charged with the cares of government. Yet, I am not the best of you. In carrying out this great responsibility, I need your advice and assistance. If you find me doing well, please support me. If I make mistake, counsel me.

    To tell the truth to a person commissioned to rule is faithful allegiance. So long I obey God and act according to law, obey me. But if I neglect the law of God and His Prophet, I have no more right to your obedience. The strong among you shall have no right over the weak on the basis of his strength. Neither shall there be any room for sycophancy, nepotism or undue favouritism. Authority, power and sovereignty belong to God in whose hand is dominion over all things….”

    From the foregoing, and contrary to what is happening today, especially in Nigeria, it is clear that leadership is a privilege rather than anybody’s right. It is a public trust which should not be betrayed under any circumstance. It is a responsibility to be carried out, not just with human face but with human heart as well. It is a humane and not sadistic public duty. It is a covenant between God and rulers on the one hand and rulers and the ruled on the other. It is a measure of conscience, piety and discipline. No one who is bereft of these traits should be entrusted with leadership.

    Other Caliphs after Abubakr followed suit and lived ascetic lives despite their access to unlimited state resources. Ali bn Abi-Talib, in particular, did not limit those qualities to himself. He extended them to his appointed Governors.

    While appointing Malik bn Ashtar as the Governor of Egypt he gave him certain instructions in writing and admonished him to follow those instructions to the letter in his governance in that country. Please read those instructions soon in this column and compare them with what obtains in Nigeria especially when new rulers are taking the so-called oath of office.

  • Cost of leadership

    Cost of leadership

    • Delta Steel firm’s sale for peanuts is symptomatic of our poor choices of the Obssanjo-Atiku era

    Nothing illustrates better the astronomical cost in terms of retarded socio-economic development and the attendant continued impoverishment of the vast majority of Nigerians than the country’s flawed and largely failed privatisation of public enterprises programme.

    The poor, incompetent and corrupt leadership responsible over the years for a privatisation exercise that has become an albatross on the economy was once again revealed when the Director -General of the Bureau of Public Enterprises (BPE), Mr Ayo Gbeleyi, appeared before the House of Representatives Committee on Public Assets to testify on a petition arising from the privatisation of the Delta Steel Company, (DSC), Aladja, Delta State.

    Residents of Camps 2, 4 and 5 which were estates and plots of land owned by the DSC had petitioned the House that they had been under intimidation and harassment by the police and other security agencies since 2015 to vacate the estates, which had allegedly been used as collateral to raise loans by parties involved in the privatisation of the company, presumably without the knowledge of the affected residents.

    Responding to questions before the committee, Mr Gbeleyi said the BPE had, in pursuance of the Federal Government’s privatisation policy under President Olusegun Obasanjo but under the supervision of Atiku Abubakar, sold 80 per cent of the DSC’s shareholding to a private company, Global Infrastructure Nigeria Limited, (GINL), in 2005, while the Federal Government retained 20 per cent shareholding.

    Thus, the DSC, which was valued at over 700 million dollars was sold to GINL for 30 million dollars. According to Gbeleyi, residential buildings and plots of land belonging to DSC were used to settle the entitlements of workers and pensioners of the company. After taking ownership of the DSC on terms that can only be described as a monumental rip-off, GINL used the assets of the company as collateral to obtain a loan from Ecobank. The story got murkier when, as a result of non-performance of the loan, the Assets Management Company of Nigeria (AMCON), acquired the assets of DSC in 2015 and sold them to Premium Steel and Mines Ltd.

    Although AMCON has the statutory responsibility of intervening to acquire and take measures to save failing entities from collapse, its involvement only appeared to have compounded the woes associated with the privatisation of the DSC.

    The representative of AMCON at the hearing, Chukwuemeka Umunakwu, of its legal unit said the company acquired the assets of DSC used as collateral to obtain loans from four banks to prevent the facilities from collapsing. He revealed that AMCON acquired the assets at N22 billion and sold them to Premium Steel and Mines at N32 billion. However, Gbeleyi had earlier stated that the transactions between AMCON and Premium Steel and Mines Ltd was done without the involvement of the BPE, which would have provided clarifications on earlier contractual agreements.

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    Furthermore, the BPE acknowledged awareness only of the loan taken by GIHL from Ecobank but not those from three other banks that AMCON had listed as the creditors.

    The representative of the Accountant -General of the Federation, Kabiru Ademola, the Director of Finance in the office of the Accountant -General, acknowledged receipt for payment of

    N3 billion by BPE in respect of sales of 80 per cent of DSC assets to GIHL. But he said the Accountant-General of the Federation was yet to receive any response from the Central Bank of Nigeria (CBN) on the claim by AMCON that it had paid N32 billion derived from the sale of DSC assets to Premium Steel and Mines to the Federal Government’s Treasury Single Account (TSA).

    It is curious that the Office of the Accountant -General seemingly has no record of such a transaction.

    Since the BPE’s director-general had earlier stated that the residential buildings and plots of land owned by DSC had been used to settle the entitlements of workers and pensioners of the company by GINL, the claim by the petitioners that the assets used as collateral by GINL to obtain the Ecobank loan did not include the residential buildings appears to have some plausibility. How and why then did AMCON and Premium Steel and Mines Ltd include these residential buildings in the assets they used as collateral to raise loans from four banks as they claim?

    But no less disturbing is their claim that information available at the Corporate Affairs Commission (CAC) indicates that the loan obtained by GINL from Ecobank was N250 million and not N7 billion as stated.

    These are all issues that require meticulous investigation to uncover the truth and ensure that the law is enforced in the interest of justice and the public good.

    However, the opacity, untidiness and outright corruption so obvious in the privatisation of the DSC is not an isolated exception. Rather, it is the norm that is mirrored in the botched privatisation of scores of public enterprises under Obasanjo that remain non-functional and inefficient because of their flawed and fraudulent transfer to incompetent hands without the technical expertise or financial capacity to deliver, despite the political connections that enabled them take over multi-billion Naira enterprises at a fragment of their values.

    A critical example is the power sector which continues to perform inefficiently and sub-optimally since the unbundling in 2013 of the defunct Power Holding Company of Nigeria (PHCN) into 11 distribution and six generation companies which possess neither the professional track record nor the financial wherewithal to discharge their obligations under the contractual privatisation agreement.

    The privatisation process of companies across diverse sectors of the economy was found to have been tainted as the civil society organisation, the Socio-Economic Rights and Accountability Project (SERAP) aptly put it by “damaging allegations of corruption, presidential interference, and abuse of due process in the selection of core investor, valuation of public enterprises, pricing of shares/assets, determination of workers’ terminal benefits and use of proceeds of privatisation”.

    It is thus unsurprising that when members of the House of Representatives Committee on Privatisation visited the BPE in 2018, the agency’s boss at the time, Mr Alex Okoh, said 37 per cent of privatised companies were underperforming, with many involved in protracted legal disputes. Consequently, he was reported by the media as affirming that “The benefits of privatisation which should have been better management, job retention, job creation and technical advancement, empowering local communities, improved tax revenues and corporate social responsibility projects for communities have not happened because state assets went into the hands of economic buccaneers in a privatisation process that was used mainly for political patronage”.

  • LEADERSHIP chair, Niger govt urge youths to embrace patience as virtue

    LEADERSHIP chair, Niger govt urge youths to embrace patience as virtue

    • Honest Keke operator Auwalu Salisu’s education gets BoT

    The Chairman of LEADERSHIP Group Limited, Mrs. Zainab Nda-Isaiah, and the Niger State government, have advised the nation’s youths to see patience as a virtue they must embrace to achieve success.

    They spoke during the inauguration of a board of trustees (BoT) in honour of Auwalu Salisu, a Kano-based commercial tricycle rider recognised for finding and returning N15 million belonging to a passenger who boarded his tricycle.

    Last year, Auwalu was named LEADERSHIP’s Outstanding Young Person of the Year for his remarkable integrity.

    During the ceremony, Niger State Governor Mohammed Umar Bago promised him N250 million, comprising N50 million in scholarships from himself, and the balance from President Bola Tinubu, ministers, the All Progressives Congress (APC) Governors’ Forum, and the Niger State government.

    Auwalu also received a scholarship offer for a PhD programme at Baze University in Abuja from last year’s presidential candidate of the Labour Party (LP), Mr. Peter Obi, who was also an awardee, during the LEADERSHIP annual conference award.

    Bago has fulfilled the N250 million promise, leading to the establishment of the BoT.

    The board consists of representatives from the Niger State government, the LEADERSHIP Group, the Sam Nda-Isaiah Foundation, and Auwalu’s family, to ensure that the funds are utilised effectively, particularly for his education and skill development.

    At the inauguration of the BoT yesterday in Abuja, Mrs. Nda-Isaiah praised Auwalu’s act of honesty, commending Governor Bago for his commitment to keeping his promises.

    “Auwalu’s decision to return such a significant amount of money is truly inspiring. The temptation he faced must have been immense, but he chose integrity over personal gain,” Mrs. Nda-Isaiah said.

    The newspaper chairperson said she was initially sceptical until the governor fulfilled his promises to the awardee.

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    “This event is a celebration of integrity and a testament to the governor’s mandate to ensure these funds support Auwalu’s development,” she added.

    Niger State’s Industry, Trade, Investment, and Private Sector Development Commissioner Aminu Suleman Takuma said patience often leads to great rewards.

    Takuma, who represented the Niger State Secretary to the State Government (SSG), Alhaji Abubakar Usman, said: “Those who want to rush, where do they end up? This advice does not only go to the young ones, it also goes to the parents.

    “There are so many good things we are not showing out there. This has demonstrated the kind of individual our governor is. He is a gentleman.”

    The Editor-in-Chief of LEADERSHIP, Azu Ishiekwene, highlighted the importance of recognising acts of integrity through the newspaper’s annual conference and awards.

    He noted that Auwalu’s story exemplifies the extraordinary integrity that Leadership seeks to promote.

    “Every year, LEADERSHIP has what is called LEADERSHIP Annual Conference and Award, and it has become a goal standard. Like we have done it in the past, we identified, do our research and get extra ordinary act of integrity. That is how it happened.

    “Auwalu found N15 million in his Keke and returned it to the owner and LEADERSHIP Newspaper found this an extraordinary work of integrity and held him up as a standard,” he said.

  • ‘Leadership is about being fair and firm’

    ‘Leadership is about being fair and firm’

    Newly elected Lions Club Multiple Council District Chairperson in Nigeria, Ano Anyanwu, in this interview with Gboyega Alaka speaks on his new position, his journey through the ranks, leadership and why he would not describe himself as the number 1 Lion in Nigeria.  

    Your’re the new Lions Club Multiple Council District Chairperson for 2024/2025; I guess it will be safe to address you as the number 1 Lion in Nigeria.

    Well you can say I am, but actually I wouldn’t want to refer to myself as the Number 1 Lion. Let me explain to you my position as Multiple Council District Chairperson. The Multiple District 404 Nigeria has six districts. Each of the six districts has a district governor. All the six district governors together, plus three past district governors, form what is called the multiple district council. So the multiple district council is the council that controls the multiple districts in a Lions’ Year. A Lions year starts from July 1 and ending June 30 the following year. In every Lion’s year, there is an elected district governor for each of the districts. To oversee the entire multiple districts, you have the multiple district council, which oversees the entire districts to ensure that we do the job we are supposed to do for that year – meet our goals and represent Nigeria at international fora. Within that council, one of us is elected Multiple Council chairperson, and I have been elected to occupy that position; but why I am reluctant to claim that tag is because there are a lot of senior people. Nigeria has produced an international director in the past; I think 2011/2012 in the person of Lion Engr HOB Lawal. He was the first black person elected as international director. In June 2024, when Lion’s Club International had its International Convention in Melbourne, Australia, another Nigeria, Lion Princess Bridget Adetope Tychus was elected international director; she’s the first female African to be so elected.

    So when you have these heavyweight lions within your community, it is difficult to claim that you are the number 1 Lion. But the Lions like to say the MCC is the number 1 Lion in Nigeria. However, the ID is the number 1 Lion in Africa because  ID is representing Africa at the constitutional area. Lions Club International has eight constitutional areas; Africa is the last to be created three years ago.

    Tell us your Lion’s story; how you rose through to become MCC

    I joined Lions Club International through Yaba Lion’s Club in 1996. I had gone to see this senior friend of mine, whose area I just moved into, and as he was seeing me off, I saw a banner that said Lions Club International was building a motherless babies home in Lekki. Immediately I asked him, ‘Oga, who are these people? Are they a church or government?’He told me no, that they were Lions Club International and I told him I would like to get in touch with such a club. He promised to  invite me and made good his promise. I attended in 1996 and here I am. I have served the Lions movement as assistant secretary, secretary, membership  chairperson, director, second vice president, first vice president, president, zone chair, international relations chairperson; then in 2020 I was elected second vice district governor; 2021, I was elected first vice district governor; 2022, I was elected governor. So I have served my district 404 A1 very well. During my time, we were able to grow the number enough to break it into two districts to become 404 A3 and 404 A4. I served as district governor in 2022/2023. In 2023/24, my district made me the chairperson of the Steering Committee, which is like the advisory committee for the governors. In May this year, I was elected Multiple Council District Chairperson.

    Since debuting in Nigeria in 1964, Lions Club has done so many things to serve humanity in Nigeria. Lionism was responsible for the eradication of measles in Nigeria; Lionism was also responsible for the eradication of River blindness in Nigeria.

    Did you have to go through fierce competition to become MCC?

    There was no fierce contest. I think the district governors just liked me and said come and be the Multiple Council Chairperson. Usually, the district governors go for training in our international headquarters before they are elected in Illinois Chicago for training. When the six governors in Nigeria went for training and realised that the position of the MCC would be zoned to my district, they looked at all the possible candidates and decided that I should be the one.

    The story of you not wanting to be regarded as the number one Lion, for me, is a lesson in humility; but how do you align that with leadership?

    Long ago while I was working in the bank, we had an appraisal system, and part of the evaluation of managers is a column that says : is this person fair and firm? That stuck with me; because fair means you’ve got to do the right thing, follow due process, follow due procedure, give everybody opportunities. Firm means if people do not do what they are supposed to do, would you be able to stand your ground and ensure that they do what they’re supposed to do or sanctioned them?  So for me, I try to be fair and firm. Firm means if you do the wrong thing, this is the punishment that will come to you and we will punish you in a nice and friendly manner, but you will take responsibility for your own failure. And if because of this I now become your enemy, then that is your problem. That’s why I say that I am a servant leader. I serve the people I lead.

    What are we to look forward to in your tenure?

    There is nothing to do differently. You can’t reinvent the wheel, but what I will ensure is that the things we need to do as Lions, we do them. I don’t know if you’re familiar with the Lions Code of ethics. It is the most profound code of ethics I have seen. One of the things it says is that if you’re a professional, you should show worthiness in your profession, so that you would have reputation for good quality of service. It also says that if there is an issue and there is a doubt as to whether that issue is good or bad, you should resolve it against yourself. So one of the things I’ll do is to ensure that every Lion lives up to the code of ethics, because with it, we’re like a people set apart.

    Secondly, we have eight service areas, we’re going to make sure that all our Lions have service in those areas.

    Three, you can’t do service without human beings, you need the numbers. Today, the number of Lions in Nigeria is about ten thousand, but there are 250million Nigerians, and we want to serve in all these service areas. So we need people. Therefore, one of the things I want to do with my fellow Lions is to bring on more service-minded people, so that the impact of our service will be more.

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    Four, make sure we establish relationship with our international office, because our international office gives us a lot of money to carry out assignments. But we also need to contribute to that pool of funds. The Lions Club International Foundation Worldwide gives grants for humanitarian service, but it is Lions, friends of Lions, corporate organisations that donate into that fund.

    Are there economic benefits for Lion members?

    A lot of people ask me that question, and the first thing I say to them is that there is nothing in it for you to be a Lion. To be a Lion, you must be service-minded; you want to serve your community and the less privileged with your time, treasure or talent. That is the major thing. If you have those qualities, then you’re qualified to be a lion. You know the bible says, ‘Seek you first the kingdom of God, and every other thing will be added’. If you’re service-minded, then there’ll be ancillary benefits for you, but if you’re joining the Lions because you’re looking for the benefits, then you’re not qualified to be a lion. Of course nothing goes for nothing; if you’re a lion, you get an opportunity to make friends, you meet people that you have not met before and you build networks; because in Lions Club, there are doctors, lawyers, pharmacies, engineers, accountants; so it can help you with your business. It also creates opportunities for you to see how you can help your fellow man. Through our local conventions, district conventions, multiple district conventions, Africa forum, you get an opportunity to see the world, so long as you can afford the transport fare.

    The first Lions Club in Nigeria, Lagos Lions Club, which later became Lagos Doyen Lions Club, was formed in 1964 and it had only one Nigerian, Akintola Williams; every other person was an executive of a foreign corporate organisation. Since then, Lions Club has had a lot of quality Nigerians -Architect Majekodunmi, Engr Maduka, who was DG of NTA; a lot of important Nigerians are still serving. There is AVM Okpere, who was the first Aviation Minister in Nigeria. There is also our new International Director, Dame Princess Adetola Tychus, the first black woman to become an International Director since Lions Club was formed in 1917. So it is unfortunate that we live in such a selfish world that we all are after what is in it for us. If you start with what is in it for others, benefits will come to you in ways you can’t even imagine. Was it not Zig Ziggler that said, “If you can find a way of solving a problem for many others, then all your problems will be solved.”

  • A celebration of love, leadership

    A celebration of love, leadership

    On July 13, the legal community witnessed the exchange of vows between the National Welfare Secretary of the Nigerian Bar Association (NBA) Chinyere Obasi and her heartthrob, Dr. James Ofem.

    It was not just a union of hearts but a grand celebration within the NBA family.

    The reception at the Nigerian Law School on Victoria Island, Lagos, was elevated by the presence of NBA President Yakubu Maikyau (SAN), First Vice President Linda Rose Bala, General Secretary Adegbite Adesina, National Publicity Secretary Habeeb Lawal, and Assistant General Secretary Daniel Kip.

    Read Also: Assessing Akpabio’s leadership style

    Also present were the Chairman of the Lagos Branch Olabisi Makanjuola, National Welfare Committee Chairman Chief Emeka Ozoani (SAN), former All Progressives Congress (APC) Legal Adviser Babatunde Ogala (SAN), Chinyere’s classmates and the broader NBA family.

    The ceremony not only marked the beginning of a new chapter for Chinyere and Ofem but also showcased the unity within the NBA community.

    It was a day of grace, grandeur and heartfelt connections.

  • Leadership: What’s old age got to do with it?

    Leadership: What’s old age got to do with it?

    Sir: Over the decades, the narrative that the nation’s elderly statesmen are responsible for its persistent woes has gained traction. However, a closer examination reveals that much of Nigeria’s leadership since independence has been in the hands of relatively young leaders. These youthful leaders, many of whom were in their 20s, 30s and 40s when they assumed power, have often been at the helm during some of the country’s most challenging periods.

    Nigeria’s first Prime Minister, Sir Abubakar Tafawa Balewa, was 48 years old when he assumed office. He led the country through its early years of independence, but his tenure was cut short by a military coup in 1966. The coup brought Major General Johnson Aguiyi-Ironsi, who was just 42 years old, into power. His rule lasted only a few months before he was overthrown and succeeded by General Yakubu Gowon. Gowon, one of Nigeria’s most youthful leaders, assumed power at the tender age of 31.

    The 1970s and 1980s witnessed a series of military coups, often led by young officers. General Murtala Mohammed, who became head of state in 1975, was only 37 years old. His brief but impactful tenure was marked by bold reforms and an anti-corruption stance, but his assassination just six months into his rule underscored the instability of the era.

    Following Mohammed’s death, General Olusegun Obasanjo, then 39, took over and successfully transitioned Nigeria to civilian rule in 1979. However, the civilian administration of President Shehu Shagari was short-lived, as another youthful leader, Major General Muhammadu Buhari, aged 41, seized power in a coup in 1983. Buhari’s regime, marked by strict anti-corruption measures and human rights abuses, was itself overthrown by Ibrahim Babangida in 1985. Babangida, aged 44, implemented several economic reforms but also annulled the 1993 presidential elections, leading to widespread unrest.

    Read Also: Niger Delta ex-agitators pull out of proposed protest, say promoters plotting anarchy

    The return to civilian rule in 1999 brought Olusegun Obasanjo back to power, this time as a democratically elected president. The subsequent presidencies of Umaru Musa Yar’Adua and Goodluck Jonathan saw leaders in their mid-50s, relatively young by political standards. Jonathan, in particular, assumed office at 52 and faced significant challenges in tackling corruption, insecurity, and economic instability.

    As of now, Nigeria’s leadership continues to be relatively youthful compared to many other nations. President Muhammadu Buhari, who returned to power in 2015, was 72 at the time, representing a departure from the trend of younger leaders. Despite his age, his administration faced criticism for its handling of economic policies, security issues, and corruption.

    It is evident that Nigeria’s history is replete with instances where youthful leaders have had the opportunity to steer the nation’s course. While age alone does not determine a leader’s effectiveness, the frequent turnover of young leaders has often led to inconsistency, policy reversals, and a lack of long-term vision. The narrative that the elderly are solely responsible for Nigeria’s challenges overlooks the significant influence and, at times, mismanagement by their younger counterparts.

    By the way, Yahaya Bello became the governor of Kogi State in January 2016 at the age of 40. Ben Ayade became the governor of Cross River State in May 2015 at the age of 46.

    As Nigeria looks towards the future, it is crucial to correct the erroneous impression that it is our aged parents that mismanaged our nation; it is time to strike a balance between the conquer-seize-and-occupy energy and innovation of youth and the wisdom and experience of older generations.

    This is not a rejection of youth but an acknowledgment that experience, stability, and long-term vision are essential for national progress. By fostering a political landscape that values both youthful dynamism and seasoned wisdom, Nigeria can hope to achieve the progress and development its people so richly deserve.

    •Ochiagha Reagan Ufomba,Lagos.

  • USA firm, NGO, train civil servants, youth, others on leadership

    USA firm, NGO, train civil servants, youth, others on leadership

    Global Skills Hub, United Kingdom in partnership with Lion Outreach International, United Kingdom, and the United States of America, has organised executive leadership training for civil servants, small-scale business owners, and youths in Nigeria.

    The seminar, tagged: ‘Leading with Impact,’ was held at Lagos Television in Ikeja, Lagos.

    At the event, the  Chairman, Faculty Of Mental Health and Psychiatric Nursing, West African Postgraduate College Of Nurses and Midwives,  Mrs Temitope E. Opaleye was honoured with an award.

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    In his opening speech, the Executive Director of Leadership in Obscurity Network and Co-Director of Motor Works Restoration Company, United States, Dr. Vreeman Jerry explained that leadership is not about people, power, or authority, but about influence. “Leadership is the ability to see a better future and skill to influence others. The best investment in the future is a proper influence today. Influence is a skill that can be developed. Leadership is about people. Leadership is not a position, or power. It is not an authority, but an influence.

    “To be a successful leader, ask more questions than give answers, have relationships with people and not position, educate yourself and love others,” Dr Jerry, submitted.

  • ‘It’s time for transformative leadership’

    ‘It’s time for transformative leadership’

    Chinonso Clark, the CEO and founder of Lead for Good Africa and social entrepreneur with a die-hard vision for women empowerment, is also the founder of The Well Woman Warrior. Nonso, a transformative leadership development coach speaks with EVELYN OSAGIE on her passion for women and more.

    My childhood

    My parents were very intentional with my upbringing. Although they were strict like many African parents of their generation, they ensured I was surrounded with the right materials and routine that shaped my character, giving me the foundational stones that have helped me become the woman that I am today. My dad in particular made sure I understood that I was a woman of worth, and this perception of myself continues to guide my interaction with the world around me. Regardless of the challenges I may encounter, I know that having the right perspective is key to a life of purpose and impact.

    I read a lot while growing up, in fact, I still do. My dad had a library and he encouraged me to read books by John Maxwell, Zig Ziglar, Benson Idahosa, TD Jakes, Kenneth Hagin, Robert Greene and the likes. He also encouraged me to think, dream and to write. So, from earlier on, even before my teenage years, I was being groomed as a leader and a woman of worth. And I’m thankful for where that upbringing has led me to.

    Being a woman

    For me, being a woman is about creating, nurturing and giving life to people and things. Women are life givers, and I don’t say this only with respect to children. I’m talking about nurturing ideas, businesses, organisations, and institutions for positive impact. Women bring improvement whenever they are allowed to flourish, and although society has tried for many years to prevent that from happening, I’m glad that more women are being awakened to the power they carry within. I’m also grateful for the work that I do in equipping women with the knowledge required to wield the power that they carry within, in a way that it contributes to our collective prosperity as a people. It’s true what they say, if you educate a woman, you educate a nation.

     Managing family life with work

     I must say here that I am truly grateful for my husband. Every time I think about him, my heart lights up with joy and gladness. To create harmony in my life and with all the responsibilities that come with my work, I have created a structure around my time. This structure helps me with managing responsibilities on the home front. I also understand my priorities and this helps me with making the decisions in alignment with my priorities in every given season. I shared more about how I manage my family and work in one of my books; The Well Woman Warrior.

    Inspiration behind Lead for Good Africa

    For me, I want my world to be better because I lived. And I am committed to doing my part in serving; empowering and equipping others with the gifts I have been given as an individual. I believe Africa’s greatest potential lies in her people. We’ve been blessed with tremendous natural resources. However, we need the right mindset and skillset to harness the resources we have, for our collective good and prosperity. I’ve seen firsthand how poverty cripples the ability of our youths and women to fulfil their potential and attain prosperity. When they are empowered with the right mindset, skillset and toolset, they can overcome the challenges of poverty and live productively – impacting on our collective advancement as a society at all levels. And that is the vision driving Lead for Good Africa. We are investing in people, empowering them with the right mindset and skillset relevant for sustained economic advancement through our core programmes.

    Bottlenecks and surmounting them

     I always look at challenges as opportunities for growth. Starting Lead For Good Africa, and getting it off the ground was tough. It’s still tough now that it’s off the ground, don’t get me wrong. But at the initial stage I had to show people, including prospective partners that the vision was viable. However, I understand that the bottlenecks I face on my journey increase my capacity to be an effective leader. I never allow anything crush my spirit. I take my lessons, and keep on moving. I have a mantra which I’ve held on to for a long while. It is to ‘Love God, Love People, and Change the World.’ This is how I continue to live my life. I believe each one of us has been given a gift with which we can wield to make our world better, to serve others.

    On woman president for Nigeria

    Well, anything is possible. However, I believe that we still have a lot of work to do in increasing female representation in leadership positions in the public sector. Advocacy programmes that raise awareness about women’s participation in politics both at grassroots level and party level must continue. Mindset reengineering that addresses the patriarchal nature of our country will be one of the biggest hurdles to cross. We must continue to encourage conversations aimed at dismantling the societal stereotypes that prevent women’s participation in politics and leadership, while giving opportunities to qualified women.

    On the need for transformative leadership to reposition Nigeria

    In the course of my journey across multiple sectors, I have witnessed the power of Transformative Leadership in creating long lasting solutions that impact individuals, organisations and the society at large. It inspires and empowers people to achieve extraordinary results. They focus on communication, inspiration, and positive reinforcement. This in the long run fosters loyalty, innovation and creativity, which improves well-being and increases productivity. Transformative Leaders are authentic, self-aware, and humble. They encourage collaboration and interdependence.

    Imagine if we had more leaders with these qualities I have described across the different sectors in Nigeria. I believe embodying these qualities of transformative leadership is one way through which we can increase our productivity, and empower more people with the skills for meaningful contribution, that has an overarching effect on socio-economic development in Nigeria and even across our continent.

      My greatest influence

     Honestly, I’d say Jesus. My parents are both pastor, and I was introduced to him very early on in my journey. Every time I read about him and the great impact he had on the lives of the people he interacted with, it leaves me in awe and wonder. He embodies the spirit of leadership in every sense; a life of compassion, service, selflessness, humility, purpose, and impact. These are the qualities I want my life to reveal as I live here on earth and lead others through my different expressions. 

      What I do for fun

    I enjoy reading, and listening to music. Though my husband thinks I sleep for fun. (I find this hilarious). I love visiting new places, as this helps with expanding my mind.

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     My favorite style to wear

     I will describe my fashion style as Simple, Elegant and African. If its Elegant, African, Colorful, and makes me look like a lady with class, I’d consider wearing it.

     Fashion item I cannot do without

     Honestly this one is difficult, as I’m not captured by any one item per se. Perhaps statement earrings maybe…

     My newest project

     I recently released a new book entitled: The 7 Pillars of Personal Leadership Success. I am also working on two new books and training more people in our skill empowerment center at Lead for Good Africa, while preparing for the setting up of our second skill empowerment center. There’s still a lot of work to be done in investing in people and improving human capital development. 

  • Alia: seven months of qualitative leadership

    Alia: seven months of qualitative leadership

    • By Donald Kumun

    Benue State Governor Hyacinth Iormem Alia, is seven months old in office. His records of achievements are already attracting the International Community- the Ernest Bai Koroma University of Science and Technology, Magbura in Sierra Leone.

    Also,  reputable media organisations in Nigeria are identifying with him.

     Alia is billed for an award as “Governor of The Year 2023,” by Leadership Group Limited, publishers of Leadership Newspaper, in Nigeria, and Daily Assets Newspaper, as “Daily Assets Governor of the Year 2023”, slated to take place on February 8, 2024.

    According to the letter of nomination sent to the governor by Leadership Group Limited, Alia was found worthy to merit the award, owing to his sterling leadership, and remarkable  records of achievements within six  months, from May 29 last year.

    He was on Saturday, January 20, 2024,  awarded with an “Honorary Doctorate Degree”, by Ernest Bai Koroma University of Science and Technology, Sierra Leone.

    Alia disclosed this through his Social Media handles to share the invigorating news with his supporters, expressing happiness.

    He said: “I am delighted to announce that today, the Ernest Bai Koroma University of Science and Technology, Sierra Leone, found me worthy of an honorary doctorate degree. I extend my appreciation to the entire leadership and staff of the Ernest Bai Koroma University of Science and Technology, Sierra Leone.”

    This recognition by the media, and the  foreign university, within this short time in office, serves as a symbol of  his dedication and exemplary leadership, which has evidently left an indelible mark on the state, difficult to match, since the inception of democracy, in 1999.

    For the university to pick the governor from the North Central Nigeria, and among the 36 States of the Federation, as a whole, is evident that he is being tipped for stardom.

    Speaking at the 5th Congregational Ceremony for the Conferment of Degrees and Award of Diplomas and Certificates to the 2022/2023 graduands of the University, in Magbura, Sierra Leone, Governor Alia, identified Public/Private partnership as a potential solution to the challenges of financing higher education in Africa.

    He said the challenges of financing higher education in Africa, have become daunting, adding to the increasing nature of financial constraints faced by educational institutions, and the rising tuition fees that students and their families are facing to grapple with.

    Alia said: “In today’s rapidly evolving world, challenges of financing higher education have become daunting. Educational institutions face increasing financial constraints, while students and their families grapple with rising tuition fees.”

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    He noted that limited public funding and increasing students’ l demands have placed so much pressure on institutions, and threatens the quality and accessibility of education, which according to him, the public/private partnership, has emerged as a potential solution to sustain and enhance the quality of higher education in Africa.

    The governor had a stint at the famous St. Joseph of Moriado Formation House, Makeni where he met with some seminarians of the Roman Catholic church, and the head of the Formation House, Novice Master Bruno, in sierra Leone.

    He also participated in the feast day celebration of Michael Tansi Quasi Parish, Goderich Barracks, and was treated to a dinner at the house of Most Rev Dr. Edward Tamba Charles, the Metropolitan Archbishop of Freetown, in the country, and returned back to Nigeria on Sunday, January 21, 2024.

    He was accompanied by the Benue State Commissioner for Education and Knowledge Management, Rev Dr. Fredrick Ikyaan, the Vice Chancellor of Benue State University, Prof. Joseph Tor Iorapuu, the Chairman, State Universal Basic Education Board (SUBEB), Dr. Grace Adagba, Former Nigerian Ambassador to Russia and the Republic of Belarus, Prof. Steve Ugba, the Principal Special Assistant to the Governor on Protocol and Wardrobe, Hon. Emmanuel Iorbee, and the Personal Assistant to the Governor on Interior Welfare, Hon. Mike Chia, amongst others.

    •Donald Kumun, Principal Special Assistant to the Governor on Print Media.