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Opinion: Thriving in Trying Times – Pt. 3

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By Tolulope A. Adegoke

“Don’t believe in what you are called; it can trap you! don’t trust your titles. You have not done what you could do yet! What they have seen so far is only a fraction of who you are. Don’t allow what you have done prevent what you could do”. – Tolulope A. Adegoke

It is pertinent to note at this juncture that leaders initiate change. Leadership naturally demand change. Nigerians are not the problem, but the leaders. You can only lead people as far as you have gone yourself. If you do not improve, your organization will never improve. I have discovered something about developing countries because I was born in one and still live in one; when you give them a title, they stop learning. Nothing is worse for a Third-World man than giving him a promotion and a title, because he believes he has made it. Call someone a Manager or CEO or Honourable or Reverend or Bishop, they stop learning. And that’s when an organization stops working or growing. When you are given authority or title, you should buy more books, take more courses. Because you are not just leading your own life, you have lives to lead to a higher future and a higher level. This is why true leaders never graduate from the school of life, they are always learning. Dr Myles Monroe (of blessed memory) says “I read four to five books a month, I have been doing that for the past 22years…that means one book per week” because I must be re-educating myself. I am an eternal student.” You are reading this article, right now because you are willing to expand your mind. You cannot grow beyond what you know unless you grow what you know. To lead in trying times, you have to be a reader because readers may end up becoming leaders when they apply what has been learnt in the course of studies. This is why you should never allow anyone to prevent you from studying and growing. Also, never believe that you have made it. Don’t trust your titles. Don’t believe in what they call you, it can trap you. I am a recipient of several awards, but I do not allow them to get into my head, because the greatest enemy of your progress is your last success. Don’t trust what you have achieved. Don’t believe anybody’s accolades, because it is a trap. You have not done what you could do yet.  What they have seen so far is only a fraction of who you are. Stop being (a) mediocre! It’s time for you to stop complaining, and start studying. Don’t allow what you have done to prevent what you could do. The act of leadership is taking followers from where they are to a place they have never been. As a true leader, you have to be able to take people to where they have never been. That’s your role. Leadership is not about maintenance, it’s about innovation, exploration (that is, going beyond the box).

Leadership entails an adventure of thriving in creating a future, even in trying times, when all hope seems to be fading off. I strongly believe that many of you (readers) are tired of most of the trying moments confronting you. I sense strongly that you complain so much about it, it may be about your nation, family, continents or low-level leaders or government who tends to be taking you on a journey to no-where. But, if truly you desire a genuine change, you have to be willing to take an adventure into the unknown.

Thriving (could) entails some form of Discomfort.

Leaders will always create discomforts that are worthwhile. Why? Because they are uprooting people from their own familiarity. This is why true leaders seem not to be liked by a majority. They disturb your laziness; they also irritate your comfort. They make people do things that are uncommon, probably those things that these ones have never done before. They make people change their behaviours. In short, they frustrate your comfort-zones but re-shapes our cultures, ethics, norms and values. True leaders thrive the most in trying times because they are ‘disruptors’, they are catalysts! They always act as leverage to taking you from a place you know to a place that you do not know. The major problem with the majority across the world is that they like the familiar. It’s amazing how much we say we want ‘change’, and when it’s time to change we tend to hate it.

The Crisis Increases- it is called Trying Times

Thriving comes with a brand of leadership that naturally creates Change, and this comes with Crisis. We tend to talk about a crisis in the world today, even globally in diverse facets of life. But sincerely, all of that is not true. To me, there is no such thing as a Crisis. It doesn’t exist! A lot of people are doing so well, achieving great feats in the middle of a crisis, simply because they could see beyond the ordeals. Such people, like me, see opportunities! The Mentality Factor is key! Leaders create a crisis so that there can be more opportunities to thrive, they are not victims of them. Simply ask me how?

Leadership is an exercise in the management or the creation of crisis. A true leader says we would construct a six-lane road network. That’s a crisis! Because many people are used to the single lane-road, where they sell and hawk their goods in the middle of its pot-holes. Now, it’s a crisis because the government is trying to make a change happen on such a road network and many people may not be able to sell and hawk their good anymore. But it takes a leader to take such a drastic step for good change to occur within the system. This action creates discomfort for those benefiting from the bad road network. It is a crisis to take people to the level that they have never been, even though it may be a good place. Leaders initiate change…this change tends to change or reshapes the patterns of people’s lives, daily.

The Change Factor

You are a leader only if you initiate change. Managers only maintain things, while leaders change things. This is why a manager and a leader are completely different. Managers focus on systems, while leaders focus on people. Managers focus on the bottom-line, while leaders focus on the arising. Managers focus on what to do, while leaders focus on ‘why’ we are doing it. They think differently. And I strongly believe that you are finding this write-up interesting because it’s time for you to move into leadership. This moment on this write-up was a divine appointment because you are tired of being what you are. Probably you have been faking it for the last few years, telling your folks that you are having a good time. But why is this happening to you? it’s simple. You are bigger than who you really are. You are far stronger than what they say you are. You can do much more than their predictions about you. You are far better than what they said you are. And I am doing this write-up to irritate and infuriate you. You do not change until you are angry. Anger could be a crisis, but it could also be a weapon for a good change. Whatever you tolerate will never be changed by you. This is why ‘what’ you call crisis comes into your life. A crisis comes to take you out of the ordinary and forces to dream bigger! It forces you to be creative and innovative! There is no problem in your life or around you, they are only opportunities to be better and bigger. But you must be ready and determined to walk the work.

You all must come to understand that Change is your best friend! It is the only thing that is guaranteed and has your best interest at heart. Some nations are excelling bigger in this trying period because they are not seeing a crisis in the common senses or language of the ordinary thinkers or seers- these categories of nations are only seeing opportunities! And they all keep maximizing it, whether you like them or not for it! You must also come to understand that a ‘thing’ is exactly what you call it! They say opportunity, while the shallow thinkers say CRISIS!

Come on! You need to align yourself with Creative people. You need to start reading and studying the right books! Being with the wrong people and the bunch of complainers would only keep you stagnated and wanting or wishing for life if you are not careful. I charge you to change your relationships. As a matter of fact, you can never rise above the company you keep. If you are the smartest person in a group, then it’s time to leave such a group. Waking up from mental slumber is one of the greatest make-ups, which fine-tunes our beings into stepping up in the right order and lanes or platforms to thriving at any point in time of our lives.

Thank you for taking out time to relearn and re-educating yourself via this series. I wish you would apply it to real-life issues as they unfold with time.

Watch out for the Book titled: “The Power of an Empowered Zero” (From Zero to HERO) by Tolulope A. Adegoke. Foreword by Dr Yomi Garnett (CEO/Chancellor, Royal Biographical Institute, Philadelphia, Pennsylvania U.S.A., U.K., Abuja, Nigeria.) Edited by Ola Aboderin

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Opinion

The Stockholm Syndrome in the Delta

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By Boma Lilian Braide Esq.

The water remembers. It remembers when we were queens and kings of the creeks, when our voices carried across the rivers like thunder, and when no external force could dictate the terms of our existence.

Today, as a daughter of the Ijaw nation, I look at our political landscape and my heart breaks into a thousand pieces. The recent withdrawal of Pastor Tonye Cole from the political race reopened a wound that never properly healed. I immediately texted him a single, urgent question: “Why?” His response was a resigned, familiar phrase; “It is well.” At that exact moment, my thoughts were screaming so loudly inside my head, “Not again!” It felt like a brutal repetition of an old script. Every single time, without fail, they treat the Ijaw man badly, pushing him out of the room where decisions are made.

This leadership class continually trades our birthright for political crumbs, leaving me with a profound sadness I cannot shake. Every four years, we are forced to watch the same exhausting, predictable cycle play out. We have become the laughing stock of the Nigerian politics. We roar like lions in the morning, only to allow ourselves to be led like sheep to the slaughter house by nightfall. This pattern is not merely a string of tactical errors. It is a structural and psychological condition that has calcified into our political culture. We begin every election season with unparalleled bravery, massive energy, clarity, and a list of demands. We mobilise, we protest, we declare our rights. Yet at the decisive moment we fold. We trade collective power for personal gain. We accept crumbs while the harvest is taken from our lands allowing our leaders to be used as mere pawns, chess pieces, and foot soldiers on a board completely controlled by outsiders.

Call it what it is, a political Stockholm syndrome. When a people are held hostage by extractive systems for generations, they can begin to see the captor as a provider. When political actors poison our rivers, burn our gas, and extract our wealth, then return during elections with token gifts, the damaged political imagination can mistake those gifts for benevolence. A motorcycle, a solar lamp, a bag of rice, or a ten thousand naira note becomes a substitute for structural justice. We applaud the giver and forget the theft.

This is not a partisan indictment. The major parties have all participated in this system. From the coastal edges of Ondo and Edo, through Rivers and Bayelsa, to the riverine communities of Delta and Akwa Ibom, the script is the same. Political machines arrive with cash and spectacle. They leave with votes. They do not stay to build roads, to clean oil spills, to fund health care, or to restore fisheries. They do not invest in education or in the infrastructure that would make our communities resilient. They know they do not have to. They know that the combination of poverty, fragmentation, and short-term survival instincts will deliver the votes they need.

The spectacle in Rivers State is instructive. The conflict between an incumbent and a predecessor is not only a personal rivalry. It is a mirror of a deeper structural problem. An Ijaw son may occupy the governor’s office, but the expectation of loyalty to an external power broker remains. When disagreements arise, the Ijaw polity does not close ranks. Instead, it fractures. Elders, youth groups, and political actors align with different external centres of power. We tear ourselves apart while the larger system remains intact.

Delta State offers another painful example. The region produces a disproportionate share of the oil wealth that sustains the state and the nation. Yet Ijaw communities are routinely relegated to secondary roles in governance. The highest offices are often out of reach. When an Ijaw candidate shows real ambition, the pressure to step down, to accept a consolation prize, or to be bought off intensifies at the last minute. The result is a steady stream of symbolic representation and token appointments that do not translate into structural change.

Even Bayelsa State, our most homogenous political home, has not been immune. The state has been turned into a dependent outpost. Political life there is often conducted under the shadow of Abuja. During elections, communities are militarized. Young people are paid paltry sums to snatch ballot boxes and intimidate their neighbours. The leaders who emerge from such processes rarely prioritize environmental remediation, health care, or education. They prioritize survival within the national political economy.

Why do we accept this? Part of the answer lies in a minority complex that has been cultivated over generations. We have been taught to believe that because we are numerically small and geographically dispersed across several states, we cannot set national terms. That belief is false. Our geographic position along the southern maritime border gives us leverage. Nigeria’s economy cannot function without the peace of our creeks. Yet we negotiate from a position of weakness because we lack a unified, non-partisan political command structure.

Other major ethnic blocs in Nigeria have developed cultural mechanisms that protect collective interests across party lines. They maintain consensus on key strategic questions and punish those who betray the collective. The Ijaw political house, by contrast, is fragmented. We are divided into Western, Central, and Eastern blocs. Internal jealousy and rivalry consume us. When an Ijaw son or daughter rises to prominence, it is sometimes their own people who are recruited to pull them down. This internal sabotage is a major reason we are treated as expendable by national political machines.

Our representatives in national assemblies and federal boards are often the most silent and compliant. They vote for policies that harm our region because they want to protect their personal seats and committee positions. We have forgotten the intellectual foundation of our struggle. Our fathers did not rely on muscle alone. They fought with logic and strategy.

Harold Dappa Biriye used constitutional arguments to demand minority rights during the pre-independence conferences. Isaac Adaka Boro presented a detailed economic manifesto during the twelve-day revolution, exposing the systematic underdevelopment of the Delta. The Kaiama Declaration of 1998 linked environmental justice with true federalism in a way that remains a model for strategic political thinking. Today, that intellectual tradition has been eroded by a culture of thuggery, praise singing, and the pursuit of quick money.

The social and economic costs of our political submission are visible everywhere. Schools sink into the mud. Primary health centres lack basic medicines. Women die in childbirth because there are no functional boats to transport them to urban hospitals. Rivers that once sustained us are coated with crude oil. Gas flares burn day and night, releasing toxins that cause cancers and respiratory diseases. In any functioning democracy, such environmental devastation would provoke electoral punishment. But our people accept ten-thousand naira, wear party uniforms, and return the same leaders to office.

This pattern is not only morally wrong. It is strategically suicidal. The global energy transition is underway. The world is moving away from fossil fuels. In a few decades, crude oil will no longer be the primary driver of the global economy. When that happens, the Nigerian state’s willingness to distribute minor rents, amnesty stipends, and pipeline contracts will evaporate. If we remain politically domesticated and economically dependent, we will be discarded once our resources lose value. We will be left with a ruined environment and a population unprepared for the modern economy.

Breaking this cycle requires a radical transformation of our political behaviour. It requires both immediate reforms and long-term institution building.
First, we must refuse to sell our votes for temporary relief. If politicians bring money during elections, take it because it is a fraction of your stolen wealth, but enter the voting booth and vote fiercely against them if they have not delivered real, systemic progress. The act of taking money and voting against the giver is not a moral ideal. It is a pragmatic tactic that recognizes the reality of survival while asserting political agency.

Second, we must create a culture of community accountability. Any Ijaw politician, elder, or youth leader who sells out the collective interest for personal gain must face social consequences. They should be stripped of traditional honours, excluded from community gatherings, and greeted with public disapproval rather than celebration. The cost of betrayal must be made higher than the reward offered by external actors.

We must also institutionalize our collective strength. The Ijaw nation needs a permanent, non-partisan political and economic council composed of our finest minds. This council should include intellectuals, legal experts, economists, and community builders from across the globe. Its mandate would be to define a multi decade Ijaw National Agenda that transcends party lines. Any Ijaw person entering politics should be bound by that agenda. Any external political force seeking our cooperation should be required to commit to its verifiable execution.

Again, we must build strategic alliances with other coastal minority groups. From Calabar to Badagry, the coastal communities share common interests in environmental protection, maritime economies, and regional development. A unified coastal voting bloc would create a political force that no national party can ignore. Such an alliance would also strengthen bargaining power for federal resource allocation and environmental remediation.

Fifth, we must shift our economic focus from pipelines to the blue marine economy. Our future lies in the ocean. We must invest in community owned industrial fishing fleets, deep sea shipping logistics, local shipbuilding yards, and aquaculture networks. We must develop port infrastructure and maritime training centres. Economic independence is the foundation of political courage. When our communities can fund their own schools, hospitals, and water systems through independent marine enterprises, we will no longer beg for crumbs.

Sixth, we must invest in education and leadership training. Political courage is not loud rhetoric. It is disciplined strategy. We must train a new generation of leaders who understand constitutional law, public finance, environmental science, and international trade. We must teach negotiation skills, coalition building, and institutional design. The Ijaw struggle must be intellectualized and professionalized.

Seventh, we must reclaim our narrative. For too long our story has been told by others. We must document our history, our legal claims, and our environmental evidence. We must use the courts, the media, and international forums to hold polluters and complicit officials accountable. We must turn our lived experience into verifiable claims that can be litigated and publicized.

Finally, we must practice disciplined solidarity. Political unity does not mean uniformity of opinion. It means a shared commitment to core strategic objectives. It means agreeing on red lines that cannot be crossed. It means supporting candidates who commit to the Ijaw National Agenda and sanctioning those who betray it.

The hour is late. The cost of our political naivety is visible in every polluted river, every jobless youth, and every broken promise. We cannot enter another election cycle with the same broken playbook. We must reject transactional politics and demand structural change. We must hold our leaders accountable and refuse to celebrate personal appointments that bring no collective benefit.

We must heal ourselves of this political Stockholm syndrome. We must stop loving the systems that destroy us and begin the difficult work of building lasting political infrastructure. The future of the Ijaw nation depends on our ability to transform our pain into strategic power. The water is watching. The spirits of our ancestors who resisted colonial domination are watching. We must rise, cleanse our minds of dependency, and stand with dignity. The era of last minute surrender must end. The time for strategic, sovereign Ijaw political courage has arrived.

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Opinion

Leadership in Africa: Forging a New Era of Self-Reliance, Unity and Global Relevance (Pt. 3)

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By Tolulope A. Adegoke

“True leadership in Africa is not the pursuit of power, but the courage to serve — to turn the pain of yesterday into the promise of tomorrow, to bind broken hearts into one destiny, and to raise a continent where every son and daughter can stand tall, not by pulling others down, but by lifting one another higher.” – Tolulope A. Adegoke, PhD

Building upon the foundational principles and practical pathways discussed in Parts 1 and 2, this continuation explores the deeper implementation strategies, institutional reforms, cultural shifts, and long-term vision required to translate African leadership into tangible, sustainable transformation. It addresses the realities on the ground while offering forward-looking, actionable recommendations that can help Africa move from potential to performance on both regional and global stages.

Institutional Reforms as the Backbone of Transformative Leadership

Visionary leadership without strong institutions is like a beautiful dream without a foundation. Africa’s progress depends on building institutions that are resilient, transparent, and people-centred.

Leaders must prioritise civil service reform, judicial independence, and anti-corruption mechanisms that are not only punitive but preventive. For example, Rwanda’s use of performance contracts (imihigo) for public officials has created a culture of accountability and results. Similarly, Ghana’s strong electoral commission and relatively independent judiciary have helped sustain democratic stability. These models show that when institutions are strengthened, leadership becomes less about individual charisma and more about systemic effectiveness.

Regional institutions such as the African Union, ECOWAS, SADC, and the East African Community must also be reformed. They need greater financial autonomy, faster decision-making processes, and clearer enforcement mechanisms. The African Union’s current efforts to reform its Peace and Security Council and operationalise the African Standby Force are steps in the right direction, but they require consistent political will and adequate funding from member states.

Cultural and Mindset Transformation

Leadership that builds Africa must also transform mindsets. Many of the continent’s challenges are rooted in colonial-era thinking, dependency syndromes, and a culture of short-termism.

Progressive leaders should invest in cultural renewal programmes that celebrate African excellence, innovation, and resilience. This includes supporting the creative industries — Nollywood in Nigeria, Afrobeats music, and contemporary African literature — which are already projecting positive African narratives globally. Educational systems must move beyond rote learning to foster critical thinking, ethical reasoning, and entrepreneurial spirit.

Youth leadership development is particularly crucial. With over 60% of Africa’s population under the age of 25, the continent’s future depends on preparing young people not just for jobs, but for leadership. Initiatives like the African Union’s Youth Agenda and national youth service programmes should be expanded and made more impactful.

Economic Transformation and Self-Reliance in Practice

True self-reliance requires deliberate economic restructuring. Leaders must champion value addition in agriculture, mining, and natural resources. Instead of exporting raw cocoa, cotton, or crude oil, African countries should invest in processing facilities that create jobs and capture more value domestically.

The African Continental Free Trade Area (AfCFTA) offers a historic opportunity. When fully implemented, it can boost intra-African trade, reduce dependence on external markets, and create new industries. Leaders who actively remove non-tariff barriers, harmonise standards, and invest in cross-border infrastructure will be remembered as the architects of Africa’s economic renaissance.

Public-private partnerships (PPPs) should be strengthened, with clear frameworks that protect national interests while attracting responsible investment. Countries like Morocco and Ethiopia have shown how strategic industrial policies can attract foreign direct investment while building local capacity.

Global Relevance: Africa as a Solution Provider

Africa must stop seeing itself solely as a recipient of global solutions and begin positioning itself as a contributor. The continent’s vast renewable energy potential, youthful population, and rich biodiversity give it unique advantages in addressing global challenges such as climate change, food security, and digital innovation.

Leaders who understand this will invest in research and development, patent African innovations, and engage confidently in global forums. The success of African pharmaceutical companies during the COVID-19 pandemic and the growth of African tech unicorns demonstrate that the continent can compete and lead when given the right environment.

 

A Balanced and Hopeful Conclusion

Africa stands at a historic crossroads. The challenges — poverty, inequality, climate vulnerability, and governance gaps — are real and significant. Yet the opportunities — a youthful population, abundant natural resources, cultural richness, and growing regional integration — are even greater.

Leadership remains the decisive variable. When leaders rise above narrow interests to serve the collective good, Africa does not just survive — it thrives and offers the world new models of resilience, innovation, and inclusive growth.

The path forward requires a new covenant: between leaders and citizens, between nations and regions, and between Africa and the global community. This covenant must be rooted in trust, mutual accountability, and shared vision. With the right leadership — courageous, ethical, inclusive, and strategic — Africa can forge a new era of self-reliance, unity, and global relevance.

The question is not whether Africa can rise. The question is whether its leaders, supported by an awakened citizenry, will summon the will, wisdom, and courage to make that rise unstoppable. The world is watching, and history is waiting to record the choices made in this decisive decade.

Africa’s story is still being written. With visionary leadership, it can become one of triumph, dignity, and global excellence.

Dr. Tolulope A. Adegoke, AMBP-UN is a globally recognized scholar-practitioner and thought leader at the nexus of security, governance, and strategic leadership. His mission is dedicated to advancing ethical governance, strategic human capital development, resilient nation building, and global peace. He can be reached via: tolulopeadegoke01@gmail.comglobalstageimpacts@gmail.com

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Opinion

A Familiar Kind of Tragedy by Adeoye Inioluwa

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The recent attacks on school communities in Oyo and Borno states have once again forced the country into a familiar emotional cycle — shock, grief, statements, and questions that briefly dominate public attention before gradually fading into silence.
What makes this cycle more unsettling each time is not only the incident itself, but the growing sense that it no longer feels entirely unexpected.
No society is completely free of insecurity. That much is understood. But what often defines public confidence is not the absence of incidents; it is the clarity, consistency, and visibility of response over time.
People do not only want to hear that action will be taken. They want to understand what has changed since the last time similar words were spoken.
Schools are supposed to represent safety at its most basic level. They are meant to be spaces where children are temporarily removed from the uncertainties of the outside world, not exposed to them. So when violence reaches those spaces, it does more than disrupt learning — it disrupts trust.
In the immediate aftermath, responses are often swift in tone. Condemnation is expressed. Sympathy is extended. Assurances are made. These reactions are necessary, but the challenge lies in what follows after the statements are made.
Because for those directly affected, the consequences do not end when public attention moves on.
There is also a broader national concern that emerges in moments like this: the increasing difficulty of distinguishing isolated incidents from a pattern. When similar events recur across different locations and times, they begin to reshape how communities perceive safety itself.
At that point, the issue is no longer only about response, but about prevention — and more importantly, about whether prevention is visibly evolving in a way that matches the scale of concern.
Citizens are not only listening for reassurance. They are watching for evidence that lessons from previous incidents have been fully translated into action. This includes how vulnerable spaces are secured, how intelligence is applied, and how quickly gaps are identified before they are exploited again.
Without that visible progression, reassurance risks becoming routine, and routine reassurance gradually weakens public confidence.
There is also a quiet emotional cost that is rarely acknowledged. Each new incident does not erase the memory of the previous one; it adds to it. Over time, this accumulation creates a national fatigue — a troubling adaptation to repeated distress.
In such a climate, the most important responsibility is not only to respond after events, but to reduce the conditions that allow them to repeat.
Because ultimately, the measure of any serious response is not how firmly it is stated in moments of crisis, but how clearly it reshapes what happens next.
And if that shift is not visible, then the unanswered questions will continue. Not out of impatience, but out of necessity.

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