Opinion

Jakande: Farewell to the Architect of Modern Lagos

Published

5 years ago

February 15, 2021

Eric

By Wale Adebanwi

Alhaji Lateef Kayode Jakande, the first executive Governor of Lagos State (1979-1983) who died on Thursday, 11 February 2021 at 91, was a rare combination of administrative genius in public governance and humility, even self-effacement, in personal life. He was a remarkable giant in public life who never made anyone feel small in his presence. Without doubt, Jakande was one of the ablest public administrators that the country has ever produced.

An encounter with the man popularly called LKJ by one of the top aides of Asiwaju Bola Tinubu illustrates the profound modesty of the spartan politician. Jakande, as the aide told me a few years ago, was in the governors office to see Tinubu. He had obviously announced his presence to one of the assistants in the governors outer office. Incidentally, he conceived and started the construction of that building. But he never occupied the office before the military seized power in December 1983. Perhaps the governors assistants were either too ignorant about who Jakande was or, because of his humble mien, they didnt think he was important or relevant enough for his presence to be immediately brought to the attention of Tinubu. He was made to wait. The top aide to Tinubu came into the outer office and found Jakande waiting among many others. He was embarrassed. It was apparent to him that the former governor had been waiting for a while. Fortunately, Jakande didnt notice the top aide, who he knew well. The latter quickly dashed in to ask Tinubu if he knew his predecessor was in the waiting room. Tinubu expressed surprise. No one had informed him that Jakande was there. He asked the top aide to usher the former governor in immediately. What other Nigerian politician of Jakandes stature and special connection to that office and the building would suffer such blatant disregard with comparable equanimity?

LKJ whose other popular appellation was Baba Kekere, a salute to his rank within the Chief Obafemi Awolowo political family, was such a man: an accomplished and conscientious administrator and manager of (wo)men and resources whose deep inner peace and ascetic simplicity were never disturbed by either the exuberance of office and public ranking or the difficulties and scorns that the vagaries of public life attracted. He was an incorruptible man who was never incorrigible. For several decades in and out of corporate and public offices, he lived in his Bishop Street, Ilupeju private residence in Lagos. In this, he had learned a crucial lesson from his leader, Awolowo, who resisted the temptations that the transition from home to official residence and vice versa constituted among many other challenges of the passage of power in Africa.

As Governor Tinubu said in his tribute, Whatever we have been able to accomplish in Lagos State is because of the groundwork Jakande set out before us. In so many ways, he is the inspirational father of modern Lagos State. In housing, education, health care, and road construction, he left an indelible imprint. Tinubu should know. He inherited this tradition of efficient and effective governance championed by the likes of Jakande which was based on a progressive ideology that was identified with the Western Region of Nigeria and its succeeding states. However, this is threatening to become the exclusive heritage of Lagos State.

Three of the most notable manifestations of LKJs administrative genius are worth remembering, especially for the younger generation of Nigerians who are unfamiliar with what constitutes a proper political party and what it means to methodically and consistently execute the programmes and policies upon which a political party canvassed for votes. First was in the area of education. The Jakande administration was quick in executing the free primary and secondary education programme of the Unity Party of Nigeria (UPN). Putting all the children of schoo; age in Lagos into school while ending fee-based schooling in all schools within a short period was a massive endeavour. It involved the government take-over of all existing schools, including mission schools, and also the establishment of many more schools to accommodate the explosion in school enrolment. The urgent and massive need for the construction of new classrooms forced Jakande to take a pragmatic approach. His administration built a particular kind of new schools or added new classrooms to existing ones. Critics, particularly opposition elements and members of the upper middle class in Lagos, derided the Jakande schools as some glorified concrete chicken pens or coops because they were built to lintel level with added metal poles that held the roof in place. But, as these classrooms sprang up all over Lagos, those who recognised the transformation that was afoot acknowledged the egalitarian pragmatism that necessitated the choice that was made by the government. Jakande was more concerned with the effectiveness of the free education policy than the aesthetic value of the buildings. He recognised that, in the first iteration of the policy by the predecessor political party in the 1950s, the Action Group (AG), some beneficiaries were even happy to gather under trees before buildings were ready to accommodate the explosion in enrolment for primary education.

As every child in Lagos headed for school with no concern about the cost to their parents and with even school uniforms supplied free along with free meals, it became apparent that the old ethos of leapfrogging the Lugardian contraption to modernity, which was started in 1955 in the Western Region and aborted by military intervention in 1966, had returned with a new vigour. While many spoke to national unity and pretended that they cared more about this, Jakande operationalised it. No other state in Nigeria had a greater representation of the multiple ethnic and religious identities in Nigeria than Lagos. Jakande cared for every child of school age no matter where they came from.

Undoubtedly, there were several problems with the implementation of this policy. Yet, these were understandable challenges of massive social transformation. Though the process of our instruction was affected in part by the some of these challenges, those of us described then as omo Jakande (Jakandes children) later appreciated the massive transformation in the lives of several thousands of kids and their families wrought by the policies and actions of this most able of public administrators.

The second was in the area of housing. Low-cost housing was one of the central programmes of Jakandes administration. Affordable housing was and remains a major challenge in Lagos. In response to this, LKJ started massive low-cost housing projects all over the state. In this too, there were many administrative impediments to the successful implementation of a laudable project. Yet, his administration completed many housing projects from Oke-Afa and Amuwo-Odofin to Surulere and Ikorodu. Again, what this scheme reflected was Jakandes recognition of the critical role of the state in intervening in the social process which, at this moment in Nigerias evolution, constituted an important reflection of the kind of social democracy that he and his political party espoused.

The third was the metroline project. Apart from the free education programme, this potential high-impact project was one of the greatest demonstrations of the modernist and transformative agenda of the Jakande administration. It was designed not only to address the perennial problem of traffic congestion in Lagos, but also as part of the instruments for economic renaissance in the city-state. It was therefore the most critical, most imaginative response to the problem of urban transportation. It was designed to ensure that Lagos joined other global cities in providing true mass transit. If it had been implemented, the metroline would have transformed Lagos forever. Thus, we cannot overemphasise the importance of this project.

Though it was not implemented, the project revealed three things about Jakande and the political camp that produced him. One, it revealed the massive transformative vision, principles, policies that were the signal assets of the Unity Party of Nigeria which made the party, among all others in the Second Republic, a superior instrument for gaining and deploying state power in the service of the common good. While some parties on the right such as the National Party of Nigeria (NPN) were only invested in power and domination and others on the left cared more about ideological purity and discourses than the challenging and messy work of genuine social transformation, the UPN under Awolowos leadership was an ideologically pragmatic instrument of rule that had an unparalleled clarity as to the means, modes and capacities for social transformation in the Nigeria of that age as reflected in its Four Cardinal Programmes. Two, it showed that Jakande, perhaps more than any of his contemporaries, not only understood how the social transformation so conceived was to be achieved in a conurbation such as Lagos, but that he also had the vision to organise the most effective and efficient ways to accomplish the set goals in the context of the specific realities of that era. Three, starting the project confirmed Jakandes place as, administratively speaking, one of the most remarkable strategic thinkers that Nigeria has ever produced. However, the abortion of this project (which eventually cost the state and the country as much money in arbitration as would perhaps have been needed to finish the project) was not only a sign of the myopia and heedlessness of the Major General Mohammadu Buhari regime, it was also a stark reflection of the nature of Nigerias federalism and military rule. That a class of retrograde soldiers who had neither a rudimentary understanding of the progressive principles nor of the developmental values behind this vision could hijack the instruments of federal power and, with fiat, terminate one of the most important means of urban transformation again reminds of the problems of the Nigerian state and Nigerian federalism. We are still living with the consequences of this terrible decision. Almost four decades after the Buhari regime aborted this project, Lagos is still trying to build a similar project – with incalculably higher ratio in cost. Yet, the state has not succeeded. Two quick lessons here. One is the real and multiplier effects of efficient governance that is the tradition of progressive politics in western Nigeria, and two is the devastating and long lasting impact of the atavism called military rule, particularly the most invidious type that was experienced in Nigeria, and its concomitant subversion of federal principles.

Beyond infrastructures, LKJs style of leadership remains part of his legacy. His sartorial simplicity, including the signature horsetail fly whisk, amiable bearing and easy smile will be missed. I still recall vividly the first time I saw him as a student in one of the new schools he created. We lined the street of our school as his convoy drove by. He smiled and waved his fly whisk from inside his personal car (which was also his official car) as we waved back to him.

At the Nigerian Tribune, where I later worked, we heard stories about the era of John West, (his pen name), as editor-in-chief and managing director. Apart from his monumental contribution to the profession of journalism and the institution of the Fourth Estate, his old line-editors and reporters at Tribune often recalled his extraordinary work ethic, unflappability as well as his editorial and personal integrity. Although he later had a particularly unpleasant conflict with his leader, former employer, and co-shareholder in the African Newspapers of Nigeria, publishers of the Tribune, which, it can be argued, exposed a part of the shrewdness of the otherwise unassuming man, this could not erase his monumental contributions to the longest surviving newspaper in Nigeria.

Though Jakande was a social democrat and a man of great conviction, he was no rash ideologue. As the governor of the capital city-state, it was said that he met with President Shehu Shagari weekly and also met his leader, Awolowo, weekly as well. While some members of the party were somewhat dubious about the value of regular meetings with the leader of the ruling party which they believed stole their leaders mandate, Awolowo understood Jakandes outreach.

Like most politicians, Jakande was a man of ambition. He really wanted to be president of Nigeria. He knew he had the capacity, despite his limitations regarding formal education, as his adversaries were often eager to point out. LKJ recognised, correctly, that, apart from his leader, there were few in the country who could claim to have the administrative competences which he possessed in abundance. What LKJ lacked in intellectual finesse, he more than made up for in practical and effective planning and administrative genius; what he lacked in political oratory, he made up for in personal decency. Until he gambled away his pre-eminence in Lagos politics in the course of the June 12 crisis, the politics of Lagos was largely dictated by Jakande. Long before Tinubu, Jakande was the paterfamilias of Lagos progressive political camp. Babagana Kingibe will not quickly forget the lesson that Jakande taught him in the Third Republic about Lagos politics. Kingibe, in his initially subtle but increasingly brazen attempt as National Chairman to hijack the entire machinery of the Social Democratic Party from his patron, Major General Shehu Musa YarAdua, and the other established figures in progressive politics through the imposition of his favoured candidates in the partys governorship races, forced the old political warhorse to show him as they say in LKJs culture that, if an adolescent has as much clothes as the elderly, s/he cannot have as much threadbare clothes. Jakande instructed his supporters to vote for the SDP candidates down the ballot all over Lagos but to reject Kingibes imposed governorship candidate by voting for the candidate of the rival party, Michael Otedola. It was the one and only time that a non-progressive politician would win election as governor of Lagos State.

Perhaps the gravest error of Jakandes political life was his decision to join the Abacha regime as Works and Housing Minister. It was an original error that he had to live with until the end of his days. Partly a result of personal ambition and partly an attempt to leverage the political confusion of that period into a workable political transition that could lead to democratic rule, particularly given the initial lack of clarity by the symbol of that struggle, Moshood Abiola (whether more of the later than the former is still in dispute), LKJ joined the regime of the man who turned out to be the most vicious ruler in Nigerias history. Even as it became apparent that Abacha was a power monger who saw Nigeria as a lootable resource, LKJ refused to relinquish the illusion that the ignoble regime was a path to national political reconstitution. Some of his old comrades saw this as yet another manifestation of the same ambition to upstage his leader and run for the presidency in the Second Republic which led him to stand trial at the UPN NEC meeting in Yola in 1982 and which almost led to his expulsion from the party, as explained in my book on the political movement, Yoruba Elites and Ethnic Politics in Nigeria: Obafemi Awolowo and Corporate Agency.

By the time he was removed from office by Abacha, Baba Kekere could no longer claim his place among the progressive political clan to which he properly belonged one which he was also qualified to lead. He was ostracised by his old comrades. In his inimitable way, Jakande accepted his fate and stayed out of the fratricidal battle among the Awoists in the lead up to the Fourth Republic. Yet, his ostracisation was a damning verdict on a moment of political indiscretion and a lesson in how the mess of politics can turn an able administrator and excellent political leader into a disabled spectator in the gallery of power politics. Though he seemed to have reconciled himself to this harsh judgement by not even attempting to be reconciled with his old allies, Jakande bore no grudges. You could never find him giving interviews steeped in rancour and accusations against his erstwhile fellow political travellers. He was a forgiving man, though one who was hardly ever forgiven. As Nigeria produced one incompetent president after another and as the fratricidal battle induced by the Nigerian tragedy consumed the progressive political camp to which he legitimately belonged, and of which he remained a great advertisement in public governance, LKJ could only watch from the side lines, humbled by age and the apparent loss of political traction.
Indeed, such was the fatal nature of this error that a revisionist history began to bubble about LKJs place in the history of progressive politics, public governance and the modernist project in Nigeria. The fact is that, despite his political errors, Jakandes place in this history remains solid. His errors will be noted and can still be chastised, but above all else, his contributions will continue to be honoured and celebrated. It was as if Providence kept him alive longer than all of his contemporaries to give us all enough time not only to forgive his political transgressions but also to reflect on his administrative genius, especially as that genius even bore more fruits in the Lagos of the Fourth Republic the state which has, arguably, been a consistently better governed state than all the others in the current Republic. As undoubtedly his latter successors, particularly Governors Bola Tinubu and Babatunde Fashola would readily admit, it was Jakande who laid the foundations for the building of modern Lagos. Thus, contemporary Lagos is a testament to LKJs vision, administrative brilliance and personal austerity.

Jakande was a devout Muslim who was at peace with other forms of devotion. Like his leader, he was a faithful husband and noble father. Apart from his commitment to egalitarian politics, nothing delighted him more than his union with his devoted wife, Sikirat Abimbola Jakande, who also mirrored Hannah Idowu Dideolu Awolowos own devotion to her husband. Jakandes personal and political life could not have been the success that it was without the self-effacing but steadfastly warm Abimbola. If you ever visited their home and witnessed the way Abimbola treated Jakande, you would know that she was partly the reason why he enjoyed life for as long as he did.

As we bid Jakande farewell, it is important to note that there goes one of the ablest administrators in our national history.

Good night, LKJ.

Adebanwi, author of Yoruba Elites and Ethnic Politics in Nigeria: Obafemi Awolowo and Corporate Agency, is the Rhodes Professor of Race Relations, University of Oxford, UK.

Opinion

The Six Focal Dimensions of Leadership: A Holistic Framework for Personal Mastery

Published

4 days ago

March 14, 2026

Eric

By Tolulope A. Adegoke, PhD

“True leadership awakens the highest in others by first mastering the highest in oneself: it weaves inner clarity with outward vision, human connection with disciplined action, collective harmony with unyielding integrity—transforming individuals, institutions, and societies into their fullest potential.” – Tolulope A. Adegoke, PhD.

Leadership constitutes a pivotal force in human progress, operating as a multifaceted process that shapes personal trajectories, drives organizational excellence, and steers national destinies. Far beyond positional power, it integrates psychological depth, behavioral agility, strategic acumen, relational wisdom, systemic orchestration, and unwavering ethical commitment. The focal dimensions—self-leadership, visionary direction, relational influence, strategic execution, team and systemic alignment, and ethical integrity—serve as enduring pillars, drawn from an evolving synthesis of leadership theories including trait, behavioral, contingency, transformational, servant, authentic, and collective models. These dimensions interact dynamically, adapting to cultural nuances, technological advancements, generational shifts, sustainability demands, and geopolitical complexities in our interconnected era.

This expanded exploration delves profoundly into each dimension, weaving theoretical foundations with practical applications across individuals (peoples), corporations, and nations. It incorporates concrete, globally recognized examples—historical and contemporary—to provide clearer insight, deeper comprehension, and alignment with international standards of scholarship and practice. These illustrations highlight successes, challenges, and transferable lessons, underscoring leadership’s role in fostering resilience, innovation, equity, and sustainable flourishing.

Self-Leadership: The Internal Compass of Personal Mastery and Authenticity

Self-leadership forms the foundational dimension, emphasizing proactive self-direction through heightened self-awareness, emotional regulation, disciplined habits, continuous learning, and resilient agency. Rooted in cognitive-behavioral and positive psychology frameworks, it empowers individuals to align actions with intrinsic values amid external pressures.

For individuals, self-leadership manifests in personal triumphs over adversity. Viktor Frankl, the Austrian psychiatrist and Holocaust survivor, exemplified this during his imprisonment in Nazi concentration camps. Despite unimaginable suffering, Frankl chose his attitude and inner response, maintaining meaning through logotherapy principles and later authoring Man’s Search for Meaning. His practice of finding purpose in suffering demonstrates self-leadership’s power to preserve dignity and agency in extreme conditions.

In corporations, self-leadership scales to executive authenticity and cultural modeling. Leaders who engage in reflective practices—such as executive coaching, mindfulness, and vulnerability—cultivate environments of ownership. Companies like Google have institutionalized self-leadership through programs encouraging personal growth and error reflection, contributing to innovation cultures where employees proactively drive projects.

Nationally, self-leadership appears in statespersons exhibiting moral courage and transparency. Leaders who publicly acknowledge policy shortcomings while pursuing national interests build institutional trust. This dimension supports anti-corruption efforts and civic responsibility in diverse societies, enhancing social capital and intergenerational equity in education, health, and environmental policies.

Visionary Direction: Articulating and Mobilizing Toward Compelling Futures

Visionary direction involves crafting an inspiring, feasible future narrative and aligning resources through foresight, purpose communication, and motivational alignment. It draws from transformational leadership, integrating scenario planning and inspirational rhetoric.

Individuals harness this by defining legacy-oriented missions, channeling energy beyond daily survival toward skill mastery or societal contribution, sustaining motivation through setbacks.

Corporations depend on visionary direction for enduring success. Reed Hastings at Netflix pioneered streaming disruption, envisioning a world where entertainment shifts from physical media to on-demand digital access. By investing boldly in original content and global expansion while phasing out DVD rentals, Hastings aligned the company with technological inevitability, transforming it from a mail-order service into a dominant entertainment platform.

At the national level, visionary direction shapes long-term policy architectures. Jacinda Ardern, former Prime Minister of New Zealand, articulated a compassionate, science-driven vision during the COVID-19 pandemic, emphasizing “team of five million” unity, rapid border closures, and clear communication. This foresight enabled effective containment, economic safeguards, and high public trust, illustrating how inclusive national narratives mobilize cross-generational coalitions amid global crises.

Relational Influence: Building Trust, Empathy, and Inclusive Connections

Relational influence prioritizes authentic bonds through emotional intelligence, active listening, empathy, and mutual empowerment. Grounded in leader-member exchange and relational theories, it transforms interactions into collaborative partnerships.

Individuals apply this in nurturing supportive networks—family, mentorships, communities—that enhance well-being and collective efficacy.

In corporations, relational leadership fosters inclusive, innovative cultures. Satya Nadella at Microsoft shifted from a competitive to a collaborative ethos, emphasizing empathy, growth mindset, and cross-functional dialogue. By modeling vulnerability (sharing personal stories of his child’s disability) and empowering teams, Nadella revitalized innovation, boosted employee engagement, and drove market resurgence.

Nationally, relational influence bridges societal divides. Leaders who facilitate inclusive dialogue and empathetic policymaking reduce polarization. In multicultural or federal contexts, this strengthens democratic legitimacy and crisis coordination, building social capital vital for equitable reforms.

Strategic Execution: Adaptive Implementation and Problem-Solving Under Uncertainty

Strategic execution demands rigorous analysis, decisive action, resource optimization, and iterative adaptation. Informed by contingency and situational models, it balances efficiency with flexibility.

Individuals exercise this in career navigation or personal crises, converting obstacles into advancement.

Corporations require strategic execution for resilience. During Boeing’s 737 MAX crises, leadership (post-2019) executed comprehensive safety overhauls, MCAS redesigns, regulatory cooperation, and cultural reforms—demonstrating calibrated response to regain certification and stakeholder confidence.

Nationally, this dimension drives governance efficacy. New Zealand’s Ardern again exemplified execution during COVID-19 through evidence-based lockdowns, testing scaling, and adaptive economic support, minimizing health and economic damage while maintaining public adherence.

Team and Systemic Alignment: Orchestrating Cohesion and Interdependent Success

This dimension empowers others, clarifies interdependencies, and aligns efforts via distributed leadership models, viewing outcomes as networked rather than hierarchical.

Individuals contribute through meaningful delegation and peer mentoring.

Corporations build high-performing ecosystems by dismantling silos and integrating functions. Relational approaches, as seen in collaborative cultures at companies emphasizing team empowerment, enhance knowledge flow and adaptability in global operations.

Nationally, alignment harmonizes institutions and partnerships. Effective leaders empower subnational entities while ensuring coherent direction, facilitating seamless development and crisis responses in federated or diverse systems.

Ethical Integrity: The Moral Anchor of Accountability and Sustainability

Ethical integrity demands principled consistency, transparency, stakeholder protection, and long-term orientation. Drawing from servant and authentic paradigms, it safeguards trust across all endeavors.

Individuals uphold personal codes resisting expediency.

Corporations embed integrity through governance and stakeholder focus. Johnson & Johnson’s 1982 Tylenol crisis response—swift nationwide recall, transparent communication, and tamper-proof packaging redesign—exemplified ethical prioritization of public safety over short-term profit, restoring trust and setting industry standards.

Nationally, ethical leadership combats corruption and upholds rule of law. Leaders modeling public-interest primacy enhance credibility, investment attraction, and civic virtue diffusion.

Interconnections, Global Relevance, and Pathways Forward

These dimensions interlink synergistically: self-leadership informs visionary clarity, relational trust enables execution, systemic alignment reinforces ethics. Cross-level synergies create virtuous cycles—personal mastery informs corporate innovation, which shapes national resilience.

In today’s context—AI integration, climate urgency, demographic changes, multipolar dynamics—hybrid, culturally intelligent leadership prevails. Measurement via assessments, scorecards, and indices supports development through mentorship, academies, and experiential programs.

Conclusion: Leadership as Catalyst for Interdependent Flourishing

The focal dimensions offer a timeless, adaptable framework elevating individuals to fulfillment, corporations to prosperity, and nations to inclusive progress. Through global examples—from Frankl’s resilience and Hastings’ disruption to Ardern’s empathy and Johnson & Johnson’s integrity—leadership demonstrates profound impact when harmonized with authenticity and service. Investing in these dimensions equips stakeholders to navigate complexity, fostering legacies of resilience, equity, and shared well-being across borders and generations in our interdependent world.

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, and resilient nation-building, and global peace. He can be reached via: tolulopeadegoke01@gmail.com, globalstageimpacts@gmail.com

Opinion

The Scars of Glory and the Burden of Leadership!

Published

2 weeks ago

March 7, 2026

Eric

By Tolulope A. Adegoke, PhD

“True glory is never unscarred, and authentic leadership is never unburdened; together, they forge the crucible from which resilience, innovation, and equitable possibilities emerge for peoples, corporations, and nations alike” – Tolulope A. Adegoke PhD

In the annals of human endeavor, glory is often portrayed as the pinnacle of achievement—a radiant summit where triumphs are celebrated and legacies are forged. Yet, beneath this luminous facade lie the indelible scars that mark the journey: the wounds of sacrifice, the echoes of failure, and the silent toll of perseverance. Leadership, in turn, emerges not as a crown of ease but as a weighty mantle, demanding unwavering resolve amid uncertainty. This write-up explores the intertwined realities of glory’s scars and leadership’s burdens, framing them as essential catalysts for unlocking possibilities across peoples, corporations, and nations. By examining these themes through a global lens, we uncover how embracing such challenges can foster resilience, innovation, and sustainable progress in an interconnected world.

The Essence of Glory’s Scars

Glory, in its purest form, is rarely bestowed without cost. It is the culmination of battles fought, both literal and metaphorical, where victories are etched upon the soul as much as upon history. For individuals—be they entrepreneurs, artists, or activists—the scars of glory manifest in personal sacrifices. Consider the innovator who toils through sleepless nights, forsaking family ties and personal well-being to birth a groundbreaking idea. These scars are not mere blemishes; they are badges of authenticity, reminding us that true achievement demands vulnerability and endurance.

On a corporate scale, these scars appear in the form of organizational trials. Companies navigating global markets often endure economic downturns, regulatory hurdles, and competitive upheavals. The 2008 financial crisis, for instance, left deep imprints on multinational firms, forcing restructurings that scarred workforces through layoffs and cultural shifts. Yet, from these wounds emerge stronger entities, equipped with adaptive strategies and diversified portfolios. In nations, glory’s scars are woven into the fabric of collective memory—wars, revolutions, and economic reforms that reshape societies. Post-colonial nations in Africa and Asia, for example, bear the marks of independence struggles, where the pursuit of sovereignty inflicted profound social and economic pains. These historical scars, however, pave the way for renewed identities and developmental trajectories, aligning with international standards such as the United Nations Sustainable Development Goals (SDGs), which emphasize inclusive growth and resilience.

Internationally, the delivery of possibilities hinges on recognizing these scars as opportunities for learning. The World Economic Forum’s Global Risks Report highlights how past crises, like pandemics or climate events, scar global systems but also unlock innovations in healthcare and sustainability. By integrating lessons from these experiences, peoples can access education and empowerment, corporations can drive ethical capitalism, and nations can pursue equitable diplomacy. Thus, glory’s scars are not deterrents but gateways to transformative potential.

The Weight of Leadership’s Burden

Leadership, often romanticized as visionary guidance, carries an inherent burden that tests the mettle of those who wield it. At its core, this burden involves decision-making under duress, balancing immediate needs with long-term visions, and shouldering accountability for outcomes that affect multitudes. For individuals in leadership roles—such as community organizers or CEOs—the weight manifests in ethical dilemmas and emotional fatigue. The isolation of command, where leaders must project confidence while grappling with doubt, can lead to burnout, a phenomenon increasingly addressed in global mental health initiatives like those from the World Health Organization.

In the corporate realm, the burden of leadership is amplified by stakeholder expectations and market volatilities. Executives must navigate shareholder demands, employee welfare, and environmental responsibilities, often amid geopolitical tensions. The rise of ESG (Environmental, Social, and Governance) criteria exemplifies how leaders are now accountable for broader impacts, transforming corporate governance into a high-stakes endeavor. Successful corporations, such as those in the Fortune 500, demonstrate that bearing this burden fosters innovation; for instance, tech giants investing in AI ethics despite regulatory uncertainties create pathways for inclusive technological advancement.

Nationally, leaders bear the heaviest loads, steering policies that influence millions. Heads of state confront burdens like economic inequality, security threats, and diplomatic negotiations, all while upholding democratic principles or cultural values. The Paris Agreement on climate change illustrates this: national leaders commit to burdensome transitions from fossil fuels, yet these efforts unlock possibilities for green economies and international collaboration. In alignment with frameworks like the International Monetary Fund’s guidelines for fiscal responsibility, such leadership burdens ensure that nations deliver on promises of prosperity and stability.

Globally, the burden of leadership is a shared imperative for delivering possibilities. The G20 summits and similar forums underscore how collaborative leadership can mitigate burdens through knowledge exchange and resource pooling. By fostering diverse leadership models—incorporating gender parity and cultural inclusivity, as advocated by the OECD—peoples gain empowerment, corporations achieve sustainable competitiveness, and nations build resilient alliances. Ultimately, the burden is not a curse but a crucible, refining leaders to champion equitable futures.

Intersections: Where Scars and Burdens Converge

The scars of glory and the burden of leadership are inextricably linked, forming a symbiotic dynamic that propels progress. Leaders who bear burdens often accumulate scars through trials, yet these experiences equip them to inspire and innovate. For peoples, this convergence means access to role models who humanize success, encouraging grassroots movements that align with universal human rights standards, such as those in the Universal Declaration of Human Rights. Individuals scarred by adversity, like refugees turned advocates, embody leadership that uplifts communities, delivering possibilities in education and social mobility.

Corporations at this intersection thrive by institutionalizing resilience. Firms like Patagonia, scarred by environmental advocacy battles, shoulder leadership burdens in sustainability, setting benchmarks that influence global supply chains. This approach not only complies with international trade standards but also unlocks market opportunities in eco-conscious consumerism.

Nations, too, find strength in this nexus. Emerging economies, scarred by historical exploitations, burden their leaders with reforms that foster inclusive growth. Initiatives like the African Continental Free Trade Area exemplify how addressing these elements can deliver economic possibilities, harmonizing with WTO principles for fair trade.

In a world of rapid globalization, embracing these intersections adheres to international norms, such as those from the International Labour Organization, ensuring that progress is ethical and inclusive. By viewing scars as wisdom and burdens as duties, stakeholders across levels can co-create a landscape ripe with opportunities.

Pathways Forward: Embracing the Inevitable for Collective Advancement

To harness the scars of glory and the burden of leadership for global benefit, a proactive stance is essential. Education systems worldwide should integrate leadership training that acknowledges these realities, preparing future generations in line with UNESCO’s global citizenship education. Corporations must invest in wellness programs and ethical frameworks, aligning with ISO standards for sustainable management. Nations, through multilateral engagements, can share best practices, as seen in ASEAN’s collaborative leadership models.

In conclusion, the scars of glory remind us of the human cost of aspiration, while the burden of leadership underscores the responsibility of power. Together, they form the bedrock for delivering possibilities to peoples, corporations, and nations—fostering a world where challenges are not endpoints but springboards to excellence. By honoring these elements with integrity and foresight, we pave the way for a more equitable and dynamic global order, where glory’s light shines not despite the scars, but because of them.

Opinion

Give What, to Gain What? Reflections on the 2026 International Women’s Day Theme

Published

2 weeks ago

March 5, 2026

Eric

By Oyinkansola Badejo-Okusanya

At first glance, the theme of this year’s International Women’s Day celebration sounded a little odd to me.

Last year’s theme, Accelerate Action, was clear enough. You read it and immediately understood it as a call to move faster, push harder, do more, close the gaps. It was energetic, direct and unambiguous.

But “Give To Gain”? Give what? To whom? And to gain what, precisely? How is giving a pathway to gender equity? In the legal profession, and in leadership generally, we are trained to think in terms of advantage. What do I gain? What do I secure? What do I protect? But the more I reflected, the more I realised that perhaps that reflection was the point. Because my reflection took me to some of the most defining moments in my professional journey, and they did not come from what I took. They came from what someone chose to give.

A colleague who gave me insights instead of indifference, a leader who gave me visibility in a room where my voice would have been overlooked, a mentor who gave me honest feedback when flattery or a comfortable silence would have been easier.

None of those acts diminished them. They did not lose relevance, influence, or authority. If anything, their giving expanded their impact. Sometimes, some of us act as though giving someone else room to rise somehow shrinks our own space. But leadership does not weaken when it is shared wisely. It deepens.

That is the quiet power behind “Give To Gain”, and the paradox at the heart of this year’s theme. “Give To Gain” is not a call to diminish ourselves. It is a call to invest in one another because when we give from strength, we gain strength. So give respect.
give access. Give honest evaluation. Give opportunity without prejudice. And you will gain trust, loyalty and potential. Give mentorship and gain contunuity, give equal footing and gain the full measure of talent available. That kind of giving multiplies gain.

So perhaps the theme is not so odd after all. In a world that often asks, “What do I stand to lose?” this year’s International Women’s Day asks instead, “What could we stand to gain, if we were all willing to give?”

In the context of gender equity, the theme becomes even more compelling. Giving equal footing is not about doing women a favour; it is about acknowledging merit. When barriers fall, capacity rises to the surface. When access expands, talent flourishes. When women thrive professionally, institutions gain.

Against this backdrop, I began to think about the remarkable women who embodied this principle long before it became a theme. Women who gave intellectual rigour to complex situations and gained distinction. Women who gave courage and resilience in the face of resistance or in rooms where they were the only one, and gained respect. Women who gave mentorship to younger women and gained a legacy that cannot be erased.

Women who gave integrity to public service and the private sector and gained trust and admiration that cannot be manufactured.
Women whose boldness did not ask for permission to contribute. They did not lower their standards to fit expectations.

They gave of their intellect, their discipline, their time and their resilience, and in doing so they expanded the space for others. That is the spirit I want to honour this IWD month.

Beginning tomorrow, on International Women’s Day and continuing through all the remaining days of March, I will be celebrating a female icon who exemplifies this principle. Women who have given and gained. Each day, one story. One journey.

One example of boldness in action. Not to romanticise their journeys or suggest that their paths were easy, but to illuminate them and show what is possible when you dare to try.

Each profile will tell a story of contribution and consequence, of how giving strengthens, and how excellence, when sustained with integrity, inevitably earns its place.

My hope is that other women will read these stories and recognise themselves in them. That men also will read them and see leadership, not limitation. And that we will all be reminded that progress is rarely accidental. It is built, often quietly, by those willing to give more than is required.

If this year’s theme “Give To Gain” means anything to me, it means that we must intentionally amplify the inspiring examples that prove what is possible when women are bold.

Because inspiration and visibility are forms of giving. And sometimes, the simple act of telling a story is the spark that lights ambition in someone who was unsure where or whether she belonged.

This March, I choose to give inspiration and visibility and honour where it is so richly deserved.

And I trust that in doing so, we will gain a stronger world, a clearer sense of direction and possibility and another generation of women bold enough to step forward without apology.

Now the theme no longer seems strange. Now I understand that when we give boldly, we gain collectively. And that is a theme worth celebrating.

Oyinkansola Badejo-Okusanya, SAN FCIArb