Opinion

The Oracle: Why and How History Defines Who We Are (Pt 8)

Published

5 years ago

May 14, 2021

Eric

By Chief Mike Ozekhome SAN

INTRODUCTION

In continuation of our treatise on historical figures and events. Today, we shall continue our discourse on Mungo Park, the Scottish Surgeon and Explorer who was said to have “discovered” the River Niger at Kainji, New Bussa. I always wonder, till date, how an explorer can “discover” a river he met the natives drinking, taking their bath in and farming with. Anyway, so much for “oyinbo” man’s narrative that suits them. It is high time we begin to interrogate history, question the answers and answer the questions. We shall also x-ray Hugh Clapperton, his voyage, challenges, achievements, elevation after voyage and his eventual death.

STILL ON MUNGO PARK

We saw how Mungo Park “discovered” the River Niger at New Bussa, Kainji. My argument is that having met the Natives living by the bank of the River Niger, bathing and drinking from it, it is wrong to say he discovered it. He saw it, yes, the first white man to do so. Yes. But, when he fell ill, it was the natives that came to his aid.

However, this is not to play down or underestimate his tortuous journey, sufferings, illnesses, attacks, etc. the story is that in June, 1788, nine of the twelve members of the Saturday Club, a gentlemen’s dining club, formed themselves into an ‘Association for Promoting the Discovery of the Interior Parts of Africa,’ as they deemed it unworthy of their ‘present age’ that only so little was known about ‘so large a portion of the globe’ as the African continent.

When in May, 1795, the twenty-three year old Scottish surgeon Mungo Park (1771-1806), left on his expedition to ‘ascertain the course and if possible, the rise and termination of [the river Niger]… [and] to visit the principal towns or cities in its neighbourhood, particularly Tombuctooo and Houssa,’ he was already the fourth explorer to be sent out by the African Association, as it was commonly known. Two of his predecessors, John Ledyard (1751-89) and Daniel Houghton (1740-91) had died in the attempt. The third, Simon Lucas (ca.1766-99), had not penetrated far into the interior, due to political upheaval in the region.

Park arrived in the Gambia in June. From there he travelled on with only a small amount of luggage, accompanied by his interpreter Johnson, a freed slave, and Demba, his servant. At first all went well but then Park was captured by Moors and badly treated. He eventually managed to escape and after being repeatedly robbed, suffering from fever, starvation and thirst, he finally reached the banks of the river Niger in July, 1796.

He then declared famously:

“I saw with infinite pleasure the great object of my mission; the long sought for, majestic Niger, glittering to the morning sun, as broad as the Thames at Westminster, and flowing slowly to the eastward.”

Mungo Park was an instant success, and the first edition of his book Travels in the Interior Districts of Africa sold out rapidly. His £1000 royalties allowed him to settle in Selkirk and set up medical practice (marrying Alice Anderson, the daughter of the surgeon to whom he had been apprenticed). Settled life soon bored him, however, and he looked for a new adventure-but only under the right conditions. Banks was offended when Park demanded a large sum to explore Australia for the Royal Society.

Eventually in 1805, Banks and Mungo Park came to an arrangement-Park was to lead an expedition to follow the Niger to its end. His part consisted of 30 soldiers from the Royal Africa Corps garrisoned at Goree (they were offered extra pay and the promise of a discharge on return), plus officers including his brother-in-law Alexander Anderson, who agreed to join the trip) and four boat builders from Portsmouth who would construct a forty-foot boat when they reached the river.

Against logic and advice, Mungo Park set off from the Gambia in the rainy season – within ten days his men were falling to dysentery. After five weeks one man was dead, seven mules lost and the expedition’s baggage mostly destroyed by fire.Mungo Park’s letters back to London made no mention of his problems. By the time the expedition reached Sand sanding on the Niger, only eleven of the original 40 Europeans were still alive. The party rested for two months but the deaths continued. By November 19, only five of them remained alive (even Alexander Anderson was dead). Sending the native guide, Isaaco, back to Laidley with his journals, Park was determined to continue. Park, Lieutenant Martyn (who had become an alcoholic on native beer) and three soldiers set off downstream from Segu in a converted canoe, christened the HMS Joliba. Each man had fifteen muskets but little in the way of other supplies.

When Isaaco reached Laidley in the Gambia news had already reached the coast of Mungo Park’s death – coming under fire at the Bussa Rapids, after a journey of over 1 000 miles on the river, Mungo Park and his small party were drowned. Isaaco was sent back to discover the truth, but the only remains to be discovered was Mungo Park’s munitions belt. The irony was that having avoided contact with local Muslim’s by keeping to the center of the river, they were in turn mistaken for Muslim raiders and shot at.

HUGH CLAPPERTON

Clapperton was born in Annan, Dumfriesshire, where his father, George Clapperton, was a surgeon. He gained some knowledge of practical mathematics and navigation, and at thirteen years was apprenticed on board a vessel which traded between Liverpool and North America. After having made several voyages across the Atlantic Ocean, he was impressed for the navy, in which he soon rose to the rank of midshipman. During the Napoleonic Wars, Clapperton saw a good deal of active service, and at the storming of Port Louis, Mauritius, in November 1810, he was first in the breach and hauled down the French flag.

In 1814, Clapperton went to Canada, was promoted to the rank of lieutenant, and to the command of a schooner on the Canadian lakes. In 1817, when the flotilla on the lakes was dismantled, he returned home on half-pay. In 1820 Clapperton removed to Edinburgh, where he made the acquaintance of Walter Oudney, who aroused his interest in African travel.

THE VOYAGES

Lieutenant G. F. Lyon having returned from an unsuccessful attempt to reach Bornu from Tripoli, the British government determined on a second expedition to that country. Walter Oudney was appointed by Lord Bathurst, then colonial secretary, to proceed to Bornu as consul, accompanied by Hugh Clapperton. From Tripoli, early in 1822, they set out southward to Murzuk, where they were later joined by Major Dixon Denham, who found both men in a wretched condition. They eventually proceeded south from Murzuk on 29 November 1822. By this time, a deep antipathy had developed between Clapperton and Denham, Denham secretly sending home malicious reports about Clapperton having homosexual relations with one of the Arab servants. The accusation, based on a rumour spread by a disgruntled servant dismissed by Clapperton for theft, was almost certainly unfounded, and Denham later withdrew it but without telling Clapperton he had done so, leading the historian Bovill to observe that ‘it remains difficult to recall in all the checkered history of geographic discovery.

CHALLENGES

On 17^th February, 1823, the party eventually reached Kuka (now Kukawa in Nigeria), capital of the Bornu Empire, where they were well received by the sultan Sheikh Al-Kaneimi, having earlier become the first white men to see Lake Chad. Whilst at Kuka, Clapperton and Oudney parted company with Denham on 14^th December, to explore the course of the Niger River. Denham remained behind to explore and survey the western, South and South-Eastern shores of Lake Chad, and the lower courses of the Rivers Waube, Logone and Shari. However, only a few weeks later, Oudney died at the village of Murmur, located near the town of Katagum on the road to Kano. Undeterred, Clapperton continued his journey alone through Kano to Sokoto, the capital of the Fulani Empire, where by order of Sultan Muhammed Bello, he was obliged to stop, though the Niger was only a five-day journey to the west. Exhausted by his travels, he returned by way of Zaria and Katsina to Kuka, where Denham found him barely recognizable after his privations. Clapperton and Denham departed Kuka for Tripoli in August, 1824, reaching Tripoli on 26^th January, 1825. Their mutual antipathy unabated, they exchanged not a word during the 133-day journey. The pair continued their journey to England, arriving home to a heroes’ welcome on 1^st June, 1825. An account of their travels was published in 1826, under the title Narrative of Travels and Discoveries in Northern and Central Africa in the years 1822–1823 and 1824.

ELEVATION AND FURTHER VOYAGES

Immediately after his return to England, Clapperton was raised to the rank of Commander, and sent out with another expedition to Africa, the Sultan Bello of Sokoto having professed his eagerness to open up trade with the west coast. Clapperton came out on HMS Brazen, which was joining the West Africa Squadron for the suppression of the slave trade. He landed at Badagry in the Bight of Benin, and started overland for the Niger on 7^th December, 1825, having with him his servant Richard Lemon Lander, Captain Pearce, and Dr. Morrison, navy surgeon and naturalist. Before the month was out Pearce and Morrison were dead of fever. Clapperton continued his journey, and, passing through the Yoruba country, in January, 1826, he crossed the Niger at Bussa, the spot where Mungo Park had died twenty years before.

HIS ACHIEVEMENTS

Clapperton was the first European to make known from personal observation the Hausa states, which he visited soon after the establishment of the Sokoto Caliphate by the Fula. In 1829, the “Journal of a Second Expedition into the Interior of Africa”, by Clapperton appeared posthumously, with a biographical sketch of the explorer by his uncle, Lieutenant-Colonel S. Clapperton, as a preface. Richard Lander, who had brought back the journal of his master, also published “Records of Captain Clapperton’s Last Expedition to Africa … with the subsequent Adventures of the Author (2 volumes, London, 1830).”

Hugh Clapperton was painted in 1817, by Sir Henry Raeburn. The painting now resides in the United States. A later oil painting by Gildon Manton is held by The National Gallery of Scotland. The frontispiece to Clapperton’s “Narrative of Travels and Discoveries in Northern and Central Africa” features an engraving by Thomas Goff Lupton. Clapperton was renowned for the following works:

Clapperton, H. (1826). Difficult and Dangerous Roads – Travels in Sahara and Fezzan, 1822–1825. Eds. Bruce-Lockhart, J. & Wright, J. Sickle Moon Books, London.

Clapperton, Hugh; Lander, Richard (1829). Journal of a second expedition into the interior of Africa, from the Bight of Benin to Soccatoo by the late Commander Clapperton of the Royal Navy to which is added The Journal of Richard Lander from Kano to the Sea-Coast Partly by a More Easterly Route. London: John Murray.

Denham, Dixon; Clapperton, Hugh; Oudney, Walter (1826). Narrative of Travels and Discoveries in Northern and Central Africa: In the Years 1822, 1823, and 1824 (2 volumes). London: John Murray. Scans: Volume 1, Volume 2.

CLAPPERTON’S DEATH

In July, Clapperton arrived at Kano and thence the Fulani capital Sokoto, intending to continue to Bornu and renew his acquaintance with the Kanuri leader Sheikh al-Kaneimi. However, the Fulani were now at war with Al-Kaneimi, and Sultan Bello refused him permission to leave. After many months’ detention, afflicted by malaria, depression, and dysentery, Clapperton died, leaving his servant Lander the only survivor of the expedition. Lander returned to the coast, and at Fernando Po. By extraordinary coincidence, he met Clapperton’s old antagonist, Dixon Denham, who duly relayed the news of Clapperton’s demise to London. (To be continued.)

THOUGHT FOR THE WEEK

“We are not makers of history. We are made by history.” (Martin Luther King, Jr.).

Opinion

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

Published

5 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