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Panorama: Nigeria and Untapped Potential to Lead Fight Against Cancer and Cognition Associated Diseases

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5 years ago

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By Sani Sa’idu Baba

My dear country men and women, this week I am taking us on a journey to demonstrate some issues that are important to the development of our dear country Nigeria, especially in the areas of research and health where I professionally have a comparative advantage. But before I go into that, let me briefly explain what has drawn my attention to a topic of this nature, generally considered a less talk about issue in the media and scientific spaces in our country. I believe my readers today. irrespective of their professional backgrounds, will be convinced that we are living in starvation in the midst of plenty, especially in the inseparable areas of research and health. These two go hand in glove, such that research outcomes are translated into modality or therapeutics, and the therapy outcome also give rise to several hypothesis and speculations that eventually requires further research.

Earlier in the week, I received a call from my Professor and academic mentor, Prof. Isyaku Umar Yarube, a Professor of Human Physiology and Neuroscience, equally the Head of Neuroscience and Pathophysiology unit, Bayero University Kano, asking me to participate in a symposium and launching of Biomedical Research Training (BioRTC) center organized by Dr Mahmoud Maina, on a mission to facilitate research and training of Nigerian scientists, using modern methods that will enable them to contribute to solving local and global biomedical science problems through scientific research. The first of its kind-centre is located inside the Yobe State University, Nigeria. Let me recommend that this centre be replicated in other areas of the country, especially in our universities and teaching hospitals. Lack of state-of-the-art research instruments in our country is perhaps the reason neuroscience and other biomedical researchers in Nigeria choose oversees for postgraduate studies, especially those that could afford, but certainly not due to lack of the best brains that can handle advanced research in Nigeria. Let me confess at this point that Nigeria is blessed with the needed human resources and brains that can turn around situation of things in this country. More often than not, people are of the view that Nigeria is not well equipped with the technical know-how and skills in the field of traditional research, not knowing that the only thing sadly lacking is the key to unlocking such potentials.

Nigeria has a population of over 200 million people, the largest in Africa. Among the West African countries, it has the second highest density of medical doctors, which is, however, still very low compared to the actual figure that will meet the need of our population. Government expenditure on health is considerably slimmer than what comes from private contributions, differing by over two thousand billion naira. About 3.8 percent of Nigeria’s GDP is invested in the health sector. In OECD countries, the average percentage of GDP spent on healthcare was 8.8 percent. Also, OECD member countries are mostly high-income countries, whereas Nigeria is an emerging economy and belongs to countries with lower middle-incomes. Nigerians usually have to pay for medicine out of their own pocket. Often the medicine is very expensive and difficult to afford.

Though our population is very high, we still have potential that if appropriately and adequately explored will place us in the forefront in the fight against diseases bedeviling the situation in our country today. For a proper understanding of the current health situation in Nigeria, it is important to state briefly the evolution of its healthcare system and within that framework examine some of the factors that led to our sorry state. Prior to the coming of Europeans to Nigeria, the indigenous peoples that make up the country relied entirely on indigenous herbal and fauna knowledge to resolve various health conditions. The healthcare system was based on the quality knowledge of practitioners as well as defined ways of apprenticeship to qualify as a healthcare provider. The medical student was expected to go through years of training both in herbal knowledge, therapeutic processes, and psycho-social relations. The underlying principle of traditional medical system was a sacred calling toward the preservation of lives and to serve as a cohesive element in the society, rendering services for peanuts or even free. However, with the coming of Europeans from the fifteenth century and the subsequent introduction of Western medicine, healthcare services became monetized so that health services were rendered for a standard fee. Although the colonial government did not overtly introduce Western medicine to rural folks, the importation of Western-trained medical doctors as well as Western medicine coupled with the influx of missionaries that used Western drugs as a means of evangelism, the seeds of drastic change in traditional medicine were sown. One key factor that led to the undermining of traditional medicine and its subsequent neglect was the missionaries’ association of traditional medicine with witchcraft, Satanism, and evil.

Let me comeback to one of the backbones of my article today. During that symposium paper presentations, Professor Isa Hussaini Marte of University of Maiduguri and the current Chief of Staff to Borno State Governor presented a very mind blowing paper on cancer and the potentials of some of our medicinal plants largely found in the North-central of Nigeria in the therapy of cancer. These plants has been thoroughly researched in its laboratory and their anti-tumor effect been proved. Not only was that, but a woman who was referred to him with a very large tumor was significantly improved and tumor shrank after being treated with the extract of the plants. This marvelous development occurred in our dear country. So, it was clear to me that despite the popular claim of the absence of definite cure for cancer, Nigeria still has the potentials to drive the world in this regard. However, the setback still remains lack of the modern state-of-the-art and cutting edge instruments and inadequate government commitment towards funding the research. Though, the professor has acknowledged some support given to him in the establishment of his multi-million naira laboratory, but that was just not enough. The financial implication in establishing this type of laboratory is largely beyond an individual capacity or small organization. For example, the demand for absolute constant and uninterrupted electricity for the lab to function, not to talk of the expensive reagents and other gadgets needed in the lab. Success in this type of anti-cancer research, especially in a resource constraint settings like in Nigeria will go a long way to provide alternative to the most expensive cancer management strategy like the chemotherapy and radiotherapy that has been in use, though with minimal success. Besides, there are only two working cancer radiotherapy centers in Nigeria, one in National Hospital Abuja, and the other in Lagos. Let us reflect on our population and the prevalence of the disease in our environment here! Interestingly, the success story of cancer management lies in the use of traditional medicines, which is quite in abundance in our environment.

Furthermore, apart from cancer that has been considered a top killer disease not only in Nigeria but globally, another disease that is affecting a large chunk of Nigeria population is cognitive impairment, hypertension, diabetes, chronic kidney disease and stroke among other chronic diseases. Although these diseases affects largely the elderly population in Nigeria, but the burden associated with them on the government especially vis-à-vis reduced productivity, increase dependency and reduced quality of life of the affected people is very alarming. For instance, the cost of stroke management was estimated to be 173.8 billion naira in 2011, excluding nursing care for stroke victims per annum in Nigeria. This is quite huge for an average citizen who lives on per capital income of less than $2 per day. That was in 2011 when the Naira was relatively stable. What can we now guess as the situation with the current devaluation of Naira? That is quite enough as a burden. In line with this, Professor Isyaku Umar Yarube of Bayero University Kano has took a giant stride towards utilizing research to understanding the root cause and interconnections of these chronic diseases, and most importantly proposes some recommendations that will go a long way to address issues and reduce the burden that comes with it not only on our government but generally population in our dear country. He has joined many international professors from US, UK and Germany to present a very interesting novel findings that stimulated many researchers and clinicians present during the symposium. Of particular interest is that his research showcases the potentials of some blood markers in early diagnosis of these diseases especially in resource constraint settings to by-pass the very expensive ways that majority could not even afford. Such contribution is worth supporting by the government, research bodies and other authorities.

More so, the comment made by Sir Richard Roberts, a novel Laureate winner, about the capacity and quality of Nigeria’s scientist was also very heart touching. It gave me hope and indication that even the world has already identified with Nigeria and the problems affecting us not going on the same page in areas of research with the rest of the world. He stated categorically that if we have the adequate laboratories and needed instruments, we can even produce our own covid-19 vaccine in our own country. Lack of enough laboratories in Nigeria has affected not only medical research, but even the covid-19 testing. Very negligible number of Nigerians were tested till today, not to talk of producing our own vaccines. He also warned that the issue of biomedical research in Nigeria should not in any way be politicized because it is one of the yet to be explored area that will be key to our development. This is enough to tell us how qualitative and dogged Nigerian scientist are on the eyes of the world. Nigerians are doing greatly wherever they find themselves in the world. More often than not, celebrated journalist, Chief Dr Dele Momodu, reports the success story of Nigerians doing great things in one country or another. Perhaps in almost every sector, Nigerians has taken the lead. Very encouraging!

Another key issue that stimulated my discussion today is about the need for social and financial risk protection for poor and vulnerable populations as a major developmental policy to achieving adequate healthcare coverage. In the context of health, social protection refers to programs and measures aimed at removing financial barriers preventing access to health care services and protecting poor and vulnerable populations from the impoverishing effects of medical expenditures. Financial risk protection is a key component of universal health coverage (UHC) and the health system goal of ensuring access to quality health care services without suffering financial hardship. But before then, let me briefly highlight the underpinning philosophy of the First Republic, and that was to ensure that Western styled healthcare delivery became the primary source of health service in the country, and in order to achieve this, the government invested heavily awarding scholarships to indigenous students to study medicine, nursing, and other allied professions abroad. At the same time, the government of the day was also building hospitals (orthopedic, specialist, and general hospitals) both in capital cities in the states and in key urban centers. Equipping hospitals with personnel and consumables became the priority of the government. On their return from overseas, the early trained medical doctors were placed in key positions in the health sector, while the public was encouraged by the government to patronize public hospitals and Western pharmaceuticals that were provided free or heavily subsidized by the government. This welfare orientation of Nigeria’s First Republic, incidentally, could not be sustained for long due to the downturn in oil price and the increasing corruption in political circles. The consequences of this development were scarcity of hospital equipment, epileptic payment of salaries of health workers became the order of the day, and a deteriorating condition of service precipitated the mass exodus of medical personnel out of the country. Let us not be carried away by the saying of the minister of labour and employment, Chris Ngige that the numerical strength of health workers in Nigeria is enough. He probably must has forgotten!

However, in the last decades, there were high maternal and children mortality rate in Nigeria perhaps due to lack of affordability of what the health system entails nowadays. Things has significantly changed for the worst in most cases. It is no longer about the patient in many places, it is rather about what I have accumulated for the government so that I will be recognized for further appointment. Sometimes it is not even the fault of the government because it has been misinformed about the true state of the situation. Patients mostly comeback on their appointment date without been able to buy the just N500 drugs they were prescribed before. I will never forget the story by the former emir of Kano, Sanusi Lamido Sanusi of the woman carrying a baby that he sighted on CCTV camera from his library. She came and joined a queue inside the palace where people usually come to collect some palliatives. He quickly asked someone to go and check, and he found that she was requesting for N3000 because the doctors in a hospital near the palace could not attend to her severely ill child by virtue of the money she doesn’t had. She was given immediately but unfortunately, before she left the palace for the hospital, the baby died. This is too heart touching and even the emir fell in tears when the news of the death was broke to him. Even though the governor of the state is one of the best performing governor in terms of health, but his effort might have been sabotaged due to the corruption that has engulfed most of the managerial sectors in Nigeria.

As of now, there are several schemes put in place by the government to ensure adequate access to health. These include the National Health Insurance Scheme (NHIS), National Immunisation Coverage Scheme (NICS), Midwives Service Scheme (MSS), Nigerian Pay for Performance scheme (P4P). So it is not a matter of absence, but willingness and efficiency. I believe not every Nigerian incuding the working class were able to benefit from these schemes. In fact, it has been alledged that something fishy is going on there especially in the NHIS. The removal of its former Executive secretary, prof Yusuf Usman who is known to be just and honest had generated a lot of questions, this by the way. However, despite its launch in 2005, NHIS covers less than 10% of the Nigerian population leaving the most vulnerable populations at the mercy of health care services that are not affordable. This means the most vulnerable populations in Nigeria are not provided with social and financial risk protection. Poor people constitutes about 70% of the Nigerian population. They lack access to basic health services, which social and financial risk protection should provide, because they cannot afford it.

Nigeria is yet to adopt innovative ways to protect the poor and vulnerable populations against financial risk of ill health. Social and financial risk protection can be provided through programmes and measures that are rooted in legislation. Lack of social and financial risk protection leads to high levels of poverty, vulnerability and inequality in health. When the majority of a country’s population encounters the aforementioned problems, governments have to be responsive and design programmes that are rooted in legislation. So far, states such as Kano, Osun, Niger, Kaduna, Ekiti, Lagos, Ondo, Enugu and Jigawa are known to have provided some free health policies at one point or another since the return of democracy in 1999. So government should ensure every citizen irrespective of status can access quality health, and should also support medical research. GOD bless our dear country Nigeria.

Baba writes from Kano, and can be reached via drssbaba@yahoo.com

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Opinion

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

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5 days ago

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March 14, 2026

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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

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Opinion

The Scars of Glory and the Burden of Leadership!

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2 weeks ago

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March 7, 2026

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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.

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

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Opinion

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

Published

2 weeks ago

on

March 5, 2026

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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

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