Apart from General Sani Abacha, I have met one-on-one with every Nigerian leader since 1992, from General Ibrahim Babangida. However, I have only participated in one televised live group media chat with former President Olusegun Obasanjo. 

If you have met Obasanjo before – whether for an interview or anything else – you might agree that he’s a handful and more. You never know what to expect with Obasanjo, especially when he is in his lair. 

I narrowly missed being punched by the former president during an untelevised interview in his Library in the Villa in 2004 for asking why his government was letting a political outlaw, Chris Uba, run amok in Anambra State. The combined effort of presidential aides, the late Remi Oyo and Professor Julius Ihonbvere, rescued me from Obasanjo’s fury.  

Are you OPC?

My experience wasn’t very different during the live presidential media chat. I had asked him why he ordered a shoot-on-sight against members of the militant Yoruba self-determination group Oodua People’s Congress (OPC), which operated mainly in the South West, Obasanjo’s home base.

He was livid. He warned me, on air, that if I were going to bring the irreverence of my weekly column to the Villa, he would immediately throw me out of the panel. I insisted on an answer, to which he said, “If you’re a member of OPC, tell your people that I mean what I said!”

Three presidents, different styles

Presidents Umaru Musa Yar’Adua, Goodluck Jonathan, and Muhammadu Buhari, whom I also met at different times in different untelevised encounters in the line of duty, were distinct in their peculiar ways. 

Yar’Adua spoke a little, measuredly and candidly. Jonathan was gentle, felicitous, and vulnerable without a care in the world. Buhari was taciturn, defensive, and tight-lipped, except when you touched on a raw nerve, mainly around his family or his relationship with Babangida, with whom he has had a fascinating Tom-and-Jerry relationship. 

I poked Buhari on this soft spot in an untelevised group interview in 2016. His unusually animated, angry reply inspired a widely publicised story that covered The Interview magazine, entitled “Why Babangida removed me from power.”

Road to interview

The Monday televised interview with President Bola Ahmed Tinubu differed in many ways. Multiple sources, including those inside his cabinet, had pressured him to host an interview many times, but he refused, insisting that the time was not right and that there was much to be done. 

In October, 17 months into his presidency, there was a nearly interview on the eve of the planned second round of the #EndBadGovernance protest. He cancelled at the last minute for personal reasons. 

When I received a message on December 18 that I had been selected for a panel to interview the president, I assumed it would be live. Not that there’s any journalistic rule forbidding a recorded interview. Some of the best interviews I’ve read about or seen, from Oriana Fallaci to Larry King, were recorded. In a more recent example, the CNN interview with President-elect Donald Trump was recorded on November 25 and aired on December 12.

Live or recorded?

However, I hoped the interview with Tinubu would be live – a point I later found was shared by all panel members – because this was the first nearly halfway into his presidency. If eating this toad had taken 19 months, it’s better to eat it big for Nigerians to hear their president engaging them unfiltered. 

The choice of live or recorded can sometimes be tricky. Like Ebenezer Obey’s famous story in the song of the Journeyman and his Donkey, you can’t please everyone. Some want it live because it allows spontaneity and could sometimes be a window on the persona of the interviewee. Others prefer a live interview for traps to catch the interviewee in their unguarded moments, which is why others oppose it.

The panel

We—a panel of seven—comprising Dr. Reuben Abati (ARISE TV/ThisDay), Maupe Ogun-Yusuf (Channels TV), Nnamdi Odikpo (NTA), Jide Otitoju (TVC), Umar Farouk Musa (VOA), Ruth Olurounbi (Bloomberg News), and me—wanted to have this interview live and for two hours for the reasons I’ve explained.

That didn’t happen. Hours before the interview, which was postponed from Sunday to Monday because of the tragic deaths from palliative stampedes in different parts of the country, we finally settled for 90 minutes. The questions were entirely ours to decide, and that was what happened. 

Some folks have been upset that the interview was not live and, to make matters worse, not a brawl. One gentleman, obviously with a heavy heart, said, “I expected my seniors on the job to rattle the President.” I get that. Another was not even interested in the interview. He aimed at me instead, saying that even though I’m an Igbo man (which I’m not), I did not wear a red cap (which I’ve never worn) because of an “inferiority complex!”

To cut or not?

It’s the nature of recorded interviews—and this one was no exception—that not everything is aired. Twenty questions were prepared, and at least 17 were asked point-blank, excluding unscripted queries and follow-ups. 

Among the unaired questions were whether the President considered Nyesom Wike, the Minister of the Federal Capital Territory (FCT), a political liability and whether direct payments to the local governments were not a derogation of the principle of federalism, which recognises the centre and the states as the fundamental constituent units of the federation. 

Questions also arose about #Endsars and state police and whether the president would request the Code of Conduct Bureau to release his assets, as one or two newspapers requested under the FOIA of 2011.

His answers were fascinating. He described Wike as a performing minister and a very good man. He said it twice, slowly but louder and with a hearty laughter of approval the second time. In response to the Supreme Court’s judgement on local government autonomy, he said, “There are at least two ideological views on that. The thing is that the constitution created the local governments, and there isn’t such a thing as ‘unfunded mandate.’” 

Translation: If the law created local governments, it is not unlawful for them to receive their funding directly. That debate continues.

‘I’ll consider’

On state police, he said he didn’t expect any obstacles but expected a negotiated outcome in the country’s best interest. His response to the question on asset declaration was even more fascinating. I remember that in 2012 this question left Jonathan with a media chat black eye. He was asked if he didn’t care about the growing public demand that he should declare his assets. In what was initially thought to be a slip, he said, “I don’t give a damn!” That turned out to be a damn good headline the next day. 

Tinubu took a different approach. He said he had done his part by filing his assets as required by the law and would do so again at the point of exit. But when asked if he would ask the CCB to release it since there is currently no law mandating the CCB, despite the FOIA, he said, “I will consider doing so.” That, I think, is worth holding onto.

Everything couldn’t be covered in a one-hour broadcast, and perhaps one live or recorded interview will hardly satisfy the pent-up hunger to hear the president. But one presidential interview at a time, the gap is closing.

The ongoing leadership crisis at the University of Abuja (UniAbuja) reflects deeper systemic challenges that extend beyond the mere selection of a Vice-Chancellor. As a psychologist, it is clear that the interplay of emotional, ethnic, seniority, youthfulness, and religious biases driving this crisis is damaging to the institution’s mission and the well-being of its stakeholders. Leadership should not be about clinging to outdated traditions but about fostering progress through unity, innovation, and inclusivity.

The constant infighting has undermined the university’s fundamental purpose: serving students and advancing education. Whoever ultimately assumes the Vice-Chancellor position—whether it is Prof. Aisha Maikudi or another qualified candidate—must rise above personal, political, and sectarian agendas to prioritize transparency and institutional growth. This is a pivotal moment for UniAbuja to part with relics of the past and adopt governance models that reflect the realities of modern academia.

UniAbuja has the potential to transform into a beacon of progress. However, this transformation requires leadership grounded in collaboration, innovation, and a student-centered vision. It is time to move beyond power struggles and embrace changes that align with the evolving demands of global academic landscapes.

The leadership crisis at UniAbuja highlights the dysfunction and outdated governance models that continue to hinder Nigerian academia. What should have been a transparent and structured process to select a Vice-Chancellor has devolved into violence, favoritism, and resistance to reform. These events reveal a toxic environment where regressive mindsets obstruct much-needed progress. While this writer and psychologist remains neutral, it is difficult to ignore the backward arguments opposing innovation and reform—arguments that perpetuate stagnation in a system in dire need of evolution. Apologies to readers for this extended explanation, but such a critical issue warrants deep reflection.

Violence as a Governance Tool: An Alarming Trend in Academia

The use of violence and intimidation to resolve disputes at UniAbuja signals a deeply rooted crisis. Reports of thugs disrupting Senate meetings, journalists being assaulted, and academics silenced illustrate a governance culture where intimidation has become normalized. Such actions, including the brutal treatment of Channels Television reporters and the vandalism of their equipment, tarnish the university’s reputation and undermine its mission as a center of intellectual excellence. This descent into coercion reflects a system incapable of engaging in constructive dialogue.

Rejecting Violence and Nepotism in Governance

Reports of attempts to impose Acting VC Prof. Aisha Maikudi, allegedly despite not meeting job advertisement criteria, expose systemic governance failures. Allegations of nepotism, favoritism, and rushed processes raise serious concerns about transparency. While Maikudi’s rapid ascent—from becoming a professor in 2022 to her appointment as Deputy Vice-Chancellor (DVC)—has drawn criticism, the real issue lies in the absence of an open and impartial selection process.

It is crucial, however, to avoid conflating these criticisms with a rejection of progress or innovation. The resistance to arbitrary benchmarks should not be mistaken as support for rigid traditions. If the only objection to Prof. Maikudi’s candidacy is her inability to meet tenure-based criteria, then such objections must be dismissed. Her ability to lead, innovate, and adapt should be the primary criteria—not the length of her tenure. These outdated benchmarks, while once relevant, no longer align with the evolving demands of contemporary university leadership. Leadership today requires vision, strategic thinking, and a commitment to fostering collaboration—qualities that cannot be measured solely by years of service or academic titles.

Manipulation of Leadership Processes: Merit Takes a Back Seat

The allegations surrounding Acting Vice-Chancellor Prof. Aisha Maikudi’s candidacy expose the failures of the leadership selection process. Claims that the selection joint board was manipulated to favor her while sidelining numerous other qualified candidates raise serious concerns about transparency and fairness. These controversies overshadow any potential merits of her candidacy and cast doubt on the integrity of the entire process. 

Outdated Benchmarks: A Hindrance to Progress

One of the most glaring issues is the reliance on outdated benchmarks to determine leadership eligibility. Critics of Prof. Maikudi cite her limited post-professorial experience as a disqualifier, clinging to traditional metrics such as years of tenure and academic publications. However, this narrow focus fails to account for the qualities needed to lead a modern university. Leadership in today’s world demands innovation, strategic thinking, and the ability to foster collaboration and adapt to global challenges. The obsession with arbitrary qualifications traps institutions in mediocrity and stifles progress.

Backward Thinking Reflects an Institution Stuck in the Past

The insistence on rigid academic qualifications as the sole measure of leadership capability highlights a regressive mindset. Today’s university leaders must go beyond academic expertise; they must be strategic thinkers, resource mobilizers, and visionaries capable of navigating global challenges. Clinging to outdated benchmarks not only limits the pool of potential candidates but also fails to equip institutions for the future. It reflects an institution that is unwilling—or unable—to adapt to the realities of modern academia.

This does not mean endorsing a rejection of academic standards but rather advocating for a holistic approach that values diverse leadership qualities. It is time for institutions like UniAbuja to move past the rigidity of tradition and embrace a future where leaders are chosen for their ability to inspire transformation, innovate, and build sustainable institutions.

Students as Forgotten Stakeholders in the Crisis

The ongoing leadership crisis at UniAbuja has glaringly neglected the university’s most critical stakeholders—its students. At its core, a university exists to serve its students, equipping them with the skills, knowledge, and resources necessary to thrive in an increasingly competitive and interconnected world. Yet, in the current atmosphere of administrative battles, internal power struggles, and outdated traditions, the essential focus on student-centered goals has been abandoned.

Students require leaders who prioritize their growth and development through the provision of modern facilities, innovative curricula, and access to global opportunities. Instead, they are left to bear the fallout of a leadership system bogged down by outdated benchmarks and internal conflicts. The struggles to impose candidates or cling to antiquated traditions fail to address the pressing needs of the student body, leaving them under-resourced and underprepared to meet the demands of a rapidly evolving global economy.

The university’s purpose must transcend the ambitions and egos of those at the helm. A leadership crisis that prioritizes self-interest and perpetuates stagnation inevitably fails the very people it exists to serve. Students do not benefit from rigid adherence to outdated academic benchmarks or from the resistance to reform that keeps the institution tethered to the past. They deserve leaders who are visionaries, willing to implement bold changes that modernize the university, enhance academic offerings, and create clear pathways for success in today’s world.

Africa is Moving Forward: UniAbuja Risks Falling Behind

Across Africa, universities are increasingly embracing forward-thinking leadership models to address the demands of a rapidly evolving academic landscape. Institutions in Ghana, Kenya, and even Nigeria’s private universities have begun to prioritize leaders with entrepreneurial mindsets and innovative visions. These institutions understand that success requires adaptability, inclusivity, and a commitment to modernization. By clinging to outdated practices, UniAbuja risks falling further behind, not just regionally but globally, in its ability to attract and retain top talent and students.

If Objections Are Rooted in Tradition, They Must Be Dismissed

Again, if the opposition to Prof. Maikudi’s candidacy hinges solely on her inability to meet outdated academic benchmarks, such objections deserve to be dismissed outright. To be blunt, this reasoning is nonsensical and reflects a rigid adherence to the past rather than a forward-looking perspective. The argument that two to three years of professional experience renders her incapable of leading senior professors is an outdated and elitist mindset. Universities are not mere bastions of hierarchy—they are enterprises, dynamic ecosystems requiring leaders who understand that modern academic institutions must function as centers of innovation and influence, not just tradition.

Leadership in today’s universities demands vision to see beyond immediate challenges, adaptability to navigate the complexities of a rapidly changing world, and an unwavering focus on outcomes that benefit students, staff, and the institution as a whole. If Prof. Maikudi—or any candidate—has been vetted transparently and demonstrates the capacity to lead with these qualities, then objections rooted in tradition are not only misplaced but harmful to progress. Institutions must embrace leaders who drive transformation, not cling to the nostalgia of ineffective and exclusionary traditions.

The Absence of HR Processes: A Structural Flaw

One of the most glaring omissions in the UniAbuja crisis is the absence of a professional Human Resources (HR) framework in the leadership selection process. HR departments are designed to ensure transparency, inclusivity, and alignment with institutional goals. By establishing clear, objective criteria, HR-led processes can eliminate personal biases and political interference. Such frameworks prioritize merit and innovation, focusing on the qualities that truly matter in leadership. If HR processes had been in place, the controversies surrounding Prof. Maikudi’s candidacy and the subsequent chaos could have been avoided entirely.

The Way Forward: Reform and Innovation

The UniAbuja crisis highlights the urgent need for systemic reform in Nigerian academia. Institutions must adopt transparent governance models that prioritize student outcomes, embrace innovation, and break free from the constraints of tradition. Balanced HR frameworks must guide leadership appointments, ensuring that decisions are based on merit and institutional goals rather than personal or political interests. Universities must focus on selecting leaders who can adapt to global challenges, foster collaboration, and implement transformative policies.

Educating Key Stakeholders

Nigeria’s educational stakeholders, including the Minister of Education, the National Universities Commission (NUC), university senates, and the Academic Staff Union of Universities (ASUU), must urgently adapt to the evolving demands of modern university leadership. These institutions are not just centers for teaching and research—they are engines of national development and global competitiveness. For them to succeed, their leadership must reflect the qualities required to navigate complex challenges in a globalized world.

The Role of the Minister of Education and NUC

The Minister of Education and the NUC hold the power to champion reforms in university leadership appointments. By prioritizing transparency, merit, and innovation, they can introduce guidelines aligned with global best practices. Modern Vice-Chancellors must go beyond academic credentials to embody visionary leadership, strategic insight, and entrepreneurial abilities with a proven capacity to foster growth and collaboration.

University Senates and ASUU Must Embrace Change

ASUU, while vital in advocating for academic standards, must move beyond its attachment to outdated traditions and its interference in leadership selection. ASUU is not an HR department, and its influence often disrupts the reforms needed for progress. Likewise, university senates frequently act as gatekeepers of entrenched practices rather than champions of modernization.

This approach hinders not only universities but also students, the economy, and the broader educational system. Students suffer the most from outdated methods, as leadership controversies divert focus from modern curricula, improved facilities, and global opportunities. Universities need leaders who prioritize student-centered goals and institutional advancement over rigid academic hierarchies.

ASUU and senates must support environments that promote transparency, fairness, and inclusivity in leadership selection. Decisions should focus on candidates’ vision, innovation, and ability to secure funding and foster global partnerships. Adopting professional, merit-based frameworks will align Nigeria’s universities with international standards, benefiting students and the nation’s economic development.

The Importance of Open Competition

The debate over the Vice-Chancellor position at UniAbuja highlights the need to move beyond rigid academic benchmarks like 10 years of professorial experience or a long list of international publications. While these qualifications reflect academic dedication, they are not sufficient indicators of the leadership needed to guide a modern university. Leadership today demands vision, strategic thinking, and an inclusive approach to institutional growth, with a focus on delivering transformative academic experiences for students.

Modern universities prioritize leaders who can build international partnerships, secure funding, and foster collaborations that benefit students and faculty. Entrepreneurial skills and resource management are just as critical as academic credentials, ensuring institutions remain adaptive and competitive. Relying solely on traditional standards often excludes candidates with diverse, non-traditional experiences that could revolutionize governance.

Globally, universities are appointing leaders from entrepreneurial and professional backgrounds who bring creativity, adaptability, and global engagement to their roles. A Ph.D. or strict academic benchmarks are no longer mandatory; what matters is the ability to align institutional goals with societal impact and innovation.

UniAbuja has a chance to modernize its selection process by adopting inclusive and transparent criteria that value academic credibility alongside vision and innovation. Academic achievements like international publications are valuable but should not outweigh broader leadership qualities. Transformative leadership will ensure Nigerian universities can compete globally and provide exceptional opportunities for students and staff.

How Modern Societies Approach University Leadership

In modern educational systems, the process of selecting university leaders reflects professionalism, transparency, and alignment with institutional objectives. Unlike traditional methods that emphasize rigid academic benchmarks, these systems focus on attracting leaders who can inspire innovation and navigate complex global challenges. Human Resources (HR) departments play a pivotal role in ensuring that the selection process is fair, inclusive, and strategically oriented.

Comprehensive Job Advertisements

Universities in advanced societies craft detailed job advertisements that go beyond academic credentials to outline the leadership qualities, strategic vision, and practical skills required for the role. These advertisements attract a diverse pool of candidates, including those with entrepreneurial or professional backgrounds, ensuring that potential leaders are evaluated on their ability to meet the evolving demands of modern academia.

Merit-Based Selection Panels

The evaluation process is carried out by diverse, merit-based selection panels comprising internal and external stakeholders. These panels focus on candidates’ strategic vision, leadership capabilities, and track records of delivering measurable results. This ensures that the chosen leader has the capacity to drive institutional growth and foster an inclusive academic environment.

Embracing Transparency and Change for a Better Future

Modern university leadership demands openness and inclusion at every level of the selection process. By actively engaging students, faculty, and administrative bodies, universities can ensure that their leadership choices reflect the collective needs of the academic community. Professional oversight eliminates biases and ensures that decisions are made based on merit. If Nigerian universities adopt these approaches, they can move beyond outdated governance models, prioritizing innovation and growth to compete globally.

Leadership Beyond Academic Titles

A Vice-Chancellor or President should embody transformative leadership, far surpassing mere academic credentials. Insisting on outdated benchmarks risks rendering institutions irrelevant in a world that values innovation, adaptability, and visionary thinking. Leadership today must focus on advancing institutions to meet the demands of a rapidly evolving educational landscape.

The time to break free from outdated practices in Nigerian universities is now. Sticking to rigid traditions only hinders progress while the world continues to evolve. Universities must prioritize inclusivity, innovation, and transformative leadership to achieve national and global educational goals.

The ongoing leadership crisis at UniAbuja highlights the critical need to refocus on students. A leadership framework that overlooks their needs is fundamentally flawed. Institutions must foster an environment where excellence in education, innovation, and inclusivity replace outdated traditions and administrative distractions.

What Does Infighting Bring?

Does infighting provide better facilities, reliable electricity, clean water, or smooth roads for growth? Does it offer students the innovative programs and global opportunities they need? Clearly not. Infighting only distracts from education’s true purpose, leaving students and society worse off.

This is the moment for UniAbuja and Nigerian universities to transform into engines of progress, focusing on students and adopting governance frameworks rooted in transparency, innovation, and inclusivity. Whoever emerges as Vice-Chancellor, whether it’s Prof. Aisha Maikudi or another candidate, it’s time to drop the emotional, sentimental, and personal power games. Let’s leave behind the ethnic, religious, and political nonsense that only divides and distracts. These petty squabbles do nothing to advance education or improve the lives of students.

What truly matters is creating an environment where learning thrives, students’ needs are prioritized, and universities serve as hubs of innovation and progress. Let the focus shift from power struggles to meaningful outcomes. The future of Nigerian academia demands leaders who can unite diverse perspectives and steer institutions toward global competitiveness. Let’s ensure this is the legacy UniAbuja leaves for its students and the nation.

Former Minister of Women Affairs, Uju-Kennedy Ohanenye, disclosed on Wednesday that she was sacked less than two weeks after some Nigerians donated money for some projects she wanted to implement in the Ministry.

She explained that as a minister, there were some projects she wanted to implement that were not in the current budget.

According to her, she made an appeal to raise funds for some categories of vulnerable Nigerians and was surprised that people gathered at the Aso Rock Villa and donated over ₦200 million naira.

Speaking during an interview with Channels Television, Kennedy-Ohanenye disclosed that she was however sacked less than two weeks after the donations and before the donated funds could be utilized.

The former Minister said she was, therefore forced to ask the secretary in charge to write to the bank to do a reversal of the funds to the donors.

“The programmes I initiated like the mobile courts, going to rescue small girls hawking on the streets, I did not have money for that because it wasn’t part of what was budgeted for.

“When I called on Nigerians, I was so surprised a lot of them gathered at the villa and donated money to this effect. They were very happy to support it.

Unfortunately, not up to two weeks after the donations, I was sacked. When that happened, there was no way I could use that money. I asked the secretary in charge to write to the bank to do a reversal of the funds,” she narrated.

Also speaking during the interview, Kennedy-Ohanenye said she has no regrets over some actions she took as minister.

Naija News reports that Kennedy-Ohanenye was one of the Ministers sacked by President Bola Tinubu in October 2023 during a cabinet reshuffle.

She was fired alongside four other ministers at the time – Lola Ade-John (Tourism), Jamila Bio Ibrahim (Youth Development), Tahir Mamman (Education) and Abdullahi Muhammad Gwarzo (Housing and Urban
Development).

Speaking on the incident during her interview, she however disclosed she handled matters related to her office to the best of her knowledge and has no regrets.

“I have a responsibility given to me to man that place and make sure things go right. I wouldn’t have tolerated anybody trying to rubbish deceit given to me.

“There must be an impact on people. I’m glad that I didn’t give such chance and I have no regret in the way I did my job. That was the highest way I would have done that,” she said.

[NaijaNews]

Telecom operators may get approval to increase call and data tariffs before the end of first quarter of 2025, a top official of one of the four big telecom companies said.  

The top official who pleaded anonymity stated that the Nigerian Communications Commission (NCC) might give the telcos approval to increase rates of calls, SMS, and internet bundles.

If the approval is given, it will mark the end of over a decade of lobbying by telecom giants like MTN Nigeria, Airtel, and 9Mobile, who have been consistently calling for price adjustments to reflect economic realities. 

Daily Trust reports that despite soaring operational costs driven by inflation, telecom operators have not been allowed to raise prices in the last 11 years. 

“We strongly hope that our approval to increase tariffs has been granted by the federal government. We hear they will allow us to do some upward review of tariffs by the first quarter of 2025. This sector is seriously bleeding; no new investment because of soaring operating costs. Some of us are already making losses. We just hope the sector will not be allowed to die”, the top official who pleaded anonymity told journalists in Lagos. 

Industry sources said the telecoms tariffs could rise by up to 40%.

This means to make a one minute call may cost N15.40 up from N11 and SMS charges will rise from N4 to N5.60. For data plans, the price of a 1GB bundle will increase from N1,000 to at least N1,400.

In a December 20 interview, the minister of Communications, Innovation and Digital Economy, Dr Bosun Tijani, acknowledged the need for price adjustments, stating: “We think there may be a need for that”. 

The NCC is responsible for reviewing and approving tariff adjustments in the telecommunications industry. 

Daily Trust reports that MTN Nigeria reported a N137 billion loss in 2023, with losses expanding to N514.9 billion in the first nine months of 2024. Airtel Africa also reported losses of $89 million in Financial Year 2024, largely driven by challenges in Nigeria.

Despite the grim outlook in the telecoms sector for much of the year, President of the Association of Licenced Telecommunication Operators of Nigeria (ALTON) Gbenga Adebayo argues that cost-reflective prices will incentivise investment and help improve quality in the long run. s

The spokesperson for the Nigerian Communications Commission (NCC), Reuben Mouka could not be reached for confirmation of proposed tariff increase approval as of filing this report yesterday.

Technical of the Nigeria Football Federation (NFF), Augustine Eguavoen, has asked for a decision to be taken quickly on the appointment of a substantive head coach for the Super Eagles.

Eguavoen assumed the role of interim head coach in September and guided the Super Eagles to 2025 Africa Cup of Nations qualification.

The NFF are, however, still looking to appoint an expatriate to tinker the three-time African champions.

The former defender has tasked the soccer house to hasten up the process ahead of the 2026 FIFA World Cup qualifiers which will resume in March 2025.

“All hands must be on deck, we want to try and qualify for the World Cup,” Eguavoen told Kennis FM.

“March is just around the corner. If we have to do something (about the team), we need to do it quick.

“That person should come in as quickly as possible, settle down, so that we could speak, tweak things, exchange ideas and talk about the way forward. The earlier the better.”

[DailyPost]

Crisis is brewing between Ondo State Governor Lucky Aiyedatiwa and widow of his predecessor, Betty Akeredolu, over plans by t to organise a memorial lecture in honour of the deceased governor.

Former Governor Rotimi Akeredolu passed on December 28 last year, following a protracted illness.

Aiyedatiwa, his deputy, was immediately sworn in as governor in accordance with constitutional provisions.

To honour the legacy of the former governor, the state government plans to organise a memorial lecture on Friday, December 27.

However, Mrs Akeredolu, has chided  Aiyedatiwa for allegedly organising a memorial lecture for her late hisband without informing the family.

In a statement posted on her verified X account, the former First Lady said the lecture being organised was not for her late husband.

She said it was an “entry point to chop money on Aketi’s head.”

According to her, “Lucky can’t be serious! Which legacy? Mtcheew. Lecture, my foot!  This is not for Aketi because I and my family are not aware. Damn it!

“As the saying goes, you and your co-travellers cannot shave Aketi’s head in his absence. You cannot weep more than the bereaved. This is an insidious propaganda carried too far!

“Lucky, you are preoccupied with rubbishing Aketi’s legacy; you can’t succeed, anyway. Anybody close to Aketi and Arabinrin becomes your enemy. Your minions are scared to get close otherwise they lose their appointments.

“Now, you want to pretend by organising one yeye lecture for Aketi’s memorial as an entry point to chop money on Aketi’s head. You are on your own o! If this is not #yahoo #419 lecture, tell me what it is!”

However, Chief Press Secretary to Governor Aiyedatiwa, Ebenezer Adeniyan, said the planned lecture was an exclusive event of the state government.

He clarified that the organisers extended invitation to the late Akeredolu’s family.

[TheNation]

Within a mere four days, an estimated 70 people were recorded dead from three different instances of stampedes that occurred in Ibadan, Oyo State; Okija, Anambra State; and Abuja. In the case of Ibadan, the organisers had promised to give several gifts to as many as 5,000 children, but so many people turned up that the event went out of their control. Funny, when I heard the chief organiser, Olori Naomi Silekunola, promoting that event and saying they expect as many as 5,000 children, I briefly thought, “There we go again, the Nigerian penchant for stating figures without thinking of their import!”

In Nigeria, we have this habit of seeing figures as little more than zeroes on paper rather than an illuminative source of logical planning. Innumeracy—that is what they call it. While the term has been used for describing quantitatively incompetent individuals, it is hardly ever applied to a culture. But when you think about it, Nigeria variously suffers from this; it shows up when disasters like stampedes occur. Any event that involves 5,000 children will involve at least 2,500 parents if one parent brings two children. To Silekunola who kept announcing the number of expected guests and induced a hunger-driven public to attend her event, the idea of 5,000 children in a confined space probably never struck her as unwieldy. I doubt she can adequately visualise what 5,000 people would truly look like in space. Or she did not think so many people would respond to her invitation?

A statement attributed to Oriyomi Hamzat, one of the organisers of the carnival, stated that when he went to inspect the venue a day before the incident, she met Silekunola there, and “she said the place was more spacious than the place they wanted to use (earlier)”. But by what metrics did either she or Hamzat arrive at the logical conclusion that the place would be sufficient for the number of people they were expecting? Did they measure and calculate the space according to the number of people per square meter or simply use their eyes to judge? Did they factor in the number of exits and entrances necessary for a crowd that huge even if there were no gatecrashers?

Ideally, it should not be an individual event organiser’s job to work out the mathematics. It is the government’s responsibility to provide guidelines for every space where more than 50 people will gather. Every event centre should have safety protocols limiting the number of people who can occupy available space. You should also not be allowed to claim that you have a space that can contain, say 5,000, until you demonstrate the capacity to handle emergencies that can occur because of that many people staying within a confined space.

Not to exonerate the organisers of the event, but what was the Oyo State Government doing when they heard repeated announcements that 5,000 children were being invited to a carnival that would take place within a school compound? Now, they have arrested the event organisers, but are they taking responsibility for their own failures?

Our lack of quantitative sophistication is why we are a society where anyone can get away with anything. There is a reason we build a massive event centre to host large gatherings but forget to add parking spaces commensurate with the number of people we say can occupy the building. Hardly anyone even thinks of an evacuation plan as they design such buildings. God help you if a disaster breaks out.

An innumerate society does not count to plan; they plan and then count later. When they eventually count, they tamper with the figures because they are not looking for the truth; they just want to score some goals. That infidelity with numbers routinely shows up in every aspect of our lives. To date, nobody can definitively state the population of Nigeria. We go by exaggerated estimates. We plan in darkness.

Underlying the drama that followed the Nigerian Bureau of Statistics’ release of figures of kidnapping across the country is still the problem of our inability to count (and account for ourselves) properly. According to the 2024 NBS Crime Experience and Security Perception Report, 2.23 million kidnapping incidents reportedly occurred during the year, with 63.5 per cent of these occurring in the North-West geopolitical zone alone. The report stated that N2.2tn was paid as ransom, an average amount of N2.7m per incident. Not long after the report was published on their website, they rescinded it and claimed their website was hacked. And this is the organisation that is supposed to supply the government figures with the data with which they will plan our lives? I find their lack of institutional integrity more worrisome than their curious figures.

 Tinubu and his friend

One of the remarkable moments in the otherwise dull presidential chat that President Bola Tinubu had on Monday was when he referenced his friend. He said, “People are learning management. A friend used to brag to me that he had five Rolls Royce. The other day I saw him in his Honda Accord. He said that’s where you put me. I told him, ‘I did not put you there.’ But he said it was because of fuel prices that he could no longer maintain five limousine-type vehicles. It is not negative to learn to manage. Switch off the light to control your electricity bill. Let us learn to manage.”

Please file this under the list of things that never happened. Tinubu has no such friend. It is easy to tell he cooked up the story. Note that he did not say he actually ever saw the five Rolls Royce but only knew about it because the friend bragged about it. Yet, the same Tinubu who knew of his friend’s stupendous wealth through reported speech somehow saw him in a Honda Accord (and probably driving himself too)! Where and when did he manage to see this friend in a Honda? In Aso Rock or on the streets of Bourdillon?

In any case, stories like this one are not parsed for their truth value. We scrutinise them for what they say about the person telling them. Around this time in 2022, then-President, Maj. Gen. Muhammadu Buhari (retd.), revealed how a friend had begged him to speak to the FCT Minister, Mohammed Bello, to allocate him a parcel of land to sell so he could use the proceeds to marry another wife. As I said in an article then, the kind of conversations presidents have (or they say they do) with their friends is telling of their character and the quality of the company they keep. If you get a chance to talk to the president, even if he is your friend, you should be asking for a favour of land allocation to build an industry and not your sagged libido.

For Tinubu, whose “friend” is at best imaginary, this supposed conversation is telling of his sadism. If truly he had a friend who was stupendously wealthy enough to have five Rolls Royce and the person now drives a lesser-valued car, he should be seriously worried about that kind of misfortune under his administration. Even if the person were a political opponent, such a fate befalling them should be a loud indication to Tinubu that the country is not prospering. If a person who boasted five Rolls Royce can downgrade so much, that means the person who started with a Honda Accord is now crawling. If you were a humane leader, that would be an epiphanic moment. The revelation should have prompted you to vow to change the course of your nation’s fortunes, not dismiss such a staggering tale of oríburúkú as needful asceticism.

Merry Christmas, everyone!

Former Kano State Governor and leader of the Kwankwasiyya Movement, Senator Rabiu Kwankwaso, on Wednesday pledged, “to significantly reduce the All Progressives Congress’ votes in Kano State during the 2027 elections.”

Kwankwaso made the declaration while receiving former councillors and senior special advisers,  who served under the previous administration during a meeting at his residence in Kano, with stakeholders from Tsanyawa Local Government Area.

He credited the hard work of his team during the 2023 elections, which sidelined the Peoples Democratic Party to struggle to secure only 15,000 votes in Kano.

He noted that his party, the New Nigeria People’s Party “achieved this remarkable feat despite being a new political platform coupled with the late start of its campaign.”

“Now, it’s our turn to diminish APC’s influence. We will work tirelessly to ensure their votes are reduced to less than 15,000 in Kano come  2027”, Kwankwaso added.

The former governor emphasised the need for dedication and grassroots mobilisation to solidify the NNPP’s position as a dominant political force in Kano and beyond.

He encouraged his supporters to remain focused on delivering results that would secure the party’s success in future elections.

[Punch]

The 1 Division of the Nigerian Army in Kaduna was a beehive of activities on Wednesday, as veteran Nigerian Dancehall musician, Daddy Showkey, serenaded wounded soldiers and their families with good music.

The performance by the veteran gala singer was in commemoration of the Christmas celebration and organised by Tribute to Our Troops Foundation in collaboration with the Office of the Chief of Defense Staff and Chiefs of the tri-service – Army, Navy and Air Force.

Showkey, who wore a military regalia, told newsmen that he had been performing for years to honour Nigerian military troops who sacrificed their lives for all Nigerians.

He added that performing for the wounded soldiers was a form of therapy for them to feel relaxed and ease stress amidst their medical conditions. 

Showkey, also known as the Ghetto Soldier, said a lot of good things would come from him, adding: “It is not about music alone, it is about changing people’s lives which is the most important thing for me.”

The founder of Tribute to Our Troops Foundation, Ms Olivia Adom, said the event, which brought the barrack community and outsiders together, was to emphasise the need for respect and honour to the Armed Forces of Nigeria.

She added that the gathering was to reinvigorate and improve civil-military relationships while calling on Nigerians to embrace the path of creating a sustainable healthy relationship with the armed forces.

“The armed forces have given up their freedom and homes. They signed off their human rights to protect the country’s integrity,” she said.

Adom said the Foundation was designed for the armed forces under the purview of the Department of civil-military Cooperation to honour fallen heroes and celebrate the serving men and women who fight endlessly to keep the country’s territorial integrity intact.

Earlier, the Chief of Civil-Military Relations, Defence Headquarters, Rear Adm. Idi Abass, said the performance was another non-kinetic line of operations.

Abass stated that the Chief of Defence Staff’s ambition was to have people-centric armed forces.

He, therefore, said the event was one of the ways that could project the military in the eyes of the civil population.

The News Agency of Nigeria reports that present at the event included the Corps Commander Artillery, Maj.-Gen. Marcus Kangye and the General Officer Commanding (GOC) 1 Division Nigeria Army, Maj.-Gen. Mayirenso Saraso, among other senior officers and soldiers.

NAN

Uju Kennedy-Ohanenye, the former minister of women affairs, says she did not regret her actions as a cabinet member in President Bola Tinubu’s administration.

The former minister spoke on Wednesday during an interview on Channels Television.

Kennedy-Ohanenye, who was among the five ministers sacked by Tinubu in October, said she could not have acted better than the way she did while in office.

Her time as the minister was characterised by controversy, including issuing a threat to sue the United Nations (UN) for allegedly mismanaging funds meant for Nigeria.

Responding to why the president relieved her as a minister, Kennedy-Ohanenye said she was not a “witch” to have known the reason.

“I’m not a witch to know why I was sacked, and I have decided not to think about it,” the former minister said.

“The important thing is that I have been sacked, and I have refocused on what I was doing before.”

However, she noted that her commitment to defending vulnerable individuals in society remains unchanged.

On why some Nigerians think she was not diplomatic as a minister in handling some issues, Kennedy-Ohanenye said she was handling sensitive cases that involved a lot of human sympathy.

Kennedy-Ohanenye argued that she was appointed as a minister to serve the people and not to act as someone bigger than the people.

“Being a minister of women affairs as at that time, I was handling sensitive cases,” she said.

“You can be in the office, and they will show you a girl who was raped. You will see the substance from the man in her. I wonder what you expect me to do.

“Some of them said, ‘she does not carry herself as a minister. She goes to the police station herself. Why can’t she be in her office and call the IGP?’.

“I’m sorry for some people, the way they think. As a minister, you are supposed to be a servant; you listen to the people and respond quickly before things go wrong.

“I don’t know what people think about being diplomatic when things are damaging.

“I have no regrets in the way I did my job. I don’t have regrets. I don’t think I could have done it better.

“That was the highest way I could have done it. That issue of being diplomatic is what I don’t understand.”

[TheCable]