Dear Leader,
I trust this meets you in pursuit of wisdom.
In recent weeks, Nigeria has witnessed a series of events that have stirred strong public reactions. From Bandits and Kidnappings to public announcements and appointments, political decisions, institutional reforms, and the various debates that quickly follow them.
As citizens, our instinct is often to respond with criticism, frustration, or disbelief. Especially on X (formerly Twitter), we analyse decisions from a distance, convinced that we understand the full picture, and pretend like we would handle things differently if given the chance.
Yet, these national conversations led me to reflect more deeply on something I recently experienced.
Over the past three weeks, I participated in the Legislative Mentorship Initiative in FCT, Abuja — a programme designed by Rt. Hon. Femi Gbajabiamila (Speaker of the 9th House of Representatives and Chief of Staff to the President of the Federal Republic of Nigeria) to expose emerging public sector leaders to the practical realities of legislative work and the complexity of governance. This bootcamp offered me a rare window into the inner workings of policymaking: the conversations that occur behind the scenes, the pressures leaders face as they balance competing policy interests and alternative options, and the weight that accompanies every decision.
From Lectures to Masterclasses, Speaker series, Mentorship session, Learning Visits to the National Assembly and Presidential Villa, Parliamentary Simulation sessions, case study presentations; 50 of us selected from states across the country were privileged to see the realities of policy making and governance.
I was at the Green Chambers to observe seating. Standing that close to the process changed my perspective a bit. It challenged many assumptions I previously held. It reshaped how I interpret the things happening around us as a nation.
Throughout the programme, I found myself repeatedly asking a simple but profound question:
“If I were the one in that position, what would I do?”
This question has stayed with me. It has softened the instinct to criticise and strengthened the desire to understand. It has reminded me that leadership especially in the public sector is rarely as straightforward as it appears from the outside. Decisions are not made in isolation; they are shaped by laws, limited resources, political realities, institutional constraints, power interests, other alternatives and the expectations of millions of citizens.
The mindset of What Would You Do? does not excuse poor leadership. Instead, it is a call to thoughtful engagement. It urges us to assess situations with empathy, to demand accountability with fairness, and to move from passive spectators to active contributors.
As the nation continues to navigate these challenging moments, I believe this shift in posture is more important than ever. Before we comment on the next headline or critique the next policy choice, it may be wise to pause and ask ourselves:
If the responsibility were mine, what would I do?
This single question has the power to transform how we engage with national issues and how we lead within our own spheres whether in the workplace, in community roles, or in moments of personal responsibility.
As we wrap up the year 2025 and prepare for 2026, may this week inspire us to reflect more deeply, judge more fairly, and contribute more meaningfully to the progress we hope to see.
Apologies I missed a few Monday letters while I was away. The bootcamp has now come to an end. Even though I took a few pictures that you can see here, I have a note full of lessons and further study I may share in subsequent letters.
I’m rooting for you,
The Great Owete