Jonathan Jibrin
One of the greatest challenges confronting political leadership recruitment among the Igala people today is the near absence of mentorship. The role of mentoring in building a sustainable and enduring political structure cannot be overemphasized. No society develops quality leadership by accident. Leadership must be intentionally cultivated, guided, and nurtured across generations.
Sadly, our political experience over the years has shown a troubling pattern. Many of our leaders emerge spontaneously, without a deliberate grooming process, and the entire system has become largely transactional. Political relevance is increasingly measured by financial strength rather than by character, competence, vision, or capacity for service. This has weakened the foundation of our political structure and exposed our people to manipulation and exploitation.
This reflection was inspired by an engaging discourse among a few concerned elites last weekend. In the course of that conversation, one name repeatedly came up as an example of intentional political mentorship — the late Dr. Steven Achema of blessed memory. Many agreed that he was among the very few politicians who consciously attempted to build people and prepare younger minds for leadership responsibilities.
Dr. Achema understood that leadership is not merely about occupying office; it is about raising others who can sustain ideals, values, and collective aspirations. He strategically brought together individuals with leadership potential and invested in their growth. Perhaps because he was not driven by the influence of money politics, his emphasis was not on wealth but on capacity, intellect, loyalty, and commitment to community development.
Today, the reverse appears to be the case. We have become excessively complacent in the emergence of our leaders. Too much attention is now placed on the possession of wealth, while little consideration is given to integrity, competence, emotional intelligence, and genuine commitment to the Igala cause. In the process, we risk sacrificing long-term progress on the altar of short-term material attraction.
As a people, we must begin to rethink our standards for leadership recruitment. The question should no longer be “Who has money?” but rather “Who has the vision, the character, the competence, and the capacity to unite and advance our people?”
Our sons and daughters who currently occupy positions of authority must also understand the necessity of mentorship. Leadership without succession planning is leadership without continuity. Those in positions of influence should deliberately guide younger generations, expose them to political realities, encourage intellectual development, and prepare them for responsible leadership.
The future of the Igala nation cannot depend on accidental leadership recruitment. We must consciously build a culture where competence is rewarded, mentorship is valued, and leadership is seen as service rather than personal enterprise.
If we fail to mentor today, we may struggle tomorrow to find leaders who truly understand the burdens, aspirations, and destiny of the Igala people.
The task before us is clear: we must build people before we build political structures, because strong institutions are ultimately built by well-prepared minds.
