OPINION
Finding and Selecting ‘A’ Players
By Omagbitse Barrow
I met with a CEO and HR Manager of a leading company in Nigeria to discuss this subject. I defined A Players and asked both to independently rate their team on a scale of 1-10 in terms of “A” Player quality. The HR Manager said 8, and the CEO said 2.
The CEO laughed and responded, “If our people are 8/10 as you claim then we will be surpassing our targets and very few managers would require significant input from me to achieve results”. The bigger revelation was that performance appraisals consistently showed that most people were exceeding their KPIs (the HR manager used this to defend her number) – KPIs that she didn’t realize were defective because they were based on business-as-usual activities, rather than strategic priorities. The people were busy, but their “busyness” was not translating to results. I experience a similar disparity in many conversations with CEOs and HR Managers, and it tells us something about not only the talent gaps that exist, but the gulf between the lens through which CEOs and HR leaders see their organizations.Organizations were created to achieve goals that individuals cannot easily accomplish alone. However, the ability of an organization to achieve those goals depends largely on the capabilities, attitudes, discipline, and alignment of its workforce. This is why one of the most important responsibilities of leadership and
HR is ensuring that the organization attracts and retains what are commonly described as “A Players” – a concept made popular by Bradford Smart in his critically acclaimed book – TopGrading.
Players are high-performing individuals who consistently deliver strong results while aligning with the culture and expectations of the organization. They require minimal supervision, take ownership of their responsibilities, and contribute positively to the performance of others around them. Beyond competence, they often demonstrate discipline, initiative, adaptability, and strong personal standards. In many cases, they also become magnets that attract and retain other high-performing individuals.
One of the biggest mistakes organizations make is rushing recruitment. Vacancies create pressure, managers become desperate to fill roles quickly, and hiring decisions are made with limited rigor. Unfortunately, the cost of hiring the wrong person is often far greater than the temporary inconvenience of waiting longer to find the right one. Poor hiring decisions affect productivity, culture, customer experience, and team morale, and in many cases, organizations spend years managing the consequences of a single weak recruitment decision.
Competency-based interviews are important, but they are often insufficient on their own. Candidates must also be assessed through practical demonstrations or auditions that reveal how they think and perform. Organizations should pay close attention not only to what candidates say, but also to evidence of execution, consistency, and growth throughout their careers.
Equally important is cultural and behavioral alignment. Some organizations hire individuals primarily because of technical skill while ignoring attitude, discipline, or alignment with organizational values. Over time, this creates toxic environments where competence exists without collaboration, accountability, or shared purpose.
The best organizations therefore assess both competence and behavioral expectations during the selection process.
Another important but often neglected concept is the realistic job preview.
Organizations frequently oversell roles during recruitment, presenting idealized versions of the work environment while hiding operational realities or performance expectations. While this may help secure quick acceptances, it often leads to disappointment, disengagement, and early turnover. Candidates should instead receive a realistic understanding of the expectations, pressures, opportunities, and culture of the organization. This improves alignment and reduces costly mismatches.
Reference checks and background investigations also remain important. In many organizations, these activities are treated as routine formalities rather than serious due diligence processes. Yet, patterns of behavior often leave clues across previous roles, career progression and professional relationships. Organizations that take these processes seriously significantly reduce the risk of poor hiring decisions.
However, building an organization of A Players goes beyond recruitment and selection. Organizations must also create systems that sustain high performance after employees are hired. This includes strong onboarding, continuous learning and development, effective performance management, and reward systems that reinforce excellence. Without these supporting systems, even strong employees can become disengaged over time. Perhaps most importantly, organizations must recognize that A Players are influenced by the environments in which they work.
High performers are more likely to thrive in organizations that value accountability, merit, discipline, and continuous improvement. Conversely, when weak performance is tolerated and excellence is ignored, A Players often become demotivated, leave entirely, or start picking up some wayward habits.
If soccer teams that win world cups and European Champions Leagues can attract and retain only “A” Players, then we too can do so. The first step is being brutally honest about the quality of your current players, setting a clear and high standard for what you want, and being relentlessly focused on bridging the gap. Great organizations are not built merely through strategy, technology, or structures. They are built by consistently attracting, selecting, developing, and retaining the right people. In the end, the quality of the organization rarely rises above the quality of the people within it.
Omagbitse Barrow is the chief executive of Efiko Management Consulting, and his firm supports organizations and leaders to translate their strategy to results.
OPINION
Xenophobia: Have Young South Africans Forgotten Pan-African Solidarity?
By Chijioke Okoronkwo
In late April, a new wave of violent anti-migrant protests erupted in South Africa, claiming lives and destroying property of African migrants.
The unhinged xenophobes marauding under the code name, Operation Dudula, are running amok in towns and cities, even schools and homes, looting foreign-owned shops, harassing and physically attacking foreign nationals.
Dudula is a Zulu word for force out or knock down.
The Dudula group has been issuing threats, warning African migrants to leave South Africa by June 30 or face the consequences.
The group consistently blames African immigrants for taking local jobs, driving up unemployment, and straining public resources.
Social media is chock-full of videos—though unverified—showing African migrants being gored, shot, trampled, and stripped naked, sometimes under the watch of law enforcement officers.
Following the latest surge in xenophobic attacks, two Nigerians–Amaramiro Emmanuel and Ekpenyong Andrew–have been killed in South Africa.
Ninikanwa Okey-Uche, Consul-General of Nigeria in Johannesburg, in a statement, said they were killed by personnel of South African National Defence Force (SANDF) in Port Elizabeth.
“On this, we are calling on South African authorities to thoroughly investigate the matter and bring the perpetrators of the gruesome act to justice.
“No one should take laws into their own hands under any circumstances. We hope to achieve the ultimate prosecution of the perpetrators,” she said.
Various African countries have reacted and invoked the necessary diplomatic measures, including the evacuation of their nationals living in South Africa.
In line with oversight of AU treaty obligations, Ghana recommended instituting a fact-finding mission to examine the root causes of xenophobia in South Africa.
While the Nigerian Government summoned South Africa’s Acting High Commissioner to Nigeria, Lesoli Machele, for urgent talks, South Africa’s Minister of International Relations and Cooperation, Ronald Lamola, pledged to work with Nigeria to ensure the safety of Nigerians.
As outrage spreads across the continent, perceptive stakeholders argue it is time to remind the Dudula group of the Mandela Tax and the Pan-African solidarity that ended the apartheid regime.
In hindsight, the Mandela Tax—a mix of compulsory salary deductions for Nigerian civil servants and voluntary citizen donations in the 1970s and 1980s—was used to support South Africa’s anti-apartheid struggle and the Southern Africa Relief Fund (SARF).
Deserving no less attention is the Pan-African solidarity spearheaded by the Organisation of African Unity (OAU), now the African Union (AU), with support from regional powers like Nigeria and Tanzania.
Through such camaraderie, African states implemented sanctions, offered training and refuge to liberation movements, and diplomatically isolated the apartheid regime, culminating in the 1994 democratic election.
Nations like Tanzania, Zambia, Angola, Mozambique, and Botswana provided direct, high-risk support to liberation fighters by hosting bases and offices.
Weighing in on the vexatious development, Amb. Akinremi Bolaji, former Director of Economic, Trade, and Investment, Ministry of Foreign Affairs, said there was a need for caution.
According to the diplomat, the question raises a sensitive but important issue that should be answered in a way that promotes dialogue, diplomacy, historical awareness, and African unity — not retaliation or hostility.
“Many African countries, especially Nigeria, made enormous sacrifices in support of South Africa’s liberation struggle.
“Nigeria contributed financially, diplomatically, politically, and morally through what many described as the “Mandela Tax,” where ordinary Nigerians voluntarily supported the anti-apartheid movement.”
He said that rather than responding with anger or division, several constructive steps could help remind younger generations of the shared history and strengthen African unity.
The former Nigeria’s High Commissioner to Singapore said that many young South Africans might not fully understand the extent of African solidarity during apartheid.
“African governments, universities, filmmakers, and media institutions should promote documentaries, school curricula, cultural exchanges, and public discussions about the anti-apartheid struggle and the role played by countries like Nigeria, Zambia, Tanzania, and others.”
The diplomat proffered student exchanges, African youth forums, AU-sponsored programmes, and cultural diplomacy which could foster direct people-to-people understanding.
Bolaji made a case for strong diplomatic engagement.
He said the governments of Nigeria and South Africa should continue bilateral dialogue on migration, business competition, labour issues, and citizen protection while avoiding inflammatory rhetoric.
At the AU level, Bolaji said that African Union institutions should more actively promote Pan-African citizenship, conflict prevention, and civic education around African brotherhood and integration under the AfCFTA vision.
He said there was a need to promote Mandela’s ideals as Mandela consistently spoke about reconciliation, Ubuntu, and African solidarity; his legacy should unite Africans, not divide them.
Recently and quite timely, the Hakeem Shitta Photo Archives and Cultural Centre (HSPACA) unveiled a documentary to commemorate Mandela’s 1990 Lagos visit.
Esther Oladimeji, Curator of the Hakeem Shitta Photo Archives and Cultural Centre, said the visit symbolised Nigeria’s unwavering solidarity with South Africa during the anti-apartheid struggle.
Oladimeji said Mandela’s visit came barely three months after his release from Victor Verster Prison in South Africa.
“Mandela did not just come on a diplomatic tour; he came home to Nigeria to say thank you for standing firmly with South Africa.
“The documentary revives the spirit of African brotherhood witnessed at Tafawa Balewa Square during the historic civic reception.
“It ensures younger Africans never forget the sacrifices Nigerians made for the liberation of South Africa.”
“Mandela himself acknowledged that Nigeria’s support for the anti-apartheid movement was second to none.
“He said Nigeria provided scholarships, financial support and diplomatic backing for ANC exiles during the struggle,” she said.
She said that Nigeria spent billions supporting liberation movements through SARF established in 1976.
The curator said ordinary Nigerian workers and students contributed financially to the struggle through what became known as the “Mandela Tax”.
She said Nigeria was a frontline state against apartheid in spite of having no direct border with South Africa.
It is worth noting that the Federal Government is ramping up diplomatic pressure on South Africa in the face of the current xenophobic monstrosity.
In a recent post on X, the Minister of Foreign Affairs, Amb. Bianca Odumegwu-Ojukwu, said the Federal Government was set to evacuate Nigerians who wished to return home from South Africa.
The minister said she had a phone conversation with her South African counterpart, Ronald Lamola.
She said Lamola expressed concern and misgivings concerning the Nigerian Government’s plans to evacuate its citizens desirous of leaving South Africa due to recent xenophobic attacks.
“I maintained that government cannot stand by and watch the systematic harassment and humiliation of our nationals resident in South Africa.
“More so, the extra-judicial killings of our people, and that the evacuation of our citizens who want to return home remains our government’s priority at this time.
“I also highlighted the need for their police and justice systems to take the cases on ground of extra-judicial killings of Nigerians in South Africa more seriously and there should be clear and immediate consequences for such acts.”
Odumegwu-Ojukwu said that Nigerians had exercised and continued to demonstrate commendable restraint in response to the crisis.
“Nigerian children and children born of both Nigerian, and South African parents referred to as ‘Sougerians’ are being wrongfully bullied in schools, and taunted to return to their country.
“This is reprehensible and capable of causing trauma to young minds, for whom such incidents may remain etched in memory,” she said.
She quoted Lamola as saying that the South African authorities recognised they had a responsibility to protect such innocent children, and they were so through education supervisory bodies.
Odumegwu-Ojukwu said it was worrisome that African migrants were being asked to leave South Africa.
“It appears to be targeted only towards black Africans, which makes one wonder whether what is happening should not be more accurately defined as ‘Afriphobia’ rather than xenophobia.
“President Bola Tinubu has directed the Nigerian Missions in South Africa to set up, with immediate effect, a crisis notifications unit for imperiled citizens, who have been advised to contact South Africa security authorities, whenever dangerous situations arise,” she said.
Nonetheless, amid allegations of complicity in the mayhem, the African National Congress-led South African Government had some strong words.
South Africa’s President Cyril Ramaphosa cautioned that “opportunists” were exploiting legitimate grievances to orchestrate anti-immigrant attacks on foreigners.
“We must make it clear that there is no place in South Africa for xenophobia, ethnic mobilisation, intolerance or violence,” Ramaphosa said.
To counter protectionist narratives and Dudula perspectives, stakeholders suggest a structured awareness campaign to highlight the Mandela Tax and other weighty historical, financial, and physical sacrifices made by other African nations to dismantle the apartheid system.(NAN)
OPINION
Antiquity Protection Unit, Panacea for Museum’s Risk Management
By Tahirm Zakari
According to ICOM, Museum is not-for-profit, permanent institution in the service of society that researches, collects, conserves, interprets, and exhibits tangible and intangible heritage. Open to the public, accessible and inclusive, museums foster diversity and sustainability.
They operate and communicate ethnically, professionally and with the participation of communities, offering varied experiences for education, enjoyment, reflection and knowledge sharing.Antiquity protection unit comprises museum professionals in charge of the knowledge, rules and principles of protection museum collections visitors lives and properties which leads to taking necessary proactive steps to ensure that all goes well.
Natural functioning of the museum risk management programme was enabled by decree No 77 of 1979 titled the National Commission for museums and monuments ACT Chapter 242 Law of the federation of Nigeria 1990. This Act in addition spelt out the functions of the commission including its structure.The duties of Antiquity protection officers are enormous. It has a great effect on the growth and smooth operation of the museum. Report diary and investigation report are among other vital duties of the officers i.e. securing museum collection, visitor and their properties, physical security measures, threat analysis, advice management, maintenance of law and order etc.
Therefore, it is patient that the antiquity protection unit plays a dominant role in ensuring the safe custody of museums, its collections, visitors and properties for the smooth conduct of museums operation.
It has been estimated that more than 50,000pieces of artwork are stolen each year around the world and the black market for stolen art is valued at between $6 billion and $8billion annually. (state from U.S. news). With such staggering numbers, small institutions around the world cannot afford a high technology security system or staff museum guards in every room and museum premises.
Antiquity protection officers however avoid the mistake of not doing a thorough background check on all staff and volunteers, allowing too many people to get access to the key to the building and the collecting storage area, securing the keys to such vital areas etc.
Moreover, some easy way of protecting our valuables is to establish formal opening and closing procedures.
To create a checklist and a notebook of photos and exhibit cases. Train staff to be alert, make eye contact and greet visitors when they visit museums. It is very important that only staff responsible for the collection should have access to the key of collection storage.
Installation of fire and smoke detection and suppression. This is also vital as collections are susceptible to natural disasters as well. Security should include fire and smoke detection.
Museum antiquity protection officer ensures and vets the staff. This is because the largest percentage of theft from museums are perpetuated by museum insider-staff, volunteers or board members with access to the museums or collection after hours. Many of these are theft of opportunity. Controlling access and background checks can help reduce this in your museum. It is also very important using online collection management software systems to store and access important information and documents related to our collections.
This unit cares for their resources in trust for the public. Also, it is incumbent upon them to ensure the safety of their grounds and maintain their building and minimize risk to both and collections that they preserve for future generation coriaceous proactive identification of the risk that could potentially harm people and collections of resources hence reducing the risk are vital to museum management.
Museum professionals should ensure that adequate care be taken against other enemies of museums and its collections such as light, humidity and fire, parasites (insects faces, moths, weevil, bedbugs, beetles, termites etc. In addition, airborne pollutants e.g. dust, gases etc. are the most unwanted museum residents. They usually hitch a ride on human visitors. Dust is both an irritating intruder and a fruitful protagonist to unveil hidden and buried histories of the museum’s collection. These are findings and observations of Antiquity officers in their course of carrying out their duties effectively.
Conclusion
The security of Nigerian museums is not just a technical requirement – it is a national responsibility. Antiquities once lost may never be recovered, and their disappearance erodes the collective memory of the nation. The Antiquity Protection Officer, therefore, remains an indispensable guardian of Nigeria’s cultural wealth. Empowering these officers with modern tools, adequate training, and institutional support will ensure that museums continue to stand as safe and vibrant custodians of history.
Tahirm Zakari is a public commentator and expert in museums security in Nigeria writes from Kaduna
OPINION
India’s Anti-terror Campaign and Critical Lessons for Nigeria
By Sumaila Ogbaje
India’s recent commemoration of the first anniversary of Operation Sindoor has again drawn global attention to evolving counter-terrorism strategies and the growing role of technology, doctrine and political will in modern warfare.
Operation Sindoor refers to a high-intensity Indian military and diplomatic campaign launched on May 7, 2025, following a brutal terrorist attack in Pahalgam.
Marked by coordinated changes of official profile pictures by top government officials, the anniversary served not only as a symbolic gesture but also as a reaffirmation of India’s firm stance against terrorism.
Speaking recently on the operation, Prime Minister Narendra Modi described the operation as a defining moment in India’s security history, emphasising that it demonstrated “unparalleled courage, precision and resolve
The coordinated gesture by the External Affairs Minister Subrahmanyam Jaishankar, Home Minister Amit Shah and other senior officials, reinforces what observers describe as a deliberate effort to institutionalise national security consciousness.
Beyond political leadership, India’s military high command has also offered deeper insight into the operation, describing it as a strategic turning point rather than a one-off response.
Former Director General of Military Operations, Lt.-Gen. Rajiv Ghai, characterised Operation Sindoor as a defining moment in India’s strategic journey.
“It has been a year to the day since Operation Sindoor was conducted, and as the then Director General of Military Operations, I look back at not only a military operation but possibly a defining moment in India’s strategic journey.”
He said the operation reflected a deliberate shift from previous approaches, as India moved to target terrorist infrastructure beyond its immediate borders.
“Operation Sindoor saw India very consciously and coherently go beyond its erstwhile approaches and methods and target terror across the Line of Control and our international boundary with Pakistan.’’
Ghai stressed that the operation was not a conclusion, but the beginning of a sustained campaign.
He said that Operation Sindoor was not an end but a beginning.
According to him, India’s fight against terror will go on, affirming that the country will continue to defend its sovereignty and citizens decisively and professionally.
He further highlighted the clarity of political direction and operational freedom granted to the armed forces.
“With precision, proportionality and clarity of purpose, it was a statement of resolve, responsibility and strategic restraint by a nation.
“From the outset, the government gave us two clear directions—clear political-military objectives and the operational flexibility to achieve these.
“The clearly stated end—to destroy and degrade terror ecosystems, disrupt their planning, and deter future aggression from these bases—was very unambiguously spelt out. Concurrently, the armed forces were entrusted with the wherewithal to plan and execute this operation,” he said.
Operationally, Indian forces reportedly struck multiple terror bases across Pakistan and Pakistan-administered territories, destroying key infrastructure linked to groups such as Lashkar-e-Taiba, Jaish-e-Mohammed and Hizbul Mujahideen.
According to the Indian military, more than 100 terrorists have been killed during the strikes.
The military said it also triggered a brief but intense military exchange, including drone attacks and artillery shelling, before a ceasefire was reached following high-level military engagements between both sides.
Military experts, including retired Lt.-Gen. Sujeet Dharkar, have highlighted the unprecedented deployment of advanced systems, including long-range air defence and loitering munitions.
More so, retired Lt.-Gen. Dhruv Katoch, underscored the “zero tolerance” doctrine—an approach signalling decisive consequences for terrorist actions.
Austrian military historian, Tom Cooper, also pointed to the strategic implications of the operation, particularly its demonstration of expanded strike capability.
For Nigeria, the developments resonate strongly.
The country’s counter-terrorism efforts are largely driven by operations such as Operation Hadin Kai, alongside other internal security missions targeting banditry and violent extremism.
In spite of the recorded gains, including neutralisation of insurgents and rescue of abductees, challenges persist due to evolving tactics by non-state actors, difficult terrain and cross-border dynamics.
Against this backdrop, Operation Sindoor offers critical lessons for Nigeria’s security architecture.
According to military experts, lesson one is political will and operational clarity–a key takeaway from Operation Sindoor is the alignment between political leadership and military execution.
As Ghai’s underscored, clearly defined objectives and operational flexibility contributed to mission success.
For Nigeria, analysts say this highlights the need for sustained political commitment, clear directives and consistent policy support for the armed forces.
Lesson two, according to experts, is intelligence-led precision strikes. The operation reinforces the importance of intelligence-driven warfare and precision targeting.
Rather than broad offensives, targeted strikes based on credible intelligence can yield more effective results while minimising collateral damage.
For Nigeria, strengthening intelligence capabilities across human and technological domains remains a priority.
For experts, lesson three is technology as a force multiplier–Operation Sindoor demonstrated the growing role of drones, air defence systems and precision-guided munitions.
Stakeholders say Nigeria must continue investing in surveillance technologies, unmanned systems and data-driven operations to match evolving threats.
Nigeria’s Chief of Army Staff, Lt.-Gen. Waidi Shaibu, had recently underscored the importance of advanced training and technology-driven operations in strengthening the effectiveness of the Nigerian Army.
Shaibu said modern security challenges required continuous professional training, innovation and the deployment of advanced technology to enhance operational efficiency in counterterrorism and counterinsurgency operations.
According to him, success on the battle field is no longer determined by equipment alone, but by the competence, discipline and adaptability of troops.
The army chief highlighted drone technology, combat aviation and modern training approaches as key enablers of future military operations, noting that the Army would continue to leverage such capabilities to improve performance.
Lesson four is Joint-force synergy. The operation highlighted seamless coordination among different arms of the military.
Nigeria’s joint task force model provides a foundation, but analysts emphasise the need for improved interoperability, communication systems and logistics integration.
Lesson five is doctrinal evolution. India’s shift from restraint to proactiveness reflects the importance of adapting military doctrine to changing realities.
Nigeria, experts say, must continue reviewing its strategies to address emerging threats such as drone-enabled attacks and decentralised insurgent networks.
According to analysts, lesson six is strategic communication–the coordinated national commemoration underscores the role of communication in building public confidence and unity.
In Nigeria, effective messaging can help counter misinformation and strengthen civilian support for military operations.
Lesson seven is regional collaboration. Nigeria’s participation in the Multinational Joint Task Force reflects the importance of cross-border cooperation.
However, experts call for deeper intelligence sharing and coordinated strategies to tackle transnational threats.
For policy analysts, lesson eight is self-reliance in defence. As highlighted by Ghai, the emphasis on indigenous capability points to the need for Nigeria to strengthen its local defence industry.
In spite of its lessons, analysts caution that Operation Sindoor cannot be replicated wholesale because Nigeria’s security environment differs significantly, requiring context-specific solutions that combine military, political and socio-economic approaches.
They say Operation Sindoor stands as a compelling case study in modern counter-terrorism, demonstrating how clarity of purpose, political backing and operational flexibility can shape outcomes.
According to stakeholders, the lessons for Nigeria are both instructive and urgent: the fight against terrorism demands not only force, but precision, innovation, coordination, and sustained national resolve.
All in all, it is the experts’ view that adapting these lessons to local realities could prove decisive in achieving long-term stability as the country continues its battle against insurgency and insecurity. (NAN)


