Within the realm of Nigerian politics, Governor Seyi Makinde of Oyo State has no doubt carved a reputation as a pragmatic leader with a results-driven approach to governance. All thanks to his lofty and unprecedented all inclusive approach to governance in the state, contrary to the previously held “chop make I chop” style of looting public commonwealth.
Makinde’s tenure has also been very characterized by significant strides in infrastructure, education, healthcare, and economic development.
However, while many within and outside the state and beyond admire his achievements and aspire to occupy his position as a successor come 2027, a deeper reflection is inevitably necessary before wishing to step into his shoes. Aspirants MUST bear in mind that leadership, especially at the governorship level, is far from a walk in the park.
Governance is more than just occupying a seat of power, it is an intricate web of responsibilities, pressures, and consistent public scrutiny. Makinde’s journey as governor has been riddled with challenges that have tested his resilience and decision-making skills.
From managing limited resources in the face of increasing public demands to navigating political opposition and economic turbulence, his tenure has been a delicate balancing act.
For those nursing ambitions of replacing him, the first lesson is that leadership is not about personal aggrandizement. It is about sacrifice, vision, and the ability to make tough decisions that may not always be popular.
Every policy move comes under intense public scrutiny, and the weight of expectations can be overwhelming. Many who covet the position fail to understand the sleepless nights, the high stakes, and the constant pressure that come with the office.
Every election season, aspirants flood the political space with lofty promises, vowing to outperform their predecessors. However, the reality of governance often humbles even the most ambitious leaders.
The constraints of bureaucracy, revenue generation, security concerns, and developmental bottlenecks make execution far more complex than campaign rhetoric suggests.
Governor Makinde’s approach to governance has been methodical, data-driven, and people-oriented. His ability to blend technocratic expertise with grassroots appeal is a rare skill.
Those aspiring to take over must ask themselves: Do I have the competence, patience, and strategic thinking required to navigate governance effectively? This is critically important for each one of the aspirants to consider for three major reasons; Makinde’s newly raised bar of governance, ability not to give excuses under whatever guise to go below the set bar, and the aspirants ability to consolidate on the gains recorded so far.
Occupying the governor’s seat is not just about power, it also comes with relentless criticism. Even the most well-intended policies are met with resistance from opposition parties, interest groups, and sometimes the very people they are meant to benefit.
Makinde has faced his fair share of criticism, from policy decisions to political alignments. Yet, he has remained steadfast, demonstrating that effective leadership is not about seeking validation but about making principled choices for the greater good.
All these aspirants should remember that leadership is lonely. Can they withstand the heat when tough decisions provoke heavy backlash without being autocratic using the instruments of the state to silence dissenting voices or criticism like Makinde is doing?
Perhaps the biggest question for those eyeing Makinde’s shoes is: What legacy will I leave behind? Governance is not about short-term wins; it is about sustainable impact.
Makinde’s administration has focused on long-term developmental projects that will outlive his tenure. Anyone seeking to take over regardless of the political platform, must not only match his achievements but also surpass them, especially within the confines of his four cardinal pillars upon which his administration rests.
Aspirants must reflect deeply on whether they possess the vision, resilience, and political will to govern effectively, particularly in the face of scarce resources, economic hardship, unforeseen or unexpected pandemic that may cripple economic and commercial activities while still maintaining uninterrupted payments of workers salaries on or before 25th of every single month without an iota of excuse to the labour community. Power is attractive, but the responsibilities it carries are daunting except for a delusional aspirant of course.
The desire to lead is natural, but leadership is not for the faint-hearted. As 2027 approaches and political calculations intensify, those seeking Makinde’s shoes must think twice. The office of the governor is not for mere political ambition on account of accumulated wealth or having served in either elective or appointed capacity at any level—it is for those prepared to serve selflessly, endure criticism, and chart a course for lasting development while maintaining political stability.
So, before you desire Makinde’s shoes, ask yourself: Do I truly understand the weight they carry?
Part II coming soon…