The battle of wits is a fight or contest in which people use their brain, intellectual ability or political connections to outwit or vanquish their opponents rather than physical power or force. In other words, it refers to a situation in which people with conflicting agendas compete without using violence.
This type of confrontation is exactly now taking place or is ongoing in Kano state’s darling team, Kano Pillars Football Club, following the reconstitution of the team’s Interim Management Committee by the Kano state government some days ago.
Under this new dispensation, there is Ali Nayara Mai Samba and his board on one side and the newly appointed General Manager on the other, each vying for an advantage based on their position and reputation.
It was in the new amendment that the government altered the club’s structure by reintroducing the position of General Manager, which is now held by one of its players, thus, giving him a dual function in the squad.
In the aforementioned amendment, Ali Nayara Mai Samba and all of his board members retained their positions, but the board was expanded by four new additional members, increasing the total to 18.
Despite the fact that no evidence of fighting or disorder have been seen or visible presently, this is exactly the type of battle that has been going on since the State Government announced changes to the team’s structure.
While the 18-member board sees Ahmed Musa as a subordinate because his position and duties as General Manager clearly obliged him to carry out or actualize their decisions or orders, Musa believed otherwise, according to some hints, because he saw himself as the boss.
For sure, the government’s decision to expand the board and make additional appointments is motivated by a desire for the team’s well-being and success, but this is not the case right now, because Musa and his supporters according to my findings regard himself as the leader or boss and vow not to carry out any orders or comply with the board.
Their conclusion was based on the notion that Ahmed Musa is a well-known star, a national player with far more and superior experience than the rest of the board; as a result, he requires no direction or commands from anyone to lead Kano Pillars to victory.
My findings also reveal that Musa and his fans are raising him well above the board because he sees the board as a collection of politicians and a few media stars with no soccer team managerial skills to lead.
However, the board considers themselves to be the club’s policymakers, responsible for a wide range of duties such as identifying societal issues, developing solutions, and ensuring those solutions are implemented effectively and evaluated for their impact, with Musa serving solely as an implementer of these decisions.
And the majority of those I spoke with on this topic feel that the board’s function is superior because they make the decisions, with Musa acting purely as an implementer. This is because the board hires and fires everyone who works for the club, including the General Manager.
However, most of us believe that the absence of any document that serves as an operating manual is producing these types of crises within the team. But with the government only appointing without a guide or any working handbook, these kinds of issues are unavoidable.
I am convinced that if the team has an operating handbook or manual that clearly defines and expresses everyone’s position and functions, this problem will not occur.
However, due to its absence, the appointment of a General Manager for Kano Pillars has already resulted in or is quietly brewing a crisis inside the team.
I chastised Musa from the start for calling and addressing a news conference in which he was alleged to be unrolling his agenda by issuing orders and directives on what he wanted and who he wanted to work with without first consulting the board.
To me, the board is his superiors, and he should not look down on them. He must respect and obey their directions.
I disagreed with Musa’s behavior when he refused to allow Mai Samba, the club chairman, to sit properly in the chairman’s chair during the board’s first meeting, raising serious concerns about who was in command.
His refusal to hand over the center chair to the club chairman demonstrated that he is now acting as though he is superior to all 18 board members, including the chairman. Which is simply incorrect.
From all indications, Ahmed Musa is clearly listening in on side conversations from all sides, which are encouraging him not to recognize Mai Samba and his 18-member board because he is the overall boss.
But most of us believe that this internal battle between the two is generating administrative uncertainty and risks jeopardizing the club’s integrity, stability, and performance at a time when unity is critical for its future objectives.
That is why I work extra hard by going places and reading whatever material comes my way in order to determine the genuine way, role, or functions of the two main actors.
For Chairman Ali Nayara Mai Samba, I understand that his board has the following roles and typical responsibilities:
1. They are to provide overarching leadership and policy direction.
2. Represents the club in dealings with government, sponsors, and governing bodies.
3. Oversees strategic planning, budget approvals, and administrative appointments.
4. Serves as the chief custodian of the club’s vision and traditions.
5. Ensures compliance with the policies of the Kano State Sports Commission and NPFL regulations.
While Ahmed Musa, the General Manager, has the following roles and responsibilities:
1. Handles day-to-day management and operations of the club.
2. Oversees team logistics, players’ welfare, staff coordination, and match preparations.
3. Acts as the operational liaison between the club and the League Management Company (LMC)/NPFL.
4. Manages internal departments like finance, media, security, and technical support.
5. Implements directives and decisions approved by the Chairman and the Board.
And I also understand that there are important authorities who have roles to play in this regard. They are:
1. Kano State Government (Through the Sports Ministry) should do the followings:
1. Set up a Conflict Resolution Committee comprising respected elders, legal experts, and former club legends.
2. Clarify the administrative structure and hierarchy through official gazette or legal framework.
3. Appoint a Board of Trustees to supervise executive decisions and serve as checks and balances.
4. Introduce clear code of conduct and terms of reference for all principal officers.
2. LMC/NPFL (League Management Company / Nigeria Professional Football League):
1. Intervene by conducting a compliance audit of Kano Pillars’ leadership structure.
2. The club must adhere to the NPFL Club Licensing Framework, including a defined governance chart.
3. Suspend or nullify any decisions from either party that contravene NPFL rules until the issue is resolved.
I also learned that the Best National Practices for managing teams are:
1. Enyimba FC (Abia State): For example operates with a clear distinction between the Chairman and GM, with the Commissioner of Sports acting as a bridge between politics and football.
2. Rangers International (Enugu State): Uses a structured Board of Directors and functional management units reporting separately.
In the case of international practices, in English Premier League Clubs (e.g., Manchester United, Arsenal):
1. The Chairman (or President) focuses on strategy and ownership affairs.
2. The CEO or GM handles daily operations, with distinct executive roles (Director of Football, COO, etc.).
3. Regular governance reviews and independent audits help manage disputes.
CAF/FIFA Standards:
1. Clubs are encouraged to maintain a functional, independent board.
2. Roles must be clearly documented and filed with the national association.
3. Conflict-of-interest policies are strictly enforced.
4. Mediation mechanisms must be institutionalized.
Recommendations: From the foregoing, I would like to recommend the following:
1. Immediate Action: Suspend both parties from major decision-making roles until a neutral committee investigates.
2. Medium-Term Reform: Kano Pillars should revise its club statutes and administrative framework if at all it has one to align with CAF/FIFA and LMC requirements. They should introduce annual leadership retreats and compliance training.
3. Long-Term Strategy: Kano Pillars will be transformed into a semi-autonomous, privately run club using the public-private partnership (PPP) model. This will attract investors, increase transparency, and professionalize the club’s management.
Finally, if the leadership schism between Malam Ali Nayara and his board with Ahmed Musa persists, it has the potential to destabilize Kano Pillars and harm the club’s image.
It is critical that the Kano State Government and LMC respond with clarity, neutrality, and firmness, guided by both national precedents and international football governance models.
The government is the sole owner of the team, and the LMC oversees the league’s operations, guaranteeing compliance with rules and regulations, managing money, and promoting the league’s activities, the two can bring sanity to the club.
A robust, structured settlement would not only save Kano Pillars FC’s spirit, but will also set a new standard for football club governance in Nigeria.
