“We are putting a framework that will allow only the right people to contest the elections and we are bringing out another platform and incentives that will attract the right people to come and contest for the presidency of the federations. We are putting a framework that will ensure only the right people are able to contest the election, it can be an all comer’s affairs. You must be able to provide some certain guarantee, some certain credibility before you can be a contestant to be a president of a federation. I am sure the next federation election people will be shocked the kind of personalities and the kind of people that will now come and be wanted be the presidents and take over the mantle of leadership of those federation those are people that will be able to bring money out from their pockets and put on to the sports but not only their technical knowhow, their heart and pockets and minds should be on sports, that is the vision of what they have.”
Malam Shehu Dikko, the chairman of the National Sports Commission made the above statements while speaking to the Sportsville in Lagos when discussing what Nigerians might anticipate from the upcoming sports federation elections.
And I had to view the video clip over and over again in order to really understand his statements. However, after hearing all of his claims and declarations, I came to the conclusion that Shehu Dikko will surely be yet another disappointment and disaster for Nigerian sports.
Remember that President Bola Ahmed Tunubu appointed him as the chairman of the NSC following the dissolution of the ministry of sports, but based on his statements, I question whether he has the whims and caprices to change our sport as instructed.
Because, judging by his words and mannerisms in the video, I do not think the chairman of the National Sports Commission will be the Messiah we have been praying and waiting for to guide our sport and improve its fledgling sector.
As he stated in the video, Dikko would surely surprise everyone with his ideas after he succeeds in putting or planting his friends and brothers in positions just because they have money in order to become the leaders of those federations.
The fact that Dikko and his NSC associates only think about affluent people to run our sports instead of people with a keen interest in sports or technological know-how is highly regrettable.
I vehemently disagreed with the NSC’s plan for the upcoming federation elections because it is anti-development and anti-progress. Furthermore, I fail to see how it will benefit or change the nation’s sporting scene.
In most cases, only those who have a strong interest in a particular item will work to advance it, not money bags, therefore his actions will only make us go backward rather than forward.
More so, since that is not the standard or what is done or used anywhere else in the world, it is not feasible.
But I am glad that Mr. Raymond, one of the discussants in the video clip, expressed exactly what I thought about Dikko’s claims. He reminded Shehu Dikko of the people who messed up, failed and put on shame on the faces of Nigerians that are everywhere around him.
Raymond discussed the individuals who disparaged our names in relation to the most recent Olympic Games. They remain with the chairman because they want to become federation secretaries or presidents.
He recounted all of the regrettable incidents that occurred during the games, such as the men who made sure that a Nigerian cyclist had to borrow a bike from another nation and the top athlete whose name was absent from an event for no apparent reason.
Raymond went further on to criticize those who ensured that a boxing team’s head coach was dropped for no obvious cause just a few days before the Olympics.
It is really sad and very unfortunate that Dikko and his men in the NSC are trying to provide jobs and possibilities for these people who are just interested in what they will receive in the system but not sports development.
The head of the NSC should be aware that carrying out his nefarious schemes in the next federation elections will not succeed since our sports federations will only be led by individuals with dubious morals and no real passion for sports and its development.
Shehu Dikko ought to be aware that such has never happened anyplace in the globe. As it is only people who genuinely care about sports, those who have the time are supported and encouraged to compete and advance the federations.
Left to me, I would like to see free and fair elections where the real stakeholders would select the persons of integrity, those they believe should be in charge of their respective federations.
This is because the choice of those to serve as presidents of the federations depends on the specific needs and priorities of the sports federation. Because every candidate will brings unique strengths to the table for its success.
It is true that businessmen can likely bring their financial resources or bring sponsorships, funding, and investment into sports development, but such people must have interest in sports before they can do that.
They can also have the ability to connect with influential figures which will attract corporate sponsorships, and drive marketing initiatives. But lack of Technical Knowledge may not lead to a desired result. Because they may not fully understand the intricacies of sports development, athlete management, and grassroots programs.
So the risk of commercializing sports is that it will could lead them to prioritize profit-making ventures over athlete development, welfare and performance.
Therefore, we need people with deep understanding of the sports, including training, athlete development, and competition to pilots the federations.
Their technical experience in managing sports programs, organizing competitions, and creating performance-driven environments is what we should go for and not their money.
Their passion for development will often prioritize athlete welfare, grassroots development, and long-term sports growth but not self-interest. A combination of both attributes might be the best approach.
For me, a sports federation president with a strong understanding of sports management, who also has access to financial resources or who can build partnerships, would likely be the most effective.
Alternatively, a strong leadership team could balance these skills—for example, a philanthropist as president with experienced sports professionals in key management roles will surely produce good results.
Similarly, a sports professional, administrator, or manager might be a better candidate for president if they have the backing of business-minded people for both strategic and financial growth in order to achieve podium-level results and sustained sports development.
Success could also be fueled by a businessman or philanthropist who genuinely loves sports and is open to working with sports professionals.
There are several examples of both businessmen and sports professionals leading sports federations in Nigeria and around the world, with differing degrees of success. Here are few instances:
Solomon Ogba, a businessman and administrator with experience in both business and sports administration, assisted in securing sponsorships and enhancing athletics facilities for the Athletics Federation of Nigeria (AFN), but there were also management problems and internal disagreements.
Ibrahim Gusau (Sports Administrator): During his time there were also administrative conflicts, which illustrates that both business people and athletes encounter difficulties, frequently pertaining to governance rather than just expertise.
Internationally: Sunil Gulati is an economist and administrator with the U.S. Soccer Federation: Under his leadership, U.S. soccer, especially the women’s division, enjoyed tremendous expansion. His managerial and academic experience fueled strategic efforts.
Carlos Cordeiro is a businessman who demonstrated that commercial acumen alone is insufficient when he faced criticism over gender equality issues despite using it to secure financial stability.
Haroon Lorgat is yet another example. He is a businessman and administrator in South Africa cricket: With an experience in finance and administration. Lorgat contributed organized governance and financial stability. But once he went, problems with governance reappeared, highlighting the fine balance required in leadership.
Even the International Olympic Committee (IOC) and other international sports bodies, such as the Association of Summer Olympic International Federations (ASOIF) and the Global Association of International Sports Federations (GAISF), have established best practices for the operation and management of National Sports Federations (NSFs).
These practices focus on good governance, transparency, integrity, and athlete-centered policies. Key principles include:
Governance Structure: Autonomy and Independence: This preaches that Sports bodies worldwide must remain free from government interference, in line with the Olympic Charter.
*Clear Organizational Structure: This defined roles and responsibilities for the executive board, committees, and staff.
*Separation of Powers: Avoid conflicts of interest by ensuring different individuals handle governance, management, and operational roles.
Transparency and Accountability: Financial Transparency: All sporting bodies must publish annual financial reports and budgets, with audits conducted by independent firms.
*Open Decision-Making: Minutes of meetings, decisions, and criteria for selections should be publicly available.
*Public Reporting: Share governance, financial, and operational information openly with stakeholders.
Integrity and Ethical Standards: Code of Ethics: Sporting bodies must implement and enforce ethical guidelines covering conflicts of interest, anti-doping, and fair play.
*Anti-Corruption Measures: Strong internal controls to prevent financial mismanagement and corruption.
*Disciplinary Procedures: They should adopt clear policies for dealing with breaches of ethics and misconduct.
Development and Performance: Athlete-Centered Approach: Sporting bodies should prioritize athlete welfare, development, and safeguarding measures.
*Coaching and Technical Development: They should invest in training for coaches, technical officials, and support staff.
*Grassroots to Elite Pathways: Develop programs that nurture talent from community sports to elite levels.
Strategic Planning: Long-Term Vision: They should develop strategic plans with clear objectives, key performance indicators (KPIs), and regular evaluations.
*Sustainability: Plan for financial stability, resource management, and environmental sustainability.
Stakeholder Engagement: Inclusiveness: Engage athletes, coaches, sponsors, government bodies, and fans in decision-making.
*Athlete Representation: Establish athlete commissions or representatives to ensure athletes’ voices are heard.
*Community Involvement: Promote sports at the grassroots level to build a broad talent base.
Compliance with International Standards: Adherence to IOC and International Federation (IF) Rules: Align national policies with international regulations, including anti-doping (WADA) and competition standards.
*Legal Compliance: Follow national laws and international regulations related to sports governance and athlete management.
Risk Management:
Crisis Management Plans: Develop policies for handling crises, such as injuries, financial issues, or governance scandals.
*Health and Safety Protocols: Prioritize safety during training and competitions.
Examples of Good Practice: We take a look at the British Olympic Association (BOA): They are known for its robust governance, financial transparency, and athlete development programs.
Another example is the Australian Sports Commission (ASC): Who are also known for their effective strategic planning, government collaboration, and community engagement.
Dikko must therefore understand that a candidate’s history or richness is not the only factor that determines their success in sports federation leadership; governance frameworks, transparency, teamwork, and the backing of a qualified management team are also important.