I am Dr. Ije Jidenma, an Igbo, Nigerian, and African with a personal mission for an African renaissance, transformation, and oneness of humanity. I come from a middle-class family of modest means but high respectability. I am the first in a family of seven: two girls and five boys. My late father, Chief (Dr) F.C. Ogbalu was a visionary, profound thinker, and far-sighted leader of thought. Even though his academic degrees were in Economics and Education, his deep-seated belief in self-realization made him take up the promotion of Igbo Language and Culture as his life’s mission.
He wrote many books, mentored a host of people, and positively influenced people’s self-concept that suffered greatly as a result of colonization. Before he died, he had worked together with other farsighted personalities like the late Prof Babs Fafunwa (then Minister for Education) in the groundwork leading to the setting up of the National Institute for Nigerian Languages.
My mother, Lady Evelyn Amuchechukwu Ogbalu (nee Chidebelu) is a retired secondary school teacher. At 80 plus, she remains a chorister and served as the people’s warden of St James Anglican Church, Abagana for several years. Her father was a Reverend gentleman in the Anglican Church.
CAN YOU SHARE A BIT OF YOUR EARLY LIFE?
I was born in Port Harcourt in the then Eastern region of Nigeria, now Rivers State but grew up in Onitsha, Anambra State. I attended Central School Onitsha and Anglican Girls’ Secondary School Onitsha for my primary and secondary school education, respectively. My early childhood recollections were quite memorable. Our living standard before the Nigerian Civil War was significantly above average. My primary school experience was characterized by an excellent performance track record. I was the youngest in my class and did remarkably well by taking the first position in class. This repeated itself several times even when the whole streams of the classes were pooled together in the third term at the end of each year. In primary three, I was granted what was termed ‘double promotion’ together with the person who came second though my mum did not allow me to skip the class.
A significant part of my childhood fell within the period of the Nigerian civil war. I had fond memories of my maternal and paternal cousins converging at the St Stephen’s Church Osumenyi parsonage where my maternal grandfather served as an Anglican Reverend. We learned a lot, played together, and forged lifelong bonds. We also witnessed the vicissitudes of war such as being cramped together and having our meals streamlined. We even witnessed conscriptions of our loved ones and others in the Biafran army and heard gory tales of fighters bombing marketplaces and even churches.
Immediately after the Civil War, I skipped primary six and entered secondary school. As a student, I had my dreams but was not involved in sports or anything that warranted much physical activity or combat. Rather, I was drawn to the Literary & Debating Society and consistently served as its secretary. I also served as the Library Prefect and was fascinated by the idea of changing the world having been inspired by the stories of Joan D’Arc, Martin Luther King Jr, etc. I participated in essay competitions and won several such as the one organized by the University of Nigeria Nsukka in my final year which saw my emergence as the first prize winner and earned me three books written by leading African authors. I wrote and directed a play “Uzii Goes to School’ which was performed by my class members to the School audience. Despite my literary skills and inclination, my childhood dream was to be a Medical Doctor. I believe that this ambition was inextricably linked with the thinking at the time that the best students should study medicine. I matched that expectation even though I loved the ‘helping behavior’ aspect of the profession and had even joined the Red Cross in my primary school in contrast to the popular Girls’ Guide, preparatory for this. Beyond these, I did not give much thought to the lifestyle of a doctor or even the prospects of the earnings. I finished at the top of my class, obtaining Division 1, Aggregate 13 in my West African School Certificate, WASC.
HOW COME YOU CHOSE PSYCHOLOGY OVER MEDICINE?
Psychology is the study of Human Behavior. It offers one much more beyond ‘the meal ticket’, as university degrees were seen during my time. The study of psychology develops you as an individual. It gives you insights into yourself as an individual, individual differences, and the nature of human behavior. I must state that I had an innate disposition to this area of study even as a child. I normally looked beyond actions presented by people to examine underlying motives. At a young age, I noticed that I was approached by my peers for counseling and that even older adults sought my perspectives on issues.
Initially, I wanted to specialize in Clinical Psychology but the clinical postings I was involved in depicted the cyclical nature of most mental health challenges and the apparent helplessness of Clinical Psychologists and Psychiatrists in their treatment regimes which had a final resolution of just a tiny fraction. Mental health and treatment seemed to me to be at a primordial stage when compared to physical health. I, therefore, concluded that I would not find fulfillment in this area and opted for Industrial/ Organizational Psychology at the master’s and doctoral levels. My specialization at the doctoral level is in Psychometrics, the forte of psychological testing and assessments.
SHARE A BIT OF YOUR CAREER TRAJECTORY FROM ITF, PWC, BANKING AND HUMAN RESOURCES
My work career effectively started at the Industrial Training Fund as a Training Development Officer after my National Youths Service. After our orientation at the Headquarters in Jos, I was posted to its Lagos office. There, I rendered service in advisory and consultancy. I first joined the Department that visited companies and encouraged them to train their staff and also advised them on how to claim their reimbursement for training carried out in line with the act establishing the Fund. I was later involved in the Students Industrial Work Experience (SIWES) scheme and subsequently Consultancy by carrying out training needs analysis.
I took part in organizing training and facilitation of training programs organized by the Fund such as the ‘Train the Trainers’ program. I advanced in my career through promotions and the series of training programs I attended. Mrs. Edna Nwobu who was the Area Officer at that time was a positive influence in terms of her calm but highly effective approach to management.
Three years later, I joined the Management Consultancy Division of Price Waterhouse (now PwC) as a consultant. There, I was greatly involved in Executive Search & Selection. I was exposed early to executive interviews and professional assessments of candidates from the Graduate Trainee level to the Chief Executive Officer level. There, I applied independent judgment and expertise derived from the various training programs I attended in Nigeria, Kenya, and the United Kingdom as well as my attributes. I also pioneered the application of Psychological Testing and Assessments to client service delivery, led the firm’s annual Remuneration and Human Resources Policies Surveys, took part in multi-disciplinary projects, organizational reviews and restructuring, manpower audits and assessments, job evaluation & salary administration, etc. It was quite challenging and exciting and introduced me to the world of qualitative time management and a high level of productivity. I was also initiated into the entrepreneurial mindset and commercial orientation as I was involved in the sourcing of the jobs, execution, and billing. I left Price Waterhouse to pursue my doctoral degree but was soon after, headhunted by the Merchant Bank of Africa to lead the re-engineering of its then Personnel Department. I joined as a Deputy Manager but rose rapidly to the benchmark Manager Position upon the confirmation of my appointment. I was subsequently promoted to Senior Manager and Head of the Human Resources Department and reported directly to the Managing Director/CEO. My responsibilities apart from the broad Human Resources Management and Administration, included local and offshore Training. This role afforded me the opportunity for ‘hands-on’ experience. It enabled me to put into practice my ideas by serving as a sort of ‘In-house’ Consultant in the bank. I also had a stint as the Head of the Strategic Planning Department of the Bank.
Again, I obtained a leave of absence from the Bank to pursue my doctoral degree as I found it practically impossible to combine my studies with my career due to the heavy workload. I later formally resigned to set up Leading Edge Consulting whilst a doctoral student and initially operated on a part-time basis before devoting my time fully to the management consultancy practice upon the successful completion of my PhD at the University of Lagos. My vision for founding the firm is to demonstrate that beyond the universal principles, we would make a positive difference by facilitating the evolution of local management principles. This is reflected in our logo. I have over the years consulted extensively for clients across sectors, functions, and geographies on a wide range of Human Resources functions such as Executive Search & Selection, Psychological Testing & Assessments, Performance Management, Training & Development, Job Evaluation & Salary Administration, Compensation & Advisory services and Organizational Development.
I worked for a broad range of companies which include indigenous companies, multinational organizations, multilateral bodies, international NGOs, government departments, and agencies. We have carried out internationally funded projects by the World Bank, DFID, etc, and led Joint Ventures with Partners and Associates. For instance, together with The Psychological Corporation of the United Kingdom, we berthed the training and certification of Human Resources Specialists and Managers in Occupational Testing. In collaboration with The PE Corporate Services (Pty) Ltd South Africa (formerly PW South Africa), we implemented the Situational Leadership franchise in Nigeria. We also forged an alliance with Joint Prosperity (Pty) jointly implementing its flagship Complexity Navigation Test (CNT) on Executives for a few leading organizations including a notable bank with footprints across Africa.
I have grown to be a trusted Board Advisor and engage in Board Retreats, Board Evaluation & Assessments, Board Recruitment (including for Non-Executive Board Roles), Board Compensation, and lately Corporate Governance as a result of my training and development locally and internationally in Governance as well as the practical/rich experience garnered from my membership of boards such as First Pension Custodian Limited ( a subsidiary of First Bank ) First Bank of Nigeria Ltd and its subsidiaries, Nigeria South Africa Chamber of Commerce, MoMo Payment Service Bank (MoMo PSB), (a subsidiary of MTN), Chartered Institute of Directors, African Corporate Governance Network, Nigerian British Chambers of Commerce, Goddy Jidenma Foundation, etc
TELL US ABOUT KESTRIA.
Our firm, Leading Edge Consulting joined Kestria (formerly known as IRC Global Executive Search Partnership) nine years ago. It is a global alliance and partnership and I serve as one of its Partners. Its Partners are quite experienced. Most have worked in leading international Consulting firms as well as in Industries before founding their boutique firms. Founded thirty years ago, Kestria is the largest and fastest-growing Executive Search Alliance in the world. It has offices in over 90 cities across six continents. With a committed and competent global support staff, the Alliance is a leader in the finding of top leaders for organizations, employing tested methodologies across borders and making the best of its global connectedness and in-depth knowledge of the local context. It applies best practices such as diversity considerations in its work. With little or no bureaucracies, Kestria has delivered invaluable services worldwide on top talent sourcing and positioning.
CURRENTLY, YOU COMBINE TRIO MANAGEMENT POSITIONS: YOUR CONSULTANCY FIRM, THE GODY JIDENMA FOUNDATION, AND KESTRIA. HOW TASKING IS IT FOR YOU AND AS A FORMER PRESIDENT OF THE CHARTERED INSTITUTE OF DIRECTORS, PLEASE SHARE WITH US YOUR EXPERIENCE.
It is quite tasking. However, I enjoy complete goal alignment in the work that I do and so it gives me fulfillment. I served as the 17th President of the Chartered Institute of Directors, Nigeria, CIoD (formerly IoD Nigeria). Serving as the President of an Institute such as the CIoD is quite demanding. To be a successful President, I had to focus on it, whilst deliberately scaling down my other activities during the two-year tenure. This strategy paid off as we were able to make significant achievements.
We achieved a lot in advancing inclusiveness through the Women Directors’ Development Committee. We were quite impactful both in mainstreaming high-achieving female Corporate Directors and in developing aspiring female Directors through various programs such as the Fireside Chats, Table Top talks, Coaching, Conferences, etc. The Young Directors Forum was inaugurated during my tenure and given life through its numerous programs.
We also developed and initiated an organization-wide mentoring program for the Institute through its Directors Development Committee. To cap this and other achievements, the President & Commander in Chief of the Federal Republic of Nigeria, President Muhammadu Buhari, GCFR signed into Law the Charter Bill establishing the Chartered Institute of Directors on 26th May 2023, his last day in office before the close of my tenure on 24th June, 2024. ‘By this singular act, the Institute assumed a Charter status conferring on it the responsibility to organize and deliver director development training and corporate governance practices in Nigeria.’
This has given teeth to the professionalization of Directorship in Nigeria. Consequently, the CIoD Nigeria has been admitted to the Global Network of Directors Institutes (GNDI)This brings our governance initiatives or contributions, developments, and learning opportunities, to the global stage.
YOU ARE ALSO A BOARD MEMBER IN MANY ORGANIZATIONS, WHAT IS YOUR TAKEAWAY FROM EACH EXPERIENCE?
Each experience brings something new to the table since different organizations have different cultures. However, I have been lucky as these organizations all have ethical values and good governance as their priorities thereby helping me achieve congruence between my personal goals and the corporate goals of the organizations where I serve. As a well-trained and certified Independent Non-Executive Director (INED), I am conversant with the requirements of the role and the expectations from the various stakeholders such as the shareholders, regulators, government, management, etc
I have served on a variety of committees which include the Board Establishment Committee, Board Risk Management Committee, Board Human Resources and Information Technology Committee among others. I have also learned a lot by chairing different committees such as the Board Nomination & Governance Committee, Remuneration Committee, and Human Resources Policy Committee of the boards of top organizations. I have been privileged to chair the governing board of the Chartered Institute of Directors and before that served as the Chairman of the Membership & Branch Development Committee and Chairman of the Finance and General-Purpose Committee as the Second Vice President and the First Vice President respectively.
A LOT OF FEMALES ARE SPEARHEADING THE FINANCIAL INDUSTRY, WHAT IS YOUR TAKE ON THAT?
I have always believed that females like their male counterparts have the wherewithal to lead or spearhead any industry. Since we no longer live at a time where physical strength is might and might is right, the only thing militating against females, is the socialization process and associated stereotypes. Otherwise, today’s leadership requirements tend to favor females since they are steeped in collaboration, multi-tasking, emotional intelligence, empathy, etc These are emergent leadership requirements of this era.
The financial sector particularly the Banking sub-sector in Nigeria has been guided by policy imperatives. In 2013 the regulatory authority, the Central Bank of Nigeria (CBN) issued a circular that mandated banks to ensure that by 2014, 40% of their top management and 30% of Members of the Board of Directors, should be women. This was reinforced by incentives as banks that comply are better positioned to get funds from the Development Finance Institutions (DFIs) for promoting gender equality.
The Securities and Exchange Commission (SEC) Code recommends that publicly quoted companies consider gender when selecting board members. Great progress has been made in this regard. In 2018, a worldwide study by the International Monetary Fund (IMF) which has had a female Managing Director since 2011, indicated that a higher share of women on boards of banks contributed to higher financial stability. This is due to diversity of views as well as practices that lead to the hiring of better-qualified and more experienced women. As an Executive Search and Selection expert, I have seen this at play. Women seem to be more patient, and stay several years in a role thereby deepening and consolidating their experience needed for top roles.
Today, we have females at the helm in banks that include Zenith Bank, Fidelity Bank, Citi Bank, First City Monument Bank, and Unity Bank. The important thing is that the performance of these female CEOs would be measured based on their KPIs and not based on their gender and that they are given equal opportunities to show their capabilities. The inclusiveness undoubtedly enriches the playing field. Each gender has unique qualities it brings to the table so increasingly it would become immaterial whether you are a male or female.
WHAT IS THE WAY FORWARD FOR ASPIRING FEMALE ENTREPRENEURS?
I propose that aspiring female entrepreneurs should first gain personal insights into who they are. Self-awareness is key. This includes their strengths and weaknesses captured in their aptitude, personality, motivations, interests, passion, and how they prefer to make an impact. With this sorted out, they should arm themselves with the knowledge and skills required through both formal training and apprenticeship. Investing in continuous self-development is paramount. They should also develop a growth mindset and be prepared to add value and collaborate with others where and when necessary. With the right exposure, worldview, and competence, access to capital is improved.
The future is bright for aspiring female entrepreneurs who are prepared to put in the required work and focused enough to ensure that loans obtained are paid back. They need to embrace the tenets of corporate governance and possibly join governance organizations such as the Chartered Institute of Directors, Nigeria, Society for Corporate Governance, etc for learning, exposure, and networking to enable them to build up themselves and their businesses to a level in which they can scale them.
WHAT ARE THE PLANS FOR ALL THE ORGANIZATIONS YOU CURRENTLY OVERSEE?
I am in a period of transition in most organizations that I oversee. Succession Planning is imminent though it has not been easy given the very unstable subsisting macro environment. However, with stable structures and systems, I would increasingly free myself from executive roles and focus on my strategic non-executive and philanthropic roles.
WHAT WORDS OF ADVICE DO YOU HAVE FOR PEOPLE WHO MAY WANT TO FOLLOW IN YOUR FOOTSTEPS?
Beyond all I have stated, I believe in the place of God in the affairs of men. Sometimes, He has carried me on His shoulders making things seem easier than they truly are. Sometimes, He orders my footsteps. These may seem abstract but I know that God is a force for good. I am also grateful to those who considered me worthy and offered me the platforms that facilitated the optimization of my talents. Sometimes you may not even know that you are being watched and some people admire your conduct, values, and contributions and nominate you for roles or even awards that you never contemplated.
It is good to be humble and modest. My late father imbibed in us selfless service. He firmly believed that things should not always be done for economic return. Coincidentally, my late husband had a similar disposition. I have personally shared this belief system and have pleasantly realized that ‘Honor follows Service.’
