General News
The Foundation: Sales is Still a People’s Game, Even at Scale – Isoken Aigbomian

In every leadership role, one fact remains non-negotiable: the way you lead directly determines whether your teams deliver sustainable growth or not, whether your team will thrive or struggle.

Sales is not just about numbers on a dashboard. Strategy, process, and technology all matter, but people make the difference. At scale, your leadership style becomes the multiplier (or limiter) of your team’s performance.
Strategies matter, processes matter, but how you lead will always influence whether those strategies succeed. When I shifted my focus from simply managing results to leading with intent, I noticed a dramatic change in how my sales unit delivered.
Earlier this year, I had the opportunity to share my experience with other leaders about what it really takes to drive growth through sales and how managers can build teams that are both productive and resilient.
Here are five leadership principles that transformed how my teams performed:
1. Communicate Vision, Not Just Targets
It’s tempting to throw out numbers and expect people to deliver. But numbers alone don’t inspire.
Before I assign a target, I make sure my team understands the bigger picture: why the target matters, how it connects to the company’s growth, and what role they play in achieving it.
When people see the “why,” the work becomes personal. Hitting a target shifts from being “the company’s win” to “our win.” That shift builds ownership, and with ownership comes motivation.
Practical takeaway: Don’t just say “Here’s your quota.” Show how hitting it helps the whole team and organisation move forward.
2. Master the Art of Active Listening
Salespeople are trained to listen closely to customers. You listen to their words, nonverbal cues and uncover those needs they have not even verbalised: The same applies to leadership.
As a manager, you need to listen with intention: not just to hear concerns, but to spot opportunities. For example, one of my team members once pointed out inefficiencies in how we tracked leads. As soon as they broke down the gap they had detected, I reviewed that particular process, and we ended up redesigning: that course correction saved us from an inefficient system.
When people feel genuinely heard, they become more engaged and more committed.
Practical takeaway: Don’t just wait for your turn to speak. Ask questions, listen deeply, and act on what you learn. Also, encourage your team members to speak out.
3. Balance Accountability with Support
High-performing teams thrive on clarity and ownership, not micromanagement.
As a manager, it’s your job to set clear expectations and then provide the support needed to meet them. This means:
Explaining how each person’s role contributes to the bigger goals.
Being clear about rewards and consequences.
Giving your team a safe channel to share strategies or challenges, and offering guidance when needed.
Encouraging autonomy, so people can make decisions and grow.
When accountability and support work together, you create an environment where people take ownership and push themselves to succeed.
👉 Practical takeaway: Hold your team to high standards, but back them with the tools, resources, and trust they need.
4. Build a Culture of Curiosity and Continuous Learning
Sales is constantly changing: new tools, new customer behaviors, evolving customer requirements, new competition. If you keep using yesterday’s strategies, you will lead your team to redundancy.
I train my managers to remain curious, try out new approaches, and learn continuously. For instance, when we adopted a new sales automation tool, I made it a point to test it with the team and show how it could reduce manual work. Within weeks, adoption skyrocketed because curiosity and learning were already part of our culture.
👉 Practical takeaway: Create space for your team to experiment, share lessons, and explore new technology.
5. Lead with Empathy
Empathy in leadership doesn’t mean being “soft.” It means understanding your team’s challenges and guiding them through with clarity and confidence. Your can be firm and empathetic, these two words are not mutually exclusive.
I’ve found that incorporating empathy helps me inspire trust in my team members. And when people trust you, they’ll follow you through tough targets and difficult quarters.
👉 Practical takeaway: Show your team you’re invested in their success, not just their output. That builds the loyalty and collaboration needed for long-term results.
Overcoming Challenges: The Reality of Leadership
No leadership journey is smooth. I’ve faced moments when:
Motivation across the team dipped.
Targets looked unreachable.
Competitors gained an edge.
In those moments, my role wasn’t just to push harder. It was to reframe these setbacks as learning opportunities and build a strategy to overcome these setbacks. I often share my own past mistakes with my team: not to excuse failure, but to show how to bounce back stronger.
Encouraging a growth mindset and focusing on solutions helped us keep momentum even in tough times.
👉 Practical takeaway: Don’t shy away from failures. Use them as teaching moments and opportunities to build resilience in your team.
What Next? Invest in People
If you’re managing a team today, remember this: processes and tools can only take you so far. People deliver the results.
Improve your communication skills.
Balance firmness with empathy.
Practice active listening.
Create a culture of continuous learning.
The Bottom Line
Sales success is not just about chasing numbers. It’s about practicing genuine leadership.
That sometimes means making tough calls, even when you’d rather be liked. Many new managers struggle here but real leadership is about making those decisions that will help your team succeed long-term, not just in the moment.
Do your team members see your targets as their goals too? If not, that’s your first leadership challenge to solve.
Isoken Aigbomian is a consummate professional who serves as Regional Sales Manager, Enterprise Network Sales Division at Moniepoint Inc
General News
NCC to Curb SIM Fraud, Strengthen Digital Security with New Platform

Nigerian Communications Commission (NCC) has unveiled plans to introduce a Telecoms Identity Risk Management System (TIRMS) platform to tackle SIM-related fraud, strengthen digital security and boost confidence in Nigeria’s digital economy.

Aminu Maida, executive vice chairman of the commission, disclosed this on Thursday in Abuja at a stakeholders’ consultative forum on the proposed platform and planned regulatory changes.
Maida, represented by Rimini Makama, executive commissioner, Stakeholder Management, said the Mobile Station International Subscriber Directory Number (MSISDN), commonly known as SIM or mobile phone number, had become central to financial transactions, digital identity and access to services, but warned that its widespread use had also created vulnerabilities.
He noted that fraudulent activities linked to recycled, swapped, churned and barred SIMs had emerged as a major channel for identity theft and financial crimes, weakening trust in digital platforms.
He said, “The Mobile Station International Subscriber Directory Number commonly known as the SIM or mobile phone number has evolved into a critical identifier underpinning financial transactions, digital authentication, and access to essential services across all sectors of our economy.
“This evolution, however, has created new and challenging vulnerabilities. The fraudulent use of churned, recycled, swapped, and barred MISISDN’s has become a significant vector for financial fraud and identity theft, eroding public trust in our digital platforms and undermining the identity of systems we have worked hard to build.
“It is in direct response to these challenges that the Commission has initiated the Telecoms Identity Risk Management System Platform.”
According to him, the platform will enable service providers to verify mobile numbers flagged for suspicious or fraudulent activities before granting access, a move expected to reduce exposure to fraud and improve accountability.
He added that the system would enhance coordination among regulators, financial institutions and security agencies to build a more resilient digital ecosystem.
To support the rollout, the commission has proposed amendments to its Quality of Service Business Rules and the Registration of Communications Subscribers framework.
The proposed changes will require telecom operators to notify subscribers at least 14 days before recycling their lines and to upload details of churned numbers to the platform within seven days.
The amendments also introduce stricter provisions for blocking fraudulently registered or misused SIMs, aimed at improving transparency and protecting consumers.
Maida said the initiative reflects the commission’s commitment to collaboration and a whole-of-government approach to addressing digital risks, urging stakeholders to actively contribute to shaping the framework.
Also speaking, Olatokunbo Oyeleye, director of Cybersecurity and Internet Governance at the commission, emphasised the importance of trust in the digital economy.
“As rightly noted, digital trust is the operating licence of modern economy. Without it, nothing scales and with it everything accelerates. For our sector, this trust must be embedded across the entire value chain,” she said.
It was reported earlier that the NCC proposed that telecom operators must give subscribers a minimum of 14 days’ notice before deactivating their SIM cards over inactivity or post-paid churn.
The proposal was contained in a consultation paper titled Stakeholders Consultation Process for the Telecoms Identity Risks Management Platform, dated February 2026 and published on the Commission’s website.
Under the proposed amendments to the Quality-of-Service Business Rules, the NCC stated that “prior to churning of a post-paid line, the Operator shall send a notification to the affected subscriber through an alternative line or an email on the pending churning of his line.”
It added, “This notification shall be sent at least 14 days before the final date for the churn of the number.”
A similar provision was proposed for prepaid subscribers. The commission said, “prior to churning of a pre-paid line, the Operator shall send a notification to the affected subscriber through an alternative line or an email on the pending churning of his line,” stressing again that the notice “shall be sent at least 14 days before the final date for the churn of the number.”
General News
Kidnappers Now Use Banks to Collect Ransoms — Expert

Dr. Kabir Adamu, a security expert, has raised concern that kidnappers in Nigeria are now using banks to collect ransom payments.

Pix… CNBC
Adamu explained that in the past, kidnappers typically demanded cash payments for ransom.
However, there has been a noticeable shift to using mainstream banks for transactions.
Speaking on Arise News, Adamu, who is the CEO of Beacon Security and Intelligence Ltd, said this trend is worrying. In the past, kidnappers usually demanded cash, but now they are asking victims’ families to pay money through bank accounts.
He revealed that his team has tracked cases where ransom money was paid into bank accounts and successfully withdrawn.
Although he did not mention the banks involved, he said some progress is being made to address the issue.
Adamu explained that criminals previously used fintech platforms, but have now moved to traditional banks. This shift raises serious concerns about how well banks are monitoring transactions and following regulations.
He said Nigeria has improved its financial intelligence systems, especially after being removed from the Financial Action Task Force (FATF) gray list.
However, he noted that there are still weaknesses in how rules are enforced.
According to him, “A lot has been done in terms of policy, but there are still major gaps in operations and compliance.”
“We’ve monitored kidnapping for ransom cases where the ransom is being collected by formal banks,” Adamu said.
“My team and I were shocked when the ransom demand was made in a formal bank. It was paid and collected. I don’t want to mention the names of the two banks that were extremely guilty, but even for those two, progress is being made,” he said.
The security expert noted that although fintech platforms had previously been linked to ransom payments, criminals have now shifted their operations to traditional banking channels, raising significant concerns about compliance and oversight in the banking industry.
Adamu emphasized that this shift in tactics underscores the urgent need for stronger accountability measures and compliance standards within Nigeria’s financial institutions.
He also pointed out the challenges faced by regulatory bodies in fully addressing the issue, despite recent advancements in financial intelligence efforts.
“From the point of view of policy, a lot has been done, but from the point of view of operations, there is still a lot that remains to be done,” Adamu stated.
According to a report by SBM Intelligence, Nigeria’s kidnap-for-ransom crisis generated at least N2.57 billion for criminal groups between July 2024 and June 2025.
The report, titled “The Year Ahead at an Inflexion Point,” highlighted that despite kidnappers’ demands totaling N48 billion during the year, they only received N2.57 billion in actual payments.
General News
Stakeholders at Crisis Management Flagship Conference 2026 Call for AI-Driven Preparedness, National Coordination

CMC Connect LLP (Perception Consulting) convened the Crisis Management Advocacy Month Flagship Conference 2026 in Lagos, spotlighting the urgent need for artificial intelligence-driven strategies and more coordinated systems to address today’s rapidly evolving crisis landscape.

The conference, held at the Metropolitan Club, Lagos, brought together key stakeholders from government, industry, and the communications ecosystem under the theme, “Crisis Management in the AI Milieu: Fresh Threats, Smarter Responses.” Discussions throughout the event reinforced the need to shift from reactive crisis management to a more proactive, intelligence-led approach to preparedness.
In his welcome address, Yomi Badejo-Okusanya, Lead Partner at CMC Connect LLP, called for a fundamental repositioning of crisis management within organisational leadership. He noted that crisis management must move from the background to the centre of leadership, stressing the importance of anticipation, preparation, and decisive leadership in navigating crises. He described the conference as part of a broader movement aimed at redefining preparedness in an increasingly volatile environment.
Badejo-Okusanya also announced the launch of Crisis-X, an AI-driven crisis management platform developed by CMC Connect LLP, describing it as “built for speed, intelligence, and the demands of the current moment.”
“In the age of AI, a stitch in time doesn’t just save nine, it preserves reputation, leadership, and the trust that underpins both,” he added.
Delivering the keynote address, Bosun Tijani, Honourable Minister of Communications, Innovation and Digital Economy, highlighted the growing importance of data, technology, and coordinated systems in managing modern crises.
He emphasised the need for a forward-looking approach, stating that while crises are inevitable, responses can be shaped through preparedness. “With the right data and systems, organisations can move from reacting to crises to anticipating risks and managing them in real time,” he said.
A key highlight of the conference was the unveiling of the CMC Connect Crisis-X Intelligence Engine, an AI-powered platform designed to enhance how organisations detect, analyse, and respond to crises. The solution integrates real-time monitoring, sentiment analysis, strategic response planning, and recovery mechanisms. It also incorporates emotional intelligence capabilities to help organisations better interpret and respond to public sentiment during critical situations.
In addition, a Public Verification Portal was introduced to help combat misinformation by enabling organisations to validate and disseminate accurate information in real time, thereby safeguarding credibility and strengthening public trust.
Discussions at the conference reflected a shared concern about the speed and complexity of modern crises, particularly in an era shaped by digital platforms and artificial intelligence. Speakers noted that misinformation now spreads faster than institutional responses, placing credibility and trust at the centre of effective crisis management.
As one of the key observations from the sessions highlighted, “today, crises are faster than facts, louder than truth, and increasingly engineered,” reinforcing the urgency for organisations to adopt faster, more coordinated, and intelligence-driven responses.
As the conference drew to a close, participants collectively underscored the importance of embedding preparedness as a strategic priority. There was a shared commitment to leveraging innovation, collaboration, and responsible use of technology to navigate an increasingly complex risk environment.
In his goodwill message, Olalekan Fadolapo, Director General and Chief Executive Officer of the Advertising Regulatory Council of Nigeria, who represented the Honourable Minister of Information and National Orientation, Mohammed Idris Malagi, commended the Board and Management of CMC Connect LLP for its forward-thinking approach to crisis management.
He raised concerns about the growing misuse of artificial intelligence by unregulated content creators to spread misinformation and amplify negative narratives, urging stakeholders to deploy AI more responsibly in support of national development.
Dignitaries at the event also included Femi Olubanwo, Immediate Past President of Igbobi College Old Boys Association and Partner at Banwo & Ighodalo; Kunle Elebute, Immediate Past Chairman of KPMG Africa and current Chairman of CMC Connect LLP; and Bolajoko Bayo-Ajayi, the first female President and Chairman of Council of the Nigerian Institute of Marketing, among other distinguished guests.
The Crisis Management Advocacy Month Flagship Conference ultimately reinforced a central message, while crises are inevitable, organisations that invest in anticipation, intelligence, and coordinated response will be better positioned to protect trust and emerge stronger.
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