E-Business
Managing Millennials: Adapting to Changing Workforce

By Kehinde David Folarin
Millennials are thriving in the workforce today.
They are the next generation to be leaders in the workplace and will be the generation that shapes the future of leadership.

Kehinde David Folarin
There are not many millennial role models that potential leaders can follow and emulate.
Thus, we must attract leaders for the new generation. This means that it is time for a change in leadership style and approach.
Millennials are multiplying into the workforce population today as they are reaching their peak employment years. They are giving new insight into office life and the structure among employees and employers.
Senior management at many organisations is seeking the right steps to recruiting and developing millennials into leadership roles.
The first step is to create a successful plan to help millennials transform into a leader.
Best practices to enhance number of millennial leaders
To cultivate and enhance the number of millennial leaders, it is important first to understand the attitudes and behaviours of the generation.
“The primary traits of the millennial generation that may manifest as elements of millennial leadership styles are collaboration, integration, multitasking, experimentation and nomadic behaviours.” There are three things leaders can do to assure these millennials will achieve success on the job, despite generational differences.
The first is giving them the big picture. Millennials want to contribute their part in the workplace.
By making sure that they understand goals, mission statement, and how the company works together as a whole, a whole new understanding will be created.
Second, leaders need to help the millennials find the “me” in team. From team sports during youth to classroom projects, millennials are no stranger to teamwork.
Team performance expectations need to be laid out for a supreme understanding.
They can bring knowledge of technology that will be helpful in ways such as social networking and virtual environments.
Lastly, millennials need to be mentored on career-building behaviours. Career-building is one area in which beginning workers may be deficient compared to the older or more experienced employees.
The future of any company is founded on good leadership.
Many good leaders have a great understanding of the company activities and are dedicated to achieving the goals of the company.
Young leaders, especially the millennials, are innovative, and flexible to new ideas.
These future leaders are willing to work longer hours since they understand the importance of developing into a good leader.
It is important that the organisation recognise and develop the millennials into leadership positions.
For millennial leaders to be successful, there are some ways that management can support them in their leadership development.
- Help them understand the “why” of their job – why they are asked to do something and why it is important to the overall cause of the company.
- Give them regular feedback, so they understand their progress.
- Help them understand that they may need to demonstrate to their team how using technology can improve productivity.
- Help them understand what credibility looks like for the team members they lead and help them modify their leadership style when needed.
Recruiting Millennials
Sixty per cent of our current workforce is made up of millennials and as the older generation continues to retire, that number will continue to increase.
We must start training and promoting the millennial generation to ensure the company’s future.
The millennial generation is different than those that came before it and we must take that into consideration when it comes to their motivation and engagement.
To do this we must we must make an environment which they want to work in and that promises growth in a supportive environment.
Life outside of the workplace is also very valuable to millennials so we must make an environment that provides a balance of both work and personal life.
Millennials can benefit the companies in many ways. Their leadership role is today’s generation is outstanding, they understand their weaknesses and strengths.
Millennials have changed the role of leadership and creating a new trend in leadership where a manager would direct and not command.
Millennials treat everyone in the company equally, which can create trust and loyalty within company’s employee.
They have taken a strive towards inclusive leadership instead of authoritarian leadership to create to equal opportunity for everyone.
Another way we can benefit from millennials is the way they would collaborate and brain storm with each other in the company.
It is one of their main priorities when it comes to handling big projects.
They would consult with many trusted people in the company to push the project forward, such as managers, mentors, peers, and other advisors.
In today’s world, millennials value flexibility and work-life balance. We must keep this in mind and provide them with many benefits from our company.
Millennials can be reliable to work from home as well, which can make a job a lot easier for them.
They been raised along technology, digital communication, and other tools to understand how to work remotely.
Millennials can switch job quickly, providing them with these options would convince them to stay with our workforce.
Millennial care about trust, we should share every decision or announcement from our workforce and keep it less confidential.
This can increase the rate of job satisfaction from our workforce. This is another way that convince millennials to stick around the company.
We need to be open and honest with all our employees and make sure they all understand their role.
Also, give opportunities to grow and allow them to earn bigger roles in the company. When it comes to the millennials they would love to be able to have a job that supports them with a great environment.
I know for a fact they would be looking for a new career, they love employee engagements in any office setting that will engage with their workers, showing them that you actually care about them and their employment at your company.
Work outings, work parties, and work gathering I feel like will build the culture better around the working environment for the millennials and they love having those type of engagements.
Some practices we could implement to create this culture would be:
Flexible work hours and schedules
Employee engagement: Work parties, Work outings, work event and gatherings, incentives
Clear career path and opportunities
Open communication
Give them purpose
Acknowledge their work.
Conclusion
Analyzing the motivations, behaviors, and characteristics of the millennial generation is a critical first step when designing a leadership development program.
Millennials have many positive leadership traits of which a company should take advantage; they are great multi-taskers, embrace diversity, innovative, flexible, innovate, and willing to put in the extra hours to move toward success.
Incorporating these factors while also providing the future leaders with a strong sense of the company’s programmes, goals and vision are all important when developing this generation of leaders
About the Author
Kenny (Kehinde) Folarin is a Success Coach, Teacher, Conference Speaker, Certified Management Consultant, Lean Six Sigma Master Black Belt and Strategic Leadership Expert.
He bagged his Ph.D. at Regent University, Virginia Beach, Virginia USA, in Strategic Leadership.
He is also an Executive Pastor and currently the Chief Operating Officer at Daystar Christian Centre, Lagos, Nigeria.
He has worked with some of the most successful leaders to grow their business and organization exponentially by focusing on people and leadership development.
His trade tools include people empowerment, dispensing leadership principles and institutionalising personal development to fast-track individual goals and transform organisations.
He can be reached through Email: Kennyfolarind@gmail.com.
E-Business
Galaxy Backbone, Rural Electrification Agency Commit to Deepening Digital and Energy Access Across Nigeria

In a major step towards deepening Nigeria’s digital and energy infrastructure, Galaxy Backbone Limited (GBB) and the Rural Electrification Agency (REA) have signed a strategic Memorandum of Understanding (MoU) at a brief but impactful ceremony held in Abuja.
The MoU signals a collaborative effort between both agencies to enhance Nigeria’s digital transformation agenda by integrating reliable energy solutions with cutting-edge ICT infrastructure, especially in higher institutions, Government institutions, underserved and rural communities across the country.
Speaking at the event, the Managing Director/CEO of Galaxy Backbone, Professor Ibrahim A. Adeyanju, described the partnership as “a landmark moment in Nigeria’s journey towards a digitally empowered, sustainably powered, and inclusively connected nation.”
“This partnership exemplifies what is possible when two visionary government institutions come together, united by shared goals and driven by the desire to improve the lives of Nigerians everywhere,” he said.
Professor Adeyanju emphasized that while Galaxy Backbone’s core mandate is to provide secure digital infrastructure that powers government operations, reliable and sustainable energy particularly in rural areas is essential to fully actualize digital transformation.
Major highlights of the MoU include:
- Solar electrification of some of GBB’s Metro Fibre sites in Abuja by the REA.
- Powering Hostels of Higher Institutions across the country through the Fibre to Hostel Project being driven by the Federal Ministry of Communications Innovation and Digital Economy (FMCIDE).
- Support for the rollout of the 774 Local Government Digitization Initiative, beginning with six pilot Local Government Areas.
- Provision of LANs, access points, cloud services, colocation infrastructure, and temporary connectivity to enhance REA’s operational facilities nationwide.
The Managing Director of the Rural Electrification Agency Mr Abba Aliyu, in his remarks, expressed optimism that this collaboration will further bridge the digital and energy divide across Nigeria. He noted that by combining REA’s achievements in expanding energy access with GBB’s robust ICT backbone, both agencies are poised to create lasting impact across governance, education, healthcare, and entrepreneurship.
This partnership is also in direct alignment with the Renewed Hope Digital Transformation Agenda of President Bola Ahmed Tinubu, GCFR, which envisions an inclusive digital economy powered by innovation and sustainable energy.
The ceremony was attended by top management from both organizations as well as members of the media.
With today’s signing, Galaxy Backbone and the Rural Electrification Agency have set the tone for stronger, smarter, and more inclusive public service delivery powered by strategic inter-agency collaboration.
E-Business
NIMC Says NIN Services Back Online

National Identity Management Commission (NIMC) has announced the restoration of its National Identification Number (NIN) verification services nationwide.
This, according to the commission, follows the completion of a system maintenance exercise.
In a statement issued on Friday, the NIMC confirmed that all previously disrupted services have resumed.
“NIMC wishes to inform the general public that the recent technical maintenance has been completed and all services have been restored,” the statement read.
The NIMC urged Nigerians seeking to enroll for NIN to visit the its official website to locate the nearest enrollment centers.
The agency also encouraged individuals to make use of its self-service portal for tasks such as data modification, including name changes.
To further ease the verification process, the Commission recommended downloading the NIMC NameAuth app (oath.app) from the Google Play Store or Apple App Store for quick and secure NIN authentication.
NIMC expressed appreciation for the public’s patience during the service disruption, which had impacted banks, telecom providers, and government agencies that rely on NIN verification for their operations.
E-Business
Report Reveals African Organizations Dangerously Overestimating Cyber defences

Many businesses are overestimating their defence against cyber attacks, which creates a significant human risk blind spot. A new KnowBe4 report exposes a worrying disconnect between what leaders think about their cyber security readiness and what employees experience.
According to the KnowBe4 Africa Human Risk Management Report 2025, based on insights from cyber security decision-makers across 30 African countries, despite high awareness, a critical gap exists in turning that awareness into actual readiness and resilient behaviour.
Key findings from the KnowBe4 Africa Human Risk Management Report 2025:
Confidence vs awareness: While cyber security awareness is high, leaders express uncertainty about their workforce’s ability to act on that awareness. Many feel employees may overestimate their capabilities in recognising, reporting and mitigating threats.
The need for adaptive and personalised security awareness training: Many companies fail to personalise security awareness training to specific roles or risk exposures.
Widespread BYOD usage: A large percentage of employees (between 41% and 80%) use their personal devices for work.
AI policy development is lagging: Many companies (46%) are still in the process of developing policies for using AI tools in the workplace.
Regional variation: Southern Africa trains more, East Africa governs AI better and West/Central Africa sees the most human-related security incidents.
This gap is significant because Africa has become an attractive target to cyber criminals, especially those that launch AI-powered attacks. A LexisNexis Risk Solutions study found 60% of South African organisations have seen an increase in AI-facilitated financial crime – above the 56% global average.
Kehinde Popoola, regional manager and key representative for West and East Africa at Rubrik, said digital transformation is gaining momentum in Africa and companies are more exposed to cyber risk. The Rubrik executive adds that amid an increase in threats, it is crucial that organisations adopt an assumed breach mindset.
The KnowBe4 research shows that cyber security preparedness and the actual structures required to support secure behaviour seem misaligned.
The report highlights that just 10% of cyber security leaders are fully confident that staff would report a phishing attack or other cyber threat, despite rating employee security awareness of cyber threats at four out of five or higher.
There is also a significant perception gap between decision-makers and general employees in Africa regarding security awareness training, with 68% of leaders believing that training is tailored to roles, compared to only a third of employees feeling adequately trained.
KnowBe4 asserts that many organisations only conduct annual or biannual training that is too generic to effectively change behaviour, contributing to uncertainty about its effectiveness.
According to another report, the KnowBe4 African Cybersecurity and Awareness Report 2025, which focuses on end-user based responses, only 43% of African respondents felt confident in their ability to recognise a cyber threat, and just one in three believed their security awareness training was adequately tailored to their role. This comparison suggests the development of a dangerous perception gap in many organisations.
“There’s a disconnect here – between what leaders think is happening and what employees are actually experiencing,” says Anna Collard, SVP content strategy and evangelist at KnowBe4 Africa. “The data shows that without procedural and cultural follow-through, awareness simply doesn’t translate into readiness.”
“The continent’s cyber security posture may be more confident than it is truly resilient,” Collard adds.
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