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

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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

 

 


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Ugo Onwuaso is an ICT enthusiast. He believes technology should be used for general good. He holds a Master of Public Administration (MPA) degree from the Lagos state University. Dear Reader, Your support matters. But we believe that technology makes life more exciting and helps improve the lives of people around Nigeria and indeed the world. That is why, we have devoted our energy to independent reportage of technology and finance and how they affect lives. Our incisive and analytical view of how technology news affects the daily life help individuals and organizations make up their minds. Quality journalism costs money. Today, we're asking that you support us to do more. Kindly support our effort to deliver technology and finance journalism to everyone in the world. Donate as little as N1,000. Bank transfers can be made to: UBA Plc 1017156876 Communication Week Media Ltd

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FG Says It May Reject World Bank Loans over Delays

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Dr Shamseldeen Ogunjimi, accountant-general of the federation, has warned that the federal government may reject loan facilities from the World Bank if delays in approval and disbursement persist, saying prolonged timelines could undermine the country’s willingness to proceed with such arrangements.

FG Says It May Reject World Bank Loans over Delays

The warning was contained in a press statement issued on Friday by Bawa Mokwa, director of press and public relations at the office of the accountant-general of the federation.

Ogunjimi, who spoke in Abuja during a courtesy visit by a World Bank delegation led by Mrs Treed Lane, stressed that Nigeria expects timely processing of funding requests, given that the facilities are loans and not grants.

He said, “If approvals take more than six months, the Nigerian Government may no longer honour such arrangements,” highlighting concerns over bureaucratic delays in accessing development financing.

The AGF noted that as a responsible borrower, Nigeria should not be subjected to prolonged approval processes that could affect project execution timelines and broader development objectives.

He therefore urged the World Bank to “expedite the approval and disbursement of project funds to Nigeria” to support the country’s priorities.

Ogunjimi emphasised that the loans carry repayment obligations, making it imperative that disbursement processes align with project schedules and fiscal planning frameworks.

He further disclosed that the Office of the Accountant-General of the Federation had begun addressing key issues raised earlier by the World Bank, particularly in public financial management and audit reporting.

According to him, the 2023 Audit Report would be submitted to the Office of the Auditor-General for the Federation within two weeks, while work on the 2024 and 2025 audit reports was already underway.

The AGF also assured the delegation that steps were being taken to resolve concerns around the digitalisation of the Government Integrated Financial Management Information System, noting that obsolete infrastructure was being replaced with modern technology to improve efficiency and service delivery.

He said the reforms were part of broader efforts to strengthen transparency, accountability, and the overall public financial management system in Nigeria.

Earlier in her remarks, the World Bank delegation leader,  congratulated Ogunjimi on his recent appointment as African chairman of the Association of Accountants-General.

Lane also urged the Office of the Accountant-General to sustain its digitalisation drive and ensure the timely presentation of financial statements to the Auditor-General, noting that such measures were critical to achieving seamless public financial management processes.

The World Bank earlier explained why about six loans worth $2bn, signed for Nigeria in 2024, are yet to be disbursed nearly a year after the bank’s approval.

This came amid recent reports that the World Bank approved a total of $8.40bn (N12.89tn) in fresh loans to the country over the past two years, based on data from the bank’s official website.


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AfDB Approves $61m Package to Boost Women-led Businesses in Nigeria

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The Board of Directors of the African Development Bank Group (AfDB) approved a $61 million financing package for the Development Bank of Nigeria (DBN) to expand access to affordable credit for women-owned and women-led businesses across Nigeria, particularly in the agricultural sector.

The financing comprises three instruments: a $50 million gender-focused line of credit; an $8 million concessional facility under the Agri-Food SME Catalytic Financing Mechanism (ACFM); and a $3 million grant under the Bank’s Affirmative Finance Action for Women in Africa (AFAWA) initiative, funded by the Women Entrepreneurs Finance Initiative (We-Fi).

This package demonstrates the Bank’s commitment to private sector-led growth by combining long-term financing, concessional resources, partial credit guarantees, and capacity-building support. It will be chanelled through DBN’s network of participating financial institutions to strengthen MSME lending and advance Nigeria’s inclusive economic transformation, particularly through women entrepreneurship and agricultural development.

A defining feature of this operation is its strong gender focus, with more than 95 percent of the total financing earmarked for WSMEs. This targeted approach aligns with the objectives of AFAWA and ACFM and the Bank’s broader commitment to narrowing the gender financing gap in Africa. The performance-based incentives under the AFAWA programme are expected to expand the number of eligible women-owned enterprises while increasing the share of women-focused lending within DBN’s MSME portfolio.

Commenting on the approval, Dr Abdul Kamara, Director General of the African Development Bank Group Nigeria Country Office, said: “Women entrepreneurs are one of Nigeria’s greatest economic assets and one of its most underleveraged. This operation reflects the African Development Bank’s commitment to unlocking economic opportunities for women.

“By working through DBN to reach women-owned businesses in agriculture, clean energy, healthcare, and beyond, we are not just expanding access to credit; the Bank is investing in the engine of Nigeria’s inclusive economic transformation.”

The approval further deepens a longstanding partnership between the African Development Bank and the Development Bank of Nigeria, dating back to the AfDB’s role in DBN’s establishment through start-up equity, long-term financing, and governance support, alongside the Federal Government of Nigeria and other development partners.

The operation aligns with the African Development Bank’s Four Cardinal Points framework, particularly the pillar on harnessing demographic transformation for economic development, as well as the Bank’s Ten-Year Strategy (2024-2033), which prioritises inclusive growth, private sector development, and gender equality.

It also supports Nigeria’s Country Strategy Paper (2025–2030), which emphasizes gender- and youth-inclusive green growth, and complements national priorities on entrepreneurship, inclusive development, and women’s economic empowerment.


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NRS Extends Saturday Tax Office Operations Nationwide Ahead of Rev360 Rollout

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The Nigeria Revenue Service (NRS) has announced the extension of weekend tax office operations across the country as part of preparations for the rollout of the Rev360 Phase I Tax Administration System.

In a public notice issued in Abuja on May 7, the Service stated that all Emerging, Medium, Large, and Government Business Offices nationwide will now open on Saturdays from May 8 to June 27, 2026.

According to the notice, the offices will operate between 10:00 a.m. and 3:00 p.m.

The NRS explained that the initiative is aimed at providing additional taxpayer support and improving service delivery during the implementation of the new tax administration platform for Medium and Emerging Taxpayer segments.

The Service noted that the extended Saturday operations are designed to assist taxpayers requiring guidance with the new system, facilitate seamless compliance during the June peak Companies Income Tax filing period, and improve access to tax services outside regular weekday hours.

It encouraged taxpayers to take advantage of the initiative to resolve tax-related matters, seek necessary guidance, and ensure timely compliance with their tax obligations.

“The NRS remains dedicated to delivering efficient, transparent, and taxpayer-focused services,” the statement read.

The notice was signed by Zacch Adedeji, PhD, Executive Chairman of the Nigeria Revenue Service. “You say Transformation, We say Rev360.”


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