Business

NCS leadership transition: Give emerging officers a chance

Change is a constant feature of life, institutions and leadership. For any organisation to remain relevant, it must continually adapt, renew itself and prepare the next generation to assume responsibility.

This reality is now unfolding in the Nigeria Customs Service (NCS), where a major leadership transition is expected in the coming months as senior officers retire after attaining the statutory retirement age or completing 35 years in service.

The transition has understandably generated discussions among stakeholders about what the future holds for the Service, particularly with the exit of officers who have occupied key positions and accumulated decades of institutional experience.

However, the emergence of a new generation should not automatically be viewed with apprehension. The more important question is whether these officers have been adequately prepared for the responsibilities ahead and whether they will be given the opportunity to demonstrate their capacity.

The impending transition is not entirely unexpected. The NCS has, over the years, had to contend with gaps created by prolonged periods of limited recruitment and the subsequent retirement of experienced personnel.

The recruitment exercises of 2009 and 2011 brought a significant number of young officers into the Service. Many of those officers have since risen through the ranks and are now among the Deputy Comptrollers who could form an important part of the Service’s next generation of leadership.

Their emergence is therefore less about personal ambition and more about institutional succession.

The situation was further complicated by historical disparities in the treatment and career progression of officers with university degrees and Higher National Diplomas, which contributed to disruptions in the career structure of the Service.

Whatever the challenges of the past, the present reality is that leadership is a continuum. Institutions cannot stop because one generation of officers is leaving. The responsibility is to ensure that those coming behind are sufficiently prepared to carry the baton.

Training for the Transition

CGC Adewale Adeniyi

The present NCS Management under Comptroller-General Bashir Adewale Adeniyi has invested considerably in capacity development, including local and international training programmes for officers expected to assume greater responsibilities.

At a recent engagement with Deputy Comptrollers in Lagos, the Comptroller-General emphasised the importance of preparing officers for management and professional leadership responsibilities.

Such investments are important because effective leadership in a modern Customs administration requires more than years of service. It demands knowledge, technology, management skills, integrity, adaptability and an understanding of the changing dynamics of international trade and border management.

It is therefore necessary to assess the emerging officers based on their performance, conduct and ability to deliver, rather than on assumptions about their age or generation.

Early Tests of Leadership

Some of the emerging officers are already serving in demanding positions across the Service, providing opportunities to assess their capabilities before they assume broader leadership responsibilities.

Among them are Deputy Comptroller Patience Ita, Acting Customs Area Controller of Ondo/Ekiti Command; Deputy Comptroller Oladapo Afeni, Acting Customs Area Controller of Ogun I Command, Idiroko; Deputy Comptroller Nura Miko, Acting Customs Area Controller of PTML Command; and Deputy Comptroller Bolaji Adigun of KLT Command.

Others include Deputy Comptroller Adamu UU of Kano/Jigawa Command, Deputy Comptroller Olusola Salako of Lilypond Export Terminal and Deputy Comptroller Ntongha Edet of Eastern Marine Command.

Also noteworthy is Deputy Comptroller Abdullahi Maiwada, the National Public Relations Officer of the Service, who has been playing a prominent role in Customs public communication and stakeholder engagement.

There are several other officers of the 2009 and 2011 sets serving across Commands and Units who are acquiring practical experience in preparation for greater responsibilities.

Their performances should ultimately be judged by measurable outcomes, professional conduct, stakeholder relations and adherence to the laws and procedures governing the Service.

The Fear of the Unknown

Some stakeholders have expressed concerns about the incoming generation of Customs leaders, popularly described in some circles as the “Gen Z” generation. Concerns have been raised about issues ranging from stakeholder engagement and communication to perceived attitudes towards commercial operators.

Some of these concerns remain perceptions rather than established facts and should therefore be treated with caution.

Every new generation of leaders comes with its own style, experiences and expectations. The fact that younger officers may approach administration differently does not, by itself, determine whether they will succeed or fail.

Leadership should be measured by performance.

Rather than judging officers before they assume their future responsibilities, stakeholders should allow them to demonstrate what they can do. Where shortcomings emerge, they should be constructively identified and addressed through the appropriate institutional channels.

Stakeholders Must Also Adapt

The responsibility for a successful transition does not rest entirely with the NCS.

The Customs operating environment is rapidly becoming technology-driven, particularly with the implementation of reforms under the Nigeria Customs Service Act 2023 and the Service’s continuing alignment with international Customs standards.

Stakeholders, including licensed Customs agents, freight forwarders, importers, exporters and manufacturers, must equally upgrade their knowledge and capacity.

Tools and concepts such as Authorised Economic Operator (AEO), Time Release Studies, electronic manifests, digital declarations, risk management and other technology-enabled Customs processes will increasingly shape the way international trade is conducted.

If Customs moves rapidly towards a more digital and data-driven operating environment while stakeholders remain dependent on outdated processes, a gap will inevitably emerge.

Stakeholders should therefore see the leadership transition not merely as a change in personalities but as part of a broader transformation of Customs administration.

Trust Must Be Built on Performance

There is certainly a legitimate need for stakeholders to demand accountability, transparency, professionalism and responsiveness from the NCS. But these expectations should apply equally to every generation of officers.

The emerging leadership should be encouraged to engage stakeholders, listen to legitimate concerns, uphold professional standards and demonstrate that the confidence invested in their training was justified.

At the same time, stakeholders should resist the temptation to define the incoming generation before it has had the opportunity to lead.

Young officers are taking on leadership responsibilities across institutions and industries worldwide. The NCS should not be an exception. What matters is whether its emerging leaders can translate their training, experience and institutional knowledge into effective administration.

The coming transition should therefore be approached with a balance of expectation, scrutiny, support and accountability.

The incoming officers should neither be given a blank cheque nor condemned in advance.

They should be given the opportunity to lead, while their performance is subjected to the same professional and institutional standards expected of every Customs officer.

Leadership is not determined by age, size or connections. It is demonstrated through preparation, character, competence, accountability and the ability to deliver results.

The test of the emerging generation will ultimately be in what it does with the opportunity before it.

For stakeholders, the appropriate response is not fear of the unknown, but readiness for the new realities of Customs administration.

For the NCS, the responsibility is clear: ensure a smooth succession, preserve institutional knowledge, maintain professionalism and give the emerging generation the tools and guidance required to succeed.