Tunji Bello at 65: A Profile in Diligence and Purpose
Translated from English, summarized and contextualized by DistantNews.
At a glance
- Tunji Bello is celebrating his 65th birthday, marked by a profile in diligence and fair judgment.
- As Executive Vice Chairman of the FCCPC, Bello prioritized understanding the commission through its people upon his arrival.
- His leadership emphasizes defining purpose over authority, focusing on consumer assistance and market surveillance.
As Tunji Bello marks his 65th birthday, his tenure as Executive Vice Chairman and Chief Executive Officer of the Federal Competition and Consumer Protection Commission (FCCPC) is being recognized for its diligence and fair judgment. Colleagues highlight a leadership style that prioritizes understanding the institution through its people rather than solely through formal offices or policies.
I have been well received. I am confident that I am in the midst of people who can accomplish more.
Upon assuming his role in July 2024, Bello eschewed typical transition rituals. Instead, he made a point of walking through the Commission, introducing himself to staff across departments. This unhurried approach aimed to grasp the organization's operational dynamics by engaging directly with the individuals responsible for implementing policy.
Bello's initial address to staff reinforced this people-centric approach. He expressed confidence in his team's ability to achieve more and stressed the Commission's obligation to ordinary Nigerians. His focus was on expanding the FCCPC's reach and understanding how it could best assist consumers, emphasizing the need for increased market surveillance.
We need to expand our reach. Nigerians need to feel us. How can we be of assistance to the ordinary consumer?โฆ We need to do more market surveillance.
His leadership philosophy appears centered on defining the institution's purpose rather than merely asserting authority. This was evident in a recent meeting regarding staff transfers, where Bello shifted the focus from operational efficiency to the human impact of such decisions. He questioned the disruption to staff who had built families in their zonal offices over extended periods, broadening the discussion beyond administrative necessity to consider the well-being of long-serving employees.
If someone has stayed for up to ten years in one of the Commissionโs zonal offices, doesnโt that simply mean the staff must have built a family out there that should not be disrupted?
Originally published by ThisDay in English. Translated, summarized, and contextualized by our editorial team with added local perspective. Read our editorial standards.