In a symbolic display of unity and strategic vision, the Infrastructure Concession Regulatory Commission (ICRC) recently concluded a novelty football match between its management and staff teams. Beyond the 3-1 scoreline, the event underscored a critical, modern leadership philosophy: that delivering on a monumental national mandate requires more than just technical expertise—it demands a cohesive, healthy, and motivated team.
The match, held at the Nigerian Army Polo Club in Abuja, was far more than an end-of-year social event. It was a deliberate initiative by the ICRC’s leadership, led by Director-General Dr. Jobson Ewalefoh, to break down hierarchical barriers and foster the camaraderie essential for tackling Nigeria’s vast infrastructure deficit.
The Strategic Rationale: Why Team Health Fuels Infrastructure Success
Dr. Ewalefoh, who notably scored during the match, framed the activity within the commission’s core mission. “Our task of bridging Nigeria’s huge infrastructure gap through Public-Private Partnerships (PPPs) is daunting,” he stated. “To harness private sector capital effectively, we must be fit mentally, physically, and emotionally.”
This statement reveals a profound understanding of organizational dynamics. The ICRC’s work involves complex negotiations, rigorous project appraisal, and navigating multifaceted stakeholder interests. Mental fatigue, physical burnout, or departmental silos can cripple such efforts. Platforms for informal interaction, like this match, rebuild social capital—the trust and mutual understanding that accelerate decision-making and problem-solving in the formal workplace.
Linking Team Spirit to Tangible National Outcomes
The timing of this team-building exercise is significant. Dr. Ewalefoh described 2025 as “one of the most successful years” for the ICRC, citing:
- Presidential support from the administration of President Bola Tinubu.
- Advancement of over 20 PPP projects.
- Federal Executive Council approval for 13-14 major initiatives.
- Catalysis of approximately $4.2 billion in private sector investments for projects like the Bakassi Deep Seaport, Ondo Deep Seaport, and the Katsina-Ala Hydropower Project.
He directly attributed these achievements to the “collective effort of staff” and emphasized that sustaining this momentum requires “unity of purpose.” The novelty match is thus positioned not as a distraction, but as an investment in the human infrastructure needed to deliver physical infrastructure.
Leadership in Action: More Than Just a Game
The post-match reflections from participants highlighted the event’s deeper cultural impact.
Yusuf Haruna, Technical Adviser to the DG, framed the management’s victory as a lesson in “strategy, experience, and teamwork.” His comment, “We are role models… it’s only proper that we lead and they follow,” extends the metaphor of leadership from the pitch to the office, demonstrating proactive and cohesive management.
On the staff side, Stephen Wadinga accepted the defeat with grace, reinforcing the non-rivalrous intent. “It’s not a do-or-die affair… the atmosphere is that of a family,” he said, while humorously hinting at a rematch after more training. This healthy competitive spirit, coupled with mutual respect, is the ideal cultural bedrock for a high-performing agency.
A poignant moment came from Mustafa Junaidu of the management team, who scored his first goal in over two decades. His surprise and joy reminded everyone that rediscovering latent potential and shared joy are powerful motivators, re-energizing individuals for their professional roles.
A Model for Public Sector Institutions
The ICRC’s approach offers a replicable model. By intentionally creating spaces for informal engagement, public sector organizations can:
- Enhance Communication: Break down the barriers that often exist between management and staff.
- Boost Morale and Wellbeing: Actively combat burnout and promote holistic health, leading to higher productivity.
- Reinforce Shared Vision: Translate strategic objectives from boardroom concepts into a collective mission felt by all.
As Dr. Ewalefoh concluded, the goal is for every team member to eventually say, “we contributed meaningfully to Nigeria’s infrastructure development.” This novelty match was a strategic step in building the unified, resilient, and healthy team required to turn that aspiration into reality. The final whistle marked not an end, but a promising kickoff for continued collaboration and success in the critical work of nation-building.
Edited by Joseph Edeh
