Beyond Akara And Kulikuli: Why Leadership Communication Matters

Leadership is not only about policies. It is also about communication. Sometimes, a single sentence from a leader can either restore hope or deepen frustration, depending on how it is delivered and how it is received.

The recent remarks by Nigeria’s First Lady, Senator Oluremi Tinubu, encouraging Nigerians to venture into businesses such as akara, kuli-kuli and roasted corn have generated mixed reactions across the country. As expected, opinions have been divided. Some have defended her remarks, arguing that there is dignity in honest labour and that many successful entrepreneurs started from humble beginnings. I agree with that.

There is absolutely nothing wrong with selling akara, kuli-kuli or roasted corn. These businesses have fed countless families, sponsored children’s education and built respectable livelihoods. Honest work deserves respect, regardless of its size.

However, the First Lady did not say, “We encourage vulnerable women,” “We encourage low-income households,” or “We encourage beneficiaries of this programme.” Her words were, “We encourage Nigerians.” That distinction matters.

Nigeria is home to millions of entrepreneurs operating at different levels. There are farmers, fashion designers, manufacturers, software developers, transport operators, artisans, exporters, restaurant owners and countless others who are already struggling to keep their businesses alive. Addressing the entire nation while highlighting only survival-level enterprises inevitably sends a message many people did not expect to hear from a national leader.

Whether intended or not, such communication can feel discouraging to entrepreneurs who have invested years building businesses beyond subsistence.

Only a few days ago, I had a conversation with one of Nigeria’s leading fashion entrepreneurs. His frustration was evident. He spoke, not only about a lack of patronage, but about the unbearable cost of sustaining a business in today’s Nigeria. The prices of fabrics continue to rise. Production costs have increased. Electricity is unreliable. Transportation expenses keep climbing. Customers themselves are struggling financially, making it difficult to maintain sales without sacrificing profit.

His story echoes the experiences of thousands of business owners across the country.

When business owners at that level are worried about survival, it becomes understandable why many Nigerians felt disconnected from a message that appeared to suggest roadside businesses as the national path to economic hope.

Hope is essential. Every leader should inspire hope. But hope must also acknowledge reality. Perhaps the grants being distributed through the First Lady’s initiative were indeed intended for people who require very little capital to begin earning a living. If so, that is commendable. Programmes designed to lift vulnerable citizens deserve recognition.

However, the communication should have reflected that specific audience.

A message directed at beneficiaries of a grassroots empowerment programme is very different from one addressed broadly to “Nigerians.” Precision matters because words shape perception, and perception often determines public trust.

It may also be argued that economic policy is not the responsibility of the Office of the First Lady. That is a fair point. But communication certainly is. Every public office carries the responsibility of speaking in ways that unite rather than unintentionally alienate sections of the population.

Leadership communication should meet people where they are.

A nation battling economic hardship needs messages that acknowledge both survival and aspiration. We should encourage the woman frying akara on the roadside, just as we should encourage the entrepreneur employing twenty people, the tailor battling rising production costs, the manufacturer struggling with energy expenses and the young graduate trying to create a path. Every honest business deserves encouragement.

The debate surrounding the First Lady’s remarks is therefore not about akara, kuli-kuli or roasted corn. It is about context. It is about empathy. It is about recognising that in difficult times, words carry weight.

Good leadership is not only measured by what is done. It is also measured by how people feel after listening to those who lead them.

Afolabi Quadri Olawale writes from Lagos State.