Editorial
Akwa Ibom Governor Umo Eno has drawn a clear line: any commissioner who leaves him unattended at state functions risks immediate termination of appointment. The directive, while looking timely is seemingly austere, speaking to a broader agenda of restoring discipline, cohesion, and public accountability in government.
The warning follows a series of public functions where Commissioners and Special Advisers reportedly slipped out early, leaving the governor isolated—a development he described as embarrassing and indicative of poor commitment. ‘‘It is mandatory for my commissioners to ensure that they take me either back to the office or to the lodge, because if I stop by anywhere, there can be issues that would be raised so the commissioner in charge of that (ministry) will attend to me.
“A situation where we go to a place, I leave the place, the commissioner takes off to what I don’t know. This is a full-time job, 24/7, and so if any commissioner is busy doing his thing, you’re not yet ready to be commissioner,” Mr Eno warned in the viral video.
Also read
- Let Nigeria Remain
- Tackling Persistent Floods In A‘Ibom
- The Sci-Civics of Model Schools in Akwa Ibom: Another Vision in Peril?
In his words, governance must not be treated as a part-time assignment. For him, this is not just about protocol—it is about presence, loyalty, and the optics of unity in service delivery.
Yet, the directive laced with a commando-like tone is inappropriate and circumventing to the conventional internal circular or memo used in public service to communicate with public officers. Their cultured silence is subservience not obedience, obeisance not compliance.
Apart from this, the directive also shines a light on the deeper structural challenges facing EXCO members under his administration. While commending the Governor for providing them with official vehicles, some quietly lament delayed release of monthly imprests, delay in releasing of funds for projects in the ministries forcing them to go borrowing, implementation of impulse-driven policies denying them opportunity of getting approvals for some key projects, overlapping responsibilities caused by over bloated appointments with undefined functions, and a lack of clarity in policy directives from the top.
Some feel they are underutilized or sidelined in key policy decisions. Others point to an administration still grappling with the shadow of immediate past—where the shadow of the previous administration sometimes loomed over decision-making autonomy. Still, they are uncomfortable with presenting memos that are usually dumped by the governor on pretext of lacking in content, among others.
Yet to a considerable extent, Governor Eno is living up to the expectations set for him. His “Arise Agenda” has begun to yield visible results in areas like rural development, infrastructure maintenance, and a more grounded approach to budgeting and fiscal discipline. His community engagement coupled with releasing grants to many, particularly in agriculture and youth development, has been described as pragmatic and people-focused. The governor’s resolve to instill discipline in governance could, if properly managed, complement his developmental strides.
Still, this balance between authority and empathy remains delicate. While a demand for presence at state events is valid, the leadership tone must also accommodate the structural and human challenges within the cabinet. For them to follow the Governor bumper to bumper will chop off precious man-hours and inhibit implementation of official but urgent duties requiring their prompt attention. Team cohesion must come not through intimidation, but by nurturing a working culture where respect is mutual, and responsibilities are shared with clarity.
The people of Akwa Ibom are watching—not just for who shows up at the next event, but for how their lives are impacted by those who govern them. Governor Eno has shown he can set a firm tone. He has issued his iron message to French leave EXCO members. The next test is ensuring that such tone translates into lasting institutional discipline, improved governance, and genuine partnership within his team. The sack threat is a deterrence that could ooze out goose pimples from the political appointee, not a turbo to enhance progress and productivity in the public service.
