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Confidence often does not come before the opportunity; it is built after we take the courage to begin.
By Yetunde B. Oni, Managing Director and Chief Executive Officer, Union Bank of Nigeria
Over the years, I have had numerous conversations with talented individuals who hesitate to embrace opportunities because they feel they are not completely prepared. Despite their abilities and achievements, many convince themselves that they need more certainty before taking the 11confidence is rarely the starting point. It is often the result of accepting challenges, learning through the process, and growing along the way.
Opportunities frequently require us to step forward before we feel fully ready. Whether it is applying for a new role, accepting greater responsibility, or pursuing an ambitious goal, the experience itself often becomes the training ground that prepares us for success. Even when the outcome is not what we hoped for, the lessons gained, skills developed, and exposure acquired become valuable assets for future opportunities. Waiting for complete confidence may mean missing the very experiences that would have helped us develop it.
I share this perspective not as someone removed from the journey, but as someone who has faced moments of uncertainty as well. No leader begins with all the answers. What defines effective leadership is a clear sense of purpose, the willingness to learn continuously, and the commitment to serve something greater than oneself.
Leaders Shape Culture
One of the earliest lessons I learned in leadership is that people are influenced by the actions and attitudes of those who lead them. They observe our decisions, our priorities, our responses under pressure, and the standards we uphold. Organisational culture is not created only through policies and procedures; it is shaped daily through our words, choices, and examples.
If we desire institutions where people demonstrate confidence, accountability, creativity, and integrity, we must intentionally create the conditions that encourage these qualities. This includes building environments where people feel safe to express their ideas, ask questions, provide feedback, and learn from mistakes without fear.
When employees feel valued and respected, they contribute their best ideas and perspectives. However, when people feel unable to speak openly, organisations lose valuable insights and opportunities for improvement.
This is why constructive feedback is essential. Honest conversations, delivered with respect and empathy, help individuals and institutions grow. Difficult discussions should not be viewed as acts of criticism or hostility, but as opportunities for development. Leaders must demonstrate that feedback is welcomed by listening attentively, responding fairly, and creating an atmosphere where openness becomes part of the organisation’s identity.
Character Before Competence
When asked about the most important quality in leadership, I often emphasise integrity and ethics. Trust remains the foundation upon which strong teams and successful organisations are built.
Competence is undoubtedly important, but character determines how that competence is applied. Skills can be developed and improved over time, but trust is much harder to restore once it is lost.
I value individuals who honour their commitments, demonstrate honesty, take responsibility, and understand that leadership is not about authority or personal influence alone, but about service and accountability. In challenging times, people look to leaders they can trust. That trust is what sustains organisations through uncertainty and change.
A Broader Definition of Success
My understanding of success has evolved throughout my career. Professional achievements, ambition, and hard work remain important, but they represent only one part of a fulfilling life.
The wellbeing of family, meaningful relationships, personal growth, and the ability to positively impact others are equally valuable measures of success. Many of life’s greatest rewards are not material; they are the experiences and relationships that provide purpose and fulfilment.
I have also learned that happiness should not always be postponed until the next achievement is reached. Life is unpredictable, and constantly waiting for the next milestone can prevent us from appreciating the present.
Rest is also an important part of sustainable leadership. Establishing boundaries, seeking support when needed, and recognising our limits are not signs of weakness. They are essential practices for those who want to lead effectively for the long term.
The Courage to Be Seen
These reflections are inspired by a recent conversation with colleagues through weHub, Union Bank’s women employee network. The discussion highlighted an issue I deeply value: ensuring that women are not only present in leadership spaces but are also encouraged, supported, and empowered to make their voices heard.
Representation alone is not enough. People must feel confident enough to contribute ideas, ask questions, and pursue opportunities. Leaders have a responsibility to recognise potential, create opportunities, and encourage participation, particularly among those who may hesitate to step forward.
Those already in leadership positions must also support one another by amplifying voices, providing meaningful feedback, and encouraging colleagues to pursue opportunities they may doubt themselves capable of achieving.
Many talented individuals, particularly women, experience moments of self-doubt despite their abilities. My message remains simple: do not eliminate yourself from consideration before the opportunity arrives. Step forward, contribute, compete, and embrace growth, even when uncertainty exists.
Every experience builds capacity. Every opportunity strengthens confidence. Your voice matters, and your courage to participate may inspire others to believe in what is possible.
Building a Culture for the Future
When I think about the legacy I hope to contribute to Union Bank, an institution with more than a century of service to Nigeria, I do not define it by individual achievements alone. I define it by culture.
My aspiration is to help build an organisation where people feel empowered, trusted, supported, and accountable; a workplace where employees can speak openly, learn continuously, deliver excellence, and feel connected to a meaningful purpose.
The future belongs to those who show up — not those who wait until every uncertainty disappears, but those who prepare, act with integrity, support others, and find the courage to begin.
The opportunity to make a difference is available to all of us. The question is whether we will have the courage to embrace it.
Yetunde Oni is the Managing Director and Chief Executive Officer of Union Bank of Nigeria.
