₦airaland Forum

Spain won the World Cup, but perhaps the loudest career lesson came from a man who did not need a goal or an assist to become the tournament’s most valuable player.
While the world naturally celebrates goalscorers, dribblers and match-winners, Rodri walked away with the Golden Ball for controlling spaces, preventing problems, organising others and making the entire Spanish team function.
Think about that for a moment.
The biggest individual recognition at the world’s biggest football tournament went to the player whose most important contributions were not always obvious to the casual viewer.
Spain’s 1–0 extra-time victory over Argentina provided the perfect summary of their campaign. Substitute Nico Williams created the decisive opportunity, another substitute, Ferran Torres, scored the winning goal, and Rodri quietly controlled the middle of the pitch. Spain finished the tournament having conceded only one goal in eight matches.
For those of us navigating corporate life—the meetings, deadlines, office politics, appraisals, difficult managers, ambitious colleagues and endless pursuit of promotion—Spain’s victory was more than football.
It was a workplace masterclass.

1. A Strong System Will Outperform Superstar Culture
Spain did not win because they had no stars. They won because no individual star was permitted to become bigger than the team.
Every player understood the structure. Everyone knew where to stand, when to press, when to pass, when to cover for a colleague and when to sacrifice personal glory for the collective result. Their greatest strength was not simply talent; it was coordinated talent. Spain’s success has been widely linked to a consistent footballing identity, collective development and continuity across different levels of the national setup.
Many organisations, unfortunately, operate differently.
We have all encountered workplaces where one person holds every password, understands every process, manages every important client and behaves as though the organisation cannot survive without them.
Management may call such a person indispensable. In reality, that is organisational risk.
A strong company should not collapse because one employee resigns, goes on leave or refuses to cooperate. Processes should be documented. Knowledge should be shared. Responsibilities should be clear. Team members should understand how their individual work contributes to the wider objective.
The same principle applies to employees.
You may be the most intelligent person in your department, but intelligence without collaboration will eventually become a burden. You may consistently deliver excellent personal results, but your impact remains limited when colleagues cannot work with you.
Talent may get you noticed. Your ability to strengthen the system is what makes you valuable.

2. Great Careers Are Built Long Before They Are Announced
Luis de la Fuente’s success did not begin at the 2026 World Cup.
Before taking charge of Spain’s senior team, he had worked within the national youth structure at U19, U21 and U23 levels. He understood the federation’s philosophy, development pathway and expectations. Spain’s triumph was therefore not a lucky month of football. It was the visible result of patient work carried out over several years.
This should challenge both employers and employees.
Some organisations want experienced, highly skilled and loyal workers, yet they invest almost nothing in training, mentorship or career development. They want finished products without contributing to the process that produces them.
But a company that refuses to develop people will continue paying a premium for talent developed elsewhere.
For employees, the lesson is equally important.
The course you are taking quietly, the spreadsheet skill you are improving, the professional relationship you are building, the difficult assignment you accepted and the reputation you are developing may not produce immediate applause.
Continue.
Career growth often behaves like compound interest. For a long time, the progress appears small. Then one opportunity arrives, and years of preparation suddenly become visible.
People may call it an overnight breakthrough.
You will know how many nights went into it.

3. Adaptability Is Not the Abandonment of Identity
For years, Spain became associated with possession-based football. At its best, it was beautiful. At its worst, it became slow, predictable and ineffective.
Instead of completely abandoning their identity, Spain improved it. They retained their ability to control possession but added greater directness, efficiency, width and intensity. Under De la Fuente, the team successfully combined its traditional passing approach with a more purposeful attacking style, leading the tournament in both passing and attempts on goal.
That is what healthy adaptation looks like.
In the workplace, some people become too emotionally attached to familiar methods.
“This is how we have always done it.”
“This was not part of my original job description.”
“I have been using this process for ten years.”
Those statements may sound like experience, but they can easily become excuses for stagnation.
Your values can remain stable while your methods evolve. You can remain committed to accuracy while adopting new technology. You can maintain professional standards while learning new ways of communicating, analysing data or serving customers.
Adaptability does not mean changing direction every week. It means being humble enough to recognise when your current approach is no longer producing the required outcome.
Experience should make you more flexible, not more rigid.

4. Build Your “Rest-Defence” Before the Crisis Arrives
One of Spain’s most impressive achievements was not their winning goal. It was the fact that they conceded only once throughout eight matches.
That kind of defensive record does not come from panicking after losing possession. It comes from being properly positioned before possession is lost. Their protection was already organised while they were attacking.
Football analysts call this “rest-defence.”
Corporate professionals need it too.
Your personal rest-defence includes keeping your skills current before your role becomes outdated. It means maintaining an updated CV before suddenly needing another job. It means building financial reserves while your income is stable, documenting important work, protecting your health and developing relationships outside your immediate department.
For organisations, it means succession planning, data backups, internal controls, staff cross-training and proper risk management.
Do not wait until a key employee resigns before asking who understands their responsibilities.
Do not wait until a system fails before discussing backups.
Do not wait until your industry changes before learning the skills required for its future.
Fixing the roof while the sun is shining may not attract attention, but it prevents embarrassment when the rain eventually comes.

5. Being on the Bench Does Not Mean You Are Irrelevant
The World Cup final was decided by players who did not start it.
Nico Williams entered from the bench and helped create the decisive moment. Ferran Torres also came on as a substitute and scored the 106th-minute goal that delivered Spain’s second men’s World Cup title.
There is a serious workplace lesson here.
You will not always occupy the most visible position. Sometimes you will lead the presentation; at other times, you will prepare the information someone else presents. Sometimes you will receive public recognition; at other times, your work will make another colleague look brilliant.
Do not allow your current position to determine the quality of your preparation.
You may be a junior employee, an intern, a contract worker or part of the back-office team. You may feel overlooked. Your ideas may not yet carry the same weight as those of senior colleagues.
Still, prepare.
Opportunity rarely sends a calendar invitation before arriving.
When your moment comes, people will not be interested in how long you waited. They will want to know whether you are ready.

6. Not Every Valuable Contribution Appears on the Scoreboard
Rodri’s Golden Ball may be the tournament’s most important message to modern workplaces.
Football increasingly celebrates goals, assists, speed and highlight-reel moments. Yet Rodri dominated through positioning, anticipation, passing and control. He recorded 811 passes during the tournament, including 122 line-breaking passes, and led the competition with 26 tackles. His passing accuracy stood at 93.2%.
He did not merely participate in Spain’s system.
He made the system possible.
Corporate organisations often make the mistake of measuring every employee with the same type of metric. Sales figures are visible. Successful presentations are visible. New accounts are visible.
But who prevents mistakes before they reach the customer?
Who keeps records accurate?
Who notices operational gaps?
Who follows up when everybody else has forgotten?
Who keeps the team calm during a difficult period?
Who ensures that senior colleagues have the information required to make good decisions?
These contributions may not always produce dramatic figures, but organisations struggle without them.
This does not mean performance should not be measured. It means performance must be measured intelligently.
Judging an operations professional only by revenue is like judging Rodri only by goals. You will completely miss the value of the role.
And for the quiet professionals reading this: do not confuse low visibility with low impact. Document your contributions. Communicate your results. Help decision-makers understand the problems your work solves.
Your work does not need to be noisy, but it should not remain invisible.

7. Composure Is a Form of Leadership
When matches became tense, Rodri did not respond by running everywhere or forcing impossible passes. He demanded the ball, controlled the rhythm and helped Spain regain order.
His influence was especially important against France and Argentina, where his positioning, distribution and defensive intelligence helped limit some of the tournament’s most dangerous attacking players.
Every workplace experiences moments of chaos.
A client complains. A deadline is missed. A system stops working. Senior management demands explanations. Messages begin flying across WhatsApp groups and email threads.
In those moments, the person who increases the panic becomes part of the problem.
The person who calmly establishes the facts, identifies the priorities, assigns responsibilities and communicates clearly becomes a leader—whether or not leadership appears in their job title.
Leadership is not always the loudest voice in the meeting.
Sometimes, it is the person who helps everyone breathe, think and move again.

8. Recognition Should Follow Contribution, Not Visibility
Rodri’s award was significant because it challenged the idea that only spectacular work deserves spectacular recognition.
Too many workplaces reward presentation rather than substance. The person who speaks most confidently receives credit for work completed by quieter colleagues. Employees who remain close to senior management become more visible than those carrying difficult operational responsibilities.
Over time, this damages morale.
Strong managers look beyond the final presentation. They ask who developed the idea, verified the numbers, resolved the problem, protected the customer relationship and ensured successful delivery.
Recognition should travel through the entire chain of contribution.
When people believe their work will be acknowledged fairly, they are more willing to collaborate. When they believe only the loudest employee will receive credit, teamwork gradually becomes competition.
Spain celebrated its goalscorers, but football’s highest individual honour went to the man who held everything together.
That is how healthy systems recognise value.

The Final Whistle
Your office may not have floodlights, thousands of spectators or a trophy waiting at the end of the month.
But every working day contains its own midfield battles.
There will be pressure. Plans will change. Some colleagues will chase individual recognition. Others will quietly keep the organisation standing. You will not always score the goal, lead the project or receive the applause.
But you can become the person who improves the system, prepares before the crisis, adapts without losing your principles, supports colleagues and restores calm when pressure rises.
Spain lifted the World Cup.
Rodri lifted the Golden Ball.
But the deeper lesson belongs to every professional:
You do not have to be the loudest person in the organisation to become one of the reasons it wins.

What did Spain’s World Cup triumph teach you about leadership, teamwork or career growth?

[b][/b]

A reform can sound beautiful in Abuja and still fail inside a crowded camp in Iyana Ipaja, Kubwa, Awgu, or Katsina. That is the first problem with the new NYSC reform approved by the Federal Executive Council. On paper, it sounds ambitious: six weeks of orientation, civilian operational leadership, specialised career streams, skills-based primary assignments, professional certification, a new uniform, and a graduation ceremony to replace the Passing Out Parade. But policy is not judged by the grammar of its announcement. Policy is judged by what happens when it meets water shortage, bad hostels, weak budgets, insecurity, and Nigerian reality.

Let us start with the six-week orientation camp. Extending camp from three weeks to six weeks may look like a serious investment in young people, but it becomes dangerous if the facilities remain the same. Many NYSC camps are already overstretched. In May 2026, as reported by Punch Newpaper, corps members at the Lagos orientation camp complained of persistent water shortage, inadequate storage facilities, irregular electricity, and overcrowding. Some reportedly woke as early as 1 a.m. to queue for water. If three weeks already tests the health and patience of young graduates, six weeks without massive investment in hostels, toilets, water, clinics, ventilation, food, and security is not reform. It is punishment with a policy title.

No young person learns civic values properly while struggling to bathe, sleep, eat, and stay healthy. A hungry corper listening to financial literacy under poor conditions is not being empowered; he or she is merely enduring another Nigerian survival course. If government wants six weeks, then the budget must speak before the slogan speaks. More days in camp means more feeding, more medical care, more staff, more sanitation, more electricity, more security, and more monitoring. Without that, the reform will simply double the duration of discomfort and reduce the quality of welfare.

The second issue is the shift to civilian operational leadership. This is not automatically bad. NYSC was never supposed to be a military barracks. A civilian-led structure can make the scheme more developmental, more flexible, and more aligned with skills and employment. But Nigeria must be honest about one thing: weak civilian systems are easier to bend. The military presence in camp, for all its harshness, gives NYSC a certain immediate discipline. Everyone wakes up early. Everyone lines up. Everyone wears the same white shorts. The child of a politician and the child of a mechanic can both be corrected in the same parade ground.

If that authority is reduced without a strong replacement, camp may become another Nigerian space where connection defeats discipline. Wealthy corps members may lobby their way out of duties. Influential parents may pressure officials. Some may sleep outside camp while ordinary graduates remain under stricter rules. That is why civilian leadership must come with clear enforcement rules, independent monitoring, transparent sanctions, and public reporting. A civilian-led NYSC should not mean a weaker NYSC. It should mean a more accountable one.

There is also a human management question that government should not pretend away. Thousands of young adults living together for six weeks need firm safeguarding, not moral speeches. Even under the existing military-style camp structure, discipline issues still occur. Extending camp to six weeks increases the responsibility of the state to protect corps members from harassment, exploitation, abuse of authority, bribery, and unsafe private arrangements. This is not about policing people’s private lives. It is about making sure power is not abused inside camp. Civilian officials must therefore be trained, monitored, and held accountable. If not, the reform may create new spaces for compromise and misconduct.

The third problem is the illusion of the six-week crash course. Nigeria must stop pretending that a broken education-to-work pipeline can be repaired with short camp training. A graduate who spent four or five years in an underfunded tertiary system cannot become a strong tech professional, agribusiness operator, infrastructure specialist, or entrepreneur because of a few weeks of lectures. Real skills require time, tools, mentorship, practice, assessment, and industry exposure. Germany’s respected dual vocational system, for example, is built around training in both companies and vocational schools, with apprentices employed by companies and trained over two to three and a half years depending on the occupation. That is a system, not a seminar.

If the new NYSC skills streams are serious, they must go beyond PowerPoint slides and certificates. The training must be practical, assessed by real industry standards, and linked to actual employers or enterprise support. Otherwise, Nigeria will produce another certificate economy: more paper, less competence. We must also ask uncomfortable questions. Who designs the curriculum? Who selects the trainers? Who pays the certification bodies? What happens to corps members who fail the assessment? Will they be forced to repeat training? Will certificates become another backdoor business for vendors and politically connected firms?

The certification angle deserves special attention. “Globally recognised professional certification” sounds attractive, but in Nigeria it can quickly become a contract bazaar. If not properly regulated, private training firms may begin to chase NYSC contracts, camp officials may control access, and corps members may be pressured into paying hidden fees. The government must publish the certification partners, selection criteria, cost per corps member, procurement process, assessment method, and complaint channels. A reform that claims to fight unemployment must not become another marketplace for insiders.

The fourth issue is the claim that NYSC can help build a $1 trillion economy. There is nothing wrong with ambition. A country without ambition is already tired. But advanced economies are not built by forcing graduates into state-designed career streams for one year. They are built by fixing basic education, strengthening universities and polytechnics, providing stable electricity, reducing business costs, supporting manufacturing, expanding infrastructure, and allowing the private sector to create real jobs. NYSC can support national development, but it cannot replace economic fundamentals.

The global examples also require care. Singapore has mandatory National Service, but it is rooted mainly in defence and security; full-time National Service is treated as a national security institution. South Korea’s compulsory service is also tied to national defence obligations. Germany’s vocational strength comes from long-term company-school training, not a six-week camp experiment. Nigeria appears to be mixing national mobilisation, civic training, military discipline, civilian administration, professional certification, entrepreneurship, and job placement into one overloaded scheme. That may sound innovative, but it is also risky. When one policy tries to do everything, it often ends up doing little well.

The fifth problem is the PPA reality. Skills-based primary assignment sounds good, but where are the receiving institutions? Many corps members already struggle to secure meaningful places of primary assignment. Some schools, companies, and government offices reject corps members because they lack space, funding, supervision capacity, or willingness to pay local allowance. If an organisation cannot absorb a regular corps member, calling the person “Digital Corps” or “Medical Corps” will not magically create a desk, a supervisor, internet access, equipment, or salary support. The reform must therefore include a serious employer partnership framework. Without that, the new streams will become new labels on old frustration.

The sixth issue is the Passing Out Parade. Scrapping or redesigning POP may look minor, but symbols matter. The POP is one of the few rituals that gives corps members a shared sense of completion. It is not perfect, but it is memorable. Replacing it with a formal graduation ceremony may be useful if the ceremony genuinely reflects skills acquired, projects completed, and communities served. But if it becomes another long government speech day, corps members will simply lose one emotional part of service and gain another boring protocol event.

The biggest weakness in this reform is the apparent distance between policymakers and present-day corps members. Many people designing NYSC reform still carry memories of a different Nigeria: when the scheme was more prestigious, the economy was less punishing, and allowance had real value. Today’s corps member is serving in a country of high living costs, insecurity, weak infrastructure, digital frustration, and deep uncertainty. A policy designed for an imaginary Nigeria will collapse in the real one.

This does not mean the reform should be rejected completely. Some parts are sensible. A technology-driven call-up process can reduce manipulation. Risk-sensitive deployment is necessary in a country facing serious security challenges. Skills-based PPA can make service more meaningful. Civilian leadership can modernise the scheme if properly governed. Camp grading can improve standards if it is transparent and tied to funding. The problem is not the ambition. The problem is the missing foundation.

Before implementation, government should answer five questions clearly:
1. what is the actual additional budget for six-week orientation?
2. Which camps currently meet the minimum standard for six weeks of residence?
3. Who will train, certify, and monitor the specialised streams?
4. What safeguards will prevent corruption, favouritism, and exploitation inside camp?
5. Which employers and institutions have formally agreed to accept corps members under the new PPA model?

Nigeria does not need another reform that looks powerful at announcement and weak at implementation. NYSC is too important to be treated as a laboratory for half-built ideas. If government wants to turn the scheme into a serious national development platform, it must first fix the camp, protect the corps member, fund the programme, involve the private sector, and publish the implementation plan.

A six-week camp without water is not innovation.
A certificate without skill is not empowerment.
A civilian-led system without accountability is not modernisation.
And a $1 trillion economy will not be built by slogans.

It will be built by honest policy, disciplined execution, and respect for the young Nigerians who are always asked to sacrifice first.

The legal battle over the European Super League (ESL) has been one of the most high-stakes dramas in sports history.

This is Led by Real Madrid President Florentino Pérez, the case essentially challenged whether UEFA has a "monopoly" on European football.

The Current situation as of February 2026

A. The Basis of the Court Case
Pérez and the European Super League Company (ESLC) took UEFA and FIFA to the European Court of Justice (ECJ).
Their argument was built on two main pillars of EU Law:

1. Abuse of Dominant Position: They argued that UEFA acts as both a regulator (setting the rules) and a commercial operator (selling the rights). By threatening to ban clubs and players who join a rival league, UEFA was using its power to crush competition illegally.
2. Freedom to Provide Services: Under EU law, companies have the right to operate across borders. The ESL argued that UEFA's rules blocked them from creating a legitimate business in the European market.

B. The Ruling (The "Win"
The court actually delivered its landmark ruling on December 21, 2023. In a massive victory for Pérez.
1. The Court Ruled Against UEFA: The ECJ stated that UEFA and FIFA’s rules on prior approval for new competitions were "contrary to EU law."
2. Illegal Sanctions: The court found that UEFA's power to sanction clubs for joining other leagues was not based on transparent, objective, or non-discriminatory criteria, making their "monopoly" an abuse of power.

C. The Implications
While Pérez won the legal battle, the practical "war" has been much harder.
1. Any group can now theoretically start a new tournament without UEFA’s permission.
2. UEFA has been forced to rewrite its rulebook to create a "fairer" process for authorizing new leagues, though they still maintain significant control.
3. The ESL (via A22 Sports Management) is currently pursuing a $5.2 billion lawsuit against UEFA for damages caused by the initial blocking of the league.

D. Probability of Winning
Since the ECJ has already ruled that UEFA's old rules were illegal, Pérez has already won the core legal case.
However, winning in court is different from winning on the pitch. Even with the legal "green light," the probability of the Super League actually launching in its original form is near 0% because no other top clubs are willing to join and risk the wrath of their fans or domestic leagues (like the Premier League, which has passed rules to block breakaway teams).

The $5.2 billion (€4.5 billion) lawsuit is the latest "nuclear option" triggered by Florentino Pérez and A22 Sports Management (the company behind the Super League).

1. The Breakdown of the $5.2 Billion
The lawsuit was formally initiated in late 2025 after months of failed "peace talks" between A22 and UEFA. The staggering figure is calculated based on three specific areas of loss:

Lost Revenue ($3.8B - $4B): Real Madrid and A22 argue that if the Super League had been allowed to launch in 2021, the participating clubs would have already pocketed billions in broadcasting rights and commercial deals that UEFA "illegally" blocked.
Reputational Damage: Pérez argues that UEFA’s public campaign against the project—which labeled the clubs "snakes" and "greedy" caused significant damage to the "Real Madrid" brand and its market value.

"Obstruction of Competition": The lawsuit claims UEFA intentionally stalled negotiations for over a year (through 2024 and 2025) just to prevent the launch of the new Unify League (the rebranded ESL), effectively running out the clock on the clubs' financial patience.

3. What is the probability of winning?
There are two different "wins" to consider here:

A. Winning the Money (High Probability):
Legal experts believe Pérez has a very strong chance of winning a significant financial settlement. Because the European Court of Justice already ruled in December 2023 that UEFA’s monopoly was illegal, the "crime" has already been proven. The only question for the court now is: "How much did that illegal monopoly cost Real Madrid?" Even if they don't get the full $5.2 billion, a billion-euro payout is considered a realistic possibility.

B. Winning the League (Near-Zero Probability):
While Pérez might win the legal battle for damages, the Super League itself is effectively dead. Without Barcelona or the "Big Six" from England, there is no product to sell to broadcasters.

The real goal of winning $5.2 Billion Lawsuit.
Since no matches are happening, the focus has shifted entirely to the money.
1. The Logic: Pérez is arguing that because the courts found UEFA’s monopoly was illegal, Real Madrid and the ESL company are owed for "lost profits" from the games that should have been played over the last five years.

2. The Strategy: Even if the Super League never plays a game, Pérez could still "win" by forcing UEFA to pay a massive multi-billion-dollar settlement, which would effectively fund Real Madrid's transfers for a decade.

This is just an enlightment and justification of people acts, and a guide.

kushme:
Stop worrying about what other people do with their lives, as long as they don't violate the right of other people. Leqve dem with dem braids.. Plenty of don'ts, life becomes boring.

Sunnah, culture, and the guardrails that keep it halal (and classy)

Men braiding their hair sits right where grooming meets public meaning. In one place it’s seen as heritage and masculinity; in another it’s read as feminine-coded fashion. Islam’s approach is actually very practical: the base rule for grooming is permissibility, but your hairstyle must stay inside a few clear boundaries.
This article lays out the actual evidence, the role of Quraysh-era Arab custom, and how the four Sunni madhhabs typically frame the issue without exaggeration.

1) What the Sunnah actually establishes
The clearest hadith used in this topic is the narration of Umm Hani: The Prophet ﷺ entered Makkah with four plaits/braids (Sunan Abi Dawud, 4191).
That’s huge, because it means braiding is not inherently haram. If an action was done by Prophet Muhammad, the act itself cannot be automatically forbidden.
But it’s equally important not to overstate it: braiding isn’t usually treated as an “act of worship Sunnah” that everyone should copy. Most scholars place it under customary actions (ʿādah / jibilliyyah). Things that happen as part of life, climate, travel, and local norms.
A well-known explanation is that when his hair grew long (often due to travel or busyness), he braided it in line with Arab custom at the time.

2) It wasn’t “only the Prophet” — Companion evidence exists
Sometimes people ask: “Do we have anything from the Sahabah?” Yes.
In Sahih al-Bukhari (Hadith 5919), Abdullah ibn Abbas describes the Prophet ﷺ moving him during night prayer by taking hold of his two braids/locks.
This matters because it shows braids weren’t viewed as a bizarre, forbidden novelty among early Muslims. At minimum, it confirms the practice existed among boys/men in that environment.

3) What about ʿUmar’s statement (narrated by Abdul ibn Umar): “Whoever braids his hair should shave it”?
This is a key piece to include—with the correct context.
In Sahih al-Bukhari (5914), Umar ibn al-Khattab is quoted: whoever braids his hair should shave it - on finishing ihram, and he warns against “talbīd” (binding/matting hair).
So, what does it actually prove?
1. It proves braiding/binding hair was a known practice among men.
2. It also shows jurists took it seriously enough to give Hajj/ʿUmrah rulings about how to exit ihram properly.
What it does NOT prove: that Umar banned braids in everyday life. The narration is tied to ihram completion rules, not daily grooming.

4) Was braiding a Quraysh custom?
People often say, “braiding was Quraysh culture.” The cleanest way to phrase this is:
Braiding was part of broader Arab custom in the Hijaz during that era, and Quraysh being the ruling tribe in Mecca lived inside that cultural world.
The sources most often describe it as “custom of the Arabs”, not a unique Quraysh-only marker.
So yes, it’s reasonable to call it normal Arab custom of the time (including Meccans/Quraysh) but it’s safer and more accurate to avoid claiming it was a “Quraysh-exclusive identity practice” unless you’re quoting a precise historical text.
And for modern times (2026): “Quraysh” today is mostly lineage, not a single global community with one shared hairstyle tradition. The tribe historically existed as a Meccan confederation, but descendants are spread widely and follow local norms.

5) The four madhhabs: where they converge, and why they sound different
Instead of “one madhhab says halal / the other says haram,” it’s more accurate to say: all four schools treat grooming as permissible by default, and they differ in how strongly they apply two filters:
a. tashabbuh (imitation especially of women, or distinctive immoral identities)
b. ʿurf / muru’ah (local custom and dignified public appearance)

1. Abu Hanifa (Hanafi lens)
Hanafi discussions often emphasize gender distinction and “what this looks like in your society.” A widely cited Hanafi summary: braids for men can be permissible if they do not resemble women’s braids and do not imitate distinctive non-Muslim styles.
At the same time, you will find some Hanafi fatwa responses that are stricter (especially in societies where braiding is strongly coded as female grooming) arguing a man should avoid it to stay clear of imitation.
Takeaway: under the Hanafi lens, the ruling can shift with culture and “what message it sends.”

2. Malik ibn Anas (Maliki lens)
The Maliki approach is famously attentive to ʿurf (custom) and muru’ah (dignified manliness). Even when a source isn’t explicitly labeling it “Maliki,” the principle is the same: follow what your society recognizes as dignified and normal, and avoid what makes you a target for mockery or suspicion.
A mainstream, widely circulated juristic conclusion says exactly that: follow custom and tradition in men’s braiding so you don’t expose yourself to people’s mockery/backbiting.
(That sentence captures the Maliki-style reasoning very well, even though it’s not limited to Malikis.)

3. Al-Shafi'i (Shafiʿi lens)
Shafiʿi framing typically treats hair styling as permissible grooming unless it collides with a clear prohibition. This school is also careful about prophetic prohibitions like qazaʿ (partial shaving), which becomes relevant in modern “braids + extreme fade” styles. A commonly cited Shafiʿi authority, al-Nawawi, is quoted explaining qazaʿ and its disliked/prohibited nature based on hadith.
Takeaway: permissibility is broad, but keep your haircut within prophetic grooming boundaries.

4. Ahmad ibn Hanbal (Hanbali lens)
A clear modern summary of the Hanbali line states: prolonging hair is allowed, and it can be permissible for a man to braid it with conditions: don’t seek fame, don’t attach it to unethical identity signals, and don’t violate the accepted customs of your society.
Takeaway: permissible, but disciplined by intention + public meaning.

6) The two guardrails that decide the ruling in real life
Guardrail A: Avoid tashabbuh (imitation)
The issue isn’t “braids are female by nature.” The issue is: are you adopting a look that your society reads as women-exclusive or morally-coded?
A balanced Hanafi guideline puts it plainly: braids are allowed if they don’t imitate women’s braids or distinctive non-Muslim styles.
Practical application:
I. Keep it simple and functional, not ornamental.
II. Avoid women-coded accessories (beads/jewels) if that’s how your society reads them.
III. Ask: Would reasonable people here say I’m copying a women’s style? If yes, choose a different approach.

Guardrail B: Avoid qazaʿ (partial shaving / patchy cuts)[/b]
The Prophet ﷺ forbade qazaʿ (shaving parts and leaving tufts/patches).
This is where modern barber trends enter the conversation. “Braids with a skin fade” can resemble the qazaʿ pattern depending on how extreme it is.
A useful clarification: cutting hair shorter on the sides doesn’t automatically equal qazaʿ—but very short sides with long top can resemble it, and the safer route is a more even, non-extreme cut.

[b]7) So… is it Sunnah to braid?
If you mean: “Will I be rewarded just for braiding?” Most scholars won’t present it that way. Many explicitly say braiding is not a regular Sunnah practice done consistently; it happened on occasion, tied to circumstance and custom.

A better way to say it is:
Braiding can be permissible, and it can be a valid way to manage long hair.
Your “reward” comes from intention and adab: cleanliness, modesty, avoiding vanity, and obeying the prophetic limits.
And don’t forget the broad prophetic principle: if you have hair, honor it - meaning keep it clean, cared-for, and dignified.

A simple “halal braids” checklist (2026-friendly)
If you want the simplest fiqh-safe route:
1. Hair is clean, maintained, and not neglected.
2. The braid style is normal/masculine in your environment (or at least not women-exclusive).
3. No imitation of women’s distinctive styling in your culture.
4. Avoid qazaʿ / extreme uneven shaving.
5. Intention is grooming/convenience/culture—not fame or “look at me.”

Conclusion
Men braiding their hair is not automatically haram. The Sunnah preserves a clear report of the Prophet ﷺ entering Makkah with four braids, Companion-era evidence exists, and jurists across the madhhabs treat it as customary grooming permissible so long as it doesn’t cross into tashabbuh, qazaʿ, or vanity/fame-seeking.

Ibadanland today witnesses history as Senator Rashidi Adewolu Ladoja ascends the revered throne as the 44th Olubadan. His coronation at age 82 is not only a moment of joy for the ancient city but also a reflection of how tradition, reform, and flexibility can work together to preserve Ibadan’s unique monarchy.

The Incident That Sparked Change

In 2015, a defining event exposed a flaw in Ibadan’s traditional system. Senior Ibadan chiefs, ranking higher by hierarchy than many crowned monarchs, were turned back from a state function because they did not wear crowns. The protocol was clear: only kings could enter. Lesser monarchs with beaded crowns were admitted, while Ibadan’s foremost chiefs were denied.

This indignity became the seed for reform. It was clear that Ibadan’s succession system, though orderly, was due for modernization.

Ajimobi’s Bold Intervention

In 2017, then Governor Abiola Ajimobi—responding to petitions from the Olubadan-in-Council—initiated a review of the 1957 Chieftaincy Declaration. He convened meetings with the Olubadan and seventeen high chiefs, then set up a judicial commission led by Justice Akintunde Boade. The mandate: to examine succession rules, address contradictions, and consider introducing more beaded crowns in Ibadanland.

As The Punch editorial of May 2017 noted, “Ajimobi… said that the primary purpose of the review was to facilitate the development, modernisation and effectiveness of the traditional chieftaincy system in the ancient city.” Eminent Ibadan sons and daughters—such as Dr. Omololu Olunloyo, Prof. Bolanle Awe, and Chief Areoye Oyebola—had long called for reform, warning that the old system was fraught with bottlenecks and contradictions.

The committee recommended a historic restructuring: 21 high chiefs should be elevated as beaded crown Obas, styled His Royal Majesty, while the Olubadan should be exalted as His Imperial Majesty.

The Storm of Controversy

Not everyone agreed. Senator Rashidi Ladoja objected, citing the sanctity of the 1957 declaration. He took the matter to court, even as Governor Ajimobi went ahead to crown 21 new monarchs in August 2017. Critics labeled Ajimobi power-hungry, accusing him of tampering with tradition. Yet, as the editorial observed, “Those who reject change are the architects of decay. The only human institution that rejects progress is the cemetery.”

If Ajimobi erred, it was procedural—implementing reform through executive order instead of legislative approval. But the intention was noble, and the objective clear.

Makinde’s Continuation: A Quiet Vindication

When Governor Seyi Makinde assumed office, he was no political ally of Ajimobi. Yet, he recognized the wisdom of the reform. In May 2023, Makinde re-routed the chieftaincy amendment through the Oyo State House of Assembly, which passed it into law. He signed it, giving the reforms proper legal backing.

As Makinde himself admitted, “The previous administration tried to reform the traditional council system… Now that we have amended the law, we will follow our own law, and no one can go to court now and succeed.”

Ladoja’s Resistance and Acceptance

For years, Senator Ladoja refused the beaded crown. He went to court, resisted pressure, and declared he would only wear the Olubadan crown. But by July 2024, after months of appeals from stakeholders and lovers of Ibadan unity, he finally accepted the beaded crown. He also withdrew his suit against the Olubadan-in-Council, clearing the path for his ascension.

As InsideOyo observed, Ladoja’s decision was a “dramatic twist” that put to rest years of controversy and proved that the reform was not political persecution but a modernization effort to preserve Ibadan’s monarchy.

Today’s Inauguration: History Comes Full Circle

Today, as President and dignitaries gather to honour Oba Rashidi Adewolu Ladoja, it is clear that history has vindicated Ajimobi. The late governor did not impose a personal idea; he responded to the chiefs’ call, inaugurated respected committees, and pursued a vision for Ibadan’s dignity in the modern era.

Change is constant. Tradition must evolve. Consensus is greater than stubbornness. And as Ibadan welcomes its new Olubadan, we must remember Ajimobi’s courage to begin a reform that others now carry forward.

On this occasion of Oba Ladoja’s 82nd birthday and coronation, we celebrate his patience, resilience, and eventual embrace of change. And we also honor Ajimobi—who, though misunderstood in his time, will be remembered as the governor who ensured Ibadan’s monarchy was never diminished again.

Long live the Olubadan! Long live Ibadanland!

Once upon a time, in the town of Aylah, nestled between the Arabian Peninsula and a beautiful coastline, there lived a community of Jews who thrived on their fishing business. They cast their nets and reeled in plentiful catches, providing for their families and enjoying the fruits of their labor.

Allah, in His infinite wisdom, selected Friday as a sacred day, a day to be devoted to Him and to worship. He commanded the people of Aylah to honor and observe Friday as a day of rest and reflection. However, the people, being stubborn and heedless, disregarded Allah's decree and instead chose Saturday for themselves as their holy day.

In response to their disobedience, Allah decided to test them. He commanded them to refrain from fishing on Saturdays, the day they had chosen to sanctify. Now, it so happened that Saturdays were a day when the fish would swim close to the water's surface in great abundance, making it an ideal day for fishing. The people of Aylah were mesmerized by the sight of the teeming fish, but they were bound by the divine instructions.

Time passed, and whispers of temptation reached the town of Aylah. As-Shaytan, the deceiver and tempter, slithered his way into the hearts of the people. He cunningly revealed a way to manipulate the instructions given by Allah. As-Shaytan whispered to them, "Place your fishing nets in the water on Friday, and retrieve them on Sunday with an abundant catch of fish. By doing so, you will have both your desired wealth and the appearance of obedience."

Some among the people, including the Prophet Dawud (David), warned them of the consequences of their actions. They advised against the deceit and pleaded for them to return to the path of righteousness. However, the people of Aylah, enticed by their greed and arrogance, rejected the warnings and even dared to challenge the possible wrath of their Lord.

Gradually, the town of Aylah became divided into three distinct groups. The first group consisted of those who staunchly refused to participate in the manipulation and looked upon the doers with disapproval and disappointment. The second group comprised those who did not partake in the manipulation themselves but remained silent, failing to condemn the actions of the doers. And finally, the third group comprised the culprits, the ones who persistently engaged in the deceitful practice.

As time went on, the town became segregated, with the doers living in one section and the non-doers in another. They grew apart, both physically and morally. And then, a day came when the wrath of Allah descended upon the doers in their region. As a consequence of their transgressions, they were transformed into apes. Helpless and bewildered, they could no longer recognize their own kin or distinguish between themselves and the righteous people who had refrained from such deceit.

Days turned into weeks, and the once-deceivers turned apes remained lost in their pitiful state. Their transformation was a lesson for all, a stark reminder of the consequences of defying the commandments of Allah. Eventually, in His infinite justice, Allah wiped them away, removing their presence from the town of Aylah.
The story of the people of Aylah serves as a timeless reminder that the path of righteousness and obedience is the only path to success and salvation. It warns against the allure of deception and greed, reminding us of the importance of upholding the divine commandments and staying steadfast on the righteous path.
Reference: Qur'an 7: 163-166

Has anyone received an email from SHL, which was promised to be sent before the exam, and the exam is meant to commence today.
Kindly add me to the WhatsApp group, 08132957787

Congratulations to all the recent Polytechnic graduates! As you receive your HND certificate, it is important to remember that the real struggle has only just begun. BSc/HND dichotomy! This is a global phenomenon, and Nigeria is no exception. So, what comes next?

When it comes to career options, there are three main paths to consider: getting a job, furthering your education with a 2nd degree (either in Nigeria or abroad), or going fully into entrepreneurship. For those considering the first two options, here are some tips to maximize your chances.

Securing a job with an HND is no easy feat, as you are up against many competitors who possess a degree certificate. With 134 Polytechnics and 174 universities in the country, it is undeniable that university graduates outnumber Polytechnic graduates. For every 10 people seeking employment, 6 are university graduates.
It is no secret that certain industries, such as Oil & Gas and some Financial Institutions etc, do not recruit HND graduates. While many industries may accept you with your HND, the career growth opportunities are limited, as is the case with Banks, Government Parastatals, and Agencies. This is a major limitation for Polytechnic graduates. However, one way to level the playing field is to obtain a professional certification.

Self-development and continuous improvement are key too. Networking is also an incredibly powerful tool for securing a job in Nigeria, and can often lead to a new role with little to no stress. Additionally, advancing your education further is one of the most important investments you can make with your savings. Consider enrolling in an HND conversion program at an accredited university, which typically takes two years or less and can cost up to N800k (maximum).

Upon completion, you will be on par with a university graduate. It is also an avenue to switch to more substantial courses that are not offered in Polytechnics, such as Economics, Law, etc. Please note that enrolling in a PGD (Post Graduate Diploma) is a waste of time and money.

Upon completion of the HND conversion, depending on your interests, you can further your education by enrolling in an MSc or MBA program. MBA programs are generally preferred in the labor market, excluding teaching lines. You can even cap it all off with a PhD (as “omo ogbon”).
For those looking to further their education without a BSc, the United States is the easiest place to go compared to other countries. However, with the help of result evaluation bodies such as WES (which costs an average of $218) and English exam certificates (IELTS or TOEFL) as well as the Graduate Record Examination (GRE), you can increase your chances of being admitted and even being granted a scholarship. For the more distinguished (distinction) student, UK schools may still consider your admission application depending on your job experience (how related to MSc course choice) and employer’s preference.
For those looking to go fully into entrepreneurship, you don't need to further your education. However, applying the key knowledge you learned in school to your business can help make it look more organized and pointed compared to your competitors.

ND holders reading this should start preparing to switch to university via Direct Entry (DE), even if it is not a federal university. The main aim is to obtain the BSc and not fall into the less privileged certificate holders. Don’t loose-guard!
After all, school is NEVER a scam!

Thank you for reading!

IS THERE REALY NEED FOR LEKKI-EPE AIRPORT?

Congratulations to HE, Gov. Sanwo-Olu. However, I believe this project should be thoroughly reviewed before been funded to ensure that the reasons for the creation of new airport TICK ALL the essential boxes and to avoid squandering money and resources.
It will be objective if Lagos state govt can ignore the contractors' or investors' justifications and investigate closely to justify the true need for it.

Let me briefly tell you about an abandoned airport in Spain, Ciudad Real Central Airport, Madrid (capacity - 5 million pax/per).

Spain is one of the prime travel destinations in Europe and that was a key consideration when the idea for the Ciudad Real Central Airport was conceived.

It was predicted to be the go-to destination for both domestic and international visitors.

There was already a major airport in Spain, Madrid-Barajas Airport (capacity of 70 million passengers per year), and the goal of the new airport was to provide an alternative to the increasingly overcrowded main airport in Madrid.
They initiated the airport project, which cost €1.1billion and was completed and commissioned in 2009. In fact, the airport has one of the longest runways in Europe (within the top 5).

The project came to a standstill in 2012, went on receivership in 2013 and in 2019, it was sold for $12,000

Why?
1. The location - it is 200 kilometres from Madrid and has no train station
2. Passengers prefer Barajas airport for its conveniences
3. The expansion of Madrid-Barajas airport was completed in the same period
4. It commenced operations during Spain's financial crisis when passenger traffic was minimal.

MMIA and MMA 1&2 have the capacity to serve roughly 7.5m+ & 6.5m passengers per year, respectively.

Due to the distance, many users of MMI airport come from all around the SW, SE, and some of the NC states (compared to Abuja & PH). MMIA automatically serves the majority of Nigerian international passengers.
According to the FAAN Passenger Traffic Statistics Report for 2021, MMIA carried 1,645,409 passengers, whereas MMA1&2 carried 4,447,832 passengers.


With the aforementioned stats and other considerations, the creation of Lekki - Epe Airport will result in:

1. The 7.5 million passengers (if fully utilized) will be shared between the two airports, in which case MMIA airport revenue will drop significantly.

2. Lekki - Epe airport will be largely used by Lagos islanders due to the short distance to their various destinations and will undoubtedly be patronized sparingly by non-island passengers.
The creation of the Lekki - Epe airport will be fully justified by providing answers to the following questions:

1. What is the percentage of Lagos Island passengers among the 7.5 million passengers that use MMIA (if fully utilised)?

2. What is the projected number of international passengers in Lagos over the next five years?

3. Can the total number of passengers support the seamless operation (finances) of the proposed airport (using 2021 pax stats)?

4. What will happen to MMIA if the number of passengers using it decreases in terms of revenue?

5. Majority of state (in the world) with two airport has the following reasons;
a) to reduce congestion in the existing airport,
b) unable to expand the existing airport
c) for specific operation (such as domestic use, int’l or cargo use)

Which of the three categories best justifies Lekki airport?

6. Can the Nigerian economy sustain it (having known that the aviation industry is having issues due to Jet A1 and dollar exchange)?

7. Is MMIA doing well (financially) with the low passenger turnout for previous years (2021 & 2020)?
If this questions can be answered sincerely (with substantial facts), we can actually deduce if it is NEEDED or NOT.