Getting a lady to the highest is one factor; permitting her to have a voice, train actual energy and open doorways for others are a special kettle of fish. This is the type of life Bola Matel-Okoh, a lawyer, a non-executive director on WEMA Bank’s board and an government coach, has recognised, mastered and navigated with a deep sense of changing into. Vanessa Obioha writes.
Slowly, however with unmistakable surefooted confidence, girls are altering the dialog about their position within the office. There was a time when there have been actions to advance girls’s careers. These efforts centered on eradicating systemic, cultural, and structural obstacles that restrict feminine illustration in management and higher-paying roles. They gained world prominence throughout Second-Wave Feminism, between the Nineteen Sixties and Eighties.
In each sphere of life and throughout nations of the world, historical past information trailblazers who helped to safe profession safety for ladies. In the United States, there was Betty Friedan, creator of the 1963 e book, ‘The Feminine Mystique,’ that ignited the push for ladies to enter skilled careers. There have been different main voices like Gloria Steinem, Simone de Beauvoir, and Eleanor Roosevelt who advocated for office fairness, highlighting points just like the wage hole, sexual harassment, and obstacles to male-dominated industries. Africa doesn’t lack her share of heroines and fearless girls rights activists like Nigeria’s Funmilayo Ransome-Kuti and her comrade Margaret Ekpo. Out of Kenya, Wangari Maathai emerged as the primary African lady to win a Nobel Peace Prize.
Today, among the shifting points regarding girls within the world office centre on persistent wage gaps, a widening digital and AI divide, rising pushback towards equality beneficial properties, and the heavy toll of unpaid care work. In Nigeria, nonetheless, a selected titan by the identify of Bola Matel-Okoh has recognized a distinct segment problem to which she is devoting all her power.
Here is the issue she is making an attempt to unravel: While it might be efficiently argued that ladies are occupying extra influential positions throughout enterprise and company Nigeria, reaching the highest is barely a part of the equation. Staying related, constructing affect, speaking worth and navigating the complexities of management require a special set of expertise. This is the place Matel-Okoh has recognized her speciality.
Drawing from a wealthy background of multi-disciplinary training and work expertise, she has chosen to dedicate consideration to a bunch of girls who’ve reached the highest. However, Matel-Okoh has chosen to go head-to-head on this battle armed with experiential understanding. She is principally utilizing the circumstances of her multi-faceted profession to information girls within the C-Suite or C-level. This refers to an organisation’s highest-ranking senior executives, for example, Chief Executive Officer, Chief Financial Officer, Chief Operating Officer, CTO/CIO, Chief Technology/Information Officer and Chief Marketing Officer.
She has coached greater than 250 feminine C-suite executives and senior leaders. Through all of it, she has discovered a well-known sample with girls who’ve already achieved important skilled success.
The recurring dialog is about what comes subsequent, and whether or not the success they’ve constructed nonetheless displays what issues to them.
“These women know how to deliver. Many have spent years meeting demanding expectations. Yet beneath their accomplishments, questions emerge: ‘Am I using my full potential?’ ‘Why do I still second-guess myself?’ ‘How do I pursue more without becoming exhausted?’ ‘Who am I beyond my role?’”
The results of a soon-to-be-released examine on the NGX-30 company panorama paradox confirmed her instinct. While feminine illustration on company boards has reached a report 31.1%, girls maintain simply 16.7% of CEO positions. More critically, girls are disproportionately funnelled into help roles like HR, Legal, Corporate Communications, whereas being largely excluded from line-of-business, revenue-generating P&L seats which are conditions for chief government succession. This revelation melted all doubts and helped to make up her thoughts.
Her determination was agency. “I wanted to create an intentional, safe space through BMO Advisory Services and The Women’s Lifestyle Hub where executive women can master corporate power dynamics, protect their well-being, and translate technical competence into true operational authority.”
This was a cautious thought that grew out of her personal experiences in legislation, company governance, and management. “I saw that a woman could be highly qualified, accomplished, and respected, yet still struggle to own her voice, communicate her value, or give herself permission to pursue something bigger.” Her intervention was intentional.
For Matel-Okoh, having a lady on the head of the desk just isn’t sufficient. To measure the impression, the searchlight should look past one appointment. These related questions should be answered: Are different girls being developed, sponsored, and given alternatives to guide important components of the enterprise? Her place is evident.
“Having a lady on the head of the desk is a crucial milestone, however token illustration just isn’t the top objective; operational energy is. We should rigorously audit what precise authority she instructions. Does she management revenue-generating P&L budgets? Can she dictate technique, allocate capital, form company tradition, and make consequential, long-term choices? Or was she introduced in as a reactive figurehead throughout a company disaster, solely to be handed duty with out the techniques required to succeed?
Also, illustration on the prime must not ever be an remoted anomaly. The true measure of institutional progress is whether or not a feminine chief’s appointment builds a repeatable, sustainable pipeline for others.”
Matel-Okoh will discover these questions on the second version of The Executive Woman Summit (TEWS), scheduled for Wednesday, October 28, in Victoria Island, Lagos. Themed “Playing to Win: Elevate Your Vision, Value and Visibility,” the summit is anticipated to convey collectively at the very least 400 government girls, founders, enterprise leaders and rising decision-makers.
Among the headline audio system are Bola Adesola, Chairman of Ecobank Nigeria; Ibukun Awosika, Founder of The Chair Centre Group and Convener of the International Woman Leadership Conference Dubai; Dr Mosun Belo-Olusoga, Chairman of MTN Foundation; and Folake Sanu, a transformational enterprise government and management strategist.
The programme will handle government presence, strategic relationships, organisational dynamics, private well-being, management visibility and constructing a legacy past one’s title.
“Women have earned their seats at many tables, but earning the seat is only the beginning,” stated Matel-Okoh, talking forward of the summit. “We must understand how to navigate those spaces, communicate our value, build strategic relationships and use our influence intentionally. Playing to win is not about competing with others; it is about having the clarity, confidence and courage to maximise your potential and make your contribution count.”
The TEWS classes give attention to transitioning from ‘playing not to lose’ to deliberately ‘playing to win.’ This is what individuals are assured. “We work on owning their value without apology, setting firm boundaries, and moving from passive hard work to active reputational positioning. My role is to help them curate their next chapter with strategic clarity, rather than simply adding another line item or achievement to an already impressive resume.”
A spouse and mom of three sons, Matel-Okoh admits that she has made sacrifices to get the place she is now. She usually seems again at her profession, which has traversed Nigeria, London and the United States, to find out how misconceptions have been corrected. “I associated power largely with titles, expertise and formal authority. Legal practice taught me the importance of preparation, sound reasoning and understanding the rules. My experience in governance broadened that understanding. I came to appreciate how much depends on judgment, relationships, timing and the ability to build trust. Having a strong argument is important; helping people understand its significance and commit to action is equally important.”
She lives a special actuality right this moment. “I see power as a responsibility. The question I ask is: what can I make possible through the authority entrusted to me? Influence becomes valuable when it improves decisions, strengthens institutions, and creates sustainable pathways for others to rise.”
Her profession’s transition from legislation into company governance, board management, and government teaching, she stated, was a deliberate mixture of intention and discovery.
“I did not begin with a detailed plan that maºpped every chapter, but I approached each opportunity seriously and remained open to where it could lead. Law developed my analytical thinking, discipline, and ability to advocate. Governance expanded my perspective on strategy, accountability and institutional leadership. Coaching gave me a more direct way to help people develop their potential.”
The connecting thread is clearer: individuals, management, and significant impression. Each chapter revealed one thing about her capabilities and goal.
One would have thought a query about intentionally reinventing herself professionally would rattle her. No. It truly brings out her well mannered behaviour, social grace, and tact. “Yes.” She humbly admits. “Becoming an executive coach in my early fifties was a deliberate reinvention. I had already built experience in law and governance, but I felt drawn to use that experience more directly to support other women.”
Participants within the second version of TEWS will study firsthand how Matel-Okoh’s brave willingness to develop into a newbie once more taught her that reinvention can develop from every part you may have already completed. “I brought my previous experience into coaching, and it became part of the foundation for a new expression of my purpose.”
