{"id":10315,"date":"2026-08-03T17:54:47","date_gmt":"2026-08-03T16:54:47","guid":{"rendered":"https:\/\/www.heirsholdings.com\/hhpeople\/?p=10315"},"modified":"2026-08-03T17:54:47","modified_gmt":"2026-08-03T16:54:47","slug":"taking-charge-with-chidinma-nwaukwa","status":"publish","type":"post","link":"https:\/\/www.heirsholdings.com\/hhpeople\/2026\/08\/taking-charge-with-chidinma-nwaukwa","title":{"rendered":"Taking Charge With Chidinma Nwaukwa"},"content":{"rendered":"

Leadership is often viewed as a destination, a title, a seat at the table. But for Chidinma Nwaukwa, it is something that is built quietly over time through consistency, curiosity, ownership, and the willingness to raise your hand when opportunities appear.<\/em><\/p>\n

Fresh from her appointment as Head of Brand Marketing and Communications at the Tony Elumelu Foundation, Chidinma sits down with \u2018Deoye Falade to discuss the experiences that shaped her career, the mentors and managers who believed in her potential, and the lessons she’s learned from working at the forefront of Africa’s entrepreneurship story. Honest, practical, and deeply relatable, her reflections offer a timely reminder that leadership rarely begins when the promotion letter arrives. More often, it starts with the choices we make long before anyone is watching.<\/em><\/p>\n

DF: Congratulations on your new role! When you got the call, what was your very first thought? Excitement, panic, imposter syndrome… or something else?<\/strong>
\nCN: I still remember the day vividly. I was on my way to work when I received a call from Somachi, our CEO, and Tomi our Head HR. They shared the news that I would be stepping into the role and leading the team.<\/p>\n

I remember feeling completely dazed. It took me a while to process what had just happened. I kept thinking to myself how your life can literally change on a random Tuesday. My first reaction was honestly disbelief. I was trying to wrap my head around what it all meant and what my new reality was going to look like.<\/p>\n

But alongside that disbelief was a lot of excitement. I was genuinely excited about the opportunity to lead my own team because my career at TEF aligns so closely with what I have always wanted to do.<\/p>\n

Even before I knew there was a formal career path called communications for development, I knew I wanted to build a career in communications that focused on advocacy, storytelling, and inspiring change. I’ve always been passionate about telling stories that can shape perceptions, influence behaviour, and bring attention to real-life issues and solutions. I’ve also always wanted to tell positive stories about Africa because we have some of the most resilient people in the world.<\/p>\n

Working at the Tony Elumelu Foundation has allowed me to witness that resilience firsthand. Entrepreneurship is one of the greatest demonstrations of resilience, and every day I get to see young Africans building businesses, overcoming challenges, and creating impact in their communities.<\/p>\n

I’m someone who is constantly inspired by people and their stories. What inspires me most is seeing entrepreneurs achieve incredible things because someone took a chance on them. Many entrepreneurs tell us that even family members didn’t believe in their ideas or invest in them. Yet the Foundation takes a chance on their potential. At the point of funding, we’re investing in their ideas, their drive, their resilience, and their entrepreneurial spirit.<\/p>\n

Being part of an organisation that does that every day is incredibly meaningful to me, so while I was surprised by the promotion, I was also deeply excited about the opportunity and what it represented.<\/p>\n

DF: This edition is all about stepping up. Looking back, was there a moment in your career when someone trusted you with more responsibility than you thought you were ready for? How did it change you?
\nCN<\/strong>: This is such a great question because there is one moment that has always stood out to me.<\/p>\n

Back in 2018, I had just joined Red Media Africa during the latter half of my service year. It was an internship opportunity, and I had only been there for a few weeks when Brukeme Dickson, who was then the Head of Account Management, told me that I would be handling a pitch for a prospective client, Pears.<\/p>\n

I honestly thought she was joking. There was no way, in my mind, that she was going to leave that responsibility to an intern. There were so many capable and experienced people on the team who could have handled it. But for some reason, she was completely convinced that I could do it and do it well.<\/p>\n

Something about having a leader place that level of trust in me shifted something in my mind. I knew I wasn’t going to let her down. I worked incredibly hard on that pitch, and we ended up winning the client.<\/p>\n

What made it even more meaningful was that Pears remained a client throughout my time at the agency. We worked on several exciting projects together and built a great client-agency relationship over the years.<\/p>\n

That experience taught me the power of trust very early in my career. It changed how I see myself, how I approach challenges, and how I respond when leaders place confidence in me. I take that trust very seriously.<\/p>\n

Since then, I’ve always tried to stretch myself beyond what feels comfortable. When someone believes I can do something, I see it as both a responsibility and an opportunity to grow. That mindset has shaped my approach to work throughout my career.<\/p>\n

DF: People often assume leadership begins with a promotion. Do you agree, or do you think leadership starts long before someone changes your job title?<\/strong>
\nCN<\/strong>: I think leadership begins long before the title comes. You start exhibiting the traits of a good leader in how you handle the simple responsibilities entrusted to you. It shows in how you take ownership of tasks, whether or not someone is following up with you. It shows in how you relate with people, how you build relationships, how you listen, and how you’re able to take ideas and insights from others.<\/p>\n

Leadership is also about how well you lead yourself. Are you a self-starter? Do you motivate yourself to get things done? Can people rely on you to follow through? In my experience, the title of leadership comes after people have already seen those qualities in action. They want to see that you’re already demonstrating responsibility, initiative, accountability, and influence before they formally place others under your leadership. That has certainly been true in my own career. The promotion simply recognised behaviours and habits that had already been developed long before the title arrived.<\/p>\n

DF<\/strong>: Have you ever had to make a difficult decision without feeling completely prepared? What did that experience teach you about confidence and capability?<\/strong>
\nCN: Yes, I have definitely found myself in situations where I had to make difficult decisions before feeling fully prepared.<\/p>\n

One thing I’ve learned is that you don’t always know what the right decision is. Sometimes, you’re presented with multiple paths and there’s no guarantee which one will lead to the best outcome. In those moments, my approach is to assess the options, choose the path I have the most conviction about, and commit to seeing it through. I don’t like getting stuck in decision paralysis. It’s one of the most frustrating experiences for me. While I still experience uncertainty, I’ve learned to ask myself a simple question: “Which decision can I back 100% and commit to following through on?” Once I have that answer, I move forward and give it my best effort. Even if the outcome isn’t perfect, there’s always something to learn from the experience. What this has taught me is that confidence doesn’t come from having all the answers. It comes from trusting yourself to make the best decision you can with the information you have and being willing to take responsibility for the outcome.<\/p>\n

DF: Many young professionals worry that they must wait their turn before speaking up or taking initiative. What’s something you wish you’d known earlier about earning trust and influence at work?<\/strong>
\nCN: One thing I learned very early in my career is that people are always watching.<\/p>\n

Your colleagues, your managers, your direct reports, and even people you may not interact with regularly are constantly forming opinions about your work, your attitude, and your approach to challenges.<\/p>\n

I remember working at an agency where I was part of an internship programme alongside several other incredibly smart, creative, and ambitious young people. Being in that environment taught me that your reputation is built long before opportunities arrive.<\/p>\n

You earn trust by consistently showing up, doing good work, taking ownership, and being dependable. You want your name to come up when people are discussing who can be trusted to get things done, who is reliable, and who approaches their work with seriousness and excellence.
\nI\u2019m glad I understood even earlier that influence is not something you’re given. It’s something you earn through consistency, credibility, and the quality of your work over time.<\/p>\n

DF: Marketing and communications often require balancing different personalities, priorities, and opinions. How do you navigate disagreements while keeping everyone moving in the same direction?<\/strong>
\nCN: Navigating different perspectives and opinions has been one of the biggest learning curves for me, especially in my new role. It’s also been one of the most rewarding parts of the experience because it has challenged me to grow.<\/p>\n

I’ve learned that it’s important to first understand why people hold the opinions they do. Everyone brings their own experiences, expertise, and perspectives to the table, and there’s usually something valuable to learn from that.<\/p>\n

At the same time, being open to other viewpoints doesn’t mean automatically adopting every opinion. It’s about listening carefully, identifying the insights that can strengthen the work, and incorporating those where appropriate.<\/p>\n

I’ve found that the best outcomes happen when ideas are socialised early and people feel included in the process. When people have the opportunity to share their thoughts and contribute to a project, it becomes easier to build alignment and move everyone in the same direction.<\/p>\n

Ultimately, we’re all working towards the same goal: producing the best possible outcome for the organisation. Keeping that shared objective at the centre of conversations helps make disagreements productive rather than personal.<\/p>\n

DF: As someone now leading a function, what qualities make a young professional stand out to you? What makes you think, “This person is ready for more”?<\/strong>
\nCN: The first quality that stands out to me is curiosity.
\nI pay attention to people who don’t shy away from challenges and instead ask themselves, “How do I get this done in the fastest, smartest, and most effective way possible?”<\/p>\n

I also value people who genuinely care about the quality of their work. It’s usually very easy to tell when someone cares and when they don’t. People who care go the extra mile. They do the research, pay attention to details, ask thoughtful questions, and take pride in what they produce.<\/p>\n

Another quality that stands out is ownership. I admire people who don’t wait to be told every next step but instead take initiative and find solutions.
\nWhen I see someone who is curious, accountable, committed to excellence, and genuinely cares about what we do as an organisation, that’s when I start thinking, “This person is ready for more.”<\/p>\n

DF: The Tony Elumelu Foundation has empowered thousands of young African entrepreneurs. From everything you’ve seen, what do you think young people get right about leadership, and what do they sometimes misunderstand?<\/strong>
\nCN: One thing young people, especially young Africans, get absolutely right about leadership is initiative.<\/p>\n

They are not sitting around waiting for someone to hand them opportunities. They are identifying problems, creating solutions, building businesses, and taking action. Every day at the Foundation, we meet entrepreneurs who are determined to improve their communities and create opportunities for others.<\/p>\n

They are incredibly resourceful, resilient, and driven. Many of them have built remarkable businesses despite limited resources and significant obstacles.<\/p>\n

Where I think there can sometimes be a misunderstanding is around the role of consistency. Leadership is often associated with big moments, bold ideas, or visible achievements, but real leadership is also about showing up every day, doing the work, staying committed, and remaining accountable over time.<\/p>\n

The entrepreneurs who create lasting impact are usually the ones who combine vision with discipline and consistency. That’s where real transformation happens.<\/p>\n

DF: Looking back, who took a chance on you? Is there a mentor, manager, or colleague whose belief in you changed the trajectory of your career?<\/strong>
\nCN: I’ve been fortunate to have several people believe in me throughout my career, and I’m genuinely grateful for all of them.<\/p>\n

As I mentioned earlier, Brukeme Dickson was one of the first people who entrusted me with a significant responsibility very early in my career, and that experience had a lasting impact on me.<\/p>\n

Beyond that, I’ve always been someone who learns by observing people around me. Throughout my career, I’ve worked with leaders and colleagues whose professionalism, work ethic, and approach to challenges have influenced me tremendously.<\/p>\n

At TEF, I’ve been fortunate to work closely with leaders like our Founder, Tony O. Elumelu CFR and my CEO, Somachi Chris-Asoluka who continue to inspire me. I pay attention to how they navigate difficult situations, how they communicate, how they make decisions, and how they lead people. Those observations have shaped the kind of professional and leader I aspire to be.<\/p>\n

I don’t think there’s a single person who changed my trajectory. Rather, there have been several people at different stages of my journey whose belief in me, guidance, and example helped me become the professional I am today.<\/p>\n

DF: Finally, imagine a young professional reading this interview who’s just been handed a big opportunity and is quietly wondering, “Am I really ready for this?” What would you say to them?<\/strong><\/p>\n

CN: One of the most interesting lessons I have learned from the Chairman was from my induction and I remember him saying to us that the best time to take on a leadership opportunity is often when you’re almost ready, not when you’re fully ready.<\/p>\n

If you’re waiting until you feel completely prepared, you may end up waiting forever. Growth often happens in the space between what you know today and what you’re capable of becoming tomorrow.<\/p>\n

If you’ve been given an opportunity, it’s because someone saw something in you. They saw your track record, your potential, your work ethic, and your ability to rise to the challenge.<\/p>\n

So instead of letting fear stop you, let it motivate you. Let it remind you that this opportunity matters.<\/p>\n

Trust that you’ve earned your place. Trust the work you’ve already put in. Then focus on the next step in front of you and keep moving forward.
\nI think one of the best ways to overcome imposter syndrome is simply by continuing to show up and get things done. Focus on one goal, see it through, then move on to the next. Over time, those small wins build confidence and remind you that you’re far more capable than you think.<\/p>\n

DF: Outside of work, what’s something people would be surprised to learn about you?<\/strong>
\nCN: People are often surprised to learn that I’m actually quite introverted.
\nBecause I work in communications and spend a lot of time engaging with people, speaking, presenting ideas, etc, many assume I’m naturally outgoing all the time. The reality is that I recharge by spending time alone, reading, reflecting, and simply enjoying quiet moments alone or with my close friends and family.<\/p>\n

DF: What’s a leadership myth you believed early in your career that you’ve completely changed your mind about?<\/strong>
\nCN: One leadership myth I believed early in my career was that leaders always have the answers.<\/p>\n

I used to think leadership meant being the smartest person in the room, having complete certainty, and knowing exactly what to do at all times.
\nOver time, I’ve realised that’s not true at all.<\/p>\n

The best leaders I’ve worked with are not necessarily the people with all the answers. They’re the people who ask great questions, listen carefully, seek diverse perspectives, and make thoughtful decisions even when they don’t have perfect information.<\/p>\n

Leadership is less about knowing everything and more about creating the conditions for the best ideas and solutions to emerge. It’s about learning, adapting, and bringing people along with you.<\/p>\n

That realisation has made leadership feel much more human and much more attainable.<\/p>\n","protected":false},"excerpt":{"rendered":"

Leadership is often viewed as a destination, a title, a seat at the table. But for Chidinma Nwaukwa, it is something that is built quietly over time through consistency, curiosity, ownership, and the willingness to raise your hand when opportunities appear. Fresh from her appointment as Head of Brand Marketing and Communications at the Tony […]<\/p>\n","protected":false},"author":14,"featured_media":10316,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[80,8,33],"tags":[],"class_list":["post-10315","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-career-story","category-cover","category-features"],"_links":{"self":[{"href":"https:\/\/www.heirsholdings.com\/hhpeople\/wp-json\/wp\/v2\/posts\/10315","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.heirsholdings.com\/hhpeople\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.heirsholdings.com\/hhpeople\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.heirsholdings.com\/hhpeople\/wp-json\/wp\/v2\/users\/14"}],"replies":[{"embeddable":true,"href":"https:\/\/www.heirsholdings.com\/hhpeople\/wp-json\/wp\/v2\/comments?post=10315"}],"version-history":[{"count":3,"href":"https:\/\/www.heirsholdings.com\/hhpeople\/wp-json\/wp\/v2\/posts\/10315\/revisions"}],"predecessor-version":[{"id":10319,"href":"https:\/\/www.heirsholdings.com\/hhpeople\/wp-json\/wp\/v2\/posts\/10315\/revisions\/10319"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.heirsholdings.com\/hhpeople\/wp-json\/wp\/v2\/media\/10316"}],"wp:attachment":[{"href":"https:\/\/www.heirsholdings.com\/hhpeople\/wp-json\/wp\/v2\/media?parent=10315"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.heirsholdings.com\/hhpeople\/wp-json\/wp\/v2\/categories?post=10315"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.heirsholdings.com\/hhpeople\/wp-json\/wp\/v2\/tags?post=10315"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}