Beyond the Senate: Why Nigeria’s Governors Should Be Judged by Competence, Not Legislative Résumés
By Cliff Stanley
Nigeria’s political culture often treats a stint in the Senate as the ultimate credential for executive office. Yet the current class of state governors challenges that assumption.
Of Nigeria’s 36 governors, only seven – about 19% – served as senators before becoming governors. The remaining 29, or roughly 81%, entered Government House without any Senate experience. This observation, first developed by Julius Mbitomdi, deserves serious national attention: it suggests that legislative service, while valuable, is neither a necessary nor sufficient condition for effective state leadership.
A Diverse Cohort of Leaders
The professional backgrounds of the 29 non-senator governors are strikingly diverse. They include economists, bankers, accountants, lawyers, engineers, academics, clerics, military officers, public administrators, entrepreneurs, and former state legislators.
Twelve of them – about 41% of the non-senator group and one-third of the entire gubernatorial cohort – come from economics, banking, or accountancy.
This is not accidental. State governors control budgets, procurement, debt, taxation, infrastructure contracts, payroll, and internally generated revenue. A governor who understands financial statements, credit risk, public-sector economics, and expenditure discipline may be better prepared for the daily arithmetic of governance than one whose experience has been largely legislative.
Examples illustrate the point. Alex Otti of Abia State is an economist and former banker; Charles Soludo of Anambra is an economist and former Governor of the Central Bank of Nigeria; Babajide Sanwo-Olu of Lagos has a background in banking and public service; Dauda Lawal of Zamfara spent years in banking, including as an Executive Director at First Bank of Nigeria. Lawal’s administration has been reported to emphasise revenue mobilisation, debt reduction, and project delivery without resort to commercial borrowing – an approach shaped by his financial-sector experience.
Other governors bring different but equally relevant expertise: Babagana Zulum of Borno is a professor; Hyacinth Alia of Benue is a Catholic priest; Seyi Makinde of Oyo and Abdullahi Sule of Nasarawa are engineers; Peter Mbah of Enugu and Caleb Mutfwang of Plateau are lawyers; while Ahmadu Fintiri, Sheriff Oborevwori, and Francis Nwifuru built their experience in state legislatures. The breadth of this cohort shows that there is no single correct route to Government House.
Why Senate Experience Is Overrated
The Senate is important. It trains lawmakers in national policy, lawmaking, oversight, and coalition-building. But those skills do not automatically translate into running a state.
A governor is not primarily a legislator; he is the chief executive of a sub-national government, responsible for implementation, personnel management, security coordination, infrastructure, education, health, revenue, and fiscal management.
Nigeria’s recurring governance failures – abandoned projects, bloated recurrent spending, weak revenue collection, unpaid salaries, poor procurement, and unsustainable debt – are less about whether a governor once sat in the Red Chamber and more about institutional capacity, transparency, and execution.
A former senator may understand appropriation better than most, but a governor must deliver the budget.
It is equally wrong to romanticise technocratic backgrounds. Being a banker, accountant, or economist does not guarantee honesty, vision, or administrative skill. Financial expertise can improve budget discipline, but it cannot substitute for political legitimacy, empathy, security strategy, or the ability to build institutions. Governance is a blend of competence, character, and accountability.
What Nigerians Should Demand
The real lesson is not that Nigeria needs more bankers in politics. It is that voters must interrogate preparation more rigorously. Before electing a governor, citizens should ask practical questions:
- Can the candidate read, interrogate, and defend a state budget? 2. What is their record in managing people, institutions, projects, or public money? 3. Do they have a credible plan for internally generated revenue, debt sustainability, and capital projects? 4. Have they demonstrated integrity in procurement, contracts, and appointments? 5. Can they work effectively with legislators, civil servants, traditional institutions, security agencies, and citizens? 6. Are they willing to publish budgets, contracts, audit reports, and performance data?
A candidate’s former job title matters less than demonstrated competence, temperament, and accountability. Nigeria must move from personality politics and credential symbolism to measurable governance outcomes.
Recommendations
Political parties should adopt stronger screening standards that test candidates on public finance, procurement, service delivery, and crisis management. Independent civil society groups should publish governor scorecards covering budget implementation, debt sustainability, school and hospital performance, road delivery, wage payment, and transparency. State Houses of Assembly must stop acting as rubber stamps and exercise genuine oversight.
Most importantly, voters should reward results – clean accounts, functioning schools, safer communities, jobs, and credible infrastructure – not merely familiar political titles.
Nigeria does not need governors who merely look experienced. It needs governors who can govern. The current cohort proves that the path to effective leadership can run through the boardroom, classroom, hospital, engineering firm, state assembly, or parish – as long as competence, integrity, and accountability remain non-negotiable.
Cliff Stanley is a Political Scientist and Public Theologian. He writes from ECWA Theological Seminary, Jos (JETS).
Email: Cliffstanley3@gmail.com | Tel: 07032826319
