Confidence rarely arrives before the opportunity. More often, it comes after we find the courage to begin., says Yetunde B. Oni
Managing Director and Chief Executive Officer, Union Bank of Nigeria.
According to her: Over the years, I have had countless conversations with talented people who hesitate when opportunities arise. The conversation usually begins the same way. Someone who is clearly capable explains why they are not quite ready for a new role, a bigger platform, or a greater responsibility. They are waiting to feel completely certain.
What I have learned throughout my career in banking, and through my own moments of uncertainty, is that certainty rarely comes first.
Confidence does not always precede opportunity. More often, it follows it. It grows after we accept the challenge, prepare diligently, and allow the experience itself to shape us.
That is why I encourage people, women and men alike, to show up even when they are unsure. Apply for the role. Pursue the opportunity. Go through the process. Even if you are not selected, the experience will sharpen your skills, deepen your understanding, and prepare you for what comes next.
Waiting until you feel completely ready may cause you to miss the very experiences that would have prepared you.
I say this not as theory, but from personal experience. No one steps into leadership with every answer already in hand. What matters is having clarity of purpose, the humility to keep learning, and the willingness to take responsibility for something greater than yourself.
Leaders Set the Tone
One of the earliest lessons I learned is that people take their cues from those who lead them. They observe what we say, what we tolerate, what we reward, and how we respond under pressure.
Culture is not built through policy documents alone. It is shaped every day through our decisions, our conversations, and the examples we set. If we want institutions where people are accountable, innovative, confident, and honest, we must intentionally create environments where those values can flourish.
A critical part of that environment is psychological safety.
The best decisions are made when people feel secure enough to contribute openly, ask questions, offer different perspectives, and even make mistakes without fear of humiliation. When people feel safe, they bring their best thinking to the table. When they do not, silence replaces innovation, and the organisation suffers.
This is why I place great value on honest feedback.
We must learn to tell one another the truth with respect. Too often, difficult conversations are avoided while frustrations are carried into corridors and private discussions where nothing is resolved. That serves no one.
A memo, a query, or a difficult conversation should not automatically be viewed as hostility. Sometimes those moments shape character, strengthen performance, and accelerate growth.
Leaders also have a responsibility to demonstrate that feedback is genuinely welcome. If someone speaks up only to be embarrassed or punished, others quickly learn that silence is safer. But when leaders listen, respond fairly, and use feedback as an opportunity to improve, openness becomes part of the organisational culture.
Character Before Competence
People often ask me what I believe is the most important quality in leadership.
My answer is always ethics and integrity because trust is the foundation of every successful team.
That is not to diminish competence. Skills and expertise matter enormously. But character determines how those skills are used. Competence can be developed. Trust, once broken, is far more difficult to restore, and without it, lasting success becomes almost impossible.
I look for people who honour their commitments, act honestly, can be relied upon, and understand that leadership is about responsibility rather than personal power.
Especially in difficult moments, people need leaders they can trust. More than any individual achievement, that is what sustains strong institutions.
Redefining Success
My understanding of success has changed over time.
Professional achievements remain important, and I would never underestimate the value of ambition or hard work. But they no longer define success entirely.
The wellbeing of my family, the joy found in everyday moments, and the opportunity to make a positive difference have become equally meaningful. Some of life’s greatest rewards cannot be measured materially. They are the intangible experiences that give purpose and fulfilment to our lives.
I have also learned not to postpone happiness until the next promotion or milestone. Life is unpredictable. If we constantly delay contentment until we achieve the next goal, we risk overlooking the value of where we already are.
Every season has something to teach us.
That is also why I believe rest is not a luxury or a sign of laziness. It is essential. Setting healthy boundaries, saying no when necessary, asking for help, and being honest about what we can realistically carry are not weaknesses. They are habits that enable us to lead sustainably rather than exhaust ourselves in the pursuit of success.
The Courage to Be Seen
I recently shared these reflections during a conversation with colleagues through weHub, Union Bank’s women employee network.
Throughout our discussion, one message continued to surface: women must not only have seats at the table, they must also have the confidence, support, and encouragement to use their voices.
Representation alone is not enough.
Women must feel safe to contribute ideas, ask questions, challenge assumptions, and put themselves forward for opportunities.
Leaders have an important responsibility to recognise potential, create opportunities, and encourage participation, particularly among those who may hesitate to promote themselves.
Those of us already in leadership also owe one another our support. We should amplify one another’s voices, offer honest and constructive feedback, and encourage others to pursue opportunities they may be reluctant to seek.
Sometimes support is as simple as saying, “You should speak on this,” or, “You are ready for that opportunity.”
Many capable people, especially women, struggle with self-doubt despite being exceptionally qualified.
My advice remains consistent.
Do not disqualify yourself before the opportunity arrives.
Apply. Compete. Speak up. Contribute.
Even if you must do it while afraid.
You may not always feel ready, but every step builds confidence and capacity. Your voice matters. Your contribution matters. And your willingness to show up can create opportunities not only for you, but also for others who are watching and discovering what is possible.
A Culture Worth Building
When I think about the legacy I hope to help build at Union Bank, an institution that has served Nigeria for more than a century, I do not think first about transactions or milestones.
I think about culture.
I want to help build an organisation where people feel trusted, empowered, supported, and accountable. A place where they can speak honestly, learn from mistakes, pursue excellence, and know they are contributing to something meaningful.
I hope our leadership continues to strengthen an institution that is prepared for the future and remains a workplace where people can genuinely thrive.
The future belongs to those who show up.
Not to those who wait until every doubt has disappeared, but to those who prepare, act with integrity, lift others as they rise, and find the courage to begin before they feel entirely ready.
That courage is available to every one of us.
The only question is whether we will choose to use it.
Yetunde B. Oni is the Managing Director and Chief Executive Officer of Union Bank of Nigeria.
