The Department of State Services (DSS) has arraigned five men over their alleged complicity in the May 15 kidnapping of pupils and teachers in the Oriire Local Government Area of Oyo State and the subsequent killing of two of the victims.

The five suspects arraigned on Wednesday before a Federal High  Court sitting in Abuja are said to be members of the Jama’atu Ansarul Muslimina fi-Biladis Sudan (ANSARU) terrorist group.

They were identified by the DSS as Mahmud Muhammad (aka Abu Bara’a, Abbas Mukhtar); Abubakar Abbas (aka Isah Adam, Mallam Mahmuda Al-Nigeri); Abdulrazak Umar (aka Abu Khalifa/Abu Khalid); Yunusa Musa (aka Abu Yunusa Bin Musa); and Shamsu Adamu Sani (aka Abu Itisar).

In count one of the charge, Muhammad and Abbas were accused of ordering their foot soldiers in the Ansaru terrorist group, including Umar, Musa and Sani, to, in the event of their arrest, kidnap people and kill them in all parts of the country to compel the government to accede to their demands.

In count two, the DSS alleged that the May 15 kidnapping of pupils and teachers in the Oriire Local Government of Oyo State and the killing of two of the victims were in furtherance of the order allegedly given by Muhammad and Abbas between 2025 and 2026.

In count three, the five suspects were accused of concealing information about the Oriire kidnapping and killing incidents without reporting the same to any law enforcement or security officer.

In count four, Umar, Musa and Sani were accused of conspiring with Muhammad, Abbas and other leaders of the Ansaru terrorist group, sometime between January and May 2026, to carry out the Oriire kidnapping and killings.

In count five, Umar, Musa and Sani were accused of aiding Muhammad, Abbas and other members of the Ansaru group to effect the Oriire kidnapping and killings.

In count six, Umar, Musa and Sani were accused of concealing information about the Oriire incidents and failing to report the same to any law enforcement agency or security officer.

The five pleaded not guilty when each count on the charge sheet was read to them, following which the prosecuting lawyer, Dr. Caliatus Eze, applied for the defendants to be remanded in the protective custody of the DSS, a request the trial judge, Justice Salim Ibrahim, granted.

The judge ordered that the defendants be accorded unhindered access to their lawyers and two members of their immediate families.

He also ordered that they be given adequate medical attention and adjourned the matter till September 25 to commence trial.

Counts in the charge, marked FHC/ABJ/CR/438/2026, read: “That you Mahmud Muhammad (aka Abu Bara’a, Abbas Mukhtar) and Abubakar Abbas (aka Isah Adam, Mallam Mahmuda Al-Nigeri), adults, males, sometime between 2025 and 2026, within the jurisdiction of this honourable court, did order your foot soldiers of Jama’‘atu Ansarul Muslimina fi-Biladis Sudan (ANSARU) terrorist group including Abdulrazak Umar (aka Abu Khalifa/Abu Khalid), Yunusa Musa (aka Abu Yunusa Bin Musa) and Shamsu Adamu Sani (aka Abu Itisar), that in the event of your arrest by the government, to kidnap and kill victims in different parts of the country in order to compel the government to accede to your demands and in obedience to your order, your foot soldiers and cohorts, including the ones mentioned above, on 15th May, 2026 did kidnap some pupils and teachers of Community Grammar School, Baptist Nursery/Primary School, and L.A. Primary School, Orire LGA, Oyo State, numbering about 46 victims, and thereby committed an offence contrary to Section 24 of Terrorism (Prevention and Prohibition) Act, 2022 and punishable under Section 24(2)(b) of the same Act.

“That you Mahmud Muhammad (aka Abu Bara’a, Abbas Mukhtar) and Abubakar Abbas (aka Isah Adam, Mallam Mahmuda Al-Nigeri), adults, males, sometime between 2025 and 2026, within the jurisdiction of this honourable court, in furtherance of your order stated above, foot soldiers and cohorts of Jama‘atu Ansarul Muslimina fi-Biladis Sudan (ANSARU) terrorist group, including Abdulrazak Umar (aka Abu Khalifa/ Abu Khalid), Yunusa Musa (aka Abu Yunusa Bin Musa) and Shamsu Adamu Sani (aka Abu Itisar), after above kidnap on 15th May, 2026 at Orire LGA, Oyo State, did cause the death two (2) persons, Michael Oyedokun and Deacon John Olaleye, by decapitating them and thereby committed an offence contrary to Section 2(3)(g) of Terrorism (Prevention and Prohibition) Act, 2022 and punishable under Section 24(2) of the same Act.

“That you, Mahmud Muhammad (aka Abu Bara‘a, Abbas Mukhtar) and Abubakar Abbas (aka Isah Adam, Mallam Mahmuda_ Al-Nigeri), Abdulrazak Umar (aka Abu Khalifa/ Abu Khalid), Yunusa Musa (aka Abu Yunusa Bin Musa) and Shamsu Adamu Sani (aka Abu Itisar), adults, males, sometime between 2025 and 2026, within the jurisdiction of this honourable court, did knowingly conceal information about an imminent acts of terrorism by Jama’atu Ansarul Muslimina fi-Biladis Sudan (ANSARU) terrorist group which led to the 15th May, 2026 kidnap of about forty-six (46) persons and killing of two (2) persons, Michael Oyedokun and Deacon John Olaleye, knowing the information to be of material assistance in apprehending and preventing the commission of acts of terrorism, but failed to disclose the information to any Law Enforcement or Security Officer, and thereby committed an offence contrary to and punishable under Section 16(1) of Terrorism (Prevention and Prohibition) Act, 2022.

“That you, Abdulrazak Umar (aka Abu Khalifa/ Abu Khalid), Yunusa Musa (aka Abu Yunusa Bin Musa) and Shamsu Adamu Sani (aka Abu Itisar), adults, sometime between January and May, 2026, at Suleja LGA, Niger State, within the jurisdiction of this honourable court, committed an offence when you conspired with Muhammed Sani, Jibril Mohammed, Ibrahim Khabab, Mahmud Muhammad (aka Abu Bara’a, Abbas Mukhtar), Abubakar Abbas (aka Isah Adam, Mallam Mahmuda Al-Nigeri) and others at large, to kidnap school children and teachers in Orire LGA, Oyo State. You thereby committed an offence contrary to Section 26(1) of the Terrorism (Prevention and Prohibition) Act, 2022 and punishable under the same section of the Act.

“That you, Abdulrazak Umar (aka Abu Khalifa/ Abu Khalid), Yunusa Musa (aka Abu Yunusa Bin Musa) and Shamsu Adamu Sani (aka Abu Itisar), adults, sometime between January and May, 2026, at Suleja LGA, Niger State, within the jurisdiction of this honourable court, committed an offence when you aided Muhammed Sani, Jibril Mohammed, Ibrahim Khabab, Mahmud Muhammad (aka Abu Bara’a, Abbas Mukhtar), Abubakar Abbas (aka Isah Adam, Mallam Mahmuda Al-Nigeri) in the kidnap of school children and teachers in Orire LGA, Oyo State and thereby commited an offence contrary to Section 26(2) of the Terrorism (Prevention and Prohibition) Act, 2022 and punishable under Section 26(3) of the Act.

“That you, Abdulrazak Umar (aka Abu Khalifa/ Abu Khalid), Yunusa Musa (aka Abu Yunusa Bin Musa) and Shamsu Adamu Sani (aka Abu Itisar), adults, sometime between January and May, 2026, at Suleja LGA, Niger State, within the jurisdiction of this honourable court, committed an offence when you knowingly concealed information about an imminent acts of terrorism by Jama‘atu Ansarul Muslimina fi-Biladis Sudan (ANSARU) terrorist group which led to the 15th May, 2026 kidnap of about forty-six (46) persons and killing of two (2) persons, Michael Oyedokun and Deacon John Olaleye, knowing the information to be of material assistance in apprehending and preventing the commission of acts of terrorism, but failed to disclose the information to any Law Enforcement or Security Officer, and thereby committed an offence contrary to and punishable under Section 16(1) of Terrorism (Prevention and Prohibition) Act, 2022”

The Golden Grand Patron of the Police Community Relations Committee (PCRC) National, Sir Aare Adetola Emmanuelking, KOF, on Wednesday, hosted the Commissioner of Police, Ogun State Command, CP Olubode Ojajuni, alongside the leadership of the PCRC, traditional rulers, heads security agencies, community leaders and other stakeholders at a Security Summit in Remoland, Ogun State.

The interactive engagement served as a platform for discussions on emerging security challenges and strategies to strengthen collaboration between the Nigeria Police Force and the communities they serve.

Speaking at the summit, Aare Adetola Emmanuelking stressed that security is a shared responsibility and called for stronger partnerships between citizens and law enforcement agencies to tackle crimes such as kidnapping, cultism, ritual killings, illegal arms trafficking and cybercrime.

According to him, “Security is far too important to be left to the Police alone. Every citizen has a role to play in safeguarding our communities. This is the vision upon which the PCRC was founded.”

He described the PCRC slogan, “PCRC… Peace to the Nation,” as a call for collective action, urging stakeholders to embrace intelligence sharing, community policing and mutual trust as essential tools for achieving lasting peace.

The PCRC National Golden Patron also commended the Inspector-General of Police for advancing community policing nationwide and lauded the Ogun State Commissioner of Police, CP Olubode Ojajuni, for his professionalism and commitment to engaging directly with community stakeholders.

The Security Summit featured interactive discussions where traditional rulers, community leaders, and security professionals exchanged ideas with the Commissioner of Police on emerging security concerns, intelligence gathering, crime prevention strategies and ways of strengthening public confidence in law enforcement.

Participants unanimously reaffirmed the need for sustained collaboration among the Police, the PCRC, traditional institutions, security agencies and members of the public to effectively combat crime and preserve peace across Ogun State and Nigeria.

The summit, attended by the PCRC National and Ogun State leadership, senior police officers, traditional rulers and representatives of security agencies, concluded with a renewed commitment to deepen collaboration, strengthen intelligence gathering and promote safer communities across Ogun State and Nigeria.

By Tolulope A. Adegoke PhD

When the ego is bruised, the soul has room to grow. When the leader falls, the team learns to rise. When the visionary is humbled, the vision becomes truly shared. This is the paradox of power: only in surrender does one truly lead.

Idea in Brief

The Problem: Conventional wisdom treats a bruised ego as a liability—something to be suppressed or overcome. But leaders who try to avoid ego bruises often make their organizations fragile and defensive.

The Opportunity: The bruised ego is not merely an obstacle; it is a powerful catalyst for transformation. When leaders learn to embrace the discomfort of being wrong, challenged, or upstaged, they unlock collective genius.

The Solution: A four-part framework for transforming ego wounds into organizational wisdom: embrace vulnerability, turn setbacks into superpowers, practice radical self-awareness, and build a failure-friendly culture.

Introduction: The Crucible of Command

In the lexicon of modern leadership, few concepts are regarded with as much trepidation and misunderstanding as the “bruised ego.” Conventional wisdom often frames it as a liability—a source of poor judgment, defensive posturing, and career derailment. Leaders are advised to suppress it, transcend it, or, in some modern prescriptions, even “kill” it entirely. Yet, this perspective overlooks a profound truth: the bruised ego, when mastered, is not merely an obstacle to be overcome but a forge in which authentic leadership is tempered. It is the indispensable catalyst that births glory not for the leader, but for the collectives they serve.

This discourse posits a paradigm shift: the bruised ego is often a blessing in disguise, a necessary dismantling of the “false self” that prevents leaders from perceiving reality accurately and acting with the necessary humility and resilience to solve intractable challenges. From the corridors of global corporations to the complex ecosystems of nations, the ability to endure a bruised ego—to have one’s assumptions challenged, one’s authority questioned, and one’s plans thwarted—is the bedrock upon which enduring success is built. The path to glory is rarely a triumphant march; it is, more often, a series of humbling recoveries from falls, where the leader learns to transform a wound into wisdom and a setback into a strategic advantage.

Section I: Deconstructing the “Bruised Ego” in the Context of Leadership

Before exploring its transformative potential, it is essential to understand the nature of the ego in leadership. The ego, in psychological terms, is not inherently malevolent. It is the concept of the “self,” our identity and our idea of who we are in relation to the world. A well-developed ego is the engine of self-esteem, confidence, and ambition—qualities essential for taking risks and inspiring others. The problem arises when this healthy ego becomes distorted by pride, transforming into a “puffed-up” sense of self that is impervious to feedback and disconnected from reality. This is the ego that demands recognition, hoards credit, and perceives any challenge as a personal threat.

A “bruised ego” is the psychic wound inflicted when this self-concept is threatened. This can occur through a public failure, a perceived slight, the success of a rival, or having one’s authority or judgment questioned. As scholar Annabel Beerel articulates in Courage: The Heart of Leadership, leaders require the courage to set aside their egos, to feel vulnerable, and to face challenge while remaining principled. Without the bruise, there is often no impetus for this difficult work.

Section II: The Counter-Intuitive Gift: Why Bruising is a Blessing

The critical insight is that this “bruising” is often a necessary and painful correction to a leader’s trajectory. The very act of having one’s ego bruised forces a confrontation with reality that would otherwise be avoided. It is the definitive signal that the leader’s assumptions, strategies, or perhaps even their character, are misaligned with the demands of their environment.

The “blessing” manifests in several crucial ways:

1. The Death of Omniscience

A bruised ego shatters the illusion of infallibility. It forces the leader to acknowledge they do not have all the answers, creating space for learning, collaboration, and seeking diverse perspectives. This is the beginning of wisdom, as the leader is finally able to listen without the filter of defensiveness.

2. A Catalyst for Innovation

As Nvidia CEO Jensen Huang starkly puts it, he experienced failures—”great big ones. All humiliating and embarrassing. Many nearly doomed us”. Huang insists that product flops and near-misses that nearly sank Nvidia were not detours but the very engine of their success. “Confronting our mistake and, with humility, asking for help saved NVIDIA,” he reflected. Reflecting on the journey, Huang acknowledged that the path was marked by years of pressure, humiliation, and near-bankruptcy scares. He openly admitted that if he had known “how hard it is and all of the pain and suffering and all the embarrassment and humiliation and all the setbacks,” he would not start the company again. Yet it was precisely this endurance through humiliation that forged Nvidia’s character during its three-decade journey from a three-person gaming-graphics startup to a global AI leader. Each crisis forced his team to rethink, redesign, and innovate at a pace that steady success never would have demanded.

3. The Birth of Empathy

Leaders who have suffered setbacks, failed publicly, and had their own vulnerabilities exposed are often far more empathetic and compassionate leaders. They can connect with the struggles of their team, creating a psychological safety that fosters risk-taking and innovation. As Brené Brown’s research on vulnerability emphasizes, displaying vulnerability is not a weakness but a crucial leadership trait essential for fostering brave leaders and courageous cultures. Vulnerability, Brown asserts, is the “emotion we experience during times of uncertainty, risk, and emotional exposure,” and embracing it “lead[s] to every positive emotion that we need in our lives”.

4. A “Failure-Friendly” Culture

Leaders who have learned to embrace their own bruised egos are more likely to create a culture where failure is not a career-ending catastrophe, but a learning opportunity. When a leader embraces failure and shares vulnerability with humility, followers are able to connect with the leader at an emotional level and are more likely to share feelings of vulnerability themselves .

Section III: The Costs of an Unchecked Ego

To fully appreciate the value of the bruised ego, one must first witness the devastation wrought by an unchecked one. History is replete with examples of leaders whose refusal to have their egos challenged led to a failure of personal, corporate, and even national proportions.

1. The Iacocca-Ford Schism

On July 13, 1978, Ford Motor Company chairman Henry Ford II fired Lee Iacocca as Ford’s president, ending years of tension between the two men. The conflict had reached its zenith when Iacocca, then president of Ford, attempted to convince company directors that Henry Ford was senile and should be replaced, effectively mounting a “palace revolution” while Ford was away in China. According to Walter Hayes’s book and the recollection of board member Franklin D. Murphy, Iacocca’s attempt to oust Ford backfired spectacularly; upon returning from China and learning of the coup attempt, Ford demanded a vote of confidence from the board, declaring, “It’s me or Iacocca”. The board sided with Ford, and Iacocca was dismissed.

This was not just a personal failure; it was a strategic blunder of immense proportions. The move demoralized staff, many of whom followed Iacocca to rival Chrysler, where he led a legendary turnaround, actively strengthening a competitor while weakening Ford. This illustrates how unchecked ego battles can directly harm an organization’s competitive advantage.

2. The Apple Civil War

In the mid-1980s, Apple was torn between two powerful leaders: Steve Jobs, the visionary founder, and John Sculley, the professional CEO whom Jobs had famously recruited from Pepsi with the challenge, “Do you want to spend the rest of your life selling sugared water, or do you want a chance to change the world?”. When their visions diverged, Jobs plotted Sculley’s exit by sending him to China on a business tour and attempting to wrest control of Apple in his absence. Sculley, getting wind of the scheme, returned and made his case before the board, which voted against Jobs.

As Jobs later reflected in his famous 2005 Stanford commencement address, “It turned out that getting fired from Apple was the best thing that could have ever happened to me. The heaviness of being successful was replaced by the lightness of being a beginner again, less sure about everything. It freed me to enter into one of the most creative periods of my life”. Yet this silver lining for Jobs came at a tremendous cost to Apple, which plunged into a decade of stagnation following his departure. Even Sculley later expressed regret, suggesting, “Maybe he should have been the CEO and I should have been the president”. The conflict proved that when the ego of leadership is prioritized over collaborative vision, the entire organization suffers.

3. The Tata-Mistry Legal Feud

The saga between Ratan Tata and his successor Cyrus Mistry at Tata Sons serves as a cautionary tale of how the inability to separate one’s legacy from the evolving needs of an organization can lead to protracted conflict and instability. Mistry, who was personally endorsed by Tata for the position, was unexpectedly removed from his chairmanship in October 2016 after a board vote. He contested his dismissal, alleging mismanagement and oppression of minority shareholders by the board, while Tata Sons accused Mistry of mismanagement and underperformance.

The conflict escalated from the boardroom to legal tribunals and ultimately to the Supreme Court of India, with Mistry filing a case in the National Company Law Tribunal accusing Tata Sons of mismanagement and oppressive practices . While the Supreme Court ultimately ruled in favor of Tata Sons in March 2021, dismissing Mistry’s claims, the public battle exposed aspects of the Tata Group’s functioning that few had previously known. An executive close to the legal wrangle described it as “probably the toughest” of all controversies Tata faced—”a man handpicked by Tata himself to lead the Tata group who had now turned against him”. The feud threatened to upend the management of a $111 billion conglomerate and serves as a stark reminder of how ego-driven conflicts can destabilize even the most venerable institutions.

Section IV: The Journey from Wound to Wisdom—A Framework for Transformation

The transformation of a bruised ego from a source of pain to a source of power is not a passive process; it requires deliberate action and a fundamental shift in mindset. The exemplars of this transformation offer a practical framework.

1. Embrace Vulnerability as a Strength

The modern CEO is often expected to project an image of unwavering confidence. However, the research of Brené Brown has fundamentally challenged this assumption. Brown argues that vulnerability is “our most accurate measure of courage” and that embracing vulnerability—letting oneself be seen—is “incredibly difficult” yet essential. She notes a critical paradox: vulnerability is “the first thing I look for in you but it’s the last thing I want you to see in me. In you, it’s courage, in me, it’s inadequacy”.

The ultimate test of a healed ego is no longer seeing vulnerability as a threat. As the research emphasizes, “When a leader embraces failure and shares vulnerability with humility, followers are able to connect with the leader at an emotional level and are more likely to share feelings of vulnerability themselves” . This creates a virtuous cycle where psychological safety fosters innovation and growth.

2. Turn Setbacks into Superpowers

The most impactful leaders don’t just recover from setbacks; they reframe them. Charles Schwab’s battle with dyslexia was not a disability to be hidden but a formative experience that shaped his leadership approach. Schwab has openly acknowledged that his struggles with dyslexia prompted him to be humble and to turn to people who were smarter than him, noting that “it can actually lead to some leadership qualities”. His memoir Invested details how working around and ultimately embracing his dyslexia became central to his success as a discount brokerage pioneer.

Similarly, Jensen Huang’s journey with Nvidia demonstrates that survival through multiple existential crises—failed chips, layoffs, moments when the company was only weeks away from running out of money—requires “forgetting yesterday” and focusing relentlessly forward. The only way he endured, Huang explains, was by training himself not to dwell on setbacks: “What do they teach athletes? Forget the last point”.

3. Practice Self-Awareness and Mindfulness

As Brown’s research underscores, “How much we know ourselves is extremely important, but how we treat ourselves is the most important”. Leaders who lack self-awareness “limit the perspective and insights that (they) can share with the people [they] lead”. Authentic leaders are described as “self-aware and self-regulating individuals, whose beliefs and behaviors are anchored by a commitment to their ‘true self'”. This requires reflective practices through which leaders’ “own goals and performance are likely to thrive”.

Section V: The Collective Glory—From Individual Healing to Organizational Triumph

The ultimate purpose of mastering the bruised ego is to unlock the collective potential of the organization or nation. When a leader is no longer driven by personal glory, credit, and validation, a profound shift occurs. They become a servant to the mission, rather than a master of the narrative. This fosters a culture of psychological safety and shared purpose.

A leader who can absorb the “bruise” of not being the center of attention, of sharing credit, and of admitting a mistake builds loyalty, trust, and a workforce motivated to go above and beyond. The research on vulnerability in leadership consistently finds that “collaboration … requires a deep understanding of vulnerability: the generosity, humility, and patience needed to work through conflicts, misunderstandings, and miscommunications”. Trust and vulnerability are inextricably linked; Brown specifically identifies that “trust comes before vulnerability” is a myth, emphasizing that they are mutually reinforcing.

At the national level, this principle is equally potent. Leaders who can admit strategic failures, adapt to changing global realities, and prioritize the well-being of their people over their political legacy are those who lead their nations through crises. Conversely, leaders whose bruised egos lead to isolation, scapegoating, and the pursuit of personal narratives at the expense of national interest inevitably lead their countries into decline. The ability to lead with a healthy ego—one that is resilient yet humble—is perhaps the single most important determinant of success in the complex, interconnected challenges of the 21st century.

Conclusion: The Scar as a Blueprint

In conclusion, the bruised ego is not a sign of weakness but a sign of courage. It is the unavoidable cost of leading in a complex world where failure is not an anomaly but an inevitability. The leaders who will shape the future—from the boardrooms of our largest corporations to the halls of government—are not those who have never been bruised, but those who have learned to interpret their scars as a blueprint for a better path forward.

The “blessing” of the bruised ego lies in its power to dismantle the arrogance of certainty and replace it with the humility of curiosity. It transforms the leader from a sole decision-maker into a catalyst for collective genius. It is the painful but necessary process of forging a leader who is not defined by their power, but by their purpose. Ultimately, the bruised ego births glory not for the individual, but for the people, corporates, and nations they lead, proving that the most profound victories are born from the ashes of personal defeat. The challenge, therefore, is not to avoid the bruise, but to have the wisdom to see it for what it truly is: an opportunity for transformation.

Dr. Tolulope A. Adegoke, AMBP-UN is a globally recognized scholar-practitioner and thought leader at the nexus of security, governance, and strategic leadership. His mission is dedicated to advancing ethical governance, strategic human capital development, resilient nation building, and global peace. He can be reached via: tolulopeadegoke01@gmail.com, globalstageimpacts@gmail.com