By Isqil Najim
I have seen a video—and there are, indeed, dozens of such videos—circulating about how China has been led by many engineers at the national level in recent generations. These videos often evoke different reactions, ranging from the condemnation of Nigeria to envy and over-generalization.
While these videos are very instructive, there are certain messages within them that are not highlighted. This often makes them look more like motivational clips rather than the "call to action" they are intended to be. Understanding this is important if we want engineers to deploy the acclaimed slogan, "engineers solve problems," toward our national development—and if we want society to trust us with the leadership required to execute our goals.
Below is my point-by-point analysis:
Engineers becoming leaders in China didn't happen simply because they held the title of "Engineer." These individuals proved themselves at the grassroots level and were promoted to the top based on the technical and managerial results they delivered when given the chance.
The Chinese political system closely mirrors, surprisingly, the NSE political system. I often forget to write about this, but here is how it works:
In the Nigerian Society of Engineers (NSE), before you can become President, you must have served in branch divisions and committees for years. Even before becoming a Branch Chairman, you must have served in lower capacities and showcased your ability. This is the basis for members trusting you with the Chairmanship among many available options.
After serving as Chairman, you must leverage your achievements to rise to the national level. We don't campaign like traditional politicians. By the time you run for the position of Deputy President, you have accumulated a track record of viable achievements to sell yourself to members. This is the result of a journey spanning 20 to 30 years of cumulative service.
In China, the process follows this exact "NSE pathway." A budding leader in China starts at the village or municipal level. They are given specific KPIs—such as poverty reduction, infrastructure development, or GDP growth—within their small district.
Only those who successfully manage a small population are promoted to manage a province. If the province fails to thrive under their watch, their career ends there.
To reach the top (the Standing Committee), a leader must have governed multiple provinces or major economic hubs. They are judged by their peers on long-term stability and economic output rather than oratorical skills. This explains why an effective, results-driven leader may emerge even if they lack personal charisma.
It must also be noted that while the current President, Xi Jinping, studied Chemical Engineering, there is a "Technocracy 2.0" shift happening. The latest generation of leaders includes more backgrounds in economics, social sciences, and law, though the system still heavily favors those who have managed massive technical infrastructure projects.
Just like the NSE, the Chinese system ensures that by the time someone reaches the top, they have accumulated decades of administrative experience. This proves they can execute complex projects and manage a complex society.
Why We Don’t Have This in Nigeria/Africa
We adopted a democracy that selects leaders based on oratory, charisma, and the ability to spin propaganda. Leaders are often chosen for their ability to criticize—even without a better plan—as well as popularity, tribalism, and the ability to spend money.
This means an incompetent person can become a leader if they master sophistry and play ethno-religious cards. Those without deep pockets, especially engineers, are often left with no choice but to wait for appointments.
What Engineers Within the Nigerian/African System Can Do
Be our brother's keeper: Since money is a primary barrier in our politics, engineers must develop a mechanism to mobilize men and resources behind competent candidates within our fold.
Start at the Local Government and State levels: We must support engineers who occupy smaller positions, such as Local Government Chairmen, Councilors, Commissioners, and Governors.
Encourage young engineers to prove their mettle early: Serving at the grassroots level exposes their capabilities. Young engineers are especially well-positioned, as they have the time to rise through the ranks and prove their worth to their community.
Upgrade yourself and read beyond the headlines: Engineers must not limit themselves to narrow technical knowledge. They must activate the interdisciplinary aspects of their careers, mastering areas like Cost Engineering, Engineering Economy, and Engineering Management. Furthermore, engineers must read widely and stop engaging based on social media headlines. Acquiring knowledge outside of engineering is essential to complement existing skills and navigate the complexities of governance.
Track achievements, not parties: Many people dismiss competent individuals simply because of their political party. Parties are merely vehicles to win elections; our goal should be to back the "good people" within them regardless of the platform.
Focus on results, not titles: We must be role models in the social sector. We should not behave like those whose careers depend on arguing or blackmailing their way to the top. It is also harmful when engineers share technology hoaxes on WhatsApp; it damages our collective reputation. We must promote our collective interest, with elders serving as role models for the youth.
In the end, how we sell ourselves—from our professional jobs to our general conduct—will determine the public's perception of engineers seeking a mandate to lead. It is only when we prove we can solve problems at every level that the public will resolve to look to us for leadership, just as they do in China.
Isqil Najim, The Engineer of Hope!
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