By Ajibola Olude
I recently came across a thoughtful LinkedIn post by Azeez Amida, former CEO of Pan African Towers, and it ranks among the most candid reflections I have read about life after executive leadership.
In the post, Amida reflected on the 16 months since his exit from the company, including the lingering issue of his unpaid severance involving Development Partners International and Verod, as discussions, claims, and legal processes continue. Yet, beyond the corporate and legal dimensions, what stood out most was the deeply human reality behind the experience.
His reflection exposed a difficult truth that is rarely discussed openly: leaving a high-level leadership role is not merely a professional transition; it can trigger a profound personal and emotional reckoning.
For many executives, titles and positions gradually become intertwined with identity, self-worth, relevance, and social validation. When that structure suddenly disappears, the result can be emotional strain, uncertainty, financial pressure, and, in some cases, quiet isolation.
One of the most striking observations in his reflection was how swiftly organizations and systems move forward after a departure, while the individual is often left alone to rebuild — recalibrating responsibilities, adjusting to new realities, and rediscovering personal value outside the office once occupied.
Amida’s reflections carried practical lessons drawn from his rebuilding journey. He emphasized the importance of prioritizing emotional recovery before reacting impulsively, being transparent with family members about financial realities, resetting lifestyle expectations to align with changing circumstances, and resisting distractions or unrealistic opportunities during vulnerable periods.
He also highlighted the need to maintain routines that support mental wellbeing, separate personal survival from ongoing disputes, and relearn humility without allowing past titles to define one’s sense of worth.
Perhaps most profound was his commentary on society’s tendency to attach respect and relevance to positions rather than character. His reflection underscored how quickly perceptions can shift once the title disappears, revealing how fragile status can sometimes be in professional and social environments.
What makes the message particularly compelling, however, is that it is not rooted in bitterness. Despite the challenges he described, the tone remained grounded, reflective, and hopeful.
One line especially resonated: before any organization or title became part of your story, you already existed — and if you created value once, you still possess the capacity to create value again.
That perspective transforms the narrative from one of loss into one of rediscovery.
At a time when conversations around executive wellbeing, mental health, unemployment, resilience, and career transitions are becoming increasingly important, reflections like this deserve attention.
They remind us that behind every corporate title is a human being navigating uncertainty, responsibility, and the difficult process of starting again.
Amida’s message ultimately offers something many people quietly need: reassurance that rebuilding after professional setbacks is possible, and that personal worth should never be permanently tied to a position or title.
