Janet Ayandokun
Programmes Analyst (Leadership Development)
Our Gap Closer of the month, Janet Ayandokun, Programmes Analyst (Leadership Development), speaks about her work at the Foundation and what she finds most rewarding about it.
“What I find most rewarding is knowing that the work we do goes beyond simply delivering a Programme. We are helping to shape and reinvent leaders who gain new perspectives, become more accountable within their institutions, and are better equipped to drive meaningful change,” she says. 
Please share your educational and professional background.
I hold a bachelor’s degree in industrial technology from the Federal University of Technology, Minna, Niger State, and I am currently pursuing a master’s degree in public administration. My professional journey has spanned diverse fields, including research, education, operations, and programme management. I have contributed to academic research, including as a co-author of a published work, supported the development of educational curricula, and served as an academic advisor to students.
What inspired you to pursue a career in the development sector?
I would say I have always been drawn to the development sector, even before I formally recognised it as such. My experience as an educator allowed me to work closely with people and support their growth. There’s a lot of fulfilment in helping people learn, develop their potential, and become more confident in themselves. So, yes, I’ve always been in the development space. I’m just doing it in a different form now, with the opportunity to contribute to development on a broader scale.
Walk us through the work you do, who it impacts and what you find most rewarding about it.
I work in the Programme Function, where I support the planning and delivery of capacity-building initiatives for public sector leaders. My work spans different stages of the Programme cycle, from planning and coordinating logistics to working with facilitators, supporting participants, and ensuring that the overall Programme experience runs smoothly.
The work ultimately impacts public leaders who influence institutions, policies, and the lives of the people they serve. What I find most rewarding is knowing that we are helping to shape and reinvent leaders who gain new perspectives, become more accountable within their institutions, and are better equipped to drive meaningful change.
What does your typical workday look like?
A typical workday for me usually involves a mix of managing correspondence and engaging with stakeholders, conducting research, developing comparative analyses, attending meetings, and developing and reviewing programme planning documents. It involves a lot of coordination. So, while there is some structure to my work, there is always something new to respond to, learn, or work through
What do you think it takes to develop government leaders, beyond the training?
I think developing leaders in government requires continuous support, opportunities to apply what they have learnt, and an environment that encourages growth.
Mentorship, coaching, and exposure to different perspectives can help leaders turn knowledge into action. Leadership development is not a one-off experience; it takes consistency. It is an ongoing process of learning, applying, reflecting, and growing.
What do you think makes the Foundation's approach to leadership development different from other programmes out there?
I think what makes the Foundation’s approach different is the intentionality behind it. Our programmes are evidence-based, which helps us identify the areas where leaders need to build their capacity and the kind of support that would be most relevant to them.
We also don’t just train and leave participants to figure things out on their own. We provide the mentorship, coaching, and community they need to continue learning and applying what they have learnt.
It is this combination of intentional programme design, practical learning, and continued support that makes the Foundation’s approach to leadership development unique
What is one project or moment at the Foundation that you are especially proud of, and why?
One project I am especially proud of is the Aig-Imoukhuede Public Leadership Programme, not only because of the impact it has on the leaders who participate, but also because of the thought and intentionality that goes into every aspect of the programme.
From the quality of the faculty to the content, design, and delivery, there is a clear commitment to excellence. You can tell that it is not simply a leadership programme; it is a carefully designed experience that challenges participants, broadens their perspectives, and equips them to lead more effectively.
Being part of the team that helps bring that experience together is something I’m particularly proud of.
How has your work at the Foundation shaped your perspective on public sector reform in Nigeria?
I have come to see that reform is not just about policies, systems, or processes; it is also about the people who make those systems work. My experience at the Foundation has made me more interested in understanding how public institutions work and how I can become a more informed and effective contributor. This influenced my decision to pursue a Master’s degree in Public Administration. It is easy to sit on the sidelines and criticise institutions, but meaningful change requires people who are willing to understand the system, take responsibility, and contribute to making it better.