A former sergeant in the Nigerian Air Force recounted how his career took an unexpected turn after moving to the United States, discovering that a former subordinate now holds a supervisory position over him.
In a widely shared clip, he also mentioned that a different former colleague welcomed him upon his arrival in New York, providing lodging for half a year and declining any financial contribution for meals, hygiene products, or household costs.
He leveraged these incidents to advise both leaders and junior staff to interact with one another courteously and respectfully.
From Subordinate to Supervisor: A Role Reversal
He explained that one of his former junior ranks in the Nigerian Air Force later assumed a supervisory role over him at their joint workplace in the United States.
He noted, ‘A former aviation officer in the Nigerian Air Force became my supervisor after I relocated to the United States. Back home, I held the position of SSM over him, yet neither of us imagined that our professional paths would cross in this manner.’
He added that his ex‑subordinate now determines his work assignments, selects his duty locations, sets the duration of each posting, and decides when he should step away from a task.
‘He now serves as my direct boss at our place of employment,’ he said. ‘He decides where I am stationed, how long I remain there — down to the hour or minute — and can order me to leave a post whenever he sees fit.’
He expressed gratitude that he and his former junior had maintained a friendly rapport during their service in Nigeria.
‘Thankfully, our relationship remained cordial while we served together. Perform your duties as required, but avoid victimizing, mistreating, or placing unreasonable pressure on those under your command.’
He cautioned military members and leaders against misusing their rank to punish subordinates without valid cause.
‘Refrain from penalizing individuals or treating them poorly without justification. Avoid needless punishment; carry out your responsibilities correctly, and apply discipline only when truly necessary.’
Looking back, he observed that had he mistreated his former subordinate, the outcome might have been quite different.
‘Had I acted poorly toward him or subjected him to maltreatment, he could have retaliated by issuing orders as a tactic against me. Fortunately, that scenario never unfolded.’
He also pointed out that, even after assuming a supervisory role, his former subordinate continues to address him with respect.
‘He still refers to me with respect, using the term “Oga” repeatedly. Although he assigns my duties and informs me of my schedule, our friendship remains intact to this day.’
Unexpected Reunions: Why Treating Everyone Well Matters
Drawing from his own story, he advised against underestimating coworkers, emphasizing that professional ranks can shift without warning.
‘He once worked under my command, was my close friend, and we spent considerable time together. Therefore, treat everyone kindly, because you cannot predict where you might encounter them again.’
He emphasized that a current junior rank may eventually ascend to a leadership position.
‘Imagine that individual rising to the role of Senate President while you serve as a Senator in the House. In such a scenario, the manner in which they manage your concerns could limit your ability to fully articulate your views, and encounters could occur in any setting.’
He spoke directly to junior enlisted personnel — ACMs, lance corporals, and corporals — noting that the individual in question held the rank of lance corporal when he himself was a sergeant, and that both men shared that same rank.
‘Always interact with others respectfully while fulfilling your duties sincerely; avoid dismissing someone merely because they hold the rank of lance corporal or corporal.’
He also mentioned that a person can quickly become an asset.
‘Never assume you won’t require assistance from someone in the near future; they might prove invaluable within the next three days.’
Six Months of Hospitality in New York
He further recounted how a retired senior non‑commissioned officer greeted him upon his arrival in New York, despite having no one else to meet him.
‘When I touched down in New York several years ago, a senior NCO arrived to collect me, escorted me to his residence, and looked after me for roughly six months.’
He noted that his host declined any financial contribution from him during the entire stay.
‘For six full months, he prevented me from spending any money, telling me, “Do not spend a cent; you are still new, so use any funds solely for your personal needs.”’
He emphasized that his host turned down every effort to chip in for household costs.
‘He refused to accept any money from me, insisting, “Do not spend on me, nor on household expenses,” and assumed full responsibility for my upkeep.’
His generosity even covered personal hygiene articles.
‘He barred me from purchasing soap for bathing or showering, and also prohibited buying toothpaste.’
He urged individuals to recognize their own worth and that of others, given the unpredictability of life’s trajectory.
‘Never sell yourself short; acknowledge your value, as you cannot foresee where you might cross paths with someone again.’
Connections Shape Future Prospects
Following his move to California, he once again benefited from the assistance of retired junior and senior non‑commissioned officers.
‘Upon settling in California, I encountered the same retired NCOs — both junior and senior levels — who surrounded me, improved my circumstances, simplified my life, facilitated networking, and ultimately secured employment for me.’
He encouraged the audience to examine their own behavior toward those in their immediate environment.
‘Consider how you interact with the people surrounding you; this self‑reflection is essential.’
Furthermore, he called on subordinates to honor their superiors, while urging leaders to extend fair treatment to junior personnel.
‘Subordinates, ask yourselves whether you are showing proper respect to your superiors and conducting yourselves appropriately. Superiors, evaluate how you manage those under your command.’
Without disclosing names, he observed that certain individuals he mentioned later assumed authority over commissioned officers.
‘The persons I refer to had, at times, been responsible for supervising a commissioned officer, though I will not identify them by name.’
In closing, he warned that ranks and influence are fleeting.
‘Exercise caution; if you hold a supervisory position today, remember that future circumstances are uncertain and your current status may not endure.’
‘He added that eventually everyone will transition to a higher tier, encountering former acquaintances, and the quality of those future interactions will hinge on how they treated one another previously.’
‘He concluded by saying, “Thank you. Have a pleasant day. This message is for anyone willing to hear it. Thank you, and cheers.”’
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