Badiru Sean Olabode

SPECIAL INVITATION TO 5 SUNDAYS OF IMPARTATION

Theme: MANTLES — The Impartation of Fire, Power and Grace

There are dimensions in God that are not accessed by information alone. They are entered through impartation.

When mantles are released, destinies accelerate. From Elijah to Elisha, from Moses to Joshua, and through the apostles by the laying on of hands—grace was transmitted, power was released, and lives were repositioned.

This is that kind of moment.

Five consecutive Sundays of direct impartation. Men who have walked with God for decades—men who carry proven grace, spiritual weight, and authority—will stand before you to pray, to anoint, and to release what God has deposited in them into your life.

This is more than a service; it is a transfer of grace.

Dates: All Sundays in May
Time: 9:00 AM
Venue: RCCG The Secret Place, 44 PSSDC Road, Magodo Phase 2, Lagos State

Ministering:
- Enoch Adeboye — General Overseer, RCCG
- David A. Ilori — Assistant General Overseer (Retired), RCCG
- Peter Olawale — RCCG Intercontinental Prayer Coordinator
- Benjamin Ajayeoba — PICR Region 59
- Bayo Olugbemi — CEO, First Registrars & APICR Region 59
- Sean Olabode Badiru — Host Pastor, RCCG The Secret Place

Come with expectation. Come with your family.

But do not come casually; come positioned. This is because impartation is not automatic. Grace is released, but faith is what draws it. Many pressed around Jesus, but only one woman connected. She said within herself, “If I may touch…”—and immediately virtue flowed (Mark 5:28–30). The difference was not proximity. The difference was faith.

So position yourself before you arrive.

Be hungry. Jesus said, “Blessed are they which do hunger and thirst after righteousness: for they shall be filled” (Matthew 5:6). Come knowing what you are pressing for—and refuse to leave without it.

Prepare ahead. Set time apart to fast and pray before each service. Fasting sharpens spiritual sensitivity, quiets the flesh, and creates capacity to receive.

Honour the grace upon the vessel. “He that receiveth a prophet… shall receive a prophet’s reward” (Matthew 10:41). How you approach determines what you draw.

Receive actively when hands are laid. Open your heart. Engage your faith. Declare inwardly what you are receiving—and receive it with thanksgiving.

God supplies the grace; your hunger and faith determine whether you receive it.

See you at the services.

Home - The Secret Place Register for SkillUp Download SkillUp Brochure Welcome to RCCG The Secret Place At RCCG The Secret Place, we are a community of believers who have chosen a different path—one defined by deliberate pursuit of purpose, growth, and greatness. We are not merely a church that gathers on Sundays; we are...

My speaking engagements with executives and senior leaders across sectors have taught me that the leaders who inspire me most are not the loudest ones in the room.

They are the ones asking the most honest questions.

Are we measuring what actually matters?
Are our people clear on what success looks like?
Are we building something that will outlast us?

The leaders who are willing to sit with these tough questions — and act on the answers — are the ones building organizations of genuine consequence.

Every engagement I walk into, I leave more convinced that greatness in leadership is not a personality trait. It is a discipline. It is the daily choice to pursue outcomes over optics, and integrity over impression management.

This kind of leadership still exists — and is still worth celebrating.

To every leader doing the unglamorous work of building something real, please know that the foundation you are laying will outlast the noise around you.

Keep building.

Leading the AI Operating Reality of 2026

CIPM Lagos State Branch just concluded their annual conference in Badagry—and I must say, it was a genuinely good experience. Not just the usual conference routine, but the kind of environment that allows you to slow down and think.

At some points in the night, I found myself walking around—praying, getting some exercise—completely at ease, without any sense of security concern. That kind of calm is rare. And when you combine it with good hospitality (yes, the food was good as well), it clears your head.

And sometimes, that clarity is exactly what you need… to see things properly.

Interestingly, I was not there out of obligation. Despite being an Elected Council Member of the Institute, I attended simply as a delegate—fully present, willing to listen, and ready to learn. Because growth begins to slow the moment we only show up where we are expected to speak… and stop showing up where we still need to think.

And sitting in those sessions, in that state of mind, something became very clear. The conversation on AI in HR has matured. But HR’s response… is still evolving.

We have crossed the experimental phase. AI is no longer something progressive organisations are “trying out.” It is already embedded into HR operations. Recruitment workflows are being accelerated through intelligent screening; onboarding processes are increasingly automated; learning systems are adapting in real time; and workforce data is being analysed at a level of depth that was previously impossible.

You can already see this playing out at scale. Today, over 70% of organisations are using AI in at least one part of their operations—and HR is right in the middle of that shift. The HR technology market itself is projected to cross $80 billion by 2032, largely driven by AI-enabled systems.

So this is no longer a future conversation. It is already happening. And that changes the question completely. It is no longer whether AI will shape HR. That part is settled. The real question now is whether HR will shape how AI is used. Because if HR does not step in to define that… something else will.

The Redefinition of HR

AI is not replacing HR. But it is removing the part of HR that was easiest to defend.

Administrative coordination, CV screening, scheduling, policy queries—these are increasingly automated. What remains is not “less work”; it is different work. Higher work. Work that requires interpretation, judgement, and system thinking.

This is where the shift becomes uncomfortable. HR is being pushed—from managing processes to designing decisions. And in that new space, three roles begin to emerge. That of a designer, an auditor, and an interpreter.

As a designer, HR defines the guardrails—selecting tools, setting ethical boundaries, and determining where AI can and cannot operate. As an auditor, HR challenges the system—testing outputs, questioning assumptions, and ensuring decisions can withstand scrutiny. And as an interpreter, HR explains outcomes—translating AI-driven insights into language the business can understand and act upon, especially when the recommendations are counter-intuitive.

If HR cannot play these three roles effectively, then AI does not replace HR—it simply bypasses it. But playing these roles—specifically that of the Auditor—is harder than it sounds.

One of the most repeated ideas in AI discussions is this: the machine recommends—the human decides. This sounds balanced and responsible. But in practice, it is often misleading. Because what we call “decision” is often nothing more than human confirmation of what the system has already suggested.

This happens because humans are inclined to trust system outputs, especially when presented with confidence. A recommendation that says “98% match” makes people accept the result quickly without taking time to question or verify it.

So if we are serious about human oversight, we must move beyond passive review into what I call active contradiction.

The question then is no longer “Do I agree with this recommendation?” but “If this recommendation is wrong, how would I prove it?”

This is where structured Red Teaming becomes essential. For critical decisions—hiring, promotion, exit—someone must deliberately construct an alternative case. Why might Candidate B be more suitable despite a lower score? What assumptions might the model be making that do not hold in this context?

If the system cannot withstand that friction, then the human has not exercised judgement. They have deferred their responsibility, their thinking, and ultimately their authority to the machine.

What this means is not that the human must out-analyse the system. That is not realistic. A system may process thousands of data points in seconds—far beyond what any individual can review.

So the role of the human is not to compete with the machine on volume. It is to introduce context the machine does not have—what is happening within the team, what is not captured in the data, what cannot be quantified but still matters. Because if contradiction is based only on intuition, it becomes guesswork. But when it is grounded in context, it becomes judgement.

And this is precisely why AI literacy cannot be reduced to awareness. People defer most easily when they do not know how to interrogate what the system is doing. So in 2026, our literacy must go beyond understanding algorithms, we must be able to ask the right questions at the point of use.

Five Questions for the AI Auditor

Every HR professional interacting with AI systems must be able to interrogate outputs with clarity. And that interrogation follows a sequence which includes testing what the system is measuring, whether it can explain itself, whether its knowledge is current, where it breaks down, and what assumptions it is quietly enforcing.

So, the first question is “what are the proxy variables?” And we must be careful here to separate two things: the proxy itself, and the assumption behind it.

A proxy is what the system measures. An assumption is what the system believes that measurement represents.

For example, if a system uses “internal response time” as a proxy for performance, it is operating on the assumption that constant availability equals high performance. But in reality, that may reward anxious overwork—constant activity—while penalising deep, focused thinkers who produce higher-quality outcomes with less noise.

So the issue is not the proxy alone. It is whether the assumption behind that proxy is still valid. And it is the responsibility of HR to identify when that link has broken—before the organisation begins to reward the wrong behaviour at scale.

The second question is explainability: can the system justify its decisions in clear, defensible terms—or is it operating as a black box? If a candidate is rejected, or an employee is flagged as …

Read full article here:

Leading the AI Operating Reality of 2026 CIPM Lagos State Branch just concluded their annual conference in Badagry—and I must say, it was a genuinely good experience. Not just the usual conference routine, but the kind of environment that allows you to slow down and think.