Why I wrote ‘The diary of a linkman’ – Salem Ali Sallam

After nearly three decades at the Nigeria Liquefied Natural Gas Limited (NLNG), Salem Ali Sallam retired as Head of Government Relations, having spent eight years interfacing with government at the highest levels during the Muhammadu Buhari administration. In his book, ‘The Diary of a Linkman’, he documents his experience operating within Nigeria’s power corridors, offering […]

After nearly three decades at the Nigeria Liquefied Natural Gas Limited (NLNG), Salem Ali Sallam retired as Head of Government Relations, having spent eight years interfacing with government at the highest levels during the Muhammadu Buhari administration. In his book, ‘The Diary of a Linkman’, he documents his experience operating within Nigeria’s power corridors, offering rare insights into how policies are shaped, decisions influenced and relationships managed between government and business. He speaks with Daily Trust on his career, the motivation behind the book and the realities of government relations in Nigeria.

 

You recently retired from the NLNG where you worked for close to three decades. Tell about the last position you occupied and what it entailed.

I had the privilege of heading three departments during my career, and I retired as Head of the Department of Government Relations.

My final assignment involved interfacing with the government throughout the eight-year administration of President Muhammadu Buhari. In that role, I served as a link between business—my company—and government, engaging not only with the executive arm but also with the legislature. I interacted closely with policy formulators, bill drafters and lawmakers. Upon retirement, I felt it was time to document these experiences in a book.

What were the three departments you headed at the NLNG?

I first headed the Corporate Business and Logistics Services Department. After that, I moved to the training function, which was then called the Learning Department, where I essentially became a teacher.

Subsequently, I was appointed Head of Government Relations, based in Abuja. Before then, I had worked in Bonny Island, Port Harcourt and Lagos. Government Relations was my first posting to Abuja.

Of the three, why did you choose to document your experience in Government Relations?

 In the first two departments, my work was largely internal, dealing with business operations and people within the organisation. Government Relations was different because it involved external engagement, particularly with the government. I encountered things that were quite amazing.

From the outside, you do not really understand how policies are made because you are confined within your organisation. But once you are within the corridors of power, you see how things truly work.

As Head of Government Relations, I interacted with the President, the Vice President’s office, the Senate President, the Speaker of the House of Representatives, governors, ministers and many others. Individually and collectively, I formed impressions of these people.

Among Nigerian politicians and public servants, there are highly patriotic and nationalistic individuals, as well as those who are neither here nor there. Nigerians need to know this. It is unfair to label all politicians or public servants as bad. It is a reflection of Nigeria itself. In fact, some civil servants are far worse than politicians and often misguide them.

I once told a friend that one of the most patriotic Nigerians I met worked in the office of a politician who was widely judged as a bad person. That contrast shows why history must be documented.

What motivated you to write this book, and what lessons do you hope readers will take from it?

 To my knowledge, no one in Nigeria has written a book on Government Relations. As a practitioner, I felt a responsibility to document my experience and explain how the system works.

The late Gbenga Aluko, to whom the book is dedicated, used to tease me by calling me a “hit man,” borrowing from Confessions of an Economic Hit Man by John Perkins. I disagreed and insisted that we were Government Relations practitioners.

This book is meant to help upcoming practitioners understand what the job entails. We are not agents for individuals. Our role is to serve as a bridge between government and business, between power and purpose. We promote dialogue, peace and legitimate influence on decision-making. We play a significant role in national development.

You entered Government Relations without formal training. How did you make that transition?

I remain grateful to my former Deputy Managing Director, Mallam Sani Inuwa. He saw something in me that I did not see in myself. After discussions with the Managing Director, they decided to deploy me to Government Relations. Once I started, I realised it suited me.

The role involved meeting people and engaging in debates, which I enjoy. I met a strong team that guided me, and I became a fast learner. I also had useful personal connections, which helped the work flow. I give credit to the people I met on the ground who supported me in achieving our targets.

Even though the Minister of Petroleum Resources during the Jonathan administration was from the Niger Delta, and NLNG is located in the Niger Delta, the company’s management had never met the president to discuss issues. I was able to take the entire NLNG Board to meet with the president.

What key lessons does the book offer to current and aspiring Government Relations officers?

Patience and persistence are essential. You may knock on a door repeatedly without success. Government decisions can change overnight. Practitioners must also be friendly.

I recall being invited by a National Assembly committee chairman who asked if I had brought gifts to share. I said no. One member objected, saying the committee dealt only with managing directors. I can tell you that the same individual had probably once dreamed of working at NLNG but became a legislator instead.

The moment was embarrassing, but you must remain calm.

On another occasion, a committee proceeded with a meeting after accepting our request for postponement. We were publicly embarrassed when our letter was read aloud before the press and the minister. In such moments, patience and calculation are critical. Relationships must be maintained at all levels because information often comes from aides and messengers.

Given strict anti-bribery policies and Nigeria’s operating environment, how did you navigate integrity pressures?

Expectations exist, but we could not compromise. As members of OPTS and signatories to UK anti-bribery conventions, we refused to bend the rules. Sometimes, others achieved results faster, but we eventually got ours. We learned to manage expectations honestly.

People assumed that because of our tax contributions, we should behave like others. Some interpreted our refusal as arrogance. A prominent figure once told me in Hausa that I had failed to meet his expectations. That was part of the challenge.

Looking back, what were the highest and lowest points of your experience?

Preserving the NLNG Act stands out as a major achievement. Through sustained efforts, we prevented its repeal at the National Assembly. I am proud of that contribution.

Another highlight was facilitating the Final Investment Decision for Train 7. After the president publicly congratulated shareholders and expressed anticipation for the FID, the project moved forward. Train 7 is now under construction.

The low points were numerous – being ignored, disrespected and dismissed. But you endure it because you serve a purpose.

Who is the primary audience of ‘The Diary of a Linkman’?

The book is for everyone. It documents history, political processes and governance. It is particularly useful for Government Relations and Public Relations practitioners, as well as politicians.