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“If you ever get a second chance in life for something, you’ve got to go all the way.”
This famous quote by Tour de France record winner Lance Armstrong holds true for Peter ‘Samora’ Simelane, who was re-elected Eswatini Football Association (EFA) President ahead of Mashumi Shongwe at Hilton Garden Inn in Mbabane this past Sunday, August 17, 2025. A second chance is a do-over. It is an opportunity to leave past mistakes, failures and regrets behind and start with a clean slate. It is about letting go of what went wrong and focusing on what can go right.
A true second chance is not just about a new beginning; it is about a wiser one. It implies that you have reflected on your past actions, understood your shortcomings and learnt from your experiences.
A second chance is often a chance to redeem yourself. If you failed in the past, it is a chance to prove that you are capable and worthy of trust. It is about showing that you have changed and are committed to doing things better this time.
To use a second chance, you start by taking an honest look at your previous term. What were your successes and failures? What promises did you not keep? Don’t sweep past failures under the rug. Publicly acknowledge the areas where you fell short. This builds trust and shows humility. Listen to the feedback and criticism you received. Use it as a guide to improve. What were your original goals? Are they still relevant? For Simelane, this is a chance to set a more realistic and impactful agenda. A re-election is a mandate from the people. Use this opportunity to listen to their current concerns and priorities. Your new vision should reflect their needs. Clearly articulate your new plan and how it addresses the shortcomings of your previous term. Be more accessible and transparent than before. Open communication channels and engage with the public. A re-election is not a sign that you were perfect; it is a sign that people are willing to give you a chance to improve. Act with humility and gratitude. It is a call to shift the focus from personal ambition to public service. Your actions should demonstrate that you are working for the good of the people.
In essence, a second chance is not a reward for past behaviour, but an opportunity to correct it. When a leader is re-elected, it is a powerful message from the people that they believe in the possibility of positive change. The leader’s responsibility is to honour that belief by showing growth and readiness to lead with renewed wisdom and dedication.
The re-election of Simelane as President of the EFA arrives not merely as a continuation of his tenure, but as a critical juncture for the nation’s footballing soul. It is a moment of both immense honour and daunting responsibility. For a country that breathes football with an almost unparalleled passion, the recent narrative has been one of unfulfilled potential and systemic decay. The challenges are not new, but their persistence is a stark reminder of the urgent need for a decisive, visionary and, most importantly, actionable plan. The next four years under Simelane’s leadership must be defined by a radical and unflinching commitment to fundamental reform, addressing issues from the boardroom to the grassroots level.
The most pressing and arguably most pervasive issue plaguing Eswatini football is governance. The prompt rightly highlights the internal strife and mismanagement at the nation’s ‘big three’ – Mbabane Swallows, Mbabane Highlanders and Manzini Wanderers. These clubs, steeped in history and with the largest fan bases, are the very lifeblood of the domestic league. When they are mired in perpetual administrative and financial crises, it sends a ripple of instability throughout the entire football ecosystem. Simelane’s first priority must be to enforce a culture of professionalisation, transparency and accountability. The EFA must act as a firm regulatory body, not a passive observer. It needs to establish and rigorously apply clear licensing criteria for clubs, ensuring they possess sound financial structures and professional management.
This includes mandating regular audits, transparent reporting and, where necessary, intervening to prevent the kind of protracted leadership squabbles that have become a national embarrassment. Without strong, well-run clubs, the domestic league will continue to limp along, unable to provide the competitive platform necessary to develop talent. This task will require political will and a readiness to make unpopular decisions, but it is the bedrock upon which all other progress will be built.
Hand-in-hand with governance is the critical need for a complete overhaul of the football development pipeline. The underperformance of national teams at all levels – regional, continental and global – is not an isolated problem; it is a symptom of a broken system. The EFA cannot expect miracles from players who have not been nurtured in a structured, professional environment from a young age. Simelane’s administration must prioritise a comprehensive, long-term national youth development plan. This is not just about setting up a few youth leagues; it is about a holistic approach that includes investment in qualified coaching education, establishing regional training centres and creating a clear pathway from grassroots football to the professional game. The focus should be on building a footballing identity, one based on modern tactics and physical conditioning, rather than relying on raw, untutored talent. By investing in youth and providing them with the necessary tools, Eswatini will be building a sustainable foundation for future success, ensuring a steady stream of skilled players for the senior national teams.
Beyond the field, a critical challenge for the EFA is financial sustainability. The current model, heavily reliant on grants from the International Federation of Association Football (FIFA) and Confederation of African Football (CAF), is not a recipe for long-term growth. To truly professionalise the sport, the EFA must become a commercially-savvy organisation. Simelane needs to launch a concerted effort to attract corporate sponsorship, both from local businesses and international companies with an interest in the African market. This requires a professional marketing team dedicated to selling the Eswatini football brand. The EFA should also explore innovative revenue streams, such as domestic league’s broadcast value and merchandising. A financially robust association can better fund national team preparations, pay players and coaches well and invest in much-needed infrastructure. The passion of Eswatini fans is a marketable asset and it is time for the EFA to monetise this passion to the benefit of the game.
The state of Eswatini’s football infrastructure also demands immediate attention. Decent pitches and modern training facilities are not luxuries; they are necessities for developing technically proficient players and for attracting and hosting quality international matches. The EFA should work closely with the government and private sector to improve existing stadiums and training grounds. A well-maintained, professional environment can have a profound psychological impact on players, instilling a sense of pride and professionalism. It also makes the game more appealing to fans and more attractive to potential investors.
Finally, and perhaps most importantly, Simelane must be a champion for women’s football. The progress of the game cannot be measured by the success of the men’s teams alone. Eswatini has immense, untapped potential in women’s football. The EFA must commit to a dedicated strategy for its growth, which includes establishing a competitive women’s league, providing funding for girls’ football at the grassroots level and ensuring the women’s national team receive the same level of support, preparation and resources as their male counterparts. This is not just a matter of equality, but a recognition that women’s football is a vital part of the global game and a key driver of fan engagement and development.
In conclusion, Simelane’s re-election is a fresh start, not a repeat performance. The path forward is arduous but clear. It requires an unwavering focus on governance reform, a long-term commitment to youth development, a shrewd commercial strategy and a deliberate effort to elevate women’s football. He should unpack his so-called ‘super results’ rhetoric. He should outline his clear plan of action and how it will be implemented in the short, medium and long-term. The passion for the game is an incredible asset that few nations possess to this degree. It is now up to the EFA, under Simelane’s leadership, to harness this passion and translate it into a new era of professionalism and on-field success, reclaiming the glory that Eswatini football so desperately desires and deserves.
Peter ‘Samora’ Simelane addresses delegates after being re-elected EFA President on Sunday, August 17, 2025. He is joined by other executive members who assumed various roles on the day. (Pic: Sanele Jele)