Why Most Businesses Never Become Industry Leaders:Part 3

Añadido: 2026-05-27

[00:00:00]We live in a country that when you don't look as if you're rich, people play down at you, which is a good thing.

[00:00:11]So people look rich and that's why you become more my mentor used to tell me that you should live at least um almost 80% below your income.

[00:00:29]So, so that you can have enough money to reinvest in the business.

[00:00:36]Most times we care more about what others say about us. But you don't care about what you're saying about yourself.

[00:00:43]And that's why so many business are not very liquid in Nigeria. Only one little wind will blow you off because you're not liquid.

[00:00:52]You spent your money, the next thing you're thinking about is the next Land Cruiser because you're funding your lack of esteem.

[00:01:04]Because the Land Cruiser makes you feel good that you are doing well even when you know you l you don't have the same amount in the bank.

[00:01:15]So, and your business needs money to be to be industry leader. You need money.

[00:01:23]You need 10 million to make 100 million, but you have 1 million now. So, you've made 15 million.

[00:01:30]So, probably you need to put 10 million back and um spend 2 million and put 3 million in investment because your business also is an investment.

[00:01:45]As you're buying stocks, you need stocks in your business.

[00:01:50]because you want to put in money back.

[00:01:52]So you need to know how to plan your money, your finance so that you can spend, you can have cash for experimentation.

[00:02:01]When you said R&D, those money you putting in, they're R&D. They're money that should have gone to your luxury.

[00:02:11]Everybody has that money when you do business. It's just that you've gone to buy a house you don't need.

[00:02:20]But you need to put that money back into experiment. You don't have money for experiments. SO YOU ARE DESPERATE every time. And anytime you put money and you make a loss, you are finished.

[00:02:32]And there's so many losses in business.

[00:02:35]Big losses. But guess what? You need to understand that your business requires investment to be, you know, an industry leader. You need money. So, you've made 1 billion.

[00:02:49]What goes back to your business growth?

[00:02:52]What goes back to your investment portfolio?

[00:02:55]You can't pull all your 1 billion or maybe you've made 10 billion. You put in investment and you are starving your business and that business brought the 10 billion, but Dangot now has 2 billion out of it.

[00:03:10]MTN has 1 billion out of it. They're promising you something in the future.

[00:03:16]Uh but your business is starving.

[00:03:20]How will you rule?

[00:03:24]So you need to know how much you're diversifying. So it's not a financial training, man training, but you need since you believe in that business too that can give you 300%.

[00:03:37]Who else should you invest a lot in the business?

[00:03:41]But why do you not believe in empty will do well and your business will fail? Why do you believe in Dangote will do well and your business in money TO PUT HIM BACK and but so you need money for experimentation now another side of stakeholders management why don't you do it this way instead of you waiting for them to come go to them hello go to the police and let them know you say you guys are doing a good job the police in your environment that will come and frustrate you why don't you proactively manage stakeholders is why do you have to come to your door before you know that that's part of business concern you manage those who are protecting that area so that any time you call them they are ready to respond to you why why why don't you know 10 DPOS's because all you need to do is to go and appreciate what they are doing around the area and your people will just say we just came to say this five life for your boys. It's not even a lot of money when it's proactive.

[00:04:50]When it's reactive is where there's a problem. When it's proactive, you're doing your CSR well. You a friend to a lot of people already. So, somebody is disturbing you. You have someone to call now. Hello. Do you know this batch of people who are there? Give me the number. Because he's proactive.

[00:05:08]But when it's reactive is the problem.

[00:05:11]Does that make sense? So I advise you to handle things proactively, not reactively, so that you know people in power. Write them a letter. I've been looking at what you're doing. We want to celebrate you. Maybe it will only cost you even 100k and a picture.

[00:05:32]But you saved demand for 5 million when there's a problem because you have people that will call you call when they didn't need to come for you.

[00:05:42]So that's why you integrate that. But this training is not for that. You just mentioned it. I'm just trying to say these are things since you in Nigeria, you know that beyond your staff, you have other staff. They're part of your payroll. And this not now if you don't do it proactively, your Christian values will step in and it will make you say you're giving bribe.

[00:06:05]But if it's proactive, you must do CSR normally and go around and be good to your environment. Give back to the environment that is helping you grow. So if you do that and you put a little part of your business profit into that normally, NOT BECAUSE YOU HAVE PROBLEM, IT'S part of the salary you pay every month to your staff.

[00:06:27]You see, if you do it that way, you save yourself a lot of trouble.

[00:06:32]But if you don't do it that way, you're now reactive when there's trouble. Then you don't have a backing. So you need to learn stakeholders management in an environment like Nigeria.

[00:06:44]English does not work every time. Okay.

[00:06:48]Sorry, I just had to say that and I wrote something down while you were talking. Beautiful stuff. But hope my slides are ready.

[00:06:56]He says something very interesting, but please don't downplay it. He say hire people who align with your values.

[00:07:05]So let me say something. Most times when I do trainings especially in slap be about training we do called slap.

[00:07:14]I talk a lot about the custodians and the enablers.

[00:07:19]Your frontline leadership they should be people that align with your values.

[00:07:25]But I can still work with people that don't align with my values because they just they're just enablers.

[00:07:32]Enablers are people that, you know, they're just executing things. But your critical leadership team, like I said in the conference I had last week, I said you must select them as though you selecting spouse.

[00:07:46]The way you looked at your spouse and chose the right person around you, the things you're looking at. Don't be too quick to give people custodian roles.

[00:07:54]Okay, let me quickly run through my own session then I'm done. Okay, so that's it. So whatever money you need now that money can get to a point that you earn money to now reinvest and earn money to now reinvest. So no matter if we have 1 million and you have a strategy that you need 100 million to power and that 1 million can get 10 million that 10 million is just like to increase your timeline but the challenge people do making businesses that I just want to feel you go and borrow 100 million because your business needs 100 million NOW BUT YOUR CAPACITY TO RUN THE business cannot handle 100 million investment because for you to put 100 million investment there are risk factors that you SHOULD HAVE OVERCOME OVER THE OVER THE years that you lose in style little little but you see you didn't learn that way you lose big just like when you are betting big you don't understand how to use it so even when your business you know that if you put 100 million now you make 1 billion do you have the business experience and capacity that you need that can back that 100 million investment okay you want to make 100 billion you need 10 billion but you're just coming into business but you have 1 billion you now want to go and borrow 9 billion now you got you're going to die because you don't have the rigorous you you've not fired someone before.

[00:09:15]So you don't have the emotional strength to confront who's making YOU DIE.

[00:09:23]SO you learn that as you're growing gradually because somebody will make you die when you invest 10 million. So you're failing a little because that person failure is little. But if you somebody will make you fail when you've put in 100 billion man that person's error alone that made you lose 1 million when you are 10 million then you you borrowed 100 billion that person made you lose 10 billion and is capacity and knowledge that you lack that time. So these are challenges in business. So beyond the investment you need for business think about your intellectual capital. Can you back your emotional capital? Can you back your risk capital? Can you back your stakeholder? CAN YOU BACK the kind of investment you're looking for? So beyond money, capacity to lead is also one of the reasons why people fail in business.

[00:10:11]That's why you can invest a lot in business and in two years you are down because it's not money. It's capacity.

[00:10:18]That's why people that that grew when they lose money they bounce back more than people that they took to the ladder when they lose money you don't know how to climb up again. So you need to understand the power of those things in business. But that's not where I'm going to jump because I'm going to do a lot again. We don't have too much more time.

[00:10:37]Now, I believe in execution a lot. I say a lot about it, but I won't be able to go deep into it. What does execution mean?

[00:10:48]I teach this.

[00:10:52]I'm trying to see how I'm going to compress all I have to say in 30 minutes. You know what's essential to you.

[00:10:59]So you have a goal. You want to be industry leader. You have a culture that you've designed that your people must live in. You have a goal, everybody's goal by the day. Interestingly, do you know running execution is not easy. You must wake up to know what each team member must achieve that day. If you don't know, they will achieve what they feel like achieving because you yourself don't know what you must deliver. And that's why one of the things that make Nigerian businesses fail is presentism.

[00:11:32]So when we see people at work, we believe they are working because the entrepreneur does not even know how to track work.

[00:11:40]So when they not work, they not at work is when you are angry.

[00:11:45]But you're not angry about when they are at work and they're not working because you don't even know what work is.

[00:11:51]So people know that when they show up at your work, they can do a lot while they your work. So they make your work the startup office for a bigger business.

[00:12:07]So your company become a of course you are paying for the rent, you are paying for the energy, you are paying for the internet, you are paying for the infrastructure but your staff is starting multiple business under your watch and is not delivering on your business area. In fact, so many entrepreneurs here that's how you started to you was you were cheating on your employers too when you were there. No, no, I'm telling you a lot of people cheated while they at work too. So they were they were using the all the infrastructure of the employer. So how do you kill that in your business? You need to kill it because you you CANNOT GROW THAT WAY.

[00:12:58]BUT PEOPLE SPEND time at work. You don't even know what they meant to deliver.

[00:13:02]You know, we had a conference a while ago and somebody said she's a she saw that clothes were not being delivered, but every time my terrorists are working.

[00:13:15]Then she realized that they were taking jobs because she would look at the camera. Oh, they're working. So, they're working. But what you don't know how many days it take it to take them or hours it will take them to finish this particular cutting and all and you know already that if this guy does not deliver by timeline of what you know he SHOULD HAVE DELIVERED ONE today but they know you don't know so what happens is THEY WERE THEY DELIVER a lot of clothes to other people outside and they were building big businesses they didn't made that fail in Lagos and that's what happens in businesses here and it's lack of execution. Okay, execution is very essential.

[00:13:59]So no single move will get you to be a leader. I mentioned that earlier and I said you need to start. Okay, you need to start the journey of leadership. If no matter where you are, you might be saying, "Oh, I'm s at the bottom." You need to start the journey. It's a journey. Okay? A lot of us will live more in the long term, but we don't plan for the long term. is a journey of leadership. It's not a one day issue. So you need to start you know make decisions. You you cannot have 100% clarity. No entrepreneur will tell you when people tell you design your business plan make sure it's fortified is a lie.

[00:14:37]You going to pivot things will change the things the regulatory issues will change the market will change. SO YOU CANNOT BE FULLY READY BECAUSE AS YOU'RE TRYING TO BE READY, THE INDICATORS ARE CHANGING. SO NO ENTREPRENEUR will be 100% ready. So the little clarity you have, you jump into leadership, enter the market, test the idea and launch the initiative. Then I said here, okay, you need to avoid analysis paralysis over analyzing whatever you have just into you just get better every day. See, you're going towards leadership. You know, he started by jumping alone. They ask why you got one more person after 3 months. Then make sure the person you you getting is actually jumping because you get someone that is just holding you BACK AGAIN.

[00:15:22]THAT'S THE PROBLEM. So most times you got a lot of people through emotions.

[00:15:25]Then you think you are taking a lead but you're not take you have 10 staff but you just pick so many friends around you. So you are still only the one jumping but they all pulling you back.

[00:15:34]So make sure you're hiring to jump so that you're not hiring people that are dragging you back when you want to jump.

[00:15:41]execution. Turn plans into visible action.

[00:15:47]Send the mail.

[00:15:51]If you tell a talent, send the mail, you've made him fail.

[00:16:00]Okay. So, how do you send the what do you expect that person to do? You're not clear enough.

[00:16:05]send the mail and make sure he gets to the customer by 8:00 a.m.

[00:16:12]If we say send the mail, that person will say sorry by 5:00 p.m.

[00:16:19]because you said send the mail.

[00:16:22]But send the mail by 8:00 a.m. AND LOG THAT YOU SENT MAIL DONE IN A TRACKER by 8:10.

[00:16:33]Now that's execution.

[00:16:35]Don't say send the mail. Send the mail by 8:00 and log in a tracker that the mail have been sent by 8:10.

[00:16:45]K. Make sure when it's not logged by 8:10, SEND A QUERY OUT TO WHEN IT'S NOT LOG by 8:10.

[00:16:54]You don't need to ask questions again.

[00:16:57]That question will make you fail.

[00:17:01]Send the mail. Sorry, I'm sharing experience with you. Send the mail by 8:00. Log it in by 8:10. P. When the mails are not sent by 8:10, send query.

[00:17:15]Can you see that? That looks like war.

[00:17:20]But if you say send the mail, AA forgot because have MOVED ON TO SOMETHING ELSE.

[00:17:30]TWO WEEKS LATER is when you realize that I don't Hello. Did you send me? Ah, okay. I'm sorry.

[00:17:37]Then you're losing business. You're losing momentum. You now lose TWO WEEKS AND START THAT THING AGAIN. DOES I SEE WHY? BECAUSE YOU START IT BY being angry. You know, we come IN ANGRY.

[00:17:51]BUT I TOLD YOU TO TELL THEM BUT YOU. So the question is this. The person say sorry but he didn't return your salary.

[00:18:00]Hello sorry I will change.

[00:18:04]Give me my salary because that sorry is a lie.

[00:18:12]Because the sorry is I've cheated you in two weeks. Can you can you take back the money? I will change. That's when you can be sure that that person will change. But in the market we live is a song that our work ethics is bad in this part of the world. We even sing that it is small job big money we will do. We even think that we will earn from where we didn't sow. SO WE HAVE FAR ONE NIGHT MINDSET at work already.

[00:18:42]I was called to come and charge coppers.

[00:18:46]So they were finishing. So they called me to come and give them a word. So before he got to my turn, somebody started praying for them AND SAID YOU ARE GOING TO THE world but you go to FAVOR MARKET YOU WON'T GO TO the labor MARKET AND THE PRAYER WAS to I was too high then I got the mic and I faced the pray prayer. No. Is it prey or the prayer?

[00:19:19]Preor is one praying for the prey.

[00:19:23]Then I said, "Sorry, you missed something." And that's a bad prayer. So I can be very blunt when I'm talking to that's a blank. People are looking at me. I SAID, "WHY DO YOU SET THEM UP FOR TO BE ROBBERS?"

[00:19:36]What you should tell them is as you're going, your labor will be rewarded WITH FAVOR.

[00:19:43]BUT YOU SHOULD NOT TELL THEM THEY WILL GO AND STEAL.

[00:19:47]And they WERE SAYING AMEN. THAT PERSON IS PROPHESYING NONSENSE IN YOUR LIFE.

[00:19:51]YOU MUST WHAT? Your labor WILL BE FAVORED. NOT THAT YOU won't labor. You now go to favor market. WHICH MARKET IS THAT? THAT'S 419.

[00:20:05]So that kind of prayer is a bad prayer.

[00:20:07]So people were saying more amen to my to their own more than my own.

[00:20:11]When I said let me now repay. I said you now go to your labor will favor. Amen.

[00:20:16]SAME SAME THE WAY you were saying it.

[00:20:18]YOU WERE SAYING IT SOMEHOW BEFORE. WHY ARE YOU NOT PRAYING that way anymore?

[00:20:23]So our work ethic is ruptured.

[00:20:26]So you should know what you are dealing with especially with the workforce in Nigeria. The love we're dealing with already. So can you see how you should execute differently that you've been the one making your company fail because of how you installing execution in people's work is hidden. I'm I'm summarizing about 10 SL I'm crashing it.

[00:20:48]People's work is hidden. It's not in the public. People can hide as though they're working. You need to bring them on a dashboard.

[00:20:57]Let every walk speak VIA A DASHBOARD.

[00:21:01]LET'S THE person adding adding value BE ON THE DASHBOARD. GET A DASHBOARD EXPOSURE and engagement manager. Someone that will call everybody's name not you and say you ARE NOT WORKING.

[00:21:15]YOU ARE NOT WORKING. If you cannot track, you cannot lead a business to the top because you have a lot of waste on your team and you think you have a lot of staff. The reason your business is stuck isn't strategy. It's you and your team. Now, imagine what happens when you grow and your team grows with you. Check out some of our programs. They're contentrich and deeply experiential.

[00:22:08]see at seed academy we help founders managers and sales team to lead manage sell and succeed let's build the team that builds the business talk to us day.

[00:22:32]>> See the academy your growth partner.

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[00:23:12]See the academy your growth partner.

[00:23:17]>> I had someone one time many years ago.

[00:23:20]So I traveled out of the country for two weeks. Soon I said can you develop slides before I come back. Okay. So I traveled. Guess what that person developed about 20 slides after before two weeks I came back. I came back TO SAID SO WHERE ARE THE SLIDES? I SAID, "I've done." I said, "20 stud." I said, "In two weeks."

[00:23:44]Then I said, that was 8:00 a.m. in the morning.

[00:23:48]I said, "Meet me in the boardroom by 4."

[00:23:53]So, I went out.

[00:23:55]This person did 100 slides between 8 and 4.

[00:24:04]By four she had 120 slides waiting for me.

[00:24:11]But in two weeks she had 20 slides waiting for me.

[00:24:18]Do you think that person is the person that is bad? No.

[00:24:23]I'm the one that lacked the execution capacity to make sure that person delivers. But what we do is to shout at the people.

[00:24:33]But he said, "But you should know. YOU SHOULD HAVE COMMON SENSE. You should know. You should know. YOU SHOULD HAVE WOMAN FEELING. YOU SHOULD HAVE WOMAN FEELING." SOME NOT NOW TURN to preaching. If you don't do what you do, you you'll get back in the future. You get back. I didn't do that to my organ to me. What are you talking about?

[00:24:54]Don't worry.

[00:24:56]That prayer just got answered through you. They've eaten from when it didn't.

[00:24:59]So it's A PRAYER. SO GOD IS ANSWERING YOUR PRAYER to you. You're not saying it's already had your prayer already. So what do you have done? So so when she came by 4:00 for the meeting, she say I have done 120. I have 120 now. I said okay sign that the next two weeks is 100 slice per day and every day come and meet me in the office.

[00:25:26]This girl will be coming to you every day to show the quality of 100 have been done. If he has not done 100 and you approve THE PERSON TO GO HOME, HELLO SEND chemquy for add allowing her to go home after 100.

[00:25:46]So I moved on.

[00:25:49]A lot is happening. Why I'm not there?

[00:25:50]So so I don't have to micromanage.

[00:25:54]They're dealing with their trouble themselves.

[00:25:59]So Kimmy was now started complaining.

[00:26:05]Then when I she was complaining. So I said, "Let us have a meeting." I said, "You've not told me the plan on how you repay my 1,800 slides. You owe me what? For two weeks, I have you are owing me 1,800 slides.

[00:26:22]since you have the capacity to deliver 100.

[00:26:29]But I'm not asking you to even pay me back my 1,800 slide I should have gotten in two weeks.

[00:26:36]So I'm fair because you waited two weeks because of my lack of execution system.

[00:26:43]I don't know how to execute.

[00:26:45]Sorry. If you don't know how to do this, your business cannot grow because you have so many things you will say in the boardroom that every time you come back to it again.

[00:26:57]You agree on something, you realize that you're the only one saying it. Nobody is joining you. People agree verbally and people agree. And in Nigeria, we are not people don't talk in meetings. So you you have meeting but you're not having discussion. You are the only one talking during the meeting and they look as if they are lining is a lie. They will do what they want after the meeting.

[00:27:19]Am I you guys are looking at me? So this meeting is a lie. So most TIME WE SAY LET'S GATHER LET'S HAVE MEETING. YOU JUST WANT TO USE A PLAY a time to rant.

[00:27:28]Run. Nothing will happen. Nothing happens through ranting. You execute.

[00:27:33]You exe. And you know something because most leaders driving businesses don't have this skill. I'm saying is a weakness also that if you r if you do it like two days you stop doing it because you two you are unlearning the old ways but the old ways that you've been ranting the new ways that you must analyze and you have structured execution so you two you are struggling as a leader it's not easy what I'm telling you deploying it and changing the way you lead your team so you start today and after 3 days you are tired too because you two are unlearning the old ways. After two weeks, you now START AGAIN. DOES THAT HAPPEN? Because there's no consistency in what you're doing.

[00:28:22]So people will know that you are shouting. Very soon you will stop and you you just just let us watch for a while. A guy is angry now.

[00:28:30]So very soon you just pop champagne in the office again because when you are when in Nigeria what people do when you're asking for deliverable is to show that they are sad and sometimes they will not be happy in the office again because you are demanding for what should be done. So because you are emotional and you want them to start laughing again, you now downplay what you want to do. So they go back to the old ways. And the old ways is that you will be failing.

[00:29:08]And when and don't forget they easily pivot when you are failing. If you're not doing well, you cannot pay them more. And if YOU CANNOT PAY THEM MORE, they will go somewhere they can pay them more.

[00:29:18]And the same staff that not doing well in your organization will do well somewhere else that has the right structure because there the structure is designed already. So most times it's not about the staff that ARE BAD.

[00:29:33]IT'S ABOUT the leaders that are very weak in how to execute structures, systems and make sure things work.

[00:29:44]Okay? and make sure you promise me that you execute does not execute. Hello, we will change is a lie.

[00:29:52]So after the meeting, sir, we will change. That's a lie.

[00:29:56]Hello.

[00:29:59]How many of us stop at this at the feet of will change is a lie. If you don't script execution out, it doesn't work. So learn. If you're not learning, you are just repeating effort. SO LOOK AT THIS.

[00:30:15]MEASURE what worked and what didn't. At every point in time, check your leadership. What worked last month.

[00:30:23]What? And I don't recommend NPR is too long. Hello. Don't do NPR. Everybody that do NPR, monthly performance review is too long for your company. You only have 12 of that kind of months in a year. So why do you want to waste? Every week matters to your business development and growth. So DPR is better daily performance review and the only way you can do DPR is by installing trackers. You cannot do it by meetings. HELLO BECAUSE IT'S IT'S TASKING. HAVING TO MEET STAFF EVERY DAY uh is tasking. So, make sure there's a dashboard before the meeting. Make sure what they did yesterday is traceable. And make sure there's a data manager that is saying that data they have is true because they can show dashboard that not real.

[00:31:32]Sorry. THEY MIGHT LOG DATA that they're not real. So you need a data manager responsible for the quality of the data.

[00:31:40]They're going TO DASHBOARD. SO ALL YOU do is to just look at the dashboard in the morning and you can see the gaps.

[00:31:48]So you are not if you ask anybody in a meeting how what did you do yesterday?

[00:31:55]You're a bad leader.

[00:31:58]Hello.

[00:32:00]Why are you asking your team what did they do yesterday? You should have seen it.

[00:32:06]You should say yesterday you were ABLE TO CHECK ABC. WHY? THAT'S THE MEETING.

[00:32:11]IF YOU CANNOT HAVE THAT KIND OF MEETING, it means YOU NEED TO GO BACK TO YOUR company and redesign execution.

[00:32:19]KNOW HOW TO TRACK PEOPLE'S WORK INTO DASHBOARD IS a skill. It might take you weeks to be able to break down how you can do that. Then what you now do is that because those meetings are not quality meetings when it's about English, nothing is working. People know what to say to make you look like something is working. AND SOME PEOPLE KNOW HOW TO SPEAK ENGLISH well and they speak lies confidently.

[00:32:44]BUT DATA DOES NOT LIE.

[00:32:48]You can see sorry. When we're in school, have you not seen people that pretend they are reading every day?

[00:32:57]Hello. They carry book to reading room and you think THEY'RE READING AND THAT GUY THEY gisting at the reading and they're coming back every day as if they're reading but when the exam exam will tell us THAT'S DATA WILL TELL US WHO is actually reading.

[00:33:18]Sorry does you see that? So people are sometimes lying. So please build feedback system into what you're doing.

[00:33:27]So um most people are waiting for one big map mentioned that let me move on.

[00:33:32]So I've talked about execution system.

[00:33:34]Please can you see this? I don't have time to break this down for you. It's a very short class. Weekly priorities clear ownership. Have you not seen you corrected something in the company but you didn't let you didn't say you do it?

[00:33:47]That same thing will not be done. Does that happen?

[00:33:52]How can we leave the office this way?

[00:33:54]The office is not looking good. Eh, is it good like this? No. After that meeting you meet that way you you don't say BUT TWO DAYS AGO I TOLD YOU BE ABLE SO it's you is you no clear ownership.

[00:34:15]No ambiguity on who IS ACCOUNTABLE. SO AFTER EVERY MEETING YOU ARE ASSIGNING WHO IS accountable who must deliver it when they must deliver it. WHO MUST CHECK THAT they've delivered it.

[00:34:31]Because as leaders, entrepreneurs, you don't actually have time to be in the details.

[00:34:38]So if you don't have who's doing that, you have a lot of stuff but no productivity.

[00:34:45]Lack of consequence. What kills it? The team is handling it.

[00:34:51]Shared responsibility and lack of consequence. So if you don't have, you know why I said I said consequence? Can you not see that? Every time I say you should do it two weeks, I will say can we send the mail when it doesn't do it.

[00:35:04]You if you don't send the mail, this what will HAPPEN TO YOU. SORRY. CAN YOU SEE I'M INFUSING all of this into my conversation. Meaning that the person that will send the mail that you said if it doesn't send the mail, you are inflicting consequence on that person because all you'll be getting the MEETING IS SORRY SIR, SORRY, SORRY. BUT THAT DOES NOT HELP YOUR business grow.

[00:35:28]Sorry, am I correct?

[00:35:31]So you need to install execution differently to say clear ownership. At some point I got to a point in our business and I know that I cannot be the MD.

[00:35:44]If I'm the MD, I'm going the bank will fail because I must check these things and I'm dreaming and running a lot. I'm creating partnership. So when um because at some point I was the one st I was the one killing the business because I you need to realize that you one killing your business because if you have a lot to do and people will know you have a lot to do so that meeting they know you won't have time for another one till maybe another two weeks your business will fail in that two weeks and look at the losses. Do you do you get what I'M SAYING? SO WHAT ENTREPRENEURS do is that you now run to do other things but no managing director. SO YOUR NAME IS MD CEO but your CEO role is killing your MD role and your MD role is killing your G see GM some MDs are GM MD CEO because you are the GM because the general manager is not managing the managers then the managing director is not coordinating multiple departments and making sure they strategically aligned then so you are CEO so you find so many companies don't have CEO again even though you have it by title because you are the one that managing the managers.

[00:37:04]So now you now say who's the CEO said he's been fired even when you are the one you're not the one you are the one by title but in what you need to do that business does not have a CEO I said this every time most business I've seen an audit I'm working on a company in Lagos now they have MD CEO BUT IN THE LAST two years he's been GM and manager so the role of that person to make sure that company run the person have been demoted so the person is one ASKING THE MANAGERS ALA ALPHA ALPHA. SO THE ROLE OF THE MD nobody was occupying it but in title the person was the one occupying it the role of the CEO nobody was thinking future partnership strategy who's THINKING THE NOBODY SO NOW THAT PERSON IS STOPPING THAT business because doesn't have a MD doesn't have a CEO but he has a GM because these things are not title they're functions so you you need to know when you are stalling and stopping that and step out of the way and let somebody be EMD and let somebody be not about the title.

[00:38:09]It's about we are moving.

[00:38:12]Does that make sense to you?

[00:38:14]Hey, does that make sense to you? I'm not say is it not better for your business to grow and you're not even the MD or CEO and you're the founder. Hello. When you when you're the founder, your investment is there, but when you come back, you've made 20 billion, you've made 50 billion.

[00:38:32]Why is it that that empty must be on your name? is feeding your lack of esteem too.

[00:38:38]Why do you need a title?

[00:38:41]That's why most MDs find it hard to part with a title.

[00:38:47]Does that make sense to you now? Have you ever thought of they won't call you MD again your company or they won't call you CEO again? Think about 10 years time that nobody will know you as the MD or CEO and people have not seen you before because you are the founder and because as a founder you don't have to be in the business. So are you NOT PLANNING TO GRADUATE FROM WHO EVERYBODY knows when you come every day. AH THAT'S THAT'S STILL BAD.

[00:39:18]YOU'RE NOT GROWING the business yet because they are still calling and know you're around.

[00:39:23]I feel that's what everybody that means you need to grow and scale people to a level that you can be a founder that nobody will know your name and you are comfortable when you come in and nobody greets you. You know I came into this um all I came into this all like um 5 minutes to the beginning to 9 and the protocol team were telling me where to sit.

[00:39:53]Does that make sense to you? They're saying, "Sir, don't sit there. Go and sit there. Go because they don't know me."

[00:40:00]Then I was not answering them and they still following me. Don't don't sit there. Don't sit there. Sit there and sit there. So I was moving as if I I didn't see them. But they said what? So but some people will will feel YOU FEEL AH WHY YOU NOT CARRYING MY BAG? I ENTER.

[00:40:17]WHY SHOULD THEY KNOW THAT YOU ARE THE ONE COMING? AND YOU KNOW SEE THAT IT'S GOOD FOR THEM NOT TO KNOW YOU CAME in but you know some people will feel this person IS RUDE. WHY DID YOU FIND OUT that I'm the MD or I'm the CEO but are YOU NOT SEEING IS EXCITING that everything is ready and I came in 5 minutes to the program. Why should I COME IN TWO HOURS TO THE PROGRAM AND OH yeah oh yeah oh yeah oh yeah everybody would know you from beginning that you are the owner but you said man I did a lot of job. No, you did the work of a manager.

[00:40:52]So you need to start scaling that very in now this visible metrics I've talked about this already review current please do daily review weekly review meetings when you do irregular meetings there's a problem talking without decision there's a problem you guys have to find a way of coming for one of our trainings we have three days training three days of this conversation we have four days training managers that manage is four days We start from day one, day two, day three, day four. Now we have slap. But however, there's so much I'm skipping. But don't worry, we're moving.

[00:41:32]Four roles as a performance leader. I said you should set direction. That's for another day. A force discipline, drive accountability, build step. So I meant to teach you how to do each of this.

[00:41:44]Okay? How do you build systems? How do you set direction? How do you enfor discipline? How do you drive accountability?

[00:41:52]What leaders must stop doing? OVER TALKING. UH-UH. YOUR TALK IS TOO MUCH.

[00:41:58]Avoiding hard decisions. Excusing poor performance.

[00:42:04]What leaders must are doing? Measuring everything. Following up on aggressively making what? Fast decisions.

[00:42:12]So don't you see the data and it's showing you're not progressing. Make decision. You must progress. But you're putting investment into what you're doing.

[00:42:22]And guess what? Some of you guys paid for your business through life and blood.

[00:42:28]You deprive yourself of life pleasure and fun.

[00:42:32]Some people if you look at their story when they started even the family have to grow apart a bit and not the father could not see the mother or the mother parent the father could not see the children that sacrifices.

[00:42:46]Hello. There's a lot of sacrifice. But when you are going to Kaduna and you're on the road, YOU COULD HAVE ADD family time, kissing your kids, BUILDING VALUES INTO THEM, STAY MORE BECAUSE YOU KNOW that as an entrepreneur, IF YOU STAY MORE with your children, YOU BUILD PEOPLE THAT ARE STRONG BECAUSE YOU'LL BE MENTOR. You'll be want to mentor them, not the world.

[00:43:12]And you sacrifice a lot and everything is still falling apart and you seeing there's no business there's no future of that business because you're giving too much.

[00:43:28]>> Hello.

[00:43:29]>> My managers can't decide.

[00:43:33]>> Hello. There's no accountability anywhere.

[00:43:38]They don't think like business leaders at all.

[00:43:42]I'm exhausted managing Gronado.

[00:43:48]This my manager, THEY CANNOT TAKE ANY ROAD TO LEADERSHIP. THEY ARE NOT LEADERSHIP READY.

[00:43:57]Why complain when you can fix your managers?

[00:44:02]Managers that manage the intervention that turns managers into owners of results.

[00:44:09]Stop calling us with complaints. Call us to register your managers.

[00:44:17]What if your business succeeds today but disappears tomorrow? That dilemma defines modern leadership. How do you win now without losing next? Join the global senior leadership acceleration program in Doha themed Janna's leadership. Learn to lead in two directions while you win in all directions.

[00:44:45]Janna's leadership. Win today, lead tomorrow.

[00:44:53]>> So culture is very important. Set high standards. No tolerance for mediocrity.

[00:44:59]Relentless improvement. Sorry, I don't like to use the word ruthless because it makes us unhuman.

[00:45:12]I like to use the word rigorous because it brings us to reality.

[00:45:19]So ruthless is this. Ruthless is when I talked I see it has talked to you anyhow.

[00:45:25]I need to show you the score card.

[00:45:28]This is what you are meant to do. This what you did.

[00:45:33]What should we do?

[00:45:39]Person looking at you like this.

[00:45:41]No, no, no, no, no. What is progress?

[00:45:44]What do we do? You need to make you need to decide. If that person don't speak, I join the meeting and tell them person please don't come to work until you you you can respond to me to I I want I I want to support you to close the gap but can you do it at home while you don't answer me don't be another in front of me talk TO ME WE'RE HAVING conversation the conversation is about numbers it's not about how I FEEL THIS IS A DASHBOARD WHAT SHOULD WE DO SOLVE THE PROBLEM HOW DO WE FIX THIS problem in one month.

[00:46:19]Okay sir, I will do it. WHAT WILL YOU DO? TELL ME THAT WILL BE DIFFERENT FROM WHAT YOU'VE DONE.

[00:46:25]THAT is rigorous conversation.

[00:46:29]That is what you must have. NOT RUTHLESS. RUTHLESS IS YOU GUYS ARE NOT WORKING OUT. GET OUT. YOU I WILL STOP YOU. THAT'S RUTHLESS. THAT'S BUT THAT'S NOT WHAT YOU WANT TO CHANGE. WHAT YOU WANT TO CHANGE IS WHAT THEY DO EVERY DAY. SO WHY YOU NOT RIGOROUS?

[00:46:44]RUTHLESSNESS IS SPEAKING TO PEOPLE'S EMOTIONS. RIGOROUS IS SPEAKING TO DATA that your business need to survive. So because so many businesses are not rigorous what the leader does not have data.

[00:46:56]So they go into ruthlessness because of the lack of competence to have rigorous conversation. So the leader's ineffectiveness and incompetence that the leader have been promoted more than level of competence. He was given MD when he was still meant to be janitor.

[00:47:13]THAT IS WHY THAT PERSON lack the skill to have rigorous conversation. So most MDs have ruthless conversation and that's disum that's that's that's that's that shows that you are you are a bad MD but because we are MD nobody correct us nobody is telling us that we are we lack capacity and the MD2 is not going for training does not know that lack capacity because he has a title already you know that's the problem we have in Africa MDs feel they don't need training the way that training is for the eyes and you keep doing the same thing every time.

[00:47:52]Have you heard that quote that doing the same thing again and again and expecting a different result they said is we did this insanity is too you know I that's why I love Euroba Bibles more than English Bible you know Euroban Bible will make you know the essence English will say the fool will see it in his mind there's no God SAY there's a way HE MAKE YOU KNOW THAT YOU KNOW FULL lush that's why we need to have a quot book that will change the code to local language all this touch to quote is not good doesn't make us understand what we need to talk about so industry leadership Leading is scary. It's not easy. I know leading is demanding. I know it's not easy. To be industry leader is demanding. Leading is different. Man, you cry sometime. But not everyone is built FOR IT. SO YOU can leave this CONFERENCE AND KNOW THAT IF YOU CANNOT DO THESE THINGS, you are not built FOR LEADERSHIP. AND IT'S FINE BECAUSE THERE ARE SO MANY average businesses. This conference is designed for people that want to lead WHICH IS NOT IMPORTANT because there still two one there TWO TWO THERE'S THIRD CLASS THERE'S PASS AND THERE'S DISTINCTION BUT ONE PERSON LEAD THE CLASS. SO WE'RE TALKING ABOUT how do you become the one the best among the best. That's what we're talking about which is not a zone for everyone.

[00:49:40]If you want to be in the top 10%, you need to think differently.

[00:49:45]You need to decide boldly. You need to execute relentlessly. Do not stop moving.

[00:49:53]And you don't win by doing more.

[00:49:56]You win by DESIGNING BETTER.

[00:49:59]HOW MANY HOURS do you have to do more?

[00:50:02]Do more. Now, how you do more? YOU DESIGN BETTER. INSTALL systems so you can manage a lot of people better because you ARE GROWING, YOU ARE SCALING. WHEN IT WAS ONE PERSON, it was easier. NOW YOU HAVE 50, YOU HAVE 100, YOU HAVE 500, YOU HAVE 1,000. How do you do that? You can't do more.

[00:50:24]You have to do things differently.

[00:50:27]So, how to position to win? Number one, choose the game you can dominate. He said that already. He said that already.

[00:50:36]He said, "Choose the game you can dominate." He said, "Don't want to be a basketballer when you are very short.

[00:50:44]Understand what you can do."

[00:50:49]I've met so many people thriving in the real estate business and there's a common thing that is happening that I've seen. I want to tell you now.

[00:50:59]I've engaged so many people, billionaires in the real estate business and people that extraordinary were once people on the streets that they were insurance marketers.

[00:51:13]They started from on the road. You know when you know people call insurance marketers in those days people run.

[00:51:23]When you see people that did insurance in those days there was no internet and they survived.

[00:51:31]Ah they don't earn money now until there's commission.

[00:51:36]When you show up at work and you know that there's no salary but you must show up. You see this salary thing is make people destroy in the brain.

[00:51:44]Salary does not make people use their brain.

[00:51:48]I did network marketing. I was sharing with some people here. I did network marketing for several years.

[00:51:54]Forever Living Product.

[00:51:57]When you join Forever Living Product, they bring you in after you buy a combo.

[00:52:02]Meaning that you use money to be an entrepreneur.

[00:52:07]Now, if you want to rent all, you use your money to talk about forever living.

[00:52:14]If you want to do business card, you use your money to do your business card yourself. If you want to do hand bill, you use your money to do the hand bill.

[00:52:22]But Forever Living calls all of us entrepreneurs because you buy everything.

[00:52:30]Now you see me have meetings to save what do you call it to save money for all in different restaurants. So we just buy water on the table. I said meet me.

[00:52:41]So instead of paying for all, I'll just say we're shutting down this place. want one bottle of water at they won't say we should stand up since we bought water and water is cheap so I'll just start having success meeting there then nobody will teach you I will call someone set of people in your church let me come and talk to them you know so I'm in church talking to them I want to save money I'm taking transport everywhere I'm having like over five six presentation per day to be one of the first 10 do you know what it takes my all all my global travel started from forever even sponsorship TO SOUTH AFRICA, SAUSAGES to Las Vegas and almost 95% of people that do that that business failed.

[00:53:25]Only 5% succeed. But do you know what it takes to succeed in a place whereby every month after doing that and you say I did effort but didn't get result then you've lost your money to effort you but they didn't registered. So what you do again is that next month you start again in putting YOUR MONEY INTO THAT THING. BUT YOU SEE WHEN SOMEBODY DOES ALL they do all the things for you, you don't think they pay you salary, you don't think they give business card, you don't think they give you everything you need to do.

[00:53:56]They give you the office, you don't think.

[00:53:59]Even when you don't achieve, you get money, you don't think. How would they make you think? No pain, no gain.

[00:54:07]And that's why people don't like commission job in Nigeria.

[00:54:11]I was having an interview with someone in sales. I said, "Your goal is to achieve 10 10 sales every month.

[00:54:21]We'll pay you 10 million if you achieve 10 sales every month.

[00:54:29]Do you want us to pay you 1 million for every one you achieve?

[00:54:35]Or you want us to pay you 10 million ahead and we give you a target?" they must achieve 10 10 every month. He said I prefer 10 million ahead and give me a target of 10 every month and I will do it. If truly you know you will do it.

[00:54:54]Why are you not saying 1 million for everything I do? So in that meeting that person already know that he's lying to you and you two said ah we we WERE VERY CLEAR. BUT YOU'RE NOT CLEAR. WHY if truly that person WANT TO SELL THAT PERSON will take one one for every 1 million that person know that when he has cashed the 10 million you will not start shouting he knows that the money has enter HAND ALREADY SO JUST be shouting that's why those guys in insurance are doing well I know I met a lady too he know she knows you she sold insurance to everybody I've ever seen now they're doing well in they did insurance. They did 10 years insurance. They didn't do 6 months insurance. So please, anybody you see 3 months insurance experience and they left for customer service, they're liars.

[00:55:44]Hello. He said, "Have you done?" Yeah, I've done insurance too. How many months? 3 months. He said, "But now I can come back." What are you coming back to do? Go back to where you went to so they know you're lying. So winning starts with exclusion. Do what is new.

[00:55:57]Now own a sharp promise. Don't say we are good. WE DELIVER QUALITY. BE BOLD.

[00:56:03]IF YOU KNOW WHAT YOU ARE DOING, come if you don't call yourself a name, nobody will call you. People call you what you want to call yourself. So what have you named yourself in the market? Have you not seen people SAY NUMBER ONE COMPARE IN NIGERIA?

[00:56:20]Now after you heard it 50 times, I say this guy number one compare in Nigeria, number one compare in Nigeria. Very soon start believing that he's number one company. if truly is comparing well because you cannot be declaring that you're number one company in Nigeria you're not comparing anything well people think you're a liar so you need to speak about what you do now create visible proof let them see that what you're doing is true clients are having great experience let them see a client just bought a gland let them see you know you've just served people it was seamless take that client to a journey and let people see that this is what they bought those things you need to do with media is very important. You know when I was looking for something I stumbled at this I was even doubting then I did it then man it was so seamless now I did it the first time I spanked it they didn't leave me till the end those things are important social proof you need you need social proof so you're not the only one talking about you that's very essential build structural advantage look at your system I've done a lot about delivery model your speed partnership build structural advantage look at what he did he said He had to partner with different people also doing popcorn structural advantage.

[00:57:36]So he said I hit from everybody's profit structural advantage those people structural advantage. That's what they've done. THEY'RE BIG BOYS NOW.

[00:57:43]STRUCTURAL ADVANTAGE. SO YOU KNOW YOU NEED STRUCTURAL advantage to make it.

[00:57:48]You cannot make it. You see how much can you do?

[00:57:53]You need to make 1,000 from one million people than trying to make 1 million from one person.

[00:58:04]So, how do you make the beats? How do you make the beats? How do you make your industry grow? Why everybody? But at the back at the back pushing it, you do more. Everybody is betting their industry on you.

[00:58:20]So 50 computers came because you are supplying them popcorn. They now compete against your popcorn but you're not selling them the the pop the the maze or so now you are creating a fake competition because you're eating one one you can sleep more you sleep more because you're not making from one person to have structural advantage. Okay, very important. Now, um fifth one, control perception intentionally.

[00:58:52]Perception matters. Okay. Lagbaja perception. Um who else can you mention online? They have great perception.

[00:59:02]There's a guy that said he's a kangaroo now that when he's human, it was human being was not making money. There's now kangaroo. So, he behaving like kangaroo every time. So you know is it kangaroo or is it baboon or or gorilla you know Mr. Gorilla you heard what he said in interview he said when he was there that people are saying he should not be gorilla should not be gorilla there okay when he was human being that people know him as human being that people were not calling him anywhere but now >> you know him it's not Mr. gorilla he said ah he cannot talk to human being again oh that gorilla is working that human beings oh it's created a perception that he's a gorilla and now that's why you know him so when I said Mr. gorilla. Now you know who I'm talking about. Create perception. Now who you associate with matters.

[00:59:50]Go to where good people are and shake them and take picture and shake them.

[00:59:54]Let stop putting food alone on your on your on your platform.

[00:59:59]Some people put food and when they eating network make sure you have associations with good people. Okay. What what you refuse?

[01:00:09]Execute return. I've talked about this.

[01:00:11]deliver constantly. Close the gap fast.

[01:00:12]Build reputation for what?

[01:00:16]Hello. Build reputation for result. Let me give you a kiss as a round up now.

[01:00:21]Now, one of the branches of Zeni Bank many years ago, this about almost 18 20 years ago on Adosu.

[01:00:28]They opened this branch, one of the annex, and the annex was all doing well.

[01:00:33]And they've been firing managers. No, they they moved them rather. they move them to another branch but the branch was not doing well they bring another another manager and it was doing well so they brought this my friend that's I got to meet her and that same branch with the same people that she met became an A+ branch so I met her like seven years on A++ street so I was engaging her how did you do it a branch that Everybody are about to write off. THEY NOW BROUGHT YOU as a last resort.

[01:01:13]And then she turned it around with the same people.

[01:01:19]One day I was in her office and there was CNN.

[01:01:24]So I didn't know we're talking. I didn't know I high was still on CNN. They now advertise a new company coming to Nigeria.

[01:01:34]That lady ran away from my m and went to the marketing hall. He said did you see that you guys? Nobody saw it.

[01:01:42]He said what were you looking at?

[01:01:45]He said look AT THAT. HE SAID NOW GO AND LOOK FOR THAT COVERING AND GET BY TOMORROW SOMEBODY HAVE BROKEN THE PLACE.

[01:01:56]Hey that's ruthless execution.

[01:02:02]Okay, okay, okay, ma'am. Okay, ma'am.

[01:02:04]Okay, ma'am. PEOPLE STARTED GOING TO FIND IT AND BROKE IT AND BROUGHT IT.

[01:02:09]Check King of Boys.

[01:02:13]You know what King of Boys is? You know that movie? Ruthless execution. If you're not that way, you will not achieve great business.

[01:02:22]One day, she now traveled. Then I came to the office. I saw the head of marketing laughing in the oil.

[01:02:31]So now said where is um I won't show her name now. Where is um No, SHE'S ON LEAVE.

[01:02:38]Can you see that? They said I these are the PEOPLE THAT KILLED OTHER MANAGERS.

[01:02:48]They are happy to start being destroyers again. That's how to execute. Nobody's asking them again. That means my friend to lack skills.

[01:02:59]Why is it that when she disappeared, things started failing?

[01:03:02]It's also lack of competence.

[01:03:05]Because there's a way you install something that the system will always spit bad people out without you. Your company should stop being you spitting people out. Let the system spit bad people out.

[01:03:20]WHEN IT'S ABOUT YOU TELLING PEOPLE THAT IS BAD, then your management is also bad because your system is tolerating mediocre and they can abore and stay there as long as you CANNOT SEE THEM.

[01:03:33]HOW many things can you see? Let the system be the one correcting people, not you correcting people. Stop that correct. And if you need interventions, you need to come for our guidance.

[01:03:46]Some as I'm talking, you're confused.

[01:03:48]How how will you do this?

[01:03:50]Because sometimes we stumbled into entrepreneurship without building the skills that can help powers. Then we scaled very fast and we had people too soon and things started working. Money started coming and there's a time you get to that you know that money cannot take you to the future anymore. You know you have to do things differently if you want to be profitable.

[01:04:09]So thank you.

[01:04:16]See the academy your growth partner.