“True, that the outbreak of the Covid 19 virus has created a global reaction, which some say were too slow in some countries. Be that as it may, we are now in a place where small businesses have to be more innovative than ever if they stand any chance at surviving this. Not just physically and mentally but economically.

When #Covid19 became real for me, I sat down and started to read. I read for hours just about anything I could find that was authored by a medical professional or appeared in some credible publication. Once I felt I (as a layperson) understood the virus better and almost became “friendly” with it. It dawned on me that it is just a matter of time before it meets me, my family or anyone in my inner circle. So, I need to plan with that in mind.”

I want to dedicate this to every entrepreneur that has experienced a toxic degree of dishonesty or let’s call it what it is – fraud, in their business.

Most entrepreneurs either decide to downplay their experiences of fraud or to hide it. For this reason, we will never really know how many entrepreneurs have shared this painful experience, and therefore robust solutions may be lost.

As much as business is about useful products or services or even, systems and processes, it is more about people. At the end of the day, business is all about relationships. Your ability to build and sustain relationships well is directly correlated to ultimate success.

Naturally, the most important relationships to build as a priority are client relationships. It is essential to listen to clients when they are unhappy as much as it is to appreciate praise. Not only does constructive criticism enable us to grow and learn, but it means that the client cared enough to tell you so that you can fix it, and that in itself is excellent!

In my view, expectations are where misalignment often happens. Whether it be in a business transaction, with our children, a relationship (whether romantic or not) or even in a partnership.

In no small degree as humans, we are driven by expectations that are fuelled by projections. The funny thing is, no matter how logical we are, very little of this is informed by fact. We allow ourselves to go on an “expectation rollercoasters”, and before we know it, we are disappointed. The minute we are disappointed, invariably we are well on the way to a definite outcome.

In small businesses it is often a reality that shareholders and directors are the same people. We are taught that the company is a separate entity, but that the people influence the culture. Ultimately the entity serves people, who thus have a vested interest in its success.

This is all fine and well theoretically, but when the roles are not vested in separate people, these conflicts may result in failure. So, what to do if this is your reality?!

My advice would be this – I have learnt a simple rule. Segment the roles in your mind.
Critically think which functions and decisions all in which role. In other words, is it an operational issue ? Then it is a decision for a director forum. If it is an investment question – then it is about shareholding and falls there.

That leads me to what twenty plenty means to me …. It will be a year of absolute clarity, where all the lessons learnt will be applied towards the creation and building of structures and mechanisms that positively impact and change the lives of others.