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Top Billing: Basetsana Kumalo

A media specialist with interests in mining and property, and a former Miss South Africa to boot, Basetsana Kumalo is a woman of considerable business acumen. She spoke for the first time about her business journey to Entrepreneur.

Andrew Honey



Basetsana Kumalo of Top Billing

Known to most South Africans as Bassie from the television magazine show, Top Billing, Basetsana Kumalo is far more than just a beautiful face. Behind the former Miss South Africa title lies a business brain that has built a personal brand of extraordinary value in a very short space of time. Using her title as a platform to launch herself into the business world, she is an example of someone who can identify an opportunity and pursue it.

At the age of 20 and with very little business experience, Bassie negotiated the first external contract to be awarded by the SABC to an all-female production company when Tswelopele Productions, of which she is a 50% partner, took on the job of producing Top Billing.

Since then, she has opened a publishing division in the company and launched the very successful Top Billing Magazine, started her own make-up, clothing and sunglasses range, and amassed business interests in mining and property.

It has been a steep and steady learning curve that has been driven by a combination of a hunger for success, a grounded personality and an ability to keep her eye on the ball at all times.

Entrepreneur: What influence did Miss SA have on your business career?

BK: Having that platform opened up so many doors of opportunity. I understood that it was just a 12-month reign and that it was important to use it positively to achieve my short-, medium- and long-term goals. From a business point of view, it meant people returned my calls, simply because I was Miss SA, even if they didn’t know what I had to offer in business.

It was through Miss SA that I met my current business partner, Patience Stevens, who was producing Top Billing for SABC at that time. I did a promo and she was impressed by the fact that I managed it in one take, so she invited me to be on Top Billing.

E: Did it teach you any particular business principles?

BK: It taught me that you always need to look for opportunities and make the most of them, and not to doubt my ability. It taught me a bit of chutzpah (it takes courage to strut your stuff on a platform in a bikini, in front of people you don’t know!) and that has served me well in business.

E: During your reign you were awarded an honorary scholarship by Madiba to study overseas. Did you take up this opportunity?

BK: Not yet, but I will! It’s a scholarship to Georgetown University where Bill Clinton studied, and is open for me to take it up when I want to. I have a love for politics and believe I will end up in that arena in some or other way in the future, so I think that I will probably study politics there.

The reason I haven’t done it yet is that I have been building the business for the last 12 years, and I need to focus on creating a succession plan and grooming someone to take my place when I step back a bit.

E: How easily did you slot into the role of TV presenting?

BK: Even though I never taught in a school, I think my training as a teacher helped a lot. Also, I don’t think it takes brain surgery to read a script so it wasn’t all that difficult, and you either sink or swim. I still get butterflies, but I have managed to teach them to fly in unison.

E: Did you receive any training?

BK: I did some elocution lessons when I started on Top Billing, but my mom was really my coach. I am a very fast speaker and she always used to say to me, “I didn’t hear a thing you said! Which train are you trying to catch?” Again, the Miss SA pageant obviously prepared me in some way.

E: How did the title Revlon face of Sub-Saharan Africa assist you in ‘building your own brand’?

BK: It was a key element in building the Bassie brand and was critical to where I am today because of the stature of Revlon as an international company. Brands are not necessarily born – sometimes they are made, and that was the case with the Bassie brand. Revlon definitely helped create it.

E: You have very successfully built a business around the Bassie brand. Was it something you had conceptualised at the outset?

BK: No, it has evolved over time. I have an appetite and enthusiasm for going into new terrain and have been involved in beauty, fashion, mining, property and media. These all create publicity, and the publicity builds the brand.

E: What are the keys to building a successful personal brand?

BK: When you wake up each morning, you have to think of yourself as a brand and act accordingly. How well you do that will define the brand’s success. If you live the brand well, people start to believe in it and buy into it. Over the years, people have shown great confidence in the Bassie brand and that’s been really humbling.

E: How did Tswelopele Productions come about?

BK: Top Billing is Patience Stevens’s brainchild. She took it to SABC, they liked the concept and offered to take it on and pay her a salary. After three months or so of presenting on Top Billing, I thought, “There’s got to be more to television than just reading someone else’s script.”

I also thought there was something wrong with the idea that Patience had a concept but someone else was making the money. So I spoke to Zwelake Sisulu, who was CEO at the time, and over six months, negotiated that they give us the contract as independent producers.

I was 20 going on 21 and I didn’t have any of the right business speak, but all I knew was that the picture looked wrong. Patience and I each have a 50% shareholding in the company.

E: How did you finance it?

BK: I borrowed money from my parents and we found money wherever we could. I had also won some cash prizes and appearance money from Miss SA and I put that into the business. I remember the bank asking for collateral, which was a big word for a 21-year-old!

E: What were the early challenges you faced and how did you overcome them?

BK: Being a Miss SA had pros and cons and one of the challenges was overcoming people’s perceptions that I was nothing more than a beauty queen and had nothing to offer. I realised that I could either allow people’s perceptions about what a Miss SA can and cannot do to determine my destiny, or I could use the opportunity to show that I had something real to offer.

I worked really hard to prove myself and made sure that everything I did was done to the highest standard of excellence. My attitude was that, although I knew that I didn’t know much, I was willing to learn, so over time I did business courses and learnt from others in business.

E: Is there anybody in particular whom you have looked up to from a business point of view?

BK: Definitely my parents. My mother was a teacher and my father was a bus driver, but they were so enterprising and did a number of things to make extra money. They ran a small construction company, my mother and sister made and sold curtains at the end of every month in Lesotho, and as children, we were expected to play a role in making extra money.

I sold sweets to friends at school, and we would sell sandwiches and ice cream at soccer matches on weekends. So from a very early age I understood what business was about and I knew how to work with money. All the basic business principles I learned from watching my parents.

E: What difficulties did the company face with the demise of Union Alliance Media (the now-defunct listed company that had owned shares in Tswelopele Productions before going bankrupt)?

BK: We paid our school fees! The initial UAM deal afforded us the opportunity to play in the stock market. It augured well in the beginning and gave us an increased profile. I think its going under was a blessing in disguise, though.

It gave control of our company back to us. We had got ourselves into a situation where we were being controlled by people who didn’t understand our business but were telling us how to run it. In the end, the whole thing worked to our advantage.

E: What did the experience teach you?

BK: That sometimes it is better to run a small outfit and have control over it rather than be swallowed into a large conglomerate, where people don’t really understand what you do and are only interested in the bottom line. It taught me to think long and hard before selling off.

E: What has helped the company grow?

BK: In the first year we made a loss and only made R63 000 profit the next year. But every time we made some money, we put it back into the business to buy more facilities and upgrade our systems. Patience and I also have a great partnership.

I call her the Spielberg of television – she takes what I do and turns it into good television. She’s more technically orientated and I am more on the marketing, HR and contractual side of things. So we complement each other’s skills. We also have the same value system, we understand each other and we’re passionate about the same things.

E: You have built a number of different sub-companies. How are these businesses going?

BK: They’re going from strength to strength. We produced Pasella and have just finished producing Our Beautiful Country. We have also just been awarded a contract to do another magazine show. We’ve gone into corporate videos and that’s doing fantastically well, and we are doing below-the-line commercials.

As you know, we opened up a publishing arm which now produces Top Billing Magazine. I took a proposal for that to the IDC and they funded it because they believe in the strength of the brand.

E: What kind of infrastructure have you developed to manage all the different products?

BK: I have a great team and have surrounded myself with some of the best brains in the business. Leanne, my PA, keeps me sane and I have a wonderful husband and family support system. I am surrounded by good people and good energy.

Your six keys to success in business: 1. Dare to dream

2. Take risks

3. You have to be street-smart and have suss, which no one can teach you

4. Don’t take “no” for an answer

5. Surround yourself with the best brains in the business

6. Go with your gut feel

E: With so many projects on the go, how do you manage your time?

BK: My biggest gripe is that there are not enough hours in the day. I prioritise things according to their level of urgency and plan at the beginning of the year, so I have diarised all the important meetings and events well in advance. I have cut down on the international travel as well and I lean on people to help me.

E: As sales is critical to the business, what sales strategies do you have in place?

BK: Publishing has been one of the most difficult and challenging businesses I have ever embarked on. At my last count, there are over 572 titles so you need to have a unique product offering. Initially, advertisers have a ‘wait-and-see’ approach, so I had to hussle and push, making use of all the contacts I had built up.

Consumers are very sophisticated and the product must speak for itself, so our strategy is to back our sales pitch with an excellent product. I try to impress upon the team that we are only as good as our last performance and when we have a bad issue, I tell them. Nothing goes to print without me seeing it first.

E: Entrepreneurship is about innovation and succeeding against the odds. where have you been the most innovative?

BK: In the area of media. I have extrapolated many facets of it, from presenting to producing to publishing, writing – the scope is so wide and I have tried to become a media specialist.

E: Has innovation ever caused failure and how did you overcome it?

BK: My husband and I were invited to buy into a Spar in Bryanston and we invested in it, but it was bleeding from day one. The numbers looked good, but we ended up having to go to court and pay huge amounts of money. I learned a very hard lesson about knowing when to cut your losses and walk away. Also, signing surety is a bad thing! I did it three times, when I was 20 and young and naïve, and I won’t do it again.

What Bassie sees as the key aspects of developing a personal brand

The birth of a brand is achieved with publicity, not advertising.

Once born, a brand needs advertising to stay healthy.

A brand should strive to own a word in the mind of the consumer.

The crucial ingredient in the success of any brand is its claim to authenticity.

In the long run, a brand is nothing more than a name and how that name is perceived.

E: What is Bassie planning on doing next?

BK: I want to start consolidating and making sure that the future direction holds a clear and positive path. My next goal is to go to Georgetown and take up the scholarship and also to list the company.

Andrew Honey is the Group CEO of Entrepreneur Media SA, ThinkSales Corporation and SmartCompany Networks. He is passionate about sales and sales leadership. In 1999 he led Freewind Publications to display outstanding sales service and sales acumen at the annual Marketing Mix Magazine MOMA (Media Owners Marketing Awards) where the company defeated sales teams from large publishing houses such as Media24, Caxton, Associated, Ramsay Son & Parker and Oracle Airtime Sales (M-Net).


Entrepreneur Profiles

Afritorch Digital An Overnight Success That Was Years In The Making

By any standard, local start-up AfriTorch Digital has seen phenomenal growth and traction. But, while the company’s success might seem quick and effortless, there is a lot of hard work behind it.

GG van Rooyen




Vital stats

  • Players: Michel M. Katuta and Thabo Mphate
  • Company: Afritorch Digital
  • Established: 2017
  • Visit:
  • About: Afritorch Digital assists research agencies in conducting market research through its in-depth knowledge of the African continent and its use of the latest digital technologies.

There is a saying that goes: It takes years to become an overnight success. While a company or individual might seem to enjoy sudden (and seemingly effortless) success, there is often more to the story. The results are usually public and well-publicised, but the years of hard work that came before go unnoticed.

Local start-up AfriTorch Digital is a great example of this. Since launching in May 2017, the business has seen excellent growth. “To be honest, we were very surprised by the level of success. Things progressed a lot quicker than we anticipated,” says co-founder Thabo Mphate.

 “All the goals we had hoped to reach in four or sixth months, we managed to hit in the first month. It was just amazing.”

Related: Edward Moshole Founder Of Chem-Fresh Started With R68 And Turned It Into A R25 Million Business

Preparing to launch

While AfriTorch Digital has certainly seen quick growth and success, it would be a mistake to assume that the same is true of the two founders. For them, the creation of AfriTorch was years in the making.

“The goal was always to start our own business,” says Thabo. “I think we’re both entrepreneurs at heart, and we saw an opportunity to create a unique kind of business that offered an innovative solution to clients, but we also realised the value of getting some experience first. Without the knowledge, experience, network and intimate understanding of the industry landscape, getting AfriTorch off the ground would have been incredibly difficult.”

Entrepreneurs tend to dislike working for other people. They want to forge their own path. However, as AfriTorch Digital’s case illustrates, spending time in the industry that you’d like to launch your business in is tremendously useful.

“Finding clients when we launched AfriTorch was relatively easy,” says company co-founder and CEO Michel Katuta. “One reason for this, I think, was that we were offering potential clients a great solution, but the other was that we had established a name for ourselves in the industry. People knew us. We had worked for respected companies, and we had done work for large clients. So, when we launched, we were able to provide a new start-up with credibility in the industry.”

The Lesson: Becoming an entrepreneur doesn’t always start with the launch of a company. Spending time in an established business, gaining experience and making contacts, can be invaluable. Very often, it’s the relationships you build during this time and the knowledge you accumulate that will help make your company a success.

Solving a problem

Everyone knows that launching a successful business means solving a burning problem, but what does that mean in practice? Aren’t all the burning problems already being addressed? And how do you attempt this without any money?

Thabo and Michel identified a small group of potential clients with a burning problem. Crucially, it was a problem that no one outside of the research field could have identified. Having spent years in the trenches, they saw a massive gap waiting to be filled.

Related: AutoTrader South Africa’s George Mienie Knows Disruptive Innovation Is More Than Shifting Gears

“A decade ago, researchers were still debating whether the future of the field was in the digital space. That debate is now over. Everyone agrees that online is the way to go. What once took months now takes days or hours, and the cost of research can be reduced by a factor of five,” says Michel.

“But researchers are not technology specialists. If made available, they are eager to adopt digital tools, but they aren’t eager to develop these tools themselves. That’s not their area of expertise.”

AfriTorch Digital stepped up to provide these tools. Katuta has a background in software engineering, so he could approach research problems with the eye of a tech specialist. Very soon, research agencies were lining up to make use of AfriTorch Digital’s services.

“We work with research agencies that conduct research on behalf of their clients. We provide the digital tools needed to conduct research online, and we provide the online communities. A big reason for our success is that we understand Africa. A lot of companies want to conduct research in Africa, but traditionally, this has been very hard. There was a lack of access and a lack of infrastructure that made research very hit-and-miss. Thanks to the continent’s adoption of mobile technology, it’s now much easier. If you have the technological know-how and an understanding of the environment, you can do amazing things,” says Michel.

The Lesson: Find a niche and own it. Research agencies might not have seemed like an obvious and lucrative market, but having spent time in the industry, the AfriTorch founders were able to identify clients who would be desperate for their offering. Spending time in an industry will help you see where the opportunities lie.

Take note

Before launching a business, get to know an industry from the inside out. This will give you an unparalleled view into gaps you can service.

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Entrepreneur Profiles

Jason English On Growing Prommac’s Turnover Tenfold And Being Mindful Of The ‘Oros Effect’

Rapid growth and expansion can lead to a dilution of the foundational principles that defined your company in its early days. Jason English of Prommac discusses how you can retain your company’s culture and vision while growing quickly.

GG van Rooyen




Vital stats

  • Player: Jason English
  • Position: CEO
  • Company: Prommac
  • Associations: Young President’s Organisation (YPO)
  • Turnover: R300 million (R1 billion as a group)
  • Visit:
  • About: Prommac is a construction services business specialising in commissioning, plant maintenance, plant shutdowns and capital projects. Jason English purchased the majority of the company late in 2012, and currently acts as its CEO. Under his leadership, the company has grown from a small business to an international operation.

Since Jason English purchased Prommac in 2012, the company has experienced phenomenal growth. At the time he took over as owner and CEO, it was a small operation that boasted a turnover below R50 million.

Today, Prommac is part of a diversified group of companies under the CG Holdings umbrella and alone has grown it’s turnover nearly ten fold since Jason English took over. As a group, CG Holdings, of which Jason is a founder, is generating in excess of R1 billion. How has Prommac managed such phenomenal growth? According to Jason, it’s all about company culture… and about protecting your glass of Oros.

Jason English

Related: 5 Top Lessons From LAWTrust To Prepare For Super-Charged Growth

“As your business grows, it suffers from something that I call the Oros Effect. Think of your small start-up as an undiluted glass of Oros. When you’re leading a small company, it really is a product of you. You know everything about the business and you make every decision. The systems, the processes, the culture — these are all a product of your actions and beliefs. As you grow, though, things start to change. With every new person added to the mix, you dilute that glass of Oros.

“That’s not to say that your employees are doing anything wrong, or that they are actively trying to damage the business, but the culture — which was once so clear — becomes hazy. The company loses that singular vision. As the owner, you’re forced to share ‘your Oros’ with an increasing number of people, and by pouring more and more of it into other glasses, it loses the distinctive flavour it once had. By the time you’re at the head of a large international company, you can easily be left with a glass that contains more water than Oros.

“Protecting and nurturing a company’s culture isn’t easy, but it’s worth the effort. Prommac has enjoyed excellent growth, and I ascribe a lot of that success to our company culture. Whenever we’ve spent real time and money on replenishing the Oros, we’ve seen the benefits of it directly afterwards.

“There have been times when we have made the tough decision to slow growth and focus on getting the culture right. Growth is great, of course, but it’s hard to get the culture right when new people are joining the company all the time and you’re scaling aggressively. So, we’ve slowed down at times, but we’ve almost always seen immediate benefits in terms of growth afterwards. We focus heavily on training that deals with things like the systems, processes and culture of the company. We’ve also created a culture and environment that you won’t necessarily associate with engineering and heavy industries. In fact, it has more in common with a Silicon Valley company like Google than your traditional engineering firm.

“Acquisitions can be particularly tricky when it comes to culture and vision. As mentioned, CG Holdings has acquired several companies over the last few years, and when it comes to acquisition, managing the culture is far trickier than it is with normal hiring. When you hire a new employee, you can educate them in the ways and culture of the business. When you acquire an entire company, you import not only a large number of new people, but also an existing organisation with its own culture and vision. Because of this, we’ve created a centralised hub that manages all training and other company activities pertaining to culture. We don’t allow the various companies to do their own thing. That helps to manage the culture as the company grows and expands, since it ensures that everyone’s on the same page.

“Systems and processes need to make sense. One of the key reasons that drove us to create a central platform for training is the belief that systems and processes need to make sense to employees. Everyone should understand the benefits of using a system. If they don’t understand a system or process, they will revert to what they did in the past, especially when you’re talking about an acquired company. You should expect employees to make use of the proper systems and processes, but they need to be properly trained in them first. A lot of companies have great systems, but they aren’t very good at actually implementing them, and the primary reason for this is a lack of training.

“Operations — getting the work done — is seen as the priority, and training is only done if and when a bit of extra time is available. We fell into that trap a year ago. We had enjoyed a lot of growth and momentum, so we didn’t slow down. Eventually, we could see that this huge push, and the consequent lack of focus on the core values of the business, were affecting operations. So, we had to put the hammer down and refocus on systems, processes and culture. Today Prommac is back at the top of it’s game having been awarded the prestigious Service Provider of the year for 2017 by Sasol for both their Secunda and Sasolburg chemical complexes.

Related: Establishing The Wheels Of Change In Business

“If you want to know about the state of your company’s culture, go outside the business. We realised that we needed to ‘pour more Oros into the company’ by asking clients. We use customer surveys to track our own performance and to make sure that the company is in a healthy state. It’s a great way to monitor your organisation, and there are trigger questions that can be asked, which will give you immediate insight into the state of the culture.


“It’s important, of course, to ask your employees about the state of the business and its culture as well, but you should also ask your customers. Your clients will quickly pick up if something is wrong. The fact of the matter is, internal things like culture can have a dramatic effect on the level of service offered to customers. That’s why it’s so important to spend time on these internal things — they have a direct impact on every aspect of the business.

“Remember that clients understand the value of training. There is always a tension between training and operational requirements, but don’t assume that your clients will automatically be annoyed because you’re sending employees on training. Be open and honest, explain to a client that an employee who regularly services the company will be going on training. Ultimately, the client benefits if you spend time and money on an employee that they regularly deal with.

“For the most part, they will understand and respect your decision. At times, there will be push back, both from clients and from your own managers, but you need to be firm. In the long term, training is win-win for everyone involved. Also, you don’t want a client to become overly dependent on a single employee from your company. What if that employee quits? Training offers a good opportunity to swop out employees, and to ensure that you have a group of individuals who can be assigned to a specific client. We rotate our people to make sure that no single person becomes a knowledge expert on a client’s facility, so when we need to pull someone out of the system for training, it’s not the end of the world.

“Managers will often be your biggest challenge when it comes to training. Early on, we hired a lot of young people we could train from scratch. As we grew and needed more expertise, we started hiring senior employees with experience. When it came to things like systems, processes and culture, we actually had far more issues with some of the senior people.

“Someone with significant experience approaches things with preconceived notions and beliefs, so it can be more difficult to get buy-in from them. Don’t assume that training is only for entry-level employees. You need to focus on your senior people and make sure that they see the value of what you are doing. It doesn’t matter how much Oros you add to the mix if managers keep diluting it.”

Exponential growth

When Jason English purchased Prommac late in 2012, the company had a turnover of less than R50 million. This has grown nearly ten fold in just under five years. How? By focusing on people, culture and training.


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Entrepreneur Profiles

Who’s Leading Your Business Billy Selekane Asks – You Or The Monkey On Your Back?

You’re either a change-maker, or someone who is influenced by the shifting conditions around you. The truly successful know how to determine their own destinies. Here’s how they do it.

Nadine Todd




Vital stats

  • Player: Billy Selekane
  • Company: Billy Selekane and Associates
  • About: Billy Selekane is an author, internationally acclaimed inspirational keynote speaker, and a personal, team and organisational effectiveness specialist.
  • Visit:

We live in a world of disruption. We live in a world where Airbnb’s valuation is $31 billion, but the Hilton’s market cap is $30 billion. Airbnb doesn’t own one square kilometre, and yet they’re worth more than the world’s biggest hotel chains with enormous assets. We live in a world where things have been turned upside down.

In this brave new world, you can either thrive, or fight to survive. As a leader in your organisation, the choices you make, the mental mind-space you occupy and how you engage with those around you, will determine your personal success, as well as that of your entire organisation.

“The business of business is people. You can’t just pay lip service to the idea that they are your most important asset. You need to live it. Leaders must be intelligent and honest. You can’t just push people to meet the numbers,” says Billy Selekane, personal and business mastery expert and international speaker.

The problem is that great leaders need to first find balance within, before they can successfully lead their organisations.

“Things can no longer be done the same way,” says Billy. “Success today is defined by people who are driven, are inspired by their own lives and goals, and have the power and capability to inspire others.” But before you can achieve any of this, you need to rid yourself of the monkey on your back.

Related: Billy Selekane

The monkey on your back

“If I continue doing what I’m doing, and thinking what I’m thinking, I’ll continue to have what I have,” says Billy. “That’s the definition of insanity. Are you doing things by default or design?”

Billy’s analogy is a simple one. It’s something we can all relate to, and it’s the single biggest thing stopping us from clearing our minds, focusing on the positive and achieving success. He calls it the monkey on our backs.

“Every one of us is born with an invisible monkey on their shoulder,” says Billy. “Your monkey is always with you. Sometimes they’re the one speaking, and you need to be careful of that.” What you need to be even more aware of than your own monkey though, is everyone else’s monkeys.

“Every interaction we have is an opportunity for what I call a monkey download. You have an argument with your spouse before work, and you end up getting into your car with not only your monkey, but theirs as well. Your irritation level has doubled thanks to the extra monkey. Now you get irritated with a pointsman, another driver or a taxi on your way to work. You’ve just added three monkeys.

“By the time you walk into the office, you’re bringing an entire village of monkeys with you. They’re clamouring, clattering, arguing with each other, and the noise is deafening. Not only does everyone get out of your way, but you can’t hear yourself think. And the more your mood drops, the more monkeys you download from the people around you. This is not the path to focus, achieving your goals or being happy. It’s certainly not the path to great leadership.

“Great leaders know how to keep all those monkeys out. They know how to control their moods, and regulate their own positivity. They understand that they are the architects of their own success.”

Getting out of the monkey business

To be a great leader — and personally successful and happy — you need to start by getting out of your own way, and as Billy calls it, ‘getting out of the monkey business.’ You need to not only shake your own monkey, but everyone else’s as well.

According to Billy, there are four simple areas you can begin focusing on today that will help you become the person (and leader) you want to be.

First, honesty is the foundation of everything else you should be doing. “Be clear and straight. Speak to people simply and honestly, but with respect. Connect with them, not through the head, but with the heart. Don’t play tricks.”

Related: 5 Top Lessons From LAWTrust To Prepare For Super-Charged Growth

Next, be authentic. All great leaders are authentic, and recognised as such. Aligned with this is integrity. “This is sadly out of stock, not only in South Africa, but the world,” says Billy.

“There is nothing as disturbing as a leader without integrity, and on a personal level, you won’t achieve emotional stability if you aren’t a person of integrity.”

Finally, you need to embrace love. “Wish your employees well. Wish your family, friends and connections well. When we are given love, and trusted to perform, we take that and pay it forward. In the case of business, this means your employees are giving the same love to customers, but if everyone showed a little more love, the world would be a better place. When people feel cared for, they show up with their hearts and wallets, and they pay it forward.

“Great leaders understand this. They don’t only focus on making themselves better, but adding to everyone around them. Remember this: In every business, there are no bad employees, just bad leaders. Employees are a reflection of that.”

If you want to build a better future, business or life, you need to start with yourself.

Do this

Stop letting negative thoughts and minor irritations derail you. You are the master of your moods and thoughts, so take personal responsibility for them.

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