One of the first things you notice about Mary Holroyd is her size. She’s absolutely tiny. Sitting in the waiting room of her Johannesburg office, I’m taken by surprise when this diminutive woman smiles and puts out her hand to me, apologising for keeping me waiting. I was expecting someone larger.
Someone shoulder-padded. A powerhouse of a businesswoman. After all, this is someone who won IMM Marketing Man of the Year. I expected to be intimidated. So, I’m ready to get down to business immediately and uncover the nitty-gritty details of what it’s taken to build the 32-year-old Weigh-Less empire. I have a list of questions to get through.
But Holroyd isn’t playing along. She laughs and talks about her UK childhood and Irish family. She asks about my family. I deflect her questions, steering her deftly (or so I think) back to the hard-nosed stuff of business. But it doesn’t work, and eventually I give in and let the conversation flow.
As I listen to her talking, it slowly dawns on me that what I’m seeing is the story of Weigh-Less. The secret to Holroyd’s success lies in precisely what she’s doing with me right now. Talking, listening, empathising – she’s totally, 100% engaged. And I realise that yes, Weigh-Less is a business empire and yes, Holroyd is a businesswoman of some merit, but that the essence of the company doesn’t lie in the answer to a question about strategy or systems or overcoming cash-flow challenges.
It lies in the fact that Holroyd has created something few entrepreneurs manage. She’s taken her unique personality – that intangible, slippery, hard-to-quantify thing that drew people to her initially and made her first Weigh-Less slimming groups so successful – and managed to replicate it throughout a business that employs over 1 300 field staff and holds over 2 900 meetings a month.
The reason this is relevant is because the ‘product’ Weigh-Less sells is not a diet plan or even the recipe to a healthy lifestyle. It’s not a magazine or a range of food products (although the company has both of these). What Weigh-Less sells is a sense of belonging.
It’s a club and no one understands this better than Holroyd. “As a former fat person, I will never forget what it was like to go to a slimming club for the first time. I will never forget how much I wanted to be accepted. And I never let my group leaders forget it either,” she says.
Holroyd started her first few groups in Durban in 1975 with just a bathroom scale and R10 to pay for printing and advertising. She ran the early groups herself and says that doing so was driven more by the need to be accepted as a foreigner into the local community than by any thought of starting a business.
But the fact remained that she was good at what she did and word spread about “Mary’s groups”, as the locals termed them. She took on more and more members but running every single group was never a realistic option. So when the company grew, she needed to hand over new groups to new leaders.
And what better people to sell the Weigh-Less journey than those who have travelled it? Every group leader is a former Weigh-Less member. As Holroyd explains, this makes them uniquely qualified to lead other people through the Weigh-Less experience: “Being a former group member means they understand the experience from the member’s point of view.
They know what it feels like to be a member and to want to lose weight. They know what it feels like to have a group leader who empathises with them and encourages them. They know how good it feels to belong to that group. And because of all these things, they know how to replicate that experience for others.”
It’s a simple concept, harnessing the immense power inherent in what is essentially referral marketing. But in 1975, when Holroyd implemented this ‘strategy’, the term hadn’t even been coined. “I’m just a housewife and I did what made sense,” she says. “Okay, I eventually did my MBA, but that was at 50 and I left school at 15.
I didn’t know anything about business. But I did know what it felt like to be a member and I just followed that.” In every decision she makes about the company, Holroyd says she keeps her members top of mind. “Take my field away and I’m blind,” she admits. “I need to be in touch with my members and my groups – from a business and personal point of view. Having that connection helps me make the right decisions for the company.”
These decisions have led to the growth of the company in a number of different directions, but Holroyd has ensured that the essence of Weigh-Less is at the heart of everything. In 1979, she launched the first Weigh-Less endorsed food item.
“The impetus behind that decision was members complaining that they didn’t have time to weigh their food, and couldn’t I develop a breadroll that they wouldn’t have to weigh. They told me if they could just have such a breadroll, they’d never cheat again, and that set me off! Because I was always looking for the one thing I could do or say or give members so that they would never cheat again and just lose weight,” she laughs.
Bakers manufactured the first breadroll. The SlimSlab, manufactured by Beacon and now synonymous with Weigh-Less, soon followed. A slimmer’s Melrose cheese wedge came next. “Every one of these products was developed because a member had requested it initially, or indicated that those things would help them in their Weigh-Less eating plan. It all starts with the members,” says Holroyd.
Today the brand endorses a range of products manufactured by other companies, as well as their own Weigh-Less range. Although the company is not involved in the manufacture of these ranges, it has strict licensing agreements, guidelines and contracts signed with each manufacturer.
“The fact that those products have our name on them is a massive responsibility, and one that I take very seriously,” says Holroyd. “They have to be of benefit to our members.” This guiding principle also sparked the launch of the Weigh-Less magazine. Now a bi-monthly glossy publication that sells thousands of copies, Holroyd recalls that it had humble beginnings.
“It started as a photocopied and stapled leaflet, but there were three core elements back then that it still retains today: a member success story, a group leader article and recipes,” she says. The magazine has been an integral part of extending the members’ sense of belonging so important to the Weigh-Less ethos. It was followed inevitably by the Weigh-Less website, which has 95 000 e-members and, as Holroyd points out, is where her next challenge lies.
“How do you create the Weigh-Less feeling of belonging in the virtual world? I believe that it can be done, that it’s possible to create vibrant online communities,” she explains.
Is there any chance of the website replacing the groups in the field? To this she answers an emphatic no. “I believe there will always be a place for the human touch because ultimately, that’s what Weigh-Less is about. Anyone can go on to a website and download recipes or photocopy the book.
What you can’t photocopy or download is the experience of being part of a Weigh-Less group. You can’t photocopy the encouragement you get each week, or the sense of pride you feel when you are applauded for reaching your goal weight,” she says. Having said that, the food, magazine and website undoubtedly play a key role in building and maintaining the Weigh-Less brand.
“I didn’t plan any of it – they sort of fell into place. I guess I was just following what made sense at the time,” she says, when asked about the brand’s growth strategy. “Years later, when I did my MBA, I learned all the terms about what we’d done at Weigh-Less, but in a way I was glad that I only did it later on in life.
Because you can know too much and I don’t think I’d ever have started the company if I’d read about all those things a business is supposed to be about! But I didn’t know, so I was guided by what I felt my members needed. I just went with what I felt was right.”
Going with her gut is something Holroyd feels strongly about – and with good reason. She ignored it once and came close to losing the company as a result. She remembers the period as one of the most difficult in the history of Weigh-Less. Realising that member retention rates and standards were dropping, she made a great effort to get back ‘into the field’ and in touch with group leaders and members.
But this involved long periods away from the office and she turned to ‘professionals’ for assistance in running things and hiring new people in these roles. “I felt at the time that I needed specific fields of expertise in the financial and managerial sectors,” she explains.
For a while, everything went to plan until Holroyd started to learn, through a grapevine of disgruntled long-standing employees and managers, of directives being issued from head office without her knowledge that threatened to undermine the fabric of the company.
One instruction was for group leaders to shred the Weigh-Less manual. “A new manual was put into the field, which left out all the major critical success factors of our company – the cultural communication and people skills specific to Weigh-Less, which is the heart of the company,” Holroyd relates, adding that the next change was a subtle removal of all staff who were close to her.
“Loyal staff were being demoted and dismissed, and I was being convinced that this was for the good of the company,” she says. A long-standing branch manager expressed concerns to Holroyd that the head of the management team was connected to a competitive company. But the person in question simply provided a convincing explanation and victimised the accuser until she was forced to resign.
Trying to fix the problems in the field and with her attention diverted away from head office, Holroyd admits that it took a while for her to realise how far the poison had spread in the company. The lightbulb moment eventually came when a member of the new management team openly challenged her during a meeting. Recognising that there was something deeply wrong, she set about investigating exactly what had been going on.
What she discovered was disturbing. One group, for example, was losing R10 000 a month. The team of professionals she’d brought in had not only undermined what she had built, but had neglected to do the most basic managerial tasks.
Looking back, Holroyd says she blames herself for what happened and although the incident took place many years ago, the lesson she learnt is still fresh in her mind. Writing about that period in her autobiography, she says: “An entrepreneur must never lose sight of the fact that the biggest qualification they’ve got is sitting in their gut.
You taste it and feel it. If it doesn’t feel right, it’s not right. Don’t ever think because you haven’t got an MBA or BCom or any other degree, you’re any less qualified to know what’s right for your company.” With characteristic determination, Holroyd took the bull firmly by the horns and wrestled the problem to the ground. In the end, she says that the learning curve was invaluable, forcing her to scrutinise the way the company conducted the business side of things.
“I learned that information is vital,” she says, explaining the complete analysis she conducted of the business before investing in information systems that would help to ensure that she would always have her finger on the company’s pulse.
She also learnt the meaning of ‘non-negotiable’ and they’re words she’s not afraid to use. She makes sure things are done her way. And so, finally, I get to see the hard-nosed businesswoman I came expecting to find. What becomes clear by the end of our conversation is the fact that, while the heart might be what’s immediately evident on meeting Mary Holroyd, it’s balanced by the wisdom of an astute business head. And the combination of the two are worth more than their weight in gold.
One of the most important lessons you can learn is the difference between delegation and abdication. At the end of the day, you’re the one who gets into bed with it. Don’t give anyone total responsibility in your business if it’s just a job to them. Don’t let anyone make decisions for your whole company on a “just a job” attitude.
Information has a vital role to play. It tells which direction to pursue and where to place your time and effort. The times when you aren’t sure which way to go are the times that you don’t have enough information at your fingertips.
Take time to talk to staff and ask them in the corridors how it’s going. You can have daily management meetings but nothing replaces those personalised questions. It keeps you in touch with what’s going on and where people are at.
In the real world you can’t have a monthly meeting and just rely on the fact that everyone goes away and does what was agreed. I don’t care how professional people are, I have learned that they still need to be followed up.
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.
- Players: Michel M. Katuta and Thabo Mphate
- Company: Afritorch Digital
- Established: 2017
- Visit: afritorchdigital.com
- 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.”
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.
“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.
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.
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.
- Player: Jason English
- Position: CEO
- Company: Prommac
- Associations: Young President’s Organisation (YPO)
- Turnover: R300 million (R1 billion as a group)
- Visit: prommac.com
- 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.
“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.
“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.”
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.
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.
- 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: billyselekanespeaks.com
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.”
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.
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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