LEVERAGING ON YOUR BEST ASSET FOR GROWTH IN 2025

The prediction from economic, socio/political and even religious calculations is that this 2025 will be full of opportunities and challenges. It is safe to opine that the organizations that will benefit from the opportunities and possibilities are those which have been positioned rightly. This job of positioning falls squarely on the laps of the CEOs. The entrepreneur must realise that his/her most valuable asset in the organisation isn’t the funds – this is essential though, it isn’t the connections – which can speed up the development of the organisation, or even the great ideas – the bedrock of every venture. The greatest asset is the ENTREPRENEUR himself. The success of a company often mirrors the growth, mindset, and determination of its leader. By giving optimum attention to personal development, entrepreneurs can set their businesses up for long-term success in an ever-changing economy.

Here are some nuggets of wisdom to guide you.

Every successful business starts with a clear vision. It is the job of the leader to inspire his team and guide the business toward its goals but first you must be clear on what it is that you have in mind. When a leader is not certain of his expected results or his position in the market place, he will follow every trend and confuse his team. Visionary leaders are adaptable and forward-thinking but focused.

You can set the ball rolling by:

• Defining a clear, actionable vision for your business. Be very sure of your plan. Test it and imbibe it so that you are live and breathe it.
• Share your vision with your team in a way they can understand and align with.
• Stay flexible but focused. Be ready to pivot when needed without losing sight of your values.

Running a business requires creativity, flexibility, and determination. These qualities are developed over time. To thrive in 2025, entrepreneurs need to cultivate a mindset that embraces challenges, constantly seeks improvement and is resilient – learns from mistakes and forges on.

What the entrepreneur can do to develop and own these skills are:

• Keep learning. Take courses, read books, and attend workshops. Areas like AI and digital marketing are hot topics right now and useful tools for all business persons.
• Build resilience. Treat setbacks as lessons not failures.
• Stay curious. Always ask questions and explore new ideas to keep your business ahead. Promote consumer feedback and use the information to stay ahead in effective service delivery.
• Encourage innovation and creativity among your team while keeping a finger on the pulse.

Technology is reshaping the way we do business. To stay competitive, entrepreneurs must embrace tools that drive growth and efficiency. In 2025, it’s not just about using tech – it’s about mastering it – employ experts but don’t remain a novice; you are the driver of the business.

You can achieve this by picking up the easiest ones and going on to others as your efficiency level improves. Start small:

• Automate repetitive tasks to save time and focus on strategy.
• Use data analytics to understand your customers and spot trends.
• Explore emerging technologies like AI, blockchain etc to understand how it can help your business.
• Build a strong online presence with great websites, social media, and e-commerce platforms.

Work on improving your emotional intelligence (EI). Smart skills are important, but emotional intelligence helps you manage your emotions, understand others and build better relationships. As businesses emphasize diversity and employee well-being, high EI will help you create strong, united teams.

Simple actions to take to improve your EI include:

• Understanding your strengths, weaknesses and triggers. Be honest in your evaluation of yourself. Encourage feedbacks and use these to correct yourself rather than bear grudges.
• Listen more. Pay attention to your employees and customers to better meet their needs.
• Handle conflict. Learn how to resolve disagreements calmly and fairly. Check out how other entrepreneurs have handled similar situations and choose what best fits your case. Fortunately, knowledge is shared freely online.

As I wrote earlier, your connections and the network you have built could give your business a fast shove up the ladder of success. Your connections help you connect the dots faster. Pay attention to creating meaningful relationships with people who can support and inspire you. Mentorship and collaboration are powerful tools for growth. By tapping into others’ experiences and working together, you can achieve more.

Quick way to achieve this is:

• Find mentors who can guide you through challenges.

• Partner with businesses or individuals whose skills complement yours.

• Join professional groups in your industry to stay informed and connected.

• Attend events like conferences or webinars to meet new people and gain insight into new developments in your field.
• Share your knowledge by mentoring others — it’s a win-win.

Money troubles are a top reason businesses fail. Knowing how to manage your finances is critical for success. Financial literacy isn’t optional—it’s a must.

• Keep an eye on cash flow to avoid surprises.
• Invest with caution.
• Work with financial experts to make informed decisions.

A strong personal brand can set you apart in the market place, so can strong ethics. Your personal brand is your story; make it authentic and compelling. Run an ethical business that boosts your reputation and builds trust among your customers.

• Identify what makes you unique.
• Be consistent in how you present yourself.
• Use social media to connect with your audience and showcase your expertise.
• Be transparent and honest in your dealings.
• Use sustainable practices to protect the environment.
• Support your community through charitable efforts.

The most successful entrepreneurs will be those who invest in themselves. By focusing on personal development, you can drive innovation, overcome challenges, and lead your business to new heights. Remember, your business is only as strong as its leader. Stay healthy. Keep your mind and body sharp by exercising both. Join a gym or any health club and eat well. The journey ahead is as much about building a great business as it is about becoming the best version of you. Embrace the opportunities, grow through the challenges, and make 2025 a year to remember. You’ve got this!

Fatherhood with Ibe

IS THERE BROTHERHOOD IN BUSINESS?

Many ventures start off on a high note and everyone’s gaze is fixed at the expected end result rather than the process. People believe that just because a man is your brother, best friend or lover a business partnership with him will be swift and secure but it isn’t always the case. I have heard many sad stories and experienced a few disappointments myself in my dealings with people I thought were my ‘ride or die.’

Betrayal is a painful reminder that trust is fragile, especially in business. Partnerships can be powerful, but they require clear communication, legal agreements and constant vigilance, yes, constant vigilance. Trust but verify. Never assume loyalty; protect your interests legally and financially. I believe this must be a timely warning for someone about to make the same mistake that Damola made some years ago. His story as told me by himself is a warning and a reminder that even the closest friendships can be corrupted by greed. When entering a partnership, prioritize transparency, and safeguard your legacy.

His story:

Anthony and Damola first met in their second year in secondary school. Damola had just transferred from another school and quickly joined the school junior football team. It was on the football field, where his swift footwork had Anthony, already popular in the school and in the field, chasing shadows for most of the game. Yet, when the final whistle blew, Anthony grinned and slapped Damola on the back, saying, “You play like Jay-Jay Okocha, but you need someone like me to finish those moves with goals.” They both laughed, and from that day, they were inseparable.

Their friendship became the stuff of legend. Through secondary school, they were partners in every school project, joint heads of the Literary and Debating Society and champions of the annual quiz competition. When it was time to apply for university, they chose the same course — Business Administration — and attended the same institution. Their bond only grew stronger and drew in their families.

University life was demanding, but Anthony and Damola thrived on the challenge. They complemented each other perfectly; Anthony was charismatic, effortlessly charming professors and students alike, while Damola was the strategic thinker, meticulous and patient. Together, they were a force to be reckoned with.

After graduation, they were recruited by prestigious firms — Anthony by a multinational consulting firm and Damola by a leading financial institution. Six years later, armed with experience and a vision, they decided to leave the security of their high-paying jobs to start their own service company, AD Dynamics. Their dream was simple: to provide innovative solutions to local businesses struggling to modernize their operations.

But dreams are often far from reality. The first two years were very brutal. The market was unforgiving, competition was fierce and funding was tight. They poured in their savings, sacrificed their social lives and worked endless hours. Whenever one was down and ready to throw in the towel, the other offered hope. And in the fourth year, things started looking up.

Their persistence caught the attention of a foreign investor, Klaus, the CEO of a venture capital firm based in Germany. Klaus was impressed with their innovative approach and saw potential for expansion into other African markets.

Klaus invited them to his Lagos office for a meeting. He was straightforward: “I like what you’ve built. But I want it all. I’m willing to buy your company outright.”

The offer was staggering — enough to make them wealthy overnight. But it also meant giving up control over the vision they had fought so hard to build.

They asked for time to consider.

“No problem,” Klaus said, smiling, “Just don’t take too long.”

Back at the office, the two friends debated for days.

Damola was hesitant.

“Anthony, we built this from scratch. We know it’s potential. If we sell now, we lose our legacy.”

Anthony was pragmatic.

“We could start something new with that money. Imagine the possibilities!”

“It would be okay if he wanted to partner but an outright purchase doesn’t appeal to me. We are starting to do well, gain recognition, why should we sell the company? I think we should turn down the offer.” Damola argued.

Anthony was against the idea of turning down such a great offer.

“We built AD from scratch, we can build something else and we won’t be pinching pennies this time around.” He countered.

“What about our employees? Klaus has made no promises about the safety of their jobs. Many of them have laboured with us from the very start. We can’t just abandon them,” Damola persisted.

“They will be alright. If they lose their jobs we can pay them some sort of compensation. Let’s not dillydally and lose this opportunity. This is the chance of a lifetime,” Anthony countered.

Damola asked for a few days to draft a counter offer that he was sure would tempt Klaus and still give them ownership of their business.

But unknown to him, Anthony was already planning a different move.

The temptation was too great for Anthony. The money could solve all his problems — personal debts, family responsibilities, and a chance to live the life he always dreamed of and make his young wife happy. He realised that a life of luxury, free from the constant stress of entrepreneurship would suit him. And then another thought gnawed at him: Why waste time and lose it all and then, why share it when he could have it all?

With manipulated documents, electronically forged signatures, Anthony posed as the partner with authority to make commitments on behalf of AD.

He arranged a private meeting with Klaus.

“We’ve made up our minds. We are ready to sell but my partner will like to renegotiate the fee and seek a protection clause for the staff,” he declared confidently.

Klaus was surprised but didn’t question him, after all, Anthony was the charismatic face of the company. Their extra demand was not outrageous either and both parties quickly reached a compromise. The legalities were swiftly handled and the funds were transferred to an offshore account.

A few days later, Anthony was gone. His phone lines were disconnected, his apartment was empty, and his social media accounts were deactivated. At first, Damola thought it was a prank. But reality hit when Klaus’s representatives arrived at the office with legal documents confirming the sale.

Damola’s world collapsed. The friend he trusted more than a brother had betrayed him. Everything they had built together was gone, just like that.

Some members of staff dislodged in the course of the acquisition looked to him for answers, but he had none. Humiliated and heartbroken, Damola retreated into himself, haunted by the questions: How could Anthony do this? How did he not see it coming?

As he sat alone in the empty office, memories flooded his mind, memories of laughter, shared dreams and Anthony’s constant affirmation: “No matter what happens, we’re in this together.”

But that promise was as empty as the future that stared at him.

(Part 2 details Damola’s quest for answers and closure).