87% of executives say reputation is the biggest risk – Here’s how to manage it
By Prenade Makumborenga, Communications Consultant at Definition A brand’s reputation is crucial and often the deciding factor between success and failure. A positive reputation attracts new customers and fosters brand loyalty. Conversely, a negative one can drive potential clients away and alienate existing ones. Building a good reputation involves integrating the brand’s image, values, and performance to earn consumer trust, credibility, and loyalty. However, creating a reputation is only half the effort; maintaining it is even more challenging, especially with increasing visibility and scrutiny through social media. So, what is the secret to effective reputation management? This article will explore the best practices for maintaining a solid brand reputation. Understanding the importance of reputation Reputation should be a top priority for all businesses. According to a survey of over 300 executives by Deloitte, 87% of respondents cited reputation as the most significant risk area for companies, and 88% stated that their companies are explicitly focusing on managing reputation risk. The reasons for this are clear. A positive reputation increases customer loyalty, provides a competitive edge, boosts employee retention, reduces marketing expenditure, and strengthens investor and partner relations. A strong reputation can also protect a company during crises. In a world of instant communication through reviews, social media, and news outlets, every company will inevitably face negative feedback at some point. However, by crafting a reputation management strategy and developing reputational resilience, your business can significantly mitigate the impacts of challenges like these. Strategies for maintaining a positive reputation 1. Consistently deliver quality and service Always provide high-quality products and exceptional service to meet and exceed customer expectations. This strategy builds loyalty and a positive reputation, ensuring repeat business and encouraging word-of-mouth recommendations. 2. Build a strong online presence Establish and maintain a robust presence across various digital platforms to ensure your brand’s story and values are well represented and understood. 3. Engage in social responsibility Participate in corporate social responsibility initiatives to showcase your commitment to societal and environmental issues, which can greatly strengthen stakeholder trust. 4. Maintain a clear brand identity Preserve a clear and authentic brand identity, continuously innovate and ensure that all staff are aligned with the company’s values and mission. 5. Monitor and respond to feedback Actively monitor what is said about your brand and promptly address any concerns or negative feedback to prevent potential damage to your reputation. Effective communication is key, emphasising transparency and timely responses to maintain a positive image. By focusing on brand reputation and developing a thorough branding strategy, businesses can set themselves apart from competitors, enhance customer loyalty, and build a favourable image in the market.
3 ways to use events to boost your organisation’s reach and revenue
By Koketso Mamabolo Events such as business conferences, masterclasses, and product launches are excellent ways to position your brand at the forefront of your industry, increasing brand awareness, generating leads and shortening sales cycles. Whether in-person, virtual or hybrid, they are proven ways to build new partnerships and market your brand. Here are three ways to use events to grow your brand: 1. Partner with specialists When planning an event, why get someone to do it when you could do it yourself? When you start unpacking the details – the time it takes; the resources and expertise required; the capacity to reach a wide audience – it may be time to call in the experts. The experience and knowledge it takes to put together an event is not something most businesses have inhouse. By outsourcing an event to a group of experts, you can focus on what you do best: running your business. Everything from marketing campaigns, press releases, speakers, session content, exhibition booths – all of that will be handled for you. Events that have been around for years, which attract industry leaders from various sectors, offer you the opportunity to benefit from being associated with a respected institution. You also gain from associating with non-competitors who are leaders in their own niche markets. When you partner with a B2B event you get the results without having to put in as much financially. You save money, reach a wider audience, generate more content and can get a great return on your investment. Events can take months to organise and the costs can add up. From something as big as the venue or virtual conferencing platform, all the way to the “swag packs” attendees get. All these costs will fall on you when you organise your own event. But when you partner with experts, who understand how to navigate the costs of hosting the event, you just have to pay for the naming rights and everything else will be covered for you. The brand visibility that comes from partnering with an event can lead to an uptick in sales. Before, during and after the event your business is on display, bringing in both old and new customers. You put a little in and you get a lot out of it. 2. Be deliberate about making connections Events offer an opportunity to build relationships and engage with potential partners. In one room, or many, you will have a chance to speak to the people you want to be speaking with to help your business grow and improve. Attendees and exhibitors are at an event with your name on it, which does wonders for brand awareness and networking. Besides potential partners, events are also a great place to meet and attract top talent and share knowledge. See every conversation as an opportunity to connect. You never know who you will meet. You could find yourself having a conversation with the CEO of a multinational corporation who is hiring, or looking to form new partnerships. Have a good idea beforehand who will be attending the conference, which allows you to be more direct in who you network with and possibly set up meetings with beforehand. While it is important to know who you want to meet or what you want to discuss, you need to be open to meeting people you weren’t planning to. Following up after the event is key. Once you’ve exchanged details and discussed partnerships, make sure you reinforce. Whether that be an email or a message on LinkedIn. Being in a room with a range of industry stakeholders is rare. Don’t let the opportunity slip through. 3. Create, create, create Events can be an indirect way of advertising your brand. While advertising online, in newspapers or digital magazines, allows you to speak directly to customers and potential partners, events allow you to speak to them in indirect ways. With all the content created comes web traffic and engagement on your social media accounts. From press releases, web posts, interviews, competitions and more, the chance to drive traffic to your website and increase sales is ever present. All the exposure you get at the event will also provide an opportunity to present your products and services in different ways. You’re able to market new and existing offerings in indirect and direct ways. If you’re working with an event partner, their marketing and PR teams will create content, attendees will create content, speakers and exhibitors will create content, everyone creates content. All that content is available for you to leverage. Your brand’s message will get across to many people across the world in various formats and platforms through marketing campaigns. Topco Media has solutions that can help you get a return on your investment, build relationships, reach a wider audience and generate more content. With our solutions you get the benefit of having your brand associated with an event that attracts top decision makers from the public sector, private sector and everyone in between. You can do it yourself – but the experts can do it better. For enquiries on how you can partner with us on one of our B2B events, contact Twaambo Chileshe and let us help your business reach its goals and further its reach: twaambo.chileshe@topco.co.za
Balancing progress and protection: How restraint of trade safeguards South Africa’s workforce and innovation
By Jessie Taylor In a fast-paced, competitive economy such as South Africa’s, where knowledge and intellectual property often determine an organisation’s value, the concept of restraint of trade remains a cornerstone of contractual employment. Designed to protect businesses from unfair competition and the leakage of proprietary information, restraint of trade clauses continue to be tested against the constitutional right to freedom of employment. Striking a balance between protecting legitimate business interests and upholding an individual’s right to work is one of the most nuanced tasks within South African labour law. These clauses—widely used in both the public and private sectors—require careful drafting, regular review, and, increasingly, judicial interpretation. The legal foundation of restraint of trade In essence, a restraint of trade clause is a provision in an employment contract that limits an employee’s ability to compete with their former employer after leaving their job. This can include restrictions on working for a rival, starting a competing business, or soliciting former clients for a specific period and within a specific geographic area. Historically, such clauses were viewed with scepticism. However, since a landmark in 1984, South African courts have shifted their perspective. The case established the principle that restraint clauses are presumed valid unless proven unreasonable and contrary to public policy. In other words, employees must now demonstrate why a restraint is unfair or overly restrictive. This reversal of the burden of proof reflects a strong judicial inclination to uphold contractual freedom, but not at the expense of constitutional rights – particularly the right to work as enshrined in the Constitution. The primary legal test for the validity of a restraint of trade involves four essential considerations: 1. Is there a protectable interest?This could include confidential information, client connections, trade secrets, or unique business methods. 2. Is that interest being prejudiced?Would the employee’s new role jeopardise these interests? 3. Does the employer’s interest outweigh the employee’s right to work?A fair weighing of competing rights. 4. Is enforcement contrary to public policy?Would enforcing the clause unduly harm the economy or an individual’s career? These criteria have allowed courts to apply a flexible approach, often adapting to context, such as seniority of the employee, the industry involved, or whether compensation was provided during the restraint period. A balancing act A common misconception is that any restraint clause is enforceable if signed. In reality, courts scrutinise scope, duration, and geographical limits. While restraint clauses are more common in private-sector contracts – especially in technology, finance, and sales – public sector employers are also increasingly turning to them. Roles involving sensitive data, policy formulation, or technical innovation may warrant restraint provisions to prevent undue political or commercial exploitation after an employee exits. However, the public sector faces unique challenges. Any restriction must consider transparency and the public interest. Moreover, because taxpayers ultimately fund salaries and public projects, any restraint must be proportionate and serve a defensible policy objective. Should an employer wish to enforce a restraint, the process usually involves applying to court for an interdict (injunction) to prevent the former employee from engaging in prohibited activities. Importantly, employers must act swiftly when a breach occurs. Delays in enforcement weaken the argument that the restraint protects urgent and valuable interests. To ensure a restraint is enforceable, employers—especially in the public sector—should observe the following: From the employee’s perspective, restraint clauses are serious undertakings that should never be signed without understanding their implications. Ultimately, restraint of trade clauses operate at the intersection of contract law, constitutional rights, and labour relations. They remind us that in a democratic society, freedom of contract cannot override the right to dignity and economic participation. This legal terrain is neither black nor white, and as the economy becomes more complex, restraint of trade litigation is likely to increase. Employers in both the public and private sectors would be wise to treat restraint clauses not just as contractual boilerplate, but as strategic, legally sensitive instruments that require nuance, clarity, and fairness. Sources: Bowmans Law | DotNews | Labour Guide | Pagel Schulenburg
Success, innovation and productivity: The importance of employee engagement
By Paula Quinsee In today’s evolving landscape, organisations are realising that success extends way beyond profits and products. A company’s true strength lies in its people, and cultivating a workforce that is not only motivated but also aligned with the organisation’s values and mission is critical to everyone’s thriving. This is where effective employee engagement and culture strategy play a key role and are drivers of productivity, innovation, and success. So how do we define an employee engagement and culture strategy? Employee engagement is a delicate ecosystem where the professional and emotional needs of employees meet the company’s goals and values. It cultivates the level of commitment, passion, and enthusiasm employees bring to their roles and is closely linked with their overall job satisfaction and well-being. Culture, on the other hand, refers to the shared beliefs, values, norms, and practices that shape the behaviours and interactions within an organisation. It’s the glue that holds a company together and guides decision-making processes at an individual, team, and holistic level. An employee engagement and culture strategy should be deliberate and embody a holistic approach to shaping these dynamics by creating an environment where employees feel connected, valued, and inspired to contribute their best work while aligning their efforts to the organisation’s purpose. So why is it important to have an intentional strategy? Employee performance and productivity Engaged employees are more productive and go the extra mile. When individuals feel that their contributions matter and their efforts are recognised, they become more invested in their work (the power of positive reinforcement) and overall success. Initiative and creativity When employees are encouraged to share their ideas without fear of criticism or intimidation, they feel empowered to be creative in their thinking. A culture that values the diversity of its people creates space for creativity and collaboration as employees work together to find solutions to challenges. Reduced turnover High employee turnover can be a huge cost for organisations and impact their growth. When employees are happy, fulfilled, and stimulated in their work environment, they are less likely to seek opportunities elsewhere. This leads to a more stable workforce, which in turn reduces churn, recruitment, and training costs. Attracting talent Organisations that attract key talent and skills by prioritising employee engagement and a positive workplace culture have a significant advantage over those that don’t. Top talent is drawn to companies that provide more than just a job, rather than a place to thrive in, which enables them to become an employer of choice. Improved relationships The way employees interact with each other, service providers, and customers is a direct reflection of their engagement levels and the culture within which they operate every day. Engaged employees are more likely to provide excellent service levels due to their positive experiences. This can lead to enhanced customer and supplier loyalty and positive word-of-mouth referrals. Aligned to the organisation’s objectives An effective engagement and culture strategy ensures employees are aligned with the company’s mission, vision, and values. When employees understand, see, and believe in the bigger picture, they are more likely to be proactive in supporting the organisation’s long-term goals. Coping with change The landscape is constantly changing, so being adaptable is crucial for individuals, teams, and leaders. A healthy culture nurtures resilience and flexibility among employees, making it easier for organisations to navigate through challenges and evolve as things change. How does one craft an effective employee engagement and culture strategy? Creating a successful employee engagement and culture strategy requires a multifaceted approach: Leadership buy-In Leadership’s buy-in and support are critical to the success of an employee’s culture strategy. Leaders need to champion the cause, actively embody the desired cultural traits, and walk the talk when it comes to participating in engagement efforts. Close the communication feedback loop. While open and transparent communication is critical every step of the way, so is closing the feedback loop by regularly and consistently giving updates on implementation and progress. Employees need to be taken on the journey by having a clear understanding of the company’s values, goals, and how their roles contribute to the bigger picture; where possible, join the dots back to their KPIs. Empowerment and growth One of the key reasons for employees leaving organisations is the lack of growth opportunities. When employees feel their work is meaningful and they have room to grow, they are more engaged. However, in today’s world, the structure of hierarchies are flatter, so there is limited room to grow upwards; therefore, organisations need to find creative ways to grow their employees outwards in their current roles. This can be done through additional responsibilities, taking the lead on special projects, and more. Recognition and rewards Everyone wants to feel appreciated, and it’s the smallest things that can have the greatest impact. It’s not always about the money. When employees’ contributions are acknowledged, such as a job well done or a thank you for going the extra mile, it can go a long way in creating belonging and boosting morale. Work-life balance Environments that empower employees to have a healthy work-life balance and applaud well-being also prevent burnout. Flexibility in work arrangements and encouraging personal time should be key to the culture and strategy. The importance and value of having an employee engagement and culture strategy cannot be overstated; it is key to the long-term success of both employees and organisations. Paula Quinsee, is the Founder of Engaged Humans
Help them dream big like Bezos: How to encourage innovation in the workplace
By Louine Griessel, Resource Development Director for MoreThanMeerAs Innovation is the lifeblood of any successful organisation, driving growth, efficiency, and a competitive edge. Yet fostering an environment where creativity and new ideas flourish is often easier said than done. Dreaming: Creating a visionary culture Innovation begins with vision. Leaders must create a culture that encourages employees to dream big and envision new possibilities. According to a study by McKinsey & Company, organisations that foster a strong vision and purpose are more likely to innovate successfully. Here are some ways to incorporate the principle of dreaming into your workplace: Healing: building a supportive environment Innovation thrives in environments where employees feel safe, supported, and valued. The principle of healing is about creating a workplace culture that nurtures emotional and psychological wellbeing. According to the Harvard Business Review, a psychologically safe workplace is crucial for innovation. Here’s how leaders can foster such an environment: Innovation: implementing and sustaining change The principle of innovation emphasises the continuous process of implementing and refining new ideas. Leaders play a crucial role in not just sparking innovation, but also sustaining it. According to Forbes, continuous innovation requires a strategic approach and ongoing commitment. Here’s how to put this into practice: How to foster innovation in their workplaces By integrating these principles into your leadership strategy, you can create a workplace culture that not only encourages, but thrives on innovation. Together, let us build environments where every individual feels empowered to dream, heal, and innovate, driving meaningful change and success for an organisation. Louine Griessel is the Resource Development Director for MoreThanMeerAs (Image of Jeff Bezos courtesy of Daniel Oberhaus, 2019)
Triple S: The simplest business plan ever
By Juanita Vorster Traditional advice guides business owners who feel stuck in some way to review – or create – a business plan as a framework for identifying the cause of feeling stuck. The catch is that a business plan can often be unnecessarily complex or lengthy for a business owner that is in need of quick and practical insights. An existing or template business plan may also be more geared towards funding requirements than the relentless grind of running a business past the initial exciting first few years. Business owners who are feeling stuck or overwhelmed need a simple structure that they can remember and review of the top of their heads. The following structure requires that a business owner reviews the entire business using only three main topics – strategy, sales, systems – and five questions – why, who, what, where, when, and how. For more complex entities, the same three topics and five questions can be used for each distinct business unit. The trick to keep this structure as simple and useful as possible is to stick to the three main topics, and to adapt the specific questions to the unique needs of the business. This flexibility also makes it much easier for business owners to do this review quickly and regularly. Strategy Every business needs a strategy. In the simplest terms, designing a business strategy is deciding where the business is going and how it’s going to get there. Questions to ask during this topic of the business review include: Sales A brilliant business strategy is useless without sales that bring it to profitable life. Questions a business owner can ask themselves when considering the state of sales of the business include: Systems Under the systems topic of this simplified business review, a business owner has to consider the people, processes and technology that enable the business to consistently implement its strategy. After completing this quick review, all that’s left for business owners to do is to create an action plan based on what they discovered during the review, and then do everything they can to make sure that the plan is followed. Running a sustained profitable business might be hard, but it doesn’t need to be complicated.
One team, many locations: Building trust in remote teams
By Jo Eyre, Managing Director and Founder of Voxeon Communications Trust, in all its complexity, comes with a few challenges that should be mitigated if we’re to build thriving distributed teams. Remote teams may experience limited face-to-face interactions, which could make personal connections challenging in virtual environments. Reading non-verbal cues and body language becomes trickier, and communication barriers may arise as remote workers need to consider time zones, affecting the scheduling of meetings and asynchronous communication. There is also the risk of isolation and loneliness, and challenges in building rapport. While there may be challenges, there are many ways to address them head-on and take proactive steps to improve trust within your team. Whether you already have an established culture of trust in your team and want to improve it, are struggling with building trust in your team, or are personally looking for ways to build trust with your colleagues, these tips are a good starting point: Engage in clear and transparent communication Open and honest communication goes a long way within distributed teams. By clearly articulating goals, expectations, and updates, you will create an environment where team members feel comfortable sharing ideas and concerns. This reduces confusion and miscommunication, helping to build a shared understanding of expectations, and encourages a culture of openness and collaboration. It also enhances team members’ understanding of the bigger picture and reduces uncertainty. For example, holding regular team meetings where goals, progress, and challenges are openly discussed without judgement or criticism. Have guidelines on how and when to use tools and tech Leveraging technology for efficient communication, document sharing, and real-time collaboration enhances productivity and efficiency, facilitates seamless communication, and creates a tech-savvy team, which is of utmost importance in an ever-changing virtual work environment. It is also important to be clear on technology protocol and to ensure your team understands what to use and when to use it. Beyond being important for productivity, this helps to build trust in your team as everyone will be on the same page and knows what to expect. Have regular check-ins with your team Whether you’re a manager, team leader, or employee, regular virtual check-ins are a great way to build connection and trust in your team. These meetings allow time to discuss progress on tasks or projects, share updates and insights, and provide opportunities for personal connection and casual conversation. Check-ins like this allow for a sense of belonging within your team, where members feel seen, valued, and cared for. It also enables real-time problem-solving and collaboration, and keeps everyone aligned with project timelines and expectations. This could be in the form of virtual coffee or lunch breaks, or team-building activities that maintain a sense of connection and camaraderie. Create open channels for dialogue Encourage open discussions and create channels for team members to share ideas, feedback, and concerns. This requires the conscious effort to put these systems in place and make your team aware of it. Something like a dedicated Slack channel or space within weekly check-ins will create a sense of inclusivity and strengthen team cohesion. Establish clear expectations Clearly outlined role expectations and communication protocols in remote work ensures that each team member knows what they need to do and by when. This reduces stress related to role clarity. It also reduces ambiguity, minimises misunderstandings, and provides a clear roadmap for team members. Utilise one of the many project management tools available like Asana, Notion, or Trello that outline deliverables and expectations for each employee. Embrace recognition and appreciation Acknowledge and appreciate team members’ contributions through regular positive feedback. Quarterly awards or fun certificates for those who meet or exceed performance expectations give your employees something to work towards and add a bit of fun beyond the annual end-of-year functions. This boosts morale, enhances job satisfaction, and reinforces a positive culture of appreciation, trust, and respect. Provide constructive feedback for continuous improvement Open and respectful feedback will help your team to trust that you will let them know when something needs to be changed or fixed. This constructive approach to feedback contributes to building trust in each other’s work and ensures that your team operates with a clear understanding of expectations and improvements needed. Employee Experience platforms such as Culture Amp, Lattice and OfficeVibe all have in-built feedback tools. Set the tone for trust as leaders Team leaders and managers should demonstrate trustworthiness, integrity, and ethical behaviour. Lead by example to instil a culture of trust within your team. Not only will they see this and look up to you, but also implement it themselves. This builds trust in leadership, inspires confidence in your team, and sets the standard for trust and conduct across the organisation.
Fixed-term contracts: Balancing flexibility with fairness in the workplace
By Jessie Taylor In South Africa, employment relationships are governed by a framework that ensures fairness and clarity for both employers and employees. Central to this framework are contractual agreements, which set out the terms and conditions of employment. Among these, fixed-term contracts are particularly common, especially in sectors where temporary staffing solutions are required. However, the law has imposed strict conditions on the use of these contracts to prevent potential exploitation and ensure equitable treatment. Understanding fixed-term employment contracts A fixed-term employment contract specifies a set duration of employment. This period may be defined by time, the completion of a specific project, or the occurrence of a particular event. Once the term ends, the contract naturally expires unless both parties agree to renew or extend it. Several key pieces of legislation underpin the legal use of fixed-term contracts. These include the Labour Relations Act (LRA), the Basic Conditions of Employment Act (BCEA), and the Employment Equity Act (EEA). The LRA, particularly Section 198B, directly addresses fixed-term employment and outlines the rights of employees under such agreements. The BCEA provides the foundation for minimum working conditions, including hours, overtime, and termination procedures. Meanwhile, the EEA promotes equal opportunity and fairness in employment practices. Together, these laws create a structure within which fixed-term contracts can be legally and ethically applied. Section 198B of the LRA is particularly important in determining how and when fixed-term contracts may be used. It requires that employers have justifiable reasons for employing someone on a fixed-term basis. Common acceptable justifications include replacing an employee on leave, meeting a temporary surge in workload, fulfilling the needs of a specific project, or seasonal work demands. Where a fixed-term contract exceeds three months, the employer must provide a valid reason for the extended term. Failing to do so may result in the contract being considered permanent. Additionally, the law mandates that all fixed-term contracts must be in writing, outlining the contract’s duration, the reason for its fixed term, and any other relevant details. Employees under fixed-term contracts are also entitled to be treated no less favourably than their permanent counterparts doing similar work, unless a sound reason exists for the difference. Should an employee be engaged under a fixed-term contract for more than 24 months, they are entitled to severance pay when the contract ends, unless they are offered permanent employment instead. The employer’s obligations Employers must exercise caution when using fixed-term contracts to avoid violating employment legislation. Repeatedly renewing fixed-term contracts without valid reasons may lead to legal claims of unfair dismissal. In such cases, employees may argue that their ongoing work created a reasonable expectation of permanent employment. To avoid this, employers must clearly communicate the temporary nature of the employment and the specific conditions under which the contract may be renewed or terminated. Compliance with labour laws is critical, not only to protect employee rights but also to shield employers from legal disputes and potential reputational damage. To manage fixed-term contracts effectively and reduce legal exposure, employers should adopt several best practices: Fixed-term employment contracts are a useful resource for organisations that require temporary staffing flexibility. However, their use is heavily regulated to ensure fairness and protect employee rights. Employers who understand and comply with the provisions of the LRA, BCEA, and EEA will be better positioned to use fixed-term contracts responsibly. By doing so, they not only minimise legal risks but also contribute to building fair and equitable workplaces. Sources: Schoeman Law | Labour Guide South Africa | Vermeulen Attorneys | LegalWise
Student to entrepreneur: Eight lessons from the first 5 years of business
By Kimberley Taylor There was a pivotal moment in my entrepreneurial journey when the tables turned, and I found myself transitioning from the person seeking guidance to the one being sought out for advice, insights, and expertise. Suddenly, people were reaching out to me for guidance on building their own businesses, eager to hear my pitch, or seeking introductions to valuable connections. It’s a surreal experience, to say the least. And while I’m humbled by the recognition, I’m also acutely aware that I’m far from having all the answers. In fact, I don’t think anyone can truly know it all, nor do I want to. The beauty of entrepreneurship lies in its complexity, its ever-changing landscape, and the constant need for innovation and adaptation. With that in mind, I’d like to share eight key lessons I’ve learned throughout my journey building Loop – lessons that have shaped me, challenged me, and helped me grow both personally and professionally. Assumption error Too often we assume rather than ask. We assume somebody else is going to solve the problem, or that the solution already exists. But everybody else is assuming the same, leaving plenty of room for solutions and opportunities. This phenomenon is often referred to as “pluralistic ignorance,” where everyone assumes others know something they don’t, resulting in collective inaction. Curiosity is key to breaking this cycle. Be curious about the problem, the process, the people, and the possibilities. Ask questions, seek feedback, and challenge your own assumptions. Test your assumptions constantly, both about how the world could look and what you believe it should look like. By doing so, you’ll uncover new insights, identify potential blind spots, and create opportunities for innovation and growth. In my experience, assumptions can be particularly damaging when they’re based on limited information or biases. For instance, assuming a particular market trend will continue without verifying the data can lead to misguided decisions. By staying curious and testing assumptions, you can avoid these pitfalls and make more informed decisions. Try on new things As an entrepreneur, I’ve learned to give myself permission to try on new things – almost like stepping into a character. When I’m inspired by someone’s confidence, leadership style, or approach to problem-solving, I allow myself to “try it on” for myself. It’s about experimenting with different personas, styles, and approaches to see what works best for me and my business. By doing so, I’m able to tap into new strengths, build confidence, and develop a more adaptable mindset. This process of trying on new things is essential for entrepreneurs, who must be willing to evolve and adapt constantly. It’s not about being a chameleon or pretending to be someone you’re not; it’s about being open to new experiences, learning from others, and finding what works best for you and your business. Whether it’s trying a new communication style, taking on a new role, or exploring a new market, the ability to try on new things can help you stay agile, innovative, and ahead of the curve. By embracing this mindset, I’ve been able to: Build in boiler rooms, not boardrooms In business you need to get your hands dirty. We can’t only theoretically conceptualise solutions to business problems in boardrooms. We need to get into the boiler room to understand what the actual problem is we’re trying to solve. When I first started the business, I took every opportunity to learn from the person whose problem I was trying to solve. This looked like getting into the delivery vehicle with the driver, going on their route, asking questions about how they approach their day, why they do it a certain way, what they find challenging, and it was immensely useful in understanding the actual problem we’re looking to solve, rather than a theoretical assumption. I also believe we need to feel the problem. When we have empathy with the person whose business challenge we’re trying to solve, we’re better able to understand the nuances and complexity and thus more likely to solve in an effective and relevant way. So, what? In my experience, entrepreneurs are innately curious. We’ve only got to look at children to know that’s true for all of us – they’re naturally inquisitive, always asking questions, and seeking to learn. As entrepreneurs, we need to tap into that same curiosity and ask questions that challenge our assumptions and push us beyond our comfort zones. One of the most powerful questions we can ask is “so what?” “So what?” is a question that prompts us to think further, to think beyond the obvious, and to explore the implications of our ideas and actions. It’s a question that encourages us to dig deeper, to seek connections, and to consider the potential consequences of our decisions. By asking “so what?” repeatedly, we can uncover new insights, identify potential opportunities, and develop a more nuanced understanding of our business and the world around us. For example, when analysing customer feedback, asking “so what?” can help us identify patterns and areas for improvement that might not be immediately apparent. When evaluating market trends, asking “so what?” can help us understand the potential implications for our business and identify opportunities for growth. Be the HGB HGB is for “hot girl or guy at the bar”. Hear me out on this one. It’s about attracting, not hard selling. In business, that means ensuring your product can sell itself (attracting) because the features and functionality are appealing to the potential customer as it solves a specific business problem. When your product is the hot girl or guy at the bar, it doesn’t shout “look at me, buy me a drink” but rather it carries itself in a way that others find interesting and appealing. Think of it like this: when you’re at a bar and you see someone who catches your eye, you don’t need to be sold on them. You’re drawn to them because of their confidence, charisma, and authenticity. That’s what we want
How to leverage winning or being a finalist for an award
By Koketso Mamabolo After tense waiting you got the news that you wanted: You won the award. You received your trophy, posed with your certificate or plaque; the champagne has been mopped up, the red carpet rolled back and the lights have stopped flashing. You did the work and got the recognition you deserve – what next? We’ve touched on why you should enter awards, the question becomes: What do you do now? How do you leverage winning an award? Not only can entering awards enhance your credibility and your image, give you exposure and motivate your staff but research has shown that winning awards can increase share value and revenue. We’ve touched previously on the fact that organisations which enter awards are more likely to be doing good, sustainable business. An award offers an opportunity to provide an example of what is possible and let potential customers and partners know where an organisation stands compared to competitors. READ: Find out more about why entering business excellence awards is good for business For that to happen, word needs to get out there and while organisations behind business excellence awards will have marketing campaigns before and after winners are announced there are things finalists and winners can do to leverage the opportunity themselves. You’ve achieved something and the world deserves to know, so here’s how to tell everyone about it. Social media Social media platforms are the go-to place for people to share good news and bring with them the benefit of engagement and opportunities to interact with your network. Share, comment and like the posts announcing winners and then make your post. Tag the organisation behind the awards, your organisation, people who walked the journey with. For added engagement include pictures, videos, find out what the hashtags for the awards are. You could also write an article about the experience on your LinkedIn page, sharing insights to network. Press release Why don’t you send out a press release to media houses and get some press coverage? You can share what it took for you to win the award or be chosen as a finalist and open up opportunities for more press coverage in the future. Internal celebration Big or small, tell everyone in your organisation about the achievement. It can be at a meeting, in an email – you can even host a little (or big) celebration to give everyone a chance to reflect on the milestone, which will be great for morale. Update your company profile “Award-winning” or “Finalist” will look great in your company profile, on your website and social media bios. It shows people that you are credible, recognised by a third party and is a great addition to press kits. Some business excellence awards offer post-event collateral such as winners badges which can brighten up your email signature – use them. Don’t be shy! Advertising and marketing Placing ads is a great way to spread the word and show how proud you are of the achievement. Whether it be an ad in a newspaper or magazine, on a website, or on social media, you can increase visibility by tailoring your marketing strategy to your market and attract new business. As the Minister of Communications and Digital Technologies, Solly Malatsi, reminded guests at the recent Africa Tech Awards held in Cape Town, it is important to recognise the people advancing society. As an award winner you are setting the standard and putting the work to do good business. Now people need to know about it. READ: The full list of winners at the 2025 Africa Tech Awards Sources: e-channel news | Big Ideas | Brunel University | Wiley |