Latest / Closing Sales in Nigeria - Sales For The Nigerian Business Person: The Sales and Marketing Blueprint / The MakNisy Effect: How Every Team Member Drives Success

Transcript

The MakNisy Effect: How Every Team Member Drives Success · Closing Sales in Nigeria - Sales For The Nigerian Business Person: The Sales and Marketing Blueprint

0:01
Hello and welcome to the show. Today I would like to share some
0:05
of the stuff that I discussed with a team that I did some work
0:09
with on the 1st of October. Now that was an A public holiday
0:15
over here at Nigeria Independence Day, celebrating
0:18
Nigeria's Independence Day. And it was a little bit of a
0:22
team bonding like work retreat for a client of mine who is in
0:30
the fashion space. My company makes bags, custom
0:37
made leather bags. And so this is part of a session
0:41
that we shared with our employees of the day.
0:46
Now this was a full house kind of thing.
0:49
So it was, I mean everyone, people from design and
0:51
production, people from quality control, people from customer
0:54
service, people from client relations.
0:56
And it was really nice to have the whole family together
1:00
because apart from discussing how everyone works together, you
1:05
know, teamwork, how everybody's work affects the business as a
1:07
whole, which is what I wanted to discuss, which was what I was
1:10
brought in to discuss. Rather, I wanted to see how we
1:13
could use that session as well, sort of like as a family meeting
1:16
to tease out troublesome things that usually affect front of the
1:23
front end people. That's customer facing people
1:25
and then the back end facing people from a sales and business
1:30
development perspective. Just to tease out these problems
1:33
in like a family meeting atmosphere so that we can get
1:37
the business chugging, chugging together as a whole.
1:41
Because even though what I was brought in to do was a
1:44
straightforward, you know, talk about how how everybody's work,
1:48
how everybody's station affects the business as a whole, I'm
1:50
still not comfortable. Maybe it's that part of me that
1:54
is, is much more concerned about results.
1:57
Because I think if I come in and I just give a speech and then I
1:59
leave, then I mean, that's easy, you know, show up, collect your
2:03
money, give a speech and then leave.
2:05
But I don't think that's the most effective way to carry on
2:10
with this business. So I always try to make sure
2:14
that we make some demonstrable progress.
2:19
I'm always striving for behaviour change.
2:21
I want to be sure that by the time I'm done with the session
2:23
that there are one or two, three or four things that you can
2:26
point to for this person to do, that person to do immediately
2:29
after. And that is going to have a
2:32
demonstrable impact on the business going forward.
2:36
So I was, I shared the stage with a, another speaker was a
2:42
radiologist who was talking about health, yes, health,
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Occupational Safety, general health, you know, those sorts of
2:50
things. And yeah, so it was also a good
2:52
thing for me to be there because I got to learn a bit about
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human. What's it called?
3:01
Endocrinology. You know how your, what are they
3:05
called again, not enzymes, I can't remember these things.
3:10
What are they called? There are these specialised
3:12
chemicals in the body that helps you to trigger stress responses,
3:18
trigger emotional connections and all kinds of things.
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So you know the thing responsible for creating
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cortisol, that's the stress response in your system.
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That is what makes you nervous and all that.
3:29
Then adrenaline, which is the fight and flight response.
3:33
So, you know, when you're quarreling with a client and the
3:36
client is raising their voice and you're raising your own
3:39
voice and you feel like slapping the client, you know, that's the
3:41
adrenaline in you. Then what else?
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So just learning about all those different things, how they
3:47
affect the body, how we can take care of ourselves to make sure
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that we lower our stress responses, live healthy, eat
3:53
healthy and all those sorts of things.
3:56
So if you have the opportunity to attend one of these sessions,
4:00
please do It's good. It's eye opening.
4:03
And for those of us who are married, especially for those
4:06
who are kind of on the bigger end of things, you know, your
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spouse definitely wants you to be alive for a bit longer.
4:12
So attend these things, learn and then put them in practice.
4:16
And one more thing, something I've said in the past over here
4:19
on the podcast that I'm going to say again, if you are an
4:23
employee and you work for this kind of organization, please
4:26
know that really the organization that you're working
4:29
for is one in 1000. I'm speaking in the Nigerian
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context because in the Nigerian context, most business owners
4:35
don't give a hoot about don't give a hoot about you.
4:40
So the owners look at Pedro salary getting produced.
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This is the these are the KPIs, these are the milestones.
4:47
These are the these are the things you have to hit.
4:49
So hit it or leave. But then this business owner
4:54
called me in and this other speaker for retreat for the
4:57
whole team. And apart from talking about
4:59
help and sorry about health and talking about production, this
5:02
business owner also has registered under what are they
5:07
called is the HMO and you know, stuff like that.
5:09
Basically all this thing about insurance.
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So these people have health insurance, they can go treat
5:14
themselves for free on the company's dime.
5:18
And this business owner also has, let's see what else you can
5:24
treat yourself for free. You can go for annual check up.
5:28
What else? I can't remember well any I
5:32
might might as well just come out and say the business owner's
5:35
name. So or rather the business name
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because I noticed that the business is popular at least in
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Abuja, but the owner doesn't necessarily put herself out
5:44
front. So the name of the company is
5:47
Mac Niecy and they make exquisite leather bags so.
5:55
Where was I? Now what I was trying to say is
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this, if you work for a company like Magnesi, just know that
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it's like one in 1000, maybe even one in a million.
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Most business owners in Nigeria don't give a hoot about you.
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So especially a business of this scale, I mean by the time a
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business becomes. Really big, maybe like Zenith
6:10
Bank or something. It is statutory.
6:12
Required that they have to, you know, do health insurance things
6:15
for you and then stuff like that.
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But you don't have a lot of SMEs who are going through the
6:20
trouble of making sure that people are trained on the job
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and that people have health insurance and that people do
6:25
annual checkup and the business bears the cost for all these
6:27
sorts of things. So if you work for this kind of
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organization that is calling me in once in a while to handle
6:33
trainings for you guys, you better take these things
6:36
seriously and make the most of your time while you are at this
6:39
company. Because once you leave this
6:40
company and you go out to another company, you will find
6:43
that most Nigerian business owners don't give a hoot.
6:46
So enjoy while you are where you are, while you are there,
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especially if the business owner, if it's a small and
6:56
medium scale business, also goes the extra mile of making sure
7:00
that your health benefits are on point.
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You know, whether it's you injure yourself or malaria, you
7:06
do annual check all these sorts of things.
7:08
In fact, the business owner, at the end of the day, she
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recommended that with all the things that we had spoken about
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so far, that people should go take advantage of these things,
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go talk to the doctors and actually go.
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Have these conversations and test for these sorts of things
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precisely to make sure that your stress response is not, you
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know, blowing off the charts and all these sorts of things.
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So anyway, let's head straight into it.
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I've already wasted too much time on the introduction.
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So OK, like I said, I was brought in to talk about how
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everybody's work affects the business, and we're looking at
7:42
things from a sales and business development perspective now.
7:44
Mark Nisi who produced leather bags and so on, like most
7:48
businesses because like when I was a wedding photographer, you
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know, there's me, I outsource the, I used to outsource the
7:55
back end stuff. I didn't, I didn't make the
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books myself, although I know some photographers back in
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Lagos. Anyway, we used to do that, you
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know, shoot the wedding, print the stuff, design the book,
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create the book so that some businesses that do everything in
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house, I prefer to outsource. Magnisi does everything in
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house. So design and production of the
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handbags done in house. So if you visit the store in
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Woosetu, OK, I can't remember the address but I know it's in,
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it's in Woosetuja. If you just check Macnisy on
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Instagram that is MAKNISY, then you will get all the details of
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them. That's for you ladies listening
8:39
to the show and who happened to be in Abuja in Abuja and you're
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looking for looking for wonderful nice leather bags.
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So go check them out. So for Magnesia, everything is
8:50
done in house. So they have design and
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production teams, then they have a quality control team, then
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they also have other functions that I just lumped together as
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customer service and client relations.
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So this is not how they break down their org chart, but for
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the purposes of the talk, that is how I that is how I decided
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to break it down. Oh, and by the way, they
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celebrated 13 years this year, 13 years of being in business.
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And that was part of what the whole thing was about.
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You know, we've done 13 years. Let's make sure everybody is
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working together. Realize you're important,
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realize you're a team. Let's take care of ourself and
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let's see how we can plan for another 13 years.
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So that was the whole point of the company retreat.
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So for design, production and quality control, basically my
9:36
spiel to them was this. Oh, OK.
9:38
Well, before I went into that, I tried to get them to understand
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one thing. Because those of you who are
9:43
employees of a company, you guys haven't quite realized this.
9:48
You guys show up, you take a paycheck, and then you leave.
9:51
But then you guys don't quite realize that the only way the
9:54
business is going to grow or the only way your salary is going to
9:57
increase is if you're able to achieve a couple of things #1
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you guys have to be able to get somebody to come into the door
10:06
and buy. That's the first thing somebody
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comes in and buys. If people are not coming in and
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buying, your salary is going to remain flat.
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In fact, over time you might lose your job.
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So it is important that from a company wise perspective,
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everybody, even those of you who work in accounting, you need to
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understand that if people are not coming in and buying, your
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salary will mean stagnant and your salary might disappear over
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time because there's no how the business owner is going to keep
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on funding the business from their savings or from their
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investments or whatever. So number one is everybody's
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responsibility, especially when you're an SME, to make sure that
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number one, people come in through the door #2 we also want
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to make sure that people come back to buy again.
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If somebody buys a bag in January, but then the person
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never comes back, and that's a problem.
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We want to make sure that somebody comes and buys a bag in
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January. Maybe the person comes again in
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November or December and hopefully next year, March,
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maybe the person will come and bring a best friend, a family
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member and associate or, you know, whatever.
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So that's number two. Number one, get somebody through
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through the door #2 get the person to come back #3 we also
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want to increase the amount of money that the person spends
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each time that they come. So if someone comes in January.
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And they buy a bag for. 60K or 70K, hopefully if the person
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comes back in November, they buy the same hopefully by next year.
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But want to see how we can increase the average order value
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because if people are buying bags from us, buying it
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repeatedly and increasing the amount.
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So let's say in 2023, on average they were spending maybe 60 KA
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bag, excuse me? And then maybe by 2025 or 2027,
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they're now spending 120 KA bag. I mean, you can now see how our
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salaries start going up. It's because we've done a good
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job of getting a client, getting the client to come back and then
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increasing the amount of money that the client spends over
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time. Then the third level that we can
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pull is for them to come, OK, I've already mentioned that.
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Come with their friends, their family members and associates.
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So that was something that I was keen on pressing to the young
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boys and girls over there because it was a young workforce
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to realize that everybody's important.
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And the reason why everybody's important is because everybody's
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work within the organization effects these dynamics.
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The way that you guys behave yourself in design and
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production or in quality control or in customer service and
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client relations, that is what determines whether somebody
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comes and buys in the 1st place or whether they come back or
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whether they increase the amount of money that they spend with
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you or whether they bring their friends and their family members
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to come and buy again. So that was the angle that I was
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looking at this thing during the company retreat, or let me just
12:56
say the family retreat. So from a sales and business
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development perspective, that is the cap that we need to put on.
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We're trying to make sure that every single thing that we do,
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whether you're in design or in accounting or customer service
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or client relations, we're trying to see, can we get people
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coming to the door? Can we get them to come back?
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Can we get them to increase the amount of money that they spend?
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Can we make sure that they remain customers with us for a
13:19
long length of time? Because it doesn't profit with
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you. If you get a customer and the
13:24
person buys from you only once. The main profit is if the person
13:27
comes and buys from you and maybe it's a 1015 year
13:29
relationship. That's where the big money comes
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in Also because the longer a person spends with you and the
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more that they spend, the less time and money you have to spend
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chasing other people to come and buy with you.
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And this dynamic is the same even if you sell poultry, you
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sell eggs. It's not about somebody comes
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and then buys a batch of 200 chickens one time.
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The real profit is somebody comes, buys a batch of 200
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chickens. Now maybe the person comes back
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in December, buys another batch of 200 chickens, and then maybe
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next year they come again, but this time the order is not 200
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chickens, but maybe 600, maybe 200 chickens and then 1200 eggs
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or something. Then if you also maintain a
14:13
relationship with this person that last two decades, then that
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is where the money is because this is steady, repeatable,
14:21
bankable income that you can plan on.
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You know that, Madam. So, so, so or chief, so, so, so
14:27
the person comes every two months, every three months.
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This is how much they spend. This is where business growth
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occurs. So that's the first thing I try
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to get the team to understand that we've done good the 1st 13
14:40
years. The next 13 years is only going
14:42
to rock and salaries are going to increase, benefits are going
14:45
to increase. Only if we get people in, we get
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them to come back. They come back for a long time,
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they increase the average spend each time and then they bring
14:55
their friends, Marbley and the friends, family members and
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associates. So for the design and the
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production and quality control people, this was the scope.
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I was giving them that look. This thing is handbag.
15:07
Visual appeal is the main thing, visual appeal and then also
15:11
integrity in the manufacturing process.
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Because if the thing looks good but anything falls apart later,
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forget it. People are not going to come.
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Back and buy. And then I also told the team
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that there's this thing that is universal.
15:23
Some people think it's a Nigerian thing, but it's not.
15:26
It is universal. I've seen it in the UK.
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Well anyway, let me just leave it at that.
15:32
The only place apart from Nigeria that I've lived and
15:33
worked in is in the UK. But this thing is universal.
15:36
So I'm sure it's the same in Saudi Arabia or Australia or in
15:43
the North Pole. If you do a correct job, if you
15:47
do a bang up job, people will be happy.
15:49
But The thing is they don't tell too many people.
15:51
So someone is happy, they tell one or two people, but the day
15:54
you mess up they would tell a shit load of people, excuse my
15:58
French. So it's a very funny dynamic.
16:01
It's worse in some places than the others.
16:02
Like in the UK it's pretty bad. I think with the stats that came
16:05
out in the UK is that, you know, for one good experience you tell
16:08
2, but therefore bad experience you tell 11 or something like
16:11
that. I can't remember the stats, but
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the UK is really, really bad. So I don't know if Nigeria is
16:15
that bad. Of course, you know, we don't
16:16
have statistics on anything in this country, but it's a
16:19
universal dynamic. So if you do a good job, yeah,
16:22
you tell one or two, two people. But if you do a bad job, you
16:25
tell a whole host of people. And the fact I remember seeing
16:29
this thing in effect once where we went somewhere to eat.
16:31
I can't remember where the place was, but it wasn't a good
16:34
experience. And my wife is a member of this
16:38
group, you know, having our work friends.
16:40
I have a filthy Friday group. You know, back when the going
16:42
was good, they used to go out and flex every Friday.
16:45
But you know, now with how the economy is, you know, Filthy
16:47
Friday is not necessarily an every Friday thing.
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So they were talking about going to this place and my wife was
16:53
like, no, that the place is rubbish.
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Is this is this is that, that, that, that, that, that, that.
16:57
And I was just watching, listening and then watching.
17:00
I was like, oh, OK, so this is his dynamic in effect.
17:03
We go, we have a terrible experience.
17:05
And then she's now talking on the Filthy Friday group and
17:07
there are a bunch of people here, you know, maybe like on
17:10
that 20, I said, OK, so this is how this thing, this is how bad
17:13
news spreads. And then we went to somebody
17:16
else's house. We're just chilling.
17:17
She was thinking about how she wants to take her children here.
17:19
And my wife is like, no, no, no, no, don't do this, Don't do
17:21
this. It was this, it was this, it was
17:23
that. And in my head I'm making a note
17:25
like, oh, OK, so this is how it actually works.
17:28
So it's not a matter of malice. It's just that you go somewhere,
17:31
you spend your hard earned money, you expect to have a good
17:33
time. And so if your friend is going
17:35
to that place and is also going to spend some cheddar there, you
17:38
don't want her to waste her time.
17:39
So you tell her that, look, don't bother.
17:41
Don't take your children there. I went there with my children.
17:43
It was rubbish. Try someplace else.
17:46
So that's the dynamic, that's how it works.
17:48
So for those of you working in Magneti or working in any form
17:53
of, in any kind of design capacity, design, production,
17:56
quality control, very important because of visual appeal, how
18:00
does it look? And then integrity in the
18:02
manufacturing process. If it doesn't look good or feel
18:04
good, somebody will not buy. If it looks good or it feels
18:08
good but then the thing breaks down quickly, somebody's not
18:10
going to come back again. And the problem is.
18:14
She. Might tell 5 or 6 people, I
18:17
don't know by the time we have the statistics in Nigeria, I'll
18:20
let you know that's if we start researching these sorts of
18:22
things. But definitely she's not going
18:24
to keep it to herself. So design, production, quality
18:29
control, that is the reason why what you do is important.
18:32
So it's not just for those of you who work in Magneti, this
18:36
is, you know, whatever business you work in, whether it's shoes
18:39
you guys design or it's, I don't know, OK, Like those notebooks,
18:46
Ankara notebooks, you make the notebook and then with Ankara,
18:49
excuse me, Ankara design on top for leather design or whatever
18:52
it is. This is the reason why what it
18:54
is that you do is important. So with that, I didn't go into
19:01
user experience principles and customer experience principles
19:05
for custom goods like leather handbags in their own case
19:11
because it was a youngish crowd and we had already spent a lot
19:15
of time, You know, there were two speakers.
19:16
So I need to make sure that we kept everything under one hour.
19:19
And then plus, I was trying to instigate some quarrel at the
19:22
end of the session because there are some things I had discovered
19:25
about the team, you know, some issues with handoff and things
19:28
like that, that I thought was really important for this thing
19:31
to be said in the open. So that as a family we would
19:35
start discussing and saying, OK, look, for this particular
19:37
problem, we solve it this way. For this one, we solve it that
19:39
way. We need to put this policy in
19:41
place. We need to put that policy in
19:42
place because remember I said, for me, it's not important that
19:46
I show up, take money and then leave.
19:48
So there's some people who do that.
19:49
They just do purely training, show up, take the money and
19:52
leave. But I'm much more interested in
19:53
behaviour change. So I didn't want to talk too
19:56
much because I need to instigate quarrel at the end.
19:58
So that some of the things I had discovered this person is
20:01
quarreling with this person. I wanted the person to come and
20:03
say it out. Well, two people in particular
20:05
who had some issues. And I'm glad that I was able to
20:08
ferment the quarrel and the thing was said in in public and
20:11
were able to come up with, well, not come up with because.
20:16
Apparently. Magneti already has those
20:18
policies in place and standard operating procedures and things
20:21
like that. So we're able to reiterate the
20:24
company policy about making sure that these problems in
20:27
communication and hand off don't happen again, so that the
20:31
customer receives a wonderful user experience or customer
20:34
experience. However it is that you call it.
20:37
But the principles that are involved in user experience and
20:42
customer experience for custom goods.
20:44
For those of you who make custom handbags.
20:46
In case any member of Magnusi staff is listening to this
20:48
episode, First off, there's a thing of you need to understand
20:51
your customer needs, understand their needs, understand their
20:53
preferences, understand their pain points.
20:55
Then because that informs how it is that we make bags, how we
21:00
design bags, you know, things like that.
21:03
So if because I noticed that Magnusi bags, some of them, the
21:08
ones that I've seen have like these chain like chain, what's
21:13
it called? Sorry, I don't know much about
21:17
bags, but OK for handbags, ladies handbags, there's a way
21:22
that you have a small should I call it a handle or something?
21:25
That's one of them that have the golden chain handles.
21:28
So if you happen to be in a part of the world, like I don't know,
21:33
let me guess. OK, let me say Bangladesh, OK,
21:35
Because in Bangladesh they have monsoon scenes and it rains a
21:37
lot. So this is my guess.
21:39
I do not know about these sorts of things.
21:41
So this is me guessing. So please nobody take me to task
21:44
on this. So in a place like Bangladesh
21:46
for instance, where there's high moisture content, maybe there's
21:49
lots of sweating and then things like that, maybe it might not
21:51
make sense to have 100% leather or 100% chain as they handle
21:56
because maybe the women that are carrying it will sweat and then
21:59
the gold will corrode and maybe the leather will start to break
22:03
down. So it is by understanding your
22:06
customers needs, their preferences and their pin points
22:08
that will now affect the kind of bags that you sell.
22:11
So that things that you do on your handbags in Nigeria and
22:14
it's OK. Perhaps if you enter into the
22:17
Ghana market or the Bangladesh market or the Morocco market,
22:21
you might have to do things different.
22:24
So. These are sorts of things that
22:26
we. Should be paying attention to.
22:27
So this, These are ways of involving customers in the
22:29
design process by getting feedback from people, asking
22:33
them questions, call people up. Yes, surveys.
22:37
I know Nigerians would like to send surveys because it's easy.
22:39
Any small thing, you just send an e-mail.
22:41
But I really prefer pick up the phone, go to somebody's office,
22:44
see the person face to face, be on a WhatsApp call.
22:46
I think that's the best way to get feedback.
22:48
Then let's see what else. OK, attention to detail.
22:52
We need to make sure that attention to craftsmanship is on
22:54
point, finishing is on point, durability on point.
22:58
It's only when we sort these things out that people will buy
23:01
the first time that people will come back again and bring their
23:04
friends and family members and associates.
23:06
And then another thing I pointed out to the design, production
23:08
and quality to control people is that sales is hard.
23:12
So those people who have the job of actually standing in front of
23:14
a woman and trying to get her to park with her hard end money,
23:19
it's hard to do if deep down you know that the bags are crap.
23:23
And in this case, it's not crap. The bags are real high quality.
23:26
I don't know that because I'm a specialist in these sorts of
23:29
things, but I know it because when I'm in the store, I see the
23:32
kind of reactions that people have.
23:34
I mean, I gave an example on the podcast about how last year
23:37
while I was there discussing with the owner of Magneti for a
23:41
training program. Well, that one didn't, that one
23:43
didn't pull through how somebody came in and the person compared
23:46
it to a one of these fancy Italian bags.
23:49
I can't remember what was called.
23:51
And the last time I was in the store talking to the store
23:53
manager because I was trying to get a sense of, you know, how
23:55
they flow with customers, when are there any problems with the
23:58
team, things like that. And somebody came in with two
24:02
friends and they were negotiating about picking up a
24:06
couple of bags. There was a deal going on.
24:09
They're trying to take advantage of the deal.
24:10
And these people were pricing 11 bags or 12 bags or something.
24:15
And in my head, I did the math, OK, one bag is worth this.
24:18
And I'm like, ha, now, wow. So people actually spend, you
24:21
know, 1M above like on bags like hours trip from the things that
24:27
they were saying that look, I have this bag, this bag is this,
24:29
this bag is that, but your own. The stitching is this, this is
24:32
that. And so that's how I get, I get a
24:36
sense of the quality of the magnesium bags, not because see,
24:39
to be honest, I know nothing about leather.
24:41
So if you bring leather that is made from chicken legs or
24:43
leather that is made from pig bum bum or leather that is made
24:45
from cow skin, you know, I don't know the difference.
24:48
So it's just whenever I'm in the store, because before I come up
24:53
with any training program, it has to be tailor made.
24:55
We have to sit down, we have to talk.
24:57
So while I'm in the store, I see the way people are interacting,
25:01
the kind of things people are saying.
25:02
And then that's how I know that Magneti bags are good quality.
25:06
So I told the design and production people that look, if
25:09
something is crap and me as a salesperson, I know that this
25:12
thing is crap, it will be hard for me to sell it.
25:14
That's just human nature. It is only fraudsters that can
25:17
sell crap. So design production, quality
25:21
control people. Your job is really important if
25:24
you work for a business and that is your job, designing a bag,
25:27
designing a car, designing a Biro, designing a computer,
25:31
designing a bathroom, slippers, designing a whatever, what you
25:35
do is important. Design people, production
25:37
people, quality control, because if you mess up, nobody will buy,
25:42
they won't come back, there'll be no relationship, they won't
25:45
increase the amount of money that they spend.
25:47
Then for the customer facing people, customer service and the
25:50
client relations people, the main thing we have to pay
25:54
attention to is we need to be sure people are happy with the
25:56
product and the quality of service.
25:58
That is what gives us repeat business and referrals.
26:01
If people are happy and we tease it out that they're happy, that
26:04
is how we can get them to come back again and ask for
26:07
referrals. So we also spoke a bit about
26:11
running a customer service process, especially when things
26:14
are going bad, because to be honest, when things are going
26:17
good, you know that one is not hard.
26:19
Anybody who is nice and cheerful can handle things when things
26:21
are going good. But when somebody calls up to
26:24
say, look, I will not take this thing from you.
26:27
I paid you people three weeks ago, where is my delivery?
26:30
Why is this thing late? The pictures look like rubbish.
26:33
The of the 5000 eggs that you sent me, 120 of them were
26:37
rotten. You know, all these sorts of
26:39
things. Then people call and they're
26:41
angry and they're threatening police and they're threatening
26:43
EFCC. That's for those of us who have
26:45
been threatened before, because I have been a threatened fellow
26:49
said who will call police? And at the time, look, guy, calm
26:51
down. I studied law.
26:52
How much do you pay the lawyer? How much do you pay the police?
26:55
How much did you even pay me for wedding photography?
26:57
Just calm down. Let's solve this thing out like
26:59
men. So what's up?
27:00
What's the problem? And then we're able to handle
27:02
the conversation. So yeah, when somebody calls and
27:06
everybody's angry and then they're shouting and name
27:08
calling and everything, we need to know how to handle the
27:11
customer service process when things go bad because then
27:14
you're angry, you're not thinking straight.
27:16
And some of you have been thinking, what the hell over how
27:18
much if I just slap you and give you your money back like you're
27:21
an idiot, get out of my shop. That kind of thing.
27:24
So luckily Magnesia has done a good job.
27:28
So the staff has already been trained, so they already knew.
27:31
I asked them and they said it like it was the first of all,
27:34
acknowledge empathy. Listen, so they've got that part
27:37
locked down. The only thing I had to tweak
27:39
was the factory manager said that they should admit when they
27:44
are wrong. And you know when he said that,
27:47
I noticed a couple of people squirming because let's face it,
27:50
people don't like to admit when they're wrong.
27:52
So the tweak that I put on it was this.
27:54
You don't have to tell the customer like, oh Madam, I'm
27:57
sorry I was wrong. But I told them what we have to
28:00
do is to take responsibility for solving the problem.
28:03
Taking responsibility for solving the problem does not
28:06
mean you are wrong. So the person calls and Rakes.
28:10
I paid last week. I expected the bag to be here by
28:13
Monday. This is Tuesday morning.
28:15
My bag is not here. So in that case, I told him that
28:18
is what you do. I let the person vent.
28:21
And then you now take responsibility for solving the
28:24
problem. So, Oh, Madam, my name is Chair
28:27
Maka. I'm terribly sorry that you've
28:28
had this experience with Magnesie.
28:30
This is not how we like to do business.
28:32
I take full responsibility for making sure that we're going to
28:35
solve this problem. So I need to ask you a couple of
28:38
questions to try and figure out what's going wrong.
28:40
If I can't solve this problem, I'm going to escalate it to my
28:43
line manager, to my OGA, to my whatever.
28:45
But I take responsibility for making sure we solve this thing.
28:48
Is that OK? So that is the approach.
28:52
So when handling customer service issues, you don't have
28:54
to say it's my fault. Now you don't have to use that
28:57
kind of language but it will be very nice especially in the
29:01
Nigerian context to say I take full responsibility for solving
29:05
this problem and I'll do my best to make sure that we solve it.
29:08
The reason why is because in Nigeria, nobody takes
29:12
responsibility for nothing. So the moment you say that,
29:16
you've already set yourself apart from the competition
29:19
because it doesn't matter what business you do, whether it's
29:21
catfish leather, handbags or I don't know you're tailor or
29:29
whatever. No Nigerian business person says
29:32
I take responsibility for solving the problem and I'm
29:34
going to continue on to make sure that this thing is solved.
29:38
So say I take responsibility, it doesn't mean you're wrong.
29:41
It doesn't mean you're taking responsibility because sometimes
29:43
the problem actually comes from the client.
29:46
The client says they're going to pay on Monday.
29:48
They should have paid Monday or they forgot, or maybe they
29:50
actually paid Friday, but in their mind, they paid Monday and
29:53
so they call and they're raking because they think they paid 5
29:57
days ago but actually was just yesterday that they paid.
29:59
You know, these things happen, but you're not going to get
30:02
anywhere by making the customer look like an idiot.
30:06
So allow them to vent, calm down and take responsibility and take
30:10
responsibility to make sure that we solve this problem.
30:12
And he'll ask you a bunch of questions if I'm asking
30:14
questions like that. OK, When did you pay?
30:16
What is the order number that the thing will now come under?
30:19
Oh, OK, sorry, man. Actually, yes, you did have that
30:22
conversation with us on Monday. But actually the payment only
30:25
came in on Friday, you know, blah, blah, blah.
30:28
She has spoken. Things are now a little bit
30:30
calmer. You know, you can tie things
30:34
over a lot easier that way. So you don't have to say I'm I
30:37
was at fault, but take responsibility to solve the
30:39
problem. Then like I've mentioned, you
30:41
also asked for permission because you can't solve the
30:44
problem until you know what the whole thing is.
30:47
So in this case, for someone like Magnisi, they're doing.
30:53
Dozens of bags a week, you know, hundreds of bags in a month.
30:56
Sorry, Excuse me. Sorry.
30:59
Yeah, I'm recovering from my throat stuff, but still not 100%
31:03
gone. OK, what was I?
31:06
So you won't have to ask a bunch of questions.
31:08
Order number, proof of payment. Who did you talk to at the front
31:12
desk? What day was this?
31:15
Was there any problem with the bag?
31:20
You know you need to ask all the questions because it's when you
31:23
get all the information that you now know how to solve the
31:25
problem. What solutions to proffer or
31:27
whether to escalate it to Auger or Madam MD, Then let's see what
31:34
else. And that was just a pretty much
31:37
what I wanted them to understand when they came to that.
31:41
And then we also discussed, OK, we did not discuss how to get
31:44
repeat business and referrals. No, we didn't discuss that.
31:47
But for those of you listening now, basically you need to make
31:49
sure that people are happy. If they're happy, they need to
31:52
ask for the referral. So who else do you know that
31:54
XYZ? So it depends on the customer.
31:57
So if the person came to come and buy, in this case, let's say
32:00
Magnisi, let's say it's a wedding and they're doing Usher
32:04
IB, they're all dressing together.
32:07
Also, in one moment, I have to attend to someone at the door.
32:09
I'll be right back. OK, Sorry about that.
32:15
Yeah, someone was at the door, so I had to attend to that then.
32:19
OK, so repeat business and referrals.
32:21
So like I said, how you ask for the referral, it depends
32:24
according to the context. So the example that I was going
32:27
to give now is if some girls came in or some ladies rather
32:31
sorry, forgive me if I accidentally say, you know, lady
32:34
girls, you know, I'm not trying to demean the status of women,
32:38
so please don't take offense. So some ladies come into the
32:41
store, let's say it's a wedding and they're going to do what you
32:45
call these things, clutch, clutch bag as part of the
32:47
asurabi, part of the common dressing, part of the style for
32:51
the day. And let's say they come in and
32:52
they order 15. Let's say it's a big Brattle
32:56
train 1520. After the wedding, call up,
33:03
everybody's happy, the bags are OK, no problems, nothing
33:07
damaged. So in this case, it will be who
33:10
else do you know that XYZ? So who else do you know that is
33:14
on the Brattle train or is looking for OK, How will I
33:18
phrase it now? When you get the scope of what
33:20
I'm trying to say, it will be who else do you know that also
33:23
needs handbags for a bridal train or something?
33:27
In this particular case, that would kind of be the question.
33:30
And you'd be asking for emails or phone.
33:32
OK, no, Well, some people ask for e-mail, but to be honest,
33:35
for Misha, I still prefer phone number.
33:37
If you can get your phone number, like that's the main
33:39
thing, especially if it's the person's WhatsApp number so that
33:42
you call, they don't answer. You can send a WhatsApp message,
33:45
but whatever organization you work for, figure out their
33:48
preferred channels. So you might work for a business
33:50
who for them maybe for referrals what they want is a e-mail.
33:55
So just figure out what the preferred channel is.
33:57
But First off, call the person after you be sure everything is
34:02
cool, there's no problem. Then the formula, the basic
34:05
formula, the simplest formula, excuse me because there are
34:09
other ways of asking for referrals, but asking for
34:12
referral one O 1 is who else do you know that XYZ?
34:15
It's that simple. So if you sell birthday cakes
34:20
and somebody bought for birthday cake, asking for the referral is
34:24
not who else do you know that need cake that is too broad.
34:27
You make a little bit more more particular, Who else do you know
34:31
or which else of your colleagues is celebrating a birthday this
34:35
month that we need a birthday cake?
34:37
I mean, the more particular that you can make it, the better.
34:40
In fact, for some industries where you can do some research
34:42
ahead of time and you notice particular people to ask in
34:45
departments, you can even, and you notice that maybe on
34:48
LinkedIn, you notice, OK, let's say what you do is you sell,
34:54
there's some sort of consultant and you do trainings or
34:56
something like in my own case. And you notice that this person
35:00
is in the same WhatsApp, sorry, professional group as another
35:05
person in HR or something. You can go straight up and ask
35:08
her. Oh, OK, I notice that you are
35:10
connected with, excuse me, that you're connected with Kelechi.
35:14
Who handles HR for Zenith Bank? Can you give me Kelechi's
35:18
number? I would like to talk to her
35:19
about XYZ. So excuse me.
35:22
So in this case, you can see that asking for the referral is,
35:26
let's just say the more particular you can ask the
35:27
referral, the better. So if you're a trainer, don't go
35:30
and say, who else do you know that needs corporate training?
35:32
It's too broad. The more narrower you can make
35:35
it, the better. And so that's the reason why in
35:37
this case, you will be, are you happy?
35:39
There's no problem. The bag is not damaged.
35:42
So who else do you know that XYZ has a basic formula?
35:45
But of course, we can do podcast episodes where we discuss these
35:48
things in more details. Well, anyway, this is 35
35:51
minutes, so let me just bring this thing to a close.
35:53
So these are the sorts of issues that we handled during the
35:59
family meeting. And I just wanted people to
36:02
realize that because some people think me, I work in the factory
36:07
was my own is the people who walk in the shop.
36:09
That's the main thing. It's all connected.
36:12
You mess up in the factory, people in the shop have an
36:15
issue. If you mess up in the shop,
36:18
people at the factory have an issue.
36:20
If you go and collect an order for what people in the factory
36:25
cannot produce, it's a problem. So everybody's role is
36:29
important. And these are the things that we
36:31
do to move the business forward. And remember, if any of you does
36:36
magnesium employees, any of you listening to this episode, this
36:39
is how we grow the company for another 13 years.
36:42
And to make sure that our health benefits go up, to make sure
36:45
that our commissions go up, make sure that our salaries go up,
36:49
because you see how the economy is, you know, any small thing,
36:53
the price of fuel just just going up.
36:55
Now in Abuja, where buying fuel for 1001 spoke to Mumsy in
37:00
Makudi, they're already buying it for 1002 three.
37:02
That means in Boko, that's Popsy's hometown, they're
37:05
already buying it for like 1/5. And I'm sure in the village,
37:10
that's The funny thing about all these things in the villa,
37:12
they're probably buying it like 1-7.
37:14
Isn't it funny how you know these things happen and it's
37:17
really the poor people that suffer?
37:20
So people in Lagos buying fuel, 1000, in Abuja buying it, 11,
37:24
you enter Makudi is 1/2, You enter into the provincial towns,
37:29
you know, it's like 1/5. I mean, the farther you get
37:31
away, I mean the people up north, the real poor communities
37:34
up north, I, if I don't even know how they're surviving
37:39
anyway, where was I anyway? So that's how we make sure that
37:42
our commissions go up, our salaries go up and things like
37:44
that. Everybody is important in the
37:46
business. We need to make sure that we do
37:48
our thing so that people come in and buy.
37:50
It's not just that they buy today, let them come and buy
37:52
tomorrow, next tomorrow, next month.
37:54
It's not just that they buy next month as they're coming and
37:58
they're buying, let the amount that they're buying increase as
38:02
they're buying, as the amount that they're spending increases,
38:04
let them be bringing more people.
38:06
All these dynamics tied together, we end up having a
38:10
real profitable business. So my style is really
38:13
interactive. So I was, I wasn't given a
38:15
presentation. There was no PowerPoint, there
38:17
was no nothing. So I was going into the crowd
38:19
and asking people questions. If I had made a game of it, I
38:24
was trying to discover who else was from Ben Ray State because I
38:26
was going based on. You know, the usual.
38:28
Characteristics, you know, those words from Ben Ray state was
38:30
supposed to be, you know, stocky, big attractive, of
38:35
course, so, you know, told I can some that sort of thing and I
38:39
was totally off. I didn't get a single person
38:41
from Ben Ray state and then I even tried picking out some
38:44
people from the eastern part of the country and I was also
38:46
totally off. I called one lady who was slim
38:50
and light skinned with a pointed nose.
38:51
So I just assumed this girl is definitely IBO.
38:56
So I guessed that number of state and I was wrong tells her
38:58
that she's from Plateau state. She's even B wrong and I was
39:01
shocked like you had the lightest, like all the B wrong
39:07
people I know are, you know, like people.
39:10
Yeah, we might be on the big side, but we're dark and we're
39:14
you know, we full ground as in we occupy space.
39:16
Let me put it that way. So anyway, it was an interesting
39:22
fun experience. So now I know that you shouldn't
39:25
judge a book by its cover. Don't assume that every single
39:27
tall, slim, yellow pointed nosed lady is light skinned lady is
39:34
from the eastern part of the country.
39:36
So yes, I was going in pulling people out, engaging them in
39:41
conversation and that is how I was able to tease out the
39:43
quarrel in the different departments.
39:45
So during what would have been the customer, the question and
39:48
answer sessions, we're able to tease out a couple of things.
39:51
We're able to tease out one problem about how customer
39:54
expectations affect workflows. So we're able to reiterate.
40:00
The policy for Magneti that you know, before you collect an
40:04
order, you need to talk to people at the back of the house.
40:07
Do you have this leather, This leather?
40:09
Do you have this chain? Do you have this, this, Do you
40:11
have this that? What is production time?
40:13
What should I tell the customer? Because if you work in
40:16
businesses like this where things are bifurcated, you know,
40:19
there's front end, there's shop, and then there's back end,
40:22
there's production. If you're collecting orders from
40:25
people and saying, Oh, no problem, we can have your order
40:27
ready in two weeks, but then people in the factory, it will
40:30
actually take them four weeks. It creates a serious problem
40:33
because you're better off telling somebody that, oh Madam,
40:36
your bag will be ready in four weeks.
40:38
And then in two weeks you call up and say, oh Madam, we
40:40
finished ahead of time. When can we deliver?
40:42
Should we send it to the house or should we send it to the
40:44
office? That creates a very pleasant
40:49
user experience or customer experience.
40:51
And so it's better to do that than to tell somebody who'll be
40:54
ready in two weeks and then you call the person 2 weeks.
40:57
And four days later. So over promise, Abby, how do
41:01
you say it? Is it over promise on under
41:02
deliver? Yeah, I think that's it, Over
41:05
promise. And then on the deliver.
41:08
So we had those conversations about customer expectations.
41:11
So, you know, people in the front end of the house, this is
41:13
how you set expectations. This is the policy for making
41:16
sure you react to to the factory.
41:20
Customers are not to be told anything shorter than 20.
41:22
Was it 21 working days? I can't remember what it was,
41:25
but I think it was a very good time because that's what I used
41:28
to do back as a wedding photographer.
41:30
I just told everybody that your stuff was going to be ready in
41:32
three weeks. But to be honest, if everything
41:35
worked real nice, we could be done in a week.
41:38
But still, I just told people three weeks because I prefer
41:41
that. I tell them three weeks.
41:43
We finish in five days. But then before I send it, I
41:46
noticed that there's a problem. It goes back for the people to
41:48
take the book apart and then make the whole thing again, and
41:51
then they finish in two weeks. I called the person up and said,
41:54
oh, he's ready. In their minds do think, wow,
41:56
this person finished the week ahead of time.
41:58
This guy's really professional. So that's how it works.
42:01
So we had all those conversations.
42:03
We had all those queries about who is supposed to call who
42:06
when, how are you supposed to call?
42:07
How many times are you supposed to call?
42:09
What kind of messages are you supposed to receive?
42:11
What should we tell customers? In the meantime?
42:14
Then I was also able to instigate more queries about
42:17
internal communications because I noticed that there were two
42:19
people in particular that I spoke to one person.
42:21
The person said, this person doesn't answer his phone.
42:24
I spoke to the other person and this person said, oh, that that
42:26
Lady, she doesn't even call when there's a problem.
42:28
I was like, oh, OK, there's a problem here, but I wanted it to
42:30
come out in the open. So that came out in the open and
42:32
there was some hand pointing and as a family were able to quell
42:37
the whole issue that OK, this is what the internal, this is what
42:42
the standard operating procedure is.
42:43
This is what the internal policies are.
42:45
This is how we should follow this and things like that.
42:47
And then also another reason why I was trying to instigate
42:49
quarrel was because I've noticed that when we're having all these
42:52
family meetings, if we can instigate quarrel and everybody
42:55
sets their mind in the open, there's a way that as we have
43:00
said it, we have left it here in the open.
43:02
And then we can just free this thing and not become friends.
43:06
Especially when there's item number seven afterwards, because
43:08
they had some game schedule and they had some food.
43:10
So by the time you quarrel like this, you will sit down, you
43:13
have some good food, you know, you dance.
43:16
If there's some alcohol, you know, you lubricate and you feel
43:18
all right. There's a way that you just
43:19
stand up and everything is good. We've left it on the floor.
43:23
And then when everybody shows up to the office next week Monday,
43:26
you know, everything is cool, people are all right, things are
43:28
calm, and we can start moving forward.
43:31
So yeah, all those internal things then letting people know
43:35
about the Sops then. Let's see what else.
43:39
OK, I need to speak about something because.
43:41
In Nigeria, people are afraid of micromanaging.
43:43
Nobody wants to be a micromanager.
43:44
So you just train somebody on the job and then you leave.
43:47
But then I have to emphasize that micromanaging in quote for
43:53
certain kinds of businesses are actually very essential.
43:57
So for these production businesses, micromanaging is not
43:59
even micromanaging, it's just proper part of the training.
44:03
But traditionally in these sorts of things, what happens as
44:06
there's formal education, there's apprenticeship and then
44:09
there's on the job training. And the example that I gave was
44:11
a Ferrari and then all these high end automobiles because
44:13
they also deal with leather. So there's usually formal
44:16
education. People have gone to school for
44:17
these sorts of things. But this is Niger, you know, it
44:20
doesn't really happen that way. In fact, one of the guys who
44:24
used to walk on my photo albums actually went to school to study
44:28
engineering. So it's not, it doesn't work
44:33
that way, let me just put it that way, But traditionally this
44:36
formal education, apprenticeship and then on the job training.
44:38
So the example that I gave was how with Ferrari, it lasts a
44:41
certain number of years and a certain number of hand stitching
44:45
applications before they let somebody handle one job.
44:49
So I can't remember how many hundred it was.
44:51
You know, even if it's just 100, imagine that that you start the
44:55
job with Ferrari, you've done the formal education on
44:59
stitching and everything, you've gone through your apprenticeship
45:01
and you've gone through on the job training, but they still
45:04
will not let you do. Leather.
45:05
Upholstery until you have done supervised 100, you know, before
45:11
they let you go free, like, OK, this one can work on the factory
45:13
floor. So for some sorts of businesses,
45:16
micromanaging, even though it's not micromanaging, is absolutely
45:19
essential. So it's something that I spoke
45:21
about to the supervisors. So the reason why this is
45:25
necessary is because in these kinds of businesses, when you
45:28
make one small error, everything just falls apart.
45:31
So the way that Magnetia explained it is this, there's a
45:35
function that she called, is it creasing or something?
45:37
I think creasing is like folding the bags in a certain way or
45:40
folding what is the foundation of the bag.
45:42
So the way she explained it is if you get decreasing wrong,
45:45
some edges will not line up. If some edges don't line up,
45:48
then the formal bag is now going to look wonky.
45:51
Everything looks wonky, and then there's a space, then there's
45:53
room for deterioration, and then what else?
45:56
Like people who handle glue, you don't take care of the glue
45:58
properly. It gets infected, it gets
46:00
infected, it gets destroyed. It will cause the bag to
46:04
corrode. And you know, so just small,
46:06
small, small, small things like this.
46:08
There's a tiny thing that you do that will now totally mess up
46:12
the final thing. At the end of the day, customers
46:14
are unhappy. You've ended up wasting a bunch
46:17
of money, especially for people like Magneti where these kinds
46:22
of things where all the stuff that they're buying is from
46:25
abroad. It's a pity.
46:27
It's just that that's just the state of Nigeria at the moment.
46:31
You want to get quality materials, you want to do stuff
46:33
like this. You just have to buy everything
46:34
from abroad. So the magnets from abroad, glue
46:39
from abroad, leather from abroad, this from abroad
46:42
everything just have to buy from abroad for now.
46:46
But who knows hopefully in the future with renewed hope in
46:51
quote, maybe we might improve Nigerian manufacturing capacity
46:54
and maybe we might be able to start getting some of these
46:56
things affordably and reliably at home.
46:59
But for now, yeah, she has to pay in forex, buy a lot of the
47:04
components that she needs, good quality stuff from abroad.
47:08
So where was I? OK.
47:12
So basically, that's why micromanaging is essential.
47:14
So you don't just show somebody this is how to crease.
47:16
And then you say why I go and crease.
47:18
So you show the person this is how you crease.
47:20
And then you tell the person why you're in my front, I want you
47:22
to crease 50. I am watching you, and the
47:25
person increases 50. And then, you know, you repeat
47:28
the process again tomorrow. You come again tomorrow and say,
47:30
this is how you crease. You crease it and then you say,
47:32
OK, before I go in my front, I want you to crease yesterday.
47:36
You crease the 50, I'll be today.
47:38
You crease 60 or crease 60 in my front.
47:40
Let me see. Then the person will crease.
47:43
And it's the same thing with the glue.
47:44
It looks like it's micromanaging, but you will
47:46
come. You show the person today.
47:47
Now look, this is how you glue today.
47:49
The only thing you do is you will watch me glue and then
47:52
tomorrow you will tell the person how, OK, we're going to
47:54
glue, we're going to glue the bags in 2020 batch, I will
47:58
batch, I will do the 1st 18. The remaining two you will do by
48:01
yourself. You do it in my front and I'm
48:03
watching you. And then you know, like that,
48:05
like that, like that. So that's how it works.
48:08
So for these kinds of industries, what people call
48:10
micromanaging, absolutely essential.
48:12
And that's just how it is world over.
48:14
So if you go to Ferrari or go to Bentley or go to any of these
48:18
places, that's just how it is. You're not going to enter day
48:21
one and then somebody will say, oh, I'll go and start doing the
48:23
leather upholstery. Like no, what qualification do
48:26
you have? You will do the apprenticeship
48:28
and you do the the thing hundreds and hundreds and
48:30
hundreds of times before somebody says, Oh yeah, go to
48:34
the factory floor. And then now you handle the
48:36
leather and the upholstery. It doesn't work that way.
48:39
So I also wanted to set that level of expectation for them,
48:42
that for those of them who are supervisors, what they do
48:44
actually is very, very, very important when it comes to the
48:47
quality control. And so they should not be afraid
48:49
of micromanaging. So this whole thing of OK,
48:53
leather stitching, let me see you do leather stitching.
48:55
It takes a lot of time for you to stand.
48:58
And I'm sure it's very boring for you to stand and watch
49:00
somebody crease 50 times. I know it's really boring, but
49:04
in certain industries, it is absolutely essential.
49:06
Stand there, watch the person and, and different stand.
49:11
Different industries have different standards.
49:12
So if you're in the handbag space and maybe the standard is
49:15
that someone should have creased, I don't know, maybe 100
49:19
handbags before they start doing it unsupervised.
49:23
I mean, it takes time, but stay there.
49:25
Your supervisor is what you're paid for.
49:26
Sit there, look there, watch the person.
49:29
You might feel like pulling your hair out, but watch the person
49:31
crease 100 handbags. Even if it takes you three
49:34
months, watch make sure certify the person before you can free
49:39
the person on the factory floor. Because if you free somebody on
49:42
the factory floor prematurely, remember what I said at the back
49:47
end factory end, you guys mess up.
49:50
You're making things really, really difficult on people on
49:52
the front end because it's not easy to sell crap.
49:56
Even if you sell crap, it's not easy to get person the the
49:59
customer to come back and buy crap again.
50:01
So it's a lot easier to make sure that the back end, factory
50:03
end, we just do things 100% so that people on the front end who
50:07
are dealing with the customer have an easier job.
50:10
So that's pretty much what we discussed on Independence Day.
50:15
And we had fun was was real nice.
50:19
And these are sorts of things that we should all take on board
50:24
regardless of whatever industry that we're in.
50:27
If you're in one of these bifurcated industries, there's
50:29
front end, there's back end, please.
50:31
You will just realise like. It's all important.
50:34
So it's not a matter of we, we're in front end, we're
50:36
important. The people in the factory are
50:37
useless. And it's not a matter of we in
50:40
the factory, we're doing the main thing.
50:41
The people in the front end, I mean, they're sitting on that
50:43
AC, they're useless. What do they do?
50:46
They don't do anything. Everybody's important.
50:49
Then if you happen to work for an organization that happens to
50:52
take these things seriously, because I'm really, really
50:55
impressed by the quality of employers that I'm running into
51:00
the longer that I do this. People who genuinely care for
51:02
their people. Because back as a lawyer in
51:05
Kano, I know the rubbish that we used to see.
51:07
I mean, there was one storehand who got his fingers cut off in
51:10
the factory and you know, they just bandaged the guy's fingers.
51:14
You know, there was no work insurance, there was no work
51:16
insurance, there was no injury compensation, there was no
51:19
nothing. So I know that in Nigeria
51:21
there's lots of rubbish that happens.
51:23
So for businesses and business owners that take these things
51:25
seriously, like OK, you are my staff.
51:28
This is how much for training, this is how much for hospital,
51:30
this is how much for health insurance, this is how much for
51:33
annual checkup and things like that.
51:35
Please take these things seriously.
51:37
Enjoy the time while you're with this employer.
51:40
Make sure that you guys part on good times because I've also
51:42
noticed that employers like the Magnisi Lady and people have
51:48
consulted with in the past, like they excuse me, they're not
51:51
naive. They know you're going to leave
51:52
one day. So make sure you're apart from
51:54
good terms. Everybody's happy, you know,
51:56
things like that. I've seen the way she even
51:57
supports people who have left her brands to go start their own
52:01
thing. So when you were nice employers
52:04
just, you know, just blend, you know, it's all love.
52:07
Let's be 1 happy family for now. Eventually we all move on, you
52:11
know, doesn't mean we have to be enemies.
52:13
In fact, that is how I'm going to build my own agency practice.
52:16
So currently I'm not taking any consultants underneath under me.
52:22
But in another 3-4 years, yes, I will start looking for people
52:25
that should be associates with my consulting outfit.
52:30
And well, anyway, as we start making those changes, I'll talk
52:35
about those things over here on the podcast.
52:37
So yeah, that's it. That's all I wanted to share
52:40
with you guys today. And yeah, so thanks for your
52:42
time and attention. I'll catch you guys at the next
52:44
episode. Connect with me on WhatsApp,
52:46
questions, queries, comments or maybe object to something that
52:50
I've said. The phone number is 08064662140.
52:55
The country code is +234 for those of you who are not
52:58
Nigerian. So hit me up.
53:00
Calls SMS, WhatsApp, Nuala then connect me on LinkedIn the name
53:05
to look for establishment IED. If you check this link, we're
53:08
listening to this episode. You just highlight my name, copy
53:11
paste and LinkedIn. You see my handsome face, my
53:13
cute babyface smile and then send me a connection request.
53:16
So thanks for your time and attention.
53:17
I'll catch you guys at the next episode.