In business, wisdom is possessed by entrepreneurs who have survived more winters. One such person who possesses wisdom and ready to share it is
Pastor Guidance Kandemiri. He has recently shared his wisdom with his followers on social media.

“In my years in business, I discovered that most people have no broader understanding of what a pivot is. I have had many meetings with entrepreneurs who have a strong understanding of their product or service that it becomes a monument to their eventual demise,” he wrote.

“As a creator and innovator myself, I have often been blind to things that I love and I have often become too attached to the products that I make to the point of nursing them to death.
Most people have the right reasons for starting a business. They have the right intention, the right idea, all the right tools, spreadsheets and ideas, but sometimes businesses just don’t work out,” he continued.

Kandemiri cautions that businesses are a combination of our intentions and aspirations for the future.

“They are the culmination of our hopes and dreams and yet they also embrace our worst fears about the future with a sprinkle of optimism. We start businesses because we want them to be great and that is the strength and the weakness of the entrepreneur; hope.” He explained.
“Hope is the reason why many Dreamers, Innovators and Entrepreneurs are depressed. Psalms 13 tells us that. Hope deferred makes the heart sick;” many entrepreneurs are heart-sick.”

He has learnt that even though entrepreneurs have all the right reasons to start a business, they never have enough reasons not to.

“Better articulated, most people have sufficient entry reasons and not enough exit reasons. Most people have had all the reasons to think about why and how to start and not enough thought into why and how to stop. When my wife and I started one of our many businesses we had a conversation on what circumstances were necessary for us to get out of the business. We began to improve our questions and we improved on what we would need to leave as opposed to what we would need to stay. I asked her the question,” he said.

“When a vision does well, we should continue trying. We do whatever it takes to nurture it, even for underperforming businesses. The patience game requires that we invest more time into making our vision sustainable. However, when it does not work, at what point do we recognise that a project is no longer worth investing in? Do we have the courage to close down a business when it begins to conflict with our other life pursuits or intentions? Are we brave enough to let go when we are at our peak, or the ability to recognise our plateau? Do we have the boldness to close doors to things that we have outgrown?”

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