In countless conversations with founders and directors of SMEs, I have observed a recurring and rather troubling pattern the tendency to run their businesses based on advice borrowed from friends or relatives who neither share the same industry nor possess the same business realities.
The intention, of course, is rarely malicious. Most of these well-meaning advisors genuinely wish to help. Yet, their suggestions are often grounded in emotional perception, not empirical understanding. What works in one ecosystem may prove counterproductive in another. The friend who runs a garment trading firm may offer insights shaped by retail cycles, while the person managing a restaurant may interpret success through the lens of daily cash flow. Both are valid but neither translates seamlessly into, say, a manufacturing or technology-driven enterprise.
Unfortunately, many founders accept such advice at face value and implement it hastily without pausing to test its relevance against their own business model, customer behaviour, or operational structure. The fallout is usually slow but sure: teams are confused, customers sense inconsistency, and brand reputation begins to wither.
I have seen this unfold far too often.
A weaving-mill owner, advised by a trader friend, resists investing in ERP software because “software never gives ROI.” Months later, the lack of production and inventory visibility costs the company far more than the initial investment.
A small machine manufacturer, persuaded by a relative, tries to imitate the marketing strategy of a B2C product brand only to realise that enterprise sales require trust, patience, and deep domain credibility, not flashy advertising.
These are not isolated stories; they are everyday business lessons written in invisible ink.
Similarly, a real estate broker or insurance advisor cannot possibly understand the nuances of a B2B software business. Their world revolves around short sales cycles, commission-led outcomes, and emotionally driven negotiations a stark contrast to the consultative, data-centric, and process-oriented ecosystem of enterprise software.
Equally concerning is the rise of casual or self-centred consultants who present themselves as experts but are, in reality, motivated solely by financial gain. I find their role increasingly laughable not because they are incapable, but because they often speak with great authority while being dangerously unaware of the consequences their words may carry. Such individuals must recognise that their misplaced confidence and careless advice can derail years of someone else’s hard work. Their selfishness, cloaked in the garb of expertise, has the potential to ruin not just strategies but livelihoods.
To such advisors, I would say: practise caution. Understand the gravity of your words before dispensing them. Leadership decisions are not academic exercises they affect people, livelihoods, and the long-term sustainability of enterprises.
And to the founders, my humble request is this: know your ecosystem. Every business, like every human being, has its own DNA. What works for another may fail for you not because it is wrong, but because it is misplaced. If you lack clarity, hire professionals who understand your sector, your systems, and your scale. Seek expertise, not echoes. Do not rush to conclusions or implement ideas merely because you have “heard it somewhere.”
True leadership is not about how quickly one acts, but how wisely one decides. The best leaders I know listen to many, consult selectively, and implement thoughtfully. They treat advice as a mirror not a map.
Because in business, as in life, the greatest damage is not caused by ignorance
but by misplaced confidence mistaken for wisdom.
If this resonates and you want help auditing your current sales enablement, designing a staged playbook, or running a 90-day pilot, I’d be glad to help.
📩choudhary.nrj@gmail.com
📞 +91 79846 17782
Well said Neeraj.
In today’s world advise is available for free. But whether is it suitable to me or how well I can execute it is crucial.
So one need to develop that intuition to choose a right mentor to receive valuable business suggestions and make time, set aside the cost and put the efforts to execute it.