In managing a busiess, do not expect yourself to be wearing a tie and wear nice shoes but expect yourself to be rugged yet clean. This is the picture of a businessman unless your business is macro owming a corporation or a multi-million dollar company so you have to look great and iconic, which is why never mind the people surrounding you if see you rugged and simple. They do not know the figure of your wallet , likewise, the figure you save in the bank and how much millions you have as the capital of your business if your business is operating a trucking business. Always have focus on what you are doing because those who mock your appearance are poor.
Don't care about what others think
- Thread starter Starmix
- Start date
Do not make assumptions about people based only on their appearance. Someone might seem ordinary or simple, but in reality, they could have substantial financial assets, investments, and their businesses.
- Thread starter
- #4
It happened here in the city where I live, the father of my friend was the governor in Malaybalay city Bukidnon. Her dad bought a Toyota car but at that time he wore slippers and a buri hat. With him a sack containing 5 million pesos but the guard and a sales man didn't let him in to choose a car. He's about to leave when the branch manager recognize him. The guard and the sales man were reprimanded. They don't know the man was a governor and a millionaire. It's not good to judge a person through his appearance.
- Thread starter
- #7
Yeah, and it's happening in our society people tend to be judgmental. The physical is not important, it's the inside and the financial status of the person.
When you have set your mind that you want to run a business, you should know that the only opinions that matter is that of professional business consultants and mentors. Every other person can keep quiet with their opinions.
- Thread starter
- #16
That's right, and they are called envious people who lack skills which is why the hatred in themselves for being desperate is thrown to others.
