Asher's Blog

Today, during my prayer time, I found myself asking God for confidence to make a difficult business decision, one of those decisions you already know won’t sit well with everyone involved, but that you also know you can’t avoid if you truly care about growth, responsibility, and the long-term future of what you’re building.

As I prayed and sat quietly with my thoughts, it became clearer to me why tough decisions often feel so heavy, emotionally draining, and sometimes even isolating.

One of the reasons they are hard is because the people affected by such decisions may never fully understand the bigger picture, and when people don’t understand, they naturally try to make sense of things in a way that protects their own perspective. Over time, those versions of the story get told and retold, passed around without context, and shaped to fit whoever is speaking at the moment. Intentions get lost, facts blur, and what started as a complex situation becomes a simple, one-sided narrative that spreads faster than the truth ever could.

Another challenge is that these stories eventually begin to shape how people see you. People start forming opinions, not based on who you truly are or the values you live by, but based on fragments of information and incomplete accounts. What I’ve come to realise, however, is that personal values can sometimes appear to clash with business decisions, not because the values are wrong, but because business decisions are often made for survival and continuity, not comfort. This is why governance exists, and why boards sometimes make decisions that feel brutal on the surface, including letting go of core leaders during restructures or takeovers.

Interestingly, in just the last seven days, two EPL head coaches were sacked because they were no longer aligned with the direction of their boards. The lesson there is simple but profound: there can only be one direction at a time, and when you are hired by a board, you are ultimately subject to that board’s vision and authority, even when it feels uncomfortable or unfair.

As I continued to reflect, my perspective began to shift. I started to see tough decisions not as personal failures or conflicts to be avoided, but as essential moments of leadership growth. Even when the decision itself is painful, the process of making it forces maturity on both sides, because growth rarely happens in moments of ease. More often than not, we learn the most about ourselves during adversity, not during success.

When we consistently avoid difficult conversations and hard choices, we also avoid the kind of stretching that produces deep transformation. In many ways, we deny ourselves growth when we refuse to push beyond what feels natural, familiar, or safe. Leadership requires resilience, and sometimes it requires fighting; not in a reckless or emotional way, but in a disciplined, intentional sense that refuses to back down from what is necessary.

Recently, my dad shared a situation with me where someone was attempting to take undue advantage of us, and I remember feeling genuinely upset about it. It forced me to confront something about myself: I am not naturally confrontational, and I’m not known for being the “fighting” type. But the truth is, business is not for people who avoid conflict at all costs. Business requires a certain level of firmness, and sometimes, the willingness to stand your ground.

Interestingly, around that same time, I had just started boxing classes, almost as if life was reinforcing the lesson. In the heat of the moment, I told my dad that we should be ready to fight it out if necessary.

He listened, acknowledged my position, but chose a different approach. His view was that it was wiser to start with a conciliatory message, clearly stating our position and intentions, and only escalate if that failed. I was sceptical because the other party appeared to be negotiating from a position of strength, but he had already taken the step, so all we could do was wait.

To my surprise, the issue was resolved without any confrontation at all.

That experience reminded me that strategy matters deeply, especially when making tough decisions. Not every problem requires brute force, and not every firm stance needs to start with aggression. What matters is clarity of purpose, patience, and the discipline to think several steps ahead. Before making major decisions, it’s important to be clear on the end goal, speak with subject matter experts and people who have more experience, and refine your approach repeatedly until you are confident that it is thoughtful, intentional, and difficult to undermine.

The purpose of business strategy is not to win arguments, but to ensure that the business survives, remains competitive, and continues to play a meaningful role in its market over time. Positioning yourself correctly and acting with intention is not optional, it’s foundational.

Another lesson that often comes to mind is the Parable of the Talents, which I’ve shared many times with close friends. One insight that has stayed with me is that we really have no excuse not to multiply the resources entrusted to us. Business capital, time, relationships, and opportunities are all meant to grow, not remain stagnant.

This understanding became much clearer to me some months ago, and it has since shaped how I think about decisions. My focus now is first on preserving capital by avoiding reckless choices that could wipe it out, and secondly on deliberately multiplying that capital through wise investments and well-thought-out strategies. This is where the right advisors become invaluable, people who can guide you on where to deploy resources, what opportunities are worth pursuing, and which paths are better left untouched.

These are some of the things I’m learning as I go, often in real time, sometimes the hard way.

That’s my two cents.
I wish you well.