The shadows of success
Chapter 11: The Shadows of Success
Chanda's rise to dominance in the rural markets of Zambia was unprecedented. By 20, his business had grown to include over 20 stalls, employing nearly 50 people in towns and villages across the country. His monthly revenues had reached 200,000 ZMW, and his savings approached his goal of 1 million ZMW.
But as his empire grew, so did the complexity of managing it. With operations spanning vast distances and dozens of employees, cracks began to form in the foundation of Chanda's business. Among his trusted team, some had begun to exploit his absence and growing reliance on delegation.
---
Early Signs
The first red flag came from a food stall in Choma. Chanda's monthly sales report indicated that the stall had underperformed significantly, earning only 5,000 ZMW, less than half of its usual revenue. Suspicious, Chanda decided to investigate.
When he visited the stall unannounced, he found the shelves half-empty and poorly organized. The employee in charge, Mutale, stammered through an explanation.
"It's been slow, boss," he said, avoiding Chanda's gaze.
Chanda wasn't convinced. After speaking with local customers, he discovered that Mutale had been selling goods at full price but recording them at discounted rates in the books—and pocketing the difference.
---
A Growing Problem
Unfortunately, Mutale wasn't the only one. Over the next few weeks, Chanda discovered discrepancies in reports from stalls in Monze, Kapiri Mposhi, and Mpika. Missing inventory, falsified receipts, and underreported sales painted a grim picture.
In total, Chanda estimated that he had lost nearly 50,000 ZMW to employee theft over three months.
---
Confronting the Issue
Chanda was furious, but he knew that anger alone wouldn't solve the problem. He needed a plan to restore order and rebuild trust within his team.
Step 1: Investigate Thoroughly
Chanda hired Mwila, his operations manager, and Temba, his logistics head, to audit every stall. Over two weeks, they reviewed sales records, checked inventory, and interviewed employees. Their findings confirmed Chanda's fears: at least 10 employees were involved in embezzlement.
Step 2: Address the Offenders
Chanda called a meeting with the employees who had been caught stealing. He laid out the evidence and gave them a choice: repay the stolen money or face termination and potential legal action.
Out of the 10, six confessed and agreed to repayment plans, while four were fired on the spot.
Step 3: Strengthen Systems
Determined to prevent future theft, Chanda implemented stricter controls across his business:
1. Daily Sales Tracking: Each stall manager was required to send daily sales reports via WhatsApp, supported by photos of receipts and inventory logs.
2. Surprise Audits: Chanda set up a rotating schedule of unannounced visits to ensure accountability.
3. Cashless Payments: To minimize the handling of cash, Chanda partnered with mobile money services like Airtel Money and MTN to accept digital payments.
---
The Fallout
While Chanda's swift actions restored order, the situation left a sour taste in his mouth. He had always prided himself on creating opportunities for others, and the betrayal hurt deeply.
Speaking to Mwila one evening, he admitted, "I thought if I gave people a chance to work and earn, they would value it. But some only see an opportunity to take advantage."
Mwila nodded. "It's part of running a big business, Chanda. Not everyone will share your vision. But you're learning, and that's what matters."
---
Rebuilding Trust
To rebuild morale among his loyal employees, Chanda took steps to show his appreciation:
Bonuses for Honesty: He rewarded employees who consistently met targets and maintained clean records, giving them bonuses of 500–1,000 ZMW each.
Training Programs: Chanda organized workshops on financial literacy and ethics, helping employees understand the long-term benefits of integrity.
Promotion Opportunities: He promoted trustworthy employees to supervisory roles, empowering them to take on more responsibility.
One such promotion went to Lombe, a quiet but hardworking manager in Mumbwa. Lombe had reported suspicious activity among her peers, demonstrating loyalty to Chanda's vision.
"You're the kind of leader we need," Chanda said as he handed her the new title of Regional Supervisor.
---
Lessons Learned
The embezzlement scandal taught Chanda valuable lessons about leadership and trust:
1. Trust But Verify: While he wanted to believe in his employees, Chanda realized the importance of oversight and accountability.
2. Invest in People: By training and rewarding his team, he could foster a culture of loyalty and honesty.
3. Delegate Wisely: Chanda learned to identify and promote employees who shared his values, ensuring they could help manage his growing empire.
---
Moving Forward
By the time Chanda turned 21, his business had not only recovered but also grown stronger. The rural stalls were now generating 250,000 ZMW in monthly revenue, with profits of 75,000 ZMW. His savings had surpassed 1 million ZMW, fulfilling the goal he had set for himself three years earlier.
More importantly, Chanda felt confident in his ability to handle the challenges of running a large organization. The boy from Kaoma had faced betrayal and loss but emerged wiser and more determined than ever.
As he looked ahead, Chanda began dreaming of his next big move: expanding into manufacturing his own goods. Why rely on suppliers when he could control the production process himself?
The road ahead was daunting, but Chanda had learned one crucial truth: success wasn't just about money—it was about resilience, adaptability, and the ability to keep moving forward.
And move forward, he would.