For: Management & Project Managers
I've been observing our mission to ignite agency with participants through side hustles, and I wanted to share some thoughts on how we might strengthen our approach. This comes from a place of learning and reflection, not criticism.
Starting a side hustle is essentially starting a business. I don't claim to be better than most Enviro Champs. But I have exposed myself to more business books and tried more ideas than most participants. Thus far, I've failed for 5+ years, but what has been working—or what I'm naturally drawn to—is investing my money (capital).
This short diagnosis focuses on different temperaments and offers a contribution toward avoiding the mistake of placing 1,000+ people into the single category of "start your own side hustle."
Two Frameworks to Guide Participants Better
1. The Four Quadrants (Robert Kiyosaki)
E = Employee → S = Self-Employed → B = Business Owner → I = Investor
Our current approach: Get everyone toward S (self-employed side hustles)
Better approach: Help participants identify where they naturally fit, then coach accordingly. (Needs more effort, of course.)
2. Leverage (Naval Ravikant)
- Labor: Other people working for you (e.g., to scale factory outputs or manufacturing goods). Still works, but complicated + you need loans to begin.
- Capital: Money working for you. Investments, assets, things that generate returns while you sleep. Powerful but you need money to start.
- Code/Media: Software you write once and sell forever. Content you create once and distribute infinitely. This is the new leverage, and it's the most accessible. Products with no marginal cost of replication. But also highly competitive.
Real Examples from Our Programme
Example 1: The Artist's Girlfriend (Imbali - strategic employee)
I bought paintings from a guy in Imbali (not in SEF). His girlfriend (in SEF) showed me his work.
Current pressure: She's trying to compete selling hot dogs and perfumes.
Better fit: Become his employee/marketer—create online content that attracts buyers. For every sale, she reports shared profits on the SEF Monthly Income Tracker because she's directly involved. This is labor leverage.
Example 2: Ayanda Zondi (Plumber - Self-employed)
Currently under SEF but also self-employed. Posted on DUCT socials.
Next level: Train 2+ ECs on his methods and 1 marketer. They become his labor. He becomes a business owner whose income doesn't stop when he's absent. Each trained EC reports individual profits from jobs they assisted on. This is business ownership.
Example 3: My Investing (Capital Leverage)
Current monthly income (from dividends): $2.45 Real-Estate Fund + $0.50 Microsoft = ~R53/month.
Not impressive. Wouldn't make the Profit Leaderboard top 10.
But: In 5 years of consistent feeding, that R53 becomes R500-R800/month. This is capital leverage. Feed your investments for the first half, they'll feed you in the second half.
I'd do terribly selling hot dogs or plumbing—not my temperament.
My Porfolio + Individual Companies that are Growing.
The Reality Check
Mission: All 1,000 ECs start businesses
Problem: I still struggle to support my neighbor selling eggs (R90 for 30) when Checkers sells them for R69 plus discount cards, plus I get everything else I need in one trip. Efficiency wins.
Suggestion
Don't force everyone into self-employment (Quadrant S).
Instead:
- Identify temperaments: Who's a natural employee? Business builder? Investor?
- Match strengths to quadrants: Some thrive as skilled laborers in someone else's business. Some build teams. Some deploy capital.
- Expand "side hustle" definition: Include collaborative ventures (artist + marketer), apprenticeships (plumber + trainee), and capital deployment (investing stipends)
The goal isn't 1,000 hot dog stands. The goal is 1,000 people achieving self-reliance through income leverage that fits their temperament —while learning business skills, artistry, and value creation."
I hope this helps.
Sam Madlala