What was My Father's Advice on Joining Tiens? Tiens Journey & Seniors Exposed||Tiens|

Core lesson / guiding principle (ethics as strategy)

• The speaker credits his father with the most important upbringing value: honesty.
• He frames business ethics as the foundation for long-term success.
• A key message from his father:

  If the business contains unethical “smoking” (bad/unprofessional practices), he will not use any earnings from it. He further implies he would not even sit in a car bought from that income—making ethics non-negotiable.

Decision point: whether to stay in the network/business

• After hearing his father’s stories about companies in Faisalabad that did not scam people, the speaker feels reassured.
• He then chooses to quit or avoid any activity that contradicts professional standards.
• He describes feeling conflicted when he saw unprofessional actors inside a professional-looking business environment, which:
  • slowed his progress, and
  • led to partial withdrawal.

Playbook / frameworks used (“two ways of doing business”)

The repeated binary model

His senior teaches a “two ways” framework:

• Professional way
  • Lasting reputation/name remains.
• Unprofessional/unethical way (“harm/scam”)
  • Temporary gains, eventually erased/finished.

Reinforcing examples

• Benefit model vs harm model
  • Benefit people → business grows; reputation remains; “name” and contribution endure.
  • Harm people → short-term earnings; eventual collapse/eradication.
• Animal analogy (brand/narrative selection)
  • Lion (causes harm) may be temporarily visible/famous, but the idea presented is that harm-based systems are “destroyed.”
  • Goat (benefits others) represents sustainable growth: repeated births and ongoing value creation.

Outcome framing (“market cleansing”)

• Those who cause loss/harm are eliminated.
• Those who provide profit/benefit persist and expand.

Operational shift: moving from informal to disciplined execution

After adopting a professional-first mindset, the speaker describes practical steps:

• Training and mentorship
  • attending trainings, meeting seniors, observing proper business operations
• Industry/product/brand study
  • learning the brand, products, and business model in depth
• Learning from external sources
  • reading books by “foreign networkers”
• Timeboxed preparation
  • “a few months” of preparation before launching/commencing professionally

Leadership & organization themes

• Future leaders are expected to be:
  • Professionals
  • Leaders
  • People who model ethical conduct—not merely recruit/sell.
• He suggests a leadership transition dynamic:

  Many current leaders will “disappear,” replaced by professionals who lead with proper conduct.

Concrete examples / figures referenced

• Father’s story about a Faisalabad company that avoided scams and operated professionally.
• Teachings attributed to:
  • Dr. Mo Tani (or Mo Tani sahib): the “two ways” and ethics/reputation logic
  • Suta sahib: the benefit-vs-harm and lion-vs-goat analogies
• Specific business behaviors his father rejects:
  • taking earnings derived from unethical activity (“I will not spend that income”)
  • using assets bought with such income (“I will not sit in that car”)

Metrics / KPIs

• No explicit financial KPIs are stated (e.g., margins, CAC/LTV, churn, growth targets).
• The only measurable directional outcomes mentioned are qualitative:
  • “Today, my business is growing.”
  • “Today, there are many other people with me building businesses professionally.”

Actionable recommendations implied

• Treat professional conduct as a non-negotiable operating rule.
• Invest in mentorship and training, and closely observe how ethical operators run the business.
• Do due diligence on the brand/product/company model before scaling.
• Build using a benefit-first customer/partner philosophy to create durable reputation.

Presenters / sources mentioned

• The speaker (unnamed) and his father, referred to as “Baba,” “Saab,” or “Gol Baba.”
• Dr. Mo Tani sahib
• Suta sahib
• Dr. Mo Yas Sultani Saab (referred to later as the mentor)