How I Became a Leader?

When I was a teenager, I used to graze the flock with my grandfather in the vast, quiet meadows of our village. Those mornings were cold, and the hills were silent—except for the soft bleating of sheep and the old wisdom my grandfather would share. At the time, I thought we were just shepherding animals. But now I realize, I was being trained for something much bigger.

I learned how to control the sheep, how to nurture them to stay in one place, how to read their behavior, and how to lead without force. My grandfather would often say, "Son, even animals need a leader who is gentle yet firm, someone who walks ahead but watches behind." Those words never left me.

By this little inspiration, unprecedentedly, I started thinking big. I began to dream—not just of surviving—but of building something. Something of my own. I didn’t want to be a shepherd forever, but I respected what it had taught me: patience, strategy, and responsibility.

With no capital and no mentor, I took my first steps into business. I opened a small stall selling daily goods—items that were useful and affordable. I asked myself the same questions every day: What do people need? How can I serve them better? How do I earn their trust?

Every sale was a small victory. But success wasn’t easy. Some days, I didn’t sell a thing. I faced mockery. People told me, “You’re too young,” “You don’t know business,” or “You’ll give up soon.” But I didn’t. Because deep down, I knew—if I could lead a flock on a hillside, I could lead a business too.

Slowly, I began to grow. I hired my first helper, then another. I learned how to motivate, how to manage, and how to care for those who worked with me. I never sat back and gave orders—I worked side by side with my team. We were building more than a business—we were building a family.

But things changed fast. Competitors rose around me, offering the same products, often at lower prices. I realized I had to evolve or be left behind.

That’s when I founded Afghan Mart.

Afghan Mart wasn’t just another store. It was a vision. I wanted it to be the face of modern Afghan retail—a place where quality, service, and trust came together. I didn’t want to limit myself to a single shop or market. I wanted to reach every home, every customer, everywhere.

So I took a bold step—I moved Afghan Mart online. It was unfamiliar territory. Many in our community didn’t trust online shopping. But I worked hard to prove that Afghan Mart was different. I offered fast delivery, friendly service, and guaranteed quality.

I hired delivery staff and trained them personally. We worked from morning till midnight, fulfilling orders, answering calls, solving problems. And slowly, we built a loyal customer base. People started recognizing the name Afghan Mart—not just as a store, but as a trusted part of their daily life.

We didn’t stop there. We listened to customer feedback. We introduced new categories—groceries, electronics, clothing, and even local artisan products. Afghan Mart became a bridge between traditional markets and the digital future.

But it wasn’t just about products. It was about people. I found inspiration in my team, in our customers, and in the dreams of young Afghans who now saw a future in entrepreneurship. I began mentoring others, helping small sellers bring their goods onto Afghan Mart, teaching them how to package, price, and promote.

What gave me confidence wasn’t money—it was impact. When a mother told me she could now order her groceries from home, or when a small vendor thanked me for doubling his income through Afghan Mart, I knew I was on the right path.

Today, Afghan Mart isn’t just a business. It’s a movement. It’s the story of a shepherd boy who dared to dream. It’s the story of every Afghan who wants to create, serve, and lead.

And me? I’m no longer just a businessman; I’m the leader of a team. The head of a family. A pioneer in a growing business market.

That’s how I became a leader—step by step, challenge by challenge, dream by dream. And the name that carried me through it all was Afghan Mart.

So when people ask me, “How did you become a leader?” I tell them:

I led sheep in the fields.

I led people in the market.

And now, I lead a brand that belongs to all of us.

That’s how I became a leader.