Business, the Babemba Way: Why People Are the Real Growth Strategy

There’s a story from the Babemba (or Bemba) people of Zambia that recently went viral after actress Taraji P. Henson referenced it during her commencement speech at Spelman College. She spoke passionately about the power of restoration, reflection, and what she called the sister circle, a space of affirmation and healing.

While her message resonated deeply, she mistakenly credited the Babemba as a South African tribe. In reality, the Babemba are based in Zambia. It’s a small but important reminder: celebrating African culture means taking the time to get it right. That said, the ritual she described carries wisdom for every leader especially those seeking to build people-first businesses.

What if we built our businesses like that?
In firms and organisations, we often respond to failure with distance. We avoid. We escalate. We move people off projects, often without context or conversation. But what if, before discarding someone, we paused to remember who they’ve been?

For those of us in the legal profession, whether leading law firms, corporate legal teams, public sector departments, or regulatory bodies, this matters deeply. How we respond to internal missteps says more about our leadership than any policy manual or legal strategy ever could.

Business development isn’t about selling. It’s about trust. Connection. Memory. If your culture discards people the moment they falter, that same energy will eventually show up in how you treat clients and how they experience you. High-performing businesses aren’t built by avoiding mistakes. They’re built by knowing how to hold people through them. Not without standards. Not without accountability. But with dignity.

The Babemba ritual is powerful because it centres both community and responsibility. It says: You matter. You messed up. But we haven’t forgotten who you are.
Later this year, I’ll have the honour of visiting Zambia for the first time. An experience I’m genuinely looking forward to. To share this story while preparing to engage with the country’s vibrant legal and business community feels especially meaningful. It’s a reminder that the wisdom we often quote from afar has real roots, real people, and real relevance. And when we get closer, geographically and relationally, we honour that wisdom more fully.

Whether you lead a legal team, manage key relationships, or influence culture—this story holds a real leadership challenge. When people falter, how do you respond? Do you protect your brand, or invest in your people? 

Restorative cultures aren’t soft. They’re strategic. They build loyalty, reputation, and trust inside and out. I’m curious. What would a Babemba-style leadership move look like in your business this week?