Ильдар Хусаинов – The power of freedom (страница 13)

Egoism in entrepreneurship lies in creating value with the intention of making money. A successful entrepreneur focuses first on generating value and then finds ways to monetize it. In contrast, unsuccessful entrepreneurs often start with the mindset of how to make money, neglecting the importance of creating real value. This is a crucial distinction to recognize. Any organization needs to have a high-level management system in place.

I also believe in the energy of novelty. A company that fosters a culture of renewal is constantly evolving. There is also the energy of passion, when employees truly love what they do, you can feel it looking at their work.

However, the most powerful form of energy is the energy of competition. It is unique, yet many people are afraid to enter the race, preferring the stability of a monopoly. Nevertheless, in our team, we encourage a competitive spirit, sometimes assigning the same tasks to different individuals to see who performs better. This promotes a healthy sense of competitiveness, and we openly share our employees' success rankings with the entire team. The top performers receive recognition and rewards, such as a trip to Dubai or a reserved parking spot in our company’s underground lot. In our company, an employee's rank in the hierarchy doesn’t matter; only their performance counts.

The energy in business is largely shaped and sustained by leadership through certain principles that guide the company's operations. These principles help ensure that energy not only exists within the system but also positively impacts the entire organization.

I believe that a company is a building block of society. Companies create the economic strength of any country. Regardless of ownership structure, whether state-owned or private, they contribute to the economic development of the nation. The effectiveness of management within companies directly reflects the efficiency of society as a whole. Therefore, it is crucial to invest in the development of managers and to recognize the best among them as national treasures. Successful management can quickly and effectively boost the economy of any country. It is dangerous when managers are afraid for their positions or feel insecure, as this hinders the system's growth and development.

Companies play a crucial role in the development of individuals. We invest heavily in the education system, but schools and universities only account for 16 years of a person's life: about 10–11 years in school and 5 years in university. After that, individuals typically work until they are around 60 years old, with about 40 of those years spent developing their skills in businesses and organizations. When we translate these periods into numbers, the investment made by companies in employee development far exceeds the budget allocated by the government for school education by nearly two and a half times. In this way, company leadership effectively provides a form of "third education" for all their employees, contributing significantly to societal development.

Everything that has been built and the way we live depends on companies. They ensure the efficiency of resource utilization and guide the direction of society. Every leader plays a crucial role in the economy and should never underestimate their importance.

I feel a strong sense of purpose in my mission: to create a product, develop an economic structure, enhance efficiency, and foster personal growth. Financial and economic results are not my top priority. What matters much more is how people develop, the services we provide, and how we transform society by improving our internal culture and optimizing our work approaches.

The motivation behind writing this book is my desire to draw the attention of leadership in as many companies as possible to the idea that the clearer they understand their significance, the better it will be for everyone. Many business leaders underestimate their own roles. I don’t suffer from a superiority complex, but I also don’t have low self-esteem. I believe I am doing something great and serving as an example for many who are transforming their businesses.

After the release of my first book, I received an overwhelming amount of feedback and gratitude. People come to see me just to talk and share how the book has helped them transform their businesses. I try to meet with everyone, even if it’s just for 15 minutes, but I make it a priority.

The role of all managers in the development of society is immense. We are making a significant contribution by advancing society as a whole.

Chapter 7. About the Culture of Entrepreneurship

All over the world people make a mistake thinking that it’s really easy and appealing to be an entrepreneur. However, not everyone can clearly articulate what entrepreneurial culture means within an organization, and there aren’t many resources available on this topic. I want to delve deeper into this issue, drawing on my substantial experience and insights.

Entrepreneurial culture is based on the idea of freedom. In many companies, regulations are so strict that they stifle employees' ability to express themselves, unlock their potential, and contribute significantly to the organization. The upbringing I received, for which I am grateful to my mother, instilled in me the value of freedom. This value became the foundation of the corporate culture at "Etagi."

Creating an atmosphere of freedom in a company requires not only the implementation of motivational mechanisms but also a comprehensive approach to management. It’s a complex process that demands constant attention and fine-tuning. I ‘m going to elaborate on how these principles are put into practice.

1. Motivational Mechanisms – These are the cornerstone of the entrepreneurial spirit. The way resources are distributed within the company significantly impacts employee motivation.

2. Initiative – Every employee should have the right to voice their opinions. In an entrepreneurial environment, unlike more conservative systems where freedom of expression may be restricted, the generation of ideas and suggestions is actively encouraged.

3. Access to Resources – In an ideal entrepreneurial culture, employees should be able to utilize the necessary resources of the company without fear of punishment. In traditional cultures, resources are often tightly controlled, and any deviation from the norm is viewed as a violation.

4. Right to Take Risks – The company's ability to take responsibility for its employees' decisions is crucial. During interviews, I always allocate time to discuss this topic, which often surprises candidates. I encourage them to consider what risks they are willing to take in their work.

There is one important question I always ask candidates – it’s a question about responsibility. What is responsibility? Essentially, it is the extent of risk a person is willing to undertake. Therefore, irresponsibility can be seen as a reluctance to take risks.

Let me share an example of a conversation about this during one of the interviews. When discussing their previous job at a large state-owned company, the candidate mentioned that at one point, a new motivation system was "imposed from above," which turned out to be ineffective and ultimately led to the collapse of the business. I asked, "What actions did you take? What do you mean by 'imposed from above'? Did you try to change anything? Did you meet with management to argue your case, gather feedback from your colleagues on the issue, or present them with data showing the problem? Did you even consider traveling to Moscow to meet with the business owner? Decisions are made by people. You didn’t even try." The candidate replied that in their system, such initiatives don’t work.

This incident highlighted how large organizations can "standardize" people, stripping them of their initiative. I ended up hiring this person, and he’s doing well in our company. He had been in a system that constrained him within rigid boundaries. Our goal was to help him regain his morale. That’s all about the importance of internal company culture.

Sometimes, we have to let employees go, and other times they leave on their own. I often hear from them that in their new positions, they feel like their "wings are clipped." In our company, the environment is more flexible, allowing people to unlock their potential.

That's why I always give people the right to take risks and encourage them to take proactive steps. For example, when I decided to move one department from one division to another and shared my plans with an employee, he wrote me a long letter explaining why it was a bad idea. He was completely against the decision. I replied, "Alright, no problem." The employee showed courage and took responsibility.

This is the culture we foster, and it’s incredibly important. It’s the DNA of our company, and it’s invaluable for business. The courage and responsibility of employees are worth a lot.

5. Entrepreneurial Activity – This refers to the willingness to engage freely with others to achieve goals. A true entrepreneur sees themselves as the master of their own fate, even while recognizing that their activities are influenced by various external factors, such as resources or tax systems. Nevertheless, every decision they make is based on personal choice. It's crucial for every employee to feel that they can express themselves and influence the company’s resources. This empowers them to act like entrepreneurs, making independent decisions despite potential risks.