Ильдар Хусаинов – The power of freedom (страница 21)

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The principle of "being content with little while having much" resonates deeply with me. I believe that a person should always be prepared for the possibility of having fewer material resources than they currently possess. You can take risks when you have nothing to lose. I lead an ascetic lifestyle because I don’t want to depend on high income. I’m always ready to return to where I started. All the assets I own are currently worth the billions of rubles. Essentially, I am a billionaire. However, I prefer a modest lifestyle so that I don’t fear losing my current standard of living. My ability to manage risks effectively helps me grow my company. We are one of the few private enterprises in Russia that successfully generates significant revenue by providing services to the public. Our achievements are backed by precise record-breaking metrics.

I decided long ago that even with billions, I would always live simply. I don’t want to get used to luxury, and I fear losing the willingness to take risks and the freedom that comes from being unattached to money. If I ever aim to earn a guaranteed 20 million a month, it would be a nightmare. It would mean that I would have to reduce my willingness to take risks fivefold. Without this willingness, my entrepreneurial opportunities won’t expand. The entire system will reflect my fear of risk. These are fundamental truths that every entrepreneur must understand and consider on their way to transformation.

It's necessary to be willing to take a back seat at times. I have partners with whom I share the business, and I always adhere to the principle of being not the main person. I don’t interfere with final decision-making. Even if I hold status and authority, the final word in a specific city always belongs to the partner. It’s their business, and I’m just there to advise. I only step in during contentious situations, but the final decision rests with them. I firmly believe in the power of this approach. Those who do the work should be the ones to carry it out. Just because I have the right to intervene in all matters of the company doesn’t mean I have to use it. It should be used by those who are truly doing the work.

It’s important to understand that a company’s success is built on collective efforts. When you see yourself as part of a team rather than elevating yourself above others, you create an atmosphere of collaboration and mutual understanding within the group. This approach allows everyone to work towards a common goal instead of pursuing personal ambitions.

Many managers, after reaching a certain level, begin to think that their word is law. They believe that if someone challenges their viewpoint, that person doesn’t belong in the organization. It’s crucial to recognize and embrace the idea that you are just one among many. Others have just as much right to have their own opinions as you do. This mindset should manifest in everyday life; you should be able to blend in and not stand out.

You should never pressure people with your authority, especially if you’ve already achieved success. In such cases, your opinion automatically carries more weight and respect. It’s essential to foster a culture in the company where everyone feels valued.

I strive for this in my company. At every meeting, especially if someone is participating for the first time, I say, “Guys, let’s remember that I’m one of you. Your opinions matter just as much as mine.” This helps create an environment where everyone can freely express themselves and feel like part of the team.

Some of our employees are very young, around 22–23 years old. I make it clear to them that I was once in their shoes: “Guys, at your age, I couldn’t even say a few words in English. Yet some of you speak it fluently now. You hold high positions, while I was managing a loss-making company with five employees back then.”

To those older than me, I say, “Let’s be equals; your ideas are valuable. You are immersed in your work constantly, while I only engage with your area of responsibility during meetings. Your insights are likely more accurate. I’m just here to ask questions, and you can convince me if I’m wrong. Let’s come to an agreement.”

There’s also a rule: “Anyone who stays silent in meetings and always agrees with me will stop being invited.” I warn that those who remain quiet will not be welcome at future meetings. This principle is tied to our entrepreneurial culture. I am a firm believer in the theory of equality among people. I appreciate the socialist principle I mentioned earlier: “From each according to their ability, to each according to their work.”

I admire the European approach to personal consumption, where even the wealthiest owners walk or cycle to work and don’t have bodyguards.

This might be the most appropriate culture for business. The state and society, when viewed from a broader perspective, reflect entrepreneurship. Truly successful individuals can indeed influence society. We’ve transitioned from autocracy to equality and then from equality to a new phase in the 1990s. I can say that since the 1990s, there has been a tremendous evolution in entrepreneurial culture in Russia – fantastic progress.

Business, just like life in general, needs a foundation. That foundation, in my view, is values. Over a long journey, everything can change except for values. If a system – a government or a business – constantly alters its values, it will not achieve great success. The process of forming values takes time; it may require 100–200 years. Within a company, this spans decades.

One of the reasons of our company's success, in my opinion, is that for the past 24 years I've been at the helm, our values have remained consistent, allowing us to operate steadily. We've observed that when a leader or owner changes, in 80% of cases, the company fails to achieve its previous success. This doesn't happen because the new owner is necessarily worse; rather, it's because they often try to change the core values. When values shift, everything falls apart.

The connection between the individual and the company is the foundation upon which the organizational system is built. Everything I discuss has grown from within me. When I was younger, my values and beliefs weren't as clear. However, the competitive market system we see today reflects my personality. Those who follow our company have come to realize how important my internal values, upbringing, actions, and principles are.

Be specific and experienced. You know, I want to mention that in my first book, I referred to Scrooge McDuck as one of my favorite characters. Over the years, some people have repeatedly reminded me of this, saying, "You really love Scrooge McDuck." And I still find him likable.

Of course, he built his business empire and set prices for his products. His children and nephews had everything they needed. He cared for everyone and didn't indulge himself. While he had a small weakness – swimming in gold – it's not something for which he should be condemned. After all, he lived by his own rules, and no one could blame him for that.

The principles and actions of an entrepreneur that define the entrepreneurial culture within a company are the most complex. I believe that pragmatists like me make up only about three percent of the population.

I think it's essential to set personal boundaries in both business and life. Sometimes, if someone tries to violate those boundaries, they need to be defended firmly. I don't believe in complete freedom without limits. Even when creating organizations, I strive to adhere to these principles. Entrepreneurial culture is built on understanding boundaries. It’s clear to me that your freedom ends where another person's freedom begins. There is no such thing as absolute freedom. Therefore, I always advise being pragmatic and considering these aspects in business.

I told my family that unless we achieve our goals, we won't buy anything for ourselves – no apartments, no cars, no other expensive items. Since 2020, I haven't spent anything on myself, not even on a new car, even though that might seem funny or absurd. I believe I think about my own desires only after I've sorted out all our affairs, including tax matters. That’s what pragmatism means to me. I'm sure that those who create value deserve support.

Of course, my family say this isn't fair. I explain that our system is based on this principle. If we acted differently – buying an apartment, yacht, or plane – and then suddenly faced a crisis without any funds left, it would be dangerous. This is especially true in industries like construction, where you may have spent money before actually earning it. Such situations can occur, so one must be prepared for them.

An entrepreneur must be a highly disciplined and punctual person. For example, I never arrive late to any meeting, under any circumstances. All my meetings start at the scheduled time, and this rule has worked for 24 years. Meetings end exactly at the predetermined time – whether it's 55 minutes or 25 minutes after they begin. I always follow my schedule.