Оглавление
Ильдар Борисович Хусаинов. The power of freedom
The Foreword of Igor Mann
Introduction
Chapter 1. About the Childhood
Chapter 2. About Self-education
Chapter 3. About a Good Person and their Inner Strength
Chapter 4. About the DNA of a Company
Chapter 5. The Distribution of Resources
Chapter 6. About the Power of Energy in Business
Chapter 7. About the Culture of Entrepreneurship
Chapter 8. Internal Entrepreneurship
Chapter 9. About the Development of Entrepreneurial Skills
Chapter 10. About the Feeling of Unity with the Company
Chapter 11. About Goal Setting
Chapter 12. About Employees and Company Development
Chapter 13. About Business Processes
Chapter 14. About Frugality
Chapter 15. «Difficult» and «Time-consuming» are the 2 Key Words in Business
Chapter 16. About Chaos and Order
Chapter 17. About Probability
Chapter 18. About Trust
Chapter 19. About HR-processes
Chapter 20. About Education
Chapter 21. About Motivation
Chapter 22. About Organizational Planning
Chapter 23. About Sales
Chapter 24. About Competitors
Chapter 25. About IT in Business
Chapter 26. Transition to Online
Chapter 27. The Power of Free Leadership
Chapter 28. About Mistakes and Failures
Chapter 29. About Investment Thinking
Chapter 30. About Business
Chapter 31. About the Boundaries between Entrepreneurial Culture and Misconduct
Chapter 32. About Development of People
Chapter 33. About Organizational Structure
Chapter 34. About Values and Entrepreneurial Thinking
Chapter 35. About the First Step
Chapter 36. About Project Work
Chapter 37. About Marketing
Chapter 38. About «Black Swans»
Chapter 39. What Qualities you have to Develop to Create the Right Entrepreneurial Culture
Chapter 40. Transforming HR Processes in Entrepreneurial Culture
Chapter 41. About Disappointment
Chapter 42. I want, I can, I know
Chapter 43. Mechanisms for Stabilizing Entrepreneurial Culture
Chapter 44. About People’s Talents
Chapter 45. Talent Management
Chapter 46. Entrepreneurship and Physical Laws
Chapter 47. Organizational Planning
Chapter 48. The Devil is in the Details
Chapter 49. About Integration
Chapter 50. Resource Management and Resource Allocation
Chapter 51. The Dynamics of Achieving Results
Chapter 52. How do we Retain our Stars
Chapter 53. Ilnur Ishkiyev about His Journey and Outstanding Results at “Etagi”
Chapter 54. About Clients
Chapter 55. Right Here, Right Now
Chapter 56. About Healthy Lifestyle
Conclusion
Acknowledgments
Bibliography
Отрывок из книги
There’s no such term as “accidentally” if we talk about achieving outstanding results. You may accidentally win the lottery, but spending years trying to achieve your goal, as well as being the best in your sphere – these are the things a true leader would do! What people see is the outstanding result, but what they don’t is taking risks and huge responsibility. In pursuit of our goal, we bypass excuses, bureaucracy, and justifications; we focus solely on opportunities, systematic effort, and seamless integration. There are lots of candidates who are ready to sacrifice everything to win, but competition with the best ones just makes you stronger! The best ones will never whine about the quantity of competitors, moreover, they love competition! This is what actually brings them lots of pleasure. They’re self-confident, aware of what they’re worth, don’t doubt whether they succeed or not, and never ever will you hear them rambling on about their problems. They keep their eyes on the future, see it clearly, and make it happen. No matter what opinions or criticism they hear, they’re sure of the result they’re going to get. And later people start following them, copy their methods and use their tools and say: “That’s a no-brainer! How come we haven’t done that before?”
The best ones might also lose but they’re not that affected by their failures. However, if something goes wrong on the way to the desired outcome, it fosters an even greater positive drive for growth, and ultimately, failures are merely a stepping stone to even greater new victories.
.....
There are also side effects to a gentle management style. Many people, for some reason, perceive kindness and openness as weaknesses. Some may even take advantage of this. In Russian mentality trust is often seen as a vulnerability. I see this in management. If people start to exploit my kindness and genuine desire to help, distorting my intentions, I can respond sharply and put them in their place. There’s a fine line that needs to be considered. In rare cases – less than 0.1% of situations – I might respond harshly if someone behaves inappropriately. For example, if someone in a meeting says to another, “Be quiet, can’t you see I’m talking?!” I might ask that person to leave the meeting.
Why does this happen? Because, as a result of my flexible management style, people from different cultures sometimes get the impression that it's okay to be harsh. There are two dimensions to consider: managerial flexibility and human softness. I believe that human softness is important, but it must have its limits.
.....
