Читать книгу The power of freedom - Ильдар Борисович Хусаинов - Страница 12

What’s my interpretation of being completely aligned with the company?

1. Feeling that you’re a part of the team. When a person has a team, they are responsible for each member. It is crucial for me that my employees find their work engaging. My greatest fear is losing my team and stalling in my own development. I want those who believe in me not to be disappointed. That is my worst nightmare. Perhaps it was this fear of disappointing those around me that drove my transformation, which became critically important for me. I realized that I couldn't let them down. Every entrepreneur must be prepared for the fact that even if everything seems fine to them, it may not be the same for their people, and this moment will inevitably come. One must be ready for the organization's goals to go beyond personal aspirations, and one must take responsibility for them.

2. Seeing the company as part of yourself, especially when it comes to evaluating your identity. Over time, people begin to judge a person not only by their personal traits but also by what they have created. If an entrepreneur understands this, they will do everything possible to ensure their business thrives. I have encountered many entrepreneurs who, for various reasons, separate themselves from their business: "This is me, and this is my business. The business can be bad, but I’m not. I’m good." However, I believe that if my business is struggling, then I’m not succeeding either. This mindset means I take full responsibility for my venture.

3. Enhancing a sense of inner significance. Working in a company is part of the process of developing my ideas and beliefs. If these beliefs fade away, it means my ideas and core ideology disappear as well. Losing my ideology is equivalent to losing my identity. Realizing this fact was a pivotal moment in my life, which I can now articulate clearly. The company "Etagi" is an extension of myself. When I understood this, everything fell into place.

4. Aspiring to pass my business on to my children. For me, this opportunity is very important as it represents the continuation of my work. Involving my children in business matters, even during tough times, has always been a priority for me. I am willing to overcome any challenges to ensure that my business continues to live and grow.

If thoughts about work don’t evoke positive feelings and emotions in a person, it means they haven’t reached a stage of true passion for their job yet. The chances are that things won’t turn out as well as they hope.

Both leaders and employees should feel united with the company: the more engaged they are in their work, the better the outcomes. Of course, each company has its own rules, but it’s essential to create a culture where employees take their work as seriously as entrepreneurs take their businesses. If this doesn’t happen, the results will likely fall short of expectations. Employees who aren’t engaged with the company’s mission may not be motivated to pass on their knowledge to future generations; they might simply aim to stay in their positions as long as possible, seeing no further prospects for themselves. They may not want their work to reflect the company’s values. Within the company, everyone should strive for their ideas to be realized and for their efforts to be recognized. It’s crucial to establish a system that ensures employees think in alignment with the company owner, valuing their work as if it were their own business.

Me, along with the Deputy Director of "Etagi" in Surgut – Gnativ Rania Railievna, and on the second row from left to right Dydalina Regina Andreevna – the Executive Director of ‘Etagi’, and her deputy – Fattakhova Svetlana Sergeevna, attended the Board meeting in Moscow. While there, we visited the Bolshoi Theatre with our colleagues. January 2023.

For the employees of the company, I strive to create an environment of responsibility and opportunity similar to my own. When I come into the office and see that eight out of ten people are just hanging out at their desks, doing nothing, I always recall a phrase by Vasily Utkin, my favorite commentator: "Do you think we're playing football here? We're living life." This phrase applies perfectly to business and resonates with both entrepreneurs and employees.

It is crucial for a company to be a natural extension of its leader. If a leader doesn’t adhere to the principles they advocate, the organization won’t thrive. A leader can’t pretend to be someone else for a long time. Therefore, the key question is: what are the internal values of the entrepreneur?

Leaders often try to follow the "right" examples that they see in books about management, but they don't always succeed. Sooner or later, there comes a turning point when the discrepancy becomes too obvious. This is why many organizations fail quickly.

True success is only possible when the principles of the organization align with the true values of its leader. For example, when a person gains extra weight, they can carry it without much effort. However, if you give that person a 20-liter bottle of water, they won't be able to carry it for long because that weight feels different. The same happens with companies: it's essential to avoid anything artificial. What is not natural for the company becomes a heavy burden.

When an entrepreneur builds a company sincerely, with love and an understanding of what they are doing, it reciprocates, becomes vibrant, grows, develops, and brings joy for many years. I understand that this raises the question: "How can one become the kind of person whose natural extension as a company will thrive?"

It’s important to consider that, firstly, all people are different; everyone builds something unique. Secondly, one must be internally ready to change in order to meet the needs of the company. Changing oneself is a complex process. I can name several key aspects that a leader should work on to change their approach and achieve their goals.

1. Learn to love and appreciate people

No matter what mistakes employees make, we must first assume that they want to do well and are making an effort, even if they are not succeeding yet. This mindset may clash with the views of many leaders, as we observe in our own company. Some employees who step into managerial positions often react sharply to others' mistakes, thinking, "What are you doing, you fool?" They genuinely feel frustrated by their colleague's failure. Therefore, the most important thing at work is to learn to perceive reality without negativity. This aligns with the teachings of many religions: eliminate negativity and learn to accept people as they are.

Congratulating my deputy – Karelina Lyubov Sergeevna on her Birthday. January 2023

Transforming one’s mindset requires significant effort from entrepreneurs. Often, entrepreneurial spirit can provoke passive aggression towards imperfection in others. It’s a paradox, but many talented people are critical of mediocrity and flaws. To foster a healthy entrepreneurial culture, it’s essential to value every person and acknowledge their right to be themselves. Leaders who fail to understand this will struggle; they will always feel unhappy at work because the negative energy of dissatisfaction will drain them. This is a channel that quickly consumes one’s energy. Sometimes, negative energy, like mild anger, can be useful as a catalyst. However, feeling internal discontent towards others is toxic energy that adversely affects both the individual and their environment.

2. Overcome one’s ego

Many entrepreneurs tend to believe they are the smartest and most capable, thinking that only they have all the answers while others know nothing. I admit that it was not easy for me to change my perspective on this. Now, when I contemplate something, I always add, “What if…?” What if someone understands this issue better than I do? What if my old beliefs are preventing me from grasping their viewpoint?

Overcoming ego is a serious challenge. It’s impossible to simply ignore it or negotiate with it; it’s an adversary that won’t give you a chance to win unless you consciously fight against it. Sometimes, I even remind myself of this intentionally.

Once I realized how important it is to admit that someone else might be right, I became more tolerant, and it didn’t make me any worse. Among leaders, those who have managed to conquer their ego stand out positively. They are kind, attentive to others, and open to different perspectives. They earn respect for this; they are reasonable and easily compromise while maintaining their integrity.

For a company to progress, it is vital to create a system where its parts collaborate with one another.

3. Becoming an unconditional optimist

For business and for our culture, it’s important to believe that everything is going to be fine. I would even say that believing is not just important; it’s essential. Unfortunately, we often fear that things won’t work out, that something bad will happen, or that we won’t have enough resources, rather than believing that we deserve success and that we’re doing everything right. We tend to see threats and obstacles everywhere – it’s our default mindset. Many companies operate according to this principle: they are always prepared for things to go wrong instead of taking proactive steps toward achieving success. We need to shift our mindset to a more positive perception of reality.

The secret to my success in life lies in my ability to appreciate the little things, which helps me achieve greater things. I have a saying that I often quote myself: “Believe that anything can happen, and the best will happen to you.” In my opinion, there is profound meaning in this phrase.

4. Being ready to take risks

The ability to take risks is a skill that can and should be developed. I believe everyone should go through a transformation process to master it. For example, I used to be afraid of taking risks. In my first book, I emphasized how difficult it was for me to make long-term decisions. Surprisingly, every long-term decision carries increased risk.

The expectation function plays an important role here – it’s about managing risks that can be analyzed and understood as part of the system. The function of faith is the ability to bet on your future. Many people say, “I don’t go to casinos.” I rarely visit casinos myself, but when I go to Singapore, Las Vegas, Macau, or Monaco, I always stop by one.

I’ve noticed that the ability to place bets reflects a willingness to take risks. It seems to me that anyone who claims they don’t take risks or make bets is mistaken. If you can assess probabilities and feel them, that’s incredibly useful. You need to be able to control the game process and understand how to avoid becoming addicted to gambling. This helps maintain your health, manage risks, and know when to stop. It’s like training your inner “muscle.”

Releasing emotions is an opportunity to understand yourself, your nature, and your limits. Many people don’t even attempt to do this. I want to emphasize that I am against exploring these limits through chemical substances. In fact, I’ve never tried coffee in my life. I believe the human body is too vulnerable to chemicals.

Those who have tried alcohol, coffee, or cigarettes even once often find it hard to stop. When it comes to personal health, there should be no compromises. I am absolutely certain about this. I categorize personal health into several areas because it is scientifically proven that alcohol, nicotine, and drugs are very dangerous, just like coffee. Currently, companies that continue to produce alcohol, tobacco, and coffee actively lobby for their interests. I believe that in a hundred years, as society evolves and new types of leaders emerge, we will move away from these substances. In the early 20th century, heroin was sold in pharmacies and it was considered normal to use it, but now we understand how dangerous it is. I am confident that society will eventually realize this. Let me explain why this is so important. Our thoughts, feelings, and overall health depend on how our brains function. The chemicals I mentioned have a significant impact on those functions. However, it's always worth experimenting, trying new business ventures, exploring new routes, and visiting new countries. Experiments are beneficial, and we should push our boundaries.

I consider risk management in systems that don’t involve chemicals or life-threatening situations to be in the realm of extreme behavior. Smoking and alcohol consumption are sometimes referred to as hidden self-harm. The issue lies in the sense of moderation: you understand that something is harming your health, but you don’t stop because it brings you pleasure. In doing so, you’re hastening your own demise.

There are aspects of death that are beyond our control and can be considered acceptable. But why take risks for the sake of fleeting pleasure?

We often focus on the moment, but in real business, we need to consider everything that lies beyond that moment – things that are difficult to control. Unless a person changes, their company won’t change either. It won't seek new markets or approaches because the entire system will reflect the personality of its founder. Therefore, when I make decisions – even when they are difficult – I always keep in mind what I want my company to be and recognize that I must change myself first. This is extremely important. This is the fourth global risk: the transformation of personality.

5. Be hardworking

I strongly believe that only hardworking people can achieve outstanding results in their work, and I consider diligence to be more important than discipline. My typical workday lasts from 8 a.m. to 7 p.m., which means I put in at least 11 hours a day. I also work on Saturday mornings. A clear routine is the foundation of success. You can't stop and think that everything that needs to be done is already accomplished. When you stop working, you stop creating new value. In business, it's crucial to keep innovating; otherwise, your company could stagnate or even fail in a year or two.

Being a workaholic is essential for creating new value. Many people are afraid of doing something that no one has ever done before, but there's a law: the goal you set must be several times harder to achieve than the previous one. This continues until you've achieved them all. For example, when we built a successful business in one city, it was a fantastic achievement. But we didn't stop there; we aimed for new horizons. Out of a hundred real estate agencies in Tyumen, only one dared to open a branch in another city – us. And we kept pushing forward. Among all the agencies operating in one region, we were the only ones to expand our operations nationwide across Russia. Later, we took our business to the international level, where we began competing with tens of thousands of companies. At the next international stage, we found ourselves competing with only a handful of companies comparable to us in size. We earned that position. Great achievements are often easier to attain because there’s less competition. Just imagine the effort and risk involved in that journey. Our constant drive for new challenges has always pushed us forward, and this requires a willingness to take risks.

In the Etagi office in Thailand, clients receive the best service here! May 2024.

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.

6. Do not place yourself above others

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.

7. Be pragmatic

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.

8. Be disciplined

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.

I take discipline very seriously, especially when it comes to my personal discipline. Over the past 24 years, I've hardly missed a single workday due to illness. The only times I was out for a few days were due to injuries I got while playing football. I always aimed to recover quickly from those. Apart from that I’ve never been on a sick leave. I understand that being ill is very costly, so I always look after my health.

If I plan something, I make sure to follow through. I don’t cancel plans unless something more important comes up. I should mention that early in my career, I struggled with procrastination, but I managed to overcome it.

I told myself, "If I want to achieve something in this life, I can't just give up on my ideas without taking the necessary actions to realize them." I made that decision long ago and have stuck to it ever since. Now, I can’t even imagine how my assistants would react if I said things like, "Guys, I don’t want to hold this meeting" or "I don’t want to go to this meeting." That’s simply not an option for me.

This is what helped me become a disciplined person:

A. Love for people:

B. Positive attitude: Even during tough times, I always went to work. It's important to maintain a mindset that allows you to feel comfortable in any situation. When I was around 33–35 years old, there were meetings that I didn’t enjoy for various reasons. Now, I think differently. I view my work as a match that needs to be won. I'm always inspired and confident that I'll find the right solutions and improve the situation in meetings. Even when difficult cases are discussed or problems arise, I see the opportunities behind them. Over the past 2–3 years, I've gained the confidence that helps me view every situation as a chance to make things better.

C. Operational discipline: This means that the process of interacting with others or with something should inherently follow certain values. What I write about in my book is not just words; they are facts from my life and the life of the company.

Let me share an interesting story as an example. I was at a football match that was quite tense: the team I was supporting lost in a penalty shootout. While watching the game with other spectators, there was a guy sitting next to me who suddenly started yelling at the referee, calling him a "bald jerk." Ironically, the fan himself was bald. Moments like these make football matches even more memorable. This situation perfectly illustrates how people tend to notice flaws in others rather than in themselves.

Recently, we discussed reducing commission rates for new real estate agents. This was proposed as part of an optimization strategy, but I am against such measures. I firmly believe that focusing on lowering percentages is not what a leader should prioritize. Instead, I prefer to think about how to create additional value rather than cutting back on anything. I told my deputy, "Our company values freedom and strives to improve. But you’re suggesting that when inefficiencies arise, we should compromise our principles and go against the company's values." Many people can talk one way but will abandon their words when circumstances change. Entrepreneurial culture does not tolerate that.

When I make high-level decisions, I always adhere to these principles in operational activities. By the way, I have never sworn or slammed my fist on a table – not once in my life. That’s another one of my principles. I truly believe that such behavior is destructive to a person. It’s not a form of culture; it’s a manifestation of ignorance. Controlling one’s emotions is what truly matters.

In our company, profanity is strictly prohibited. While it may happen in casual settings, it’s unacceptable at work. I know that in some companies, you can hear foul language during meetings, but that’s not the case here. I can imagine that among colleagues, informal conversations might occasionally include such language, but overall, it’s unacceptable and goes against our company’s cultural principles. At work, you need to adhere to certain standards.

For instance, during football games, my teammates swear constantly, even on the pitch. This always makes me uncomfortable, but I can’t tell them, "Guys, let’s keep it clean, okay?" In football, I’m just one part of the system and must play my role. Everyone has their own world, and I respect that. For me, it’s important to stay true to myself and my principles, even when those around me act differently.

I have always believed that what makes you really strong is being able not to succumb to external influences and not to follow poor examples. For instance, many people in my circle died from drug overdoses in the 1990s. I have never tried drugs myself and have always tried to discourage others from using them. If I found out that someone close to me was using drugs, I would immediately cut off all interaction with that person.

9. Be a team player

Individualists rarely manage to create a large system for other individualists. The truth is that only a strong team player can build a community where everyone can realize their potential.

I consider myself a team player. I have many friends and enjoy socializing. However, there are also many people I don’t know who seek to connect with me, and I can’t give everyone the attention they deserve. My assistants can arrange for three or four unfamiliar people to meet with me for half an hour once a year. Right now, there’s quite a queue of people waiting. I hardly ever speak at conferences – only a couple of times a year, and only when it’s necessary. I dedicate most of my time to work, family, sports, and spending time with friends.

If you’re surprised that “self-belief” isn’t listed among these key aspects of my life, let me clarify: it’s not essential. I don’t consider myself someone with high self-esteem and often struggle with various insecurities. But that doesn’t mean I can’t achieve success. It’s important for me to believe in what I’m doing, but I don’t necessarily have to have unwavering confidence in myself. In the entrepreneurial world, strong self-belief isn’t always the fundamental factor for success. What matters most is taking action and striving toward your goals, despite doubts and insecurities.