Читать книгу The power of freedom - Ильдар Борисович Хусаинов - Страница 14

Let me say that again: a company becomes strong when every employee has the opportunity to develop their potential. I didn't realize how important it is for a company to help its employees grow. It's a simple principle, but it's incredibly significant. Companies that can provide growth opportunities for their employees are much more likely to succeed; otherwise, they will become ineffective over time.

Sometimes, employees are seen as insignificant parts of a large system or, even worse, as people who cannot be changed. When someone works for someone else rather than for themselves, they often view their job not as a means of self-realization but as a temporary occupation. From the very beginning, I speak openly with my employees. I explain that sometimes they can earn even more than I do. There is an advantage to being an employee – there's no risk of the company going bankrupt. Many businesses fail, and working for someone else can be more advantageous because it offers stable income with less risk. Often, entrepreneurs don’t make a profit in the first five years after starting a business and aren’t sure if their venture will succeed. Many employees don’t understand what it’s like to be an entrepreneur until they find themselves in that position. Frequently, they conclude that it might be better to be a strong manager rather than an entrepreneur.

Every year I would present our company’s development strategy to the employees and consider it essential. From 2004 to 2012, I did this twice a year, and then I got back to annual presentations.

Every leader should tell their employees what they plan to do, what their goals are, and the tools they intend to use to achieve them. It’s important to clarify what you expect from each individual.

A leader must share all necessary information with their team and encourage the system to grow. It’s the employees’ responsibility to ensure the growth of their department based on that information. It’s impossible for a leader to do everything alone. If people in the field don’t understand the extent of their responsibility and don’t adopt an entrepreneurial mindset, their departments will not thrive.

In Russia, the term "capitalization" is often misunderstood. Only a few companies go public; most of them even struggle to be sold. In reality, entrepreneurs are often unaware that they’re no longer independent. The main difference between owning a business and merely participating in one is its proper structure and the ability to sell it profitably. Otherwise, you might find yourself running a business that eventually disappears or goes bankrupt, leaving you with nothing. All your efforts would have been in vain.

The main goal of a businessman is to create an environment where each employee:

• wants to grow;

• is talented and fits their role;

• understands that their work is fairly compensated;

• is genuinely interested in the tasks at hand;

• sincerely believes that they are realizing their potential through their work.

If all five of these conditions apply to a particular employee, they will be able to achieve outstanding results. This isn't easy, as the process is complex. Let's take a closer look at each of these points for a better understanding.

I'll start with the last point: employees must know that their work is meaningful and offers personal value. This directly relates to our focus on achieving long-term outcomes. Although we frequently seek instant satisfaction in our daily lives, each of us has an inherent desire for something greater. Fundamental values like family and life deeply influence a person's internal culture and their drive for long-term perspectives.

It's crucial to set up a system that supports the development process.

So, what conditions are necessary for someone to want to engage in long-term efforts?

Transparency. Employees want to know what they will be allowed to do and what they can expect to gain in the long run. Let me provide a specific example. At one point, I began to notice that transparency in rules was important to my employees. They wanted to understand what they can expect if they committed to long-term work: what financial rewards they would receive and how this would impact their personal development. Initially, I thought their primary concern was financial compensation, but I later realized they were seeking something more meaningful.

Me with the company's diamond partners from Tyumen, at the Diamond Stars Awards. November 2023.

I have yet to meet anyone who would say, "Just give me the money, and whatever happens, happens." Even the most mercenary individuals eventually start seeking something more from their work than just meeting financial needs. This is tied to our instincts. We have basic animal instincts, but we also possess more complex responses related to social interaction and the functions of the neocortex – the part of the brain responsible for higher-order thinking processes like information analysis, planning, and social behavior.

In interviews, I can sense how people react when the conversation shifts to money and growth opportunities within the company. When the topic of finances comes up, the atmosphere often feels a bit awkward. However, when we start discussing potential and what a person hopes to achieve, it encourages them to open up. Conversations about finances usually last just a minute, while discussions about desires and goals can go on for an hour. That's how this energy works.

The next point I want to address is that employees are interested in the work they do. This is primarily ensured by having engaging tasks. Interest brings immediate satisfaction and triggers a quick dopamine rush. It’s crucial for people to feel joy in their work; without it, life can seem dull and gray. Therefore, it's important to create an inspiring atmosphere at work.

I reflected on this and introduced a flexible attendance schedule: if someone prefers to come in later, they can arrive at, say, 10 am. There was a time when I almost fired a mortgage broker because I couldn’t find her at her desk several times. I used to be a strict disciplinarian and would dock 10% of someone's salary for being five minutes late. If someone was late a second time, the penalty was even steeper. This broker even tried to manipulate the data to make it look like she was present. But eventually, we changed our approach. Do you know what we started doing? If someone was late for a meeting and arrived after 9:05 am, they were simply not allowed in – just like they close the door at school. Let me explain why we did this. At that time, I felt that people were too relaxed, and that was a real issue. Because of this, I’m not a big fan of remote work. Now that the initial wave of remote work has passed, it’s clear that people crave face-to-face interactions. For instance, it’s currently difficult to get into theaters; everyone is looking for personal consultants and coaches – society is returning to in-person communication.

Then I realized how important it is to create a comfortable environment that enhances interest in work. Having an interest in work doesn’t mean you can just show up and do nothing. It’s essential to set ambitious goals. If you enjoy communicating, engage in that. If you don’t like writing reports, create a team of assistants or seek help. For those who like to influence others, it’s crucial to find the right roles for them. Recognizing and understanding these subtle aspects is key to fostering a workplace atmosphere filled with joy and harmony – a goal that requires dedication and effort to achieve.

It’s crucial to understand that a successful company isn’t built solely for one person – it must serve the interests of all employees while upholding core principles. In 2016–2017, I initiated a major transformation of our organization with a clear goal: to create an environment where every team member could find their work engaging and fulfilling. One of my leadership approaches is to regularly put myself in my employees’ shoes. I ask myself: what aspects of work might frustrate or demotivate them? Take monotony, for example. Imagine being forced to perform the same tasks all day long – it could quickly become overwhelming. While I acknowledge that during particularly busy periods, some people might actually prefer a month of monotonous work because it offers a sense of calm and predictability – you can focus on the task at hand without constant disruptions.

Dealing with work that arrives in waves can be incredibly draining. Over time, you’ll notice a pattern of peaks and valleys. It’s crucial to stay attuned to your organization’s natural rhythm, as no business can operate at full capacity non-stop. When I recognize that we’ve been pushing too hard or maintaining an unsustainable pace, I make a conscious effort to adjust expectations and reduce demands on my team. However, it’s essential that employees are aware of and understand these shifts in intensity.

Ultimately, I concluded that my goal is to create a system that allows employees not only to understand the long-term objectives of their work but also to enjoy it in the present moment. They should start feeling that they are not just working for someone else, but are realizing their potential and fully expressing themselves – and that’s truly awesome.

The next point I want to elaborate on is that employees need to feel that their labor is fairly compensated. I didn’t arrive at this realization immediately. Back in 2003, my approach was simple: “We pay you money – you work. Leave me alone.”

Then I started thinking about freedom. It always annoyed me when people were told what to do. Ideally, individuals should act independently. Many employees are very smart and talented people who – no offense to managers – are often smarter than many entrepreneurs. For such employees, it’s essential to create the right conditions. Some aren’t ready to take risks, some fear losing stability, or don’t have enough financial resources. But what if we create conditions where everyone feels like they own a mini-business? I always tell my employees: “Don’t think of what you do in our company as just a job; think of it as your own business. Let’s discuss what you want to gain from your work. Do you want to earn more? Let’s talk about the value you can bring to society because an entrepreneur earns when they create value for people.” I’ve seen many cases where people started with 50,000 rubles and were earning 300,000 within a year.

I don't have these kinds of conversations with everyone. When I see that a talented employee might leave, we need to support them urgently. This brings us to the next point – recognizing an employee's talent and their willingness to grow. I can quickly identify talented individuals; this is part of my management skill. If someone stands out in a meeting, I can notice it right away and promote them as soon as the second day of their employment. There have been cases where someone joined us as an assistant at 22 and, within three years, was already in a third or fourth position in the company.

For me, age doesn't matter. I can appoint a 24-year-old as CEO because I believe they will quickly acquire the necessary skills. There are entrepreneurs who are 23 and already multimillionaires. Doesn’t that prove that anyone can achieve great things? The only limitations are in our minds. Every employee is a potential superstar who needs swift support. Sometimes during these conversations, an employee will tell me that, to be honest, they were planning to quit and look for another job because they don’t want to work for 30,000.

My favorite saying is, “The only thing better than financial motivation is a strong leader.” That’s why I always value strong individuals: they attract others like bees to honey, creating their own success and drawing more people in. It’s crucial to create the right environment for employees where their desire to grow can flourish – another important principle I mentioned earlier. My goal is to provide such working conditions for as many people as possible. Honestly, I’m not fond of banking approaches. We’ve had many people come from banks, and almost none have returned. If someone leaves our company, it’s usually for personal reasons or for significantly higher pay that we can’t offer at this stage. Sometimes people come back after realizing that we truly have a good and healthy entrepreneurial culture with opportunities for growth. We welcome back former employees; there’s no taboo against re-hiring them.