Читать книгу The power of freedom - Ильдар Борисович Хусаинов - Страница 6

The DNA of a company is established at the very early stages of its existence and becomes woven into its management system, relationships, laws, and resource distribution. Even if your business has only two employees, that DNA is right there. Every company reflects the personality of its leader. This effect has its own rules and areas where it manifests most clearly.

Recruitment

The head of a company has a significant impact on the team: they hire employees – their inner circle – who then shape the rest of the team. It all starts with selecting the right people; this is how the company's DNA is formed. Ultimately, the entire structure is built on the principle of similarity. If a leader lacks a strong internal foundation, they will only attract people who are similar to them. It’s crucial to understand this, as many believe that money can buy any professional. But that's not the case. In fact, the importance of this factor cannot be overstated. What distinguishes the world's best universities from average ones? It's incredibly difficult to gain admission; they set a very high standard from the beginning, and that's what makes them so valuable! They concentrate talented people that enhance one another. Imagine what would happen to these prestigious universities if they started accepting students based on connections or without entrance exams, simply relying on emotional assessments?

A new employee in a company senses its DNA; they may not be consciously aware of it, but they pick up on it at a deeper, intuitive level. This phenomenon occurs in every organization, making it crucial to be able to feel and manage changes effectively. The creation of a company's DNA is the responsibility of its leadership.

The psychology of relationships

Respectful communication is the foundation of any successful organization. I always strive to maintain a culture of respectful relationships, engage in clear dialogue, and avoid putting pressure on people. I never allow grievances or disagreements to escalate into conflicts. I always resolve disputes peacefully and constructively, focusing on explanations rather than arguments. Even when I face insults or criticism, I stay calm and focused, concentrating on building connections rather than tearing them down. I strongly believe that people are meant for creativity and creation. This is the essence of life and work. Creating, not destroying, is what truly matters for any entrepreneur seeking success.

My management style involves defining the company's development directions in collaboration with my colleagues. This is the approach I strive to implement within our organization.

Many people who join us notice that we are always friendly. I am an open person myself and believe that we should communicate with others as if they were our parents or someone we respect and value. Our main strength lies in our respectful attitude towards people. Effective communication fosters loyalty to the system and creates the principle of openness. I realize that while talking to employees, I am partly shaping the company's culture. There are moments when I feel like saying something harsh, but I understand the importance of being the best version of myself, even when it's tough.

Trust is the core value of our company. When employees begin to trust management, they realize that it’s a comfortable and safe environment where they can speak up without anticipation of being punished. It always disappoints me when people are afraid to express their opinions during meetings. This goes against my values. I believe that even in a work setting, people should be able to be themselves. That’s what creates the right atmosphere.

It is absolutely unacceptable for me when any of my deputies begin to criticize a person's character rather than their professional qualities. I can fire someone for that. For example, when one employee rudely asked a colleague, "What are you grinning about?" I immediately dismissed him, despite his effectiveness and results. Respect for others is one of my fundamental principles. I do not tolerate disrespectful attitudes toward people or personal attacks in arguments. I believe that every businessman should be prepared to stand for their values. When faced with the choice of whether to fire a valuable employee, there may be a temptation to compromise, with thoughts like, "Where will I find someone like that again?" But remember, straying from your core principles can be costly: it can lead to irreversible changes in the company's DNA. It's like a virus that gradually undermines the system from within.

In the past, everyone in our company would address each other using the formal "you," but now we've switched to the informal "you." People still tend to address me formally, but I’m perfectly fine with being called informally. In 2023, I officially announced, "Hey everyone, let's all use 'you'." While more and more people are starting to use the informal form, many are still sticking with the formal address for now.

Business trip to the Etagi office in Kostroma, featuring a tour with top real estate agents.

From left to right in the photo:

Olga Yuryevna Maltseva – real estate specialist at the Kostroma office

Polina Dmitrievna Chernakova – sales manager at the Kostroma office

Vladislav Viktorovich Sidorenko – my deputy for relations with government authorities

Svetlana Ivanovna Gorodinskaya – real estate specialist at the Kostroma office

Ivan Evgenyevich Volkov – real estate specialist at the Kostroma office

Olga Albertovna Shepeleva – business trainer at the Kostroma office

Lyubov Vladislavovna Igrunova – real estate specialist at the Kostroma office

August 2023

There was a situation where a programmer approached me and asked, "Ildar Borisovich, may I call you just first name?" I asked him why. He replied, "It's about equality. We're a company that values equal opportunities." I thought about it, and a month later, I announced to everyone, "Please feel free to address me informally."

Those who switch to informal address often encounter mental barriers. It's impossible to change the system all at once; we live in a society that has its norms. I genuinely believe that the ideal corporate culture is one where everyone is on first-name terms. However, for those who are significantly older, it's better to stick with more formal title.

The DNA of a business is shaped by a system of metrics that reflect our priorities. Leaders focus on different indicators; some emphasize profit growth, while others concentrate on production costs. Some take pride in low employee turnover or high margins. This highlights that each leader has their own priorities, which define the uniqueness of their management approach.

Observing and interacting with various directors, I've realized that each takes pride in something unique: one might boast about having 150 realtors, another might highlight a profit margin of 22%, a third may celebrate low employee turnover, while a fourth proudly points out that one of his realtors considers their company the best in the world.

In our company, we have developed a comprehensive metrics system that includes aggregate rankings similar to the Fortune 500 index to evaluate various aspects of the business. Creating these aggregate rankings helps us monitor revenue and profitability.

https://disk.yandex.ru/i/71czSpz7SbjnOg

We may have one overarching global goal, but we always encourage cities or managers to choose their own metrics.

Until 2011, we didn't even track employee turnover; we didn't pay much attention to it and thought that realtors would come, make their money, and leave. At that time, we didn't realize how important this aspect is for the business. Now, our turnover rate among realtors is around 28–30% per year, which is quite good. Among our top realtors, who form the backbone of the business, the turnover is only about 8%. Very few companies worldwide can boast such numbers. Why? Because we established a metric that works for us and stick to it. To track our results, I compile monthly reports to share our achievements and how we outperform our competitors with our team. I believe these reports help shape the DNA of our system.