Nine Abuses That Entrepreneurs Should Avoid

I have worked with the founders of dozens of start-up companies, and one problem has always surprised me.

Danny Strig F. Strigl, a former Verizon wireless CEO, recently published a new book, skillfully named "managers: can you hear me now?" (Denny)

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The book is worth reading carefully by the founders of start-up companies. The author outlines the habits of successful managers and compares them with the bad habits of mediocre people.

These bad habits should be more vigilant for leaders of start-up companies.

1., neglect the building of mutual trust and sincere atmosphere.

Perishing

2. busy with trivial matters.

Busy executives often spend a lot of time on trivial matters.

If one thing does not meet one of the following four criteria: increase revenue, win new customers, keep old customers or reduce costs, executives should consider whether it is worth doing in person.

3. shirking responsibility and failing to set a good example.

The founders must realize that every move is in the "fish tank", and the whole team will see it and imitate it.

The speeches or actions of founders under pressure will also induce employees to follow suit even though they are not under the same pressure.

Underperforming employees will be "like fish in water" under irresponsible working conditions.

4. failed to insist on emphasizing important issues.

Managers tend to emphasize information or projects in a few weeks, and then assume that everyone is aware of its importance.

But if they change this information too often, employees will not be able to figure out what is most important.

If people often get consistent instructions, they will perform better.

5. over reliance on common

6. pay too much attention to the popularity of employees.

The priority of the founders should be to bring good performance, not to make friends.

Happy team members do not always bring first class results, but first-rate results always inspire team spirit.

Good managers are not afraid of changing the status quo, and know that change is always less popular at the beginning.

7. self inflating.

Many founders failed because they were fascinated by the "aura" of leadership and the pursuit of recognition and glory.

They like to talk to different audiences on various occasions, even if they are not helpful.

These people seldom realize that the root of their failure is self inflating.

8. escape from reality.

Many founders are in trouble because they just want to hear the good news.

The team members soon learned to tell the good news and not worry about it. The result was that the efficiency was declining and the morale of the staff was sluggish.

Company executives must insist on encouraging frank, sincere, direct and specific communication style.

9. headache is painful.

To solve problems is to start from their causes. People who do not want to trace their origins often give the following excuses: lack of resources, lack of resources or no authority to solve the root causes of problems.

Good managers can always find a solution to the problem.

Want to get rid of the embarrassment of being in a hurry and get good results?

The founders of a company must do the same thing and avoid making the mistakes listed above.

Day after day, do the right thing, and one day your good behavior will become the habit of you and the whole team.

This is more important than pure intelligence and is the only way to bring good performance and real success to everyone in the team.