Yury Yavorsky - The Art of Winning. The Startup Guide

At the same time, speaking about top managers, it is important to remember that when leading executives in a business want to leave and create their own company, there is a downside to it.

Resignation of a leading top manager is a heavy blow for an entrepreneur: it always happens at the worst time, there is never a proper substitute, and no way to keep the clients. Moreover, suppliers may not be guided by the established good relations: “business is business – nothing personal”.

It immediately becomes evident that trust is good, but not too much trust: a full delegation of authority merely helped the treachery of the manager to emerge and to grow. The owner should have prepared a substitute, but were afraid that the employee would be offended by the distrust, they should have checked more often, but were afraid to spoil the relationship with excessive suspiciousness – this is something that almost every entrepreneur goes through.

Top managers betray you, steal your ideas, copy your know-hows, and take valuable materials or money. And there is no recipe to avoid such situations altogether, the only way to protect yourself is through a complex of solutions, namely: constant work with the employees, a system of contracts, inner monitoring of the problems in your own business. And this is by no means a complete list of preventive measures and precautions.

– Business case —

…At the age of seventeen I took part-time jobs like most of my peers – some as construction workers, others were harvesting crops or unloading freight trains. I prepared mortar and brought it to the bricklayer: first one, then two, in a week I was already helping three bricklayers at once. I wanted to earn some money and was strong enough.

And then suddenly I heard that a construction crew was put together to work at a roofing plant in the city of Odessa. I signed up. On the very first day I got bored at my work site: my only responsibility was to occasionally empty a bucket of white oily liquid called “kagalin” into a vessel through which the tape of the future roofing roll crept. Then I decided that I could simultaneously master another operation and soon started working two shifts in a row. Only a week later I was able to perform fifteen operations at a conveyor belt 100—150 meters long.

A month passed by. By then, apart from the two shifts, I spent several hours a day unloading train cars with roofing. For each type of work I got a mark in my time-sheet. I was already counting how much I had earned. And then I went to get my paycheck, and saw that only part of the money was indicated in the account book. For three days the headsmen of the two shifts kept sending me to each other, until I finally gave up. I went to the train station, tired and disappointed. But I did have 200 rubles (out of the 450 that I had earned) in my pocket, so I decided to stop by the well-known Odessa market “Privoz” and buy some presents for my family. And there I fell for a simple conmen’s trick: a planted package (which at first glance contained enough money to buy a car), a scuffle, a fuss, 200 rubles covered in blood and given away in a sort of slumber, and the so-called “dummy” – a wad of paper with only two real bills in my hands. How angry I was at Odessa and its “Privoz”! And how grateful I was to it later, when I became an entrepreneur for showing me how crooked and unjust people could be, and letting me see that such incidents could never break me.

A lot of things in business are based on trust, and the stronger you get, the more trust you are going to need. This goes both for the amounts of money and the contract responsibilities: at times entrepreneurs give each other large sums of money without any warrant relying solely on their word.

Never try to push your way in business through cheating or manipulations. One can be working up a reputation for years and lose it in a second.

As a rule, an entrepreneur is stronger than the majority of common people surrounding him – those who are envious of his or her ability to arrange a business. Many of them dream about trying their hand at entrepreneurship. That is why is it so important to be as decent and civil as possible not just with your business colleagues, but with everyone around you.

– Business case —

…At the beginning of his entrepreneur’s career a colleague of mine (he is still a prominent businessman) asked me to do him an urgent favor and to lend him a set of leather seats for a tuned car that were produced at my shops. And I did, taking his word that he would pay me back.

When the time was up, instead of money he offered me a barter deal (an exchange of goods was common in the 90s) – a five-speed gear-box. Although I was clearly losing money, a bird in the hand is better, so I had to accept the offer. One of his employees brought the gear-box and we put it in the storehouse. After a while we installed it in one of our tuned cars. How disappointed we were to find out that all the gears inside the box were old and it was not even assembled correctly. I had been paid back with a “dummy” once again, but this time I knew who had done it and when. I approached the colleague with a request to exchange it, but received a square refusal: “You should have checked at once.” But how could I have checked without installing it in a car? However, he was not going to listen to my reasoning.

Years passed by. That businessman deceived everyone around him and never gained respect. Today he has the worst reputation among entrepreneurs whom I know in our city and our region. I am sure that in the end he will pay for having treated his business colleagues so unfairly.

If you belong to the “magical minority” of true entrepreneurs, be as polite as possible with those who are dependent on you, and the community will grow more tolerant towards you. We must treat others the way we want them to treat us.

What makes an entrepreneur? A strive for competition, driven and stimulated by healthy ambition. Here a harsh axiom comes into play: only one shall be left in the end. That is the sort of masochism, characterizing any entrepreneur – the need to catch up with their opponents, to surpass them, to reach the top. Sometimes it is not so much the result that is important, but rather the process nourished by the spirit of competition – the source of the propulsive force.

An indispensable part of competition is the evaluation by each and every entrepreneur (both fledgling and experienced) of their level of ambition. For someone a fruit stall is the limit, for someone it is a plant, for yet another it is a corporation or an international holding.

For instance, in sports there is always a leader, who sets an example for everyone else until this person loses and their achievements become nothing but an entering exams standard in sport schools. The same kind of dynamics characterizes the current situation in business, which is why one should be able to evaluate their competitive abilities correctly. Entering the business world is not like finding a usual job, and not every burgeoning entrepreneur is ready for the upcoming struggle.

Successful entrepreneurship requires three motivational causes:

1 – eagerness to compete

2 – eagerness to keep developing your business