What do successful CEOs have in common?

Entrepreneurial success and the pinnacle of life, the success of these people is often not due to luck, but there are inevitable factors in it, so what are the commonalities of these people?

The first is to be innovative.

Speaking of this is a very empty quality, but in fact this is a primary and important quality, how to explain, as early as I think, everything wants to start their own business, and no matter whether they succeed or fail through hard work and try hard are worthy of recognition, because their entrepreneurial spirit is very valuable. If the average person does not have the spirit of innovation, after graduating from college, he will either go to graduate school or find a job instead of starting a business and become his own boss.

Then there are ideas

The most important thing in entrepreneurship is your own ideas, if you have a good idea, someone will be willing to invest, if you have a good idea, there will be a steady stream of talents willing to join you and work with you. Since it is a place to start a business and seek medical treatment, there are new things in China, which can make a product, a new service in the city, a storefront loading and unloading style, or a marketing method, no matter what, it is a kind of innovation, so the idea is very important.

There is also character

The character of the entrepreneur, it can be said that it is not the importance of the entrepreneur's talent, in the early stage of entrepreneurship, there will be encounters in the capital, contacts, and there are autumn rain on others, so there must be a valuable character, experience, at least to be honest and trustworthy, do not treat others badly, so that it can.

These are the three qualities that I think are ultimately needed, of course, other qualities are also required, and I hope that everyone who starts a business can succeed in starting a business.

If you want to start a business, you need to consider at least the following aspects:

1. Consider suitable entrepreneurial projects. For example, whether you want to work in the catering industry, clothing industry, Internet industry, education industry or other industries; whether to start a business in the form of franchise or operate independently; Whether it is a business ** or a physical store. At the same time, it is also necessary to consider whether the entrepreneurial project you choose has development prospects and whether it can be profitable.

2. Consider whether you have qualifications. For example, if you want to work in the restaurant industry, do you have the experience and knowledge you need to know?

3. Consider the issue of entrepreneurial capital. Any business is inseparable from start-up capital, and whether you have prepared sufficient funds. In addition, any business has the possibility of failure, and are you prepared for the possibility of losing money?

If you are starting a business and do not have enough working capital, then you can try to apply for a loan. Now there are many credit platforms that help small and micro enterprises to turn over funds, remember to choose a formal platform, such as Du Xiaoman Finance, with a high limit and low interest rate, it is understood that among the credit users of Du Xiaoman Finance, seventy percent are small and micro business owners, and big brands are more at ease. For small and micro enterprise families, on May 21, 2021, Du Xiaoman Finance launched a small and micro activity with the theme of "Home and Wanye Xing", providing 100,000 copies of "Daily Interest + Million Insurance" gift packages.

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Formulate the company's general development direction and some relatively large projects, as well as the company's high-level personnel management, financial management, etc.

Different industry directions, different stages, the requirements for the quality of talents are high and low;The CEO's own competence and experience affect the strength of the demand for the competence of team membersThe management style created by the CEO determines whether the talent is together to collaborate or to produceWait a minute. To take the simplest example, some CEOs have a wide network of people and are good at recruiting talent, but not good at firing talent, in this case, the important thing is not how to choose talent, but how to control the growth of people as much as possible.

The biggest feature of startups is that they change a lot and are fast, so there are many situations where they need to fill in the position. Theoretically, it would be good for a startup to recruit the right talent in a timely manner when more job requirements arise, but in practice, recruitment is a time difference, for example, a position has to get results three days later, and you only publish the recruitment information today, the results will definitely not work. In this case, the optimal solution is to make up for it with an internal employee, and at the same time give up the work that the employee is already familiar with and hand it over to someone else, which can save a lot of costs.

Recruiting the right management team is more important than employees. The management team is the cornerstone of your success, they share your vision and fully support you in your quest to move forward. You also need to build a sense of mutual respect and interdependence, so that the management team can do their best work.

In this era of homogeneity and transparency, I think it's a service!During the start-up period, these three blocks are the foundation. The quality and quality of the foundation can be improved.

Business can't run slowly. The product is not good for grinding slowly. Service is not good, learn slowly.

1. Strategy, survival and profit, 2. Talents, like-minded and common development, 3. Finance, use money on the knife edge.

When reviewing the experience of entrepreneurial failure, many entrepreneurs mentioned that the reason for the final failure was that the employees did not execute enough and failed to execute in accordance with the strategic intent of the leader, and the most mentioned point is that many employees did a lot of routine work and got some results, but they were never the most important results. This kind of lesson tells entrepreneurs that they must recruit the kind of people who can truly understand what the results are. All execution is the execution after understanding, if the talent is not even clear about what the result is, how can they expect to get the result you want them to get?

For startup CEOs, the most important thing for them is to adjust the company's framework and then go to make more profits.

What are the key capabilities that CEOs need to have in the VUCA era?

Every successful business has a successful CEO, so what are the necessary characteristics of these CEOs?

1.Good faith. The CEOs of successful start-ups have qualities such as integrity, honesty, diligence, and willingness to learn, which are more important than experience.

2.Balance the ambition of the founder with the ability to execute realistically.

The founders are mostly the "visionaries" of the team, and the CEO is the "integrator" of the team, balancing this visionary trend with practical follow-up.

The CEO of a successful startup is able to break down the founder's idea into actionable steps and ensure its eventual realization to take the startup further.

3.Create a new system.

The founders are pioneering a new business model, while the CEOs of successful startups have the perseverance and patience to create and refine new systems in an unfamiliar environment to make the company work better as a whole.

4.Use actionable, data-driven metrics as a driving force.

CEOs of successful startups are adept at using actionable data-driven metrics as a driving force to find actionable metrics backed by data to ensure that their day-to-day operations are running under optimal conditions.

5.Have a strategic vision.

The CEO of a successful startup provides a framework for the founder's overall vision, which is then broken down into definitions, goals, and implementation processes. CEOs are able to build the right organizational culture to adapt to the evolution of strategy and quickly find qualified employees to form a team to achieve goals.

6.The right mindset.

CEOs of successful start-ups are able to maintain the right mindset and avoid thinking barriers and conflicts between technology and management.

7.Rich business experience.

The CEO of a successful start-up has experience actually expanding and growing a small business, as well as avoiding risks. They will enable the organization to achieve a higher growth rate in the start-up stage.

8.Communication skills.

CEOs of successful start-ups are focused on creating more efficient ways of running their businesses and have excellent communication skills. This excellent communication skill enables employees to clearly understand their instructions to ensure success and the desired ROI.

9.Attention to detail.

10.A keen understanding of one's own limitations.

CEOs of successful startups have a good understanding of their capabilities and will hire people who can fill their gaps to better create business needs.

1. Have a pursuit of career beyond profit, and be able to withstand frustration and loneliness;

2. Regard the enterprise as a lifelong pursuit, not for the purpose of short-term cash-out;

3. Meet the needs of customers as the first goal, rather than the interests and needs of investors;

Fourth, grasp the essence and law of the industry, and clearly understand the boundaries of innovation;

5. Be good at grasping the key points of the business model and constantly temper and improve;

6. Enjoy the process of entrepreneurship and devote yourself to it instead of pretending to others;