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A leader is a person who is not just a leader and manages a group of people, but a person who has special qualities, knowledge, skills and abilities that allow him to competently organize the work of people under his supervision and achieve his goals and objectives. But, in addition to this, the leader must apply to his work some rules that will allow him to perform his functions as efficiently as possible. And today we will talk about what rules a successful leader should be guided by in his activities.

A leader is a person who constantly communicates with people. The ability to build contact with each person is not just a rule to be followed, it is a necessity without which a leader will not be successful. On the online program "" you will learn how to better interact with people. You will learn and be able to apply in your life the 72 best communication techniques that we have collected from dozens of books and trainings.

Below we offer you a dozen universal rules for any leader who strives for success and high results:

• The very first thing to note is that the leader must play the role of a role model among his subordinates. He should be an authority for them and a person whose instructions they will follow unquestioningly. Remember that a leader is a person who is able and used to take responsibility for his own actions, for the actions of his team and for the actions of any other person who is subordinate to him.
• A successful leader, of course, must have the ability to show them to his subordinates and explain in what ways they can be achieved. The leader should not be the one who forces people to do something - he should be the one who people follow themselves. And this can be achieved only if you are able to show firmness of character, indicate the main guidelines on the way to the result, organize the work of each team member and support each fuse and initiative. There are no insignificant people in the team, and everyone should feel their involvement in the common cause
• For the literate and effective management it is important for people, among other things, to have well-developed rhetorical skills, the ability to speak openly and convincingly. All this can be a great help in the process of establishing effective communication with team members. A successful leader can always convey information to an employee in such a way that he not only understands what he needs to do, but also wants to do it.
• The essential qualities of a successful leader, for whom the most important thing is the victory and success of his team, can be called inexhaustible energy and enthusiasm. Purposefulness, on the result and optimism, in turn, allow, by all means, to achieve the intended goals and almost immediately set new ones. By acting in this way and not otherwise, the leader will set an example for his team, which means that she will adhere to the same values.
• A successful leader is able to take a step back if necessary, which is expressed in providing subordinates with more space for action and encouraging their initiative. It is thanks to this that he has the opportunity to understand how each of the employees is involved in the common cause. Its employees must feel their individual responsibility, as well as understand what may follow from the performance or neglect of this or that matter. This will help them acquire determination and independence, and will also form in them a serious attitude to work. If there is no clear guide to action, there is a high probability of mistakes, but the experience gained will be extremely valuable in any case.
• It is important to understand that it is the team that is the guarantee of success, but you need to be able to create a team so that it ceases to be just a team. And a competent leader is the person who can rally the team and create in it such an atmosphere, thanks to which employees will turn into like-minded people. The leader must be able to wisely apply and organize the interaction of team members, which is based on the desire for common goals.
• Each employee has a set of individual qualities, characteristics and abilities; each of them has their own and their own talents. An effective leader is able to find an individual approach to each of his people in order to understand how to motivate each of them and determine which path to direct people to achieve the highest results.
• A good leader must be able to use the reward system of his people wisely. But the reward system should be the same for everyone and everyone, and the approach to encouragement should be purely individual. Someone will be motivated career, someone - the opportunity to earn more, and someone - the opportunity to have more free time and freedom in decision-making. All this should be taken into account, but this can only be understood through individual work.
• A successful and self-respecting leader should in every possible way avoid the status of an “unattainable idol” or “bloodthirsty monster” among his team members. pledge effective work and the successful functioning of the team is the lack of shortcuts, quality Feedback, mutual respect and trust. The leader must devote part of his time to contact with employees, but at the same time, to root out disrespect, violation of subordination and familiarity. In addition, the manager must have the ability to convey information to people in an understandable form, and be able to make the life and activities of the organization for employees as transparent and open as possible.
• Many people believe that rigor is an indispensable quality of a good leader. But here it is very important to feel a special border so that employees are open and ready for interaction, but at the same time observe subordination and control themselves. The task of a successful leader is the ability to find this boundary. The leader should mainly discuss the issues of requirements and discipline together with his people, because the whole work process is in direct proportion to what are the boundaries of what is possible and what is not. In addition to this, work schedules, daily routines and other such things should be correctly established. Subsequently, this will allow and misunderstandings
• A professional and competent leader is in a continuous process of self-development and self-improvement. He should never be satisfied with the achieved professional level, tk. only through obtaining new information and constantly developing oneself can one achieve the maximum possible disclosure of creativity and the realization of creative potential
• And the last thing to say is that a successful leader must feel that he is responsible for the people who trust him and who decide to follow him. Thus, it is absolutely unacceptable to deceive, commit dishonest acts, and deal unfairly with one's subordinates. As they say, it can take forever to earn the trust and respect of other people, but to lose them, one second is enough. People will never forgive a person for betrayal, which means that you must always remain honest with yourself and those around you.

And in conclusion, we only add that a successful leader should not limit his actions only to setting goals, setting requirements and monitoring the quality of work. He must be the creator in creating an effective team, he must be the inspirer and the main motivating force for all his people. For this reason, the range of its tasks should include creating the ground for development, and working on building an effective communication system, and activities to update the abilities of each employee.

WHAT MANAGER ARE YOU: Naturally, being a good and successful leader can be difficult, because leadership is, first of all, working with people. But in order to work with people, you need to have an idea of ​​​​the individual approach to each of them, to see their features and uniqueness. But how can you understand someone if you don't know yourself? Most likely, it will be very difficult to do this, so you first need to know yourself. And today you have a great opportunity to do this, and you won’t need to spend a lot of time on it, re-read a lot of complex literature and endlessly understand yourself. We invite you to take our author's systematic course on self-knowledge, which will tell you about your leadership abilities, teamwork abilities, and individual qualities and advantages, and will give you many other, no less interesting and important information. So do not waste time and start to know yourself - you will find the course at.

We wish you success in completing the course and the desire to become, first of all, a successful leader for yourself!

In the course of structuring a business and building a group of companies, the question always arises of maintaining the controllability of the entire group, provided that, as a rule, management staff business is unified and it is impossible to divide it between companies.

As a result, this always leads to the need to search for such a management option, when the owner still has the ability to control and influence decision-making both on the entire business as a whole and on any of its segments, despite the economic independence of each member of the group.

In this case, when designing a business model, a management company can act as a link between its individual elements.

A management company is any organizational and legal form (according to our experience, not only LLC or JSC, but also cooperatives, partnerships, partnerships, and even non-profit organizations), which accumulates a complex of strategic, tactical, general marketing (including brand management), organizational, motivational and control functions, as well as the functions of scientific and technical development and financial management for all other entities of the Group of companies.

The formation of such a functionality of the management company is due to the following economic and managerial reasons:

1. The presence of a need for all subjects of the group of companies in common support functions for all:

accounting, legal, marketing and other services, the provision of which by employees of a specialized organization is organizationally and economically more profitable than the creation of similar full-time services in each individual company.

Most often managed legal entities there is no lawyer, no accountant, no system administrator - all this is handled by the staff of the management company. Objectively, not every business is able to pull such a staff in each individual organization of the Group. But even with this option organizational structure there should be a central link managing the staff in the field.

Therefore, there are cases of creating functionally similar services both in the management company and in the managed society (for example, when the structure is branched, when individual companies are significantly removed from each other and from the management company itself), however, in this case, the management company is also engaged in solving strategic problems, then how employees of a managed society perform current work that does not require highly qualified and knowledge of the overall business development strategy.

2. The ability to quickly implement and develop, as well as adjust the previously developed strategy for the activities of the group of companies as a whole.

Undoubtedly, business owners need to have full information about its functioning, financial performance, the degree of effectiveness of previously made management decisions.

In this sense, the value of direct receipt of information about all significant events directly to the "headquarters" is invaluable for both owners and top management.

3. Transfer of management from the plane “he is the most important here, everyone knows him” into the legal field, formalization of relations between the managing and subordinate companies by civil law means and thereby ensuring the necessary degree of control over the activities of managed companies.

In our practice, we have repeatedly encountered situations where, as a business with a small number of owners grows, new companies are registered, the leaders of which are only formally such; in fact, leadership is concentrated in the hands of the real beneficiaries.

But there comes a time when the number of personnel and the number of individual organizations within one business reaches a critical level, the owners are not recognized by sight and do not obey their verbal orders (and they are not entitled to issue written ones). Worse, a nominee director can “do things,” because he legally has the right to make decisions that will lead to adverse consequences (primarily financial ones).

Don't forget about labor costs. nominee leader that you will incur one way or another, as well as the need to pay social taxes.

It is management through the Criminal Code that helps to avoid such negative moments.

4. The possibility of legally reducing the tax burden through the use of the Criminal Code of the simplified taxation system.

The contractual regulation of the relationship between the management company and the managed companies can be mediated by two types of contracts:

contract for the provision of management services;

contract for the performance of functions of the sole executive body.

The choice of one or another contractual instrument depends on a number of factors and the specific structure of the group of companies. Consider the features of the application of each of the contracts separately:

Contract for the provision of management services.

At the conclusion this agreement all or some of the strategic, as well as auxiliary functions in relation to the operating core are transferred to the management company: legal, accounting and personnel support, security, etc., which are needed by all holding entities, however, the creation of similar units in each of them is unprofitable and inappropriate.

The task of the UK in this case- to determine the main vectors of activity (to develop a marketing strategy, to carry out scientific and technical development, to issue a program of activities of the group of companies for a year, etc.), which all managed companies without exception must follow.

At the same time, it should be noted that the managed company has its own sole executive body (director, sole proprietor or other managing company, but in the role of the sole executive body (SEO)), which carries out operational management of the company, makes all current decisions and is responsible for the financial result. It is he who is listed in the Unified State Register of Legal Entities as a subject entitled to act on behalf of the company without a power of attorney.

With such interaction between the CEO and the management company, the former is limited only by the strategic framework set by the management company, and is completely independent in the process of managing the current activities of his company. Moreover, these frameworks (in the form of reporting forms and periods, as well as a liability mechanism) can and should be laid down both in the contract with the management company (this is the condition under which the management company undertakes to manage), and in the contract with the CEO himself.

However, our experience shows that owners (especially when transforming a single company into a holding company) do their best to avoid delegating authority to hired managers, fearing that they will get out of control.

In this case, the mind comes into conflict with feelings: on the one hand, the owner understands the objective need to “give up” the reins of government (a non-core type of activity specifically for him, employment in another project, the inability to cover all areas of his business), and on the other hand, psychologically cannot come to terms with the fact that someone else will manage his brainchild.

In this regard, the issue of trust to a hired manager on the part of the owner is of particular relevance.

At the same time, one cannot fail to note a significantly higher degree of personal interest of the director in the results of the activities of the managed company, compared to the contract for the transfer of functions of the sole executive body, which is automatically reflected in the level of his personal (and not imposed from outside) responsibility.

It is thanks to this instrument of a controlled increase in the degree of independence that a synergistic effect is achieved from business structuring - tax optimization can be strengthened by increasing managerial efficiency.

In addition, in the event of any adverse consequences of the activities of the managed company (the simplest example is tax claims), it is unlikely that anyone will be able to definitely assert (and prove) that such consequences occurred as a result of the direct orders of the Criminal Code by the director of the managed company.

In other words, the Criminal Code will protect itself from negative consequences and will also be able to save business reputation and the acquired image, referring to the "amateur" of the hired director.

Agreement for the performance of the functions of the sole executive body

Recall that the possibility of transferring authority to manage the organization Management company provided next federal laws:

For example:

p. 1, art. 42 of the Federal Law on LLC: The company has the right to transfer the exercise of the powers of its sole executive body to the manager under the contract. paragraph 1 of Art. 69 Federal Law on joint-stock companies: By decision general meeting shareholders, the powers of the sole executive body of the company may be transferred under an agreement commercial organization (managing organization) or individual entrepreneur(manager).

In this case, an agreement is concluded with the management company for the transfer of functions of the sole executive body. It is the management company (represented by its director) that receives the authority to act on behalf of the managed company without a power of attorney: to represent the interests of the managed company in all organizations and institutions, and also to enter into any economic relations. Key business managers, its owners in this case are employees and / or participants of the management company and already at its level and on behalf of the management company perform all management functions.

Of course, the director of the management company cannot effectively manage the management company itself, and even all the managed companies, therefore, on the basis of a power of attorney, he delegates his powers to a special employee who will be the actual head of the managed company.

At the same time, such an actual leader is on the staff of the Criminal Code (!) and receives a salary in it.

The degree of control of the owners, accountability and responsibility, as well as the degree of independence of the actual manager in making decisions in this case is determined by the provisions of the employment contract with the Criminal Code.

A negative consequence of the appointment of such a manager may be the low degree of his responsibility and the lack of a deep personal interest in the results of the managed company.

As you can see, the inclusion of the Management Company in the business model is undeniable - it helps to solve many difficulties in the presence of an extensive legal structure business.

At the same time, given the realities and trends of tax administration, one cannot ignore the question of how the management company is viewed from this side.

After all, the existence of the Criminal Code gives reason to talk about the affiliation of the entities it manages with each other (even if the owners of the companies do not match). Of course, when it comes to, for example, purely accounting and legal services(not about the status of a management company as a CEO) and such services are provided not only to organizations linked by contractual relations, but also to outside entities, it will be difficult to recognize affiliation on this basis. With the option of fulfilling the role of the CEO - the presence of a single managing entity for several legal entities, which are all the more connected by other agreements with each other (which usually happens if the business is built within a group of companies) will link all organizations into a single structure.

This is not critical if all subjects apply DOS and there is no possibility for the tax savings described above by applying the same Criminal Code of the simplified tax system. However, such affiliation will attract attention when it comes to the interaction of entities in different special regimes, which by itself leads to minimization of taxation on business income.

Considering that the tax authorities are paying more and more attention to such structures, trying to justify the artificiality of their division into several entities or the unreasonableness of the costs of attracting the management company itself, regarding the separation of the management company, the following rules must be observed:

1) The types of services provided should be specified. The more detailed the subject of activity of the Criminal Code is described, the more difficult it is to prove the artificiality of its separation in a group of companies (see, for example, the Resolution of the Seventeenth Arbitration Court of Appeal dated October 30, 2012 No. 17AP-11284/12: the taxpayer managed to win the dispute by providing maximum detail of the evidence of the performance of the contract. In the report on the performance of the powers of the CEO, the amount of work performed to manage current activities is indicated with a breakdown of the work performed by employees of specific departments (services) and even the amount of hours spent on each service is indicated).

Considering that at the moment many companies use various software complexes, allowing you to track the time of completion of certain tasks by employees, the solution of the problem of collecting such information can be automated.

At the same time, the Management Company, in the role of the sole executive body, carries out the current management of the company, a full detailed description of which in the contract is impossible. Both corporate legislation and, as a rule, company charters usually leave residual competence for the CEO: “and other things not related to the powers of other bodies of the Company”. Therefore, if the management agreement with the management company in the role of CEO does not contain a specific list of the powers of the management company, it is impossible to talk about the absence of detailing the functions of the management company, and, consequently, its artificial allocation. This conclusion is supported judicial practice:

Due to the very nature of the activity current management it is impossible to exhaustively define the competence and terms of reference of the CEO (Management Company) not only at the level of the law, but also at the level of the company’s Charter, agreement on the transfer of powers, local regulations, since it is impossible to foresee all the issues that arise daily in the activities of the managed organization and which are not referred to the exclusive competence of the general meeting and the board of directors.

Decree of the Federal Arbitration Court of the West Siberian District dated May 12, 2014 No. F04-2761 / 14 in case N A81-2271 / 2013

2) You must carefully refer to the description of the procedure for calculating the remuneration of the management company for its services.
So, if you tie remuneration to the achievement of any indicators (growth in revenue, profit, number of customers, etc.) - you need to confirm their achievement or non-achievement each time, draw up all necessary documentation. Otherwise, the tax authority will challenge the payments towards the Criminal Code (Decree Arbitration Court of the North Caucasian District dated July 11, 2016 N Ф08-3871 / 16 in case No. A01-1790 / 2015, Resolution of the Fifteenth Arbitration Court of Appeal dated February 16, 2016 No. 15AP-22105 / 15).

As a rule, the courts, taking the side of the tax authority, say that they could not confirm what specific work the management company performed and how the cost of each type of its services was determined. Therefore, a description of the procedure for forming the cost of services rendered in the contract itself and detailing the final cost for each period of activity of the management company - required condition work with the management company.

Of course, the remuneration should include all current expenses of the management company to maintain its activities: office rent, payroll for employees, etc. This amount forms the base amount of remuneration. If a part of the business profit is not accumulated on the management company, then the remuneration may include a firm fixed amount covering the expenses of the management company with a possible slight increase, for example, no more than 1 time per year (in case of an increase in payroll or other expenses);

The above calculation of remuneration can be complicated if, for example, the payroll of employees depends on their performance indicators and changes from month to month. To do this, companies have developed their own systems for calculating the remuneration of each employee, which can also be used as the basis for calculating the remuneration of the management company. In this case, it will be necessary to detail each indicator in order to confirm the validity of the expenses for the MC in the declared amount.

In addition to covering the basic expenses of the CM, the remuneration may also include a variable part depending on financial result activities of the management company: for example, as a percentage of the revenue or profit of the managed company. This can be either a monthly increase to the base remuneration, or " annual bonus» MC at the end of the financial year. In any case, remuneration in this form must be justified by the mandatory growth of the managed company's revenue / profit and confirmation that such growth is associated with the activities of the Management Company and its employees. At the same time, of course, this part of the remuneration should not lead to the fact that all profits operating company flows into the Criminal Code, which applies a lower income tax rate.

3) Evidence of the effectiveness and reality of the activities of the management company will be the growth in revenue, profits, assets of the managed company, which, in turn, for example, led to an increase in taxes paid to it (this indicator will be especially valuable).

4) Evidence of the independence of the Criminal Code as an economic entity will be the implementation managerial functions for several companies, preferably not related to each other (for one, for example, in the role of CEO, for another, the provision of only accounting services etc.).

5) High professionalism of the staff of the management company (in comparison with the managed company), increased requirements for their level of education, work experience, etc. also allow confirming the professional competence and independence of the Criminal Code (see, for example, the Resolution of the Arbitration Court of the North Caucasus District dated January 26, 2015 No. F08-9808 / 14 in the case NА32-25133 / 2013).

Considering the described nuances, it is necessary to carefully approach the legal fixation of the real activities of the Management Company and the procedure for its interaction with its customer of services. In addition to the constant, systematic collection of evidence confirming this activity and its usefulness for managed companies, there should be no problems with the tax authority.

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Enterprise management is a set of specific actions for organizing the workflow of a commercial or non-commercial company, aimed at maintaining and improving the results achieved by it. Such management affects various areas of the enterprise, from production to administrative. There are many positions related to the management of an enterprise, including positions that are in the nature of support functions, managing a division, and leading an organization. Most enterprises have several groups of managers focused on a certain range of tasks.

Management Basics

The main divisions of the enterprise related to its management are logistics, marketing, economic analysis and planning, personnel and management. The head of the enterprise controls the work of these departments in such a way that they function clearly and correctly both as separate units and in joint work to ensure the company's profit. The manager can always suggest some measures to improve the work of the unit, and delegate some tasks to his employees. As a rule, in large companies, at least one head is appointed in each division.

Management personnel

At each step of their corporate hierarchical ladder, most companies form a certain composition of managerial personnel. If we talk about the office of the company, then, as a rule, employees work there, whose duties include developing and maintaining the client base of the enterprise, monitoring the work of other employees on various projects, helping department heads with the analysis of data on the work of the enterprise. A higher level, in the hierarchical structure, there may be positions of managers responsible for the work of the entire office, including budgeting, analysis of the results of employees' work, development of various methods for calculating economic indicators, appointment of managers for a particular project. If the company is large, then several assistants to the head of the enterprise's office can work in it at once, where each assistant will be responsible for his direction in the organization's activities.

A step above office managers are the heads of various services, departments and divisions, whose duties include managing a significant part of the business activity of the enterprise. Often, such leaders specialize in a particular area of ​​enterprise management. For example, a person who specializes in personnel management and is responsible for the work of the relevant department, namely its proper functioning and achievement of its goals, may be enrolled in the staff of an enterprise. The duties of such official include performance appraisal of HR department employees, hiring of new and dismissal current employees who do not cope with their duties, as well as the application of all necessary actions to organize a well-established process for hiring competent personnel.

The person in charge of running the entire enterprise is the top manager, and is most commonly referred to as the president or CEO companies. In some organizations workplace the president is in the same office as the rest of the staff, in others, depending on their size, the president may be in another building, city, and even country, and have several deputies - vice presidents, each of whom will be responsible for the direction assigned to him in general activities companies. For example, in staffing companies may be listed as vice president of marketing, research and development, sales, customer service, and so on. The work of each vice president is independent of that of his colleagues.

Working conditions in business management

When managing an enterprise, the working conditions of an employee depend mainly on the nature of the tasks performed by him. Those who work in the lower positions of the hierarchical vertical are more likely to have a fixed work schedule with periodic reports on the work done to their supervisors. Middle and top positions in the vertical have more flexible and unpredictable work schedules. Often, when completing large-scale projects, preparing annual reports and / or presentations, employees of almost all ranks are required to do some overtime beyond the established working hours.

Due to the fact that people involved in the management of the enterprise have to communicate a lot with other people, prepare many memos and write all kinds of reports, they simply need to have excellent communication skills. Such professionals should have no difficulty in making presentations and organizing other people's work. Another important quality is the ability to understand all the subtleties of the work and the relationship between the divisions of the enterprise, competently build their work, and in case of their inoperability, quickly identify the causes and eliminate them. Because many of the leadership positions are related to the formation of the budget and the analysis of the results of the work of the department subordinate to them, the department or the company as a whole, the people occupying them must have good knowledge in economics, accounting, finance and mathematics.

Relevant education for enterprise management

Many universities offer both full-time and remote forms of study in the program "Enterprise Management". Standard training program covers such key aspects of enterprise management as: customer service, enterprise finance, marketing and human resources department. Purposeful and ambitious managers associated with engineering or design can increase their competitiveness by receiving additional education in applied sciences, and those who work in the field of marketing and sales will not be superfluous to get an education in the field psychology.

Majority large companies expect their candidates to have at least a master's degree in a related business field. Also, work experience is often required, giving the candidate an idea of ​​the joint work of all key participants in the management of the enterprise. Depending on the chosen professional area, the candidate may be required to develop and correctly present a business plan that demonstrates his competence, for example, a plan marketing activities and sales for some hypothetically existing product.

We know how the transfer of a business to a hired manager or the owner’s retirement from business can end. It is not uncommon to hear “horror stories” about how “the owner hired a hired director, and he flunked the business, after which the owner himself restored the business - and so several times in a row” or “the owner hired a director who turned out to be with character and demands freedom” . The owner in such a situation has questions: how to find and how to motivate the director? And most importantly - how to control? But first, he needs to understand that a business owner is also a position.

Our business, in general, is still young, and not all owners have managed to develop the skills to effectively control it. In fact, everyone works by trial and error and pays very dearly for getting new experience. But along with this, quite a few companies can already be classified as mature. They are characterized by the presence of a constant clientele, a well-defined list of products offered to the market and stable profitability. In such a state of business, its leader has problems of a new level, with which he is far from always able to cope. One of them is interaction with hired top managers.

TECHNOLOGIES FOR WORK

Typically, managers try to solve business development problems by introducing new technologies. However, both the restructuring of the company and the writing job descriptions far from always give the desired effect, and the use of techniques that are successful in the West can even lead the company to failure.

We do not agitate against the use of Western technologies in our conditions. But not everyone succeeds in successfully applying at least their elements. This is largely due to the large differences between their (Western) employees and clients from ours. Western business schools annually graduate a lot of specialists with an MBA degree, and they are similar, like parts from the same designer. They are easy to interact with and can be used to assemble various designs. We don't have it. Our employees are more like parts from different designers. It is not so easy to build something typical out of them.

Foreign experience in business control shows that this problem has not been fully resolved there either. Suffice it to recall the bankruptcy of Enron and WorldCom. And in the books of the famous marketer Jack Trout, there are many examples of how the world's giants lost in the market only because of the lack of possessory control over new marketing endeavors.

In the described situation, business owners need to build a control system on their own, not particularly counting on copying someone else's experience. And first of all, you need to organize effective control.

BUSINESS OWNERSHIP ZONES

First of all, you need to understand: in our conditions, a business owner is a position!

The peculiarity of this position is that its functions are often divided between the owner and managers, and as a result, it seems to dissolve between several people who may have different and even conflicting interests.

We specifically use the term "business owner" rather than "owner" to emphasize the differences in their roles.

You cannot be a business owner. One can be the owner of shares, money, property, brands, know-how, etc. But all this is not a business, these are only its resources. To turn resources into a business, you need to make them work in the interests of customers, partners and employees. This role is usually performed by top managers.

In different firms, the influence of owners and owners is distributed differently. For example, in joint-stock companies where there are many small shareholders, top managers actually become business owners.

There are many cases when managers "took away" the business from the owners, for example, registered competing firms or brought the company to an extremely poor state, while receiving good personal income. This indicates that they were actually the owners, and not the owners.

To be an owner means to control only one of the zones of business ownership (see Table 1).

The second zone of business ownership is the activity to maintain it and establish the necessary connections. Typically, top managers are involved in organizing the work of a business. And in fact, they begin to play the role of co-owners, even without having a share in the property. This role of theirs, as a rule, is short-term, and they can act on the basis of their temporary interests. Often the discrepancy between the interests of the top manager and the owner is so great that it harms the business.

The third area of ​​business ownership is the key ideas on which it is based. These include the concept of a particular business, its brands, the system of relationships with employees, etc. Changing ideas can significantly distort a business far from better side. AT Russian practice actively trying to influence business ideas not only top managers, but also marketers, and advertisers, and personnel managers. If this is done without due control by the owner, then the strategic lines of the business may fall under the control of individual employees.

To integrate work across different business ownership zones, it is useful to create a business owner manager position and an owner department. Some employees of the firm may be part of the owner's department part-time. In any case, it will be better to coordinate the work that belongs to the concept of “owning a business” than to let it take its course.

In order for him to be the owner of the business, the owner must perform the appropriate functions - the functions of the owner. Otherwise, the property may turn into "nothing".

OWNER'S RESPONSIBILITIES

The main responsibilities of the owner are control and development of the business. When we talk about them, we mean such an influence of the owner on the business that brings it to the state necessary for the owner. If the state of your business is as desired, then you are in control.

If the business suffers losses or there is not enough dynamics in its development, then, most likely, control is not sufficient. Business control is the impact on the business, and not just its revision and tracking of indicators.

Practical work with owners has shown that many of them do not fully understand their duties (opportunities) for the positive control of the business. Most have only a superficial understanding of the individual parts of this work, and not a comprehensive vision of it.

It is appropriate to compare control with a game of puzzles, where you need to assemble a picture out of many details (for example, out of 1000). A set of knowledge and skills modern leader- the same mixed puzzles, and it is not very easy to build an integral system out of them, and if at the same time some of the details are lost somewhere, then it is completely unrealistic. It is necessary to at least partially arrange them and collect them into separate fragments.

Some owners see a way out in playing the role of top managers themselves. This gives them the illusion of control. In fact, they find themselves under the pressure of current problems and subordinate the interests of the owner to the momentary interests of the company's employees. In such a situation, clarifying the duties of the owner and separating them from those of the director is particularly necessary. Ownership control is the control of the framework of the business, its "bearing structures". The rest can be given to managers.

It should be noted that progressive top managers also want to clarify the role of the business owner and their relationship with him. This helps them streamline their work and get better results, as well as appropriate rewards.

WHAT IS BUSINESS?

There are many definitions of business, but not all of them help to competently solve the issue of its effective control. Depending on how you define this concept, how you will control the business. This is especially important when it comes to ownership control.

The most common definition is “business is business”. Sometimes it is clarified that "business is any business." Perhaps this definition is the most correct from a philological point of view. But it is the most useless from the point of view of the owner's control of the business.

Indeed, the interpretation of business through "business" does not set any concepts and objects for control. It is not even clear whether such a business has any purpose, customers, product, etc. Anyone can speculate this definition in the way that will be to his advantage. And, accordingly, draw up your own idea of ​​business control and how to implement it.

Let's try to give our own definition of business, which will be useful to us for possessory control. This is a technical definition aimed at introducing the basic concepts we need. It sounds like this: “A business is a set of transactions carried out on a regular basis. By definition, a business must be profitable.” So, business means a set of somewhat similar transactions that are carried out more than once. This means the following: if you do not have a profit, your activity is not a business yet. Perhaps this is some kind of hobby or self-realization in some activity, or maybe it’s a “preparation for a potential business.”

In terms of ownership control, our proposed definition of a business means that we must control a set of transactions and do so in such a way that they make a profit.

Interestingly, such business entities as a firm, company or organization are considered as mechanisms created for the implementation of these same transactions. Their work should be provided within the income received, but in such a size that the profit that satisfies the owner remains.

Before you start developing a system of business ownership control, you need to answer the question: “Where, in fact, is the business itself?” After that, separate it from the tools and components. Only then will you be able to properly build a system of possessory control.

ORGANIZATION OF CONTROL

When organizing control, the following should be taken into account:

1. An established business needs not only development, but also protection. Business stability comes to the fore. In addition to current profit, it is necessary to take into account both future profit and the value of the business.
2. Often the control of the business is replaced by the control of the director. Some owners say: "If the director does not fulfill my requirements, then I will fire him and hire a new one." After that, they formulate such requirements that others find it difficult even to understand. You can play this game for a long time without getting an acceptable result. The owner should control the entire business, not the director. Business is a very broad concept. The firm involved in the business is only a tool for its implementation. The director is part of the company's management department. By controlling only the director, you control almost nothing. In addition, the director may leave the company, and you will have to control another person, and control over the business may be lost. If you control the business, then you are much less concerned about who specifically acts as a director.
3. Positive control is about helping, not punishing. Now it is difficult to find ready-made leaders. You have to take those who partially meet your requirements, and then "grow" them. it special work for which repressive methods are not suitable. Positive control is more effective than repressive control.
4. Running a business is not like running an assembly line; perhaps a better analogy would be growing a garden or raising a child. For such work, many leaders will have to change the style of their activities. At this stage, the leaders of companies from heroes who personally bring victories to the company have to turn into coaches, for whom the success of their employees becomes the main personal success.
5. Business needs to be controlled and developed in all key areas:

• results;
• employees;
• market;
• production;
• finances and their use;
• business projects;
• safety;
• business environment;
• management and the role of the owner.

TRANSFER OF BUSINESS TO HIRED MANAGER

The main problems associated with attracting a hired director are caused by the unclear definition of the responsibilities of the “managing owner”. Sometimes this position can almost completely pass to the new leader, and he actually becomes the new owner, which automatically causes tension with the owner.

It is advisable to transfer the business to a hired manager in the following sequence:

1. Preparing the business for transfer

Before transferring a business, it is useful to do a full audit of it. When the owner himself created and developed the business, he introduced many nuances into it that reflect his personal style leadership and business management. These may be those areas of work that previously seemed promising to him, and those that he wanted to develop in connection with some personal interests. Perhaps they are not all effective enough or will not be effective without the personal participation of their creator.

On the other hand, like any person, the owner has issues that he did not want to deal with himself, and there may be various gaps in the business that need to be addressed before the transition. If the business is transferred without doing so, then the new manager will have to spend much more time and energy on them than the owner, if he manages to do it at all.

2. Creating and staging the work of the owner's department

While the owner himself ran the company, he might not even realize the need for such a department. His functions were distributed to all divisions of the company or carried out by him personally. Now, this department must effectively control and direct the development of the business without performing current operational functions.

The organization of the work of the owner's department depends on the specific business. To create such a department, you must first clarify the structure of the business and the technology for its control. Then you can form the structure of the department and define the responsibilities of employees. Only the owner of the business can work in the department itself. If you involve assistants in this department, then the participation of the owner in managing the business can be reduced to one day a week.

3. Selection of a new leader, training and transfer of operational management to him

Sometimes owners think that they need to find some special leader who will understand and do everything himself. This is an illusion. There are no such employees. Or they turn out to be “heroes” who are more likely to harm developed business and its owner than to contribute to the development and growth.

A new leader should be selected taking into account the conditions in which he will have to work. Perhaps not all candidates will agree to this. We need people who can work effectively according to the proposed rules. The system of payment and motivation of a new employee must be built specifically for him. The desire of managers to have some kind of ideal system of motivation is inappropriate here. Motivation should always be personal, and in such cases - especially.

It takes time to train a new employee. The final part of the training is conveniently built in the form of an internship at the workplace. The internship may coincide with the transfer of business management to a new leader.

4. Ownership control

All control procedures established by the owner must be followed at all times, without a game of trust or distrust. Another thing is that they should not unnecessarily distract the manager and employees or create an emotionally tense environment. It should be something taken for granted.

CONTROL SYSTEM EFFECTS

I constantly have to deal with managing owners and owner-directors who are not satisfied with the results of their business. At the same time, they always find a lot of reasons and explanations for any failures, and, as a rule, dissatisfaction with the work of managers appears on this list. But the owners of these companies do not take into account one important circumstance: before you demand changes from others, you need to change something (and sometimes even a lot) in your work. First of all, stop being a director for a while and take up your main (owner's) job.

Occupying the position of director, the owner has no right to forget that he also has the post of business owner! Combining these positions, the owner is obliged to effectively and competently combine the functions performed within their framework, remembering that this different areas and types of work involving different degrees of responsibility, different pace of decision-making, timing and methods of planning. So, if the director is worried about current profits, then the owner is also concerned about future profits (for several years ahead), and the ability to sell the business if necessary. Or maybe even what will be left to the heirs!

Very often, the owners who occupy a managerial position in their business have the illusion of sufficient control of it. With the decline in business efficiency, this illusion is very quickly destroyed.

Ownership and managerial control These are not only different types of work, but also different systems of thinking. At the same time, the thinking of the manager often prevails over the thinking of the owner. This imbalance needs to be corrected.

In cases where the owner does not work as a manager in his firm, he is all the more necessary to engage in positive control and business development.

Creating a control system involves several steps, including the development of the structure of the owner's department and the regulation of business control. The business control regulation is a list of typical measures taken by the business owner from time to time to improve its performance. These activities are carried out in all important areas of work: personnel, the market, finances and their use, production, security and the environment of the company, etc. (see table 2)

The development of this system is also necessary to control the work of subsidiaries and branches. Many owners lose a lot of money just because they have poor control and insufficient development of their business. Investing in a positive business control system is probably the most profitable from an economic point of view, not to mention the emotional state of the owner.

According to the materials of the magazine "Management of the company".