The growth and development of an enterprise is like a big ship sailing in the sea. Everyone remembers the saying, "Sailing in the sea depends on the helmsman." Big ship companies want to sail farther, walk more smoothly and faster in the sea, so they need a good helmsman to take the helm. Similarly, the train runs fast on the belt in front. If the enterprise is a train full of goods, then the enterprise train also needs a powerful locomotive to lead the enterprise train to run faster and faster.

A passage from Li Yunlong, the hero of "Bright Sword" and the head of the independent regiment, when he defended his thesis in the military academy.

the first officer is the soul of an army. Then, I think the founder is the soul of the enterprise.

because the founder is very important to the growth and development of the enterprise, the second mirror we are talking about today is a mirror to examine the founder himself. Used to introspect the founder's own state.

the three powers of the founder.

The development of an enterprise needs to get surging momentum, and the founder is the engine of enterprise development, providing the enterprise with the power for sustainable development. As the engine of the enterprise, the founder must maintain three forces to provide continuous power for the development of the enterprise.

next, let's interpret the founder's three forces one by one.

the heart of the founder.

First of all, as the helm of an enterprise, the founder must keep a strong heart. The so-called spiritual strength includes two core elements.

the first element: vision. Vision means, as the founder of the enterprise, where do we hope to take the enterprise in the future? Make it look like what?

the second element: mission. Mission can be understood as a sense of responsibility. Why did the founder do this business?

the power of the heart is the source of the founder.

the founder's wisdom

intelligence is also composed of two core elements.

the first element is called cognition. As we all know, today's business society is an era of cognitive struggle, and everyone can only make money within your cognitive range, so we must constantly upgrade our cognition. Only by establishing a correct and advanced thinking mode can enterprises have a competitive business model and achieve sustained and rapid development.

the second element is learning ability. In today's competitive business environment, entrepreneurs and founders must have continuous and efficient learning ability. Learning has two meanings, the first is learning, and the second is learning.

Learning means that you are willing to learn, have an efficient methodology, know what to learn and learn well.

But learning from middle school is the means and learning is the purpose. Therefore, you also need to apply what you have learned to your own business operation and transform it into the ability of the enterprise. Therefore, it is necessary to realize the transformation from learning to learning through effective deliberate practice, and finally form the unity of knowing and doing.

founders need to keep their own high growth through continuous and efficient learning, so as to drive the continuous growth of enterprises.

the ability of the founder

the third strength of the founder is the ability.

as the helm and trader of an enterprise, the founder must have the ability to control the development of the enterprise, which is actually a kind of management ability. One is divided into two, that is, the ability to do things and the ability to use people.

the ability to do things means that you can understand things (business) and do things. With the continuous development of enterprises, the business scope, business model and business boundary of enterprises may change or expand. When an enterprise enters a new business field or new business model, the founder must understand the underlying logic and key points of the new business and new model. If you don't understand at all, it is unrealistic and risky to hire an airborne executive to handle your new business.

Therefore, when an enterprise enters a new field, a new model to explore, or an innovative business, the founder is unlikely to rely too much on others. The founder should be able to learn quickly and get out of the game, and run out of the mode with the team. This is the ability to do things.

ability of employing people. The growth and development of enterprises can not be separated from the establishment and cultivation of excellent teams. This team is also an important output accompanying the growth and development of the enterprise. Cultivating a team is also the ability that founders need. To describe it in four words is to breed and retain.

According to the development level of the enterprise and the demand for talents, the founders can:

The echelon of outstanding talents growing with the enterprise is the most valuable asset of the enterprise.

therefore, the founder is a very important engine for enterprise development. We must have spiritual strength, intelligence and ability, so as to continuously provide power for enterprises and ensure their continuous, stable and rapid progress.

Every enterprise founder can use this mirror to introspect:

Every entrepreneur and founder needs to constantly strengthen their three strengths to deliver surging power for enterprise development.

Tony Brothers said

Related Q&A on August 26th, 2123: What are the necessary abilities of enterprise managers? The necessary abilities of enterprise managers I have listed the following five points: (1) Professional knowledge managers should have professional knowledge related to their own jobs and continue to learn to meet the needs of the company's continuous development; (2) Decision-making ability can quickly judge the work within their own responsibilities. Take decisive action (3) Analyze and solve problems, make accurate analysis of various problems in the work and adopt effective solutions (4) Coordinate and cooperate to build your own team, coordinate the working relationship with other departments, and improve work efficiency (5) Manage the content of the ability to discuss, that is, plan, organize, instruct and monitor.