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How to evaluate a business plan for long-term development
Targets and goals Strange as it may seem, this part of the business plan is analyzed at the very end and is the quintessence of everything described below. It should…

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About running rabbit
“I can not afford a week of vacation – the company immediately loses important contracts and is late with deliveries to the main customers.” “I can’t bring the company to the international level – in our country this is now impossible.” “My employees don’t know anything, we have to work with them.” What do all these cases have in common? The fact that the business owner himself acts as a stopper for the development of his own company.

Maxim is the owner of a large company with 234 employees and three large offices. He built the business himself, growing it from a small company into several workers, which were inherited. Having successfully coped with financial crises, Maxim reached a stable level of orders for existence. However, he could not say that he was satisfied with his business. On the contrary, every year he sank deeper into despair and felt driven into a dead corner.

The production of important orders Maxim used to personally control, checking each process. Usually it looked like this: employees left workplaces at 18:00, and the owner remained at the factory until 23:00. For about six years, there was no question of vacation at all. Every time he tried to leave Kiev for a few days, something was sure to happen, and he quickly returned to settle issues that the team could not handle.


With such personal control of all processes, the company should have developed rapidly, but it turned out the other way around: the company regularly missed the opportunity for important contracts with large international investors. The last contract with Chinese investors was especially large, millions, and fell through due to a missed round of negotiations. Even the hired intercultural mediator partner did not save Maxim from failure. In such conditions, there was no question of increasing production and the number of orders – all efforts were spent on keeping the company in working mode.

An additional source of frustration was the family, which, instead of Maxim’s support, could not understand why work takes so much time and effort.

Maxim’s case is a classic example of an owner acting as a stopper in his business. For more than 15 years, my job has been to find and neutralize stoppers that prevent businesses from growing, dictate horizontal development and prevent vertical jerks. The main reason for all stoppers in business is the emotions of the person who created it. These emotions are not obvious, most often they are so carefully disguised that the owner himself is not aware of them. I use the term “mental traps” to describe them professionally.
All people, without exception, have mental traps, but the trap of the founders, of course, have their own characteristics.

Emotions and business
In the 21st century, the world is constantly changing, and business needs to change with it in order to develop. The owners I advise often want to take their business to the next level. To do this, they work with a team and build business processes, hire a coach and trainers to work with employees. However, all this helps very poorly. Why?

For more than 10 years I studied this phenomenon and deduced a law, the knowledge of which gives access to solving a problem: in order to learn how to manage other people, you need to learn how to manage yourself.
It is the emotions of the owners, usually unconscious, that prevent businesses from developing or lead them directly to failure. True, businessmen have many misconceptions in this regard. The most common: emotions have no place in business, this is the prerogative of the family. In fact, whether we like it or not, emotions are always generated. Just as the performance of children or quarrels with our wife can upset us, employees can also upset us. We experience the same emotions in business and family, but we don’t admit to ourselves that this hinders business development.

Owners usually follow two paths: either ignore their emotions and believe that they have no place in business, or rush to the other extreme and go to trainings on how to manage their faces and non-verbal manifestations of emotions. Both options are unpromising, because they do not give the opportunity to control emotions and use them. The management of their own emotions gives owners a powerful resource to achieve business results.

Brain traps
All 15 years of work, I have been exploring what emotions interfere with the owners. Most often, fear is a stopper. Usually, the owners do not realize it, but replace this emotion with others, namely arrogance, anger or indifference.

Behavioral fear can manifest itself in three reactions: attack, numbness, or flight. If the challenge facing the businessman is small, then the behavioral reaction is likely to be an attack. This means that the owner will go towards his fear and do something actively. But if the challenge is big and affects the dream of the business owner, mental traps come into play.

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