Why is it so hard for professional managers to start a business?

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Why is it so hard for professional managers to start a business? I have a good friend who is 40 years old and has grey hair. We are all starting a business, GESANCHAIWU will gather together, talk about recent progress, mutual support. However, a recent meeting, he was a little depressed, said he had started his business for three years, work very hard, but also said not successful, some confused about the future. People feel frustrated, it is inevitable to take their present and past comparisons, a comparison is easy to heart whispered: I really suitable for entrepreneurship? Is it better to be a manager?

is also a foreign-owned managers to start their own business story. Talk about my friend's situation: Undergraduate graduated from the domestic elite schools, Eve became a well-known multinational enterprise director, and then went to the United States to read an MBA, after graduation to a private enterprise to do CEO, a temporary scenery infinitely good. and private enterprise boss cooperation time is not long, he sprouted the idea of entrepreneurship, the reason is also very simple: always work is not the way, although the salary is high, but insecure, or their own business is more secure. Just do it! He found a team of colleagues working for a multinational company, founded a management consulting firm and soon had his first bucket of gold.

The first bucket of gold to make easy, his brain a hot, feel that entrepreneurship is so much, then began a large-scale expansion. He moved to an upscale office and hired a lot of highly paid people, and the line of business quickly expanded, and the cost was rising fast. But the good fortune did not last long, and his business became more difficult. It is difficult to do counseling in China, many customers seem to be interested in looking for you to plan, in fact, but in preparation for their own material, often a lot of consulting projects are beginning vigorous, silent end. Did a lot of "live Lei Feng", he was a little uncomfortable, frustrated and helpless.

"No matter how well you've done it before, you can't guarantee success!" In our chat, he is very helpless to sum up. He went on to explain to me:

Entrepreneurship than originally imagined to be much more difficult, before always felt in large companies to do so well, their own business will certainly be able to succeed, starting to find entrepreneurship and do managers are completely two states, a good manager may not be successful business.

I also have a lot of people around the foreign enterprises and large companies, tired of the bureaucracy in large organizations, decided to go it alone, but the success is often not much, this is not an accidental phenomenon.

Chatting, we unconsciously reflect on a question: why some people in a foreign company, once they start a business will encounter Waterloo? Apart from some accidental factors, are there some flaws in themselves? We summed up the "foreign executives entrepreneurial difficult success" of the four major elements, also take out and share with you:

First of all, in large companies to do professional managers and entrepreneurial bosses are two completely different games, the requirements of individual ability is completely different. Big company's professional managers have a good brand effect, there is a lot of resources to support, a very good operation system, he only step by step to manage the organization, coordination of resources and relations, basically can be successful. Once he chooses to start his own business, he will find that the platform support and brand effects that have been taken for granted have vanished, and that he must have the entrepreneurial spirit, including extraordinary courage and charisma.

He must be the "leader" in and out, and everything must be in his own right and in every detail. However, such managers used to be "professionals" rather than "versatile". If they can not from the "professionals" successfully transformed into a "versatile", to get the success of entrepreneurship will be more difficult.

Second, entrepreneurship will cause him to lose the reputation of the professional managers and everything. Although he is still CEO of the title, the network of acquaintances still exists, but the value of this kind of resources is greatly reduced. On the throne of big company executives, many people unconsciously create an illusion that they have made a lot of real friends, but when he started a business, he would be very disappointed to find that so many people are willing to associate with him, mainly because of his position, not his personal. At this point, he wants to turn the former relationship into a cash return, in fact, is very difficult.

Again, the mentality of professional managers is difficult to change. A lot of people from big companies out, the first idea is to rent a luxurious office, recruit a lot of highly educated people, to create a "dream Team." But soon, he will find that the company's cash income may be lower than expected, high labor costs will become the company's unbearable burden, those highly educated people are not as good as he imagined.

Some big-company executives come out and think they'll call in a group of people with similar backgrounds, but he'll soon find that although many people are not satisfied with the current situation, there are few who really have the guts to venture out. Even if those people start a business together, their previous skills may not be able to play a big role in startups. It's hard to change the mindset of a big-business executive into an entrepreneur, and the ability to transform it is not easy.

Finally, the person who chooses to start a business also discovers that the start-up company is not a shrinking edition of big company, the practice is completely different. For example, the typical practice for large companies is: first do market research, and then research and development of products, and then to find the target customers, and to do the promotion; But for a start-up, the perfect plan doesn't exist, they need to constantly try to make mistakes, revise their assumptions about market needs and maintain a high degree of flexibility.

Entrepreneurs have to make the choice between "opportunity-oriented" and "stick to the main business":

To solve the immediate problem of survival, we must find and grasp all kinds of opportunities, consider the long-term development of the company, must be committed to building the company's core business. However, if you are guided by opportunity, with a hammer West, the company may never grow up; If you stay focused on your position and have no side to Mo, you may also take a big risk: what you believe in is not necessarily true, and may not guarantee future success. If the bosses of a start-up company can't balance these two things well, he is often hard to succeed.

Leadership coach Machel Godesmith once said: "The things that have made you successful in the past will not keep you successful." For the managers within the organization, new competencies must be developed as the positions rise and the previous skills may not apply. The same applies to changes from managers to entrepreneurs: the factors that make you a good manager don't necessarily make you a good entrepreneur.

For entrepreneurs, no matter how brilliant you used to be, in fact, everyone's starting line is similar, do not because you used to be very successful, it is taken for granted that you will continue to succeed. No matter how successful you were in the past, but once you choose to start a business, the first thing to do is to clear zero, do not think that past experience continues to be effective. For many executives, this is very difficult, I met a lot of foreign executives, they do not want to change themselves, do not want to clear zero, a setback will think: since entrepreneurship so difficult, why do not I go to big companies as managers?