20 Good Habits Of Entrepreneurs

After studying the case of a large number of successful business leaders, we find that these best business leaders know what they need and do all they can to achieve their goals. They know how to behave and are good at

First habit: know how to behave.

It's easy to be a person, someone who likes you and is willing to cooperate with you.

How to make others like themselves? Good business leaders are accustomed to genuinely appreciating the advantages of others, honest, honest, just, kind and tolerant, showing deep concern and interest in other people's lives and work.

The second habit is good at making decisions.

Facing the changing market, enterprises

The third habit: believe in yourself.

Successful business leaders have strong confidence that they will both believe in themselves and show confidence in the public.

Successful research shows that the desire to succeed is to create and possess wealth.

The fourth habit is to define goals and leadership. A world-class business master, Ben's, defines a vision: "create a vision and goal that subordinates pursue, pform it into everyone's behavior, and achieve or achieve the vision and goals they are pursuing."

Business leaders know that to enable employees to contribute to the common vision of an enterprise, they must be deeply rooted in the minds of every employee and must be consistent with the values of each employee. Otherwise, this enthusiasm can not be aroused.

The fifth habit is full of enthusiasm.

Enthusiasm is sometimes more important than the ability of a leader. If both of them are two, it will be invincible.

One of the ways to generate lasting enthusiasm is to set a goal, work hard to achieve this goal, and then achieve another goal, and then strive to achieve it.

This can provide excitement and challenge, so that it can help individuals maintain their enthusiasm instead of falling.

The sixth habit: stubborn spirit.

If a quality is owned by almost all successful business leaders, it is the spirit of indomitable spirit.

Stubbornness is not a stubborn stupidity. It is a spirit determined to achieve results.

In management practice, as a leader, your people want leaders to be an indomitable person.

Only your competitors want you to give up this spirit.

The seventh habit is to attach importance to talents.

The best asset of a company is man, and the virtue of a business leader lies in choosing a good partner.

Choosing a suitable person is more important than choosing a good person.

In addition to the essential qualities of a profession, they look for 3 things: first, they must be energetic.

With a spirit and style, such a person can travel long distances, and can infect people and adapt to changes.

The two is integrity.

Taking into account the interests of individuals, at the same time, take into account the interests of the company.

Three, we should have wisdom and courage, and have the ability and courage to think.

The eighth habit: full empowerment.

People's energy is limited. We can't do everything by ourselves.

Therefore, as an enterprise leader, we must learn to delegate power to the right people.

The real means of empowerment is to be able to give people responsibility and empowerment, and to ensure that there is a good report feedback system.

The ninth habit is to motivate the team.

It is very difficult and important to organize an excellent team.

Stimulating their enthusiasm, digging out the intelligence and potential of every team member and coordinating them is a capability that a successful leader must possess.

A business leader must be a motivate worker.

The tenth habit is lifelong learning.

The yardstick of measuring success is the ability to innovate. Innovation comes from continuous learning. Without learning, without reading, there will be no new ideas, and there will be no new strategies and correct decisions.

Confucius said: "Chao Wen Tao, the eve of death can be carried out."

It is the best portrayal of lifelong learning.

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The eleventh habit is continuous innovation.

A very serious reality facing the world today is that if you stop, you will lose your foothold.

This is the same for any leader or company.

If you are satisfied with the status quo, you will lose the ability to innovate, and innovation is the main source of human development.

People who have an innovative mind are not afraid of change.

The twelfth habit: architecture.

A good business leader is accustomed to building relationships.

They know that relationships have become important conditions and resources for personal growth and business success.

The relationship is just like the network, which builds up the interaction among people, groups and groups, between enterprises and customers, between enterprises and enterprises.

For the development of enterprises, any leader can not be short of "relationship management".

Large enterprises in western countries often invite managers from other large enterprises to join their board of directors. They not only broaden their horizons, but also get unexpected help in management.

The thirteenth habit: seize the opportunity.

Everyone is surrounded by opportunities, but opportunities exist only when they are seen, and opportunities are only seen when they are looked for. The key lies in how you recognize opportunities, take advantage of opportunities, seize opportunities and create these opportunities.

The fourteenth habit: effective communication.

The effective communication between the neighboring guide and the leader is the quintessence of management art.

A more perfect business leader is accustomed to communicating with others for about 70% of the time, leaving about 30% of the time to analyze and deal with related matters.

Through extensive communication, they enable employees to become a comprehensive participant in corporate affairs.

The fifteenth habit is to manage the future.

Successful business leaders know that the future belongs to those who are prepared for it today.

They spend 20% of their time to deal with a lot of important things in front of them. This is just for the sake of their immediate livelihood. Instead, 80% of the time is left to those less important things, for the future.

The sixteenth habit: win support.

No matter how great the dream of a business leader is, without a supporter's approval and support, the dream is still a dream.

The first task of winning the supporters is to identify with our supporters and find out what their common aspirations are. If leaders need special talents, it is the ability to feel the purpose of others.

The seventeenth habit: be brave in self-restraint.

A high degree of self-control is the most rare virtue.

Enthusiasm is an important driving force for you to take action, and self-control is the balancer that guides your action.

In the practice of management activities, a person who has the ability to manage others is not necessarily a good leader. Only those who have the ability to manage themselves can succeed.

The eighteenth habit is to train leaders.

The most successful leaders are those who empower their work to others, those who train subordinates as leaders, and those who turn leaders into innovators.

Liu Chuanzhi, chairman of Lenovo Group, has trained two major young players: Yang Yuanqing and Guo Wei, so that the group's career is successor and its foundation is evergreen.

The nineteenth habit is family.

More perfect business leaders often compare families to mountain climbing camps.

The time they spend in preparing the support camp (family) must never be less than the actual time of climbing (dry business), because their survival and mountaineering height are often related to whether the support camp is strong and the grain storage is sufficient.

These leaders also know that comprehensive success is a real success. They often take care of their families and cherish happy marriages while doing their careers.

The twentieth habit: health.

Many business leaders who aspire to succeed but fail to earn their last ambition are often because they can not overcome one of their biggest enemies, the enemy is their unhealthy body.

There is a popular view in American management circles that people who do not manage their bodies are not qualified to manage others, and those who do not run their own health do not run their own businesses.