I can't help but accept the job transfer. I really don't want my colleagues there.

Private enterprises seek development in the market gap, and every sum of money is hard-won. Of course, saving is the last word, but the opposite result often appears because of "saving". Many opportunities have been lost because of cost saving. Due to reluctance to spend money, insufficient advertising investment, intangible assets are difficult to form and brands are difficult to start; Because of saving labor costs, they are unwilling to pay corresponding wages, so it is difficult to introduce excellent talents; Due to the unwillingness to give travel expenses to salesmen, the market development is weak and the market competition is weak. Because of reluctance to …………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………… Of course, enterprises should pay attention to accounting costs, but they should also pay attention to opportunity costs. The so-called opportunity cost is a decision-making cost. Due to one-sided emphasis on accounting costs, a lot of opportunities have been lost, which has caused many intangible losses to enterprises. Once in a private enterprise, I met the salesman of the enterprise and asked the boss to sign for reimbursement of car travel expenses. The boss looked at the expense account and sighed for half a day. At that time, the salesman's vision was very wrong. Later, I told my boss that your exclamation value today is 1 ten thousand. The boss asked, "What do you mean?" I said, "Because you sigh, this salesman will pass on your attitude to all salesmen, and your salesman's morale will be greatly weakened." Next month, the sales volume will decrease by 6,543,800+0,000. "The boss seems to suddenly realize that his face seems ugly, but he didn't say a word. Things like this are quite common in private enterprises. Enterprise management is a very profound knowledge, especially as a leader, his every move will be seen by employees, remembered in their hearts and reflected in their daily work. Another time, when a private enterprise was investigating, a young manager said to me, "The boss is very stingy and promises are not fulfilled." I asked, "What do you mean? He said, "Last year, my boss often patted me on the shoulder and said, Boy, work hard. I won't treat you badly at the end of the year! "On the 27th of the twelfth lunar month, I asked my boss," Boss, we have a holiday! "The boss said," Yes, today is a holiday. Wish you a happy Spring Festival! "The young man said," I was so angry! " He went on to say, "I'm not as stupid this year as I was last year." As a business leader, either you don't promise, once you promise, you must keep your promise. However, many private business owners are always reluctant to pay for themselves. I also met a boss who spent a lot of money to recruit talents in the talent market. He spent hundreds of thousands a year, but he was reluctant to give high wages to the recruited talents. I clearly know that a boss spent nearly 200,000 RMB to advertise in the talent market and related newspapers in order to recruit a vice president, but when the vice president entered the company to talk about the annual salary, the boss was reluctant to pay 200,000 RMB. It can be said that putting the cart before the horse is a small account, not a big one. It's not a place to save. 7. Obstacles and countermeasures in the effect of "busy leadership" It is natural for leaders to be busy. But the leaders of many private enterprises are too busy to find themselves. This "busy leadership" effect is almost everywhere, not just the leadership of private enterprises. They are busy signing accounts, they are busy arranging cleaning, they are busy arranging guests to eat, they are busy directing how to hang banners to welcome the arrival of a city's leading inspection team, they are busy holding various meetings, they are busy receiving advertisements from salesmen of an advertising company, they are busy answering all kinds of calls from all directions, … and so on, it's really busy! But I just don't have time to think about strategic issues and save my strength. The so-called leadership, in short, is leadership and guidance. However, many leaders not only can't "lead and guide" all employees, but are led and guided by others and are confused by subordinates all day. What's the reason? First of all, I don't think they understand the difference between leadership and management at all. The management asked all employees to do what they should do within the scope of their duties. Management has the responsibility, and there is no distinction between superiors and subordinates. As long as the responsibilities are clear and the management supervision is in place, the work is not difficult to do. Management is a process of making plans, budgeting, perfecting organizations, staffing, supervising implementation, solving problems, completing plans and achieving goals, while leadership is a process of determining directions, proposing strategies, uniting subordinates, strengthening cooperation, motivating subordinates, boosting morale, summing up achievements and proposing new goals. A good leader must do five things. The first consideration is how to lead people with spirit, be a preacher and establish a good corporate culture. The second is to consider how to use ideological guides as mentors and put forward working ideas for enterprises and their subordinates; The third is to consider how to use the system to bind people, be managers, and implement them according to the system; Fourth, we should consider how to induce people with interests, be a businessman, and pay attention to motivating subordinates with material interests; Fifth, we should consider how to intimidate people with punishment. If necessary, we need to be a foreman and kill chickens or monkeys for chickens. The more senior leaders, the more they need to pay attention to the first point, while the lower leaders may use the latter points more. Leaders should be good at delegating power, which is the basic way to extend a hand of power. Be good at decentralization and leadership. The most important thing for senior leaders is to optimize corporate culture and establish development strategies. Some of our business leaders don't delegate power, they do everything by themselves, and they have to do everything by themselves. There are many private enterprise operators who are busy signing for reimbursement all day under the pretext of "a pen" and have no time to consider the development strategy of the enterprise. I used to work in an enterprise.