Questions for business. how to build a successful business? Entrepreneurship Questions Questions to Ask an Entrepreneur

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Questions p entrepreneurship A

1. Formsbusiness organizations

Of great importance is choice of business form, first of all, the choice between individual and collective entrepreneurship. By choosing an individual form, the entrepreneur acts at his own peril and risk. In case of failure, the owner bears full responsibility under the obligations of the enterprise and pays with its own funds, its property.

Having made a choice in favor of the collective form, the entrepreneur shares responsibility with partners in the enterprise. This form allows you to reduce the risk, attract additional resources.

Entrepreneurial activity -- initiative independent activity legal entities or citizens, aimed at making a profit.

The subjects of entrepreneurial activity in the Republic of Kazakhstan may be citizens of the Republic of Kazakhstan; citizens of foreign countries; association or groups of citizens (collective entrepreneurs).

The status of an entrepreneur is acquired after state registration legal or natural person. Entrepreneurial activity cannot be carried out without registration.

The rights, obligations, responsibilities and guarantees of entrepreneurs are regulated by the laws of the Republic of Kazakhstan. For example, the following are guaranteed: the right to engage in entrepreneurial activities, create enterprises, acquire property necessary for their activities; equal right of access of all subjects to the market, to material, labor, information and natural resources; equal conditions for the activities of enterprises, regardless of the type of ownership and organizational and legal forms; free choice of the sphere of entrepreneurship within the established limits; prevention of unfair competition of entrepreneurs and monopoly position in the market of individual producers.

An important factor in managing a new venture is the ability to identify areas of the most effective I use of their powers and abilities. As a new enterprise grows and develops, the roles of the entrepreneurs at its founding and the relationship between them change. At the same time, not every entrepreneur notices the need for change and, most importantly, not everyone knows what exactly needs to be done in a changed environment. Under these conditions, the entrepreneur - the founder of the company - asks himself the questions: "What is most consistent with my abilities and inclinations?", "In what way can I show myself in the best way?", "In what areas of the enterprise's activity can I bring the greatest benefit?". Only after thinking through the answers to these and similar questions, the entrepreneur can make an appropriate decision.

2. Organization of the enterprise

The main form of business organization is the enterprise.

Company How economic entity or the person is acting in market economy engaged in the production, sale of goods and services in order to obtain and maximize profits. under production in a market economy, any kind of activity that generates income, regardless of whether they occur in the sphere of material production or in the service sector, is meant.

An enterprise is a property-separated economic unit organized to achieve some economic purpose. As an economic unit, an enterprise:

Makes decisions independently;

Really uses the factors of production for the manufacture and sale of products;

Strives to generate income and achieve other goals.

The enterprise is a commercial organization, i.e. an organization aimed at making a profit. This company differs significantly from non-profit organizations, i.e. organizations that do not pursue the goal of making a profit. Usually these include charitable and other foundations, associations, public associations, religious organizations, etc.

3 . Concept, typesand classification of legal entities

legal entity is an organization that has separate property in ownership, economic management or operational management, is liable for its obligations with this property, can acquire or exercise property and personal non-property rights on its own behalf, bear obligations, be a plaintiff and answer in court.

A legal entity is characterized by the following main features:

Property isolation, i.e., the presence of an independent balance sheet for commercial organizations or an independent estimate for non-profit organizations. The property belongs to a legal entity by the right of ownership or is in its economic or operational management;

Independent property liability, i.e. liability for its obligations with separate property;

Independent performance in civil circulation on their own behalf, the ability to conclude civil law contracts(purchase and sale, supply, transportation, loan, lease, contract, etc.) or otherwise acquire rights and bear obligations;

Organizational unity, i.e. the presence of an appropriate stable structure, enshrined in the constituent documents.

The concept of "business" is closely related to the concept of "entrepreneurship". Business (business, commercial activity) - the performance of commercial operations for the production, exchange, sale of goods and services, the result of which may be profit or loss. Business is a broader concept than entrepreneurial activity, since business is the performance of any, including one-time, commercial transactions in any field of activity.

4. Business planningfidelity

Important step- attraction of financial resources. Own funds from an entrepreneur to start and develop a business, as a rule, are not enough. The shortage of funds can be overcome by issuing shares, that is, by partially transferring the rights to participate in the capital and profits of the enterprise; issuing its own debt obligations and, finally, obtaining loans from commercial banks. Here, the enterprise enters into relationships with legal entities and individuals who purchase its shares or debt obligations, as well as with commercial banks. Bank loans are divided into short-term, medium-term and long-term. The specifics of the transition period to the market in our country has led to the fact that the greatest interest for both parties - both the enterprise and the bank - are short-term loans issued by banks, as a rule, for 30, 60 and 90 days, i.e. up to three months.

The provision of loans by banks to enterprises is often accompanied by various types insurance operations. Buildings, stocks of material values, etc. may be subject to insurance. In this case, enterprises enter into business relationships with insurance companies.

By issuing shares, bonds, other securities or by acquiring them, enterprises turn to the stock market - the securities market. The list of organizations with which before. acceptance enter into a relationship here, is large enough. First of all, these are different stock exchanges, financial institutions, investment funds, individual investors, etc.

Next step -- formation of the production base. The entrepreneur will have to purchase or lease production and storage facilities, equipment, machine tools, tools, purchase raw materials, semi-finished products, components, and attract labor. The enterprise enters into relations with equipment manufacturers, suppliers of raw materials and materials, with intermediary firms. The need for workers can be met through personal selection, at the labor exchange, through advertisements in the press and in other ways.

5. P control system

As the development and successful operation of an important component of the new enterprise is creation of a top management level or a special management group. Such a link or group should begin with an analysis of the characteristics of the production and economic activities of its enterprise, identify specific areas on which the survival and well-being of the enterprise depends, and determine goals and objectives for each area. The head of the enterprise, long before his one-man command reaches a critical point, which may be followed by a decline in the activity of the enterprise, must begin to learn how to interact with his colleagues, trust them, while not reducing the exactingness. The leader must be a leader, not a "star".

6. Financing nentrepreneurial activity

When creating a new enterprise, one must be prepared for the fact that the products or services of this enterprise can find completely new consumers in “unplanned” markets. It is necessary to overcome the traditionally entrepreneurial stereotype of thinking. And if a company that has launched a product for a specific purpose suddenly finds that this product is of completely unexpected interest among many consumers, then it should analyze the seriousness and possibilities of such interest.

If isolation from the market is a "disease" of new enterprises in the early stages of their existence, then the financial factor, or rather, the wrong financial policy, becomes a serious threat to such enterprises at the subsequent stage of their development. The problem is that young entrepreneurs, organizing a new enterprise, first of all seek to get high profits. However, at the beginning of the activity, first of all, attention should be paid to finding sources of financing for development and accelerated growth, regulation of activities, and cash flow. A new enterprise can develop normally only if its activities are provided with additional capital, that is, in entrepreneurship one cannot do without financial management.

7. Organization and paymentta labor, personnel management

In the labor market, wages are regarded as the price of labor power or as the price of labor services provided employee employer. The role of this factor can be correctly assessed only in view of its fundamental differences from other factors of production, such as land or capital. Its key features include, for example, the ability to change in the process of labor itself, that is, in the process of applying this factor. So, the qualification of an employee can be acquired, changed and improved not only before he enters the labor market, but also during his stay here, during the period of employment; the value of labor services may rise with experience, and so on. Most other workers were willing to dramatically increase their own productivity in response to a corresponding increase in wages. The labor force of a hired worker is, as a rule, ledAnd The rank is variable: in the process of its application, it can be used with different results, with different effects. Thus, the individual labor productivity of an employee is not a constant, predetermined value. As a rule, it is to some extent elastic regarding the situation on the domestic labor market and, especially, regarding wages. It is this circumstance that makes wages at the enterprise an important factor in its efficiency. Of course, not only a change in earnings is a way to motivate labor productivity, but from the standpoint of a purely market relations it is the most important of these methods. On the other hand, the growth of labor productivity, in turn, creates prerequisites for material basis to further raise wages. Salary. Wage usually directly linked to skills, skill, working conditions, health risks, etc. Job analysis provides an initial basis for comparison and appropriate pay of workers.

8. Process planproduction and sale of products

In carrying out such an analysis, it is necessary to take into account at what stage life cycle there is one or another type of product: development, market launch, market conquest, maturity, decline.

When analyzing product sales markets, one should also study the performance of competitors, the production technology they use, product quality, their development strategy and pricing policy. This will allow the company to more reasonably and optimally predict its activities and choose the most effective ways to expand its own niche in the market.

9. Analysis and evaluationentrepreneurial activity

In the economic literature, the analysis of economic activity is classified according to various criteria:

· by industry - the analysis is divided into industry, taking into account the specifics of a particular industry and cross-sector, which is the theoretical basis for analysis for all sectors of the national economy;

· on a temporary basis - the analysis is divided into preliminary, which is carried out before the implementation of business operations and subsequent, used to monitor the implementation of the plan and evaluate the performance of the enterprise. In turn, the subsequent one is divided into operational - carried out immediately after the improvement of business operations for short periods of time (shift, day, decade) and final - analysis for reporting period time (month, quarter, year) to study the comprehensive activities of the enterprise;

· on a spatial basis - on-farm, studying the activities of only the enterprise under study and its divisions, and inter-farm - the results of the activities of several enterprises are compared.

In turn, on-farm analysis is subdivided according to management objects into:

technical and economic, which takes into account the interaction of technical and economic processes;

financial and economic, paying attention financial results: efficient use of capital, increase the amount of profit, increase profitability, improve the solvency of the enterprise;

audit (accounting) for the purpose of assessing financial condition enterprises;

socio-economic, taking into account the relationship of social and economic processes and their influence on each other;

· economic-statistical is used to study social phenomena at the levels of management of an enterprise, industry, region;

· economic-ecological studies the interaction of ecological and economic processes;

marketing for the development of tactics and strategies marketing activities: studying the markets of raw materials and sales finished products, supply and demand, the formation of pricing policy.

According to user subjects, internal analysis is distinguished (for the needs of operational and long-term management of the enterprise) and external analysis (carried out on the basis of financial and statistical reporting authorities economic management, banks, financial authorities, investors).

According to the coverage of the studied objects, the analysis is divided into continuous (study of all objects) and selective (examination of only some objects).

10. Development of a feasibility study and business plan

The business plan provides for the solution of the following strategic and tactical tasks:

· organizational, managerial and financial and economic assessment of the state of the enterprise;

Identification of potential business opportunities, analysis of its strengths and weaknesses;

Formation of investment goals for the planned period.

The need for a business plan arises when solving such urgent problems as:

preparation of applications for existing and newly established firms for loans;

substantiation of proposals for privatization state enterprises;

opening a new business, determining the profile of the future company and its main directions commercial activities;

re-profiling of an existing company, selection of new types of directions and ways of doing business;

· drafting prospectuses for securities issues;

・exit to foreign market and attracting foreign investment.

Customers of business plans are legal and individuals, carrying out entrepreneurial and investment activities, the conditions and results of which are analyzed and forecasted in the business plan.

There are four types of business plans in Kazakhstan:

internal business plan;

business plan for obtaining loans;

business plan to attract investors;

business plan for financial recovery.

Business plan- a prospective document, designed for 3-5 years ahead. For the first and second years, the main indicators are recommended to be broken down quarterly, and if possible, even monthly.

11. Ways and methods to reduce risk in the activities of an entrepreneur

Small ventures, usually of small size, are concerned with developing scientific ideas and turning them into new technologies and products. In this they differ from the usual forms of small and medium-sized businesses. The main scope of the risk business is the latest fast-growing science-intensive industries: electronics, computer science, chemistry (new materials), new means of communication, bioengineering.

A risky enterprise as a form of management in the innovation stream plays an important role as a link between fundamental research and mass production of a new product by industry. In this "bundle", the leading role in basic research belongs to large advanced firms with significant financial, material and by human resourses for the organization of long-term projects with a high degree of risk and uncertainty of the commercial result. At the same time, small entrepreneurial firms play a central role in the development of new products and in strengthening innovation activities already existing firms. Risky enterprises bring scientific discoveries to industrial technology and transmit the results to large firms organizing mass production based on new methods.

The risky business did not get its name by accident. It is distinguished by instability, unreliability of position. The "mortality" of risky organizations is very high. And only a few turned into major producers high technology, like "Xerox", "Intel", "Apple Computer", etc. However, the return of the "surviving" firms is so great both in terms of profit and in terms of improving production, which makes such a practice expedient.

12. Types and forms of loans provided to an entrepreneur

Lending is a fairly common form of financing investment projects in world practice. However, in our country, lending to long-term projects has not yet received proper development.

The positive features of loans as sources of funds for investment projects are:

a significant amount of funds;

· external control for the use of the resources provided. The negative features of bank lending to projects are:

loss of part of the profit due to the need to pay interest on the loan;

the need to provide collateral or guarantees;

· increase in the degree of risk due to untimely repayment of the loan.

13. State supportentrepreneurial activity

The Law “On Private Entrepreneurship” had a certain impact on the development of small business in Kazakhstan. State support for small business was recognized as one of the most important areas of economic reform, contributing to the development of competition, the filling of the consumer market with goods and services, the creation of new jobs, the formation of a wide layer of owners and entrepreneurs.

The law determined main priorities small business development:

Production and processing of agricultural products;

Production of food, industrial goods, consumer goods, medicines and medical equipment;

Provision of industrial, communal and household services;

Construction of housing, industrial and social facilities;

Innovative activity.

Were provided tax incentives for small enterprises operating in priority areas, including: exemption from taxation of the amount of net income accumulated over a certain period of time and used to develop their own production;

Establish preferential tax rates for net income small enterprises in the third and fourth years of operation from the moment of their registration.

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What simplified methods of accounting can be used by small businesses?
List of simplified accounting methods, including simplified financial statements(hereinafter referred to as simplified methods), is given in the Information of the Ministry of Finance of Russia No. PZ-3/2015 "On the simplified system of accounting and financial statements".
Is it possible to correct errors in cash documents and how is the expenditure of cash proceeds from individual entrepreneurs
An individual entrepreneur (IP) can correct errors in all documents related to the accounting of cash transactions, except for debit and credit cash orders (paragraph 2, subparagraph 4.7, paragraph 4 of Directive No. 3210-U).
How have the rules for the use of printing for organizations and individual entrepreneurs changed in 2015?
In law individual entrepreneurs(IP) and organizations are not required to have a seal. Organizations received such an opportunity recently, namely after the President Russian Federation signed Law No. 82-FZ “On Amendments to Certain Legislative Acts of the Russian Federation Regarding the Removal of Compulsory Printing by Business Companies”.
What is the procedure for conducting cash transactions by individual entrepreneurs (IP)?
It is very important for every individual entrepreneur whose activities are related to the conduct of cash transactions, it is very important to know how to act in accordance with applicable law. Violations cash discipline threaten IP with fines. We will try to understand the main points regarding the observance of cash discipline by individual entrepreneurs. Instruction No. 3210-U regulates the procedure for conducting cash transactions by individual entrepreneurs. According to this decree, some relief is provided for two categories of taxpayers.
What is the procedure for the use of cash register equipment (CCP) for individual entrepreneurs (IP) in 2015
Individual entrepreneurs engaged in the provision of services to the population in 2015 may not apply cash register equipment(KKT) if they issue forms strict accountability(BSO). This procedure was established in paragraph 2 of Art. 2 of the Federal Law of May 22, 2003 No. 54-FZ (hereinafter - Law No. 54-FZ).
What is more profitable to open - IP or LLC? Compare the features of both options
In almost all respects, except for the last one, registration as an individual entrepreneur is more profitable than registering an LLC. However, when choosing to carry out business activities, it is worth thinking not only about the risks, but also about the benefits of one way or another, related to the provisions of the law.
How to assemble a team for a startup?
When you just founded a company, and your eyes are on fire, and you are still far from off-scale indicators, it is very difficult to convince people to come to work for you and devote their time to product development. This is much more difficult to do than to persuade investors to invest their money.
After registering a limited liability company, is there an obligation to open a current account with a bank, and what details should I pay attention to when opening a current account?
After state registration as a legal entity, you have the right to open a bank account (for companies with limited liability- paragraph 4 of Art. 2 of the Federal Law of February 8, 1998 No. 14-FZ "On Limited Liability Companies"). Opening an account is not an obligation legal entity.
Who should apply CCT?
All organizations and individual entrepreneurs are required to apply CCP under two conditions:
1. the sale of goods and services is carried out;
2. payments are made in cash in cash or using payment cards.
Where can I get support for the implementation of an innovative project?
A system of development institutions has been formed in the Russian Federation, whose activities are aimed at organizing grant and loan financing innovative projects at different stages of the innovation development cycle.
How to apply for installment payment of insurance premiums?
According to paragraph 11 of Part 1 of Article 29 of the Federal Law of July 24, 2009 No. 212-FZ "On insurance premiums to the Pension Fund of the Russian Federation, the Social Insurance Fund of the Russian Federation, the Federal Compulsory Medical Insurance Fund", the bodies monitoring the payment of insurance premiums have the right to provide payers of insurance premiums with deferrals (installment plans) for repayment of amounts owed on insurance premiums, penalties and fines in the manner and cases that are provided for by the specified federal law .
Why do individual entrepreneurs who do not carry out activities continue to accrue insurance premiums?
In accordance with Article 7 of the Federal Law of December 15, 2001 No. 167-FZ "On Compulsory Pension Insurance in the Russian Federation", individual entrepreneurs, lawyers, notaries engaged in private practice, and other self-employed persons are insurers under compulsory pension insurance, who are obliged to pay insurance premiums for mandatory pension insurance in a timely manner and in full in the manner prescribed by Federal Law No. 212-FZ of July 24, 2009 “On insurance premiums to the Pension Fund of the Russian Federation, the Social Insurance Fund of the Russian Federation, the Federal Compulsory Medical Insurance Fund”. At the same time, a certain level of insurance guarantees is established for insured persons in terms of the formation of their pension rights, which is ensured by the receipt of insurance contributions to the budget of the Pension Fund of the Russian Federation.

How to buy a leased premises from the state?
Small and medium-sized businesses enjoy the pre-emptive right to buy out the property they rent, which is state-owned by a constituent entity of the Russian Federation, or municipal property, in accordance with the Federal Law of July 22, 2008 No. 159-FZ “On the Peculiarities of the Alienation of Real Estate State-Owned by the Subjects of the Russian Federation or in Municipal Ownership and Leased by Small and Medium-Sized Businesses, and on Amendments to Certain Legislative Acts of the Russian Federation” (hereinafter - the federal law No. 159-FZ).

What category of entrepreneurs is classified as small and medium business?
Small and medium-sized businesses include those entered into the unified State Register legal entities consumer cooperatives and commercial organizations (with the exception of state and municipal unitary enterprises), as well as individuals included in the unified state register of individual entrepreneurs and carrying out entrepreneurial activity without formation of a legal entity (hereinafter referred to as individual entrepreneurs), peasant (farm) enterprises that meet the following conditions

How to send an employee on a business trip under the new rules?
The order of registration of business trips has changed. Note that travel certificates have been canceled in pursuance of paragraph 10 of section IV of the measures of the roadmap "Improving tax administration" (approved by Order of the Government of the Russian Federation of February 10, 2014 No. 162-r). Legislators canceled three documents at once: a travel certificate, a job assignment and a trip report. How to arrange a business trip taking into account the amendments? Can I continue to use the usual forms of documents? And how to account for travel expenses in light of the new rules?
Where can I get funding for the project?
A number of activities of the program to support small and medium-sized businesses, implemented by the Ministry of Economic Development of Russia, are aimed at expanding the access of small and medium-sized companies to financial resources.

Yesterday, together with the Maverick-1000 club, we arrived in Lapland. We got here on dogs, and in the evening we had a business session. Janick Silver, founder of the Maverick-1000 organization, asked us what questions we ask ourselves.

IMPORTANT QUESTIONS

Each of the millionaires present shared the questions that he constantly asks himself, his subordinates, friends and children. Yanik Silver shared his main question: “What can I do so that the value that a person will receive from my information product is at least ten times more than the price for the product?”

Questions I shared: “What does it take to make my business twice as big as it is now?” and “Why isn’t the business now twice as big as it could be?” These are the questions that make every entrepreneur think.

SOURCE OF CREATIVE IDEAS

To succeed in life and business, we need mentors. You can identify a good mentor by knowing what questions they ask. If the mentor does not ask questions, but tells you what to do and how, then your brains do not work. You turn into a robot that follows instructions.

Successful business people ask themselves questions all the time. They understand that in order to create something of value, you need to find creative extraordinary solutions, and not look at others in order to take something from them.

Think about it: how do you stimulate your brain to come up with creative solutions? What questions do you ask yourself, employees, friends and loved ones every day? Write please. It is important for me to know your opinion!

Lee Buchanan - Chief Editor Inc. magazine, former editor-in-chief of the Harvard Business Review.

The right questions keep you from being passive. They require reflection and then action. good questions open up new ideas and possibilities.

To compile this list of provocative questions for entrepreneurs and executives, we interviewed businessmen and management gurus, worked through blogs and favorite business books. We tried to find the original source, but somewhere the authorship can be challenged. We hope these questions will keep your mind sharp!

1. How can we become a company that will squeeze us out of the market? — Danny Meyer, CEO of Union Square Hospitality Group
2. Are we adequate? Will we be adequate in five and ten years? — Debra Kay, innovation consultant and writer
3. If energy were free, what would we do differently? — Tony Shay, CEO of Zappos (He has other questions: "What if storage was free? Or labor cost half as much or twice as much?")
4. What is it like working for me? — Robert Sutton Professor of Management at Stanford University
5. If we weren't in this market, would we be entering it today? And if not, what to do about it? — Peter Drucker, writer and consultant
6. What trophy would we like to attach to our robes? — Marcy Massoura, Marketing and Brand Strategy Director at MSL Group. She explains: “Different businesses define success differently. What is most important to you – growth, profitability, stability?”
7. Do we have bad profits? — Jonathan Byrnes, professor at MIT. He explains, “Some investments seem attractive, but they take capital and attention away from the core business.”
8. What indicators are we not counting yet? — Chip Conley, Founder of Joie de Vivre Hospitality and Director of Hospitality at Airbnb
9. What are the smallest changes in the last few months that have brought a big positive result? And thanks to what? — Robert Cialdini, writer and professor of marketing at the University of Arizona
10. Do we pay enough attention to the partners on whom the success of our company depends? — Ron Adner, Tuck Business School Professor
11. What is stopping me from making changes that will make me a more effective leader? — Marshall Goldsmith, coach and business bestselling author
12. What are the consequences of this decision in 10 minutes, 10 months and 10 years? — Susie Welch, entrepreneur and writer
13. Do I always make eye contact with people? — Tom Peters, management guru
14. What is the smallest part of this problem that we can successfully solve? — Paul Graham, co-founder of Y Combinator
15. Do we have time to change along with the world around us? — Gary Hamel, writer and management guru
16. If no one ever knew about my achievements, would I lead differently and how? — Adam Grant, Wharton Business School Professor
17. Which customers are unable to enter our market due to lack of skills, money or easy access to solutions? — Clayton Christensen, professor at Harvard Business School and co-founder of Innosight
18. Who uses our product in ways we don't expect? — Kevin Coyne and Sean Coyne, writers and strategy consultants
19. How likely is it that a client would recommend our company to a friend or colleague? — Andrew Taylor, head of Enterprise Holdings
20. Is this question subject to analysis or intuition? — Tom Davenport, professor at Babson College
21. Which of our leaders recently spoke to a client? — James Champi, management expert
22. Have my employees been successful today? — Teresa Amabile, professor at Harvard Business School
23. What word would we like to plant in the minds of our customers, employees and partners? — Matthew May, Innovation Expert
24. What do we need to stop doing? — Peter Drucker, management guru
25. What are the gaps in my knowledge and experience? — Charles Handy, writer and management guru
26. What am I trying to prove to myself and how can this undermine my success and the success of my business? — Bob Rosen, coach and writer
27. If I was put out on the street and another leader was hired, what would he do? — Andy Grove, former CEO of Intel. In 1985, Grove raised this issue with Intel co-founder Gordon Moore, and as a result, they abandoned memory production and relied on microprocessors.
28. If I had to leave my organization for a year and the only thing I could pass on to the staff was one paragraph of text, what would I write? — Pat Lencioni, founder of The Table Group
29. Who was our company at the height of its success? — Keith Yamashita, founder of SYPartners
30. What are we ready to stand for and what are we against? — Scott Goodson, co-founder of StrawberryFrog
31. Is there any reason to believe the complete opposite of what I am thinking now? — Chip and Dan Heath, professors at Stanford and Duke University
32. Do we underestimate the complex buyer journey? — Matt Dixon, director of research at CEB. He explains: "Companies often don't realize how customers get to them and how many channels of communication fail them."
33. How many of our strongest employees would like to work in the company in 3 years? How many will leave us for a 10% pay raise? — Jonathan Rosenberg, Google Executive Consultant
34. What did we not understand when we hired our worst employee? — Alberto Perlman, CEO of Zumba Fitness
35. Do we have the right people on board? — Jim Collins, management guru
36. Under what conditions will this option be the best possible? — Roger Martin, professor at the Rotman School of Business
37. How do I fail - every time the same way or differently? — David Kelly, founder of IDEO
38. When information becomes ubiquitous, when everyone is in contact with everyone, when computing resources are endless, and when the incredible starts to happen, what will become of our business? — Jonathan Rosenberg
39. Are we rewarding and promoting the people who help us the most to build a great product strong enough? — Jonathan Rosenberg
40. What is our biggest and audacious goal? — Jim Collins
41. Does our strategy really drive our strategy? Or does it all come down to how we allocate resources? — Mark Johnson, co-founder of Innosight. "Maybe you have strategic plan, explains Johnson, “but your employees keep it from happening every day.”
42. How does your personal way of thinking and the way you process information affect the culture of the organization? — Ari Weinzweig, co-founder of Zingerman's Community of Businesses. “Do they match? Maybe you dream of working together, but you yourself think alone? Want to create a “flat” organization but think hierarchically?”
43. Why don't our clients like us? — James Champi
44. How can we become more technologically advanced but stay connected to people? — James Champi
45. What do we need to start doing? — Jack Bergstrand, CEO Brand Velocity
46. ​​Which of my colleagues do I trust and why? — Charles Handy
47. Am I satisfied with my current role? And if not, what is missing? — Charles Handy
48. Do I leave 50% of my time unplanned? — Dov Froman, developer, manager, writer. 50%, of course, is a convention, but Froman insists that you need to leave enough free time in your schedule to have time to comprehend what is happening.
49. What would I recommend to my friend if he faced such a dilemma? — Chip and Dan Hits
50. What crime should the potential new employee, which will not only prevent us from hiring him, but at the same time show that he could suit us? — Pat Lencioni. Explanation: “Crime is a metaphor. It's about values. An idealistic organization may hire a person who has previously been punished for his beliefs or for reporting something unpleasant. And a competitive organization may hire a person who has previously been punished for arrogance or a difficult character.
51. If my grandmother became our client, would I advise her to buy what we sell? — Dan Pink, writer
52. If our company quit the game tomorrow, would it upset anyone who is not getting paid here? — Dan Pink
53. Is there something I believe in but almost no one agrees with? — Peter Thiel, entrepreneur, investor
54. Am I too keen on investing in capital at the expense of investing in people? — Tom Peters
55. Do we have enough weird clients to push us to the limit? — Tom Peters
56. Who do we want to take out of the game and why? — Brad Feld, Managing Director of Foundry Group
57. What will happen in this company when people start making mistakes? — Robert Sutton and Jeffrey Pfeffer, Stanford professors
58. How to motivate dishwashers? — Bill Kina, casino design consultant. According to him, the only correct answer is “If they are overloaded, I will roll up my sleeves and stand at the sink next to them.” And ask yourself at the same time: does our company care about the motivation of dishwashers?
59. Do our employees have the opportunity to show themselves every day with better side? — Marcus Buckingham, consultant and writer
60. Where is our petri dish? — Tim Ogilvie, CEO Peer Insight
61. For which Microsoft is our product Altair Basic? — Paul Graham
62. Do we say “no” to our clients for no good reason? — Matt Dixon
63. What if we turn for new ideas not to current acquaintances, but to those people whom we knew before? And who could it be? — Adam Grant
64. Do I see more potential in people than they see in themselves? — Adam Grant
65. Do I bet on improvements and higher incomes, or on cheapness and low cost? — Michael Raynor, director of Deloitte Services LP
66. What kind of clients would we like to have - knowledgeable and informed or poorly informed? — Don Peppers, co-founder of Peppers and Rogers Group
67. What are we challenging (as the Mac challenged the PC or Dove, the beauty myth)? — Mark Barden and Adam Morgan, founders of eatbigfish
68. How can we change the product selection criteria in our favor (how did Virgin America bring style back to air travel)? — Mark Barden and Adam Morgan
69. What have we done (or could have done) over the past year to enhance the perception of our company and brand as ethical and honest? — Robert Cialdini
70. For whom are we creating value? — Dave Ulrich and Norm Smallwood, founders of The RBL Group
71. Why should people listen to us? — Dave Ulrich and Norm Smallwood
72. How would our PR, marketing and SMM change if we did everything ourselves, and did not involve agencies? — Guy Kawasaki, founder of Garage Technology Ventures and Alltop
73. What was our last experiment? — Scott Berkin, writer
74. Who are our customers - fans of Pepsi or Coke? — Marcy Massour. This, of course, is a conditional and symbolic question: it's just that today companies can know much more about their customers than before.
75. What is the best alternative to this agreement? — Roger Fisher and William Ury, Negotiation Experts
76. What is best circuit developments in the post-industrial era, if purely administrative and hierarchical approaches do not work? — Tracy Fenton, Worldblu CEO
77. Are there four people whose careers I have helped? Who are they? — Alex Gorsky, CEO of Johnson & Johnson
78. How can we get away from the stereotype? — Shane Snow, co-founder of Contently
79. Whom (what department, what age group or other group) do we stop hearing in our company, and how to amplify their voices to energize the business? — Jane Hyun and Audrey Lee, partners of Hyun & Associates
80. If we take all the projects that we stopped, which ones would we like to be able to continue, and which ones should we stop even earlier? — Ron Adner
81. Do I bounce back quickly enough after setbacks? — Bob Rosen
82. Whom, in our opinion, does the world want us to be? — Geoffrey Moore, management guru and organization researcher
83. How can we build a startup that will live 100 years? — Phil Libin, CEO Evernote
84. What is the one thing we are doing successfully today that can block new growth opportunities for us? — Scott Anthony, Managing Partner, Innosight
85. If I could go back five years, what would my decision be different? Which of the decisions I make now will I regret five years from now? — Pat Lencioni
86. What stupid rule would we most like to get rid of? — Lisa Bodell, CEO of FutureThink
87. What megatrends could make our business pointless? — Michael Cusumano, professor at MIT
88. What important information for our organization do our managers ignore? — Max Beizerman, professor at Harvard Business School
89. What have we done to protect our business from competitors? — Tom Stemberg, Managing Partner, Highland Venture Capital
90. If I had to rebuild my organization without traditional competitive advantage(supertech, breakthrough research, innovative supply chain, etc.), how our people would need to work and act to achieve necessary success? — Jesse Sostrin, founder of Sostrin Consulting
91. What rules and assumptions does our industry follow? What if it's the other way around? — Phil McKinney, Innovation Expert
92. Will our decisions today help our planet and its inhabitants tomorrow? — Kevin Cleary, President of Clif Bar
93. What are our ideas about human motivation, and how does our approach to wages correspond to them? — Dan Ariely, professor at Duke University
94. How do we encourage people to take responsibility and control? — Dan Ariely
95. How do we want our clients to be? — Michael Schrage, professor at MIT
96. How can I keep inspired? — Paul Bennett, Creative Director, IDEO
97. Do I know what I'm doing? And who will I turn to if I don't know? — Erin Pooley, journalist
98. Do they use it? — Howard Talman, CEO 1871
99. What is our question? — Dev Patnaik, CEO of Jump Associates
100. How is business going? Why? — Thomas Stewart, Executive Director National Center for the Middle Market

Finkelstein points out that successful leaders companies usually look at three things in a candidate: the level of intelligence (but not his IQ), sociality and emotional attachment.

So, the head of Oracle Larry Ellison during the interview always asks the question “You are the most clever man who do you know?" If the candidate answers in the negative, Allison asks to talk about who the interlocutor considers smarter. The founder of Oracle then says goodbye to the candidate and contacts the person in question.

Tesla founder Elon Musk likes to ask small logical problems: “You are standing on the surface of the Earth. Then go south one mile, then west one mile, and then north one mile. As a result, you ended up in the same place where you started your journey. Where are you at?". According to Business Insider, the problem has several correct answers. One of them is the North Pole: due to the shape of the planet, a person will move along curves and, as a result, will be at the beginning of the route.

Musk often asks how a candidate has dealt with a problem in the past: “What problems have you faced in your career and how did you solve them?” The entrepreneur then looks into the details to see if the interlocutor was really involved in the story being told, or if they are simply taking credit for someone else's accomplishments. Deep knowledge of the details of the work done shows the degree of involvement of the candidate to the story, Musk believes.

Google HR director Lazlo Bock has a similar strategy. He is usually interested in examples from the candidate's experience in solving complex analytical problems.

Engineer Jeff Nelson recalls an interview with Elon Musk in 1999 when Musk was financial project X Commerce, which was later acquired by PayPal). Then the entrepreneur asked him just two questions before offering him a job: “What do you want to do in five years?” and “What questions do you have for me?”.

Nelson replied that he would like to have more managerial tasks in the future, and asked Musk what risks his business model poses. The entrepreneur spoke about the company's dependence on market growth. Later, Nelson received an offer, which he nevertheless decided to refuse.

Finkelstein writes that the refusal does not spoil the relationship between the candidate and the manager. Most often, a justified refusal shows that the interlocutor knows how to evaluate his capabilities and qualities.

As an example, the author of the book talks about the interview of James Green with Steven Jobs. In 1997 founder of Apple and Pixar invited future head of search company Magnetic Green to his home in Palo Alto. According to his recollections, the meeting was not like an interview, but more like a conversation.

Jobs wanted Green to be the link between Disney and Pixar. After the founder of Apple described the tasks to be solved on new position Green refused. “All my life, Jobs was an idol for me, but I told him that I would not recommend such a job to anyone. You can't be an intermediary."

Then Jobs offered a job as a marketer in Pixar's short films department. Green agreed. After working in his new position for a week, Green realized that his responsibilities included exactly what Jobs had originally proposed - to be an intermediary between Pixar and Disney.

As Filkenstein points out, successful leaders large companies usually do not conduct long conversations with candidates and ask only a few questions.

So, for example, British entrepreneur and founder of Virgin holding Richard Branson usually asks what the candidate did not indicate in the resume.

Investor Peter Thiel's favorite question: "Tell me about what you think is true, but what no one agrees with?". According to Thiel, such a formulation helps to test the candidate's originality of thinking and his self-confidence.

Zappos founder Tony Shay, a holacracy practitioner, asks all candidates, "On a scale of one to ten, how weird are you?" Shay then asks the candidate to rate their luck.