---
title: "The Distance Between Small Bosses and Entrepreneurs: A Harsh Reality!"
description: "This article is reprinted from Aotu Principal Think Tank. China has tens of millions of small business owners, and the drama of 'the waves behind drive the waves ahead, and the front waves die on the beach' is constantly playing out. Why do so few small bosses truly become entrepreneurs, while many small and medium-sized enterprises fail within 2-3 years? The crux of the problem lies in the cognitive differences between 'small bosses' and 'entrepreneurs'."
author: "New Distribution"
publisher: "New Distribution"
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published: "2015-07-26"
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# The Distance Between Small Bosses and Entrepreneurs: A Harsh Reality!

> This article is reprinted from Aotu Principal Think Tank. China has tens of millions of small business owners, and the drama of 'the waves behind drive the waves ahead, and the front waves die on the beach' is constantly playing out. Why do so few small bosses truly become entrepreneurs, while many small and medium-sized enterprises fail within 2-3 years? The crux of the problem lies in the cognitive differences between 'small bosses' and 'entrepreneurs'.

**This article is reprinted from Aotu Principal Think Tank. China has tens of millions of small business owners, and the drama of 'the waves behind drive the waves ahead, and the front waves die on the beach' is constantly playing out. Why do so few small bosses truly become entrepreneurs, while many small and medium-sized enterprises fail within 2-3 years? The crux of the problem lies in the cognitive differences between 'small bosses' and 'entrepreneurs'.**

How can a small boss grow into an entrepreneur? As a truly successful entrepreneur, or to grow from a small boss to an entrepreneur, you must possess excellent leadership skills, an indomitable spirit of hard work, a continuously improving knowledge system, a strong sense of social responsibility, and manage the enterprise professionally, manage the market scientifically, and manage talent humanely. Continuously surpass yourself and improve yourself. The growth from a small boss to an entrepreneur is a transformative process, and not all small bosses can transition to entrepreneurs, but at least they should strive in this direction.

The differences between small bosses and entrepreneurs: Small bosses operate on a short-term basis, focusing on immediate gains—how much can I earn today, how much tomorrow? But running a business is long-term, emphasizing systematic engineering, so entrepreneurs must keep their goals in mind: what goals can I achieve in the next three years, and what in the next five years?

> ### Small Boss → Entrepreneur
>
> 1. Small bosses excel at personal cleverness and focus on doing things; entrepreneurs focus on building organizational strength and focus on people.
> ### Small Boss → Entrepreneur
>
> 2. Small bosses can accomplish a specific task, but cannot create momentum or sustained development; entrepreneurs not only plan but also focus on creating the momentum for sustainable development.
> ### Small Boss → Entrepreneur
>
> 3. Small bosses are good at seizing opportunities and grabbing benefits at a certain point. Entrepreneurs are good at planning the overall situation and grasping overall interests.
> ### Small Boss → Entrepreneur
>
> 4. Small bosses put profits into their own pockets, enjoy personal consumption, and have the generosity to spend lavishly for pleasure; entrepreneurs are willing to invest, turning the enterprise into a big ship that everyone can rely on for long voyages.
> ### Small Boss → Entrepreneur
>
> 5. Small bosses believe in personal blessings, which protect family and friends, typically giving a red envelope and patting on the shoulder: 'Brother, work hard, I won't treat you badly.' Social responsibility is irrelevant to them. Entrepreneurs advocate for merit, aiming at the welfare of everyone, benefiting more people, and having a sense of mission to create wealth for society. Smart small bosses are often arrogant, proud of their clever minds; wise entrepreneurs are confident because learning and innovation support their intelligence. Small bosses earn from buying and selling, focusing only on profits and how to wrestle with opponents; entrepreneurs compete in the market, emphasizing victory through virtue, with the mindset of integrating resources, win-win cooperation, and tolerance.
> ### Small Boss → Entrepreneur
>
> 6. A calm mindset and composure in major events are the style of entrepreneurs; being flustered and easily disturbed by others' achievements is the style of small bosses.
> ### Small Boss → Entrepreneur
>
> 7. Small bosses act on personal loyalty, intuition, and mood; entrepreneurs follow rules and strive to build modern corporate governance.
> ### Small Boss → Entrepreneur
>
> 8. Why are entrepreneurs' ideas called strategies? Because they think big and far-reaching, and with a large scope, a small change affects the whole. Small bosses' ideas are called tricks: they focus on practicality and specificity, earning one deal at a time.
> ### Small Boss → Entrepreneur
>
> 9. Entrepreneurs build corporate culture to create a foundation for sustainable business. Small bosses, when business goes well, also follow the trend and dabble in corporate culture, but the result is like imitating others awkwardly.

However, it is not that there is an insurmountable gap between small bosses and entrepreneurs. Entrepreneurs are not born but grow from small bosses. If a small boss wants to join the ranks of entrepreneurs, they must first overcome a hurdle of self-cultivation. If they cannot, it is also fine to be a small boss honestly. China's market is like kitchen condiments: it needs both sesame oil and flour paste, and it cannot do without entrepreneurs or small bosses. You must understand whether you are cut out to be an entrepreneur or a small boss—if you are cut out to be a small boss, doing small boss things solidly is called smart; the fear is when someone who is clearly cut out to be a small boss tries to do things beyond that, which is confusion.

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