Pessimistically speaking, every boss's history is a history of suffering. What's worse, many bosses are still living in suffering or anxiety, and happy and long-lived bosses are rare. Whether you want to make money from bosses or cooperate with them, you should at least understand what problems they are anxious about, which can guide you in grasping customer status, communication mood, or even providing value-added services in the early stage. The following introduces several common problems that make bosses anxious:

Security Security is mainly inherited: the sense of security of contemporary people is mostly inherited from the previous generation. Our previous generation, and even the generation before, lived in turmoil for most of their lives, rarely having a stable social environment for more than ten consecutive years, leading to a severe lack of security, which affects the next generation. In addition to the insecurity brought by the previous generation, bosses also lack a sense of security about the current overall environment, such as personal security, business security, and even family security.

Troubles Caused by Unresolved Historical Issues Behind every Casanova is a pile of messy affairs; behind every boss, there is a somewhat unclean history. Behind every company's development history, there are definitely a pile of unresolved historical issues. Some of these issues are the result of blind command and decision-making, some are due to seeking cheap gains or taking shortcuts, and some are matters that the boss forgot to handle. Most historical issues do not disappear automatically but gradually ferment or change nature over time, constantly harassing current management and business operations. However, most bosses do not have the courage or financial resources to clean up all historical issues at once. They have to endure one historical issue popping up today and another tomorrow...

Transparency When driving, the dashboard on the car makes the vehicle status transparent, directly telling the driver the current speed, engine RPM, fuel level, and other information. A company's operation is also the simultaneous operation of multiple systems and positions, but many bosses do not achieve transparency in their overall operational status. That is, what progress has each project made? What are the next steps? What is the division of labor for each employee? What is the work plan? What is the current progress? What is the actual execution rate? What problems exist internally or externally? What risks and hidden dangers exist? How are competitors doing? What new changes are there? In fact, bosses do not know much about these situations. It is like driving a car with no information on the dashboard. Although the car can run, the driver feels uneasy.

Mechanisms The so-called mechanism is to use specific laws between people and affairs to form certain interest relationships, to achieve management of people and affairs, thereby promoting related work. The most common sales commission bonus is a relatively simple mechanism. If the mechanism is set well, the company can enter a semi-automated operation state, and the boss can naturally save a lot of worry. However, some bosses simplify the mechanism into management systems or profit-sharing mechanisms. As a result, they have a pile of management systems and give employees a lot of money, but employees do not appreciate it, and the boss cannot extricate themselves from routine affairs, busy to death every day. How should this mechanism be designed? The boss themselves also has a vague idea.

Personnel Issues All kinds of company problems, in the final analysis, are often people problems. People problems are divided into two parts: either the ability issue of whether they can do it, or the attitude issue of whether they want to do it. Of course, the most fatal is that they neither can do it nor want to do it, and the boss cannot recruit someone to replace them. In terms of technical complexity, managing people is much more complicated than selling goods. Moreover, you must first manage internal people well before facing external operations. However, in reality, it is often the opposite. The boss starts with operations, and after the business grows, their energy is mainly focused on operations, with relatively little consideration for personnel management. Even when there are many people, they start to consider establishing a personnel management system, or think that as long as operations are done well, personnel management does not matter. As a result, personnel management problems frequently occur, internal friction is severe, and it directly hinders external operations, especially in new product promotion, customer relationship management, accounts receivable, and other aspects.

Future Planning The company's future development plan is supposed to be quite important, after all, it involves the future direction of the company. In fact, bosses do not spend much thought on this direction, more just taking one step at a time. It is not that bosses do not know the importance of planning, but that there are too many specific problems at present, leaving bosses with no energy to consider future planning. At the same time, how to design, improve, and implement the company development plan is also a technical task, and bosses' brains are sometimes not enough, so they just leave it hanging and say they will deal with it later when they have time.

Born from private business owners, I have operated a family distributor company for many years, during which I also served as a business manager and trainer in several production enterprises. My research direction is internal management of small and medium-sized private enterprises, with main topics including personnel management, cost control, management backend construction, and the entry of retired military personnel into private enterprises. I have continuously broken down more than 400 topics related to internal management of private enterprises and kept updating material collection and solution updates.

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