1. You are not omnipotent
Because the more you walk on the right path, when the capital, the media, and the government applaud you, you will start to feel a little itchy, and you will feel that this can be done, that can also be done, all kinds of related, Cooperation that is not related to each other will come to you, so at this time we must make a decision, we must know where we should stop, and we must not think that we are omnipotent. This is the quality that we entrepreneurs should have, and make fewer mistakes.
In the process of business development, legal risk is one of the most easily overlooked.
2. Legal risks
Many entrepreneurs think that the prevention of legal risks is optional. In fact, the proportion of SME business litigation in civil cases has remained high for many years. The high incidence rate, high failure rate, low execution rate, embarrassment and helplessness of winning the lawsuit and not getting any money accompany the enterprise.
Especially small and medium-sized enterprises, compared with large enterprises, have weak economic strength, unsound internal management, and obvious gaps in awareness and ability to resist legal risks. Often a single mistake will bring disruptive disasters to the enterprise.
3. Management risks
Management risk is the risk that the leaders or managers hired by the company are not good at managing.
Of all risks, the greatest risk is management risk. The boss had better not be a manager. The boss's job is to choose a good management talent and let him help you run the business well. In the selection and employment of people, we must appoint people on their merits, and avoid nepotism. Don't entrust this person with a heavy responsibility just because this person was introduced by an important leader or an important relative. Or just listen to this person on paper, rhetoric, regardless of whether he has real talents and practical knowledge, and then entrust the enterprise to him. This is the greatest irresponsibility. To choose a good managerial talent, we must see whether he has the following three aspects: first, knowledge, skills and application ability; second, personal characteristics and application ability; attitudes towards others and oneself.
Because the more you walk on the right path, when the capital, the media, and the government applaud you, you will start to feel a little itchy, and you will feel that this can be done, that can also be done, all kinds of related, Cooperation that is not related to each other will come to you, so at this time we must make a decision, we must know where we should stop, and we must not think that we are omnipotent. This is the quality that we entrepreneurs should have, and make fewer mistakes.
In the process of business development, legal risk is one of the most easily overlooked.
2. Legal risks
Many entrepreneurs think that the prevention of legal risks is optional. In fact, the proportion of SME business litigation in civil cases has remained high for many years. The high incidence rate, high failure rate, low execution rate, embarrassment and helplessness of winning the lawsuit and not getting any money accompany the enterprise.
Especially small and medium-sized enterprises, compared with large enterprises, have weak economic strength, unsound internal management, and obvious gaps in awareness and ability to resist legal risks. Often a single mistake will bring disruptive disasters to the enterprise.
3. Management risks
Management risk is the risk that the leaders or managers hired by the company are not good at managing.
Of all risks, the greatest risk is management risk. The boss had better not be a manager. The boss's job is to choose a good management talent and let him help you run the business well. In the selection and employment of people, we must appoint people on their merits, and avoid nepotism. Don't entrust this person with a heavy responsibility just because this person was introduced by an important leader or an important relative. Or just listen to this person on paper, rhetoric, regardless of whether he has real talents and practical knowledge, and then entrust the enterprise to him. This is the greatest irresponsibility. To choose a good managerial talent, we must see whether he has the following three aspects: first, knowledge, skills and application ability; second, personal characteristics and application ability; attitudes towards others and oneself.
