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By this analogy, it is important moj database to understand who exactly you need in the company. If the owner plans to manage it himself, then he can easily get by with one manager who will carry out his instructions. If the owner is busy with something else, understands little about this business, does not know how to run a business, then he needs a competent leader, a top manager, experienced and educated, who can be entrusted with solving important tasks. If you do not follow all the rules necessary in this case, there is a risk of not achieving the set goals, and the motivation of the hired manager will decrease.
Let's figure out who can be satisfied with a "marriage of convenience" with an investor, who is ready to be responsible for the results of someone else's business, who consciously agrees to "run the household, raise naughty children, please the spouse and keep an account of every ruble spent on running the household? Who can be a manager?
Random people (the owner's girlfriend, a person hired for the position based on a recommendation from friends). Such people agree to work without really understanding the intricacies of the business, without fully knowing what they will have to do. They think that the position of "beauty salon manager" is prestigious, and the essence of the business interests them little.
Former administrators. They, in their own opinion, know all the peculiarities of working in the company: the specifics of the employees' activities, purchasing schemes and accounting of cosmetics. The newly-minted managers regard their entry into this position as a promotion up the career ladder. Previously, they did not closely interact with investors (owners). Duties, responsibility, and often humiliation, insults in front of third parties, which often accompany the activities of managers, often turn out to be an unbearable burden for them.
Former cosmetologists, hairdressers (by the way, for example, nail artists almost never strive to become managers). Among the specialists, there are many self-taught people with high ambitions and the makings of leaders who have outgrown their business, want to start managing, and imagine the development of the company in their own way. But practice shows: when owners make their favorite masters managers, companies in rare cases begin to develop stably and qualitatively. As a rule, on the contrary, they incur losses.
Lovers of beautiful business. They leave everything they were doing before and move on to a particularly valuable business.
It is very important to understand from the very beginning what exactly you expect and what you want to get from such interaction.
Can a union between an owner who runs his own business and a top manager produce good results? In families built on this model, it is not the spouses (in our case, the owner and the manager) who interact, but two people who have a heightened sense of self-worth, inflated self-esteem, and painful vanity. This is often inappropriate, especially when we encounter minor misunderstandings, unintentional insults, and mistakes by the spouse.
Owners often try to self-actualize and assert themselves at the expense of managers. They either unknowingly or intentionally exploit the manager psychologically, shifting decisions and responsibility to him. At the same time, the manager is given a multitude of instructions, plans, reports. Owners often load the hired worker with everything they can and exercise total control over him.
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Will the owners be able to find such volunteers among hired managers? Of course. For some, such activity is already habitual. Some know how it should be paid, it is not difficult for them to be a good and loyal performer. Initiative is not needed here, and there is no need to think much. Sometimes investors deceitfully lure managers to work, promising them "mountains of gold". The specialist holds on to the position for some time purely out of professional interest, wanting to acquire the necessary skills and experience.
With this form of interaction, the hired employee does not actually participate in making management decisions. New horizons and development paths do not open up for the business either. Such "cooperation" does not give the owner freedom, and the management itself does not become more effective.
The manager's position is the most difficult. On the one hand, for the owner working in his beauty salon, he must only play the role of an executor, without his own point of view on the business. Here, as they say, "initiative is punishable." At the same time, interacting with employees, he must take a leadership position - if everything goes well. If things are bad in the company - be a "Cerberus." Can one person harmoniously combine such opposite qualities? Hardly. According to the psychotype, a person either "leads" or "is led."
The terms "manager" and "leader" are not synonyms. A manager must clearly imagine the goal that others see vaguely, in general terms, or do not see at all. A manager must achieve the desired goal qualitatively and with minimal losses. This is the kind of person who is ideal for an owner who runs his own business.
The relationship also develops in an interesting way when the manager is hired by an investor who owns another business and has entrusted the manager with full operational and strategic management of the salon with the ensuing responsibilities and rights.