Yesterday - director, today - manager-individual entrepreneur. On the risks of re-qualification and the limits of exercising taxpayer rights

Management 149505 0 business management

Evgeny Sevastyanov

Evgeny Sevastyanov

system management expert
E-Mail: [email protected]

Social network

Personal information: Management experience: 18 years

Consulted in the field of regular management of more than 240 companies, including: holdings, chain stores, factories, service companies, builders, government officials, web agencies, online stores.

Author of the book “System management in practice: 50 stories from the experience of managers for the development of management skills” https://50stories.ru/

general director and owner of the management consulting agency "Open Studio": and founder of the "School of Regular Management" (training for owners and managers): https://regular-management.ru/

system management expert

business management

Tweet

You can conquer the universe while sitting on a horse, but it is impossible to rule it while remaining in the saddle.

Yelu Chucai, advisor to Genghis Khan

to whom: owners, top managers

The executive director is the owner’s antidote to running around in circles of operational tasks.

Who will benefit from the information and why?

The article is primarily intended for owners

, who hold the position of CEO in their companies, and at the same time are mired in operational issues.

Top managers and managers

Having read the article, they can help their boss in delegating authority and resolving operational management issues. Which will certainly strengthen their own professionalism.

Other leaders

will be able to see the path that needs to be taken to become an executive director.

Owner's Cross, or Running in a Circle of Operational Tasks

Imagine an owner whose daily actions come down to one function: “fighting fires and force majeure”

, which have no end and edge. The moment has come when the owner gives up from powerlessness. An entrepreneur comes to work thinking that he is forever stuck in “Groundhog Day.” And instead of his favorite work of strategic development and coming up with new ideas, he is forced to do... routine again!

How does this happen? The model is as follows. The owner of the company expects that today he will finally “put out all the fires,” and tomorrow he will energetically tackle issues of strategic development, review the sales system and finally rein in the relaxed team (possibly with the help of regular management). “Tomorrow” is postponed again and again for the following reasons:

• While the owner is putting out some “fires,” new ones arise in neighboring areas. After all, the owner did not have time to take preventive measures to prevent them.
• Subordinates and employees are used to coming to their boss with all their problems. Moreover, they are happy to give him tasks that they are able to solve themselves. But the owner has no time to figure it out and train employees, because... he is too busy “putting out fires.”

Go to contents

Internal obstacles to salvation

Is it possible to break out of this vicious circle? The answer seems obvious - find and hire a person who will deal with all the “operations”.

But here, not everything is so simple, there are two “internal” obstacles in the “heads” of the owners:

1. Management is not a job
   .
   In Russia, many still do not consider management to be a full-fledged job: there is little money for it, and it is not clear how to evaluate intermediate results. Hearing “sorry, it didn’t work out”
   is a waste of money and time. And it is not entirely clear how to correctly transfer tasks so that they do not “fly” to the owner again in an increased volume.
2. Jealousy for one's own creation.
   I am a business owner, which means I myself must and can cope with all management tasks! If I hire a manager, I’ll admit to my own helplessness. Everyone will say that I achieved success “only with the help of the manager.”

The list can certainly be continued. If you find any of the above in yourself, think about this moment. I am sure that even without my help you will be able to come to the right idea. I tried to dispel the remaining doubts regarding the need for an executive director in the second part of the article.

Go to contents

IV. Rights

The director of the enterprise has the right:

4.1. Represent the interests of the enterprise in relations with individuals and legal entities, government authorities and management.

4.2. To act on behalf of the company without a power of attorney.

4.3. Open current and other accounts in banking institutions.

4.4. Manage the funds and property of the enterprise in compliance with the requirements of relevant regulations and the charter of the enterprise.

4.5. Within the limits established by law, determine the volume and composition that constitute a trade secret.

4.6. Conclude employment contracts.

4.7. Issue powers of attorney for civil transactions, representation, etc.

4.8. [Enter as appropriate].

The main managerial role of the company manager

Company Manager

— a person who is engaged in operational control of the implementation of existing rules, ensures compliance with internal orders; resolves issues that cannot be resolved at the level of employees or other managers. This is the main function of the manager - Administration.

Don’t expect to “put the burden” on the manager additionally: the strategic development of the company, the development of a sales system and the development of client processes. After all, the manager, as a rule, plays managerial roles well “ Administrator

” and “
Results Producer
”. This is what you need to look for first (the article “How an owner can delegate key functions to top managers and middle managers, and avoid common mistakes” will help you understand management roles in more detail), see section “Common mistake No. 2: Demand from the manager perform opposite managerial roles “excellently”).

What the manager's position is called is not so important. This could be an executive or general director. In what follows, I will use “executive director” and “manager” interchangeably.

The manager's task is to take control of all administrative functions, as well as the operational management of employees, along with rewards and punishments

If you have decided to delegate management functions in your company to other people, start with the manager. After all, it is the “Administrator” role that is often the least developed among “Entrepreneurs”.

Remember that now you manage every employee who does not have a direct supervisor: the secretary, department heads, and others (system administrator, accountant, HR specialist, etc.). The executive director will take charge of this.

Then you can move on to the delegation of development (top development manager) and, finally, the general directorate, where the owner can move from the role of “CEO” to the role of “shareholder”.

The responsibilities of a manager may vary in different companies, so below I will give an excerpt from the requirements for a manager that apply at Open Studio. Copy and use them as a basis.

Go to contents

II. Functions

The director of the enterprise is assigned the following functions:

2.1. General management of production, economic and financial-economic activities of the enterprise.

2.2. Organization of interaction between all structural divisions, workshops and production units.

2.3. Ensuring the fulfillment of all obligations assumed by the enterprise, including obligations to budgets of various levels and extra-budgetary funds, as well as under contracts.

2.4. Creating conditions for the introduction of the latest equipment and technology, progressive forms of management and labor organization.

2.5. Taking measures to ensure healthy and safe working conditions at the enterprise.

2.6. Monitoring compliance with the legislation of the Russian Federation in the activities of all services.

2.7. Protection of the property interests of the enterprise in court and government bodies.

Key functions (responsibilities) of the executive director and professional skill requirements

All of the following actions must be performed by the employee independently no later than 6 months after starting work:

1. Operatively manage the company’s activities (play the role of a “manager”)

• Independently carry out operational management of the company within the framework of the granted powers (bear full responsibility for the results of the work of all company employees, both full-time and freelance).
• Exercise control and bear personal responsibility for the implementation of internal regulations, instructions and technologies by all employees of the company (including by delegating powers to the heads of the relevant departments). This includes planning and reporting, working with tasks, projects, regulations, etc.
• Play the role of a “filter” from operational issues for higher-level top managers: organize warnings (preventive measures), collection, timely processing and resolution of emerging operational issues: from employees, organizational, events, etc.).
• Organize, control and develop financial accounting processes (including monthly calculation of net profit, forecasts, etc.)

• Monitor the implementation of client and internal processes
  in the company, participate in their development
• Organize and monitor employee compliance with: quality standards, technologies, regulations and rules when performing work on client projects and tasks.
• Find and eliminate bottlenecks in client processes (how to do work more efficiently while improving its quality).

• Organizing the process of hiring and dismissing employees for both full-time and part-time specialists.
• Organization of the process (for both full-time and part-time specialists) of calculation and transfer of wages, vacation pay, etc.

• Promptly manage and promptly resolve emerging issues (managerial - independently, professional - with the involvement of relevant specialists from contractors) in the field: IT, accounting, legal, rental of premises, other contractors. Organize and control, take part in the development of the following services: 1) IT service; 2) accounting; 3) legal service, etc.
• Organize (formulate criteria) and carry out the selection of external contractors / experts in various areas of business: accounting, lawyers, IT specialists, sales, etc.

Go to contents

Office manager instructions

General provisions.

1. The instructions define the duties, rights and responsibilities of the office manager of KASSOPTTORG LLC (hereinafter referred to as the Company);
2. The office manager operates in accordance with the quality system adopted by the Company;
3. Belongs to the category of managers;
4. The main face and voice of the Company when contacting a client. The manager must understand that it is difficult to change the first impression, be it positive or negative;
5. Appointed and dismissed by order of the director of the Company;
6. Reports to the Director of the Company.

Qualification requirements:

1. Must have a higher education, a desire to learn and strive to work for the benefit of the Company;
2. have at least 1 year of experience as a cash register mechanic.

Must know:

1. MS Office software package and working with them;
2. Software package 1C: Trade management + CRM, 1C cashier workstation;
3. communicate politely and respectfully with customers;
4. answer calls correctly, providing customers with the necessary information;
5. have an understanding of the design, programming and operating principles of cash registers;
6. standard rules for operating cash register machines, the procedure for conducting cash transactions in the Russian Federation and other regulatory documents for conducting cash transactions;
7. be able to fill out document forms, incl. KM forms (packages of documents for registration, deregistration, re-registration, replacement of the FN);
8. procedure for registration of cash register;
9. procedure for registering a separate subdivision;
10. operating manuals for cash register equipment;
11. models of cash registers and their location in the warehouse;
12. program cash registers (header, tax identification number, etc.);
13. comply with internal labor regulations; rules and regulations of labor protection, safety, industrial sanitation and fire protection in the Company;
14. how to work with the Company’s website, fill out information on the website;
15. duties and instructions of all Company employees;
16. have experience in building constructive interactions with people;
17. express thoughts clearly.

The office manager must:

1. Promptly answer customer phone calls to the Company;
2. Calculate and pay salaries to cash register mechanics, couriers, assistant mechanics, cleaners;
3. Restock goods every Friday.
4. Issue maintenance invoices to clients once a month;
5. Monitor the payment of incoming and outgoing invoices;
6. Explain to clients the procedure for selling and registering cash registers;
7. Collect preliminary information about clients and orders;
8. Process orders in Google forms on the website spb-kassa.ru, on the website kassopttorg.ru and enter information into the Company database;
9. Provide direct supervision to cash register mechanics and couriers;
10. Provide direct supervision to your secretary (if available);
11. Monitor customer debt and issue invoices;
12. Monitor the availability of goods in the warehouse (on the Company’s shelves);
13. In 1C: complete and disassemble goods;
14. Make purchases and place orders and pre-orders from suppliers;
15. Punch and write checks and accept money from clients;
16. Give instructions to couriers and cash register mechanics, including on pre-sale preparation of goods;
17. advise clients on technical issues of operating cash registers;
18. Program cash registers when selling a cash register in the office if necessary;
19. Maintain order in the office;
20. Study the rules of operation and programming of newly arrived cash register equipment;
21. Organize corporate events and meetings;
22. Handle customer complaints and suggestions;
23. Train employees to use programs and applications used by the Company;
24. Monitor the accuracy of maintaining 1C, IP telephony, CRM, make timely advance payments to avoid blocking programs;
25. If any difficult situations arise, behave in a friendly and welcoming manner, do not enter into or provoke conflict situations when communicating with the client, be able to find a solution to any issues independently;
26. Carry out official tasks, instructions and one-time requests and instructions from the director;
27. Provide assistance in receiving goods in the office, in laying out and sorting them on office shelves;
28. Do not leave the office unattended (during breaks), do not leave the workplace without the consent of the director of the Company;
29. Assist the content manager in filling the site with content;
30. Participate in the recruitment of personnel: couriers, mechanics, secretaries
31. Responsibilities of the manager: buy used cash registers and emergency machines, reflash them and sell them. Set prices for the purchase and sale of cash registers, both used and new (in agreement with the Director);
32. Monitor the client’s living room (place): purchase and place sweets, tea, coffee at the client’s place.
33. Send staff to 1C advanced training courses, increasing customer loyalty, with the consent of the Director.
34. Maintain an atmosphere of mutual respect and mutual assistance in the team.

On duty on weekends and after hours.

• The office manager draws up a duty schedule to answer calls after hours from 18-00 to 22-00, as well as on weekends from 10-00 to 22-00
• Duties are distributed at the discretion of the manager
• Mechanics and assistant mechanics are assigned to duty, and the manager himself may also be on duty
• the mechanic on duty writes down the client’s phone number, advises on the purchase and registration of the cash register, and also informs that on the next working day from 10 to 11 a.m. the mechanic will call him and agree on a meeting time (if possible, write down the TIN and ask for the rental agreement to be sent to the mail , if needed). Send SMS with email address

Scheme of interaction in the company with the executive director

If previously all unresolved issues from employees “flew” to the general director (owner), now the manager becomes a kind of barrier from the flow of operational tasks and takes the “blow” upon himself. The interaction diagram looks like this:

• QUESTION ABOUT THE TASK → task director → project manager → task director manager → EXECUTIVE DIRECTOR
  → owner.

Note that if the employee on a task does not have a project manager and a line manager, then in the absence of an executive director, it immediately “flies” to the owner.

This implies the illusory possibility of replacing one manager with several line managers in areas or project managers. Yes, functions can be distributed. But there will be no employee who is completely responsible for the entire process (again, this will only be you). This means that all problems at the intersection of areas, or unresolved by the heads of areas and projects, will again “knock” immediately on your door.

I would like to note that the executive director is at the “front line”, ensuring the implementation of decisions that are not always popular

In fact, the executive director is at the “front line” (all operational contacts are directed to him) and bears the burden of informing employees and implementing decisions that are not always popular.

Therefore, if anyone thinks that “any fool can be a professional manager,” he is deeply mistaken. The management profession is complex, requires constant training, development of management competencies and is sometimes accompanied by hassle. In short, anyone who professionally performs this role deserves deep respect.

Go to contents

Executive director (manager) in a commercial company: answers to questions from owners

The manager has been working in my company for more than 4 years. I also had the opportunity to see many examples of delegation of functions and powers to the executive director from my Clients: both positive and negative. Situations are different.

I decided to present further information on the executive director (manager) in the “ questions and answers”

”.

I tried to summarize the recommendations and briefly comment on why I advise doing this.

Among the questions: 1) my own, which I once found it difficult to answer; 2) Client questions that I encounter when implementing regular management; 3) questions I collected on social networks from directors and owners of companies specifically for this article. Once again I express my deep gratitude to all the authors of the questions.

Many of the recommendations apply equally to other top managers and middle managers

I would like to immediately note an important point: the options and scenarios of action that I propose are not dogma. It will be useful not to just “take and do”, but first to analyze how applicable they are personally in your situation.

Pros:

Many of the recommendations apply equally to other top managers and middle managers. Go!

Go to contents

Where and how can I find a manager for my company?

The question is so broad that it is not possible to answer it briefly. Therefore, I will describe everything in detail in a separate article. But I’ll still give some brief information.

In my opinion, it is a big misconception that this task can be completely delegated to an HR specialist. In one company, the owner was surprised: why HR couldn’t find him an executive director, but the selected candidates showed their professional background. unsuitability. Be prepared: for successful hiring, you will need to be personally involved in most stages of the search - from forming requirements and creating selection filters to personally participating in interviews after “sorting out those who are obviously unsuitable.”

But there are much more questions about hiring. How to understand that we will work together? Is it better to find an experienced person or to grow in your team? Is it worth looking for a manager only among familiar “reliable” people?

All this will be discussed in a separate article.

Go to contents

Should the executive director have experience in the field of activity in which the company operates?

In my opinion, if a company operates in the corporate services market (B2B market), experience with client processes will be a significant advantage for a candidate for the position of executive director. Firstly, this will help to better understand the internal industry nuances, and secondly, having practice will allow you to more meaningfully control the processes with which employees work.

But it is possible that the manager will be from a related field and without experience in working with client processes. Then it makes sense, when introducing him to a position, to ensure that he gets practical experience working with clients and participates in client processes.

Do not rush to throw the executive director into battle. If there is such an opportunity, first check his management skills at a “lower level”, and at the same time pass on his experience.

Henry Ford tried not to hire specialists in a specific field for leadership positions, since in many respects, in his opinion, they have “industry” template thinking and breakthroughs can hardly be expected from them.

But if you have a small company and it is important that the CEO can be a “hot replacement” for key employees working with clients, then look for someone with experience. Don't forget to study the labor market too. The narrower the requirements, the less likely it is to find.

Go to contents

What kind of remuneration system should an executive director have? What is the motivation?

First part

- monetary reward in the form of a fairly high salary. There is no formula here, but the amount should clearly be higher than the company average. Salary is important because... The executive director is largely focused on the implementation of pre-fixed processes.

You can make part of your salary in the form of achieving certain KPIs. But be careful with them. In one transport company, the owner made it dependent on “the number of unresolved problems that reach him”

and
“manager’s salary”
. Fewer problems began to reach the owner, but it turned out that those that only he could solve stopped reaching him (the executive director tried his best to solve situations that lay far beyond his area of ​​immediate development). As a result, the KPI was formally met, but because of this the company suffered losses.

Second part of the monetary reward

executive director - percentage of net profit. As a rule, a manager can influence it by reducing costs, as well as accurately observing technologies and eliminating distortions in them. The percentage amount is discussed individually.

Read about the options for “motivating with shares” in the answer to the question “Is it worth motivating the executive director with shares in the company? Should I make him a partner in a successful job?”

Go to contents

Is it worth inviting a manager to introduce regular management in the company?

It is important to separate the process of “implementation of regular management” from the processes of “active participation in implementation” or “administration within the framework of regular management”.

In the best case, the manager will, in addition to “administration,” also have “experience of participation.” As I already mentioned at the beginning of the article, good simultaneous performance of the functions of “strategic development” and “administration” is extremely rare in one manager.

But many, of course, want everything at once according to the “magic pill” principle. I suggest two options:

1. Hire a manager at the start of the regular management implementation project or a little later (“test him in battle”, involve him in active work on the regular management implementation project).
2. Invite when the foundation has been laid for the company's management system through regular management.

Taking this opportunity, I recommend reading the article “Time “H”: When the introduction of regular management in your company is inevitable, and delaying the start will only bring additional losses.”

Go to contents

How to properly appoint a manager?

It would be nice if the manager first worked as a manager who is directly involved in the most important process for the company. To experience everything “in your own skin.”

For example, for a company that sells private houses, this could be a manager who oversees the construction from accepting money from the client to handing over the keys. Those. be guided by the principle: “Before entrusting the army, let me command the company”

.

During the probationary period, the executive director can combine two functions (the relationship between the time allocated may be different and depend on the manager’s experience, his professional skills and the current situation in the company).

Before entrusting the army, give command of the company

The first role of the hired employee is as acting executive director.

(allocate from 60% to 80% of the time), the second is
the manager of the client process
(in the example, the construction of a private house). This allows the executive director to better understand the client process in practice and see inconsistencies and distortions in it.

When you have time, you can even allocate 3 months to work only with the second function. And only then gradually involve the function of the executive director.

After returning to work, the executive director will need to upgrade his management qualifications. Read more about organizing the process in “The Grade System, or How to Raise Professional Managers and Employees.”

Go to contents

How can I reduce the risk that the manager will “steal” my business or open a parallel one and quietly drag clients away?

Perhaps this is one of the most significant fears of owners. If in the case of manufacturing “taking over a business” is not so simple (try moving a toothpaste production plant), then in companies providing services or in intermediary companies (sale of equipment, goods, including wholesale), the problem is “ business withdrawal” is much more acute.

A typical scheme looks like this: at some point an employee begins to “steer” some of the clients “to the left”, to his company. Or, immediately after leaving the company, he uses the client base and technology, offering “everything the same, but at a significant discount.”

Tie your “cow” so that it is impossible to “carry away” or “milk” it without your knowledge

This, of course, does not mean that we now need to stop trusting everyone. But the principle “ trust but verify”

“nobody canceled. And it’s even better to do it in a way that, with the help of “continuing the picture of the world into the future,” show that such a trick will not work with you (extending the picture of the world into the future must begin at the interview stage, which, as well as the entire search process, I will tell you in one of the following articles).

I would like to note that all of the ways to prevent negative scenarios listed below apply to all employees working with clients.

• Mystery shopper
  . The best check not only for how well incoming applications are processed, but also whether applications are “merged to the left” (Not so long ago I was in a shopping center with children on the rides. The employee who was watching the “5D booth” offered to pay at a discount past the cash register) .
• Control of the most critical points
  (usually the receipt and accounting of funds).
• legally binding non-disclosure agreement
  , which is signed by both the manager and all other employees. Be sure to indicate in it that the client base and performer base are the property of the company.
• External contractors or independent auditors
  in key areas (it is necessary to communicate at the owner level). If something goes wrong, they will immediately alert you.
• Personal acquaintance with key clients
  , preferably at the owner level. Communication at least once every 6 months. At the same time, it’s a great opportunity to get feedback on the company’s work.
• Organize the process so that, first of all, the brand of the company is “pumped up”
  , and not the manager (he does not say that everything is fine, because he is a genius, but positions his achievements within the company as a merit of the management system).
• A reward for honesty
  for both employees (contractors) and clients. If you are offered something past the cash register, get it for free. If you witness a violation of the company’s interests (the definition of “violation of interests” should be in the general regulations) on someone’s part, report it and receive a bonus of 10,000 rubles.
• “Wolf ticket”
  with loss of reputation in the market (for this you need to communicate with colleagues in the industry). Your business may not succeed, even with someone else’s client base. And what will an employee with such a reputation do next?
• Transparency of all processes
  in the company, as far as possible (customer service, shipment of goods / provision of services, financial accounting, etc.).

Most importantly, the owner must have a clear willingness to go to the end when fighting attempts to steal the business or customer base. Willingness to launch both legal prosecution (lawyers should of course be ready) and other methods (“wolf ticket”).

Act according to the principle “move with profit, hold back with harm”

. Don’t forget to reward your CEO for his achievements, otherwise he will simply leave your company (I wrote about motivation above).

Go to contents

How to avoid becoming dependent on the manager? How to prevent his “star sickness” and the feeling of irreplaceability?

The feeling of indispensability ultimately leads, as a rule, to permissiveness in behavior. This has an extremely negative impact on the company, other employees and, oddly enough, on the “irreplaceable” person himself. Feeling like a star, he stops developing.

Create separate regulations for the manager, which will describe the technologies and algorithms for performing his functions. If the executive director is responsible for paying salaries to employees, then the regulations must describe in detail: how salaries should be calculated, how they should be issued, what tables and documents need to be filled out.

Oblige the executive director to independently keep his regulations up to date.

The problem of “eliminating irreplaceability” is discussed in detail in the article “How to get rid of irreplaceable employees and avoid the occurrence of indispensability: a step-by-step algorithm of actions.”

Go to contents

Do the principles of regular management apply to the executive director or should there be exceptions for him? What is the best way to control?

As for regular management and work standards, the manager should be an example of their observance for the entire team. Firstly, any leader sets a pattern of actions for his subordinates. Secondly, the executive director must strictly demand all the principles of regular management from each employee of the company.

The manager must be subject to the most stringent requirements for compliance with agreements. Naturally, within the framework of the “struggle FOR man”

, and not
“against him”
. Those. if there is an agreement that the executive director comes to work at 10 o’clock, and he voluntarily begins to come at 11, there should be an immediate reaction on your part.

The executive director is subject to the same management tools as all other employees

Control of the work of the executive director is carried out by his immediate supervisor - the owner (if he plays the role of general director). The executive director is subject to the same management tools as all other employees

: planning and time tracking for tasks, formalization of all work results (including negotiations).

I recommend identifying functional processes in the company for which the manager is responsible and monitoring them at certain intervals using checklists.

For example

, function “managerial work with employees”. The checklist may consist of the following items: 1) entries in the personal files of employees; 2) results of negotiations; 3) feedback from employees; 4) availability of reports on working time; 5) percentage of analyzed reports; 6) availability of fixed plans, etc.

Go to contents

Is it possible to delegate work with finances, accounting, contracts, etc. to a manager?

Yes, when formalizing the relevant processes in the form of principles, regulations and instructions. And, of course, thinking through control points.

You can delegate the right to sign all accounting and legally significant documents

: agreements, acts, employment contracts with employees, etc.

Grant the authority to resolve issues with the tax office, all kinds of government funds, and work with a bank account. At the same time, I recommend limiting the ability to take out loans in the power of attorney.

All of the above can be done both within a limited liability company and if you are an individual entrepreneur. In the case of an individual entrepreneur, signing rights and other functions are delegated using a notarized power of attorney.

Go to contents

How to build a relationship with the manager? Should he be my friend?

I recommend here to be guided by the phrase that is attributed to the great commander Alexander Suvorov: “Service and friendship - two parallel lines - do not converge”

.

The status of the manager is primarily supported by the powers granted. For example, make a decision to fire an employee, increase wages, apply punishments and rewards, resolve pre-agreed issues without the participation of a superior manager. In general, like every leader: developing decisions, putting them into practice, sanctioning them based on the results.

If you plan to maintain the status of the executive director with a number of concessions and friendly relations, then the degradation of the quality of work and “star sickness” will not keep you waiting.

I explain in detail why this is so and what exceptions there may be in the article “Relatives-subordinates: what should a manager do when they sit on your neck.”

Go to contents

Should an executive director be motivated by a stake in the company? Should I make him a partner in a successful job?

Indeed, many owners hope that having received a “share in the company,” the manager will start working “for three” and “on weekends,” because this will now be his business. This is a big misconception. The degree of misconception increases if the share is provided “for words”, and the agreements are not recorded on paper along with scenarios of actions in the event of: “what will happen to the share if the conditions are not met?”

and
“how long do you need to work in this mode?”
and
“what will you do if a person simply gets sick?”
.

Some people hope to retain a valuable person in the company by providing a share. But what happens if after some time it seems to you that the new partner is working in the wrong direction or not intensively enough? As a manager, you could fire him, but as a partner, no longer.

There are a lot of people who want to get a share in business “for free”, but everything that they got for free does not motivate them in any way, but only spoils them

It is important to remember that the roles of “manager - employee” and “manager - co-owner” are very different. In the first case, you can fire the employee (as well as he can leave), but in the second - not. The article “How the “playing owner” destroys the business with his own hands: is it possible to save your company from the problems that co-owners-partners create?” will help you see how your interaction will change.

Yes, if you are considering selling a share, you can sell at the market price or at a slight discount. Well, if not... So that you don’t get blackmailed in the spirit of “ give me a share, otherwise I’ll leave and everything will fall apart for you.”

”, carry out regularly and in advance all the activities voiced in the questions about “indispensability” and “potential loss of business”.

However, options for motivating “joint business” still exist. In my opinion, if the executive director (or any of the top managers) has the desire to open their own business (don’t try to force this idea), you can provide the following scenario for them:

• provide the opportunity to purchase a share in one of the existing areas of the company’s activities (no earlier than after 2-3 years of operation);
• take one of the currently underdeveloped areas of the company’s activities or a related one as the basis for a new business (with your participation as a shareholder and expert).

Go to contents

How to build relationships with the team after hiring an executive director?

There are two typical reactions of the team (at least the majority of it) to the looming arrival of the executive director:

• " Hooray!
  Finally, order will be restored here .” This is kind of a desirable scenario for the owner. This is relevant when you have managed to gather a team of responsible people around you, and the current chaos is due to your lack of ability or desire to do administration.
• “ Why do we need him, and without him everything was fine!
  " It is important to understand that with the arrival of the manager, he will gain power not only by transferring part of your powers to him, but also at the expense of the employees. Some of them are quite happy with the current situation, when you have no time to control them. This means there will be resistance.

Brief algorithm of actions:

• Announce your goals to the team. State: “ I will delegate the operatives!”
  "
• Show employees that there is no alternative to the scenario (“ I delegate in any case, even if I have to change a lot or say goodbye to someone in the future
  ”).
• Voice the planned powers of the manager and his key functions.
• Don't worry about your reputation. (“ I can and will make mistakes. And each of you can make them. But I will clearly look at who is helping me in this process and who is hindering me.
  ”).
• Ask those who plan to interfere to raise their hands. If there are any, schedule an individual conversation with each individual (the format is similar to the conversation from my article “Starting the implementation of regular management for a specific employee: a step-by-step action plan”) with subsequent org. conclusions. If there are none, it’s too early to relax. The mentioned article will also help to find them and bring them to light.
• Go to the search for a manager.

Go to contents

If the organization:

how to open a separate division.
We have such a service, the cost of opening is 1500 rubles. The opening time according to the regulations is 5 working days, in practice it is up to 2 weeks. If they ask what do we do? The mechanic comes to the client with documents, signs them, submits an application to the tax office, monitors the process of opening an OP (calls the tax office), after opening, you can register the cash register.

Registration cost: with your participation: 1500, without your participation 2500, some areas (where by appointment) 3000 flax region: Vsevolozhsk without participation 4000 with participation 3000 Lomonosov, Gatchina, Tosno, Sosnovy Bor: 4500 and 3500 Kirishi: 4500 and 5000 Vyborg only with 5000 participation, there is a recording

What is included in registration:

preparation of all necessary documents, if without participation: visiting the client to sign documents, registration with the tax office, delivery of the cash register to the owner (if without participation), initial training in working on the cash register, programming the cash register.

If you need to train cashiers at a point, then plus 1890 rubles for departure.

Maintenance Selection

Maintenance can be paid quarterly: 1500 KKM, 1800 fiscal registrar.
You can pay for maintenance for half a year, the cost of 2400 KKM is 3000 FR, or a year at once: 3600 KKM or 4800 FR What is included in the maintenance: repair in case of breakdown, making reports for the tax inspectorate, if a tax audit comes to you, assistance in the process of working with cash register

Will they come to us every month?

For annual and semi-annual visits, the technician’s visit is not included; for quarterly, the mechanic comes once a quarter

Are they fined for lack of maintenance?

- No, they won’t fine you!

Why then is it needed, this maintenance?

without maintenance the guarantee on the cash register is not supported in a year the FN will need to be replaced with re-registration at the tax office we also cannot repair and take reports for the tax office without maintenance

Payment:

Payment Methods:

• for cash in the office
• for cash to the mechanic when the mechanic leaves (he will take payment documents with him)
• By bank transfer we issue an invoice by mail, send the goods and begin work after payment
• to a Sberbank card via Sberbank ONLINE to a card by phone number 89112444508

1. Payment to a Sberbank card (payment methods):
- Via the Internet, if you have a card and SberbankOnline is connected - Via an ATM from a Sberbank card to a Sberbank card - If you do not have a Sberbank card, you can make a transfer at the nearest Sberbank branch, through an operator .

We send a letter with instructions for payment to Sberbank Online, EXAMPLE LETTER:

Good afternoon You ordered ChPM Mercury 115 on our website with delivery by Russian Post.

Delivery address:

Russia, Nizhny Novgorod region, Sergach, st. Griboyedova 158, index: 607513

Recipient:

Zorina Anastasia Alexandrovna tel: +79697622220

We send details for payment through Sberbank Online:

Tadeev Dmitry A. Phone: +79112444508

After payment, we ship the goods and send you an invoice number, by which you can track the goods on the Russian Post website.

Sincerely, Kassopttorg LLC

Do you provide closing documents? Yes, we provide acts, invoices and cash receipts.

Where should I send my details? By email, I can send you an SMS with our email, they are on the website in contacts, or I can dictate them.

Details required for registering a cash register

We ask the client for the minimum details needed for registration, so that the client feels comfortable and does not look for unnecessary papers. Find out the client’s telephone number (if possible, find out the TIN immediately) and send him an SMS with our E-mail ( [email protected] ) so that he sends copies of documents:

• telephone number (preferably mobile)
• TIN
• SNILS

Additionally for LLC:

• Is there a separate subdivision open at the location where the cash register is installed? If it is not open, then suggest registering the cash register at its legal address and making it a traveling device, especially if there is an OKVED code for traveling or retail trade or an online store

After this, we ourselves will find out the following details on the tax inspectorate website https://egrul.nalog.ru/#:

• TIN
• checkpoint
• Full name of the director
• OKVED, which will be carried out at the cash register (OKVED can be taken in the statement, select one on which you will mainly conduct activities at the cash register). You can work on all of them, but only one is indicated in the application

If the client wants to open a separate division THEMSELVES, we learn the following information from the extract and a copy of the lease agreement https://egrul.nalog.ru/#:

• OGRN
• legal address (for the idea of ​​which tax office to register the cash register with)
• actual address
• OKVED main
• TIN of the general director

For individual entrepreneurs:

Full name, inn, registration address, address of the place of installation of the cash register, OKVED, which will be carried out on the cash register (OKVED can be taken in the statement, select one on which you will mainly carry out activities on the cash register) You can work on all of them, but only one is indicated in the application. Do not agree to a scan of the extract, because you yourself must choose the desired OKVED. number and date of conclusion of the lease agreement at the location where the cash register is installed, name and tax identification number of the lessor. If you own it, you don’t need a phone number for communication.

At the end of the letter for everyone: I also ask you to indicate the device you are interested in, maintenance period, type of registration

*for Kalininskaya and regional tax authorities, a copy of the lease agreement is MANDATORY

When were the details sent?

If by bank transfer: we drop the bill.
Good afternoon I am sending you the invoice as an attachment. NDS is not appearing. Sincerely, ProfNalog LLC

t. 947-45-08

If there is not enough data: please send it, something like that.

If for cash, then I write: Thank you, please send me the address and time where the mechanic can come to pick up the documents. We prepare documents, transfer information and information about it to the client’s mechanic.

If without participation, then we send a courier and register with the tax office. If with participation, then we sign up and hand it over to the mechanic.

We control the mechanic and inspire him to work.

If by bank transfer, then we wait for payment and register only upon payment.

ADVIСE:

In the mailbox, mark letters with the details of those clients that need to be done, after the documents are ready, remove the mark.

If clients have special requests, that is, they want a cash drawer, tapes, additional visit of a mechanic for training, programming (names of sections, product database, services), then ask clients to write this in a letter (because this can be discussed forget)

If for some reason something is missing in the set of documents (holograms, stamps of seals, EKLZ, magazines), write about it in the set of documents. Report this to a mechanic.

Possibly stupid customer questions

I called you at the cash register! — The client thinks that we remember him. We need to find out: please remind us where we left off... politely continue the conversation.

My cash register is broken, what should I do? - what is your name? - I am a cashier - what is the name of your organization or individual entrepreneur?

Your mechanic doesn’t want to come to me for free (to train cashiers, repairs, etc.) - The annual service includes free initial training, subsequent training is also free, but at the service center office, if you want a mechanic to come to you, the cost of the trip is 500, or you can train the cashier over the phone. It's the same with renovations.

Will a mechanic come to replace the cash register tape? — Politely inform that no, the cashier must be able to change the cash register himself, a mechanic’s visit costs 500 rubles.

Communicate as clearly as possible with the client. Example of “stupid” communication: Cashier: I don’t know how to punch a receipt Mechanic: enter the purchase amount and press “one with a dot”, and then IT Cashier: nothing came out Mechanic: what’s on your indicator Cashier: one thousand one and a dot PROBLEM is that the cashier, instead of the “one with a dot” key, presses the 1 key and then the “dot” key.

Customer Questions:

What is the difference between NFM and KKM?

How do fiscal registrars differ from cash registers?

Is it possible to register a cash register when a current account is not opened?

Registration deadlines for KKM. Without separation, about 3 working days. At the Primorye tax office, by appointment, registration via the Internet, I can tell you the exact date when I receive your details.

Do you have NPM delivery, delivery cost. Yes, from 175 rubles. We look at the map and tell you how much it costs. For delivery to other cities: we accept the order, send the details, send an invoice. We will find out the best way to deliver: by mail or transport company, we say that delivery is prepaid, we will send it when the money arrives. As soon as the money is received, we send the courier by putting the documents in the box. Send the tracking number to the client by email to track the cargo.

Is it necessary for the general director to go to the tax office? no, a representative with a power of attorney and a seal can go.

Who will register with the tax office if it is by appointment? If you make an appointment by phone or online, we will make the appointment.

Do you have a 3 in 1 promotion for 7800 written on your website, does this include registration and service and the cash desk? No, this price is only for the cash register. Usually a cash register costs 8600, but if you take registration and maintenance from us, the cash register comes with a discount.

What else will I need to pay for during the year? For an annual technical inspection - this is an annual mandatory procedure that is required for all cash registers; its current cost is 850 rubles. Also, every 12 months you will need to replace the EKLZ (otherwise the cash register will be blocked) with re-registration with the tax office; today the cost of this procedure is 7,900 rubles.

Will you yourself warn in advance about the need to replace EKLZ and SVK SO? Usually we call ourselves, but it will be better if you follow up on this yourself. Before replacing EKLZ, the cash desk will warn you 3 months in advance.

What to take with you to the tax office? For individual entrepreneurs: passport, registration certificate, stamp (if any), money if in cash. For an LLC: passport, stamp, money, if in cash, if a representative goes: power of attorney.

How long does it take to register with the tax office? -If the tax office is by appointment, then you arrive at a certain time for 30-40 minutes, if there is a live queue, then usually there are not many people, but registration takes 30 minutes.

If I have a problem with the cash register, should I call you? — You will be assigned a mechanic who will help you when working with the cash register.

Buyers of private enterprises often ask: - Can they call you if something doesn’t work out for them? — Try it, but we have detailed videos and instructions in pictures on our website. You did not pay for the service, if you want you can help for money.

If there are CFM programming services, how much does it cost and what can be programmed?

Can we handle programming ourselves? Yes, the site has detailed video instructions and instructions in pictures.

Is there a warranty for NPM? Within 40 days, refund or exchange of goods if they are of poor quality. 1.5 year warranty with maintenance: this is indicated in the manufacturer’s passport.

Do we print checks? — No, we do not print checks.

Do all cash registers need to change ECLs? - Yes, for everyone. Cash registers without ECLZ are not registered by the tax office. The cost of replacing EKLZ at all cash desks is the same.

Questions about the functionality of the cash register:

Is the cash register connected to 1C, which cash registers are connected? Here we explain that this is a fiscal registrar. How does a fiscal registrar differ from a cash register? Is it possible to connect a terminal to the cash register? no, there is only one cash register, which has a cash register, but it works very poorly (unstable). You can inform that credit checks can be punched at the cash register. How about a credit check? The cash registers and the terminal work separately from each other, you punch out a separate cash register receipt and a separate receipt at the terminal, roughly speaking, at the cash register you transfer the amount to another department. Both the reports and the receipt will show that the money was accepted by bank transfer.

Does the cash register connect to a barcode scanner? The following are connected: Mercury 130K, Alpha 400, Agat 1, Kasbi 02K, WAB 08RK, AMC 100K, fiscal registrars.

Is it necessary to use Mercury 180 as traveling or can they be stationary? Portable cash registers can be used both as stationary and traveling ones.

Is it possible to program a database of goods and services? Yes, you can, but for a separate scarf. How will it look like? Each product is assigned its own code and price, the product database is loaded via a computer. Next, the cashier enters the product code and its name and price are automatically displayed on the receipt. Will we need to complete all our 10 codes? You can print them out and place them in front of the cashier.

Does a particular cash register run on mains power only, or does it have a battery?

How long does the battery last? The manufacturer promises 120 hours or 480 checks.

Where can I get the program for Mercury? The free program can be downloaded from our website.

If the Z-report was not removed yesterday, what should we do?! Take a Z-report now and write it down in the cashier-operator’s journal on the date when the checks were cleared.

Do I need to register a private enterprise with the tax office? No, don't.

Do I need to save Z-reports with NIM? If you need it for internal reporting, then save it; you don’t need it for tax purposes.

Do I need to change the ink at the checkout? No, in modern cash register machines the only consumable material is thermal tape.

Are Mercury only of these colors? No, there are only those.

Is there anything not as “ugly” as Mercury? Show other cash desks.

How quickly can you fix the cash register if it breaks? If these are minor breakdowns, then within a few hours, sometimes, very rarely you have to pick it up for a long period.

If we close early, do you refund the service fee? No, we don't return it.

How long have you been working? Won't you close? We have been working for more than 3 years, we have no plans to close.

What should I do if you close? Even if this happens, you will not have any problems: you can switch to another service center.

Is it necessary to open a shift?

Is it possible to independently register a cash register with the tax office?

Is it possible to buy a cash register on credit or in installments?

Client call forwarding:

Forwarding calls to a mechanic:
If it is not clear who the mechanic is, ask what happened, and if the issue requires less effort to resolve than finding a mechanic, then resolve it.

1. program date and time, correct errors
2. returns
3. how to insert a cash register tape
4. what to do if the cash register was printing a report or receipt and the cash register tape ran out
5. how to get a bank card

The Client Manager has the right:

1. Demand provision of normal working conditions and funds to perform work.
2. Use of instructions, orders, instructions, rules and other documents approved by the director of the company that regulate the work of the Company’s employees.
3. Inform the director about problems and difficulties resulting from the performance of his work.
4. Represent the Company on behalf of the director and on behalf of the director.
5. Located in the office premises 24 hours a day.

Relationships:

1. The Customer Manager interacts with all employees of the Company and directly supervises cash register mechanics and couriers.
2. The Client Manager works in the Company's team to achieve a common result, maintaining a friendly atmosphere in the team.
3. The client manager closely monitors employees, helps them solve their problems and difficulties at work, and maintains a calendar of events, holidays, employee birthdays and corporate meetings.

The Client Manager is responsible for:

1. For poor quality and untimely performance of tasks and duties assigned to him by the director.
2. For non-use and/or misuse of the rights granted by these Instructions.
3. For non-compliance with instructions, orders, regulations, rules and other documents regulating the work of the client manager.
4. For failure to comply with work rules and internal labor regulations of the Company, safety precautions and fire safety.
5. For damage or neglect of storage and use, theft of property and funds belonging to the Company.
6. For rude, tactless attitude (behavior) when communicating with clients and staff and visitors of the Company.
7. For the safety of documentation and non-compliance with the interests of the Company, the release of confidential information, information about employees, documentation (trade secrets) about the company and its clients to third parties.
8. For providing direct management with false or distorted reporting and other documentation (information).

Client manager working hours:

1. The work schedule of the client manager is determined by the orders and instructions of the director, as well as the internal labor regulations established in the Company.

Final provisions:

1. The tasks, duties, rights and responsibilities of the client manager can be clarified in accordance with changes in the structure, tasks and functions of the Company.
2. Changes and additions to this Job Description are made by order of the Director of the Company.

Rules of conduct for a Company employee during a tax audit

1. Immediately inform the director by phone about the appearance of tax inspectors.
2. Politely but urgently demand documents proving the identity and position of the inspectors.
3. Write down your full name. and positions of inspectors, their contact phone number.
4. If necessary, provide the inspection officials with:

• Personal passport or other identification documents.
• Information about yourself and your position.

• It is prohibited to provide any information about the work of the Company, information about employees, present any documentation, any information about the company and its clients (clause 7.7 of the job description).
• If questions arise, show instructions with job responsibilities.
• Be polite and as respectful as possible when communicating with inspectors.

Instructions for communicating with the client when he refuses technical service

1. Warn the client about termination of the maintenance contract due to non-payment of debt.
2. Warn the client that the Company is obliged to provide information about him to the tax office regarding termination of the service agreement.
3. Warn the client that within three days the client must provide the tax office with a new maintenance agreement with another Company to make changes to the registration card.
4. Warn the client about the invalidity of seals, seal brands, service holograms.

Possible questions and phrases from clients and answers to them:

Instructions for communicating with the client during the planned replacement of ECLZ

Hello, this is the ProfNalog center, we are servicing your cash register, who can I talk to about it?
Your cash register is due for a scheduled replacement of the ECLZ. This is an annual procedure, it must be done before the first of such and such a month. Cash register blocking date 01.__. 201_ year. The procedure for replacing the ECLZ is as follows: you receive permission from the tax office to replace the ECLZ unit, after which the mechanic changes the ECLZ unit and prepares all the necessary documents. These documents must also be submitted to the tax office.

We have two options for replacing the ECLZ: The first option, when you go to the tax office both times, and the mechanic comes to you when the ECLZ is changed and prepares the documents, the cost of this replacement is 7900 rubles.

Where can we get permission to replace EKLZ? We are writing him out. You can come for it to our company at 3 Moskovsky Prospekt.

The second option for replacing the ECLZ unit: everything is done by a mechanic, the cost is 9,000 rubles.

Will you also extend the service for a year?

Will you pay in cash or by bank transfer?

If you find out by bank transfer where to send the account.

If you don’t have the registration number of the old FN, you need to find it out in order to include it in the permit to replace the FN: “Do you have a cash register at hand?” IF NOT, I WILL FIND OUT WHEN THEY WILL BE NEAR THE CHECKOUT. Turn on the cash register, confirm the date and time, click on the dot, at the bottom of the receipt there is a line: EKLZ” and next to 10 numbers, please dictate them.

At what address is the cash register located? Are the documents in the same place as the cash register?

If you paid by bank transfer or have already paid in cash, we’ll find out when it’s convenient for a mechanic to come.
You must have a stamp with you. When we have found out everything, we hand over the documents to the mechanic.

1. Inform the client about the expiration of the ECLZ.
2. Inform the client that the ECLZ needs to be replaced, otherwise his cash register will be blocked.
3. Inform the client about the Company’s prices for replacing EKLZ and other costs:

• Maintenance contract extension
• Pasting with a hologram of the current year CO and the brand of the seal

Possible questions and phrases from clients and answers to them:
Important! If the client refuses to replace the FN

• Inform the exact date of KKM blocking

Calculation of the salary
1. The salary is multiplied by the mark coefficient from the following pages:

• yandex.ru/maps/org/kassopttorg/1291211034/ — Yandex maps
• market.yandex.ru/shop—kassopttorg/264092/ — Yandex Market
• www.google.com/maps/contrib/105053017321930345078/ — Google maps
• zoon.ru/msk/business/torgovaya_kompaniya_kassopttorg/ — zoon.ru