Three taboos in business: 1. Avoid knowing how to advance but not knowing how to retreat. 2. Avoid seeing money but not seeing people. 3. Avoid being good at execution but not good at change.

Author: Fang Jun
Publisher:
Publish Date: 2006-05-01
Features: The crystallization of wisdom and experience of successful entrepreneurs from all over the world, it candidly imparts the knowledge and insights of entrepreneurship and business. It shares with you the golden ideas for starting and running a business. It is like a bright beacon in the vast sea, guiding you, offering sincere help in your anxious search, in your desperate need, in your fervent hope, and in your bewildered confusion, leading you to success—grasping and developing well your crucial "key strategic development opportunity period"! Their successful experiences and countless lessons from failures tell us that we must avoid certain taboos in business:
1. Avoid knowing how to advance but not knowing how to retreat: Entrepreneurs seek profit and believe in "the more, the better." When they see an opportunity to make money, they rush forward without knowing when to stop. However, the business world is full of complexities, and a slight carelessness can lead to traps from which it is hard to escape. Only those who move swiftly like a hare when advancing and can let go decisively when retreating can be considered wise in business.
2. Avoid seeing money but not people: The first step in business is to build reputation and relationships. Not only should you establish good relationships with customers, but you should also foster healthy and positive relationships with partners, even competitors. "Let everyone share in the profits, and harmony brings wealth" is not just a slogan but the golden principle guiding business behavior.
3. Avoid being good at doing but not at changing: Entrepreneurs should not only be doers but also strategists and tacticians. Entrepreneurs are of different levels, and if performance is a benchmark for this hierarchy, then being good at doing and being adaptable are the distinct pillars supporting this benchmark.