The power of freedom

Ильдар Хусаинов

The power of freedom

The Foreword of Igor Mann

In brief: just an amazing book!

In detail: when Ildar asked me to write a review of his new book – I didn’t hesitate to agree.

I really enjoyed his first book «Etagi. The Power of Management» – and had high expectations for the second one.

What can I say?

He went way beyond my expectations.

I’m thrilled.

I love books like this.

First of all, it’s written by a practitioner (and a successful one).

Secondly, I know the author personally – and it feels like a private conversation with him, or rather, conversations on various topics.

Thirdly, the book is filled with insights, practical advice and thoughts.

I personally have learned a lot of new things – and it’s not an easy task to strike me.

There are some things I agree with, there are some I don’t agree with – but this is exactly what makes this book extremely useful (and practical)!

And, finally, I happen to get to know some of Etagi employees, their business process management, their product, I’ve given a seminar to Etagi team – everything that Ildar’s writing about is nothing else but true.

Anyway, I’m jealous of those, who is about to discover this book and get to know Ildar.

Ildar mentions me in the book paying me a compliment (see the chapter «About Marketing») – I’m going to reply like this: Ildar could be named as a «hero-entrepreneur».

Unfortunately, there are only few of those.

And Ildar can definitely be a role model!

I know that lots of his employees do follow his example – and that’s the right thing to do!

Long story short, take a pen or a pencil and start reading thoughtfully.

And more importantly take action, turn the ideas that you’ll get after reading the book into reality!

Ildar just goes for it!

And that is exactly one of the main secrets of his own and his company.

Igor MannThe author, publicist, business-speaker and consultant

Introduction

There’s no such term as “accidentally” if we talk about achieving outstanding results. You may accidentally win the lottery, but spending years trying to achieve your goal, as well as being the best in your sphere – these are the things a true leader would do! What people see is the outstanding result, but what they don’t is taking risks and huge responsibility. In pursuit of our goal, we bypass excuses, bureaucracy, and justifications; we focus solely on opportunities, systematic effort, and seamless integration. There are lots of candidates who are ready to sacrifice everything to win, but competition with the best ones just makes you stronger! The best ones will never whine about the quantity of competitors, moreover, they love competition! This is what actually brings them lots of pleasure. They’re self-confident, aware of what they’re worth, don’t doubt whether they succeed or not, and never ever will you hear them rambling on about their problems. They keep their eyes on the future, see it clearly, and make it happen. No matter what opinions or criticism they hear, they’re sure of the result they’re going to get. And later people start following them, copy their methods and use their tools and say: “That’s a no-brainer! How come we haven’t done that before?”

The best ones might also lose but they’re not that affected by their failures. However, if something goes wrong on the way to the desired outcome, it fosters an even greater positive drive for growth, and ultimately, failures are merely a stepping stone to even greater new victories.

Leadership is a special type of energy; this is something you can see in people’s eyes, something they can’t hide or explain, but it can easily be seen in actions and results. It’s like a wonderful sunrise at the crack of dawn, when the first rays of the sun fall on the sleeping town, and everything around becomes prettier, shinier and more exciting.

Only those may not like the best ones, who have never achieved anything themselves, although secretly crave success. People often get envious of leaders, but envy is for the weak. The strong ones will learn from leaders, emulate their path, style and way of management, and perhaps strive to become better.

Being a leader means doing everything differently. The more uncommon and innovative the leader’s approach is, the more effective it’s going to be. It’s indeed a powerful mix of fear, risk-taking, innovation, strategic planning, dedication, passion, uncertainty, and countless other contrasting elements. This combination ultimately creates something truly remarkable. Just like diamonds – rare gems in nature that everyone covets, with prices that soar to extraordinary heights. It’s the rarity and uniqueness that make something truly precious!

It’s essential to create systems where such leaders can thrive and become genuinely invested in their growth. Everyone benefits from this approach. Top performers set the standard, introduce new technologies, redefine what’s possible, and act as inspiring creators who drive progress.

After decades of socialism, it’s challenging for us to shift from the “status quo” mentality to the “winner-takes-all” principle. However, anyone can apply this philosophy to their own endeavors. Companies that succeed in becoming the best environments for exceptional talent will dominate markets and inspire admiration – just as the stars who flourish within them will.

In organizations that fail to value leaders or create supportive conditions, those focused on mediocrity will lack the powerful energy of extraordinary potential. Always beware of mediocrity. It’s easy to become average – you simply need to do nothing, and the result is guaranteed.

Following the publication of my book “Etagi. The Power of Management”, I received numerous positive responses as an author, though there were also some critical comments. At that time, our company was entering a new phase of development. Since then, significant changes have occurred both in our business approach and in my own personal growth.

I'm starting to write a new book in spring 2024 – a particularly interesting period. Five years ago, while working on my previous book, I could never have imagined that the following years would be so turbulent: the world experienced a pandemic and a serious economic crisis. My new literary work will address how companies operate under challenging conditions, among other topics.

While my first book had a rather academic tone, in this one I want to emphasize that successful management is always grounded in humanity. It is impossible to become a good leader without first being a good person.

My family: my wife Oksana, my elder daughter Alina, my son Timur, and my younger daughter Elina. May 2023

A good person is someone who does not harm others. Let me clarify that, in my view, harm is any action taken in one’s own interest at the expense of another person’s needs and benefits. When someone manipulates or forces others to act in their favor without understanding the situation – that is harm. Even raising one’s voice at someone is a form of harm, a form of emotional manipulation and abuse: it means failing to persuade through reason and resorting to emotional pressure instead.

I advocate a constructive approach. People often come to me with differing opinions, and I am always open to dialogue. I say, “All right, I’m listening to you – prove your point.” I appreciate when people challenge my views. Once, a friend and I debated for three hours. In the end, he won the argument by presenting stronger evidence to support his position. I could have simply said, “No, I think differently,” thereby causing him harm. However, I always strive for mutual understanding and agreement. In my experience, there have been very few instances where my counterpart and I did not reach a common ground. Sometimes the balance shifts, but what matters is that we understand the essence of our disagreement and arrive at a mutually acceptable solution. This approach makes a person good because it acknowledges the importance of emotional connections with others.

A good person solves problems through creation, positivity, and shared interests with partners, generating added value that is then distributed fairly. A good person creates a growth environment around them – a space where people become the best versions of themselves. They always foster a comfortable atmosphere.

I don’t believe in a purely technological approach to business. With age, I’ve come to realize that any strong company is built on the right emotional foundation and the right proportion of good people. It’s important to understand that a good person isn’t always a good manager, but among good managers, it’s better to choose those who are good people.

From a psychological perspective, it’s crucial to recognize that 'goodness' is contagious. The mechanism of transmitting anything requires creating the right environment. We need to encourage good people and give them freedom. In this book, we will certainly delve deeper into this issue.

Creating the right environment requires being a good person and continuously developing in that direction. It’s essential to learn how to control one’s ego and desires.

Speaking personally, in the past I provided more negative feedback. During my first 15–20 years in my career, I was significantly more assertive than I am now. However, this never manifested itself through shouting, pounding on tables, or any other emotional outbursts. I have always avoided a negative tone. If someone had observed me in daily life, they would have been surprised by how calm I remained, even in the most tense work situations.

Over time, I have changed, and I am confident that this contributes to creating the right environment. Now, when I strongly disagree with something during a meeting, I simply politely say, «Guys, let’s end this», realizing that further discussion would become destructive. This is about the ability to quickly assess a situation, which I have developed.

Let me draw an analogy with football. Some players always smile, stay positive, and apologize when rules are broken. Others, after getting kicked, start yelling at the opponent and the referee, creating tension on the pitch. The atmosphere of such a match immediately becomes heated, injuries become inevitable, and there is no enjoyment from the game. The audience might be excited by the spectacle. However, returning to the business context, I want to emphasize that the purpose of business is not to entertain spectators with conflicts. Its purpose is to create a product, and that requires a completely different environment.

A good person plays a key role in a company’s operations. In the age of evolving HR processes, the role of the emotional component is becoming increasingly significant. Many books are now being published on emotional intelligence, and I am convinced that companies possess this quality as well. I hope that after reading this book, you will agree with me.

A company’s emotional intelligence mirrors that of its leader. While this hasn’t been scientifically proven yet, I firmly believe it to be true. Over 24 years of management experience, I’ve observed how people naturally begin to emulate their leader – in voice tone, facial expressions, habits, and reactions. Therefore, whether you’re starting or running a business, consider this aspect carefully. No technology or management methodology can compare to the emotional climate of a company.

Our brains have evolved over millions of years – 100 million years as reptiles, 20 million years as mammals, and only 2 million years as humans. Consequently, emotional processes will always form the foundation of any organization. Understanding this fact is crucial for successful management.

I am convinced that true success is only achievable for leaders and businesspeople with the right foundational values. While I’ve seen exceptions, such success is usually temporary. Effective leadership, in a sense, becomes the center of the universe. The more warmth and openness to change you possess internally, the faster you can build a company and attract strong people around you. This is a bold statement, but if you analyze successful companies, you’ll find they are always led by extraordinary individuals.

This book reflects my understanding that crises come and go, and neither they nor numbers will be remembered after some time. The only constants are basic human needs and universal values! Recognizing this fundamental principle is crucial in business.

However, the main focus of this book will be on understanding the entrepreneurial culture within a company. As a strong advocate of freedom and innovation, I will attempt to explain how to build a company’s operations not on principles of control and administration, but on the best qualities of each employee, their natural desire to unlock their potential, and grow in a competitive environment.

The pinnacle of this approach will be an exceptional corporate culture that develops its own DNA for years to come, strengthening the organizational immune system to such an extent that outdated principles cannot return.

At every stage of development – whether personal or organizational – the decisions made by a leader after thorough analysis are crucial. I have decided to write a book about significant transformation and how to correctly reshape a company. I place particular emphasis on personal aspects because organizational change is impossible without internal transformation of the leader. This is challenging because we often unconsciously replicate the established norms that preceded us.

Research shows that an organization’s structure frequently mirrors the structure of the industry in which it operates. The industry, in turn, follows a model characteristic of the broader context – the state.

Despite this, each of us possesses immense potential that can be unlocked over time. We intuitively sense what makes us unique – it’s what has shaped us. However, expressing these unique traits can be difficult because we must first adapt to existing reality. Just as a new employee in a large organization cannot immediately change its structure – they lack the weight and authority to do so – an individual cannot change a state overnight. But over time, as they reach certain heights, they gain the ability to influence the organization.

In this book, I will share my thoughts on how personality is formed, the principles a leader adheres to, and their significance within a company. The key is not to fear change and to maintain flexibility. As for me, I have always been ready for drastic changes in external circumstances and any unconventional management decisions. Perhaps that’s why the companies I manage have successfully existed for 25 years, showing minimal annual growth of at least 25%, with an average growth rate around 35–37% annually.

Ildat Khusainov

Chapter 1. About the Childhood

Speaking of my personality, and how my mindset was built, it’s only logical to turn to my childhood memories. I was born in 1980 in Tyumen and a year later my family moved to a small town in the north of our country. My lovely Novy Urengoy!

The story of my family ending up in Yamalo-Nenets Autonomous Okrug is quite intriguing and reflects my dad’s character. My father graduated from Industrial University with high grades, and in those days, there was a system of competitive distribution for graduates. This concept is almost forgotten nowadays, but at that time it was like a ticket to a new life. He was one of the first people, who’d won the competition, and chose his career in Novy Urengoy. This decision defines him as really active, brave, and decisive. However, hardly did he pay attention to the risks and side effect of numerous flights or stress at work. He would always move forward forgetting about the consequences.

My father headed for the North and obviously my mother followed her husband. They’d known each other since they were kids, and their families had got on. There are even childhood photos where my mum is seven, and my dad’s nine. But they really got to know and fell for each other on the train. They were both students at the time, my dad was travelling somewhere on the same train where my mum was working part time as a conductor. That very feeling that appeared there lead them to the town hall later. After getting married they had me and two years later my brother Vildan.

When I was a child, I wasn’t that much different from my peers. And if you had asked any of my classmates if I had been a leader, the answer would definitely have been “no”. The only things I was exceptionally good at were Maths and sport, but nothing else. I didn’t really want to become a leader, lead anyone, sometimes I even felt that I was unlucky.

In the early 90s one of my friends got a PC, which was really rare at that time and was considered luxury. I often came to his place to play games like “Formula 1” or “Football”, and it was really special for me. One day, I came home and told my mum that I felt I was the most unhappy kid in the whole world because I didn’t have a PC. At that time, I was absolutely sure I wasn’t going to get one.

It was in childhood that I realized that the environment and external circumstances can either suppress or support a person in their development. And now when I’m an adult I often think about how important it is to create conditions in which everyone has the opportunity for growth and realization of their potential regardless of their financial situation. I’m sure we need to satisfy children’s basic needs, create the environment for their true potential to be fulfilled. And then at some point, perhaps, the government should step up and provide equal conditions for all the citizens of the state. Only under such conditions will all true talents flourish and then demonstrate outstanding results on a competitive basis.

But let’s get back to my childhood memories. I recall having low self-esteem. That’s true! I wasn’t good at arguments, didn’t stand up for myself. My opinion was always different form the ones of my peers and even adults, and sometimes I thought, “How come, my views are completely different from everyone else around?” I had a lot of friends and acquaintances, but I still was quite shy. I was so convinced we wouldn’t make it! I remember that my mum came home once and said that she went to the fortune teller who told her she was going to be a rich old lady. I asked her, ‘Mum, how is that possible? How on earth can we become rich?’ I didn’t believe at all that I can become affluent and successful. And yet I managed to! You might be interested in how a skeptical person can become a leader and founder of a large company, live according to clear life principles, and be a good father to his three children.

Only years later was I able to appreciate the impact our financial struggles had on my feelings and ambitions. We lived modestly. Moreover, my parents’ marriage didn’t turn out to last long.

After my parents’ divorce in the late 80s we had even less money. My mum worked a lot. She worked as a doctor in the clinic, the swimming pool, and the school. Her schedule was really tight and on Tuesdays she had appointments up to 8 p.m. My brother and I often were on our own. We hardly ever saw our dad, and we spent just an hour or two in the evening with our mum. I was really lucky to be the elder brother. Even though I’d faced a lot of challenges, there still were some advantages. I was very responsible. When I was nine, I felt like a grown-up, because my life circumstances made me mature early. Since I became independent and responsible too early, I got unable to ask for help. Even now I still haven’t got this skill, I can’t ask for help, unfortunately. However, I think it’s perfectly normal, and you shouldn’t be ashamed of it.

Once, I found myself in a situation where I needed to ask my dad for additional financial support, which he was already providing as much as he could. I was eleven at the time. It’s important to mention that during my parents' divorce in 1989, things got really hard for me emotionally. I struggled to cope with all of it. I believe that it was during that time that life toughened me for many decades to come, or rather, for my entire life. I wouldn’t want to write too much about it, but I’ll say that for three years after my parents’ divorce, I couldn’t talk to my friends about it and kept making excuses, saying that my dad was just busy at work. One day, in 1991, I noticed that my mom was having some financial difficulties, and I suggested reaching out to my dad for additional help. I spent two days mentally preparing myself, gathering my courage, and finally went to see him. I rang the doorbell and ran away. I was torn apart by pain and resentment. I fled when I realized that I would just break down in tears within ten seconds of that conversation. The interesting thing is that a week later, I gathered my thoughts and went to my dad again. This time, I rang the doorbell and didn’t run away. I talked to him and asked for money. But this left a certain mark on me, and since then, it has been extremely difficult for me to ask anyone for anything on my own behalf, although I find it easy to ask for others. Here, I’m going to say a few words from my perspective as a parent. When you raise children, you realize how important every step they take, every moment in childhood is, and how profoundly it can impact their future. That’s why I place such great importance on how I raise my children, striving to give them everything possible for the best start on their life journey.

Me and my dad – Khusainov Boris Biktemerovich

I’m now trying not to spoil my kids too much, and often set tasks for them, the solutions to which will help them in their future lives. Of course, these tasks are easier than the ones I had to solve. For example, when I was twelve, I was told to load three tons of bricks onto a truck, and I managed to do it all by myself. I was very obedient and diligent. I always tried to help others. Obedience and the desire to assist were my ways of making life easier for my mum, as she’d been raising my brother and me on her own.

I’d seen lots of examples how families’ affluence hindered rather than helped children prepare for adult life. I saw how my peers, as they grew older, struggled to cope with life's challenges despite their apparent well-being. I witnessed their failures, and it made me reflect on the importance of balancing good conditions with a child's ability to do things independently.

My younger brother faced a difficult situation during his teenage years that put him at a crossroads, but ultimately, my example, support, and guidance helped him choose the right path. We both decided to lead a healthy lifestyle. This choice was influenced not only by external circumstances but also by a deep aversion to alcohol and smoking that had developed in childhood.

I’m one of those rare people who have never tried alcohol, smoked, or used drugs in their lives. This is not just a fact that makes me different from the others, it’s a foundation upon which my principles have been formed. My main belief is that the ideal exists and that we should strive for it. I have always been honest with myself and loyal to my choices. At the age of eight, I decided that bad habits were not for me, and I have carried that decision throughout my life. Believe me, there have been many occasions when influential people offered me to have a drink, even just a bit, but I have always remained faithful to my inner principles and have never betrayed them.

Everything I’d experienced in my childhood shaped me as a person. It proved that even in a challenging environment, a person has the potential for growth and self-realization. This understanding helped me create an organization that develops and supports talents, regardless of difficulties.

I'll tell you about an incident that had a profound impact on me. It was in 1990. My swimming coach, trying to impress my mother, took a rather risky action. He took me under the water and kept holding me down for a minute and a half. I was nine or ten years old at the time, and I was a good swimmer, but I wasn't prepared for that dive. Underwater, after a minute had passed, I almost gave up and was about to take a breath when he finally let me go. He didn’t know about my asthma and couldn’t imagine how difficult it was for me to hold my breath for so long. I remember that moment so vividly because I nearly drowned that day.