The success of business depends largely on the leadership ' s ability to build, motivate, set targets and achieve them. Sometimes, the entrepreneur becomes a manager without leadership or education, and makes typical mistakes. I don't think they'll be completely avoided, but you can try to minimise.

You can't be a good leader in one hour. Natural charism and leadership aren't all, but leadership skills are skills that can be developed.

One of the most typical mistakes is to be guided by the principle of " If you want to do well, do it yourself " . Failure to delegate would negatively affect business sooner or later. A good leader is the organizer, not the executive. The key competence of the head is to achieve command results. This can focus on development without drowning in the web.

In doing so, it would be a mistake to delegate all business processes and, moreover, to the key issues. A good leader should hold his hand on the pulse, have time and opportunity to respond in time if something went wrong.

Failure to monitor performance is another common mistake. At first, explaining them and demanding performance seems more difficult than doing it. But it's a dead end. The manager needs to take responsibility for team decisions and actions, even under risk. The ability to set targets, to divide them into tasks, to formulate work plans and to effectively allocate resources is an important skills that needs to be developed.

Despite the fact that the result is more important than the process itself, self-implementation cannot be allowed. Performance measures will help to monitor progress and to comply with grandfathers. But you don't have to go down to micromanagement when every step of staff is controlled.

When an entrepreneur starts a business on a team of common-minded friends, it's tempting to keep an informal relationship. But this position negatively affects subordination in the collective. There is a risk that some members of the team will sooner or later start to enjoy friendly relations, behave in abundance, and the strictness and requirement of results to be taken as personal grievances.

In addition, new team members may wish to play the same rules by washing subordination and gradually skiing from work. Or there will be a division of the collective into their own and the others. In both cases, the situation is unhealthy and will have a negative impact on business. It is therefore important to have a friendly but business atmosphere in the collective. The right to vote must be retained by the entrepreneur.

Staff-based conflicts are highly influenced by the efficiency of the entire team. Managers need to get involved in them, find a source of problem, change the principles of interaction between units and employees, and sometimes break up with conflict personnel.

Often, managers choose the authoritarian type of manual. And in certain cases, that style is justified. However, this has low command motivation and high risk of overburdening the leader.

Presentation on: Leadership Steel: How to choose the most effective

Smart leadership is a skills that can and must be developed. Management competencies will be supported by the SME Corporation experts under the SME Digital Platform, and the Special Services will help to identify entrepreneurial knowledge and skills.

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