A year passed that way. And the second year passed as well… It felt as if it was raining money. Soon I found some personal traits I never felt I had before: egotism, greed, irritability. I was absolutely crazy about one and only one thought: “How do I make more money, faster, – and easier?” It was not life, but a game we played with cash instead of points. “Who got more points? Who’s a better player?” Those were the questions we asked when measuring ourselves, others, – and life in general…
Time went by. Me and my partner became wealthier. The flywheel of time moved faster. One day, we reached the limits of our greed, and the next thought that came to our minds was: “Why should we travel around the country, work by ourselves, when we can invest our money into a popular financial pyramid called MMM?”
At first, we tried with just a bit – and earned a bit. We liked it. “So, why don’t we just invest a lot of money into MMM, and earn a fortune fast and with no effort at all? It’s just important to get money on time – and that’s what we are good at.” – We thought. And we did it that way. Well, we didn’t put the cars and apartments as collateral, but we invested all the cash we had to the very last cent. And as soon as we did so – the pyramid was ruined, as if destiny had just been waiting for our money to destroy the scheme.
In just a couple of days, the pyramid was demolished. We didn’t even manage to get our money back, let alone any profit. We lost everything we had those days. I still remember that awkward feeling of emptiness: One day I was a Richie Rich, and the next – Poof! – nothing’s left. I didn’t have two pennies to rub together!
After such a negative experience for both of us, me and my partner decided to finish sharing our business and go our separate ways.
LATER ON I UNDERSTOOD: IF YOUR ONLY GOAL IS ABOUT MAKING MONEY – YOU WILL NEVER GET THERE. THIS MONEY WILL FLOOD IN FAST – AND FLOOD OUT EVEN FASTER. IN SUCH CASE LOSSES ARE SOMETHING NATURAL AND EVERYTHING GOES ACCORDINGLY.
After some time (about a dozen years) – I changed my point of view about the world, and understood another truth: whatever you do, it comes back to you. Money raised by destruction, will come back and destroy your life one day.
What did we found our business on? We sold alcohol and cigarettes to people. In other words, we poisoned and ruined their lives. And our lives as well: that was the time, when I started smoking and drinking.
You become what you do. I am where my attention is. Later on, this truth confirmed itself in many other things I did. Working in public catering, I gained some weight that I just couldn’t lose.
After establishing a shopping mall for building and construction supplies, a building boom started in my life. That was the time when I got the desire to build a house for my family. The time of major renovations of apartments, offices, and businesses started.
Vice versa it works as well: if your lifestyle and sphere of interests has changed – you’d better look for a new type of activity, which can help you achieve the next level of self-development. Otherwise, your old business will pull you back towards your past to the habits and values you’ve already decided to get rid of.
However, I understood that much later. Those days there was only one question which occupied my mind: “Why? Why did that all happen? Why did that happen to us? What should we do next? Do I actually want to do anything at all now?” I lived in that state of mind for almost a year. I didn’t work – and did nothing. I tried to recover and understand how I should live and what I should do.
One day I met a famous Siberian businessman Igor, who was a major banker and an investor. I had an idea of setting up “Grill-Master” – the first fast-food restaurant in Siberia. And he had a suitable place. We bought a franchise and started a brand-new project. And again, people started staying in line to visit us just a few days after opening.
That was an extremely successful project, the first of its kind, outcompeting all other Novosibirsk restaurants at that time, in terms of popularity.
It looks as if everybody in the city visited us: wealthy and not, intellectuals and workers, young and old. Just imagine: people brought their families to our café for a common lunch!
Working on that project was a pleasure. We had a great staff, the place was in a great location. So, our expenses were soon paid off. I understood that I found a good and interesting business. We opened new places of different types, and they immediately became popular and profitable.
Those were the days I felt I was a creator: I always wanted to imagine something new, design business solutions, experiment with different formats. Business became not only a source of income for me, but also a source of art, interesting ideas, communication, and a means to create new, bright, and widescale projects…
That’s how “Vilka-Lozhka”, “Zhili-Byli” (“Pechki-Lavochki” now), “Etno”, “Boulevard”, “Macaroni” and a dozen of other food service establishments were born. There were more and more restaurants in the city, our ideas were being developed, replicated, and prosperous. I liked this kind of life: an interesting and creative business, high income, and an ability to live the familiar free life of a successful young man. Entertainment, pleasure, clubs, trips… I started travelling abroad and visited different countries. Our business went really well.
Simultaneously, I decided that it was high time to develop a management system, and went to Moscow – to study for an MBA degree and learn the modern craft of management. I had an idea to stop being an entrepreneur, and become a professional manager, who would be able to lead any business in the “right” way, however large it was.
Of course, the first thing that happened to our business was an expansion of our staff. While, de facto, we had almost no managers beforehand, and everything swam with the flow, now there was a huge interlayer between me and the business: marketing and management, many specialists in “this” and experts in “that”…
My personal time and attention span were too little to manage everything established yet. The administrative pie grew wider and higher, bringing nothing new to our business. On one hand, there was a feeling that a company with management is “right”, and everything was going as it should go. On the other hand, I understood that the company was dying down in front of my eyes. I was losing my influence. I was losing the feeling of the company – and drowning in the flow of bureaucracy! There was a fog of paperwork, separating me from real people and my own feelings of a developing business.
I continued supporting the “system” as a habit, but I didn’t understand why we need these plans, coordination chains, multilayer departments, and tons of reports. I didn’t even look through them!
Multiple instructions, internal orders and regulations, made a group of adherents turn into a bunch of obedient doers. Releasing the staff from their responsibilities regarding “what” and “how” they should do their jobs, I fully put all of them on myself.
At the same time, the flywheel of bureaucracy was moving faster, and the net expanded. 30, 40, and later 60 companies in 10 regions of the country. I stopped visiting the restaurants’ openings and started living my own life, while the business lived its own. I didn’t see our clients and guests, but only my managers’ reports. I became a little part of a huge managerial machine, and I didn’t own the business any more – it owned me. Moreover, the service quality and profitability were decreasing.
Once I went into one of our restaurants as a common visitor and sat at a table counting on a waiter to come. By the way, he was close by, but he didn’t hurry at all. Then I came to him asking: “Why don’t you serve me?” The answer was brief: “That’s not my table”.
At that very moment I understood, what my business had turned into. Our employees, who used to be part of a close-knit highly qualified team before, didn’t care anymore about whether or not our clients were served well. That young man didn’t see me as a guest, but just as a part of the interior, which he categorized as “my table – not my table”.
THAT WAS