Businesses can get the most out of their businesses when they have an administrative structure, according to a new study by the New Yorker’s Jeff Gellman and others.
Gellmann, the author of “Business is the New Human: How to Build a Successful Business, and How to Make It Big,” talks to Business Insider’s Ben Goldacre about the study and what to look for when deciding how to set up your business.
GLLMAN: You have to know what your goal is, and that’s where the business administration comes in.
What you want to do is make sure that your goals are aligned with the business you’re trying to do.
And that’s what the business is, is to maximize the impact of the things that you do.
The business administration is the backbone of the business.
And the way to maximize that is to be flexible, be responsive to the needs of your employees, and to make sure you are doing the right things at the right time.
The biggest thing that the business has been successful at is creating value for its customers.
That’s the big thing.
But what I think is important to keep in mind, is that the people who are doing it, whether they are employees or managers, it’s a really good business.
It’s the right way to go.
But if they are not, then you have a problem.
GELLMAN: There are two areas in the world that are particularly interesting to you.
One is the business of medicine, where a lot of people are trying to figure out how to make money, and how to do it fast.
But also the business side of your own life, which is the thing that you are really good at.
I mean, you are a really smart, well-read, well trained, highly motivated person.
How can you keep that from becoming a distraction?
GELLAMAN: I think it’s really hard to do because you want the best people to work with you, you want them to be in the right places, you’re in the best position to do your best work.
You want to be able to do the right thing, you really want to make the best decisions for your customers, and you want that to be consistent with the way that you have worked.
So that’s the one area where you have to have a strong, solid structure.
And in that structure you want your people to be part of a team.
So if you have people that are not part of the team, then they’re going to feel like there’s a problem, or there’s not enough support.
And then they might start thinking about leaving.
So, you know, the best thing you can do is, you have these people that you can trust to do everything that they need to do in a way that will ensure that they’re being rewarded for what they’re doing.
GILLERMAN: So what are some things that business owners can do to build their organizational structure and build trust with their employees and their clients?
And then make sure they can do that while also having the right people to do their job.
So the big difference between a traditional business and a start-up is the amount of risk that goes into starting up a business.
The traditional business is a risk-free way of starting a business because the risk is that if something goes wrong, you’ve already lost a lot.
But starting up is a big risk, because you can’t do things that aren’t guaranteed to work.
So you have more risk with starting a traditional company.
And so, the big problem is, how do you have the right mix of people that can actually work together?
And so I think the key is that you need to be very flexible and have a process in place.
You need to make it clear, you need a way to reward people.
So I think you need someone who’s been there before, who knows what they can and can’t say and do, that’s a guy who is not going to be distracted.
GECKAMAN, by the way, is an attorney who is also a sports executive.
And he is also an author, which makes him a real expert in the business world.
And his new book is called, “How to Become a Supermarket Manager.”
GOLDACRE, by way of USA Today, is a writer, and her new book, “What You Need to Know About Business.”