New business fails? How can bosses improve project success rates?

Your boss's new projects always fail? Want to know why? This article deeply analyzes the core issues of new business failure, reveals the hidden truth, and provides practical solutions with a high success rate to help you turn the tide!

Boss, are you too naive?

Many bosses fail in new businesses and new projects. The problem is not that the employees are incompetent, but that the bosses ask their employees to do things that have only a 10% or 20% success rate.

Think back, do you often throw projects that "look good but are actually extremely risky" to your team?

The result? Failure, everyone's mood was low, and the company's morale plummeted.

Why do tasks with low success rates drag down teams?

You have to know that employees are not omnipotent. They are executors, not prediction masters. If the success rate of a thing is low from the beginning, no matter how hard you ask employees to work, they will not be able to change the general direction. What is the result?

• The team lost trust
  If tasks fail too often, employees will wonder if the boss doesn’t understand the business at all. They will become less and less trustful of your judgment.

• Cost wasted, the boss is upset
  You spent money, time, and resources, but the result is a mess. The employees are unmotivated, and the boss feels that it is not worth paying these costs.

So, boss, please make sure you understand: Are the tasks you assign to the team highly certain?

What is a “high certainty” business?

Simply put, it is something that has a success rate of 70% to 80%. This kind of thing does not require luck, but is a goal that can be achieved with a high probability through hard work.

Why choose this kind of thing for employees to do? Because tasks with high certainty can not only increase the success rate, but also bring positive feedback to the team, forming a virtuous circle.

for example:
What if you areE-commerceBoss, arrange employees to place advertisementsWeb PromotionYou must first make sure that the advertising plan has been tested on a small scale and that there is evidence that it can bring a stable conversion rate. If you are not even sure of the effect, and you rashly hand the task over to employees, and finally the advertising effect is poor, the employees will take the blame, and you blame the employees for their incompetence, which is simply putting the cart before the horse.

Who will do things with low success rates?

What if your company has something that has a low return but you have to do?

There are two ways to solve this:

1. The boss takes charge

Projects with low success rates often require experienced people to operate, and at this time the boss has to take action personally.

You are the core of the company, you understand the business best, and you are most able to bear the consequences of failure.

Through your control, you can turn things with a low success rate into a high success rate.

2. Find employees with strong stress tolerance to test the waters

Of course, some bosses really can't handle everything, so they can choose an employee who has strong stress-resistance to be responsible for such projects.

Note that this assumes that the employee is willing to take the risk and that failure will not have much impact on team morale.

This can not only share the boss's pressure, but also maintain the stability of the team.

Core strategy: The allocation of human resources should科学

Remember, most employees' tasks should be focused on things with high certainty, allowing them to see results through their efforts, thereby improving confidence and team cohesion.

A small number of employees or the boss himself can try to take on tough tasks and undertake projects with higher risks.

It's like a football game, the forwards charge forward, the midfielders are responsible for dispatching and controlling the field, and the defenders and goalkeepers control the bottom line.

You can't expect the goalkeeper to attack alone and end up getting a yellow card.Positioning, the same is true for companies.

Are projects with low success rates necessarily valuable?

Of course it is valuable, but there are three questions to consider:

1. Will this project bring long-term benefits?
   Even if the success rate is low, it is worth a try if it will produce huge benefits once successful.

2. Are the costs of failure manageable?
   If the cost of failure is too high, such as a broken capital chain, don't try it easily.

3. Is it possible to convert this into a high success rate?
   For example, through pilot projects and small-scale tests, we can gradually optimize the plan and improve the success rate.

Be a "business expert", not a "business gambler"

The most important ability a boss needs is judgment. A business expert can accurately analyze which things are worth doing and which things are just "beautiful in appearance".

If you don’t have this judgment ability yet, then learn more about industry experience and listen to the advice of professionals.

Doing business is not based on luck, nor on feelings, but on the grasp of "certainty". A good boss is not only a leader of the team, but also a "certainty creator" of the team.

Final Thoughts

• Ensure that the task success rate of most employees reaches more than 70%.
• Things with low success rates are controlled by the boss himself or someone with strong stress resistance is arranged to test the waters.
• Become a business master, not a gambler who relies on luck.

Finally, any successful business is built on the basis of "high certainty". The boss's responsibility is to find the path that is most likely to succeed and lead the team to move forward firmly. With efficient resource allocation and deep business insights, you can become a leader that employees are willing to follow.

What should you do next? Do you continue to shoot randomly or start precise sniping? The decision is yours!