Private enterprises have their particularity, and they are generally family-run management. Therefore, the most important thing is to abandon this management method, hire professional managers to manage for you, establish formal and perfect processes and systems, cancel privileges, and let enterprises embark on the road of regularization. In addition, the mobility of private enterprises is high, and the professional quality and management level of employees are poor. When we pay attention to the construction of the whole human resources system, cultivate and retain talents, and establish a reasonable incentive, reward and punishment, performance appraisal and innovation mechanism, especially for the "airborne" employees dug from large state-owned enterprises or foreign companies, we should provide them with a stage to display their talents and reduce the resistance of the old forces (I know this very well). But also to prevent their subordinates, especially some people in important positions, from cheating the boss or poaching the boss, which is also common in private enterprises.

Trust and management of managers is a dialectical process, depending on how each boss views it. But retaining talents is the last word.