I saw a question online: "What are some things you only realize after becoming a boss?"
As I count the days, it’s been almost four months since I registered my company. I’ve had a lot of thoughts, so I wrote this nearly 5,000-word diary. There’s quite a bit of information, and I hope it can serve as a reference for friends who are still working, unemployed, considering entrepreneurship, or just starting out.

Note: This article also marks the first time I’ve used AI face-swapping technology, interspersing it with some AI-generated “digital person” photos. Nowadays, if you’re building a founder’s personal brand, you don’t even need to hire a photographer!

1. Being a boss is way more stressful than being an employee.

The perspective of an employee is slightly different from that of a boss, but the boss definitely feels less secure.
While a boss may not need to worry about the specific day-to-day tasks, they’re constantly worrying about making money. Employees, on the other hand, can just wait for their monthly paycheck.
A boss's struggle is much harder—they either work for themselves and their family, or for shareholders and investors.
The most miserable are those bosses working to pay off debts—just look at Luo Yonghao.

2. From the day you register your company, your phone number will be distributed into all sorts of lead pools.

It’s well-known that starting a business requires solving three main things: company registration, tax filing, and financial management.
So, all sorts of business services spring up from these, including but not limited to company registration, trademark/patent applications, bank account setup, bookkeeping services, tax filing, legal consultants, financial SaaS, business verification platforms, office asset and equipment leasing, advertising, etc.
Once they get your information, they’ll start aggressively pitching their services to you, even for things you might be able to solve on your own or services you don’t need in the startup phase.
That’s why I strongly recommend handing off these administrative tasks before starting your business, or using a separate phone number, otherwise, these companies will drive you crazy.

3. Without a tech background, it's easy to get scammed in infrastructure setup.

Since I had prior experience in the internet industry, I had some knowledge of internet-related business services.
However, things like renting cloud servers, applying for ICP licenses and public security filings, setting up basic websites, and managing SEO were all things I had never dealt with before. Without enough money to hire a tech expert, I had to do all of these myself.
Below is a screenshot of the website I built (www.one-symbol.cn), with just a few simple pages. It’s reminiscent of the "light blog" products from back in the day, essentially serving as a "front window" to showcase the brand.

Fortunately, I realized that outsourcing this work would cost a lot of money, while doing it myself saved tons. Bosses who don’t understand this are easily fooled into buying unnecessary services from salespeople.
So, I’m very grateful I had exposure to dealing with programmers.
When your business model isn’t highly dependent on tech, you won’t develop an unhealthy dependency on it.

4. You’ll get more suppliers asking for money than customers showing up.

What I just mentioned were the basics of starting a company. Once you’ve completed all that, you’ll find there are still a bunch of ancillary things left to deal with. For example:

• Should you open a Baidu SEO account and purchase media for advertising?

• Should you register your trademark, and how do you handle rejections?

• Should you invest in inventory upfront, and what if it doesn’t sell?

• Should you spend money to join business lead platforms?

• Should you pay for entrepreneurship boot camps?

• Should you spend money on networking events to generate leads?

You need to consider all these costs that may not yield immediate results.
But here’s the question—do I lack services?
The greatest distance between people isn’t that we don’t know what to talk about when we meet, but that after talking for a long time, we realize we’re like one beggar meeting another; we have everything except money.

Therefore, learning where to spend money wisely, and how to assess value and effectiveness, is something you have to slowly figure out on your own.
It feels like playing Texas Hold’em: multiple betting rounds—do you call, raise, or go all-in, and when do you cut your losses? You need to have a good sense of timing. And if one day you "lose your hand," can you play the song A Laugh in the Sea to calm down? (That was surprisingly poetic!)
As the saying goes, you can't catch a wolf if you don't risk a kid.
But the world is full of dangers—there are tigers, leopards, lions, and bears. Startups are at the bottom of the food chain, and you have no idea if you’re the sheep being hunted.
At this point, your understanding of human nature and your ability to assess people will really be put to the test. And even if you pay your dues, you have to accept it.

5. Financial management awareness is paramount.

Many people say that starting a business means being poor for three years, and I completely agree. In fact, I think you should start preparing while you’re still employed.
What I regret the most now is that I was so focused on my job before that I forgot to plan for myself earlier. The truth is, your loyalty to a company will likely not be reciprocated with loyalty from the company.
You must create your own cash flow so that you’re not at the mercy of any boss.
Another key point is controlling startup costs. Many people invest too much before seeing any revenue, or they partner with the wrong people, leading to wasted money that produces no results, which can result in debt disputes or even bankruptcy.
If you haven’t made any money yet, you need to reduce your expenses as much as possible.
For example, can you adopt flexible or remote working to save on rent? Can you structure employees around project-based work instead of hiring full-time staff?

Some companies, due to the nature of their business, have unavoidable fixed expenses.
For example, if you open a brick-and-mortar store, you’ll have to invest in rent, renovations, utilities, and labor from the start. If you don’t recoup those costs in three, six, or twelve months, it can be terrifying.
This is why everyone’s talking about “lean startups” these days—it’s not that they’re easier, but because the economy is tough. Office buildings have high vacancy rates, and many business parks are even waiving rent and begging you to move in.
Recently, there was an interesting piece of news: Country Garden is using long-term rental apartments as “premium assets” to offset debts. So, rental income has become one of the most valuable cash flows.
Lastly, managing investments and finances well and reducing all expenses unrelated to making money is crucial.

6. Spend more time understanding the frontline of the market and engaging with people and the industry.

This is simple: whatever industry you want to get into, immerse yourself in that circle.
Online communities are a source of insider information, filled with experienced bosses and industry peers. Offline conferences are key channels to connect with the top companies in the industry. Attend one or two, and you’ll quickly figure out who has the money and who holds real authority.
Relationships built offline tend to be more reliable as well.

Why? To quote Cui Jian’s viewpoint from season 7 of The Roundtable: “People who are in the business of information (traffic) are now trying to get into the business of material wealth (money), leading to an era of energy disorder.” As someone in the field, I feel this too.

When the internet and new media became businesses, it felt like doing business became even harder.
Of course, every industry has its limitations in perspective. You need to learn to think independently and avoid following the crowd.

The information gap in the industry will always exist. Some people are quietly making big money but won’t easily tell you. Others boast a lot, but you can’t tell if it’s true or not. If everyone thinks something is highly profitable, it’s often already a red ocean.
It’s a process of constantly learning about society and sparring with all sorts of “monsters and demons,” which really tests the boss’s discernment.

7. Learn more about the customs and personalities in different cities; you’ll deeply reflect on yourself.

For the past decade, I’ve spent most of my time in Beijing, but I’ve also interacted with businesspeople from Nanjing, Shenzhen, and Shanghai. The personalities of bosses from different places vary significantly, and there’s truth to the saying “the land nurtures the people.”

For example, bosses in Nanjing tend to be low-key and content with the status quo. They don’t have big ambitions and prefer to focus on doing small things well.
Recently, a Nanjing-based supplier for the Chinese AAA game Black Myth: Wukong called “Graph Science” emerged. It’s a typical company that clings to bigger players and handles the dirty work, leaving the spotlight to others.

Beijing bosses, on the other hand, love to talk big and aren’t very grounded. They can exaggerate tiny matters to the extreme, even though it might be all for show. Even when the market is bad, they’ll still say things are great.
In Beijing, never let others know you’re making money; as they say, “It’s hard to maintain wealth, authority, and integrity all at once.”

Shenzhen bosses, by contrast, are more down-to-earth and modest. Outwardly, they’ll say making money is tough, and the business has all kinds of issues, but they might be quietly raking it in.
However, it’s true that Shenzhen people are less cultured. Many bosses don’t have high levels of education, and they don’t place much emphasis on their employees’ education either.
Unlike in Beijing, side hustles are totally normal in Shenzhen. Last year, when I was eating at KFC, I overheard many young men and women chatting about different ways to make money.

Shanghai bosses, however, are quite image-conscious. Whether or not they have substance, they ensure appearances are perfect. They are the epitome of “having it both ways” and rarely speak directly, making it impossible to read their true intentions.
But the business scene in Shanghai is incredibly diverse. You’ll find all kinds of niche, interesting ventures. Some bosses might be wealthy heirs who don’t care about money, while others might not even live in the country, shrouded in mystery.

8. Don't waste energy on social interactions, and allow yourself to have your own social preferences.

For instance, I prefer straightforward bosses who focus on making honest money because such partnerships are more reliable.

You can’t have both fame and fortune. If you’re famous, it means you don’t have enough money; if you have money, you’re probably not seeking fame.

However, I must admit that I also want to find a “celebrity-level” partner. In today’s age, status, appearance, and eloquence are all forms of productivity.

Perhaps the key is to figure out how resources and value can be exchanged in a relationship. If your values don’t align, no matter how strong your bond is, it’s hard to close a deal. Everything depends on fate.

Another point: in relationships, are you the one helping others build their influence, or are others helping you? The outcome could be entirely different.
Don’t overestimate anyone’s value, but also don’t underestimate your own.

I used to love helping others, but I later realized not everyone understands gratitude. When others take your kindness for granted, your kindness loses all value.
Be wary of people who frequently talk about “character.” Such individuals are often the least principled because their core logic is: if your actions don’t align with their interests, you’re considered lacking in character.

9. Entrepreneurship is a continuous process of self-correction and self-discovery.

For example, when you’re an employee, you might feel pretty good about yourself. But once you become the boss, you’ll realize you often have to play the subordinate.
Especially for first-time entrepreneurs, you’ll feel that your abilities have serious limitations. You can’t do everything by yourself—you’ll need help, partners, and especially co-founders.

But do you know which parts you’re best suited for? What areas must you seek complementary skills in others? How will you balance responsibilities, authority, and profit?
This brings us to strategic decisions.

As an employee, you only need to manage superiors and subordinates, as well as be responsible for execution results. But once you become a boss, you must think about the company’s strategic direction.

What kind of company do you want to build? Whose money do you want to earn? Which market share do you want to cut into? You’ll need both short-term and long-term plans, and you must have the courage to make decisions and bear the consequences.
In addition to understanding policies and market trends, you need to comprehend and leverage your own strengths—whether in client acquisition, expertise, industry dimensions, profit, or geography.
Moreover, you’ll need knowledge in equity, tax law, finding co-founders, and more.

In the past, as an employee, I only focused on my professional work, sometimes multitasking, but it was mostly confined to business functions. When I reached the strategic level, I was often clueless—a “blind spot” of sorts.
To be honest, entrepreneurship demands much more self-discipline and a broader skill set than being an employee.

Perhaps a boss’s professional strengths don’t need to be exceptional, but it doesn’t hurt if they hire someone who’s an expert in that field.
Otherwise, a weakness in management might eventually become a bullet aimed straight at your heart.

Thus, the founding team must be complementary.
For example, I’ve noticed that the more educated someone is, the more pessimistic their outlook, which is often not conducive to entrepreneurship. “Gods fighting each other” is a drain on energy, while those with less education and fewer constraints often succeed in business.
The greatest fear is overestimating yourself and abandoning your strengths, only to be forced down a path you never wanted.

10. Let Go of Ineffective Clients and Social Relationships
As a business owner, your energy should be focused on the most valuable relationships. Don’t waste time dealing with connections that drain your energy.
For example, peers who want free advice, clients with no budget, or social contacts who provide no direct or indirect value. Avoid discussing business with people whose status or influence is vastly different from yours.
Instead, seek out relationships that are mutually beneficial, aligned in values, and comfortable for both parties.
It’s okay to make friends, but it’s best not to tie friendship too closely to making money. Otherwise, the money will be hard to earn, and the friends may drift away. Many relationships break down because the line between business and friendship gets blurred.
If someone doesn’t trust you from the start, it will be even harder to establish cooperation later.

11. Flexible Entrepreneurship: Treat It as a Marathon, Not a Win-or-Lose Game
Many people are afraid to start a business because they think they can’t afford to lose.
This is a misunderstanding of entrepreneurship. Entrepreneurship is a mindset, and being a boss even more so. As an employee, you will never see things from the boss's perspective.
But if you start thinking like a boss, even while still working for others, you’ve essentially adopted an entrepreneurial mindset.
Many bosses juggle multiple roles—they may have positions, identities, or equity in various companies. At that level, they focus on sharing resources and benefits, rather than being absorbed in the details of the work at hand.
Using money to buy productivity—that’s the essence of being a boss.
Additionally, everyone is limited by their perspective and experience. Just like bosses who have never worked for others or employees who have never started a business, both have blind spots in their understanding.
Flexible entrepreneurship encourages adapting to market demands so that, in a low-cost trial-and-error environment, you can continually fill in these blind spots, seeking to sustain your business long-term.

12. Have Moderate Belief in Fate
Accept everything life brings your way and treat it like a game. Whether it's teammates, challenges, or NPCs, view them as people who can help you grow.
In Old Book of Tang, it says: “With others as a mirror, one can recognize gains and losses; with history as a mirror, one can understand rise and fall.”
I've learned far more from others than I ever could on my own.
There’s also something to be taken from fate and astrology.
For example, if external circumstances aren’t in your favor, make more friends; if it’s not a time for wealth and power, focus on building your reputation. If your astrological chart shows fewer resources, seize opportunities to learn and earn certifications. If your chart lacks certain elements, find partners who complement your weaknesses.
That said, it’s fortunate that I treat astrology as a hobby. Otherwise, I might’ve been taken advantage of by fortune-tellers.
Those who have the means to start a business should do so sooner rather than later, and the same goes for building a reputation. Youth is your greatest asset, and later in life, you may lack the energy or the face to compete anymore.

These are the reflections I’ve gathered from my four months of entrepreneurship.
This is all I can think of for now—just a few personal insights to encourage myself and offer some advice to those who are thinking about or just starting their own business.