Speaking of Huawei, people will naturally think of Ren Zhengfei, and people in the industry know that Huawei once had Xu Jiajun. Before he left, he was a vice president of Huawei, a super god of technology, an annual salary of more than 10 million, and a veritable "work emperor".
From an ordinary company employee, to a Huawei vice president with an annual salary of tens of millions, to leaving Huawei to join Baidu, Xu Jiajun’s ten-year experience and experience can be used for reference to anyone who desires success, and we can also take a glimpse of it. The operation process of Huawei and Xu's career plan.
Recently, Zhou Yanjun, President of Bank of China Heilongjiang Branch, instructed that the resignation letter of Huawei’s resigning vice president Xu Jiajun to Ren Zhengfei was recommended to the young employees of the bank for learning.
Today, we forward the full text of this letter, hoping to inspire young employees.
Resignation letter from Huawei’s resigning vice president Xu Jiajun to Ren Zhengfei
(full text)
Brother Zhengfei:
I have been working for ten years in a blink of an eye. The ten years at Huawei have witnessed the company's years of hard work through the ten years of rapid development from an infamous professional circle to a well-known company. Also plunged into it, learning and swimming in the tide, until today. Now I am leaving the company, ready to start a new business and accept new challenges. What I am going to do is very risky. It is very likely that I will die in nine deaths. It is difficult to say whether I will have a life after nine deaths. Before starting a new business, I remembered a detailed summary of the past ten years. Working in a fast-growing large company like Huawei is sometimes a kind of purgatory exercise. If I can sum up ten years of experience and lessons, and learn the key principles of doing things and being a person, I think I will have a lot of ideas for the future. benefit.
Over the years, some people have left the company, wrote some things or books, pointed out the company, commented on the situation, pointed out the situation, and commented on the company’s senior leaders one by one. I personally feel that besides bringing some entertainment value, what benefits are there? Behind development and development, 60,000 people have dreams, hard work, contributions, sacrifices, struggles, complaints, dissatisfaction, precipitation, departure, hope, and loss; behind development, there are various opportunities, major decisions, crises, mistakes, etc. How can the internal logic be made clear by outsiders? I don’t want to talk about the company, but I just want to reflect on my work experience, think about what I have done, what I have contributed, and what I have done I am happiest and what I have done What have you learned the most?
In general, I have been ignorant of my ten years at Huawei. At the beginning, I didn't seem to have any lofty ideals or detailed plans. I just wanted to do one thing well. Through my own summary and reflection, I hope I can be more planned and clearer in the future.
After thinking about it for a while, I think there are the following points, which are the experiences and lessons learned in these years, which are worthy of further development in the future.
1. "Start with small things, learn to suffer, and cooperate with others"
This is the last class before graduation. The teacher of electronic circuits finally gave us a few words. Although I forgot the name of this teacher, these words are still remembered. In Huawei’s work practice, I have become more and more aware of these simple truths. Starting from small things is not always satisfied with doing small things, nor is it too high-pitched to talk about it. Learning to suffer is not to endure suffering, it is not to care about the right and wrong of the moment, it is to give up when the courage is critical.
2. "The big the heart is, the big the stage is"
A lot of our success comes from daring to think and dare to do, just like the first time I received a problem list, I didn’t understand at all, but dared to try, dared to solve, and it was really solved; just like we do SPES, even if There is no one, no technology, no accumulation, and big companies such as CISCO are also doing it. We dare to do it, dare to implement it, do not blindly worship or fear authority, and have achieved success. Of course, this is not just blindness and boldness. Being bold also means actively paying attention to the vast outside world and accepting all kinds of new things with an open and tolerant heart.
3. "Study hard and make progress every day"
This sentence is used to describe the requirements of IT people, it is the most appropriate. The real winners and experts are the ones who are "least afraid to learn". They don't understand anything, just take them to learn. We now have a technical expert in IT, Tan Bo. In fact, he is not a born expert. He has also become a super expert through learning from a layman. He once told me that when he was a UNIX system administrator at the beginning of the year, he saw the # prompt Fu was taken aback, because he used the% prompt to develop under UNIX for many years, and he had never had administrator privileges.
Look at the level of the experts at the beginning! When I was doing backup projects with me, I asked him to study the backup and recovery methods of ORALCE database time-point rollback. He was justified, thinking that the rollback of the database is like a person walking backwards. This is a bit humorous, but he wakes up every morning and reads a book for an hour before going to work. After years of accumulation, he has become a super expert in systems, databases, development and other fields that no one challenges. However, learning is definitely not just learning from books. In fact, it is more important to learn from practical work and learn from the surroundings.
For example, I think the most important concept I learned at Huawei is "to be good at taking advantage of adversity." Huawei did not emphasize difficulties every day during the winter. Instead, it proposed "using winter opportunities to reverse the global competitive landscape" and it really succeeded. Without this winter, Huawei may still lag behind the big names in the industry for more years; Huawei did not panic when it was sued by CISCO, but actively responded, and used this prosecution to achieve an effect of increasing visibility that may not be achieved by spending hundreds of millions of dollars. . After waiting for this, the situation that was almost annihilated was transformed into favorable conditions for success. I was very impressed by me and admired the company's senior management very much.
Four, have the courage to practice, make mistakes, and be good at reflection
Many things are easy to know and difficult to do. The key is to take action, especially some theories, methods, and concepts of management. Empty talk and empty planning are useless at all. It is better to actually make them, and continue to reflect on and improve them after making them. It is really the most convincing. Without repeated exercises and reflections in practice, it is not easy to do well even if it is something that everyone knows.
To give a small example, for example, managers must be able to listen. I think 99.9% of Huawei managers understand this, but how are they actually doing? How many managers in Huawei do not interrupt others' speeches? Don’t be in a hurry. Define the conclusion? Are you in no rush to provide solutions? How many managers can naturally lead the other person to express? Ask the other person how they feel? Make sure that you understand the other person?
5. There must be methods and routines, systematic thinking of problems, and strategic design of solutions
In the previous years of work, due to a little success and a little research on technology, Yelang began to become arrogant. Later, a large number of consultants were hired for corporatization. At first, some consultants really didn't catch a cold. In the following years, as the company became larger and the complexity of IT increased, I gradually understood a lot.
Professional experts in Western companies have methodologies and routines for everything they do, and there are even many routines for how to hold a meeting. Later, I became interested in the research of these routines, and I summarized many routines and gave them to the department. Key training and discussion. In a complex environment, many problems can no longer be studied and resolved on the basis of facts, and systematic methods and strategic insights are needed.
For the operation of an organization, the design of systems and processes especially requires this. Einstein said:
We can‘t solve problems by using the same kind of thinking we used when we created them.
Sixth, independent thinking, no one agrees with others
The company is bigger and there are more people, and it's easier to mess around. It is easy for people to fall into the situation of drifting with the flow and not going deep into the business, without seeing the problems and dangers. Experts have conducted a study. When an avalanche occurs, the victims are usually in batches, and there are few individual victims. The reason is simple. A single person will be very careful and alert in avalanche-prone areas.
But a group, the larger the group, each individual will have an illusory sense of security and judgments, but the reality is that no matter how powerful the group is, an avalanche is irresistible. Therefore, I think it is very important to maintain the ability to think independently in a large organization.
7. Less complaining, less empty talk, proactive and more practical
I used to be an angry young man who complained a lot, and often fell into complaints easily. But years of work has made me change, because knowing that complaining is the most useless. There will always be imperfect things in the world, and there will always be troubles. The only solution is to face it and solve it.
Do real things, change the status quo of our dissatisfaction, and change our dissatisfied selves. In fact, there are many things worth complaining about ourselves. For example, it is very common in society that senior cadres have retired, complaining about people’s old feelings and feeling the state of the world. If you take a good look, the reason is probably due to other rights. When you are proud of the spring breeze, you can't live forever, and it's caused by treating others like dung.
8. Responsible to the profession, to the goal, and to oneself. Successful people tend to be self-disciplined, keep their promises, and have no distractions.
Large companies will definitely have performance appraisal, rewards for meritorious deeds, KPIs, leadership instructions, and even a bit of corporate politics, but if we one-sidedly pursue assessment results, one-sided pursuit of KPI indicators, one-sided pursuit of power and money interests , One-sidedly responsible to others, but not to oneself, not responsible to one's own goals, and lose the sense of mission, responsibility, enthusiasm and curiosity of the job, and will certainly not be able to reach their best state. And how an enterprise can successfully create an environment, so that each individual can play to the best state, the enterprise will be invincible.
Nine, a little bit more humane accomplishment and aesthetic appeal, it doesn’t seem to be very relevant to work, but it’s actually too relevant
Outstanding achievements are inseparable from the pursuit of the realm of beauty. The greatest scientific discoveries often contain order, simplicity and beauty. Without a little aesthetic pursuit, I dare to do anything UGLY, do whatever it takes, and do everything. It is not "elegant" at all, and it will not last forever.
10. "Hello everyone, it is really good", pay attention to people, help people, treat people sincerely, and be kind
In the fast-growing modern society, due to the role of the media, the increasingly indifferent and deceitful relationship between people is over-exaggerated. However, the actual society and community may be really not the case. At least I have been to a large company before I came to Huawei. At the beginning, there was a bit of unknown fear in the personnel relationship at work in China, but in fact, in this group, almost everyone can be open, sincere, and harmonious.
So the key is that we ourselves should be able to treat others sincerely and compare our hearts to our hearts in our interactions with others. Of course, conflicts at work are inevitable. In fact, conflicts are not necessary to avoid. Even many conflicts are of great benefit to the organization. Just like the relationship between husband and wife is often better after a fight.
As long as we master two principles:
1) Right things and wrong people.
2) Be kind to others. It will certainly lead moderate conflicts in a direction that is beneficial to both themselves and the organization.
11. An open and sharing attitude
Working in a high-tech company, if you report a conservative and closed mind, your growth will definitely be hindered.
12. Do a good job of time management
I have worked at Huawei for ten years, 3650 days, and 3,000 working days. Whether these hours are spent on the most important things and how many effective and productive working hours are really questionable. Time management is one of the biggest lessons in my work at Huawei, and it may also be a problem with the company as a whole. The lack of planning in work is often caused by constant interruptions; or constantly interrupting colleagues and subordinates; or constant meetings, Discussion takes up most of the time; or is driven by one's own interests and spends a lot of time doing things that are not marginal; or spends a lot of time on some minor matters and drags on difficult and important things. To the point where it must be resolved and then forced to act hastily. Looking back now, if I can manage the ten years well, I think the contribution should be much larger.