——Learn from a good example of the Northeast War
2012/4/18
Every fast-growing and hastily assembled team will experience the situation our party faced in the Northeast from 1947 to 1948.
From the very first exit from the border in a hurry, lack of weapons and ammunition, retreating, the old foundation was wiped out, deserters deserting in droves, confusion and depression, to a year later millions of neatly equipped, wearing dog skin hats to show off along the road The army of the armed forces entered the customs, what happened in the middle?
Simply put, for modern company operators, there are three things they can learn from at that time:
The first point is to unify values, which is what every company that expects a long-lasting business is doing. In the Northeast, they solved the problem of who to serve in the army and who to fight by engaging in class education and complaining campaigns among grass-roots employees, thus unifying the values of employees including a large number of "liberation fighters".
The second point is to recognize that there is a general lack of technical and tactical literacy in addition to values, so managers must provide tools.
What is "providing tools"?
It is common to see scenarios like this:
The manager questioned the employee, why are you so foolish!
Or ask, just such a little thing, you can't handle it?! I did it in minutes back then!
Or ask, why don't you know anything?!
Then left the employees to think hard, and the leader left in great strides. The next time the employees are not in good order, they will be scolded.
Why (managers) provide tools?
Because it is necessary to form the work routine of cadres.
What is a work routine?
Lin Biao and others are very good at summarizing and simplifying routines. They are usually very easy to memorize and apply, and are very suitable for downward communication, even down to the unit of class.
They issued six tactical principles:
- 1. One point and two sides
- 2. The three-three system
- 3. Four fast and one slow
- 4. Three fierce tactics
- 5. Four groups of one team
- 6. "Three situations, three ways to play"
This is the trick.
Once you have a routine, no matter what the east, west, north and south winds strike, I just take care of these six-axes, take care of your hard-hitting sailors, and I just take care of training and drills.
What is one point and two sides?
On September 15, 1946, Mao called Lin and asked, "What do you mean by one-point and two-sided tactics?" Four days later, Lin Biao replied to the email:
The so-called one point means that the superior forces should be concentrated on the main points of attack, and the method of dividing the forces equally at each point should be opposed. The so-called two sides means that we must take courageous encirclement measures to prevent the enemy from breaking through and escaping: two sides means at least two sides, and when there are many troops, it can be three sides. The spirit of one point is to ensure that the enemy will be defeated, and the spirit of the whole is to prevent the defeated enemy from running away. That's the point. It was made in response to our cadres' refusal to fully concentrate their forces and their daring to pursue brave detours.
What is the three-thirds system?
A class is divided into three or four groups of three to four people. The vice-president is the ex officio group leader. In addition, in the class, select soldiers with better politics, bravery in combat, or experienced soldiers to serve as team leaders.
During the battle, each group takes the squad leader as the core. Under the command of the squad leader, they lead their teams to fight at a distance and interval according to the enemy's situation and terrain, and do not exceed the command range of the squad leader's password. Combining all activities such as tolerancing, it can be used flexibly in battle to exert its effectiveness.
How to combine one-point two-sided and three-three system?
Strategically, we must concentrate our forces, and in battle, we must focus on one point and two sides.
In terms of tactics, the tactical action is to disperse and sparse troops.
The concentration of troops does not require us to form a dense formation when charging, but requires that when the troops charge, there must be sufficient manpower to cover and cooperate with the charging troops and the second echelon, so the soldiers do not charge all at once, but must use three. Three formations.
What is the three-man tactic?
hit hard.
dash.
chasing.
Abrupt is abrupt, that is, emphasizing the unexpectedness of suddenness. rather than the ferocious "fierce".
What is a group of four?
The four groups are the fire group, the assault group, the demolition group, and the support group.
Mainly, the assault company has to divide the labor, and the groups cover each other and cooperate with each other.
It's a bit like the architecture team, front-end team, DBA team, and system team working together to cover each other during R&D.
Is it enough to issue six tactical principles?
Do you think that if you define three steps, the elephant can put it in the refrigerator by itself?
What needs to be done?
Training down to the lowest level
Case Comments
——Repeatedly talk with positive and negative examples
——Speak when you have a chance ! Add it when you have a chance ! Emphasize it when you have a chance !
Keep checking ! Keep repeating !
Zheng Yun asked you, what is your work routine? Please count with your fingers.
- Weekly Report of Conventional War + Daily Report of Blitz
- Regular risk warning
- Brain map/fishbone diagram
- MS Project/Gantt Chart
- Schedule meeting
- daily standing morning meeting
- kick-off conference
- Task Kanban
- Project Information Wall
- SWOT
- The habit of pulling various Lists every day
- Internal/External Review Review Meeting
- Code Review
- automated test
- test drive
- forcing upstream
- "Four Quadrants" Method
- Robert's Rules of Procedure
- ……
As mentioned earlier, they have done three things in those years. The first point is to unify values, the second point is to provide tools for managers, and the third point is what?
Managers face head-to-head combat
The third point is that managers cannot stop at the macro level and always say something that is plausible and always true.
Managers must face head-to-head and must be able to drill down to the details of the business at any time.
What's the meaning?
Zheng Yun will start with the simplest "rule of meter".
header rule
- When you explain a job that needs you to summarize or check, define the output header for him(s).
The most fearful thing is the manager's "one sentence" style. One sentence makes everyone below break their legs, and then one sentence negates everyone's efforts to figure out what they like, and the last sentence asks everyone to do it again.
For example, if you say that I want to know what everyone is busy with now, then you send a header to all supervisors:
| Required registration time |
general requester |
condition |
emergency level |
track the person in charge |
Expected launch time |
Actual online time |
Occupied resources |
Easy to fill out. Otherwise, everyone will give you a custom format, or even just some project names, how do you merge, communicate by phone and email, and when you have time, issue a header and ask to fill in one by one?
If you can't draw up a header, it's very likely that you don't know the details of the work at all. You don't know how to implement an instruction, how to implement it, and how to summarize it!
Finally, I will show you the telegram of "The Great Turnover of the Railway" issued by the Military Commission in the Liaoshen campaign, so that you can experience it. Don't think that Zheng Yun, you are the Military Commission, so turning over the railway is a trivial matter, a trivial matter, that is your lack of judgment on work priorities. And the lack of judgment is the reason why many managers are dismissed.
Therefore, managers should not be stingy with defining process steps.
See below:
The full text of the telegram is as follows:
Liu Deng, Chen Su, Chen Xiehan, Xu Tengbo, Rao Li, Zhang Deng, Tan Xu, Nie Xiaoliu, Yang Yanggeng, Peng Zhang, Wang Wang, He Xiao, Li Zhou (Note: This mass email is CC'd many senior generals):
Mr. Dong introduced the method of turning over the railway as follows:
(1) A team of about 100 people, or dozens of people, can carry 20 thick ropes, solid wood rafters (some of which can be used with iron screwdrivers on the railway) and 10 or 20 shovels and pickaxes. (Note: The resources such as materials and human resources are clearly listed to facilitate the cost accounting of various departments)
(2) The first step is to remove (or destroy) the screws connecting the two rails on one side of the railway, and remove the two small iron plates at the joint. Only one side of the rail can be cut off, and the two sides of the rail should not be cut off.
(3) In the second step, from the disconnection of the two rails, use tools to dig out the cushion soil under the twenty or thirty sleepers.
(4) In the third step, use a thick rope to separate a sleeper, tie the intersection of the rail and the sleeper firmly (a dozen ropes are tied at each time), and then use a wooden (iron) rod to tie the separated side. The rail was pryed up, and the rope was pulled hard at the same time, so that the whole rail sleeper was turned over, and then it was easy to move forward. As a result, all railways have turned their heads.
(5) Then take off the sleepers, pile them up and burn them with fire. The enemy who built the road a few days ago was very troubled because there were no sleepers, and they had to be shipped from the United States. Therefore, burning all the sleepers was an important step.
(6) This method is more laborious at the beginning, as long as it is turned over at the beginning, afterward, the weight and pressure of the rail itself are used to make it lighter and lighter. According to our experience, a continuous person can turn six miles per hour, so this method is characterized by simple method, rapid action, large scale of damage, and low effort. The enemy in the northeast is very afraid of the railway turning over. (Note: clarify the effect and confirm that each department has a good understanding of the priority of the task)
Military Commission
Twenty King
Fanfu Times Mouxing once said : "After starting a business for a few years, I have become more and more admired for the communists before 1949. It has nothing to do with political ideas, but simply because they can survive and grow in such a difficult environment. Incredible", a miracle indeed, but their success was no accident.