(1) a joke
It is about a man going to buy a bird:
Ask how much the bird on the left is, and the bird seller says ten dollars. Ask why so expensive? The bird seller said it looked good.
Ask how much the bird on the right is, and the bird seller says 20 yuan. Ask why so expensive? The bird seller said it could learn to speak like a human.
Ask how much the bird in the middle is, and the bird seller says 100 yuan. Ask why so expensive? The bird seller said that I don't know what it does, I only know that the other two birds call this one Big Brother and listen to what this bird says.
(2) Liu Bang
Liu Bang invaded Xianyang to live in Hanwang, and feasted his officials. Liu Bang said:
Compared with strategizing, I am not as good as Zhang Liang
Compared with leading soldiers to fight, I am inferior to Han Xin
Compared with appeasing the people and raising food and grass, I am not as good as Xiao He
But all three have worked for me.
(3) A novel
Some time ago I was watching "20 Years of the Northeast Underworld". The protagonist in it is Zhao Hongbing, and even Li Si, who is a vulture, and Zhang Yue, who is murderous and bloodthirsty, listen to him. Zhang Yue's four heavenly kings, Jiang Menshen, Ma San, Fugui, and Cousin, all of them are the first brothers of the party, but they have all received Zhang Yue's great kindness and knelt down to Zhang Yue. But even so, Zhang Yue still wanted to talk to Zhao Hongbing when encountering major uncertainties, otherwise he would not be reassured. Even if he is an impatient little Zhuge and a little Beijing, if Zhao Hongbing is not around him, he will feel like he has nothing to do.
Zhao Hongbing persuaded Zhang Yue to read the "Tao Te Ching", and told him to understand that the benevolent fear the mountains, the wise enjoy the water, and if the front is too strong, it will break. Zhao Hongbing persuaded Li Si to help his children go to school and go to the nursing home to help the orphans and widows, be more positive and virtuous. This is the long-term view.
On the battlefield in Vietnam, Zhao Hongbing alone held the head of a sacrificed comrade in arms, reassured little Beijing with his hand, and calmly supported little Beijing to cross the minefield and return to the camp safely. This is the bottom line.
(4) So-called leadership
The three stories mentioned above are all about leadership.
The first core characteristic of leadership is: know people, attract people, experience people, match people and positions, twist teams, motivate people, and influence people. So the most famous book left by Zeng Guofan is "Bing Jian".
Other core features:
Have a long-term vision / have a big profit pattern
Dare to tell the truth, dare to do it, not afraid of trouble, and calm when things happen
Other features:
Optimistic/confident, tenacious
(5) So-called leadership expertise: decision-making and decision-making
Many people want to lead wisely and make the right decisions. But what counts as the right decision?
The correct decision must be based on real, instant, detailed, quantitative data and intelligence feedback. Therefore, organizations, talents, and mechanisms with feedback are needed. It's like our party has a special department, and Dai Li of the Kuomintang died and Chiang Kai-shek cried loudly.
The correct decision must be based on feedback information for diversified viewing:
The first is final thinking. In the long run, it must be true, good and beautiful, but in the short term it is fake, evil and ugly. Be sure to go through the cycle, short-term-medium-term and long-term together. Some people can't even see the chessboard pattern clearly, some can see one step (short term), some can see two moves, and some can see ten moves (long term).
Second is big picture thinking. It is necessary to grasp the trunk, the main path, and the main contradiction of the matter. Don't waste strategic energy on non-strategic paths. Path order, the core is the gripper. Hit the snake seven inches, the snake is quite long, but if you strangle it seven inches, the snake can't even move. Every matter has a core key, and if you grasp it, this matter will be clear and easy to grasp. After finding the handle, you have to find the first domino. That is to say, if any card is pushed down, other cards will fall down. This is in one thing: which things are the necessary precursors of which things. Still the same sentence: first find the gripper, and then find the necessary leading action of the gripper. Otherwise, the value chain is very long and there are many leading actions, so you will easily do a lot of useless work, useless resources and useless preparations.
Finally, global thinking. From the perspective of the up and down of the game - the human nature of the stakeholders inside and outside. Human nature is constant: power, money, sex, fame, fortune, vanity, showing off, comparison, face... . People have weaknesses, and people have various needs and desires.
With the right decision, in fact, the right decision is needed:
The first element of decision is: timing. This is urgency. A correct decision is right, but the timing of execution is wrong, then it is wrong. Therefore, a slow decision is called indecision, and a quick decision is called impetuosity. So: the timing of entry, and the pace of execution, is very important. I generally judge the starting time is: the customer has human motives and profit motives. Customers have no motivation and motivation, even if they understand many things, they can't move. Capable people, others are building momentum. We are not capable enough, so we can only wait for the potential.
The second essence of decision-making is: severity. That is to say, which main obstacles of the main seven-inch main path must be re-equipped with the special forces of the Brigade Independent Regiment to tilt resources-focus on penetrating and conquering.
The third essence of decision-making is: trade-offs. According to the end result-strategic goal, risk level-reward size, challenge (resource challenge-capability challenge), make dynamic trade-offs, which is the top, middle and bottom policy. Strategy Strategy is what to fight and what to do. Sometimes it is not necessarily a trade-off, but an advance and retreat. A friend started a company. He asked me if he would lay off employees this year. I said: Whether or not to lay off employees does not depend on whether other people lay off employees in the entire industry. There is only one principle for not laying off employees, and that is: whether there is a safe 18-month cash flow. So don’t change the strategy if the strategy is not achieved. It should be that the strategy is constant, and the means to achieve the strategy should be changed frequently. Don’t repeat what you are good at. Change.
(6) Let’s talk about organizational capabilities
Still putting the old saying I used to say here:
Business success = strategic capability x organizational capability
Business Success = Product Capability x Sales Capability
Of course, many people can't tell the difference between business and enterprise, thinking that the success of the business means the success of the enterprise. In fact, the business is water and the enterprise is a bottle. The business will keep pace with the times and adapt to the needs, but the enterprise is stable.
I generally attribute the responsibility for business success to the board of directors, and the responsibility for business success to the Economic Management Committee. Of course, in China, most of the board of directors are concurrently CEOs, so the board of directors and the economic management committee are often confused. This is the scope of corporate governance, which is the top-level design of organizational capabilities.
An enterprise is composed of people, but the composition of people is very particular. Just like the carbon structure, some structures form soft graphite, while others form hard diamonds. Therefore, an organization without a structure is a mob, a hilltop gang, not a sea, land and air force. So I will focus on organizational skills again.
1. Organizational consensus centripetal force
Vision - Positioning - Business Model
Cultural values - principles of doing things, atmosphere - soldiers screaming
Goal-Strategic Path
If the organization agrees on these issues from the bottom of its heart, it will not generate centripetal force. Just like what Uncle Li said in the movie A World Without Thieves: When the hearts of the people are scattered, it is difficult to lead the team. Therefore, a lot of seminars-publicity-study-examinations are required. In the decision-making meeting where no decision can be made, these should be used as the judgment criteria for decision-making. This is the final thinking.
2. Organizational structure
Organizational Design - Division of Responsibilities and Responsibilities
Job Design - Level - Division of Responsibilities, Powers and Responsibilities
Business Value Chain Process-Interface-Standard
This design is not good, it will rattle when doing things, the cost of internal friction is huge, the efficiency is huge, and the quality of the result is huge.
3. Leadership and organizational discipline
A lot has been said above, so I won't repeat them. But I would like to say another sentence here: discipline. Without organization and discipline, it is useless. Huawei's marketing department all resigned and was laid off, and then re-applied for the job is discipline. When Wang Ming and his group returned from the Soviet Union to take Mao Zedong's feathers and arrows from the Communist International, Mao Zedong acted on the overall situation and organizational discipline, so he stepped down as soon as he said it. This is discipline. Therefore, whether an organization has discipline is very important.
Can it go up or down?
Can the product be sold, and can the product be sold? Can the function reach the business, and can the business reach the job?
Can the headquarters go to the front line, and the front line go to the headquarters?
Can domestic to international, international to domestic?
Can the central city go to the cold side city, and the cold side city go to the central city?
4. Organizational integration ability
Organizational Integration - Push - Check
It is necessary to carry out special project establishment-special budget-special responsibility organization-special leader to implement the company-level strategic events, and there must be a supporting special PMO organization for resource integration-integration promotion-regular inspection, which is important to prevent the organization from being scattered. means of protection.
5. Team
Leadership team-management family-project manager, like a cloud
Backbone talents-echelon, talents emerge in large numbers
The team needs to have a middle waist. If the middle waist is not strong, no matter how strong the head is, it will not land. Therefore, the management clan will be like clouds, and key talents will emerge in large numbers. This requires a long-term and sustainable succession action plan.
In addition, according to the organization Yang Triangle, the first rule is: let or not. The mechanism of many organizations is: there is an echelon building mechanism, but there is no mechanism for the emergence of talents.
6. Team growth
Organizational review-criticism and self-criticism-spiral
Learning type - keep pace with the times
7. Information
Information flow-sharing-sharing, information not deformed publicity
Information feedback (feedback organization, feedback mechanism)
Organizational Knowledge Precipitation
8. Base
Our party's base area strategy is very good. Since we want to do one side, we must consolidate one side. Through the establishment of: administrative organization system (Party-Communist Youth League-Young Pioneers, trade unions, chambers of commerce, peasant associations-United Front Alliance), military organization system (local army-guerrilla-armed labor team-Red Guards-Women's Rescue Association-Children's Corps), consolidate one side.
Another strategy of our party's base area strategy is: contact the masses, mobilize the masses, and rely on the masses through complaint meetings.
In enterprises, this is a typical grassroots operation mode, front-line operation mode, and ecological cooperation operation mode.
