Three problems in killing enterprises
Tolerant, pretending to be high, except that the boss does not work overtime
My student is the founder of a company and once told me about his entrepreneurial failure story.
A few years ago, his company launched an Internet innovation business in China, which was popular at the beginning and received several investments. But it didn't last long. It wasn't long before it was overtaken by another small company whose financial strength was not as good as theirs. Most of the users were attracted. Because the company's products are closer to the user's needs, the iteration speed is fast.
He later reflected on the reasons for the failure and thought that there were three points:
First, the person in charge of the R&D project has good habits and a good atmosphere, knowing that several major technology developers are aging and have a generation gap with the target users, but there has been no substitution. There are also problems that can not be corrected in time for the team's problems.
Second, the company recruited a group of people with high-paying and high-end office environment, and did not go to the KPI, but lacked proper management, resulting in low efficiency and fast burning.
Third, the team lacks entrepreneurial enthusiasm. When the time is overtime, there is almost no overtime work, so that the speed of product iteration and marketing always lags behind that of competitors.
I once wrote an article called "Corporate companies that are tolerant of employees are dead." In the article, I have summarized the above reasons for the failure of the company as three problems of the company: tolerance, pretending to be high, and no overtime work by the boss.
In essence, these three issues are management tolerance issues.
However, some netizens do not agree with my point of view. They believe that a successful company is tolerant.
Is it really?
Successful company
Not tolerant of employees
Those who disapprove of my point of view like to name these successful companies that they think are tolerant, such as Google and Tencent.
In fact, the so-called tolerant companies in the eyes of these people are the most intolerant companies.
They only saw from the online article that Google does not punch in and out of work, employees can bring children and dogs in the office, no KPI and other fragmentation. But they don't know that Google has the following series of intolerant management practices.
One of Google’s smartest and most versatile moves is to place this intolerance at the source of management. Everyone who participates in a Google interview must have talked to at least six interviewers, who are composed of company management or potential colleagues. Everyone’s point of view is counted, making the recruitment process more fair, with higher standards and stricter standards. The purpose of all interviewers is one, to remove those who are motivated from work and those who are poorly knowledgeable and inferior to them, and do not let them mix into Google.
Those who admire Google’s “tolerance†and complain about their company’s rigorous employees, most of whom may be out of the job, will be killed by Google’s extremely intolerant and harsh interviews during the recruitment process, and it’s impossible to enjoy it. The blessing of "tolerance."
And those who enter Google are the best players who have withstood the harsh competition and management environment of the school and other companies.
They are active, hardworking, responsible, and capable. The tolerance of Google is reserved for these people.
Even with such outstanding talents, Google still has not relaxed management. Google founders, Peggy and Sergey Brin, once thought that the employees we hired were the smartest and hardest people. Why should we send people to manage them? So the two founders once canceled the managers of the engineers, but later found that it did not work, and resumed management.
Although Google does not engage in KPIs, it implements an OKR (Goal and Key Results) management system that is more demanding and has stricter process management than KPIs.
Ma Huateng, the founder of Tencent, looks sultry, but he is not tolerant.
When Ma Huateng started his business, his partners were almost all his college and middle school classmates. Some people wanted to add more money to occupy a bigger share. Ma Huateng was not at all polite. He said: No, according to my judgment on your ability, you are not suitable for taking more shares. . Because a person's future potential should match the stocks they should have, a mismatch will cause problems.
When doing WeChat, Ma Huateng was also very nervous. In order to grab time and force the employees to work harder, Tencent had three teams working at the same time. They were called WeChat, and whoever won it. In the end, the team that was born in E-mail in Guangzhou won, and the team in Chengdu was very disappointed. They were one month behind.
At the time, there was another competitor who was doing similar applications, and they bet that Tencent would not be so fast. In this most dangerous time, all the executives are trying out, and if there is any problem, they will immediately feedback in the group and immediately change. Everyone works until 3 in the morning and 5 in the morning. When Ma Huateng often finds problems in the night, he immediately sends an e-mail to the relevant person in charge, asking for immediate execution and immediate improvement.
Eventually WeChat came out, Tencent won, and got a ticket for the mobile Internet, and it was first class.
One of my consulting clients, the company is the industry leader, is a "tolerant" company in the eyes of outsiders, do not punch cards to work, do not engage in KPI. But I know that this company is actually more rigorous, you have good performance, everything is good, if the performance is not good and you don't work hard, you will not give you the opportunity to correct, and immediately dismiss.
Only the boss is fighting alone
Why are successful companies not tolerant?
Every boss has a lingering pain: the boss is faced with the dual pressures and difficulties of employing people.
On the one hand, the costs associated with employment are becoming more expensive and the profits are getting thinner.
On the other hand, because the boss has no retreat, but the employee has a retreat; because the enterprise is the boss's purpose and life, but for the employee is just a common job and a means of earning a living, and the means can be sacrificed and replaced; because everyone is selfish The lazy side. So it is inevitable that the situation will happen: the boss is desperate, the employee only asks for a job to be poor; the manager is a good old man and the boss is a wicked person; the employee is not struggling only the boss is working overtime; the employee does not work, does not care, or lazily slides everywhere to bury the mine, and finally The boss is responsible for paying the bill.
Some companies seem to be very lively and actually become the battle of the boss alone.
Many employees also know that there was a netizen who wrote a message after the article "The companies that are tolerant of employees are dead": "Where, I think what we say is our company! Tolerance to employees, pretending to be high Forced, except for the boss, there is almost no one to work overtime... I don’t know if they will close down and they will feel that I am a good boss in China."
Therefore, the use of people and their related investments is not only the creative opportunity and the most important driving force for enterprises, but also the biggest uncertainty risk of enterprises! Buying a house and renting a house to buy machinery and equipment will get the corresponding value, but if you buy artificial labor, if you manage it improperly and not strictly, you may lose your blood and even cause damage.
Therefore, employing people has become a major factor affecting the success of today's companies.
Is management strict or tolerant? It determines the efficiency of the employer and the success or failure of the company. Only strict and unacceptable management can control this uncertainty risk.
Successful company
Nothing is not a "struggling culture"
The article "The companies that are tolerant of employees are dead" also raises a debate: Should employees work overtime? The real meaning of the article is not to force employees to work overtime, but to remind employees not to lose their enthusiasm for work, to advocate that employees must have a spirit of struggle, and that the company must have a culture of struggle.
As Ma Yun said: We don't care about your work overtime. What we care about is whether you care about your work. If you care and love your job, you will get up early and return late.
Shi Yuzhu, a well-known boss in the business world, once said, "As long as it is a great company, there is no wolf culture. The rabbit nest culture must fail. Especially the Internet, the competition is so fierce, if not the wolf. Culture is definitely a dead end."
What is the "rabbit nest culture"?
Managers are good old people;
Employees are only comfortable, not loving, not responsible;
Just seeking completion does not seek perfection, no performance;
Do not seek progress in learning and work, do not want to struggle;
Reluctant to work overtime when working overtime;
I didn’t dare to fight when I was fighting.
What is the nature of “intolerance†for successful companies?
It is a zero tolerance for the rabbit nest culture and a belief and pursuit of the "struggling culture".
The struggle culture is also the "wolf culture" in Shi Yuzhu's mouth. A team with a culture of struggle has the following characteristics:
Be prepared for danger and pursue a sustainable competitive advantage;
Responsible, and love work, the pursuit of a sense of accomplishment;
Ability to delay satisfaction and control desires;
Conscious, diligent, and motivated. The implementation of this style of work is to develop the habit of "finding goals and breakthroughs by yourself" and "today's events, to work overtime, to have a mission, and to resolutely complete tasks."
Dare to fight, can be defeated repeatedly, not to achieve the purpose;
Pragmatic;
Good at learning, innovation, and responsive to opportunities.
The true rigor and intolerance is not a temporary squandering of the superficial form, but a change and growth in the team's bones. It is an excellent talent that is widely used in the end of the process and is looking for "Da Yongzhi's comprehensive personality". The core team is the backbone of the struggle culture.
Without such a culture of struggle, the enterprise will become a game in which the boss fights alone and burns money. The society will lack leadership and life will have no real happiness.
Of course, the formation of this struggle culture requires enterprises to establish a community of destiny and corresponding incentives for the boss and the employees.
a boss who is not tolerant of you
Not crushing, but you are not good enough
In the past, an employee of our company came to my office to sue his department manager, saying that the boss was harsh and squeezing him.
I asked him, how is it harsh? How is it squeezed?
He said that the manager had several times after work, told him to stay overtime; sometimes criticized him, his tone was fierce; he did not do a little work in a year, but the year-end award gave the lowest department.
I later found his manager to understand the situation. The manager explained that letting him work overtime was that he did not work well during the day and left him to work. He was criticized because he made the same mistake several times and his tone was heavy. The year-end awards are given less because his performance appraisal ranking is the lowest in the department.
In order to avoid partial bias, I also found the head of the human resources department to verify, this is indeed the case.
It seems that some employees have a natural hostility towards the boss and the boss. If the management is strict, it is considered harsh and squeezing.
From a rational point of view, labor is also a commodity, requiring the value created by labor to be equal to the price (ie, compensation). The strict and intolerant management of the company represents the seriousness of the market and the contract. When your labor value is less than the price you get (ie, salary), the market will ask you to make up, or blame you for punishing you when you feel Doing more but taking less or not as good as others means that you have no merits, or are not as good as others.
Don't be a glass heart, be emotional, complain, and don't even imagine where there are any companies that give you a good and tolerant treatment for no reason. The market is fair and does not believe in tears. If you don't work hard, you can't improve your ability and labor value, you can't make yourself excellent and become an irreplaceable person. You will be intolerant when you quit to any company.
Good people are not afraid or complaining about those intolerance and strict management.
Because they are people who have undergone repeated and tolerant and strict and rigorous management exercises and tests, they have developed their own habits of intolerance, and their stance, ability and performance have met or exceeded the requirements of their superiors. ,
In the end, he won the respect and trust of his superiors and became a self-manager.
Good faith leadership, every criticism is saved
It’s all about preventing the micro-duration and giving up
I have noticed that the so-called "humanized management" has a tendency to be misunderstood. Many people equate tolerance with human management.
Last year, a "red, yellow and blue kindergarten child abuse incident" caused public opinion to boil. In the past, there were too many similar incidents in the agency, and the four teachers involved were also sentenced.
Red, yellow and blue are a group of companies and listed companies with kindergartens all over the country. The capital and management strength are relatively strong. The management at all levels of this kind of problem also knows why it has happened repeatedly.
I think one of the reasons for this is that although these problems occur frequently, they are often overshadowed by the above-mentioned so-called "humanized management" to weaken the constraints and supervision of trust and easy understanding.
The weak management of the Red, Yellow and Blue companies also harmed those employees who were detained. If strict systemic management of intolerance is carried out, he or she will not slip from the initial mistake to the point of crime.
Once Dong Mingzhu visited a department and found that a desk was no one, then asked the manager of the department whether the employee did not come today. The department manager replied yes, he was on leave today.
Dong Mingzhu continued to ask what he was asking for, and the department manager said that he was asking for sick leave. Dong Mingzhu also continued to ask him what disease he was born with, how is he sick? Is it hospitalized? The manager said that I did not know, Dong Mingzhu immediately criticized the department manager.
"You don't even know this. Why do you manage employees? What do you know about the illness? Do you have any employees in your heart? Do you care for your colleagues, care for your team, and care for your subordinates. â€
This severe criticism by Dong Mingzhu seems to be the harshness of the fuss, which is essentially the protection of the anti-micro-duration, and the rescue of employees and work slipping into the unfavorable situation.
I am thinking, why do Ren Zhengfei, Dong Mingzhu and many entrepreneurs I know often use severe criticism in management?
"Jade is not cut, not a device". From the perspective of management, when the subordinates make mistakes, on the one hand, they indicate that their methods or behavior habits and ways of thinking are problematic and should be corrected; on the other hand, this error has caused the company’s losses more or less, and both need to impose certain penalties on subordinates. To achieve the effect of management.
In terms of my management experience, what kind of punishment is the manager often entangled in, and is fine? Can't bear it! dismiss? Don't give up! Several of them weighed the final choices, severely criticized, and let the subordinates long memory. I speculate that these bosses are also so psychological.
To the strict superiors of the subordinates, the leader still cares about him, but also wants to train him, and is willing to give him opportunities for progress and growth. If the subordinate is guilty of the wrong leadership, it means that the leader does not care about him, or that he has given up in his heart.
Being a person can be tolerant
Do not be tolerant of doing things
"Being a man can be tolerant and can't be tolerant of doing things," which means this:
You are a person, others have violated you, you can choose to tolerate and forgive. And doing things for others, whether you are a boss or a manager, when you assume social responsibility for shareholders, users, communities, and employees, you are not tolerant of subordinates' work problems.
First, the gaps and errors caused by "human evils" such as selfish evils and laziness cannot be tolerated;
Second, the behaviors driven by "human nature", such as the gaps and mistakes that are inevitable in hard work and learning innovation, can be forgiven, and allow mistakes, opportunities for correction and growth, but cannot be tolerated, must be pointed out, urged or Correction must be repeated and repeated.
Managers' tolerance for subordinates' work problems is actually irresponsible or infringing on users, shareholders, and employees.
The essence of management is intolerance
I am still wondering why those successful companies are not tolerant?
This is because the "success rule" is playing a decisive role.
The "Success Rule" tells us that only companies that continue to meet market competitive advantages and competition requirements can succeed, or they will be eliminated.
Choose tolerance or intolerance? In fact, it is determined by the bosses, but by the market, and is determined by the surrounding competitors in the external market of the enterprise, such as users, suppliers, peers, potential competitors, and cross-border competitors.
Therefore, managers and management must pass the market competition requirements and competitive pressure to each employee, adopt a strict attitude of intolerance, enable employees to give up a certain degree of comfort and freedom, mobilize the best efforts and the greatest enthusiasm, and obey the unified competition of collective action. Win performance goals, standards, deadlines, labor input needs, discipline, and address gaps and errors that do not meet competition requirements.
In this way, in order to finally achieve the joint success of the company and employees, in order to ultimately enable everyone to freely achieve freedom.
It seems that the essence of management may be intolerance.
The management of tolerance is the failure to detect and reflect the market in a timely manner. It is a compromise and indulgence of the "human evil" and the negative performance of employees and the competition in the company's market. This is a dead end!
This article was first published on WeChat public account: Zhenghe Island. The content of the article belongs to the author's personal opinion and does not represent the position of Hexun.com. Investors should act accordingly, at their own risk.
(Editor: Zhang Yang HN080)
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