After reading:

1. Teacher Zeng is familiar with traditional Chinese culture and the personality characteristics of Chinese people. This book profoundly analyzes the complex and subtle relationships and relationships between people in team organizations. interaction.

2. Chinese people are more flexible, fickle and inconsistent than Westerners. There is one set of superficial rules and regulations, and another set of actual culture and values.

3. The development of teams and society is a historical evolution and step-by-step process. The characteristics of Chinese people are formed in this environment. It doesn't matter if it's better or worse than other cultures, the best is the one that fits the culture.

4. Reasonableness, reasonableness, and compliance are more important in the team. Rules are not the purpose. There are always exceptions. Managers must be flexible and not rigid. Right or wrong at the moment is not important, what is important is the collaboration and joint efforts of the entire team.

1. Introduction

Forming a team is not a simple matter. First of all, the role of leaders is crucial. We often say that the leader is responsible for 70% of the success or failure of a team, even though he is only one person. This is also in line with the 80/20 rule, which means that 20% of people bear 80% of the responsibility, while 80% of people only bear 20% of the responsibility.

2. The most important thing for a team is that everyone must be knowledgeable, otherwise everyone will sing their own tune and say their own words. If everyone insists on their own position, the goal will not be achieved. Leadership is the key to achieving *** consciousness.

3. What is culture? As the name suggests, wen is pattern, which means pattern; transformation is something that is universal and can be absorbed and expressed by everyone. There is no trace of transformation. Turning "patterns" into something without traces, which can be naturally accepted and followed by people, is culture.

4. I found that Westerners use balances to measure objects. The balances have fixed standards. Flat is flat, and uneven is unfair. There is nothing to argue about. The Chinese use scales to measure objects. When weighing things, the scale beam is either higher or lower, so the judgment standard becomes "almost."

5. When you find that you are not suitable, you must adjust yourself so that you can be a happy leader and a very efficient person. This is the reason why Chinese-style management is emphasized. Finding a management method suitable for Chinese people and making people do things willingly is the most effective management.

6. Chapter 1: Leading the team with people first. The people-oriented concept will never change.

In China, anyone who is capable and self-aggrandizing will soon disappear. Like a balloon.

7. The book "Tao Te Ching" will never be wrong, because it doesn't say anything at all. If it doesn't say anything, can it be wrong? It's like modern fuzzy theory.

8. Chinese-style management is management that pursues rationalization in everything. In a sense, Chinese-style management is called rational management, and management that is reasonable is called management.

9. "We'll see when the time comes" is not a perfunctory way of saying it, but has a deep meaning: If you want to ask, just ask alone. I won't tell you in front of others. Chinese people talk about everything when one-on-one; as long as a third party is present, they will be vague.

10. Whatever the Chinese think is reasonable is fine. Western team management is law-centered and attaches great importance to management; Chinese team management is rational-centered and attaches great importance to leadership. For the Chinese, reasonableness is more important than legality. The Chinese only accept reasonable laws.

11. Secondly, the person who calls the shots should be a generalist rather than a specialist, otherwise he will have a strong tendency and be prone to extremes.

12. When you are a cadre, you must not be fooled. Cadres cannot miss the opportunity to give honest advice, but they must look at the opportunity and wait for the leader to be in a good mood, otherwise they will not be able to protect themselves. Cadres must not listen to the leader in everything, otherwise the leader will suspect you and be either hypocritical or irresponsible. Express your opinions appropriately, only in moderation, and never surpass your leadership. This is the way to survive as a follower.

13. The focus of team management lies in the heart. For the Chinese, the heart is the most reliable. Chinese management is all about caring. What is caring? It’s to lock up other people’s hearts. It is useless to be in Cao's camp and to be in Han's heart. It doesn't matter where you are, what matters is where your heart is.

14.

The feelings between Chinese people are mostly maintained by feelings, while the feelings between foreigners are mostly maintained by language. Foreign lovers always say "I love you" verbally. After saying it for a long time, it becomes a mantra. Chinese people are smarter and generally do not believe in these idioms. To be honest, if a woman easily believes the words "I love you", she is doomed to suffer emotional setbacks in the future.

15. If you want to succeed, you must first win the hearts of the people. The ancients said, "He who wins the hearts of the people wins the world" and "He who wins the hearts of the people prospers" are all wise sayings. As a leader, as many people as you can accommodate, you can lead a team of as many people as you want, and they will work together like a family, and this is the beginning of success.

16. People-oriented team management must be based on human nature and adopt different management methods for different people. Therefore, there is no right or wrong, good or bad in team management theory, only whether it is appropriate or inappropriate. points, proper management is the best management.

17. If you have something to ask someone, what’s the use of asking? The other party will only say "I will try my best", which is the same as not saying it. Chinese people are very smart and don't ask for help at all. Instead, they treat you to dinner every three days. Chinese people eat with their heads. The other party will definitely understand your intention and will naturally take care of you without you having to speak. However, the other party will be disgusted when you say it.

18. Chapter 2 Leadership is the core of the team. Leadership is the centripetal force of the team.

Chinese people often say: "I don't want anything." In the end, I got everything. This is not hypocrisy. , is not treacherous, nor is it a cover-up, but a rule: "want" from the standpoint of "don't", explain "have" from the standpoint of "no", ask for nothing from everyone, and naturally there will be many rewards. .

19. Integrating a team should start with concepts

Establishing political awareness does not require all members to unify their thoughts. It is impossible for a leader to make everyone have the same views. . Leaders have limited time and limited energy. As long as they can interact more with the highest-level cadres and build political knowledge, they will be successful.

20. When you say the first sentence, we will listen carefully; when you say the second sentence, we will listen carefully; when you say the third sentence, we will feel that you talk too much, because China People can understand it in just a few words, and there is no need to explain it thoroughly; if you repeat the fourth sentence, we will all forget what you said before.

21. Whether a person is a sage or a mortal depends on one word - "wu". If the degree of "wu" is high, he is a sage; if the degree of "wu" is low, he is a mortal.

22. Leaders who insist on holding on to power are physically and mentally exhausted. What do you want power for? If you think you have it, you have it, and if you think you don't have it, you don't have it. If people respect you, it means you have it if you don't have it. If people don't respect you, it still means you don't have it. In fact, "have" and "have not" go hand in hand, coexist forever and cannot be separated.

23. "Nothing" does not mean nothing. "Nothing" is not anything, but it can become anything. This is the true meaning of "making something out of nothing".

24. The higher the position of the person , the more intangible work should be done; the tangible and concrete work should be left to the grassroots employees. Senior managers do all the nerve-wracking work. Who can see that the nerve-wracking work is useful? Think about it. Why is this person unhappy? How can I comfort him? Think about whether that person is too arrogant and how can I restrain him? These are all invisible and cannot be written out in a work report.

25. What the boss hates most is that cadres do not train talents. He will think that you are jealous of talents, want to occupy this position, and want to prevent the company from developing... Some cadres do deliberately avoid this issue for their own interests. They are afraid that the waves behind the Yangtze River will push the waves ahead, and newcomers will Take away his position. It’s not the case. If a new person takes your place, you can still be promoted. Why should you underestimate yourself?

26. Don’t take the responsibility on yourself. You have the responsibility. , other people have no responsibility. There are many leaders who only do three things in their lives: first, do everything possible to prove that their cadres are idiots; second, they can't help themselves but take the credit from the cadres. This is a big mistake. He did the last thing a leader should do. What a leader should do is the following three things: First, ensure that my cadres have a living. . Second, keep growing. Third, let the right people do the right things.

After doing these three things, leaders can easily consider the future. This is the focus of your work.

27. The same is true for cultivating cadres. First, we must understand the cadres, their abilities and preferences; secondly, we must stimulate the cadres’ work potential. Beyond that, there is no leadership.

28. When you are a leader, you must remain mysterious and do not be completely transparent. Once you become transparent, your cadres will control you, isolate you, and then blind you, making you powerless.

29. To survive in society, everyone should learn to pretend and not be too real. From the perspective of employees, every leader requires employees to tell the truth. The result is often that those who tell the truth die quickly and those who tell lies die miserably. Therefore, we can only take the third path. What we say is not true or false, leaving others confused. Only when you reach this level can you become a leader.

30. Whether the Chinese people can be united depends on the leadership, not the members. The Chinese people are the most elastic, change the fastest, and have the strongest plasticity. Leaders must understand human nature and cultivate their moral character. This is the basis for managing a team.

31. Chapter 3 Cadres are the backbone of the team and self-enrichment is the foundation of success

Chinese people do not value who listens to whom, but value basic respect. That is to say, I say You may not accept it, but you must give me considerable respect. If you respect me but don't accept my opinion, I will be very happy.

32. Have a spiritual haven. When you are in a low mood, there should be a place where you can relax your body and mind, at least where you can escape temporarily. This place can be a chess and card room, a KTV, or a gymnasium... As long as you can put down the burden of your soul, these places will be your safe haven.

33. Cadres should never fight for power. If you protest against the leadership's interference in your work, you are fighting for power. Fighting for power will not end well. You have to reassure your boss through your excellent performance and let him naturally respect you, and then you can win the corresponding right to make decisions.

34. Cadres should turn a blind eye to the cliques in the department, so that there are cliques in their hearts and no cliques in their mouths.

35. When a person offends you, he will feel a little guilty, but when you turn against him, he no longer feels guilty. I always disapprove of being arrogant and would rather be arrogant. In this way, if you suffer a loss, you are also taking advantage.

36. Liu Bei promoted Zhuge Liang to the highest position. Not only did he require all his subordinates to obey Zhuge Liang's arrangements, he also obeyed Zhuge Liang's words. This was his absolute trust in cadres. As for Cao Cao, he is the only one who has authority over himself. Cadres can make suggestions, but the decision-making power is always in his own hands.

37. The first task of a leader is to always have the final decision-making power. The decision-making here has three meanings: First, the decision must be correct. Everyone knows that corruption is terrible, but everyone knows that mistakes in decision-making are even more terrible than corruption. Wrong decisions will cause endless harm and cannot be saved even if you want to. Second, decisions are not decisions. Decision-making is different from decision-making. Decision-making is aimed at major events and has long-term impact. Otherwise, it can only be called a decision, but it is not qualified to be called a decision-making. Third, decisions must be able to drive the entire team forward together. Some leaders said: "I don't care no matter how much money I make, I don't care no matter how much money I lose. What I care about is letting my team know that they should do what they have to do, regardless of success or failure." This is leadership. Conceptual issues and decisions are important, and at the same time, a correct value system must be established for the team.

38. The second task is to check whether the person you use is the right one. As long as you use the wrong person, it is equivalent to introducing a bad apple. Zhuge Liang's biggest mistake in his life was to use the wrong Ma Su, which led to the failure of his first expedition.

39. For honest cadres, leaders should explain everything clearly, because they cannot understand profound words; for smart people, they will stop talking and speak too clearly, and they will feel embarrassed; for those who are slow to act, For cadres who move too quickly, leaders should urge them to move faster; for cadres who move too quickly, leaders should urge them to move slower.

40. As a cadre, if the general manager appreciates you but the chairman hates you, you are Ma Su; if the chairman appreciates you but the general manager hates you, you are Wei Yan. In the end, the two people died miserably. One was killed by Zhuge Liang with tears, and the other was killed by Zhuge Liang. Even if he dies, he will not let him go. This shows how deeply Zhuge Liang hates Wei Yan.

Yang Xiu, on the other hand, was restless and repeatedly violated the leader's taboos. As a result, the leader found a reason to kill him.

41. For example, when a leader expresses “no opinion” at a meeting, cadres must not take it seriously. If you don't ask your leader's opinion clearly and if something goes wrong, you will be the only one who asks. Of course, you can never force your leaders to express their opinions publicly. If you ask your leaders to confess frankly, you will die quickly. Because the leader has his own position and does not publicly refute the cadres, it is to save some face for the cadres and to express his trust in the cadres, not because he really has no objections. Smart cadres should be fully aware of the leader's intentions and wait until the meeting is over before asking the leader what should be done specifically. If you really think that the leader has no opinion, the leader will think: "How could I have no opinion? Am I just sitting there doing nothing all the time?"

42. When the leader asks you a question, there are two situations. : One is that he doesn’t understand and wants to ask you what’s going on, but the probability of this happening is low; the other is that he understands the problem very well and just wants to show off, but you tell him all the answers , stealing the leader's limelight, then it would be strange if you didn't become a thorn in his side.

43. In a company, leaders and cadres must cooperate. The leaders should be good people and the cadres should be bad people. Only in this way can the team be energetic. If the leaders are the bad people in everything, the company will be ruined.

44. The boss should summon all the cadres together and say: "We are going to pay the year-end bonus in one month. Please study it carefully. We must pay it favorably and cannot treat our employees badly. "It is up to the cadres to formulate specific standards. When the cadres reported the research results to the boss, the boss said: "No, it's too little, we need to pay more." Once the employees know this, they will understand that the bonus distribution has been carefully studied by the cadres, and the boss wants to pay as much as possible. , no matter how much is actually given to them, they will accept it easily.

45. Regarding the definition of leadership, the Chinese people’s definition is completely different from that of Westerners. Our definition is that a person who knows everything and cares about nothing is called a leader, that is, a person who meets these two conditions at the same time is a good leader. People who don't care about anything and know nothing in the end are completely emptied out and are in name only; people who know everything and care about everything will only make themselves exhausted.

46. Although we always say different things, we know each other's true meaning in our hearts. If the leader says that he has authorized you to do this, you should say "I will report to you at any time", so that he will feel at ease; if the leader says "I will authorize you today", you should say "I know, I will Will operate within the scope of authority." He starts to feel uneasy about you.

47. If we want to gain power, we generally have to follow the following three principles: Principle 1: Don’t show it, but learn to push it. Once you push it you are empowered; once you show it, you cannot be empowered. Principle 2: Don’t compete with leaders for power. You are not qualified to compete with the leader for power. The best way is to give all the power to him, so that he will give some power to you. The less you want power, the more confident he will be in authorizing it; the better you perform, the more trust he will have in you. Principle three, this is the most important, that is, you must report to him at any time. This way he will feel comfortable authorizing it to you.

48. Some of our leaders are very good at building momentum. You have to listen to them, but in the end you are still responsible for the matter. People who are truly powerful will not use their power, but will create this power.

49. The boss assigns a new job to a subordinate, and the subordinate accepts it immediately without hesitation. The boss will feel that the subordinate's workload is too light and will give him new work next time. If the subordinate still refuses to shirk, the boss will continue to add new tasks to him, resulting in a situation of "digging deep in soft soil", which is very detrimental to the subordinate. If you don't do a good job, you will be criticized by others: "You dare to take on anything without thinking about how capable you are?" In the eyes of colleagues, such subordinates are either flatterers, deliberately trying to please their bosses, or they just love to show off. Acting recklessly will not be popular anyway.

50. To achieve satisfactory communication, you must first consider its appropriateness and then its authenticity. Truth is important, but if it is not done properly, no matter how truthful it is, it may still hurt people. It's really hard to say whether it's appropriate or not, so not saying anything is often the basis of communication. Only by speaking clearly from the standpoint of not saying anything can you avoid hurting others as soon as you open your mouth.

51. When communicating with the leader, the more "right" you are, the angrier he will be, because he only thinks that he is right. Cadres can be "right" in front of others, but they cannot be "right" in front of the leader, otherwise the leader will feel loss of face. Therefore, leaders will scold them when they are right and when they are wrong.

52, Chapter 4 Employees are the cornerstone of the team and become the most popular employee

First, do not point out the other party’s shortcomings in front of the leader. Everyone subconsciously has a good face. If you point out the other person's shortcomings in front of the leader, he will think that you are deliberately suppressing him. Not only will he not appreciate it, he may also become angry, refuse to admit your mistakes, or even accuse you of your faults, so it is best to communicate in private. way. Second, be sincere when making suggestions. Only if you show sincerity first and let the other person feel that you are sincerely thinking about him will he remove his inner guard and resistance and accept your suggestion. People are not machines. They are all affected by emotions and moved by sincerity. We must be good at using the "sharp tool" of sincerity. Third, master certain communication skills. The same meaning expressed in different ways may achieve completely different results. Therefore, it is not only necessary for leaders to master communication skills, but also for grassroots employees to learn some communication skills.

53. Second, don’t try to change employees, let employees change themselves. No one in the world can change others unless he is willing to change himself. Therefore, grassroots supervisors cannot change employees through coercion. Instead, they should make employees realize their shortcomings through education, persuasion, persuasion, etc., and make them want to desire to change and act on it.

54. For many things, although the final result is the same, the process is different and the feelings are different. Leaders who treat others well will make their employees feel respected, happy, and completely stress-free. A leader who doesn't treat others will only make employees feel resentful and passive in their work.

55. A person's life is like climbing a mountain. Before you go up the mountain, you must prepare everything you will eat and use in this life. But when you reach the middle of the mountain, you should throw away all the unnecessary things, so that you can make progress in the rest of your life. If you carry everything on your back all the time, you will be exhausted before reaching the top of the mountain. When a person reaches the managerial level, he should throw things away instead of grabbing things. The more people know how to throw things, the higher they will climb in the future. And grassroots employees have to add things because they still have a long way to go in life.

56. The system is only formulated for general conditions and does not take into account any special circumstances. Therefore, as a leader, you must put yourself in the shoes of your employees to make up for the shortcomings of the system. Only by touching them will they feel loyal. As long as grassroots employees think that they are right if they follow the rules exactly, the team will be in danger. There is a misconception that grassroots employees should just abide by the regulations and never offer any opinions or suggestions. Such teams often cannot stand the test.

57. When selecting cadres, it depends on whether he can lead people, in other words, whether he has general talents; it also depends on whether he has the ability to adapt to changes in situation, and whether he has the ability to communicate and coordinate. If he does not have these abilities, you should not consider selecting him as a cadre, otherwise it will harm both him and the company. Anyone who only likes to behave and live a stable life all his life should not consider promoting him to be a cadre, because he is not suitable. A person who is down-to-earth and well-behaved throughout his life is only suitable at the grassroots level, but he cannot be treated badly because of this.

58. When punishing employees, you should also pay attention. The punishment must be done in private and try not to make it public. In fact, whether it is public or private punishment, everyone knows it, but different punishment methods will bring different results.

59. We Chinese people are not afraid of heaven and earth, but we are afraid of being deceived. There is another saying, Chinese people are not afraid of heaven and earth, but we are afraid that others will look down on us. Therefore, when getting along with others, you must first think highly of them, and other things will be easier to handle; if you look down upon them, you will definitely suffer in the end.

60. Chapter 5: A high degree of harmony within the team. Replace the system with corporate culture

People tend to be obedient and not right or wrong. They don’t care what you say, but how you say it. How you say it is more important, but what you say is not important at all. You must be able to speak in a way that the other party can listen to you. If the other party cannot listen to a word, even if you speak eloquently, it will be in vain. Therefore, in team management, speech should be different from person to person.

61. Management is very complicated. Anyone who likes simplicity and clarity should simply engage in engineering instead of management. There are fixed answers to engineering problems, but there are absolutely no fixed answers to management problems. You must be careful about anyone who tells you what is the right thing to do. He is trying to harm you, because the environment is changing at any time and there is no absolute right or wrong.

62. In short, to manage a Chinese team, you need to see everything clearly, adapt to it, and understand it. Only then can you have a way to leverage your strength, adjust it, and build a common sense. .

63. A subordinate always seems a little slower than his boss in front of his boss, because he has concerns about his boss and must spend more time thinking about his boss's possible reaction. Bosses are usually more courageous in front of their subordinates and can make immediate decisions and take immediate action. This is due to the superior situation, and they may not really win over their subordinates.

64. The less a boss trusts his subordinates, the more likely he is to feel uneasy about his subordinates. As a result, no matter how serious the subordinates are, they will look careless in the eyes of the boss.

65. It is not convenient for the boss to ask, mainly because he is concerned about the face of his subordinates. Subordinates take the initiative to report to their superiors. On the one hand, they gain face, and on the other hand, they also reassure their superiors. What the boss is most worried about is that things that he always thought were no problem will be found to be impossible to complete or of poor quality when it is about to be accepted. At this time, time is wasted and it is difficult to remedy it. No matter how much subordinates admit their mistakes and are willing to take responsibility, their bosses will not be able to feel at ease.

66. Everyone has emotional changes. In a Chinese-style team, if employees cannot always pay attention to their emotional ups and downs and encourage them at every turn, employees will easily fall into a low ebb and do nothing, which will affect the management effect of self-cultivation and peace of mind.

67. You are giving up the opportunity to others now, which shows that you have good self-cultivation, and it may not be bad for you. After someone else has taken this position, you can learn from their experience if they do it poorly; if they do it well, you can absorb their experience. At first glance, it seems that others have taken your place, but in fact they have become your "pathfinder". In addition, competitive people often make others wary, and as a result, they only get small things but not big ones.

68. Running to ask for instructions with an empty head is making a joke on yourself and making your boss look down on you. Making decisions without authorization when you have an idea ignores the decision-making power of your boss, which will inevitably cause your boss's dissatisfaction and uneasiness. If you use your brain and come up with a good idea, you can ask for instructions with a case study. Speak out your own thoughts first, provide the boss with the direction of thinking and material for judgment, and respect the power held by the boss. At this time, the boss can make the right decision without any effort. He has a lot of face, and it is easy for you to execute, which is good for everyone. Of course, this kind of person has a greater chance of promotion.

69. If the leader determines that the company's promotion principle is internal promotion, it will immediately cause his own people to fight against each other. The most common situation is that some people join forces to force away those who are most likely to be promoted. Because if we don’t drive away the best, we will never have hope. If it is clearly stated that external recruitment is the principle, then the company will unite and would rather support its own colleagues than jointly resist the external "airborne troops". Because if there is no unity at this time, it is really "if we go this far, there will be no place to be buried." So principles or policies cannot be explicitly announced.

70. People who truly understand interests will pursue interests that are safe and abandon interests that may be uneasy. Then the advantages will outweigh the disadvantages, which is almost reasonable. The principle of promotion is not single and fixed. Everyone will always have praise and criticism for the leader's promotion behavior. What is important is that the person in charge of the matter must be fair, consider it from the standpoint of "pacifying people", and be able to withstand everyone's test.

71, Chapter 6 Mutual benefit and reciprocity should be achieved outside the team and improve one's own core competitiveness

It doesn't matter if the leader has no ability or knowledge, but the mood must be stable. When the leader is emotionally stable, everything is easy to discuss because everyone is reasonable and acts according to their conscience. When working with external teams, there is bound to be a lot of friction, and at this time, calmness is especially important. If you are not careful, the loss will be to the entire enterprise instead of the individual.

72. Why not start a chain? They answered sincerely: "Once we start a chain, our quality cannot be guaranteed and we have to close down. Only by maintaining this scale can we make high-quality products. When the scale grows, we will be unable to do what we do. Why do we need to destroy ourselves?" ? ” Therefore, the economic scale can be large or small, as long as it is reasonable.

73. Another example is Sima Yi. If you say that Sima Yi fell into the empty city plan, you would be underestimating Sima Yi. Sima Yi had been familiar with military books since he was a child, and he could see through Zhuge Liang's empty city plan at a glance. However, Sima Yi was very smart. If he saw through the empty city plan and sent his army to kill Zhuge Liang, he would be dead. Because without Zhuge Liang, he would have no value at all and would probably be killed by Emperor Wei. So he took advantage of the situation and said, "Kong Ming is a true god and a man." He stopped fighting, received a high salary, did not work, and lived a comfortable life.