"Cognitive Trilogy Part 1: Growth is Cognitive Upgrading" shares the essence of cognitive iteration, which is to pierce the window paper; "Cognitive Trilogy Part 2: The Essence of Management is Cognitive Management" shares a

How leaders build a cognitive system for the entire industry under the big picture, and analyze management methods from the three dimensions of information, time, and people; "Cognition Trilogy No. 3: Strategy is Pattern + Breaking the Game" shared

Under the understanding of the overall situation, upgrade strategic play, accumulate potential energy, and find new breakthroughs.

I once talked about the management syllogism: goals, paths, resources.

Find a goal, figure out the path, and then invest resources.

But it has a major premise - judgment.

Without judgment, the goal is wrong, the path cannot be cut, and resources cannot be mobilized.

The essence of this judgment is cognition.

In this era, management is not about execution management or organizational structure management, but about you understanding something better than others.

The essence of management is cognitive management.

The core of leadership is not the so-called high emotional intelligence, but building a cognitive system for the entire industry under the overall situation, and using the general trends to make correct judgments and smart decisions.

Under this large cognitive system, management can be refined into three dimensions: "information, time, and people": how to use "information" to make correct decisions, how to make "time" more efficient by focusing on key points, how to

Use simplified management of "people".

I summarized "One Body, Two Wings" and "Three Management Dimensions" to answer the above questions step by step.

1. Integration: Building the leader’s cognitive system. An excellent leader must have a cognitive system that covers the team at the core point.

One person's cognition is greater than that of a team or a group of people.

Only such leadership has real value.

I communicated with Tencent President Liu Chiping. He said that the Internet is like a history of martial arts. A group of people cannot beat a martial arts master.

No matter how many people you pile up, it's better to have someone with outstanding martial arts skills.

In essence, it is this person whose cognitive system at this point surpasses a huge team.

A year and a half ago, I met people from Baidu, and I told them that "Today's Toutiao" is search on mobile.

They disagreed, saying that Baidu has real-time search that "Today's Toutiao" does not have, and "Today's Toutiao" is far away.

It wasn’t until May last year that Baidu was included in the information flow.

This is the cognitive gap between the two products.

A leader must have a strong cognitive system covering everyone at the core point. Only then can he be worthy of being a leader, can he make the right decision, and can he lead the entire team to the right path.

If the cognition is wrong, even if the chickens and dogs are jumping around every day, truly effective management will not be achieved.

Performance and expectations are just means of coordination. The core is that there must be such a cognitive system.

The so-called cognitive system means that only by having a complete cognitive framework in the mind can we make correct judgments.

There should be some abstract framework diagrams in mind, such as simplicity, differentiation, cross-border, major trends, hot topics of the times, etc.

Always have this kind of framework in your mind. When you see a point, use this framework to fit it.

How to establish such a framework?

First of all, in-depth understanding of the market and products is the basis of the cognitive system.

Use the product, pay attention to the details, and think like a user; secondly, really have to chat with people in the market who have eaten pork.

It is important to see what others are doing; thirdly, avoid building cognition by listening to reports.

Some leaders sent two interns to make an investigation report. After taking a look at it, they came to a conclusion, which was very fatal.

Essentially, it replaces the team’s cognition with the intern’s cognition.

As Snap CEO said, Snapchat is not a chat tool, but a change in the way a new generation of American young people communicate.

Now it has removed chat and no longer simply builds acquaintance relationships, but builds content around the camera, which is very different from Facebook.

Snap gives Facebook a headache, not because it has more money or a stronger team, but because it has a different understanding of social interaction.

Today is such an era - whoever establishes correct knowledge will stand out.

2. Two wings: two good medicines for cognitive management. After the large cognitive system is built, whether specific problems are supported by specific methodologies.

For example, what should you do if there are too many things to manage?

What should I do if I always get criticized by my boss for doing so much?

What should I do if I work hard but fail to achieve results?

In this regard, I have prescribed two good medicines: Antidote 1: Learn to think reversely. If you spend half the time, can things be done better? I remember that there was a time when I was very busy, with various meetings flying all over the place, and the efficiency was very low.

I thought at the time, would Steve Jobs be busier than me?

In the final analysis, my management method is wrong.