Energy can influence a person, and you can transmit your energy to other people
A team leader or company founder can certainly use their tremendous personal energy to drive all aspects of an organization forward simultaneously from the front line, thereby achieving the goal
Barriers
True barriers are all found in inconspicuous details: Details ultimately create a certain feeling, and consumers choose you rather than someone else
Responsibility, authority, and benefits
Responsibility, authority, and benefits: Responsibility, authority, and benefits must be balanced
If there is only responsibility: The project is assigned to you, but you are given neither benefits nor authority, so you cannot carry it out
If you only have authority, it will become a situation where I have the final say. Without interests at stake, interests will begin to emerge: power-sex exchanges, power-for-power exchanges, and all kinds of transactions.
Responsibility, authority, and interests are a double-edged sword—a combination of covert schemes and overt strategies.Once people possess responsibility, authority, and interests, most of them will lose their way. If you want someone to make mistakes, you can try giving them responsibility, authority, and interests.
What is the difference between strategy and management?
Determine the strategy first, then manage.
Strategy determines the direction your company will take, while management consists of the methods used along that direction.
Strategy determines management. Whether the strategy is wolf-like or sheep-like determines the qualities you need in your talent.
If the company is growing steadily, it needs sheep-like talent. If the company is in a phase of explosive growth, it needs more wolf-like talent.
Strategy means attempting to achieve the highest probability at the lowest cost.You need to know what the highest probability is. Only after thinking strategically does competition stop being a case of random flailing defeating a master.
Leadership
Genuine self-confidence from withinThis may be true leadership, rather than merely looking like a leader.
At its core, leadership is definitely not about appearing strong or not strong.Instead, it should be based on internalized qualities: whether you are truly confident, courageous, and firmly determined.
Teaching and mentoring
I do it while you watch; I explain while you listen; you do it while I watch; you explain while I listen.The power of example is limitless.
The difference between Shaolin Temple and the Huangpu Military Academy
Shaolin Temple trains martial arts masters. They may be able to take out the enemy leader, but they cannot destroy the enemy camp.
Only an army can destroy the enemy camp.
Meetings are the most effective way to align gaps in understanding.Training is the most effective way to align gaps in knowledge; team building is the most effective way to align gaps in culture.
Regarding hiring criteria
What can they do?What can they do, and can they do it well?
To what extent can they do it?Am I satisfied with that level of performance? If someone else did it, could they do it better?
WeaknessesCan I accept their weaknesses? Do I have this weakness?
StrengthsAre their strengths what I need? Are they something I can learn from?
When giving something, make it complete.
Be as complete as possible when communicating with others.Otherwise, it may give others the impression that you do not take them seriously or are being perfunctory.
Especially when sending filesYou must carefully review them; only complete files should be sent.
Principles for doing things1. Why do this? 2. How should it be done? 3. What should be done?
Weekly report reflection
What did you do last week?: Why do this
What to do next: How to make decisions
Short-to-long and long-to-long problems
Early stage
Have a group of generals who can fight bravely and establish themselves in a field at the very beginning
The early stage requires charging into the fray and having a battle-hardened team
Middle stage
Break down the factors behind success: Bring order to everything; make everything replicable
The middle stage requires stability: minimize all factors that affect performance and, as much as possible, keep every factor under your own control
Later stage
Minimize the deviation in outcomes caused by any one person in relation to any particular matter: Don't let one person affect the outcome
Select outstanding talent, reorganize the structure, and define responsibilities, authority, and benefits
Common misconceptions
Demand: A demand is merely your description of the matter
Solution: Something that can be directly implemented to solve a specific problem