Give you a company, see how you manage

Chapter 85 Learning to be a "Mass Leader" and "Reckless Hero"

Only by being a "mass leader" and obtaining the de facto "authorization" of the masses, can you do things "without distractions", and you will have the opportunity to "get both ways" and "take everything from top to bottom".In the near future, the company needs to adjust some work content, and prefers two employees with ideas and talents to "lead the way".But these two employees made a request: the company must formally "appoint" them and clearly define their respective "job responsibilities" before they can accept this job.Of course, their reasons are also very good-only "justifiable" can work with peace of mind.Who will listen to you if the name is not right?How old are you?At first glance, their request is quite "reasonable".Because "clear responsibility, power, and benefit" is the prerequisite for doing a good job, which is a "basic principle" that will be clearly listed in any modern management textbook.

But I was lost in thought.Because in my management practice, I have had too many experiences and lessons in this area - obviously you have done enough work to clarify "responsibilities and rights" in advance, but in the end you always end up with "a mess".The more you try to "clarify" something, the more "fuzzy" it will become, which always makes you confused, ignorant, suffer, and end up in a "thankless" end.For example, even if you have been publicly "authorized" and have a formal "name", as long as you do something, you will encounter a backlash from the "mass", and the "mass" will go to your boss to sue you. Your status, and then you will attract a lot of scolding from your boss-how do you do things?And then you become smarter, and simply become a "hands-off shopkeeper", trying to find a leisurely life, but it backfires, and more severe reprimands will follow-why don't you do something?

This is not bad, there are more terrible things waiting for you.As long as you do things, if you don't offend the employees, you will often be jealous of your boss: the more you do things, the more uncomfortable he will be, and he will always feel that you have "ulterior motives" and hold back your energy to "exceed" his "power".So not only will he not give you great support, but on the contrary he will give you some problems and fill in some small obstacles from time to time.In short, it can't make you too comfortable.But this will confuse you: I am doing something for you!why treat me like this?This is a typical "sandwich effect" that middle-level managers often face: You are caught in the middle, beaten up and stabbed down, until you are "wounded all over" and "not human at both ends".In real life, we often see such scenes: people who are often admired by the leaders are hated by the masses.Because such people are "supported" by leaders, they often don't care too much about the feelings of the masses.However, when he does things, he always encounters overt or covert resistance from the masses, and finally ends up being "besieged on all sides" and "returning with feathers".That is to say, the more you are authorized by "above", the more often you will be unable to accomplish anything.

On the contrary, if you have the ability to gain the trust of the masses and obtain de facto "authorization" from the "people", the boss will not admit it.If at this time you can still "steer the rudder with the wind" and give your boss enough face, the boss will naturally be happy to lend you the "ladder" to go down the steps, and will be happy to owe you a favor.In this way, you will achieve the effect of "take everything from top to bottom" and "both from left to right".Therefore, people who always think of "authorization" from above and follow the "orthodox route" (that is, the "upper class route") will often receive "diametrically opposed" and "counterproductive" effects.Such people seem to be "orthodox", belong to "righteousness" and "marriage by Ming media", but in fact they often die faster and earlier.

Because such people are often disgusted by lower-level employees instinctively—Chinese people often have such a nature: when you are a "common people", everyone can still be friends; as long as you become an "official", they will immediately alienate you, Instinctive "hostility" towards you.If you are a "bad official", it is relatively easy to understand such "treatment"; in fact, even if you are a "good official", you will still be unable to escape this "fate": who makes you "envious, jealous, and hate" It is our Chinese "heirloom"!What we Chinese are most sensitive and taboo about is the situation of "yesterday we were at the same starting line, but today you climbed on top of my head and became a person who can show embarrassment to me".Therefore, we Chinese have a characteristic, it doesn’t matter who they are, as long as they have been “officials”, no matter how much they “crowded” and “beautiful” when they were “in office”, there are nine out of ten people who “retire from office” Everyone will taste the taste of "the tea will be cold when people leave".This has almost become a kind of national character, and there is really no way to do it.

In fact, since ancient times, Chinese people have had an extremely complex complex with the word "official".Basically, the word "official" has a strong derogatory meaning in Chinese dictionaries.This is a word that people "love and hate": both want to be an "official" and hate "official".In contrast, "mass leader" and "reckless hero" are very different. These words are absolutely commendatory words in the Chinese dictionary.Chinese people often have a strong "hero complex" for such characters.For such characters, Chinese people can often easily get rid of the emotional entanglement of "envy, jealousy, and hatred", leaving only "convincing" and "worship".This shows how powerful it is to be a "mass leader".

Therefore, the "upper-level line" is often an extremely "dangerous" line, and only those who are good at following the "mass line" (that is, the "lower-level line") can finally overcome danger and achieve positive results.Let's talk about the issue of "responsibility, right and benefit". "Responsibility, power, and benefit" are clear, but in fact, for us Chinese, in many cases, it can only be "wishful thinking" that deceives ourselves and others.Because for us Chinese, "clear" is not our culture, "ambiguous" and "fuzzy" are our culture; " is our culture; "framework" and "rules" are not our culture, but "exceptions" are our culture.If you don't believe me, you can try it.

Let’s take the most classic theory of “separation of responsibilities, rights, and benefits” in modern management as an example.The reason why we do this is to separate out a "Zichou Yinmao" in advance, and by clarifying everyone's "what to do and what not to do", "what to do and what not to do", "if you do something, what result will you get?" "To achieve the goal of "each exercising its own power, each taking its own responsibilities, and each gaining its own benefits".The starting point of this idea is definitely good, and it can even be said to be very "scientific".But unfortunately, in practice, it often "out of shape".For example, everyone clearly divided and clarified the "responsibility, power, and benefit" in advance, but once it is really done, some people always "cross the line" consciously or unconsciously, or feel that others have "crossed the line", Therefore, I am very upset, and there will be "disputes everywhere" in the company.So "drawing the line" again, "crossing the line" again, and resuming disputes... It is really "repeated and endless".

Therefore, the more you want to distinguish "responsibility, power, and benefit" clearly, and the more you want to draw out a clear "contour line" of things, the result will often become more chaotic and make a lot of your efforts "in vain."The reason is simple, for us Chinese, no matter how much you want to classify things into the scope of "exceptions", we will always find "exceptions".What's more, in fact, what we really care about is precisely these "exceptions", and "inside" doesn't matter.It is these "exceptions" that affect all the sensitive nerves of us Chinese and trigger countless "infighting".And what we Chinese are best at is precisely to secretly change "inside the case" into "exception" non-stop and "unobtrusively".

The most pitiful thing here is our managers: Whenever these "exceptions" appear, our managers will always try their best to bring them back into the category of "exceptions" (such as re- revising rules and regulations, etc.), but sorry, there will be a large number of "exceptions" in two days... Our managers will be "exhausted" between "exceptions" and "exceptions" every day, and finally exhausted Pull yourself down.Things will still be a "mess" situation, and there will be no improvement.Even if occasionally there are one or two absolute "strong men" who use "high-pressure policy" to forcibly stuff all "exceptions" into the basket of "exceptions", as long as this approach is in line with traditional Chinese culture Contrary to the contrary, it often does not have "sustainability"-as long as the strongman leaves or relaxes a little, everything will quickly return to its original shape "with lightning speed".In a word, our Chinese traditional culture and the modern management concept originated from the West actually conflict with each other in many aspects.This is not to say that their things are bad, but that what is good for them may not be suitable for us.This may be one of the reasons why many people who believe in modern Western "advanced" management concepts always "hit the wall" in China (the mantra of these people is often "the quality of the Chinese is not good enough to digest and absorb the advanced Western experience".

Admittedly, there is some truth in saying this, but if you cling to this reason and refuse to admit the huge influence of cultural differences, perhaps such a person will still not be able to achieve complete success in China in the next year).Of course, the formation of this situation does not mean that the basic management philosophy of "drawing the line clearly" is wrong.On the contrary, this is an "iron law" that is "unchangeable" in the field of management, and it is a basic principle that anyone who wants to do a good job in management must abide by.However, there are problems with the starting point and operation method of the thinking problem of "drawing a line for the sake of drawing a line": it is contrary to the traditional Chinese culture.Our Chinese culture is: the more you try to "clear" something, the more "fuzzy" it will become; the more you try to "fuzzy" something, the more "clear" it will become.

For example, the unit divides apples and puts them on the ground in piles for everyone to take.The more you want to protect your "turf" and tell everyone "this pile is mine, no one is allowed to touch it", the more others will steal your apples into their own apple pile while you are not paying attention. On the contrary, if you want to sneak two more apples into your apple pile while others are not paying attention, you may be complacent, thinking that you did it very cleverly and no one saw it, but I tell you, you are a "big apple". It’s so wrong”: Because in fact, everyone has seen it and “knows it” in their hearts.For this kind of thing, our Chinese eyes are definitely "sharp", especially "don't rub the sand".That is to say, we Chinese do things with "heart" and "feeling", and in the field of "heart" and "feeling", rigid "rules and regulations" often do not work.If you want to "catch" their people with "rules and rules", you must first "catch" their hearts.

Therefore, if we move out the "rules and regulations" from the very beginning, we Chinese will instinctively feel "disgusted", and have a strong "resistance mentality" from the very beginning.We immediately start thinking about ways to "break" these "rules" instead of how to "comply" with them.Therefore, we might as well adopt "fuzzy tactics" at the beginning, some things are not clearly said, some things are not clearly done, first "reduce" them by "attacking the heart", and then lure them into you by themselves In the "set", you will "have the last laugh" and "you're done".This is the real "superior".Mr. Zeng Shiqiang, the father of Chinese-style management, once said: Western management hardware is good, and we must learn it; however, management software must not be learned, because it conflicts with our traditional Chinese culture.

It can be seen that culture is "heaven", and Chinese culture with a long history is "heaven in heaven".There is absolutely no chance of winning if you act against the sky and "challenge" the sky.And to do all of this, instead of taking the "official line" ("upper-level line") and "claiming power" from the leaders, it is better to follow the "mass line" ("lower-level line") and "asking for power" from the masses to get "benefits" .

As long as you have the ability to be a "mass leader", obtain the "de facto" "authorization" of the masses, and use this as capital to win the "goodwill" and "valuation" of your superiors, I can guarantee that you can achieve the effect of "both sides": If you put the "mass" in your "set", the masses will be willing and convinced; even if you "overstep" the "power" of the superior, the superior will not be "wary" of you and blame you. It is even possible to use you more and promote you more, because he will think that you have helped him, lightened his burden, and shared his responsibilities.So, in his eyes, you are "very promising".In fact, those who have the opportunity to suffer from "splint gas" are lucky.Because you can be "splinted", which means that your status is really important. No matter to the people above or below, you are a person with "stakes at stake" and the center of everyone's attention.Therefore, it is people who think highly of you that they will give you splints.However, after all, "splint gas" is very uncomfortable, so if you are smart enough, you can "follow the trend" and turn "being beaten from top to bottom" into "take all from top to bottom", so as to save yourself from being a "pissed bag" that everyone bullies Become the "sweet pastry" that everyone likes.That's the thing.

To say a thousand words and ten thousand words, in fact, this is a concrete embodiment of the classic theory of "being a person first, then doing things" in our Chinese culture, and it is an out-and-out "people-oriented" management thought.In China, any kind of management, "can't keep people down" is "zero".To lower the "person", you must first lower the "heart", and to lower the "heart", you must be proficient in and be able to play with Chinese culture.Therefore, it is absolutely impossible for managers who do not understand Chinese culture and do not have "psychological tactics" to be "good leaders" in China.Really brilliant managers will always have some "mass leaders" and "reckless heroes" temperament-they will never be obsessed with the "authorization" of the boss, let alone show off the "authorization" of the boss; they always Rooted deeply in the soil, absorbing the power of the masses to clear all obstacles on the way forward.Therefore, from them, you can often feel a strong "earth energy" and "confidence", and you can't help but be sucked into their "small universe" by their "ground energy" and "confidence", Into their "circular trajectory".Therefore, no matter what they do or what environment they are in, they can often achieve a state of "do whatever they want and let nature take its course" and become truly "invincible" and "laugh at the end" people.

(End of this chapter)