Tao Te Ching and Wuwei Management

Chapter 21 4 "Successful and Fleeting": It is your glory to make your subordinates heroes
Let your subordinates become heroes, and you are the hero among heroes.

There is nothing in life, nothing to rely on, and nothing to live in after success. —— "Tao Te Ching" Chapter 2
To give birth to all things without possessing them, to cultivate all things without relying on them, to achieve achievements without taking credit for them.This requires managers to take advantage of their strengths, let employees do their own work, build a "stage" for subordinates, and give employees a development space to fully realize their personal values.

As the most dynamic field and organizational form in social and economic life, modern enterprises are often regarded by employees as the best platform to show themselves and realize their own value.Enterprise managers should pay more attention to personnel arrangements and strive to be perfect; they should fully consider employees' personal interests and pursuits and help them realize their career dreams.Managers have to create an atmosphere in which all employees know that they can learn a lot from their colleagues and that being around strong people will only make them stronger to help them work with passion— — instead of stopping there, feeling sorry for themselves about what happened to them.

The famous scientist Einstein once said: "Usually, compared with what we should achieve, we can only be regarded as 'semi-awake people', and everyone often only uses a small part of their original wisdom." Therefore, for leaders It is said that the best way of management is to encourage and motivate subordinates, let them know the treasures they have, make good use of them, and exert its greatest magical effect.In fact, in a sense, the success of subordinates is the success of the leader, and helping subordinates succeed is also the best way for leaders to win the followers of subordinates.

Li Qiming is the general manager of a well-known real estate company in Beijing and a leader who is proficient in delegation.He seldom gets involved in specific management work. He seldom gets involved in the company's management and specific business matters. Even the manufacturers don't know him, and Li Qiming seldom deals with the manufacturers.He tends to organize people, fully delegate responsibilities, rights, and benefits, and evaluate the results.Only when you find that the result is not quite right, do you go to see if this person has chosen the right one?Li Qiming didn't like to get involved in the process of specific things.

Li Qiming has seven very capable vice presidents who know the basics and have cooperated for many years. Therefore, he can "don't worry about any specific things." "I can't help them with their business affairs. My thinking may be different from theirs. If I make it shallow, they are not satisfied; if I make it deep, it may affect their style, which is even more troublesome.”

Li Qiming often goes on business trips and visits various specialty stores, "I either instruct them on what to do, or talk to the managers, but they don't solve any problems. Whenever someone raises a problem, I say, well, you have to talk to the deputy about this matter." General Manager Li Wei said. What I want to do is mainly interpersonal communication, and look at the changes in different urban markets.” What Li Qiming really needs to do is usually to have dinner with people at night, talk about loans, talk about cooperation, and communicate contact, and so on.During the day, Li Qiming has no specific things to do, so he can freely arrange what he wants to do, call the store manager, browse the Internet, or read newspapers. Li Qiming sometimes reads newspapers for half a day.

Can Li Qiming always be so chic and leisurely? "Some things are urgent even when they are urgent. If the loan is not paid as scheduled, it is also very urgent. But this urgent matter is not the urgent matter of the specific affairs of the enterprise. What I do is a single matter, and it is relatively better for me to come forward "When it's better for them to come forward, I definitely don't care about it. If something goes wrong, it must be their business. Once I take care of it, their sense of responsibility will decline instead."

Of course, without the shrewdness and ability of the vice presidents, Li Qiming would not be as detached, nor could he be so detached.But when an enterprise develops to a certain scale, it really needs leaders to be freed from specific and tedious transactional labor to consider more macro issues.

Only when things cannot be assigned to others, Li Qiming will do it himself.Li Qiming highly recommends a saying: "Whether you can leave the department at any time is the only criterion for whether you have managed the department well; whether you can leave the company at any time is the only criterion for whether you have managed the company well."

Li Qiming is very clear about his strengths and weaknesses. He is a relatively rare entrepreneur who admits that he has a lack of ability.He believes that he is not the best leader, so he is willing to find people with complementary abilities to build a professional management team.Although it is mentioned in the industry that the company knows little about Li Qiming and is more familiar with the names of his subordinates, this is exactly the effect Li Qiming requested. He is good at finding the best manager for each business and making the business to the extreme.

The case of Li Qiming being good at empowering tells us that his secret to success is "making others heroes".If there was a single sentence to describe the philosophy of empowering others, it would be this one.

Leaders must have the mind to shine the spotlight on the achievements of others rather than their own.They should make others known heroes in the organization.As a successful entrepreneur said, "If the top leader never lets his employees share the power and the glory of success, but heaps all the credit on himself, then who will follow him? Unless it is fool."

(End of this chapter)