good to great

1. As long as you are honest and diligent from the beginning and try to find out the real situation you are facing, then the right decision is self-evident. You can never make a series of right decisions without facing the facts first. Rely on the cruel reality and constantly monitor your own road to success.

2. Once a leader makes himself the center of people's attention instead of some facts, the company will inevitably decline or even get worse, which is why those leaders who are not so conceited often perform better than those who are conceited.

3. For these leaders with strong personality and full personal charm, it is necessary to realize that personal charm may be a kind of wealth or a burden. Once others hide the facts from you, your personality will be the chief culprit of this series of problems. You can also overcome this shortcoming, but you need to pay more attention. (tough personality)

4. If you have the right people in the car, they will have an internal self-driving, and the real problem that needs to be solved urgently becomes, how can you manage it properly so as not to disappoint your subordinates?

5. Problem management: For his management team, he also adopts the same method, and will ask them questions frequently and endlessly until he knows the ins and outs of the facts. Asking questions is only for one reason: finding out the truth of the problem and trying to understand it.

6. Realize that cross-company leaders know how to use informal meetings with managers and employees. Without topics and predefined activities, meetings without topics have become forums, and current hot issues have emerged one after another. Ask more questions, let others talk and try to understand.

7. Mediation = controlling the rhythm of the meeting

We have held many general manager meetings. I'm more like a middleman in charge of mediation. The venue was a mess. We will stay there for several hours to discuss the problem until it is clear. Sometimes meetings get so intense that people almost want to get to work. Everyone shouted at the table, waving their arms, their faces flushed and their veins stood out. This situation lasted for many years. Colleagues will crowd into Iverson's office and yell at each other, but in the end they will reach an understanding. It has become the company's development strategy to move forward in quarrels, arguments and struggles.

Companies that achieve leapfrog generally advocate frequent conversations, such as "loud arguments", "heated discussions" and "reasonable collisions", which are common in company documents and records. The whole process is more like a scientific debate, and people join in to find the right answer.

8. The red flag mechanism-real-time, in front of everyone in the class-turned the fact that teaching was flawed into a message that I couldn't ignore.

The red flag mechanism is a mandatory policy. If you are not a five-level leader, or you have a tough personality, then the red flag mechanism will be a practical and effective tool, which can help you turn information into information that cannot be ignored and form a fact-oriented atmosphere.

Leadership does not begin with foresight, but with making people face the cruel reality and take positive actions.

9. Arrears payment mechanism-Arrears payment is not a refund policy, and customers do not need to return goods or call the company for approval. The customer only needs to circle the items of the department on the invoice, deduct the corresponding amount from the total price, and then pay off the remaining money. The overdue payment mechanism can play the role of an early warning system, allowing you to make timely adjustments before losing customers.

10. In the face of the harsh reality, companies that have achieved leapfrogging have made themselves stronger and more flexible, instead of becoming weak and losing confidence. The feeling of excitement comes from bravely facing difficulties and telling yourself never to give up. We will never stop resisting. Although it may take a long time, we will always find a way to succeed.

If you survive misfortune or bad luck, you have a "tenacious spirit", driven by unfortunate experiences, to make yourself stronger and achieve a leap.

1 1. The management team that achieved the leap showed great psychological endurance. On the one hand, they accepted the cruel reality calmly. On the other hand, they firmly believe in themselves and believe that no matter how difficult the road is, the future is bright. We call it "endurance" stockdale paradox.

12. You can't confuse faith with principle. The belief is that you will succeed-you must not lose this-and the principle is that you must face the most cruel facts in the present situation, no matter what they are.

13. What separates people is not the existence of difficulties, but the attitude towards the inevitable difficulties in life. Facing the challenge of fate, stockdale's Paradox (you must persist in your belief of victory and face all kinds of cruel facts in reality at the same time) has been proved to be extremely effective. It can make you not weak after encountering difficulties, but stronger, not only for me, but also for anyone who understands this truth and puts it into practice.

A key psychological secret of success is stockdale's paradox: stick to the belief that you will succeed, and face the cruelest facts in reality, no matter how difficult or what.

14. The key factors of success are often simple and direct. To achieve cross-company leadership, we can eliminate all noise and interference, concentrate on doing a few important things and go all out. Give consideration to both aspects of stockdale's paradox, so that neither side can get the upper hand. If you can adopt this dual system, you can greatly increase your chances of making the right decision, and finally find a simple and profound truth and make a really great decision. Once you master this simple and profound concept, you are not far from making a breakthrough. Helping to establish this concept is our goal.

17. When creating an atmosphere where facts speak, there are four basic points to pay attention to:

Ask more questions and answer less.

Talk and argue, but don't force it.

Do a thorough after-the-fact analysis and don't blame each other.

Establish a red flag mechanism to turn information into information that cannot be ignored.

18. It is a huge waste to spend time and energy to "motivate" people. The real problem is not how to motivate employees. If you have the right people, they will motivate themselves. The key is not to dampen their enthusiasm, and the most frustrating thing is to ignore the cruel reality.

1. Leaders of companies that have achieved leapfrogging never talk about themselves, which is a self-centered leadership style.

2. The fifth-level managers rarely appear in the top leaders of various institutions.

The managers at the fifth level look out of the window and attribute their success to other factors, not themselves. When they don't perform well, they look in the mirror, blame themselves and take all the responsibility.

The right people don't need strict management or encouragement, they will adjust themselves because of the internal drive, so as to achieve great success and become a part of creating outstanding achievements.

5. The ancestors died. I don't know where we will take the company, but I know that as long as we start with the right talents, we can find ways to make the company prosperous by asking them some right questions and having a heated discussion.

What matters is who pays, not how.

The salary level is not the key to the company's Excellence.

We hired five people, they worked for ten people, and we only paid eight people.

6. Strict, but not ruthless.

Strict means to act in strict accordance with the system at all times, facing all classes, especially the upper managers. Being strict but not cruel means that excellent talents can devote themselves to their work without worrying about their status at all.

The severity of personnel decision-making should first start from the top.

7. Determine their core values by asking them how to make decisions.

Since you don't have the ability to travel long distances, why do you suffer from short trips?

It is the best way to solve it immediately.

8. Always look for the best people.

Recruit and retain excellent employees.

If you find that someone must be strictly supervised, you must use the wrong person, because good subordinates don't need to be managed. Although guidance, teaching and leadership are necessary, strict supervision is absolutely impossible.

Companies that achieve leapfrogging do not rely on frequent replacement, but on high-quality replacement to achieve their goals.

We will try our best to conduct strict personnel selection in advance. Once we find the right people, we will try our best to keep them. If they are not suitable, we should be honest with them, so that we can continue to work and they can continue to live.

9. Use talents in the business with the best development opportunities, not to solve all kinds of troubles.

Solving problems on the spot will only make the company better. Only by grasping the development of opportunity map can the company stand out. When you start to deal with the problem, never send your best talents out. If you can make excellent talents always useful in your car, they will give you more support for reform.

10. There are thousands of people in the family, and one person has the final say. You need such supervisors: on the one hand, they will argue endlessly, stick to their own views, and even be violent when seeking the best solution; On the other hand, once a decision is made, they will abide by it and never care about personal gain or loss.

These guys never agree on anything. They argued endlessly about everything as if they wanted to kill each other. Everyone is involved, whether it is a high position or a low position. They are really excellent, but when they have to make a decision, the decision is born. No matter how fierce the quarrel is, their goal is only to find the best answer, and eventually everyone will reach a tacit understanding, because all the arguments are based on the interests of the company, not for individuals.

1 1. Looking for a marriage partner and a job should be "putting your ancestors behind you". Adhering to the view that ancestors should take care of the future is the key to having a good company and a better life.

Whether a person is a "suitable candidate" depends mainly on his internal characteristics and natural ability, rather than his professional knowledge background or practical skills.

1. Most truly excellent companies are excellent from beginning to end.

2. Excellence is not the product of environment, but the result of careful decision-making to a great extent.

Our ancestors are behind us. For a company, people are not the most important assets, but the right people are the most important assets.

4. A well-trained culture includes well-trained employees, well-trained behaviors and well-trained thoughts.

Specific applications (such as engineering) will change, but some eternal laws about organized human behavior (such as physics) will exist forever.

6. The best students are often those who don't trust professors. You can't throw away all the data just because you don't like the implied meaning.

7. As long as you don't care about utility, you can achieve anything. Harry? s？ Truman

8. "maverick" is to break the rules.

9. Fifth-level manager: He has a mixture of extremely humble personality and strong professional will. Combine personal humility, quality and professionalism to establish continuous outstanding performance. Humility+firmness = the fifth manager.

The fifth layer managers have dual personalities: peaceful and persistent, modest and fearless.