Taking responsibility is a saint who climbs out of the mud.

On June/KOOC-0/65438+/KOOC-0/October/KOOC-0/7, 2020, Huawei decided to sell its glory business assets as a whole.

After delivery, Glory became an independent brand and has nothing to do with Huawei since then. It is precisely because of this that when the United States sanctions Huawei, there is no reason to sanction glory again, so that glory can be supported by the supply of chips and parts and continue to live. At the same time, Huawei can also streamline its product line, withdraw funds, put resources on its core business and overcome difficulties.

This is the best choice for both sides in a difficult environment. I have to admire Huawei's resilience in the face of crisis.

Ren said that it was a saint who climbed out of the mud pit. Similarly, the leadership forged by crisis is the real leadership. In the era of VUCA, crisis leadership is an essential ability for every manager.

What should I do? Professor Lu Jiangyong, the partner of Management Common Sense and Guanghua School of Management, Peking University, will introduce ten characteristics of crisis leadership through classic cases.

0 1 shackleton, whose four Antarctic expeditions failed.

Why is it worth learning?

Scott, Amundsen and shackleton are all great explorers in human history. Amundsen and Scott led the expedition to the South Pole first. In order to commemorate them, the United States established a scientific research station named Amundsen-Scott in Antarctica in 1957.

Shackleton tried to explore the South Pole four times in his life, but all failed. Although he didn't finish his dream of conquering the Antarctic in the end, he became an example for many people to overcome the crisis because of his outstanding leadership in the exploration process.

190 1 After the first Antarctic expedition with Scott failed in1,shackleton conducted the second Antarctic expedition in 1909, and planted the British flag only 97 miles away from the South Pole. But because he was exhausted, he and three team members had to get back to the boat before starvation.

In order to prevent the ship from leaving without waiting for them, shackleton and another strong player set off first, leaving the other two players in a well-stocked supply station. After boarding the boat, shackleton insisted on personally leading a team to meet people. Two days later, they and two other team members returned to the boat.

Shackleton personally led the team to take back two players, which initially showed his leadership characteristics of "never leaving, never leaving".

1965438+On September 5, 2004, shackleton once again led 27 members of the Royal British Antarctic expedition to sail from South Georgia Island in the South Atlantic on the "Toughness". Their purpose this time is to cross the Antarctic continent.

1915 65438+10 In October, when the "Tough" sailed only 60 miles away from the Antarctic continent, it was tightly caught by sea ice floes like pliers. In the following nine months, the "Tenacity" drifted along with the ice floes to a distance of 1 100 km from the Antarctic continent.

19151kloc-0/October 27th, the expedition abandoned the ship and lived in a tent on an ice floe. 1915165438+1October 2 1 day "Tough" mast fell down and finally sank to the bottom of the sea.

1965438+On April 9, 2006, shackleton ordered the lifeboat to set sail in search of land. Six days later, they set foot on an elephant island. The beach on the island is only 100 feet long and 50 feet wide. As the health of the team members declined and the food supply decreased, shackleton decided to set out for rescue.

He chose five crew members to take a lifeboat with him, crossed the most dangerous water area on the earth 1300 km, and went to the whaling station in South Georgia for help.

16 days later, the exhausted sailors landed on South Georgia Island, but the landing site was 47 kilometers away from the whaling station, separated by many peaks and glaciers as high as 3000 meters.

Finally, shackleton and his partners overcame unimaginable difficulties and crossed the glacier for three days and three nights to reach the whaling station.

Two days later, shackleton, who had not yet recovered, couldn't wait to borrow a boat and sail for Elephant Island to rescue the 22 crew members left there. The first three rescues failed because of the heavy wind and waves.

1965438+On August 30th, 2006, when the rescue boat finally approached Elephant Island for the fourth time, the excited shackleton stared straight ahead. As soon as there is a faint figure, shackleton is anxious to count the number: 1, 2, 3, 4...22, many.

Shackleton successfully rescued all 27 players, completing a great feat of rebirth in desperate situation in human history.

02 shackleton's Leadership Art

The power of "danger, opportunity, leadership and guidance"

Dennis Perkins, a leading scientist, made a comprehensive and systematic summary of shackleton's crisis leadership in his book Leadership in Crisis Environment: shackleton's Leadership Art.

Perkins believes that shackleton's crisis leadership is embodied in ten aspects. Next, we combine Perkins' summary to sort out shackleton's leadership from the perspective of marginal leadership.

Shackleton's power of "danger, opportunity, leadership and guidance"

Shackleton's crisis leadership includes crisis, opportunity, leadership and guidance.

"Danger" means that leaders are not afraid of risks and have the ability to lead the team on the brink of danger; "Opportunity" requires leaders to never give up and be able to lead the team to victory. "Leading" is leading, "guiding" is guiding, and the emphasis is different.

"Leadership" includes four aspects: self-confidence, frankness, positivity, leading by example, and bearing in mind the mission:

The self-confidence and frankness of leaders can send a signal of optimism and self-confidence and pull the team back from the edge of doubt;

Only by being positive can the leader help the team to stay energetic and avoid the team from entering the edge of depression;

Leaders can lead by example, so as to point out the direction for the team in the crisis and avoid the team from entering the edge of confusion;

Leaders should keep in mind the long-term mission and constantly revise the short-term goals, so as to lead the team down-to-earth, overcome the discontinuity in the crisis and avoid the team getting lost.

"Guidance" includes four aspects: mutual respect, inclusiveness, taking pains, and teamwork;

Leaders advocate a team culture of mutual respect, which can eliminate the status gap of members in the team, form an atmosphere of mutual respect, and avoid the team from entering the edge of discrimination;

Leaders should be inclusive, hear everything clearly, and tolerate different voices within the team, so as to maintain the vitality of the team and avoid the team falling into the edge of infighting;

Leaders can take pleasure in suffering and form an optimistic culture through the sense of ceremony in difficult times, which can help team members get out of the painful edge of the crisis;

Leaders emphasize the concept of team and strengthen the belief of unity of destiny, so as to unite team members and avoid the team falling into the edge of division.

1. Leaders are fearless and dare to take risks in times of crisis.

Frank Worsley, the captain of "Toughness", said of shackleton: "He is the bravest man I have ever met, but he never acts recklessly. He will take the greatest risks when necessary, but he will always handle the problem in the most cautious way. "

Shackleton clearly knows that in the Antarctic expedition, dangers are everywhere, even the seemingly insignificant problems must be treated with the most cautious attitude.

Scurvy, for example, was a high-incidence disease in the exploration activities that year, because the crew lacked vitamins during the long-term exploration. Shackleton learned the lesson of his first Antarctic expedition and hired someone to package lime juice into pills.

He invented a "synthetic cake" made of a variety of raw materials, one of which can provide nearly 3000 calories;

He also bought polar costumes made with the latest technology, including fur-lined sleeping bags and sturdy tents.

These materials cost a large part of shackleton's very tight funds, but they also played a vital role in the rescue of the crew during the later exploration.

We can regard shackleton's behavior as a manifestation of crisis consciousness, which enables him to be keenly aware of the risks he faces.

Not only do natural exploration activities need a sense of crisis, but business leaders also need to keep a sense of crisis at all times and clearly know that they are on the verge of danger.

For example, Ren wrote in Winter in Huawei 200 1:

"10 years, I have been thinking about failure every day. I turn a blind eye to success and have no sense of honor and pride. There is only a sense of crisis. Maybe that's why I lived 10 years. "

Never give up the goal and strive for the final victory.

Shackleton's Antarctic research ship was named "Tenacity" because of his family motto "Tenacity is the only way to win".

Perseverance means perseverance and never giving up. In the process of shackleton leading five crew members to the whaling ground in South Georgia for help, the lifeboat they took failed to reach their destination directly, but landed 47 kilometers away from the whaling ground, and there were many peaks and glaciers as high as 3,000 meters between them and the whaling ground.

Shackleton set out with two players in good health. Opposite them are five mountain peaks side by side, and there are some passages between them, which seem to lead to the other side of the mountain range. They walked to the nearest pass, only to find that there was no way down the mountain after climbing it, so they had to go back and try the second pass. It was not until they reached the last pass that they found the way down the mountain.

It was shackleton's perseverance that enabled him to overcome unimaginable difficulties-some people tried to repeat shackleton's route across South Georgia in 1980s, but found it difficult to complete the challenge even with modern equipment.

In 20 19, Huawei faced systematic suppression by the US government. When the reporter asked if Ren's company was in the most dangerous situation, Ren replied:

"When we are not suppressed by the United States, the company is at its most dangerous time. Employees are lazy, everyone has money in his pocket, disobeys distribution, and is unwilling to work in hard places. This is a dangerous state.

Now our company is full of passion, and the overall combat effectiveness is booming. How can we reach the most dangerous time at this time? It should be at its best. "

It can be seen that whether we can win in the face of crisis depends not only on the resources and objective conditions we have, but also on whether we have a strong will and the spirit of never giving up.

3. convey optimism and self-confidence, honesty and seeking truth from facts

During the arduous exploration journey of more than 700 days, shackleton has always maintained an optimistic spirit, which is the key factor to maintain morale.

A crew member commented on shackleton afterwards: "His persistent optimism has benefited us depressed patients a lot. Although he himself is very depressed, and we are all very aware of the current disaster, he has never shown it, just trying to show humor and hope. "

Like many outstanding leaders, shackleton's optimism helped his team overcome various difficulties in the crisis and pulled the team back from the brink of doubt.

Therefore, excellent leaders often have their own "carrying things" ability, as Huawei's rotating chairman Xu Zhijun said:

"Since the founding of Huawei, the boss has put countless pressures on himself to prevent fear from spreading to the team and employees. Sometimes we don't know until the crisis is over. More importantly, the boss is optimistic by nature. When the situation is bad, he always talks about "the future is bright" and "racing with bulls". When the situation is good, he always shouts "Wolf is coming" and "Winter is here".

4. Stay positive and don't blame yourself negatively.

When recruiting expedition members, shackleton attached great importance to the positive and optimistic qualities of the candidates.

He believes that being able to withstand potential dangers and difficulties is an important quality for a person to become an expedition member, and people who show optimism and sense of humor are more likely to pass his interview.

When shackleton decided to take five people to South Georgia for help, he considered not only who was more suitable to go with him, but also who was more suitable to stay where he was and endure endless waiting and loneliness.

Just as adventure itself does not always mean surprise, but may represent endless loneliness, business adventure often brings pessimism.

As an excellent leader, you should not only be optimistic, but also have the ability to help team members overcome pessimism and face difficulties with an optimistic attitude.

Around 2007, many Huawei employees faced great work pressure, and many people suffered from depression. Ren saw this phenomenon and wrote "lead a life full of difficulties happily".

He said, "Life is too short, so why torture yourself?" . Some things are not cherished when they are obtained, but regretted when they are lost. Life is beautiful, but beauty is not flawless. Don't lose confidence in life at any time and under any circumstances. "

Many times, it is the positive attitude of excellent leaders that pulls many employees back from the edge of depression.

5. Show correct behavior and set a personal example.

An excellent leader can often lead by example and set an example for the team.

When the "Tenacity" was about to be crushed by an ice floe, shackleton ordered to abandon the ship. He asked the crew to throw away anything unnecessary, regardless of its value. With that, he took out a gold cigarette case and several other gold souvenirs from his leather coat and threw them into the snow.

Whether a leader has leadership, especially whether his leadership will compromise at a critical moment, depends not only on what he said, but also on what he did and whether he set an example.

2065438+June 2008, a company document issued by President Ren of Huawei decided that due to quality accidents and business fraud in some business departments, after discussion by the Standing Committee of the Board of Directors, the main responsible leaders of the company should be held accountable and all employees of the company should be informed.

Penalty decisions include: Ren was fined 6,543,800 yuan, 500,000 yuan, 500,000 yuan, Hu was fined 500,000 yuan and Li Jie was fined 500,000 yuan.

In this internal self-criticism and introspection, Ren also made a speech entitled "The bird that can't burn is a phoenix, growing up through self-criticism". He said: "shortcomings and mistakes are the dregs of us." If we get rid of them, we can become great soldiers. "

6. Keep in mind the long-term mission and set short-term goals.

From July, 20 14 to September, 20 16, the shackleton expedition experienced more than 700 days of hardships at sea before returning to the civilized world.

In such a long time, people can't persist without long-term goals. At the same time, because the realization of long-term goals is still far away, it needs the support of many short-term goals.

At first, the goal of the shackleton expedition was to cross the Antarctic continent. However, as the "Tenacity" was trapped by an ice floe and sank, shackleton's goal had to be adjusted to ensure that every explorer could survive safely.

Shackleton wrote: "People must strive for new goals and make the old goals disappear completely."

In order to lead the crew to survive, shackleton took active actions. When the "Toughness" was about to sink, he ordered to abandon the ship and lead the crew to drag a heavy lifeboat on the ice, but this action soon failed.

So shackleton decided to set up a campsite nearby, and most of the team members waited for the opportunity to set out by lifeboat. It can be seen that shackleton constantly adjusts its short-term goals in the whole process to promote the realization of its long-term goals.

Long-term goals and short-term goals are very important, because people often get lost in the process of progress.

If the long-term goal is regarded as the embodiment of idealism and the short-term goal as the embodiment of realism, Ren is a combination of idealism and realism.

In a speech on 20 18, he said: "We should admit realism, not always idealism, and not wait for it. We have to' lay eggs' along the way in the journey of climbing Mount Everest. "

For example, Ren said that unmanned driving is to climb Mount Everest. In the process of climbing, some people can herd sheep halfway, some people can dig mines halfway, and some people can ski halfway, applying hatching technology to various fields, that is, "laying eggs" along the way.

It can be seen that great explorers can achieve long-term goals because they have clear and achievable short-term goals in mind and can pull the team back from the brink of loss again and again.

7. Eliminate the status gap and fully respect each other.

The reason why a team can survive in a difficult environment is often not because the individuals in the team are so powerful, but because the team members trust and help each other.

In the era of shackleton's Antarctic exploration, the hierarchy of British society was still very strict, and people's social status was very different, which was very unfavorable for explorers to gain mutual trust.

Shackleton ordered all officials, scientists and sailors to share the dirty work on board fairly.

At first, British Major Audries found it difficult to get rid of the superiority of social status, but after a period of time, he admitted that working together could eliminate the distrust among the players.

2065438+September 2009, Alibaba upgraded its mission vision and values and announced the "New Six-pulse Excalibur", one of which is "Because of trust, it is simple".

Alibaba employees call themselves Xiao Er and call each other classmates. Everyone calls Ma Yun "Teacher Ma". Alibaba initially inherited a simple and trusting teacher-student culture. Alibaba employees call each other flower names, which also reflects equality.

1997 a professor from the drafting group of Huawei's basic law asked Ren: "Is talent Huawei's core competitiveness?" Ren replied: "Talent is not the core competitiveness of an enterprise, but it is the core competitiveness of an enterprise that can effectively manage talents."

8. Avoid internal friction and accommodate different voices.

Because of the need to stay in the UK and continue to raise funds, shackleton did not set out from the UK with "tenacity". When he met the "Toughness", he found that the captain, Frank Worsley, could hardly maintain the discipline on board.

Shackleton redesigned the ship's organizational structure, weakened the captain's discretion and fired three crew members who were drunk or broke the rules.

Although shackleton is very strict in management, his communication with players is very approachable.

The ship's doctor McLean recalled: "He will communicate with you very kindly and ask about your personal situation, whether you like this expedition, what kind of job you like best, and so on."

Shackleton's deputy Wald is also a good listener. Whenever the players complain to him about other people's problems, he can listen patiently and solve them. Wald's approachability also helped shackleton keep a certain distance from the players, thus maintaining his authority.

William ouchi put forward in Theory Z that self-criticism is conducive to establishing the relationship of mutual trust within the enterprise, and can help the subtle relationship within the enterprise to develop in a direction beneficial to the enterprise strategy. Because employees are willing to expose shortcomings and mistakes, they are willing to trust each other and cooperate with each other.

In the process of Huawei's growth, Ren repeatedly emphasized why Huawei should conduct self-criticism. In his speech "The Current Situation and Our Tasks" from 65438 to 0995, he said: "A highly United leading group that can criticize and self-criticize is the guarantee for the success of enterprises."

1998 ren pointed out in the article "progress through self-criticism": "the foundation of long-term stability of an enterprise is that its core values are confirmed by successors, who have the ability of self-criticism."

Therefore, the development of an organization must be able to avoid internal friction, team members trust each other in criticism and self-criticism, and pull the organization back from the edge of infighting.

9. Learn to take pleasure in suffering and pay attention to ceremonies.

It is easy for people to lose morale because of panic in danger. Shackleton tried his best to make the explorers have fun in a difficult environment.

19 15 12.5, when the expedition set out for the whole anniversary, it was trapped on the ice floe and maintained a difficult life.

Aware of the significance of this day, shackleton knew that if people didn't celebrate this day, they might feel very lost because of its particularity, so he announced a day off and held various activities to celebrate the first anniversary of their departure from South Georgia.

During the period of SARS in 2003, an employee of Alibaba was diagnosed, and on May 7, the whole company entered a state of home isolation.

However, because Alibaba employees are fully prepared for home office, customers have not noticed any abnormality in Alibaba's business. More importantly, Taobao was successfully launched on May 2003 10.

In 2005, Alibaba designated May 10 as "Ali Day" and invited employees' families to visit the company. Many employees of Alibaba chose to hold a group wedding on this day.

"Ariri" is a typical action of organizational culture, which records and fixes the memory of difficult times with rituals.

10. Strengthen the team concept and emphasize the unity of destiny.

After shackleton led five explorers to leave Elephant Island for South Georgia for help, they met unprecedented challenges. A lifeboat that can only take six people keeps getting into the water and freezing.

Shackleton divided the six members of the team into two groups, taking turns to be on duty or have a rest every four hours. Three people take turns hiding in sleeping bags to rest. Three people on duty, one sails, the other two scoop water from the boat, and then take turns every hour.

It is with tenacious will and team spirit that the expedition team members have sailed 1300 km in the course of more than ten days, truly achieving the unity of fate and helping each other in the same boat.

Shackleton experienced many crises during his Antarctic expedition. After experiencing some relatively minor crises, their leadership can quickly recover and lead the team to move forward. After completing the feat of exploration, his leadership has been greatly sublimated.

For example, relying on tenacious will, shackleton crossed 1300 km to seek rescue, and went to Elephant Island four times before and after to rescue the 22 players left behind, creating a miracle that all the players survived after more than 700 days.

A few years later, when shackleton set out to explore the Antarctic again, former team members joined his expedition in succession, willing to entrust their lives to the great leader again.

A successful leader must first have enough knowledge of leadership.

Get partners, get the world!

Yu Liang, president of Vanke, said that the employment era has passed and the partner era has arrived! After turning the core employees into partners, a miracle appeared!

Huawei, why can it grow from 40,000 yuan to more than 654.38 billion US dollars and become the top 500 in the world? Because he began to implement the full shareholding partner model in the 1990 s and began to establish joint ventures with customers all over the country!

Handu Yishe, which introduced the partner management system in 2008, ranked first in the Internet clothing brand for 10 years in a row, and its performance exceeded 2 billion.

Xuhui Real Estate introduced the partner management system on 20 12, and maintained a 70% growth in performance for six consecutive years, becoming a super dark horse in the real estate industry.

Aier Ophthalmology 20 14 introduced the partner management system, and became the first ophthalmology chain medical service in five years, with a market value of 80 billion.

Country Garden introduced the partner management system in 20 14, and became the first real estate company in China within three years, with a performance exceeding 500 billion.