Chapter 14 1. Build a fighting team

Building a century-old enterprise is not accomplished by one or two business leaders, but by generations of outstanding talents with both ability and political integrity.There are three most important aspects of a successful enterprise: technology, management and talents.Now, Gree already has the technology and perfect management, what still needs to be worked on is the cultivation of talents. On the first day Dong Mingzhu became the general manager of Gree, she was asked which three fires she wanted to burn?She said that I didn't have to burn, and the only thing to do was to train successors.It is not enough to have a good system and good rules, it must be implemented by good people.

Dong Mingzhu believes that a century-old enterprise cannot be successful in one generation, and successors must be cultivated.In addition to the quality and ability of successors, their ideology and quality are also very important.There must be a spirit of dedication, so that there is cohesion, not more money can unite people.As a state-owned enterprise, Gree advocates the spirit of dedication, and at the same time, through the system, the enterprise managers become "transparent people" who are always under supervision and restraint.Through continuous screening, the company will eliminate those who have no management ability, no love for the country, and no sense of responsibility for the society and the enterprise.

In order to build Gree into a century-old enterprise, Dong Mingzhu believes that it is necessary to choose a good successor first, because the system needs to be formulated and implemented by people. Enterprises cannot guarantee development, so it is necessary to carry out enterprise construction and talent cultivation around the idea of ​​a century-old enterprise.A strong team must have a strong leader.The leaders of all levels of the enterprise can also be called cadres. What is the role of cadres in the enterprise organization? Let us use a metaphor to express: If an enterprise is compared to a person, then the boss is the brain, the cadre is the backbone, and the grassroots is the backbone. Employees are limbs, and corporate culture is blood.It is not difficult to imagine that people are always used to paying attention to a person's brain and limbs, but they rarely pay attention to the unintuitive places such as "spine" or "blood".So it is only natural that cadres are often ignored.

But this is not the case, because the spine is the core pillar supporting a healthy movement of the body.Without a spine, even with an Einsteinian brain, a body cannot move and develop healthily.The importance of middle-level cadres is self-evident. They can not only become the backbone of enterprise development, but also bring disastrous consequences to the enterprise.From the perspective of Gree's requirements for employees, the loyalty of talents to the company is particularly important, followed by dedication and ability.Loyalty and ability are two factors that enterprises must consider in selecting and employing personnel, but different enterprises have different emphasis on them.For many managers, the biggest headache is that they can't find employees who are both loyal to the company and particularly capable.Loyalty and ability are always difficult to appear in the same person, so now there are so many people who like to change jobs.So how should enterprises choose in response to the emergence of such contradictions?A more conservative but more effective way is to choose loyal people. Gree puts loyalty first in the selection of talents.Theoretically speaking, it may not be entirely correct to regard loyalty as the primary criterion for selecting talents, but this selection method is very much in line with many phenomena in China.Even though China's legal system is becoming more and more sound, and everyone's legal awareness is getting stronger and stronger, most people still lack a spirit of contract.This phenomenon is especially evident in professional managers.Whether one can be loyal to an enterprise is a matter of a person's mentality, and the most difficult thing for a person to change is precisely his outlook on life and thinking in doing things.So when a person is not loyal to any company, it is difficult for you to change him through external measures.And a person who is loyal to the company, even if he is temporarily lacking in ability, as long as he is being cultivated, the effect will be much better.Dong Mingzhu believes that the vast majority of people in an enterprise belong to the category of "good people", and the more "good people" there are, the healthier the company will be.Since "good people" usually act in accordance with the company's requirements and rules and regulations, and have the desire to do a good job, the basic principle for these people should be to trust them, reuse them, and provide them with a stage to perform. people are rewarded.

Dong Mingzhu thinks so and does the same.When Dong Mingzhu first joined Gree, it took 40 days to recover a debt that was not within the scope of her duties.Even now, many people still don't understand this behavior. The Chinese people always believe in the old adage that "everyone sweeps the snow before his own door, and don't care about the frost on others". Dong Mingzhu is so desperate to do something that has nothing to do with her. It means that she has a sense of responsibility and incomparable loyalty to the company. In her view, since she has become a member of the company, it is her bounden duty to safeguard the company's interests.So we can see that Dong Mingzhu absolutely requires his loyalty to the company in the selection of talents.What she wants is definitely not loyalty to someone or some people, what she wants is loyalty to Gree.This is different from the so-called loyalty of many private bosses: Generally speaking, the loyalty that private bosses want is personal loyalty to the boss first. This kind of loyalty makes employees obey the boss’s strategic plan, whether it is correct or not. A little disobedience will hinder the healthy development of an enterprise.The loyalty to the enterprise is different. They will challenge the boss's decision-making for the correct development of the enterprise, and even dare to challenge the authority of the boss.

During the air-conditioning war in 1996, all major brands of air-conditioners lowered their prices one after another, chanting the slogan of "giving up profits and not letting the market", and constantly bringing the price of air-conditioners closer to the cost price.In Gree headquarters in Zhuhai, Dong Mingzhu sat alone on the Diaoyutai.Seeing that Gree had no response, many dealers couldn't help calling Dong Mingzhu one after another: "Unless the price is lowered immediately, Gree is doomed this year."Many senior executives of Gree also agree with this point of view, advocating that Gree cut prices as soon as possible.But Dong Mingzhu withstood the pressure and insisted not to lower the price.In the end, the facts proved Dong Mingzhu's wise decision: after the air-conditioning price cut war, many companies suffered excessive losses and never recovered.Another feature of Gree is that they don't like "poaching people", which may be related to their understanding.Gree believes that enterprises need talents and should cultivate them as much as possible.

Market competition has created a lot of talents. Some companies do not want to spend money and effort to train them, but like to recruit people from other companies by poaching. Gree regards this behavior as a manifestation of lack of professional ethics.In the collective resignation of salesmen, a company wanted to spend a lot of money to hire her, but she refused without hesitation.The reason is simple. First, she has deep feelings for Gree; second, she is grateful for the kindness of the leader, and she must know how to be grateful; third, she must not let the leader trust her.She should help the leader in times of crisis for the company.In the face of interests and morality, Dong Mingzhu chose morality without hesitation.Because of this, Dong Mingzhu once proudly said: "Over the years, I have never taken in a person who jumped to Gree." The reason for doing so is related to Gree's loyalty requirements for talents.Because in the long run, the negative impact of poaching people is very large: the people poached will not last long.If a person can be poached by you, he can be poached by others, unless the company meets all his requirements, which is actually impossible.In this regard, Dong Mingzhu is the best case.

In 2003, the boss of a private enterprise offered Dong Mingzhu an annual salary of 50 million yuan, but she flatly refused.Dong Mingzhu thinks this way: the reason why South Korea and Japan are more developed than us is because their employees love the company as their own home.They don't think that doing more for the company is a loss. On the contrary, if they can contribute more to the company, they will be very happy.In their consciousness, when the "everyone" of the company is well, their personal family will be well.On the other hand, some people around us, as long as things involving interests are involved, everything is aimed at themselves, taking more if they can get more, and doing less if they can do less.How can this kind of work attitude and work spirit make our company bigger and stronger?In the face of dealers, Dong Mingzhu repeatedly emphasized that Gree dealers can only produce Gree products, and are never allowed to distribute other brands of air conditioners.For this reason, Dong Mingzhu did not hesitate to take various reward and punishment measures to control the dealers.Faced with bribes and gifts from dealers, Dong Mingzhu refused all of them. She told the dealers clearly that as long as they sell Gree products well, it is the greatest support for her.Zhu Jianghong also once expressed his views on professional managers' loyalty to the company and ethical conduct. He believes: "Chinese companies always die in expansion. One of the reasons is that the managers' loyalty is not high. For this reason, Zhu Jianghong gave an example: Gree once had an Italian customer, who always kept the price very low in every negotiation, which made Zhu Jianghong very annoyed.Once, after signing the contract, the other party told Zhu Jianghong that he was going to resign after returning.Zhu Jianghong was very surprised. He didn't understand that the other party was about to resign, and he had to bargain so hard.

An Italian client told Zhu Jianghong that one day of work means one day of responsibility.This incident gave Zhu Jianghong a lot of emotion, and also made him see the importance of employee loyalty.In a sense, corporate culture is actually the extension and implementation of the culture of corporate leaders. If Dong Mingzhu hates poaching, it is only natural that Gree would rather cultivate talents by himself than accept job hoppers.In Gree, it is not an easy task to become Dong Mingzhu's favorite successor.Dong Mingzhu is strict. She is using her own standards to ask others to reach her level, which is difficult for many people.Dong Mingzhu used her tough style to require Gree employees to act according to her thinking.Although we have to admit that all of Dong Mingzhu's decisions are based on the interests of the company, but can her tough style cultivate a successor who is as courageous, innovative, and able to stick to her principles?Facts have proved that with Dong Mingzhu's strict selection criteria, Gree has achieved phased results in the cultivation of talents.Dong Mingzhu said that it is not easy to identify and cultivate talents, especially when a person has power, it is also the time that tests a person the most.I usually see that an employee behaves very well in all aspects, but when he has power, it is difficult to say whether he can maintain his principles.If Dong Mingzhu is a good successor to Zhu Jianghong, then the biggest headache for Dong Mingzhu now is how to find a suitable successor and pass on Gree's successor.She said that she doesn't like paratroopers, she likes the talents that Gree cultivated by herself, and only in this way can she have a personal understanding of Gree.In China, many enterprises, especially some private enterprises, in order to break through the calm development, often use the "airborne corps" to lead the enterprise out of the predicament.However, since most of China’s private enterprises still belong to the “family model” in terms of management, professional managers either do not have enough rights to implement their ideas after being airborne, or they have conflicts with their bosses in terms of business ideas. Had to end up with a helpless escape.Authorization and centralization have always been the biggest headaches for entrepreneurs.Although the ancients said, "If you are suspicious, you will not use it, and you will not be suspicious when you employ it", but if it is really necessary to decentralize power, the challenges that enterprises will face are also great.If the boss doesn't trust his employees, he will naturally not really empower his subordinates.If it's a small business, the boss can control the overall situation with enough energy alone, and the harm of not delegating power can't be seen yet.However, if it is a large-scale enterprise, it is obviously impossible to manage it only by the ability of the boss. At this time, if the boss does not know how to delegate power, the advantages will outweigh the disadvantages.

At this time, the primary issue for the boss to delegate power is obviously the issue of employee loyalty.Although Gree is a state-owned enterprise, it is under the joint leadership of Zhu Jianghong and Dong Mingzhu that Gree has achieved today's brilliance. Success has not come easily, and they naturally do not want Gree to be destroyed by their successors in the future.Moreover, Gree's corporate culture clearly bears the style of Dong Mingzhu, and to a large extent, this style is also the weight of Gree's success. The arrival of the "airborne army" is likely to destroy this Dong-style corporate culture.Regardless of whether this Dong-style corporate culture is flawed or not, when everyone has accepted it and formed a cultural thinking, blindly overthrowing it and building a new corporate culture may bring a lot of trouble to the company. Great disaster.Dong Mingzhu has this level of worry, and Gree has a unique set of models in personnel training: Unlike other "airborne troops", Gree Electric focuses on cultivating its own cadre echelon, and has created a merit-based selection, training and motivation mechanism.Treating employees not only provides a large number of opportunities for promotion, but also creates a good environment for success.For example, Zhang Shuyuan, an ordinary squad leader of Gree Screening Branch, was named "Zhang Shuyuan Fluorine Recovery Machine" by the company because of his invention of the fluorine recovery machine.Cao Xiangyun, an ordinary forklift worker, won the championship in the national forklift competition by virtue of his skillful forklift skills, and Gree also rewarded him.Every business needs talents at different levels.Whether it is Zhu Jianghong or Dong Mingzhu, there is a consensus: the success of an enterprise is the result of the efforts of all, not some people.Dong Mingzhu believes that Gree employees come from all corners of the country, with various dreams and goals, either for making money or for personal development. It is extremely exhausting to effectively gather them in a group and realize their greatest potential. Mindful work, in order to achieve this goal, the organization needs to spend a lot of time on learning and improvement. At the same time, Gree has arranged a variety of learning and training for some employees with low cultural level and technical ability, so that they can accept Opportunities for re-education.Someone also asked Dong Mingzhu, you have cultivated so many talents, if they leave Gree in the future and become the backbone of other companies, or even competitors' companies, don't you regret it?In this regard, Dong Mingzhu has his own views.She believes that if these people who leave Gree can bring Gree's excellent work style to other companies, it will be a good thing in general.After all, the healthy development of the air-conditioning industry cannot rely solely on the efforts of one company, Gree, and requires more companies to develop in a standardized manner.As far as China's national conditions are concerned, the sense of responsibility and loyalty are the most important among the various qualities necessary for employees, and this is what Gree is most concerned about.Gree adheres to the concept of "people-oriented", generally adopts various effective methods, and uses a set of scientific human resource development and management mechanisms to inspire employees to work hard, challenge themselves, and give full play to their potential, forming a team of high-level employees. A fighting team with high efficiency, high quality, team spirit and strong competitiveness.