Chapter 45 Responsibilities and Missions of a Professional Manager

This is Ren Zhengfei’s speech in 2000 when he was a cadre above the senior vice president and published a short article "Governance by Doing Nothing" in "Huawei People", with the topic of corporate governance.In the article, Ren Zhengfei focused on the state of enterprise management he wants to achieve, to achieve governance by doing nothing, to free Huawei from man-made shackles, to realize natural inheritance, and to become a "century-old brand" enterprise. As senior managers, I think it is very important how we govern the company.I have said it many times before, but this article ("Governance by Doing Nothing") gives us the finishing touch and explains this problem more profoundly.I hope that everyone will come to write and understand, and it is also a test of your professionalism. What should you do if you fail in the test?If you fail the test, you can still study. Our TOEFL-style test is based on the best one.What should I do if I can't learn well?If you don't learn well, you can still adjust. You resign from your senior position and go down.Therefore, we must deeply understand the far-reaching significance of the company's establishment of qualification standards for cadres at the third, fourth, and fifth levels. We insist that this cadre assessment standard may not change for a long time. Everyone must submit a work report every year and fill in the qualification form. . In February, I will preside over the completion of the organizational review of senior vice presidents and above. I think it is necessary to refresh your thinking time and time again, so that you can understand the company's requirements for senior cadres.

We have to select some completed job qualification forms and work report reports for public printing, let the people below see them, let the young people find the lighthouse, find the goal, and he will master the standard and learn to be a human being.This essay will of course be published in full.When I talked with the consultant of HAY company, I said that after two or three years, the company's management will be standardized, and Huawei will introduce a group of "high-minded, poor" people into the company to activate the sedimentation layer. It's not okay to dawdle here.I would like to emphasize what is the responsibility and mission of a professional manager.We have announced the qualification evaluation criteria for high-level cadres (company No. 10 document). The article "Governance by Doing Nothing" is consistent with the company's No. This article is to test everyone's real understanding of things.

First, I would like to emphasize what is the responsibility and mission of a professional manager. The social responsibility (narrow sense) and historical mission of a professional manager is to strive for the achievement of organizational goals.Taking the completion of organizational goals as responsibility, shortening the time to achieve organizational goals, and saving resources to achieve organizational goals are the professionalism and achievements of a manager.Power is not asking someone to obey you, but asking you to tell him what to do.Therefore, how to understand the effective realization of organizational goals, the position of the individual, and the mission undertaken.How to understand the realization of the company's organizational goals, I have talked about it in "How long can Huawei's red flag last", and I have said it in many previous speeches, but everyone can't listen to it. I have to take an exam today. If you can't listen to write.A professional manager's job is to achieve organizational goals. Therefore, the realization of organizational goals is not driven by his personal desire for achievement, but his social responsibility (in a narrow sense) that pressures him all the time.

This is the motivation for doing nothing. In order to achieve organizational goals, we must have good qualities and behaviors. I hope everyone pays attention to their own positioning and understanding, and strengthens the improvement of personal professionalism. The second point, I would like to talk about the mentality and behavioral characteristics of a professional manager in a high-level position. Huawei used to be a small company with a "hero" who made history, and is gradually evolving into a company of a certain scale with professional management.Dilute the color of heroes, especially the color of leaders and entrepreneurs, is the inevitable way to achieve professionalization.Only professionalization and streamlining can improve the operating efficiency of a large company and reduce internal friction in management.A major feature of the second venture is professional management, which makes it difficult for heroes to be produced at the top.After two or three years, the company will initially realize IT management, end-to-end process management, and each professional manager will operate in a standardized process.Just like a train from Guangzhou to Beijing, hundreds of people moved the switch, and dozens of drivers relayed it.It cannot be said that the last person who drove to Beijing was a hero.Even if a person is required to receive flowers, he is only a representative, not a real hero.

We need organizational innovation. The biggest feature of organizational innovation is that it is not an individual heroic act, but a standardized innovation after organizational testing, evaluation, and review.Anyone who wishes to contribute the most to the process and leave his name in history will definitely form the Hukou Waterfall of the Yellow River and the Three Gorges of the Yangtze River, which will become obstacles to the process. This is what is necessary to rule by doing nothing. What I said above is only for senior managers. I didn't say that heroes are not needed at the grassroots level, but heroes are still needed to blow up bunkers.Grassroots cadres cannot rule by doing nothing.If you are not a hero, you will not be able to lead to middle and senior managers. Who will select you?For grassroots cadres, our principle is to work hard, do what we do, do everything personally, resolutely implement, strictly manage, effectively monitor, and obey with integrity.Conversely with the standards for senior cadres, a paradox of unity of opposites is formed.

The third point is that the remuneration has already been paid, and the treatment has been obtained according to the work, and "hero" should not be used as a name for additional claims. In a professional company, the rewards are paid according to the qualifications and performance evaluation, and the managers' contributions to professional management have been repaid. Individuals should no longer ask for additional remuneration in the name of "heroes".For this reason, professional managers should dedicate themselves when they should, rather than waiting for an opportunity.

Our value evaluation system must also learn to be calm.If our value evaluation system is only used to excitement, then we will lead to "heroic behavior" of top managers. Realizing governance by doing nothing is not only the long-term practice of managers to achieve "doing what they want without exceeding the rules", but more importantly, the correct orientation of our value evaluation system. If the orientation of our value evaluation system is incorrect, it will lead to behavior heroic.Behavioral heroization doesn't just destroy the company? ?The process, in severe cases, will eventually lead to the split of the company.On this issue, I think the guidance of the value evaluation system for senior cadres is more important than personal cultivation.Personal cultivation is of course also important, but no matter how much water you water, the grass will not grow into a big tree. If the value evaluation system is not correct, then our guidance system will be wrong, and our company will never develop.

We will gradually introduce the professional treatment system of western companies, such as wages, bonuses, stock options, futures stock... all return to let professional managers work in a down-to-earth manner in obscurity.We have achieved these, and the top management should not be heroes. This is the basis of governance by doing nothing.