Chapter 3 How Huawei Selects Excellent Managers

Qualified managers need to have a strong enterprising spirit and professionalism, and those who are not motivated are not qualified to enter the top management.This is not just referring to the individual's enterprising spirit, but the enterprising and professionalism of the group he leads. The development of the company requires a large number of managers. There are three criteria for a good manager: 1. Have professionalism, whether they are serious about their work, and if they have been improved, can they be improved?Can it be improved?Two, have the spirit of dedication, can not haggle over every detail.The value evaluation system of an enterprise cannot be absolutely fair. Dedication is a very important factor in the evaluation of cadres. If a manager is too preoccupied, he will not be able to cooperate harmoniously with his subordinates and will not be able to do a good job.Don't do management without dedication.3. Have a sense of responsibility and mission, which will determine whether managers can fully accept the corporate culture and take on the burden of corporate development.

Enterprises should adhere to the following principles in the process of selecting managers: First, managers must have practical ability to handle affairs, a strong sense of service and a sense of social responsibility, and be able to continuously improve their own control and management capabilities. As a manager, you must not only learn to be a person, but also learn to do things, do things in a down-to-earth manner, and do things seriously.The kind of people who only talk but don't do or only do superficial articles, who can only manage principles and never get close to events, cannot be promoted and reused.Huawei requires every manager to be able to do specific things by himself. Those managers who can't find something to do and don't know how to start will face the fate of being downsized. We will adjust the cadres with no practical experience to the level below the department. post to go.Those who do not do a good job at the grassroots level and have no professionalism will not be promoted, and any cadres who report false figures and have a flamboyant style will be demoted and their salaries will be cut.

At Huawei, we require middle and high-level managers to have the ability to improve themselves and be able to quickly adapt to the development requirements of society and enterprises.At the same time, managers must fully understand the core values ​​of the company and have the ability to criticize themselves.You should care about your subordinates, be good at listening to different opinions, be able to make friends with people who hold different opinions, analyze the problems of these people, and give them help.One is to help them change their way of thinking, and the other is to help them evacuate to different positions and avoid direct conflicts with supervisors.For managers, it is very important to be a sincere friend of employees. In this way, employees can talk to you intimately and can make up for the defects of managers at work.

Second, managers must have the art of leadership and a good work style.Unity and communication are the eternal themes of management work. Any manager must not only unite with those who agree with him, but also unite with those who disagree with him. If he fails to do this, he is not qualified to be a successor and will never Get promoted by superiors.At Huawei, we emphasize the work style of criticism and self-criticism, which is passed from the top to the lowest level.Within the company, employees are allowed to criticize their superiors and subordinates. Otherwise, everyone will take into account the influence and be a "good person", and there will be no progress in corporate management.

Any manager must be innocent, do things conscientiously, and be a role model for employees to learn from.Not only must you strictly demand yourself, but you must also strictly demand your subordinates.Only when a group has a high level, it shows that the manager has a high level.In Huawei, we implement the principle of opposing corruption, waste, and self-serving among high and middle-level cadres. Third, we should comprehensively select managers from the standpoint of the company, not from the standpoint of small groups or gangs.The difference between whether this person has the potential to become a qualified manager mainly depends on the person's foundation, quality and ability, and seniority cannot be considered.At the same time, people with different opinions should be allowed to exist.Huawei implements the system of cadres being responsible for things, not people.The system of accountability to people will breed some unhealthy ethos, and there will be a series of problems such as many people telling lies, sealing officials and making wishes, frankly protecting problems, and drawing lines by people.Huawei has several disciplines for managers: managers can only express their opinions in their own names, and joint signatures are not allowed.The manager's personal views on the problem can only be sent to the dedicated mailbox by e-mail, and it is not allowed to send e-mails to the bulletin board without approval.When the company believes that the opinion can be made public, it can only be published publicly.Regardless of whether it is a positive opinion or a negative opinion, without approval, it is wrong in Huawei.

Fourth, managers must have the awareness of cultivating successors who surpass themselves and have the quality to withstand changes, which is the driving force for the continuous development of enterprises.Without predecessors paving the way for future generations, there will be no talents.Only when talents come out in large numbers and carry forward the past and open up the future, can the business flourish.Every manager must open himself up, integrate into the corporate culture, and have a mind that can go up and down. Only those who can bend and stretch can make great achievements. The resistance to corporate change generally comes from the management, and managers must face the change with a correct attitude.The change gradually moves from the old balance of benefit distribution to the new balance of benefit distribution. This balanced cycle process promotes the improvement of the core competitiveness of enterprises and the growth of benefits.In this process, the interests of the managers may be damaged, the big abbot may become a small abbot, and the original temple may be demolished. At this time, the managers must treat it with a correct attitude from the perspective of enterprise development. .Just like Huawei, it is in a period of organizational change, and the positions of many senior and middle-level cadres will change relatively.The company listens to management, but demands obedience, or change cannot happen.Only when the reform enters a normal order will the company be able to accept the adjustment wishes of the cadres according to their wishes and the needs of their jobs.

Fifth, the enterprise needs to have an in-depth understanding and communication with the candidate managers.Some companies select managers without conducting in-depth investigations on personal resumes, and are not very clear about his past experience, which leads to many unexpected situations in future work.Huawei requires more transparency in the manager's personal resume. He can also choose to give up transparency to the company. In this way, the company will also give up the right to choose him as a cadre.Knowledge of managers' personal circumstances can help address corruption in management.

Huawei also has a principle for selecting managers: Anyone who has no grassroots management experience, has never been a worker, and has never worked as a grassroots secretary or general salesman, can not be promoted to management, even if he is a doctor.No matter how high the academic qualifications are, if there is no practical experience, it is impossible to become a qualified manager.