A team cannot develop without the spirit of greed, disability, wildness and violence. Today's era is an era of competition, and only in competition can social and economic development be promoted. Then, without this kind of "greed, disability, wildness and violence", it will be hit hard and defeated in the cruel enterprise competition. Therefore, the wolf culture advocated by the team is to survive on the waves and develop in the waves. Only such a wolf team culture can survive, develop and be invincible in the competition.
The reason why the team advocates the wolf culture today is profound: the strength of the team and the cooperation of the team are the deep purpose of the team!
Huawei's "wolf culture" is obvious in the industry. Ren believes that even a powerful lion can't stand the attack of a pack of wolves. Of course, I hope employees have a keen sense of smell and a spirit of struggle like wolves. Create a United and effective "wild" team. In Huawei's performance appraisal system, most departments will assign the performance A/B/C appraisal ratio rigidly. A, the following year's substantial salary increase+rank promotion; C, no salary increase or even demotion. For two consecutive years, c, direct dismissal. It must be said that Huawei's "wolf culture" has played a very good role in promoting the development of enterprises.
So what kind of team is the "Wolf Team"?
First, strict organizational discipline.
Wolves are the most orderly and disciplined social animals on land. It is more like a well-trained, well-defined and disciplined army than an animal group. In enterprise team management, we emphasize teamwork and discipline. Enterprise discipline is a kind of soft power, and it is also an important content in a wolf team.
Second, keen insight and leadership.
The wolf is alert to Ming Rui, good at catching targets, able to stare in all directions and listen in all directions, and can't escape from the wolf's eyes.
The leader of the team is the core of the team. Therefore, leaders should have a keen sense of smell like wolves, be good at discovering business opportunities, be good at discovering opportunities and be good at employing people, so as to lead the team to the peak of life!
Third, the goal is clear
Wolves will never give up easily after setting their goals! When hunting prey, the wolf determines which prey to catch, and it will certainly catch it until there is a prey that looks easier to catch or a fatter and bigger prey around. Therefore, in team management, we should be clear about our goals, don't be easily swayed by superficial ostentation, and work unswervingly towards the goals set at the beginning.
Wild fighting spirit
Fourth, teamwork.
Team is power. Wolves cooperate tacitly. When hunting, every wolf has a clear division of labor. The little wolf is responsible for shouting at the back to make the prey panic. The slow-moving old wolf is responsible for weaving around, and the strong old wolf is responsible for locking the target and chasing it. With everyone's tacit cooperation, he can return home with a full load every time. Excellent teams must work together in Qi Xin and cooperate with each other. Excellent individuals often appear in the form of groups for a simple reason: they are influenced by the same tradition and have developed the same personality and temperament.
Fifth, obey orders
More than five wolves must not be pieced together temporarily, but there must be a leader, who is the outstanding representative and symbol of the wolves and the core of the wolves; When catching prey, or when the whole group is in trouble, other wolves must obey the wolf's command and arrangement. Therefore, in team management, superiors have more experience and resources than subordinates, so we look at things more broadly and comprehensively. We can discuss them before setting the goal, and we must obey the arrangement absolutely after setting the goal. Only this team goal can be achieved.
The connotation of wolves is constantly updated with the change of time. Wolves are not omnipotent. How to correctly understand and use it depends on whether it really promotes the development of enterprises. Continuously improve the management level of enterprises, so as to become excellent managers and cultivate a group of elite teams!
No matter what kind of team, it is nothing more than emphasizing one point or several points on the basis of the management's requirements for the team.
Personally, I hate this formulation, which is very brainwashing.
For example, wolves have two things that are very important. One is as hungry as a wolf, and the other is absolute unity and fierce competition at home. Contradictory, but passionate.
Do you mean pyramid schemes?
What is sex, fundamentally speaking, is corporate culture. For most enterprises, the corporate culture is the culture of the boss. If the boss is a wolf, the enterprise will naturally recruit a group of wolves. The enterprise system will naturally force people into wolves, and those who can't force wolves will naturally leave or be eliminated. The corporate culture is naturally wolf culture.
I'm not a wolf, and I don't like the wolf boss.
Wolves seem to be fighting in their own way. In fact, it is interlocking.
The wolf spirit embodies team-to-team cooperation, which is a spirit of voluntary cooperation and Qi Xin's concerted efforts to achieve the set goals. It can mobilize all the resources and talents of team members, automatically drive away all disharmony and injustice, and give appropriate rewards to those sincere and selfless devotees. True teamwork must be based on others' "willingness to cooperate with you". You should also show your cooperation motivation and be alert to any changes in the cooperative relationship.
One word "dry"
There is a joke about Huawei. A department hired a Japanese expert at a high salary. On my first day in office, the expert introduced himself at the meeting and said: I am a workaholic and often work overtime. Please try your best to cooperate with my work! Say that finish bowed deeply.
Three months later, the Japanese expert resigned. When he resigned, all he said was: It's inhuman of you to work overtime like this!
Although it is a joke, it is also very realistic. Overtime is indeed a part of Huawei's wolf culture, but people really work overtime and they really pay. Many companies learn wolf culture, only how to make employees work overtime, not how to raise wages. Of course, overtime and high salary are only part of Huawei's wolf culture. What is the real wolf culture? Let's take a look at the testimony of a witness.
Three years ago, I left Huawei and naked resignation.
At that time, the company was already at the top of the telecommunications industry.
In May, I resigned. It has been delayed until September, because the leader hopes that I can stay until the second half of the year and recite an indicator to the department for assessment C.
In Huawei's performance appraisal system, most departments will allocate A/B/C performance appraisal ratio. Even if the whole department performs well throughout the year, it is inevitable that someone will get a C.
As a, salary increase in the following year+rank promotion; Grade c, no salary increase or even demotion. For two consecutive years, c, direct dismissal.
My team was fired for playing C in a row.
Colleagues want to transfer our office for family reunion. I didn't make it in the first year, but because I was leaving, I was unceremoniously beaten by the department leader. In the second year, I changed jobs, and the assessment was still in the hands of the original department according to regulations. It was C.
My leader and I complained to our superiors about him. A big domestic leader responded: the system is like this. Who knows if you have any tricks and cover-ups? Everyone is so noisy, how can such a big company operate?
As a result, a diligent and down-to-earth technical backbone was dismissed. There is no room for change.
My resignation was more or less affected by this incident, and I felt that Huawei's system was too inhuman. Coupled with some factors, my departure is somewhat emotional. It can be said that at that time, I was biased and one-sided.
In the next three years, I played from the media, wrote novels, wrote biographies and planned copywriting. He also started a business in partnership with friends, opened a cultural company and bid farewell to the social circle completely.
Now, I have to admit my mistakes and detours-for entrepreneurs, Huawei's wolf culture is worth learning and learning to some extent.
1
Talk less about feelings and pay more.
At the end of 20 16, my partner Lao Yang and I set up a cultural company. He and I are both cross-border-I am in the communication industry and he is in the insurance and medicine industries. We are keen on culture, purely out of hobby.
At that time, the aura of the top 500 companies had not faded, and I thought it was not difficult with wishful optimism and blind conceit.
The first thing we did when we started business was to set a seemingly convincing position for the company-to be a startup with temperature, affection, belonging and happiness.
In order to implement the "four haves", we decided not to work overtime, not to punch in, or even to start work for only four and a half days a week.
Regular group dinners, weekly sharing meetings, assigning work according to employees' wishes and specialties, and treating employees' excuses for dereliction of duty as kindly as old fathers. I also personally set up a fitness corner in the company to encourage everyone to exercise more and keep in good shape.
These gimmicks really attracted a lot of attention at first, and many people came here.
Everything looks beautiful.
However, this state did not last long. It should be only a few months since the employee offered to resign.
I'm a little surprised. I am very kind to this employee. After careful training and selfless teaching, I can finish the work in two or three days a week.
The staff is outspoken: the salary is a bit low. But she was embarrassed to get a raise. First, the workload is not heavy. Second, she knows that the company's operating conditions are not very ideal. Think about it and find another job.
This surprised Lao Yang and I, and we reflected on it.
We spend too much time to build the so-called corporate culture, but we don't focus on expanding our business and channels. Every month, the company's books are in deficit, so naturally it is impossible to give employees a raise.
Talking about feelings with people at this time will seem ridiculous and flashy.
During my stay at Huawei, I seldom heard people talk about feelings.
My leader has said many times that everyone comes to Huawei, including myself, to make money. It's hard to work overtime, but you can make money. The rest, it's all bullshit
It sounds rough, but now I think it's true.
For middle and high-level core employees, it may be possible to talk about vision, strategy and career planning, but for most grass-roots employees, this is too far away.
The ability to give money, even exceeding their expectations, is the place where a company can best reflect its feelings.
2
The boss's inaction
Is the biggest crime against employees.
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In the first year, the business volume was small, and most employees were very idle. In addition to external work, there are internal activities, such as starting a company from the media and promoting my novels.
Internal work does not directly generate profits, so Lao Yang and I will not make any evaluation. Sometimes they forget to do it, and we just gently remind them.
As a result, I became the busiest person in the company because I was responsible for most of the content output. I come the earliest every day and only work overtime at night. All employees leave work on time at 17: 30.
I occasionally tell Lao Yang that our company is really great. Have you ever seen a startup whose employees are relaxing every day and only the boss has to work overtime to vomit blood?
But can you blame the employees?
No, we still blame ourselves.
As a content creator, my creative level has made great progress, but as a boss, I obviously have nothing to do.
The lack of management and the looseness of the system are my inaction.
Most of the employees are college students who just graduated, and some interns who haven't graduated yet. They have never really stepped into the society, so naturally they have no mature work outlook.
At first, our unintentional edification and wrong guidance made people with pursuits, such as the employee in front, choose to leave, and more people began to get used to it. They will think, oh, so this is the "work". It's easy.
Later, when I realized this problem, I told Lao Yang that it was no good, and I had to do a performance evaluation. But it's too late.
In the month when the performance system was introduced, three employees offered to leave. After leaving the company, they immediately deleted me and Lao Yang's WeChat.
From time to time, one of the employees sent a circle of friends to scold the former boss (Lao Yang and me), saying how abnormal the requirements were and how harsh they were on her.
An on-the-job employee who recognized us cut out the photo and sent it to Lao Yang.
Lao Yang was depressed: when she was here, we were both very kind to her. How can we lie with our eyes open? Baiwenhang!
I said, Huawei keeps wolves and we keep baiwenhang. Shouldn't we reflect on it?
After a few months, I heard from friends that the former employees changed jobs one after another, each time for a short time, and every time they scolded the boss in the circle of friends without exception. The main idea is that the work can't go on, and the boss is very abnormal.
Hearing this news, I don't feel gloating at all, but I feel very sad.
This employee entered the company as a fresh graduate, which is a blank sheet of paper. What she has become, my inaction towards Lao Yang may really be the original sin.
From this painful experience, we have made major adjustments to the company's business, narrowed the focus and laid off non-core employees.
I still remember the first sentence I said to those employees who were dismissed at that time was I'm sorry.
I said I wanted to create a relaxed and comfortable environment, but I gave you an illusion that you shouldn't have at all. Our laissez-faire, negligence and inaction have not allowed you to exercise your core competitiveness, which is not conducive to your future. Real work should not be like this. We're really sorry.
When I say this, I think not only of the former employee who once scolded the boss in the circle of friends, but also of my years at Huawei.
At that time, the strict assessment system always urged me to try my best to run forward-no one wanted to get a C.
Ren, the head of Huawei, said that the immortal bird is the phoenix.
As far as the hundreds of people I have contacted who have left Huawei at present, when it comes to Huawei, their most frequent word is thank you.
The wolf culture has profoundly shaped the indomitable spirit of the former Huawei people and the spirit of never giving up. This spirit enables them to overcome difficulties in new fields.
So the gratitude of these nirvana-reborn phoenixes is from the heart.
Comparatively speaking, our inaction is a great sin to employees.
I don't know what happened to the employees who were fired by Lao Yang and me. I hope they have all gained their own growth in the end.
three
Eliminate excuses
Is the most professional embodiment.
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When I first left Huawei, I wrote an article with my personal understanding of wolf culture.
The so-called wolf nature means an extremely keen sense of smell, a strong goal orientation, a spirit of never giving up until the goal is reached, a ruthless way to achieve the goal, and a merciless accountability when the goal is not reached.
During my stay in Huawei, what impressed me the most was the construction of the ancient town of Lijiang's 4G network.
At that time, Lijiang network belonged to other manufacturers. Because the ancient city is the core scenic spot, the property is extremely difficult to coordinate, the site is not at all, and the construction work is difficult to move.
According to the work interface, the operator should be responsible for on-site property coordination, and the manufacturer can't help it if the work can't be carried out.
Huawei understands this information and is keenly aware that this is an excellent breakthrough to expand market share.
The representative of our bureau immediately called the top leaders of relevant departments to hold an emergency meeting and issued a dead order: Lijiang's 4G network construction and operation and maintenance of the old city must be captured.
After success, everyone got a promotion and a big salary increase, and applied for various awards and bonuses from China District. If it's not finished, everyone is dismissed.
Middle-and high-level leaders are all desperate when they receive military orders. No matter the wind and the sun, no matter the working interface, I will stay in the ancient city every day and fight with various forces, which is full of verve.
The battle of all the people shocked the stubborn property managers in the ancient city, and everyone who saw Huawei turned around and ran away. After all, I have never seen anyone who can be so stubborn, so car-scrapping, cliques and hot pursuit. It is simply terrible.
The end result, of course, is a smooth entry.
With this landmark project, our office in China District was a complete success, and the delegates fulfilled their promises. Each participant is rewarded according to the degree of contribution.
Huawei's wolf nature is truly reflected in this project.
In contrast, for a long time, our employees were too used to making excuses for themselves.
The official account of WeChat is slow to popularize-the content is not attractive enough, so it is necessary to spend money to promote it on a large scale.
The reading volume of articles continues to decline-aesthetic fatigue, after all, no one will like what they write.
Missed the cooperation opportunity that could have been won-we are a small company, and it is normal for others to look down on us.
……
They all make excuses for their laziness and refusal to die.
And Lao Yang and I have repeatedly tolerated the untimely employees, which is also a hotbed of excuses.
From now on, I will directly assign a task to the official account operation of the internship WeChat: within one month, the new account will not be put into use to open the traffic master. Be positive, or leave. Please give me the result.
Sales are easier. If you can't sign your monthly salary within one month, please find another job.
The so-called wolf nature is actually nothing more than eight words: goal-oriented, put an end to excuses.
It's called major.
Above, it can be regarded as my small mentality and reflection since I started my business.
Based on the experience and feelings of benchmarking wolf company and wolf team, the management of Shenkeng Bureau briefly talks about personal understanding: the purpose of advocating wolf team is to get results in time.
1, let's talk about "getting results in time". One key word is "timely", because limited resources, limited opportunities and complicated situations are the norm, and there is no room for slow grinding; One key word is "result", because it is difficult to start a business, even mature enterprises are often under great pressure. Without a clear result orientation, employees at all levels will naturally escape. In fact, it is very common for companies of all sizes to fail in management. Therefore, we should respect the sense of urgency of "if we don't hunt today, we will starve to death tomorrow", which is the most important knowledge of the wolves.
2. Say "process" again. In one case, in many small companies, there is no real team. The boss is a wolf with a flock of sheep. The boss relies on his own resources and ability to do business, and the income is basically his own. This is the result of no process, and such companies often do not do much. On the other hand, some companies rely on people to create performance, but they don't pay attention to the fairness and openness of assessment, ignore the regulatory correction of business data and process loopholes, let alone the accumulation of methodology and the cultivation of personal growth. Such companies have achievements on the surface, but in fact there is no process needed for the development and growth of organizations and teams, which often hides great problems and crises.
3. Finally, talk about the characteristics. Wolves are essentially a group of hounds with the same ability and consciousness as wolves, not wolves! We admire the wolf nature because the "fierceness, keenness, cooperation and hunger" of wolves are the urgent mental state of starting a business, but the "cruelty, bloodthirsty and untrained" of wolves will also cause great crisis and harm to the company. There are countless realistic stories and literary, artistic and film works. In fact, we usually divide team members into four categories: hounds, oxen, rabbits and wild dogs. There is no such thing as wolves, which is why.
Companies with values admire the wolf team, and will not lack control and introspection, thus moving towards the coordinated development of performance and organization; Companies without values advocate wolf culture, and even if they achieve phased results, it is difficult to continue climbing stairs. Many wolf bosses make money, but their little wolves don't necessarily make money; After many times of hunting, only a group of "lone wolves" remained, and neither the team nor the individual evolved.
Investment perspective of Shenkeng Bureau, depth of workplace, return from bloody battle and talk about opportunities and pits.