Outstanding Leadership Genes Of Post-80S Enterprises

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The history of Chinese enterprises in the past 30 years is also a history of ups and downs, glory and disgrace and rise and fall of entrepreneurs.

Starting in the 80s of last century, there are not many outstanding entrepreneurs who are still alive. We chose Liu Chuanzhi, Ren Zhengfei and Wang Shi as three people.

Individual traits

Manning Coles Siti (Manning Curtis) summed up his words and put forward ten characteristics of Leadership: vision, ability, enthusiasm, stability, caring for others, self-confidence, tenacity, vitality, charisma and integrity.

The ten trait is one person, and it is almost the perfect leader.

However, from the perspective of China's specific business environment, the valuable question is: what are the most outstanding characteristics of Chinese outstanding entrepreneurs? We believe that in addition to enthusiasm and vitality, there are three distinctive characteristics: vision, tenacity and integrity.

Vision

In the process of entrepreneurship development, Chinese entrepreneurs attach great importance to the role of vision, spontaneously put forward their vision and firmly believe in it.

Liu Chuanzhi constantly set up vision for Lenovo, "building machines", "10 years 10 times", "let every Chinese family own a computer", "carry the banner of national industry", "take the lead in the dream of the world's 500 strong", "high-tech Association, internationalization Association"...

These visions, at different stages, can be used to motivate Lenovo to succeed step by step in a proper way. When Ren Zhengfei takes a group of young employees to work together, eat and stay together, he will talk about "taking national industry as his responsibility".

In the basic law of HUAWEI, the "world-class equipment supplier" has become a clear vision. After subtracting and focusing on the industry, Wang Shi positioned Vanke's vision as "the continuous leader of China's real estate industry". At the time of its 20th anniversary establishment, Vanke launched a new international benchmark.

Tenacity

Facing the specific institutional background and immature business environment, we must also compete fiercely with domestic and foreign competitors. Chinese entrepreneurs face unimaginable difficulties and challenges.

If we do not have the quality of tenacity, it is impossible to bring the enterprises to the road of survival and development.

Liu Chuanzhi encountered and dealt with "Liu Ni dispute", Sun Hongbin's imprisonment, successor arrangement, IBMPC merger and other important events, and had to "turn a big bend" to solve the equity problem and properly place the "old man". In the beautiful spring between the north and the winter of HUAWEI, Ren Zhengfei was constantly experiencing the industry's cold and warm. From the county level market hard to enter the domestic market, from the third world intervention to the international mainstream market, Ren Zhengfei was determined and persevered.

Integrity

"Leaders" are the founders of core values. Only by sowing the seeds of honesty and integrity can we bloom the flowers of respect and trust and bear fruit of loyalty and achievements.

China's social economy is in a pitional period, and its values are diverse and messy. Outstanding Chinese entrepreneurs always stick to principles and are full of moral sense.

Wang Shi advocated "sunshine culture" in Vanke, and dared to publicly claim "no bribes", even if he could not get a good plot. Liu Chuanzhi wrote to his father's eulogy: "just being an upright person is my good child."

In this sentence, I have guided me for 40 years.

It is interesting that mixing these three traits will bring about the image of "Chinese color": strong sense of mission and extraordinary personal charm.

Another outstanding leader is the product of the times.

For more than 20 years, outstanding entrepreneurs who have continued to develop their businesses have strong sense of mission. They have personal aspirations not only to "do something" but also to the great ideals of serving the country and revitalizing the nation.

In the era of business enlightenment, this sense of mission drove them out of the old system and became a social "alien" and a commercial pioneer.

In the eyes of like-minded latecomers, they are the heroes who have shouted their arms and have extraordinary personal charisma. This charm has played a decisive role in the growth history of Chinese enterprises.

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Management style

Trait theory tends to study the internal characteristics of leaders, while behavior theory focuses on the external behavior characteristics of leaders.

Robert Jane (Robert Blake) and Jane Merton (Jane Mouton) put forward the management grid theory, taking the "care for production" and "care for people" as the coordinates, the leaders' management styles were mainly divided into four types: poverty type, country club type, authoritative type (blood sweat factory type), team type (full function type).

Judging from the practice of Chinese enterprises in the past 30 years, a number of business leaders seem to care more about people, which correspond to the "Country Club Style", especially family businesses, township enterprises, school run enterprises or "buddy enterprises".

But in essence, they do not really care about people, but are concerned about interpersonal relationships and human relationships, and their management style is more like "Jianghu heroes" and does not belong to the category of business management.

There are also a number of business leaders who are extremely concerned about production and ignore the existence of human beings and have made them into "sweatshops".

They are concerned with "short-term interests" and "real gold and silver" rather than the strategy and development of enterprises.

More leaders are trapped in the quagmire of poor management, which makes it impossible for enterprises to break through or even survive.

In fact, type division is for academic convenience, while leadership behavior must be the combination of "man" and "thing", and "organization" is the natural platform for the integration of the two.

Unlike Western managers, Chinese business leaders should not only pay attention to people and events at the same time, but also deal with the balance between the two, and establish an organizational platform to promote the pformation from individualization to organization.

China lacks a real professional team and lacks laws, systems and norms that are compatible with the market economy.

In the past 30 years, in order to survive and sustainable development, Chinese enterprises have paid a higher price than western enterprises.

In the process of hard practice, excellent Chinese leaders have gradually explored an effective management path and organizational evolution process.

First of all, we should pay special attention to matters, focus on matters, emphasize task oriented, goal oriented and result oriented, so as to impact and break the sense of political role of "masters". On this basis, we should increase the degree of concern for people, but the key is to build human resources management system and mechanism, to guide and motivate people to do things initiative and enthusiasm.

Of course, even the best Chinese enterprises are far from being "human centered".

In essence, excellent leaders are team management styles from beginning to end, but they are different in stages.

The focus of Ren Zhengfei's criticism is the characteristics and events of "mattress culture", "wolf sex" and "karoshi". Even HUAWEI is regarded as "sweatshop" by some people.

As a matter of fact, HUAWEI is the best in the Chinese business sector, no matter what it attaches importance to, the degree of encouragement, or the efforts to build the human resources system.

"My father and mother", the article, is more to show Ren Zhengfei's tender feelings of the iron man incisively and vividly.

In the field of highly competitive communication equipment, in the high tech industry, which is seriously deficient in core technology, the seemingly cruel performance orientation is a rational choice in the particular stage of the organization, which is the embodiment of Ren Zhengfei's profound understanding and assurance of the balance of "people and things".

Liu Chuanzhi's syllogism of "teamwork, strategy and team" is also a vivid reflection of the balance between people and things.

On the successor of Yang Yuanqing and Guo Wei, this idea has been consistently implemented in the strategic measures of withdrawing from IT services and acquiring IBMPC business.

Wang Shi has always stressed the norms of doing things and the professionalization of people, and has always maintained the balanced development of "people" and "things".

On the contrary, those leaders who do not pay attention to balance are mostly silent or short-lived.

Behavioral motivation

What are the common characteristics of the deep motives of decision behavior? Based on the theory of David Mcclelland, Professor David of Harvard University, leader motivation is the combination of three motives, namely, power motivation, achievement motivation and affinity motivation.

Chinese people are naturally lack of affinity motivation. Therefore, we focus on the achievement motivation and power motivation of Chinese business leaders.

Achievement motivation

A leader with strong achievement motivation is concerned with achieving the best and achieving personal success by doing things. The foothold lies in the matter itself and the individual role. The enterprise is just a platform or tool to achieve personal achievement.

Leaders with strong achievement motivation generally showed strong technical orientation and professional inclination. The most typical ones were Steve Jobs of Apple Corp and Richard Branson of Virgin Group.

Power motivation

This "power" is not a "power" in the traditional Chinese language system. It means that leaders can reach a higher goal by influencing and driving a group of people, focusing on organization and goal, paying special attention to the composition, construction, development and pformation of the organization.

Leaders with strong power motives do not regard enterprises as carriers of personal aspirations, but take business organizations as the main body of carrying and creating value.

Most of the entrepreneurs studied in the evergreen industry belong to this category of leaders.

The three benchmarks chosen by us are generally strong in their power motivation.

Whether Wang Shi, Ren Zhengfei or Liu Chuanzhi are not technical experts in the industry, they all have unparalleled personal authority, and have gathered a large number of professional and technical personnel to push enterprises to become stronger and bigger.

They do not have no motive for achievement, but only a large part of them are turned into power motivation. The satisfaction of their sense of achievement does not come directly from the experience of individual work, but rather from the spiritual pleasure of organizational development, talent growth and social contribution.

"Team building", "setting strategy", "bringing teams" and "entering the model" are the most important tasks for Liu Chuanzhi.

For the sake of "organization" growth and continuity, he spared no effort to "lay down his hands and kill". Ren Zhengfei always asked himself: how long can the red flag last? The introduction of the basic law of HUAWEI, the introduction of Western management, and the internationalization strategy based on myself all sparkled his wisdom in organizing the examination.

In the 30 years history of Chinese enterprises, few outstanding leaders with strong achievement motivation are rare.

Professor Wang Xuan, who is typical of Peking University Founder, has a great talent and interest in technology, but lacks in organizational construction.

But legend Shi Yuzhu created a series of business miracles, but did not create an excellent enterprise, which is closely related to his achievement motivation too strong.

There are two famous public cases in the history of the development of Zhongguancun, that is, the dispute between Liu Ni and Lenovo and the four kings of all kings. This is a typical collision of the two kinds of leadership, and finally ended with "power machine" gaining the upper hand.

Leaders with strong power motivation are generally strong in their achievement motivation. They need to release some energy outside the enterprise, otherwise they will cause damage to internal organizations: after Vanke has taken the orbiting track, Wang Shi began to climb mountains, navigate and travel long distances, and pursue and achieve personal inner achievements in nature. Liu Chuanzhi quit the association to make investment, and enjoy the personal accomplishment of helping others.

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Contingency characteristics

The trait theory and behavior theory of leadership are not static, and the business environment is constantly changing. How to respond to the needs and changes is the meaning of leadership. Therefore, situational theory arises at the historic moment.

Situational theory holds that universal character and behavior do not exist. Effective leadership depends on the following three roles: leaders, followers and situations. The three must match, and leadership will come into being.

We analyze the contingency characteristics of excellent Chinese leaders from two dimensions of time and space.

Time dimension

The improvement of China's business environment requires different leaders' leadership.

In the 80s of last century, the shackles of the planned economy had just been loosened. The operators were mainly "self-employed", and the commercial resources were basically in the hands of the government. Feng Lun called it the era of "relying on the father". The key ability of the business leaders lies in "understanding the overall situation and relying on big trees".

Liu Chuanzhi founded Lenovo with the help of the background, technology and talents of the Chinese Academy of Sciences.

In 90s, the market economy is in the ascendant, but the external environment is still not perfect, and the market elements are not matched.

What can be done and how to do it still needs groping, advancing and even advancing. Feng Lun called it the era of "relying on courage".

Leaders at this time should be courageous, resolute, courageous and persistent.

For example, Ren Zhengfei fully realized the importance of talents, especially R & D talents, but the private economy was not concerned. The government did not give graduates indicators. Graduates were interested in foreign-funded enterprises and had no interest in private enterprises. How did he do that? He had won the battle of large-scale recruitment with advanced vision and extraordinary skills.

Among them, the strong support from the Shenzhen municipal government and the State Education Commission has promised to exceed the salary level of foreign-funded enterprises.

Liu Chuanzhi led the Lenovo army to discern the needs of Chinese consumers, seize the weaknesses of their competitors, and give full play to their strengths in execution so as to quickly seize the Chinese computer market.

Wang Shi resolutely implemented the shareholding system pformation and successfully listed, laying the foundation for the sunshine culture and professional manager mechanism.

Entering the twenty-first Century, the domestic market environment is getting better and better, and economic globalization brings new opportunities and challenges.

With the promotion of network information technology, the integration of business resources is more efficient. With the accumulation of outstanding enterprises, "rapid rise" has become an industry leader.

Leadership in this period is more clearly defined and adhered to.

At this point, the generality of the benchmarks is very prominent.

Vanke reversed operation when diversification strategy was rampant, constantly shrinking business and region, focusing on real estate convergence to focus on residential real estate, and stubbornly persisting in specialization and refinement. Lenovo took the lead in the mainland and firmly moved towards internationalization, and finally achieved milestone goals through mergers and acquisitions.

At the same time, Ren Zhengfei also led HUAWEI to follow the other path, focusing on and firmly approaching the international goal.

Spatial dimension

Leaders of different regional environments show different leadership characteristics.

Such as "Shenzhen (Shekou) gene" and "Zhongguancun gene".

The reason why Wang Shi and Ren Zhengfei become an alternative is closely related to the special environment of Shenzhen.

Shenzhen is the leader of China's reform and opening up, leading the pformation and innovation, and thus taking the lead in forming the group effect of excellent enterprises.

In view of Zhongguancun, the advantages of government resources, information resources and human resources are very obvious.

Because of this, although most enterprises are under the banner of hi-tech, they often start from "trade", rely on exogenous resources to achieve rapid growth, and become unable to extricate themselves from resource dependence.

With the change of the environment, the leaders who are aware of problems, such as Liu Chuanzhi, constantly adjust, pform and pform, the excellent Lenovo Inc can emerge, and the companies that are busy with short-term interests have long been missing.

Taking three benchmarks as samples, we analyzed the leadership characteristics of Chinese enterprises in the past 30 years.

There are still some important issues that need to be deeply considered.

For example, how do we go beyond individual to build team leadership? The "father to son" successor plan, "male first, female two" team combination, leader style leader, are these "good" models? Liu Chuanzhi, Ren Zhengfei and Wang Shi are all military origin. Does this contain the code of Chinese team leadership? Review is not for nostalgia, but for development.

But there are still many types of leaders who are not in the space, especially the new leaders in the Internet industry, such as Ma Yun, Robin Li, Ding Lei and Ma Huateng.

Although, from the perspective of 30 years' development of Chinese enterprises, these enterprises are not typical because they are "age", but they undoubtedly represent the rise of a new generation of business leaders. The leadership genes contained in them will have strong inspiration.

They are faced with the following problems: the world is getting more and more flat, communication is becoming more and more open, consensus is increasing, organizational management is becoming more and more convergent, human nature is more and more liberated, values are becoming more and more diverse, and people themselves are becoming more and more personalized.