Hello book friends, welcome to continue to be a guest in the reading circle of little scholars, today we will continue to talk about this book, against business. Today, we're going to take a look at how to create a climber culture in an organization where people can at least overcome difficulties quickly and get excited enough for each new challenge to survive uncertainties and tough times, embrace change and take the necessary steps to drive progress. It will also show enough resilience in the face of organizational setbacks. So how do you cultivate the organization's adversity quotient?Employees are usually asked to fill out a questionnaire and ask them a question about what kind of problems they have encountered at work. The common answer is usually, competition, continuous growth, doing more with less. Performance, communication, stress, and more.
With the growth of the organization, the fluctuations in the hearts of employees are like leaves in the wind, which is difficult to achieve. There are people who are just starting out, with enthusiasm and struggle, and when they encounter setbacks, they become quitters. Others also start with dreams, but when they reach a certain height, they become stagnant, content with the status quo, unwilling to climb again, and become campers. Such a shift is undoubtedly the biggest blow to leaders. In order to lead the team on the expedition, they set out on the journey with great anticipation, only to find that the team could not keep up. Especially after the development and growth of large enterprises, the business is stable, and the bureaucratic culture becomes more and more intense, forming the pathology of large enterprises, which makes those campers immersed in the illusion of comfort, unwilling to continue climbing, and even becomes an obstacle to enterprise reform, hindering the start of a new journey. As a result, businesses are in trouble, and Apple, the former giant, is no exception. After the success of Apple's second-generation computers, the company fell into a state of stagnation. Microsoft has also been in a difficult situation, like the watchman who only cares about camping. In the past, Ballmer ignored the constant changes in the market and clung to the dominance of Windows and Office. Although this approach was reasonable in the circumstances of the time, from today's perspective, his strategy can only be described as a typical and sound strategist, not a changemaker.
In other words, his way of thinking about holding his ground is like that of a brave archer, who camps on the grass, waits for his prey to appear, and shoots his bow and arrow as soon as he finds his target. This method undoubtedly has non-negligible advantages for survival and development in the short term. However, when the market environment changes, this strategy is like a ship without a weather vane, drifting aimlessly, and ultimately unable to escape the crisis.
Unlike Ballmer, the founders of Amazon and Huawei are like two intrepid explorers who don't stick to old camps and go out into a wider field. Starting from selling books, Amazon has not only expanded to all 3C categories, but also developed a logistics system, and has shown strong competitiveness in the field of cloud computing and artificial intelligence. Huawei, in the process of transforming from the original switch company, is not afraid of hardships and dangers, and finally becomes a leader in the 5G field, ranking among the top domestic technology companies and enjoying a global reputation.
Whether it is Amazon or Huawei, they are climbing the peak of technology and constantly surpassing themselves. Their success is not only because they have a unique business philosophy, but more importantly because they dare to challenge themselves and dare to take that step. As the ancients said, "If you don't accumulate steps, you can't reach thousands of miles."Only by continuous efforts and breakthroughs can we stand out in the fierce market competition. I once said earnestly: "The reverse quotient of the enterprise organization is actually the best contrarian quotient of the founder and the founding team." Only with the spirit of perseverance can it be possible to lead the team to success. As the proverb goes: 'Fish look for fish, shrimp look for shrimp.'" 'The higher the founder's contrarian quotient, the less likely the team recruited is to be worse. If the founders themselves are unable to face difficulties and give up easily when they encounter setbacks, then it will be difficult for the employees below to stick to their posts and resist difficulties together. The last years of the Ming Dynasty are a good example, Emperor Chongzhen lacked enough reverse business, how could he control the situation?And Xiang Yu was not so lucky, as soon as Wujiang was defeated, he completely gave up everything. In contrast, Liu Bang and Liu Bei, two guys who are often beaten and bruised, can always get up from failure. They lost their territory, they lost their teams, they even lost their wives, but they were always able to pick themselves up. There are some lessons we can draw from these contrasts: First, founders must have a resilient spirit;Second, to build trust, you must be able to do what you promiseFinally, it is necessary to have a stable mindset and not be easily shaken. This is the so-called reverse quotient, and it is also one of the most important spirits of our company. In the course of the art of leadership, we often encounter such things as the first.
Fourth, the first. V.
VI. VII.
VIII. IX.
X. X. X. 1. The twelfth and twelfth important laws. Among them, the fourth rule advocates that we should look at problems from multiple perspectives, not only see the flaws and mistakes of others, but should pay more attention to and encourage the strengths and highlights of others with a positive attitude.
The Fifth Rule stresses that we need to be good at finding hope in the positives, as Mr. Ma often said, he was once rejected by a venture capital firm, but in reality, it was the company that was not optimistic about Alibaba's development prospects.
The sixth rule is to remind us to have the courage to take responsibility, and when difficulties come, we must stand up to block bullets for the team, resist gossip, and use people without suspicion. As the Ming Dynasty emperor Chongzhen said, a counter-plot allowed him to kill Yuan Chonghuan, which was also because Chongzhen did not keep his promise and finally lost the Ming Dynasty.
The seventh law requires us to fully support our subordinates, no matter how big or small, we must give credit to the doers. As Huawei says, we have no choice but to succeed, and this requires us to do our best to create an environment for our team to succeed.
The eighth rule emphasizes that we should reward our team for small improvements in a timely manner, and use the joy of success to inspire greater motivation. As an old saying goes:"Give people roses, and there is a lingering fragrance in your hands"。
The Ninth Law tells us that when we encounter mistakes and failures, we should not blame others, but should rationally summarize the lessons and start again. This is also a kind of responsibility to take on and a driving force to keep moving forward.
The tenth rule requires us to believe in our beliefs and be determined to break the boat, as Huawei says, that we have no choice but to succeed. Only in this way can we hold our heads high in the face of many difficulties and create our own glory.
The eleventh rule suggests that we should always maintain a sense of humor, leave a more relaxed environment for innovation, and leave more space for employees to work and give them more time to think, rather than being filled with all kinds of work all the time. This can also stimulate the innovative spirit and creativity of employees.
The last rule, the twelfth rule, tells us that criticism and praise are fine, but the key is to save face for employees, give them a full voice, and encourage them to grow and progress together in the team. The good conspire with others, the wise seek self-interest, and great entrepreneurs realize their visions with wholehearted determination. In order to improve the organization's adversity quotient, we must first start with the goal, which is not only the development blueprint of the enterprise, but also the direction and belief of all people's struggle, and this belief, a steady stream of energy, comes from the firmness and perseverance of pursuing the goal.
Then there are the values, which are like beacons, guiding the direction of the company. Moreover, the cultural atmosphere is the cohesion and core of the corporate culture, and it is the belief and sense of belonging of employees. Then there is the team, a strong team is like a ship, the members work together and sail together to the distance.
Positive communication language is an important link within a business, bridging barriers and facilitating communication. Finally, there are the coaches, who, like captains, lead the company through the treacherous shoals and sail to the other side of success. Therefore, in order to protect the enthusiasm of our employees and stimulate creativity, we should establish a free and relaxed environment, so that innovation becomes a natural behavior for everyone. Let's work together for the future of the company!The painting cake of vision, like the sun of tomorrow, illuminates our way forward;The value of the vision, like the gold brick, paves the way of our life to be solid and broad. Everyone aspires to be a hero in their own lives, and the role of the founders and management team is to hold up the sky and call us to the brim. We don't need to be afraid, we just need to be firm in our beliefs, because our strength is the foundation of our survival.
Here, culture is like a beacon that guides us in the direction of progress. We insist on setting an example, not only with practical actions to set an example, but also with practical actions to inspire others. We provide help, encourage innovation, and inspire enthusiasm so that every climber can have the confidence and opportunity to show their self-worth and become a pillar of society.
We don't give up on any climber easily, because he or she could be the next successful hero. For those employees who are reluctant and have negative emotions, we will take decisive measures to ensure a positive team atmosphere. However, communication is the most important part, because it is only when we listen sincerely that we can truly help others and connect our hearts.
Finally, we need to establish a rapid alert mechanism to immediately initiate an alert for any situation with a low adverse quotient and correct it in a timely manner. It's a form of self-protection and responsibility to the team. Only in this way can we truly move forward as a whole.
I know that the cultivation of adversity quotient is very important. Taking the team as an example, I suggest sorting out the anti-quotient guidance process and constantly emphasizing it in the meeting. In this way, even if the team has a low adverse quotient, it can be identified and guided in time. Creating a team with a high adversity quotient is like having an iron army, indestructible, and resistant to all difficulties. "Building a high adversity quotient is not achieved overnight, but a process of continuous development, which requires us to continue to temper. As one author put it, learning is a five-stage process: first, we don't know our ignorance, then we realize that we are inadequate, then we think we have mastered everything, then we transcend our own knowledge, and finally we forget our own achievements. This may seem like a familiar knowledge, but it's also a common learning process. Many people have questioned this, arguing that there is actually no clear difference between the third and fourth stages, but only two different manifestations of mastery and selflessness. Indeed, the third stage means learning, while the fourth stage signifies attaining mastery skillfully. For example, when you learn to drive, you may still be considered a novice, and you will only be able to master the technique without a master until you have gone through a stage that you don't know about, but actually have mastered. In addition, the author goes on to introduce the fifth stage, that is, not knowing what you are good at, which is not much different from the fourth stage. It indicates proficiency in the stress response, and the difference is only whether it is competitive or not. For example, if your basketball skills are at a professional level, you may be able to shoot a basketball, go to the basket, or even close your eyes to hit the target. But it can be unsettling whether you'll be able to maintain a consistent performance in the face of tough opponents or stressful adversity. We often see a lot of turnovers and missed dunks on the world stage, which is a hint that we haven't reached the fifth level yet. Therefore, this level involves not only training the speed and accuracy of reactions, but also developing our resilience to stress and improving our ability to manage the situation in the face of adversity. From dreams to visions to beliefs, these three stages help us face adversity, move from despair, and ultimately survive adversity. It is only through a positive and optimistic vision that we can fight our way through the bloody battlefield.
My understanding is that dreams refer to a desire and desire in our hearts. Vision is the process of concretizing and staging dreams, that is, formulating clear implementation steps and means. Let dreams no longer be just fantasies, but tangible realities. For climbers, turning dreams into visions is a crucial step in achieving their goals. Only by believing that you can achieve all this, can you move forward and climb the peak.
That's what this book is all about, in fact, he made one of the most important points, don't always feel powerless, as long as you think about it, there are still many solutions. At least be able to reduce losses. In addition, there are some things that seem to be unsolvable in the short term, so over time, there may be solutions in the long term. When talking about this book, Huawei spent 3 years to break through the chip blockade imposed on us by the United States, and successfully launched the Kirin 9000s, 7nm chips, and also brought the mate60 mobile phone. It has set a very good example for the people of the whole country. As long as you don't give up, the game isn't over.