According to the company's meeting rules, anyone who is late for the weekly meeting is fined 50 yuan. One day, the meeting recorder, HR specialist Xiao Zhu, was late for the meeting. When asked, it turned out that Xiao Zhu was late because he had to handle some temporary work issues. So, do you think Xiao Zhu should be fined?
Those who think he should be fined focus on 'matters' and believe that everyone is equal before the rules. To ensure things are done well, there are no excuses.
Those who think he shouldn't be fined feel that Xiao Zhu was late for work reasons. If fined, Xiao Zhu might not accept it. This is a focus on 'people'.
Both viewpoints have merit and supporters. There is no definitive right or wrong; each company sets its own rules. It's important to note that there will always be managers who disagree with you—some focus on 'matters', others on 'people'.
If you choose to fine Xiao Zhu, which of the following two actions would you take?
- First, announce at the meeting that Xiao Zhu was late and fine him 50 yuan.
- Second, announce the fine, explain the reason for the fine at the meeting, and then communicate with Xiao Zhu afterwards.
In comparison, you would likely choose the latter. But that's just what you think theoretically; in practice, you might not go to such lengths. This is the gap between 'knowing' and 'doing'. Why don't you 'do' it? It's because you don't value it enough, thinking it's unnecessary. It's like knowing that quitting smoking is important, but you still can't quit.
If you would actually do the second option, you are an extroverted manager (here 'extroverted' refers to work style, not personality). Otherwise, you are an introverted manager.
Based on the above two classifications, we can categorize four types of people:
- First, those who focus on 'matters' and are extroverted. Chairmen often belong to this category. They are full of fighting spirit, goal-oriented, and action-driven. When focusing on goals, they don't pay much attention to others' feelings. They are not heartless; they treat themselves the same way because they believe personal emotions are insignificant compared to goals. Perhaps they become chairmen because they possess these traits.
- Second, those who focus on 'matters' and are introverted. Financial and technical personnel often belong to this category. They are sensitive to equipment, products, drawings, and data, enjoy researching their specialties, but are not good at communicating with others.
- Third, those who focus on 'people' and are extroverted. Salespeople often belong to this category. They are good at communication, reading people, and taking care of others' feelings. They are flexible and willing to compromise on small matters.
- Fourth, those who focus on 'people' and are introverted. Logistics personnel often belong to this category. They are meticulous and patient, handling large amounts of data and forms without complaint. They have a gentle temperament, good interpersonal relationships, and high cooperation at work.
Which of these four types can be missing?
- Without the first type, the company lacks a soul.
- Without the second type, the company lacks a brain.
- Without the third type, the company lacks a voice.
- Without the fourth type, the company lacks hands and feet.
During the Warring States period, Lord Mengchang of Qi liked to recruit all kinds of people as retainers, claiming to have three thousand guests. He accepted everyone, letting those with talents use their abilities and providing room and board for those without.
Once, Lord Mengchang led his retainers on a mission to the state of Qin. The ministers advised King Zhao of Qin: 'Keeping Lord Mengchang is not good for Qin.' King Zhao agreed and placed Lord Mengchang and his men under house arrest, planning to find an excuse to kill them. King Zhao had a favorite concubine; whatever she said, King Zhao would not contradict. Lord Mengchang sent someone to ask for her help. The concubine agreed on the condition that she receive a priceless white fox fur coat (made from the armpit fur of a white fox) as a reward. But upon arriving in Qin, Lord Mengchang had already presented this coat to King Zhao. At that moment, one of his retainers said, 'I can retrieve the coat.'
This retainer was skilled at sneaking through dog holes to steal. He first gathered information, knowing that King Zhao particularly loved the coat and didn't wear it often, keeping it in a treasure room in the palace. He easily sneaked into the storage room and stole the coat. The concubine was overjoyed to see the coat and managed to persuade King Zhao to abandon the idea of killing Lord Mengchang and send him back to Qi. Lord Mengchang anticipated that the king would regret it, so he immediately led his men to ride eastward secretly at night. When they reached Hangu Pass (in present-day Lingbao County, Henan Province, then the eastern gate of Qin), it was midnight. According to Qin law, the pass only opened at dawn when the rooster crowed. How could a rooster crow at midnight? While everyone was worrying, another retainer of Lord Mengchang could imitate a rooster's crow. The guards, though puzzled, had to get up and open the gate to let them out. At dawn, King Zhao learned that Lord Mengchang and his party had escaped and immediately sent troops to chase them. When they reached Hangu Pass, the group had already left long ago.
So, as long as managers grasp this characteristic, they can view others with tolerance, integrate various talents, and let each display their abilities.
When employing a person, the most important thing is to leverage their strengths, not to constantly correct their weaknesses, because no one is perfect.
Enterprises often feel difficulties in recruiting and retaining talent, but this is caused by wrong perceptions. Most enterprises don't need exceptionally outstanding talents; what they need is to build a good system. 'Rely on the mountain and it will fall; rely on people and they will leave.' Only by relying on the system can we achieve 'balance of yin and yang', allowing everyone to play to their strengths and achieve the effect that 'the whole is greater than the sum of its parts'.
Enterprises don't need perfect individuals, but perfect teams!
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