Source: Internet Xu Jiajun was the head of Huawei's data center, a top technical expert, a first-level department director, and a vice president of Huawei, with an annual income exceeding 10 million yuan. He went from being an ordinary company employee to a vice president at Huawei earning millions annually, and then left Huawei to join Baidu. Xu Jiajun's ten years of professional experience and lessons are definitely worth learning from for anyone aspiring to success. We can also gain a glimpse into Huawei's operational processes and Xu's career planning. There are no inherently good jobs in the world; when you put in enough effort, good opportunities will come to you. Dear Brother Zhengfei: In the blink of an eye, I've been working for ten years. My decade at Huawei coincided with the company's rapid development, from being unknown outside professional circles to becoming a household name. I witnessed the company's years of struggle and also immersed myself in it, learning to swim while swimming in the tide, reaching where I am today.**** Now I am leaving the company to start a new career and take on new challenges. What I am about to do is highly risky, with a high chance of failure; whether there's a chance of survival after nine deaths is uncertain. Before starting this new venture, I thought it wise to summarize the past ten years in detail. Working in a large, rapidly developing enterprise like Huawei can be a refining experience. If I can distill the lessons and insights from these ten years, learning key principles of doing things and dealing with people, I believe it will greatly benefit my future. Over the years, some people have left the company and written articles or books, criticizing and commenting on the company, evaluating senior leaders one by one. Personally, I feel that aside from providing some entertainment value, what benefit does it bring? The company continues to develop, and behind that development lie the dreams, efforts, contributions, sacrifices, struggles, complaints, dissatisfaction, sedimentation, departures, hopes, and disappointments of 60,000 people. The internal logic of opportunities, major decisions, crises, and mistakes behind that development is not something outsiders can clearly explain. I don't want to dwell on the company; I just want to reflect on my own work experience, think about what efforts I made, what contributions I made, what made me happiest, what benefited me most, and what I learned. Overall, my ten years at Huawei were somewhat muddled. Initially, I didn't seem to have grand ideals or detailed plans; I just focused on doing one thing well at a time. Through my own summaries and reflections, I hope to be more planned and clearer in the future. After some thought, I believe the following points are the experiences and lessons I've deeply felt over the years, worth carrying forward.

One

"Start with small things, learn to lose, and cooperate with others"

This was the last lesson before graduating from graduate school. The electronics teacher gave us a few final words. Although I've forgotten the teacher's name, I still remember these words to this day. In my work at Huawei, I've increasingly felt the profound truth in these simple principles. Starting with small things doesn't mean being content with doing small things forever, nor does it mean boasting and aiming too high. Learning to lose doesn't mean enduring losses; it means not being petty about temporary gains and losses, and having the courage to let go at critical moments.

Two

"The bigger your heart, the bigger your stage"

Much of our success comes from daring to think and daring to act. Just like when I first received a problem ticket, I didn't understand it at all, but I dared to try, dared to solve it, and actually did solve it. Similarly, when we worked on SPES, even with no people, no technology, no accumulated experience, and with big companies like CISCO also working on it, we dared to do it, dared to promote it, without blindly worshipping or fearing authority, and we achieved success. Of course, this isn't just blind boldness. Having a big heart also means actively paying attention to the broader external world and having an open and tolerant mind to accept new things.

Three

"Study hard and make progress every day"

This phrase is most apt to describe the requirements for IT professionals. True successful people and experts are those who are "least afraid of learning." If there's something they don't understand, they just pick it up and learn. We have a technical guru in IT now, Tan Bo. He wasn't born a guru; he became a super expert through learning from being an outsider. He once told me that when he first started as a UNIX system administrator, he was shocked to see the # prompt because he had been developing on UNIX for years with the % prompt and never had administrator privileges. Look at the expert's initial level! When he worked with me on the backup project, I asked him to research Oracle database point-in-time rollback backup and recovery methods. He took the term literally, thinking database rollback was like a person walking backward, which was quite humorous. But he got up early every morning and read for an hour before work. Over years of accumulation, he has become an unchallenged super expert in systems, databases, development, and other fields. However, learning is definitely not just from books; more importantly, it's from practical work and from those around you. For example, one of the most important concepts I learned at Huawei is "to be good at using adversity." During Huawei's winter, the company didn't emphasize difficulties every day but proposed "using the winter's opportunity to reverse the global competitive landscape" and actually succeeded. Without that winter, Huawei might have lagged behind industry giants for many more years. When Huawei was sued by CISCO, it didn't panic but actively responded, using the lawsuit to achieve a level of brand awareness that might have cost hundreds of millions of dollars otherwise. These examples of turning near-catastrophic situations into favorable conditions for success left a deep impression on me and made me greatly admire the company's senior management.

Four

Be brave in practice, brave in making mistakes, and good at reflection

Many things are easier said than done. The key is to take action, especially with management theories, methods, and concepts. Empty talk and empty planning are useless; it's better to actually do it, then continuously reflect and improve. Practical results are the most convincing. Without repeated practice and reflection, even universally known things are not easy to do well. Take a small example: managers should know how to listen. I think 99.9% of Huawei managers understand this, but how well do they actually do it? How many Huawei managers can avoid interrupting others? Avoid jumping to conclusions or definitions? Avoid rushing to provide solutions? How many managers can naturally guide the other person to express themselves? Ask about their feelings? Confirm that they understand the other person?

Five

Have methods and routines

Think systematically about problems and design solutions strategically

In the early years of my work, due to some successes and some technical research, I started to become arrogant. Later, the company spent heavily to bring in a large number of consultants, and at first, I wasn't very impressed with some of them. But as the company grew and IT complexity increased, I gradually understood much more. Professional experts in Western companies have methodologies and routines for everything, even for how to run a meeting. Later, I became interested in studying these routines, summarized many of my own, and trained and discussed them with key department members. In a complex environment, many problems can no longer be studied and solved in isolation; they require systematic methods and strategic vision. For the operation of an organization, the design of systems and processes especially requires this. Einstein said: We can't solve problems by using the same kind of thinking we used when we created them.

Six

Think independently, don't follow the crowd

When a company gets big, with many people, it's easy to just go through the motions. People easily fall into a state of drifting with the tide, not delving into business, and failing to see problems and dangers. Experts have done research showing that when an avalanche occurs, victims usually come in groups, rarely as individuals. The reason is simple: an individual in avalanche-prone areas would be quite cautious and alert. But in a group, the larger the group, the more each individual has a false sense of security and follows the crowd's judgment. However, reality is that no matter how strong the group, avalanches are irresistible. Therefore, I think maintaining the ability to think independently is particularly important in large organizations.

Seven

Complain less, talk less

Be proactive and do more practical things

I used to be a cynical person who complained a lot, often falling into complaining. But years of work have changed me because I've learned that complaining is the most useless thing. The world will always have imperfections and troubles; the only solution is to face them and solve them. Do practical things to change the unsatisfactory status quo and change our unsatisfactory selves. In fact, many things worth complaining about are caused by ourselves. For example, it's common in society for retired senior officials to complain about the decline of morality and the fickleness of the world. If you look into it, the reason might be that when they were in power, they were arrogant and treated others like dirt.

Eight

Be responsible for your career, your goals, and yourself

Successful people are often self-disciplined, keep promises, and stay focused

Large enterprises will inevitably have performance appraisals, merit-based rewards, KPIs, leadership instructions, and even a bit of corporate politics. But if we one-sidedly pursue appraisal scores, KPI indicators, power and money, and being responsible to superiors and others, rather than being responsible to ourselves and our own goals, losing our sense of mission, responsibility, enthusiasm, and curiosity, we will never reach our best state. And if an enterprise can successfully create an environment where each individual can perform at their best, the enterprise will be invincible.

Nine

Cultivate more humanistic and aesthetic sensibilities

It seems unrelated to work, but it's actually very related

Outstanding achievements are inseparable from the pursuit of beauty. The greatest scientific discoveries often contain order, simplicity, and beauty. Without a pursuit of aesthetics, people will do ugly things, use any means, and settle for mediocrity, lacking elegance, and this will not last long.

Ten

"Everyone's good is truly good"

Care about people, help people, treat people sincerely, and be honest

In today's rapidly developing society, the media overemphasizes the growing indifference and cunning in interpersonal relationships. But the actual society and communities might not be like that. At least before I came to Huawei, I had some unknown fears about interpersonal relationships in a large enterprise, but in reality, almost everyone in this collective was open and sincere, with harmonious relationships. So the key is that we ourselves must treat others sincerely and put ourselves in their shoes when interacting. Of course, conflicts at work are inevitable, and there's no need to avoid them. In fact, many conflicts are very beneficial to an organization, just like a couple often feels closer after a fight. As long as we grasp two principles:

1. Focus on the issue, not the person.

2. Be kind to others. This way, we can guide moderate conflicts in a direction beneficial to both ourselves and the organization.

Eleven

An open and sharing attitude

Working in a high-tech company, if you have a conservative and closed mindset, your growth will definitely be hindered.

Twelve

Manage your time well

Working at Huawei for ten years, 3650 days, with about 3000 working days, I really doubt whether all this time was spent on the most important things, and how much effective, productive work time there actually was. Time management is one of the biggest lessons I've learned at Huawei, and it might also be a company-wide issue. Work lacks planning, often being constantly interrupted; or constantly interrupting colleagues and subordinates; or endless meetings and discussions taking up most of the time; or being led by one's interests, spending a lot of time on irrelevant things; or spending a lot of time on trivial matters, putting off difficult and important things until they must be addressed, then rushing to deal with them. Looking back now, if I had really managed these ten years well, I think I would have achieved much more. -END- The best FMCG distributor learning platform in China Dedicated to providing professional, practical, and applicable tutorials for enterprises and distributors Committed to helping Chinese FMCG distributors grow rapidly The most professional and practical knowledge base in the FMCG industry Reply with the red number below to get the corresponding content Reply with number 1 to view the complete knowledge base | 001 Excellent article selection | 002 Distributor market operations | 003 Terminal visit management | 004 Sales supervisor skills | 005 Sales improvement techniques | 006 Channel expansion | 007 Managing distributors | 008 Distributor development | 009 Distributor internal operations management | 010 Team management | 011 Efficient distribution techniques | 012 Sales manager's eighteen skills | 013 KA operation methods and strategies | 014 First lesson for new salespeople | 015 Internet, brands | 016 Distributor B2B transformation | [Long press QR code to follow]