_ Zhang Ruimin says: Haier is a 'self-managing entity,' everyone is a CEO, and we adopt an 'inverted triangle' management model; Kazuo Inamori states his enterprise uses 'Amoeba management' to gradually turn every employee into a deity. Both entrepreneurs are revered as gods by their employees, and their employees are continuously becoming gods. _ Whether it's Haier with its 'self-managing entities,' 'everyone a CEO,' and 'inverted triangle,' or Inamori's 'Amoeba management' and the revival of Japan Airlines, these are companies that treat employees as gods. Employees create myths by solving the problem of moving from 'having to having more'; entrepreneurs create myths by leading a group of gods to create even greater myths as spiritual leaders... Zhang Ruimin says: 'The entrepreneur's myth is heroism, which relies on innovation and courage to lead forward, but its essence is still rule by man. The employee myth is institutional culture, which relies on mechanisms and systems to regulate progress, ultimately rule by law. Both groups must create myths. Entrepreneurs must solve the problem of 'from nothing to something,' while employees must solve the problem of 'from having to having more.' To achieve this leap, entrepreneurs need ideas, concepts, courage, and the bravery and perseverance to break through all obstacles; the employee team must have the ability and value to carry the creation of myths.' Kazuo Inamori: 'Whether in execution or market terminal performance, everything focuses and manifests on the employee. How important are employees? As important as you say they are. Consider this analogy: if you place all the above into a circle, everything circulates within it, everything is interconnected, nothing is independently important, nor is importance independent. The starting point of the circle is the entrepreneur, the endpoint is the employee, and then it starts again with the entrepreneur. People have always spoken of entrepreneurs as myths, but in fact, it is the employees who should be mythologized.' Management is managing affairs; leadership is leading hearts. So, knowing how to communicate with others is actually about leading their mindset. At this point, your management methods differ, and the results will differ. If you only emphasize excessive autonomy, which is certainly important, you must remember that people are not machines; they are emotional beings. Successful managers, excellent leaders, and top-tier world-class influential figures all use leadership. What is a good enterprise? An enterprise that wholeheartedly and unwaveringly considers its employees is a good enterprise. What is good culture? Culture that can subtly influence and cultivate employees who are 'wholehearted and unwavering' is good culture. What is a good system? A system that can constrain and guide, shaping employees who are 'wholehearted and unwavering,' is a good system. What is a good employee? An employee who wholeheartedly and unwaveringly considers the company is a good employee. Good employees are the source of all motivation, the root carrier of all carriers, and the 'everything' in everything. The company, culture, system, leadership... are all '0's. '0' has no size or order, but the employee is the Arabic numeral before the '0'; their energy determines the energy of the entire team. Their size (quality, ability, innovation, risk, etc.) determines the size of the enterprise and whether everything is effective; they have veto power. What is a good leader? A leader who can manage the future and cultivate employees who are 'wholehearted and unwavering' is a good leader. A good company has good culture, good systems, good leadership... and everything good; it is the carrier of everything. Good culture is the centripetal force of 'not doing well, not trying hard, makes one feel embarrassed'; Good systems are the braking force of 'wanting to learn bad, wanting not to learn, is harder than reaching the sky'; Good leadership is the source power of 'company development, system design, and cultural cultivation'; How important are employees? Let's take a look To understand a company, you don't need to understand its strategy and plans; To understand a leader, you don't need to understand his thoughts and statements; To understand a system, you don't need to understand its conception and framework; To understand all this, you only need to examine the 'him' called the employee. In a company with plans, employees have goals and plans; In a culture of innovation, employees have passion and motivation; A leader who considers subordinates will surely have employees who consider the leader and customers; With a good positive-energy system, its employees will inevitably be well-behaved and courteous. Employee satisfaction is the prerequisite for customer satisfaction If employees are dissatisfied, the enterprise's execution cannot go far; If employees are dissatisfied, the leader's management is incomplete; If employees are dissatisfied, the corporate culture design has flaws; To make employees satisfied, all this requires heart. A sad chef cannot cook sweet dishes; employees with resentment cannot produce satisfactory products. Employees can create myths, but the prerequisite and foundation are that the enterprise and leaders must first achieve: 'Make employees wholehearted and unwavering'! How to make employees Wholehearted and unwavering? To make employees 'wholehearted and unwavering,' one must clarify what the purpose of employees' work is and what they want. Solve these two problems, and then with artistic handling, it can be achieved. What is the purpose of employees' work? Even many employees themselves haven't thought clearly. Is it to earn money? Not solely. Is it for skill improvement? Is it to support the family? Or to seek a luxurious life? Is it for life value and ideals? Whatever it is, it ultimately cannot escape reality. But all this does not affect clarifying the employee's purpose. (Employees who clarify their purpose are not ordinary employees; leaders who can analyze employees' purposes and manage accordingly are by no means ordinary leaders. Many employees, for many years, don't know what they want or what suits them; many managers, after much experience and years of struggle, still don't know how to manage people and hearts. Management must manage hearts; lacking this awareness is the most可怕 thing, unrelated to ability.) What is the employee's purpose? Hard to answer, so what employees want also becomes vague. Employees want comfort; in fact, 'a hot shower after work, a cup of coffee at noon, a space to vent anger' is a kind of comfort. It's not hard to understand that employees want many things: They want flexible work, rest when they want, work hard when at work; employees want travel and vacations; employees want to work while taking care of children; employees also want houses, cars, and women or husbands. Employees want 'less work, more pay.' In fact, 'high quality and efficiency, free space, setting goals' is a disguised form of less work and more pay. What is the employee's purpose? What do employees want? In fact, we managers also want these things. We have also gone through the employee process. But managers are like 'just discarded the begging stick, then turn around and beat the beggar,' lacking empathy. What exactly is the employee's purpose? What exactly do they want? If we really think about these questions and answer them in detail, no one can sort them out. But all phenomena that cannot be explained by 'details' can be approached from a macro perspective. The employee's 'purpose' and 'wants' can be known if managers put themselves in their shoes. In fact, everything originates from the 'heart'; the difference between Chinese and Western management lies in the grasp of 'human hearts.' With this, all employee wishes are easy to understand: once employees fall in love with the company and the boss, even the most difficult things become easy. 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