1 Two months ago, a friend's startup went bankrupt. My friend is a gentle and refined gentleman with an impressive resume and outstanding abilities. Talking with him always feels like a spring breeze. He is warm and charming. He is meticulous and considerate. He remembers your birthday and sends blessings and red envelopes on that day; when he returns from a trip to Osaka, he brings you white chocolates as gifts; for subordinates who don't meet standards, he patiently counsels and comforts them; he also saves face for employees in public, swallowing the criticism that is on the tip of his tongue. He believes that in a free and relaxed environment, people are more inspired and efficient. So employees set their own work hours: as long as tasks are completed, they can come and go as they please. Everyone feels comfortable, and everyone likes him. My friend invested a great deal of effort, but after a lukewarm year or so, the project finally failed. While comforting him, I said, "You are a good person, but not a good manager." Compassion does not lead troops; righteousness does not conduct business. 2 My first leader was very sharp. His thinking was agile and clear, his work pragmatic and efficient, never wasting words, always resolute and swift. Working with him was never easy. He didn't tell jokes to motivate you, nor did he smile to soothe your emotions. The weekly meeting was a routine exam, where everyone was cautious and walked on eggshells. If things went well, he might crack a joke to lighten the mood, then put on a serious face and challenge you again; if not, he would interrupt you, harshly put you in your place, mercilessly but with reason. From then on, you wouldn't dare to act up. He didn't hide his displeasure, had a low tolerance for stupidity, and could change his expression in an instant. If he deemed you "unambitious," you became a waste in his eyes and would never get a good face from him again. He had a catchphrase, "What do you mean?" If he asked three times in a row, you'd break into a sweat. Sometimes, you felt he was a harsh and cold capitalist, a heartless vampire. The other side of the coin: when a subordinate made a major mistake and was terrified, he would work overtime together to clean up the mess; at home, he would scold you mercilessly, but outside, he would stand up for you; he would seize opportunities to speak to the big boss and continuously seek benefits for the team; he would approve two extra days of leave when an employee's family member passed away... Moreover, the team operated at high speed, and performance grew rapidly. It may sound cruel, but the truth is: the measure of a manager's quality is never based on popularity polls, but on the results delivered. Good relationships and grassroots support help achieve goals, but they are not the ultimate goal. A good manager must produce good numbers and be responsible to the boss; a good CEO must achieve high profits or stock prices and be responsible to shareholders. That is professional competence, that is business logic. As he often said, "I'm here to get things done, not to make friends." 3 Gregg Popovich is the head coach of the Spurs and a true winner in life. He is one of the most successful coaches in the NBA, a legend in North American professional sports history, and the head coach of the U.S. national team. In twenty years with the Spurs, he has won Coach of the Year three times, achieved 1,000 victories, and five championships. On the court, Popovich is known as a tyrant. Ruthless, autocratic, irritable, harsh, relentless, detail-oriented, and intolerant of mistakes... He is the toughest coach; he constantly makes demands and ignores your performance, as if you are the dumbest person in the world. You made a mistake? Good luck. That angry, roaring face you won't forget for weeks. He is a bastard who yells, "Play dirtier"; he is a tough guy who shows no mercy to anyone, whether star player or bench warmer. Off the court, Popovich is, as everyone knows, a super goofball and a genuinely good person. Under his leadership, the Spurs became a joyful and quirky team. There are countless funny stories, and the team atmosphere is intoxicating. It's full of talented people, full of basketball discussions, a paradise for basketball lovers. He and his players trust each other deeply and share strong bonds. Some say Popovich is "the kindest person you could ever meet." At Duncan's retirement press conference, this iron-fisted coach's voice trembled and he choked up several times: "It's impossible to say goodbye to him." It was a moving scene. Popovich and Duncan He is the worst person in the world; he squeezes your body, tears your self-esteem, a fierce and greedy vampire. He is also the best person in the world; he cares about your family, and even if the whole world abandons you, he will stay with you, hoping you can be your best. Popovich is an excellent example of a manager. Successful coaches need both aspects of personality and switch between them seamlessly. Tyrant on the court, friend off the court; devil at work, good person in life. 4 There's an interesting story about Bai Chongxi educating his son. His son Bai Xianjing liked to fight. Bai Chongxi would first ask, "Did you bully others, or did others bully you?" If he bullied others, he would be beaten on the spot and then dragged by the ear to apologize at the other person's home. If he was bullied, he would ask, "Did you fight back?" If not, the beating would be even worse than the previous one. Know war, but do not start war. Li Ka-shing educates his descendants: the highest realm of being a person is to be a "benevolent lion." Benevolence is human nature, but benevolence alone cannot lead to success. You need the power of a lion to earn money, support your family, protect your loved ones, and resist oppression. "Being a good person" and "being a good manager" are not actually in conflict. It is said that Liu Chuanzhi has extremely high emotional intelligence, and everyone who meets him is impressed by his charisma. Do you think he is just a kind old man? Look at how he handled the grudges with Sun Hongbin and Ni Guangnan—that was truly thunderous and decisive. The most hated word in the world is "do-gooder." When kindness reaches its extreme, it becomes unprincipled compromise. The terrorist attacks in Europe are a modern version of "The Farmer and the Snake." Be a good person, but don't be a do-gooder. Often, being a do-gooder is not due to noble character but to lack of skill. You don't know how to refuse, how to pass on pressure, how to make decisive cuts, how to "throw off the monkey on your back," how to "execute Ma Su with tears," how to gracefully break ties... Cunning as a fox, kind as a dove. 5 I once didn't understand my first leader: I thought he was cold and too harsh. When I moved to a new position and became a core member, I began to appreciate the high-pressure forging and solid accumulation of that period. Leading a team is not about hosting a dinner party. Laughing and being comfortable won't create execution; being gentle and agreeable won't create combat effectiveness. Don't indulge in lax discipline or be lenient with rules—that's irresponsible to employees; help employees grow, increase their income, and achieve a more decent life—that's the greatest responsibility to employees. Hu Linyi once gave Zeng Guofan a birthday couplet in his later years: "With thunderous measures, show a bodhisattva heart." After reading it, Zeng Guofan was overwhelmed with emotion and tears. Grievances and misunderstandings are a required course in life; dual personality is the iron shirt of a leader. Dedicated to every manager. 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