Introduction I once had the privilege of discussing the issue of "personal connections" (人情) in Chinese enterprises with several renowned entrepreneurs. They pointed out: "In fact, many Chinese companies have good strategies, but they lack execution. Many good strategies cannot be implemented because they encounter 'personal connections'." "The execution of an enterprise relies on discipline." "For Chinese enterprises to carry out strategic management, they must have good discipline." ... Indeed, in enterprise management, personal connections and execution are inversely proportional. That is, the more emphasis on personal connections, the poorer the execution. In companies with strong execution, personal connections are necessarily less emphasized. When execution encounters personal connections, if execution is compromised, even the best strategy cannot be effective. How Are Famous Enterprises Forged? When Zhang Ruimin first took over Haier, it was a small, nearly bankrupt electrical appliance factory. Employees lacked motivation, and the company suffered severe losses. Yet Zhang Ruimin used 20 years to turn it into a world-renowned brand enterprise, even ranking among the Fortune Global 500. How did he do it? What changed the people at Haier? It was discipline. After taking over Haier, Zhang Ruimin promulgated the famous "Thirteen Rules," which even included a ban on urinating and defecating in the workshop. From this, we can imagine the overall quality level of Haier employees at that time. Zhang Ruimin emphasized that employee discipline is crucial, especially in a group enterprise formed by many large companies, where strict discipline is needed to formulate plans and implement actions. Today, Haier employees are highly disciplined; few are late for work, and no one dares to act recklessly in the company based on personal connections. Haier is like this, Lenovo is like this, and so are Huawei and Vanke. Is this just a coincidence? No, because their bosses are all former military personnel. If you are observant enough, you will notice a similar strange phenomenon in American business circles: The greatest "business school" in the United States is not Harvard or Stanford, but West Point Military Academy. Among the Fortune Global 500 companies, more than 1,000 chairmen, over 2,000 vice chairmen, and more than 5,000 general managers graduated from West Point. Examples include James Kimsey, founder of AOL; Mike Dermott, general manager of American Automobile Insurance Company; and Frank Borman, president of Eastern Air Lines. Systems and Execution Are the Guarantee of Success Why can military personnel create so many miracles in the business world? What does the myth of business depend on? It is strict systems, iron discipline, and unwavering execution. In the military, obeying orders and strictly executing them is the duty of soldiers. No one can defy the orders of superiors, even at the cost of their precious lives. In the military, anyone who makes a mistake is subject to military law; personal connections must stand aside, and only execution is the hard truth. For an enterprise to succeed, it should learn from the military. After rules and regulations are established, the most important thing is strict implementation. As the saying goes, "Without rules, nothing can be accomplished." Rules are a yardstick in our hearts; those who violate them must face due punishment. Systems in an enterprise are not decorations. If one person bends the law for personal gain, countless eyes will be watching. If a manager forgives one person's mistake, more people will make the same mistake, making employees even harder to manage and execution will decline. How to Escape the "Personal Connections" Trap? In any enterprise, there are always some "thorny" employees who are difficult to manage. They are arrogant, look down on others, defy the authority of leaders, and constantly challenge the company's bottom line. The bad behavior of these people not only reduces team efficiency but also encourages others to imitate, negatively affecting the entire team's working environment. How should we treat these people? First, we must not turn a blind eye or turn a deaf ear to them because of "personal connections" and let them develop unchecked. Then, we should formulate corresponding management measures based on different situations. Everyone is equal before the system; no one can be above the enterprise's rules and regulations. The execution of an enterprise and its systems are mutually reinforcing. If an enterprise has not formed scientific, institutionalized, and systematic management, and still has "personal connections" phenomena, it will directly lead to poor execution, and the enterprise will face the doom of being eliminated. In an enterprise, when "execution" meets "personal connections," we must not "show mercy" but should require every executor to follow iron discipline and strict systems. Only then can the enterprise escape the trap of "personal connections." -END- The best learning platform for FMCG distributors 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 | [Long press QR code to follow] To join QQ/WeChat groups, please click: Read Original