Numerous evidence shows that teams led by "bad bosses" far outperform those led by "good bosses" in execution.
Some commentators even claim that history is often created by "bad people," such as Liu Bang (half a rogue), Cao Cao (a troublemaker since childhood), Li Shimin (who forced his father to rebel), and Zhu Yuanzhang (shameless). Because only "bad people" dare to initiate change. Creating a great company may also be similar, as "bad bosses" have stronger nerves, more unconventional thinking, and dare to break the boundaries of convention, break the shackles of habit, and break free from traditional constraints. Business competition is ultimately a game of "hardball," where the "bad" (tough) win when they meet on a narrow path. In the final analysis, it is a competition between "bad guys" (tough guys) and "bad guys" (tough guys).
The following is a rundown of successful "bad bosses" and an analysis of how to be a good "bad boss."
1. Shi Yuzhu: "Only credit for results, not for hard work"
Why do teams led by "bad bosses" far outperform those led by "good bosses"?
There is an old Chinese saying: "Even without merit, there is hard work." Generally, when something is not done well, the person involved will often find such a "high-sounding" excuse for themselves, and people often use this phrase to comfort the person.
But in Shi Yuzhu's mind, this is not the case. Shi Yuzhu's philosophy is: In the company, only results count, not hard work. This phrase is also the first item in Giant Group's corporate culture.
This sounds a bit ruthless, but Shi Yuzhu does exactly that. Shi Yuzhu said that if the frontline sales staff in Giant cannot do their job well, they may not even keep their 300 yuan base salary, but if they do well, they can receive astonishingly high sales commissions.
Shi Yuzhu also formulated a very special incentive policy: For the top 5 performers in sales tasks, Shi Yuzhu gives a shiny trophy to show appreciation, while for the bottom 5 market development teams, they are given a black banner with the words "Countdown X" in gold, making them feel ashamed. Shi Yuzhu's provocation method indeed worked; the teams that received the black banner with "Countdown X" were spurred on by shame to work harder and catch up.
In his new book, Shi Yuzhu mentioned that he conducts detailed and authentic consumer interviews for product development and marketing, but interviews can be falsified. To ensure the authenticity and validity of interview reports, Shi Yuzhu introduced a punishment method for falsified interviews. At the national conference, the person who falsified was brought out and made to repeat on stage: "Zhang San has no credibility, Zhang San has no credibility" (if his name was Zhang San) a hundred times. Next time, they wouldn't dare.
These practices sound a bit uncomfortable, but Shi Yuzhu did build a marketing team that is among the most competitive in China.
2. Jack Ma: Anyone who has been with the company for less than a year and proposes a strategy will leave!
On August 29, 2011, Alibaba Group Chairman Jack Ma sent an internal email, very directly criticizing the impatience and attitude of some new employees. He warned that those who have been with the company for less than a year should never write strategy reports for him; whoever proposes a strategy will leave!
He said directly:
We will never promise you wealth or promotion. At Alibaba, we promise you will be unlucky, depressed, wronged, painful... and frustrated...
If you have been with the company for less than a year, never write me a strategy report, never rashly propose Alibaba's development plans... Whoever does, leaves! But after you have been an Alibaba person for three years, I will listen attentively to what you say. We like small suggestions and small improvements... We are grateful for every small improvement action you take.
The company is not here to develop us; the company spends money to hire us to develop our customers' growth. We develop ourselves by developing customers.
Jack Ma's basic meaning is: You are paid to do things, not to propose ideas. It is very direct and sounds harsh.
This letter to new employees seems ruthless, but it is indeed a reflection of Jack Ma's management philosophy. Jack Ma has repeatedly emphasized the role of "execution" on various occasions. It is said that Jack Ma and Masayoshi Son once discussed a question: Which is more important, a first-class idea with third-class execution, or a third-class idea with first-class execution? The two reached a consensus: a third-class idea with first-class execution. Jack Ma once referred to Alibaba as "an execution team, not an idea team."
3. "Sharp-tongued" Ren Zhengfei: "You have made great progress recently, from very poor to relatively poor"
How "bad" is this boss Ren Zhengfei? You can tell from the following quotes:
"Entering Huawei is like entering a grave." — Ren Zhengfei said to new employees just entering Huawei.
"Huawei has no academicians, only 'courtyard scholars.' If you want to become an academician, don't come to Huawei. Small improvements, big rewards; big suggestions, only encouragement." — Ren Zhengfei criticized some R&D personnel for ignoring the market and only focusing on research.
"You have made great progress recently, from very poor to relatively poor." — Ren Zhengfei commented on a financial director's "progress."
"If this person has a mental illness, I suggest sending him to the hospital for treatment; if not, I suggest dismissing him." — Ren Zhengfei criticized a Peking University student who wrote a "ten-thousand-word letter" to him shortly after joining Huawei.
"Within 5 years, you are not allowed to make immature innovations. Whatever the consultants say, whatever methods they use, even if you think they are unreasonable, you are not allowed to change them. After 5 years, when you have used the system well, I can authorize you to make partial changes. As for structural changes, that is a matter for 10 years later." — Ren Zhengfei said to Huawei cadres.
From these sharp quotes of Ren Zhengfei, one can appreciate Huawei's corporate culture: a constant sense of crisis, a spirit of fighting to the death, and unwavering adherence to systems. However, it is precisely this corporate culture that has forged a "wolf-like" team that the industry envies.
4. Zhang Ruimin: Transforming people by being an "evil person"
Zhang Ruimin, the godfather of modern Chinese enterprise management, who started his management with "smashing refrigerators" and "not allowing employees to urinate or defecate anywhere," once said, "Great people are first of all evil people." The widely circulated management experience of Haier is often composed of small stories of "evil" management.
Hu Yong said: "Everyone must push their chair back to its original position after a meeting."
Xie Ailin said: "Someone did not put their chair back after work, and a fine of so much will be imposed."
The reason Zhang Ruimin did this was to "transform people." He proposed the management concept of "Finish the day's work every day, and improve every day." Its connotation requires every worker and manager to learn to manage their own time and goals. Haier researchers call it the "OEC Management Method," which means all-around control and clearing of every day, every person, and every matter.
By being an "evil person," Zhang Ruimin completed the transformation of Haier people.
In fact, there are many more "bad bosses" among entrepreneurs. It is said that Microsoft's Bill Gates and Steve Ballmer often cursed at employees who failed to complete tasks and sarcastically mocked those who could not quickly grasp their intentions. Michael Dell of Dell Computers is also a famous "evil person" in the IT industry. Larry Ellison even printed the provocative slogan "Kill the opponent" on employees' T-shirts.
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