The seven devil’s laws that the CEO must understand

1. The law of wine and sewage

The ability to diffuse negative energy is ten times or even hundreds of times positive energy.

For example, if you pour a spoonful of wine into a bucket of sewage, you get a bucket of sewage; in turn, pour a spoonful of sewage into a barrel of wine? It is still a bucket of sewage.

It is the same whether in life or management. Maybe you have friends with such negative energy around you. The life in their eyes is always gray. Chatting with them is listening to them. Like a black hole, they take your energy a little bit. Every time you finish talking, you feel tired and even doubt life.

Inamori Kazuo said that people have three types of flammable, self-igniting and non-combustible. The cynical person is the third.

How to stimulate, there is no goodwill; how to motivate, will not work hard. Such employees, managers should try to go out from the team, or limit the use. They have no consistent goals with the company, and their behavior is extremely uncertain. It is easy to drop the chain and cause problems in some key events.

2. Mushroom law

A story is told: Huawei has a new employee who has just started to work. He is passionate about his work and is working very hard. He found many strategic and management problems in his work and he was worried. Therefore, he wrote a “Wanyan Book” to Ren Zhengfei very seriously and talked about his views and suggestions on Huawei’s business strategy. Ren Zhengfei was very moved, but refused his suggestion and approved: “If this person has a mental illness, it is recommended to be sent to hospital for treatment; if not, it is recommended to dismiss.”

Ma Yun also said similar words: employees who have just entered the company for three years, do not talk about strategy, do a good job of tactics, and then consider the strategic issues, who talks to me about strategy, who I fired.

Why is this happening? This involves the management and development of new employees. The newcomer’s growth process will go through the stage of “high-handedness and low-handedness”. Every student who has sold snacks at the sports meeting feels that they have the genes of businessmen. Every student cadre feels that he has insight into the management; everyone who has lost love, I feel that I have seen humanity.

In reality, they are in the company like mushrooms, shrinking in the corner, only doing simple, repetitive things, no one cares, no one asks. Some people call this state “the mushroom law.”

Therefore, for young and new employees, managers should give them enough care and encouragement to train them to start from simple, pragmatic matters, and strictly demand them to promote their rapid growth.

3. The doll’s law

Many managers do not say anything, but there is often a problem in the use of people – “the doll phenomenon”, as the name suggests, like a doll toy, one layer is smaller than a layer. If you recruit someone who is better than yourself, they usually have a concern in their hearts: Will this person replace me one day?

Their sense of security is based on “I must be the best in the entire department.” This leads to the fact that managers will prevent better employees from joining the selection process.

The more mediocre managers, the more so, this is the so-called “bringing a bear, will be a nest.”

The tombstone of Carnegie, the American steel king, engraved: “The rest is here, a person who knows to use someone who is more capable than him to work for him.” Carnegie became the king of steel, not because he himself had anything. Human ability, but because he dares to use people who are stronger than himself and can inspire their strengths.

As a CEO, you should always reflect on yourself: Am I the outermost and biggest doll in the matryoshka phenomenon?

4. Benes’ Law

I met such a boss, we chatted and talked, he suddenly popped up a sentence: “My company’s biggest problem is the gap between employees and me.” I was shocked by the look of his iron-clad shocked.

Obviously, he believes that the problem encountered in the company’s development is that “this year’s employees can’t do it”, which hinders the greater success he can have. Really blame them? If you pay the employee a monthly salary of 5,000, don’t count on the job requirement of 20,000 a month. What should I do? Make employees more and more valuable. Don’t treat employees as consumer goods and try to use them as investment products.

Work is consumption and training is investment. Well-known business management professor Warren Benis said: Staff training is the strategic investment with the least risk and the most profit. Specifically, consider using the “7-2-1 model”, which is an investment in employee training, 70% from “work-learning”, 20% from “learning from others”, and 10% from “formal training”.

Almost all of the world’s top 500 companies believe in “Benice’s Law” and use talent as an investment. Singapore Airlines spends $100 million a year on training staff; US federal express staff can get $2,500 a year to study; IBM’s per capita training fee is $3,000 a year.

5. Bystander’s law

I was a business consultant at a company, and I was shocked when I had a meeting to help them sort out the management structure and sort out the distribution of responsibilities. The company’s most important performance responsibilities – sales and profits – are shared by both the vice president of marketing and the vice president of products.

Social psychology has a concept of bystander effect. When a person is asked to complete a task alone, his sense of responsibility will be strong, but if several people are asked to work together, each person’s sense of responsibility will be greatly reduced.

This is a huge injury to the business. If you feel that this requires a lot of departments to work together, you also have to arrange the responsibilities of each department, but still have to specify a final responsible person. In addition, power is hot and responsibility is cold.

If you don’t intervene, the responsibility will sink to the lowest level, and the power will rise to the top management, causing responsibility at the grassroots level. The top level has the right to be blameless. In other words, “It is the boss’s credit and the problem.” Give the shabu to the subordinates.”

6. Byron’s law

D. Bailun, president of the US Inland Bank, said: After authorizing others, you will completely forget about this and never interfere. That is what the Chinese often say – no doubt. Many managers mistakenly delegate responsibility. The employee is responsible for this, and the employee is responsible for the failure. As for decision-making power, if the employee’s decision is consistent with the boss, listen to the employee; if the boss is inconsistent with the boss, listen to the boss. Responsibility, not authorization, is the biggest misunderstanding of Byron’s law. Be sure to give the power to match the responsibility. Excellent leadership, even retain some responsibility when authorizing, in case of failure, take the initiative to assume part of the responsibility.

Authorization, is the decision-making power, that is, the power to choose the path in the face of the goal. That is to say, after defining the results, don’t talk about how to go.

Many people have encountered such a co-pilot. You drive, he is more nervous than you: brake, turn left, right. You said, “Then let’s open it.” He said: “You open you, I trust you.”

Since the authorization was given to the driver, he shut up and acted as a co-pilot who was quietly holding the map. Every boss likes to subordinate his own subordinates. Similarly, each subordinate also likes to set up his own boss.

7. Not worth the law

What is not worth the law? That is, if you feel that something is not worth doing, you will not do it well. Not worthy of the law is one of the most important laws of employing people. It requires managers to give meaning to everything that is worth doing, instead of imitating war films saying “this is an order.” Even the military is very focused on giving meaning to war.

There is a scene in the movie “Brave Heart”. The war is about to begin. William Wallace said in front of the battle: Tell our enemies that they may be able to take our lives, but never take our freedom!

To do anything, there are three parts: What, What, Why, and How.

The worst managers only tell employees what to do; better managers, teach employees what to do; the best managers tell employees why.

Dreams go to dreams, performance goes to performance

Management, not always a happy ending; management, but also often make really difficult decisions. Whether it is to inspire goodwill, design systems, or to know how to use others and to seek self-interest, management is ultimately responsible for performance. Responsible for performance, you must know how to balance three things.

1. Credit and hard work. Some people often say, “I don’t have credit for it, but I also have hard work.” Most people may only pay attention to their own efforts and do not care about the effect. But as a manager, you must be clear, you can applaud for hard work, but pay for the merits.

2. Dreams and reality. Is it a purpose or a means to live? When living is not a problem, living is a means, meaning is the purpose. However, when living is a problem, then living is the purpose itself. The same is true for businesses. Is money, is it a purpose or a means? When making money is not a problem, making money is a means, and dreams are the purpose. However, when making money is a problem, making money becomes the purpose itself.

3. Theory and practice. Every once in a while, the management community will have some fresh and interesting management theories. Many people chase these theories like chasing stars. They even drill into the horns of the horn like the study of “a few angels on a needle.”

Drucker said: Management is first and foremost a practice. Useful, is good. New, beautiful, not necessarily good.