Huawei's resignation letter to Ren, Xu Jia Jun, vice president of the year

Xu Jia Jun is the head of the Huawei Data Center, the technology Super Bull, the first level department director, Huawei Vice president, the annual income over million. From an ordinary company clerk, to the million-year-old vice president of Huawei, to the departure of Huawei for Baidu, Xu Jia Jun's ten years of experience and experiences can be used as a reference for anyone who aspires to success, and we also have a glimpse into the workings of Huawei and Xu's career plans. The world is not a good job, under the kung fu enough, good work will find the door.

And the most important point: Cherish life.
The following is the text of Xu Jia Jun's resignation letter to Ren:

I am not a brother:

10 years in the blink of an eye, in Huawei's ten years, it is Huawei from the name of professional circles to now become no secret large companies, the rapid development of the decade, witnessed the company's years of struggle. Also join in, in the tide of learning while swimming, go to today. Now I want to leave the company, ready to start a new career, accept new challenges, I will do things, the risk is very big, it is likely to be narrow escape, nine after death can have a lifetime, also difficult to say. Before starting a new career, I thought of a detailed summary of the past ten years. In a high-speed development like Huawei work, sometimes a kind of purgatory exercise, if I can summarize 10 years of experience and lessons, from the middle school to the key things, the truth of life, I think for the future will be a great benefit.

Over the years some people leave the company, write something or book, to the company's finger-pointing, Comment, Jiangshan, to the company's senior leaders individually reviewed, I personally feel that in addition to bring some entertainment value, what are the benefits? The company still in the development, the development behind, 60,000 people all kinds of dreams, efforts, contributions, sacrifices, struggle , complaining, discontent, precipitation, departure, hope, loss, the internal logic of all kinds of opportunities, big decisions, crises, mistakes and so on, is it clear to outsiders? I do not want to say more about the company, just want to reflect on their own work experience, think about what they have done, what to contribute to, What did you do best, what did you do best and what did you learn?

Generally speaking, my ten years in Huawei is Mengmengdongdong come over, at the beginning I seem to have no lofty ideals, no detailed planning, just want to do one thing well. Through my own summary and reflection, in the future I hope I can be more planning, more clear.

Presumably, I think that the following points are the experiences and lessons that have been learned over the years and deserve to be carried forward again.

First, "from the small start, learn to lose, to cooperate with others"

This is the final lesson before graduation, the electronic circuit of the teacher finally gave us a few words, although I forgot the name of the teacher, but these words are still remembered. In the work of Huawei's practice, it is more and more felt this simple few truth profound. From small things do not always be satisfied with doing small things, nor is the rhetoric of the ambitious. Learning to lose is not to endure the loss, is not preoccupied with the right and wrong, is the courage to give up the key time.

second, "How big the heart, the stage is how big"

Many of our successes, from the dare to think, dare to do, like I first received a problem list, do not understand, but dare to try, dare to solve, but also really solved; just like we do spes, even if no one, no technology, no accumulation, and Cisco and other big companies are doing, we also dare to do, dare to promote, not blindly worship or fear authority, has also been successful. Of course, this is not just blind bold, heart also means to actively pay attention to the vast external world, open tolerance of the heart to accept all kinds of new things.

three, "good study, day up"

This sentence is used to describe the requirements of it people, the most appropriate. True success and experts are "the most afraid of learning" people, what do not understand, take over to learn Bai. Our IT now has a technology Daniel Tambor, in fact, he is not born Daniel, but also from the layman through learning to become a super expert, he himself once told me that when the beginning of the UNIX system administrator, see the # prompt surprise, because they have used for many years under the UNIX development is the% prompt, Never had administrator privileges.

Look at the expert's original level! When I was doing a backup project with me, I asked him to study the backup and recovery method of Oralce database Point-in-time, he words too literally, thinking that the database fallback is like a person walking backwards, this is a bit humorous taste, but he woke up every morning, before work to read an hour book, Accumulated over the years, now in the system, database, development and other fields have become a super expert no one challenged. However, learning is definitely not the light from the book study, in fact, more important is to learn from the practical work, to the surrounding learning.

For example, in Huawei I feel that the most important idea is "to be good at using adversity", Huawei did not stress the difficulties every day in the winter, but proposed to "use the winter opportunity to reverse the global competition pattern" and really succeed, if not this winter, Huawei may also lag behind the industry more years; Huawei did not panic when it was sued by Cisco, but responded positively, using the lawsuit to raise the profile that could not be achieved by spending $ hundreds of millions of. And so on, the almost extinction of the situation turned into a favorable condition for success, I left the impression is very deep, but also to the company's high-level admiration.

Four, the courage to practice, the courage to make mistakes, good at reflection

A lot of things easier, the key is to have action, especially the management of some theories, methods, concepts. Empty talk, space planning is not useful, rather than actually make it out, after doing it constantly reflect on the improvement, real most convincing. There is no practice in the repeated exercise and reflection, even if it is well-known things to do is not easy,

For example, to be a manager to listen, I think 99.9% of Huawei's managers understand this, but how do they actually do it?
How many of Huawei's managers do not interrupt others to speak?
Not eager to jump to a definition?
Not in a hurry to provide solutions?
How many managers are able to naturally guide each other's expression?
Ask each other how they feel?
Make sure you understand each other?

Five, must have the method, has the routine, to the question system ponder, the solution has the strategic design

In previous years of work, as a result of a little success, technical also a little research, began to portentous up, and later the company to a large number of consultants, the beginning of some advisers really don't catch cold. After a few years of increasing size of the company, the complexity of it has increased, and gradually understand a lot.

Western Company professional experts, do anything have methodology, there are routines, and even how to open a meeting there are many routines, and then I have a lot of interest in the study of these routines, I summed up a lot of routines and the backbone of the department training and discussion. In a complex environment, a lot of problems can not be studied and solved, very need a systematic approach and strategic vision.
This is especially necessary for the design of systems and processes for the operation of an organization. Einstein said:
We can ' t solve problems by using the same kind of thinking we used when we
Created them.

Six, independent thinking, not conform

The company is big, people are many, it is easy to goof off. It is easy for people to fall into the flow and not to go into business, without seeing problems and dangers. Experts have a study, when avalanches occur, the general victims are a group of people, few single-person victims, the reason is very simple, single-person in the avalanche will be quite careful and alert.
But a group, the larger the group, each individual will have a false sense of security and the judgment of conformity, but the reality is that no matter how large the force of the group, avalanches are not resistant. So I think that in large organizations, the ability to think independently is particularly important.

Seven, less complaining, less empty talk, proactive, more dry practical

I used to be a cynic who complained a lot and was often prone to complaining. But years of work have made me change, because I know that complaining is the most useless. There is always something imperfect in the world, there is always trouble, the only solution is to face it and solve it.

Do real things, change the status quo of our discontent, change our dissatisfaction of ourselves. In fact, there are a lot of things to complain about is our own hand out, such as the society is very common is the senior cadres back down, complaining about anymore, feeling inconstancy, if well to explore, the reason is likely to be his power in the hand when the mighty, depending on others such as dirt caused.

Eight, responsible for the occupation, responsible for the goal, responsible for themselves, successful people often consciously self-discipline, keep the promise, the heart without distractions

Large enterprises will certainly have performance appraisal, there will be reward, there will be KPIs, there will be leadership instructions, and even a bit of corporate politics, but if we are one-sided pursuit of assessment results, one-sided pursuit of KPI indicators, one-sided pursuit of the interests of money, one-sided responsibility for others, and not responsible for their own goals, The sense of mission, responsibility, enthusiasm and curiosity of losing a job will not reach its best. And how an enterprise can successfully create an environment, so that each individual as far as possible to play the best state, the enterprise will be invincible.

Nine, the multi-point humanities accomplishment and the esthetic appeal, looks and the work is not related, actually too related

The achievement of outstanding achievements can not be separated from the pursuit of the realm of beauty, the greatest scientific discoveries, often contain order, concise and beautiful. Lack of a little aesthetic pursuit, what ugly things dare to do, unscrupulous, everything, not "elegant", will not be long.

10, "Everyone is good, is really good", pay attention to people, help people, sincere, honest man

The rapid development of modern society, due to the role of the media, over-rendering the relationship between people increasingly indifferent, deceitful, but the actual society, community may really not be so, at least I came to Huawei, a large enterprise in the work of personnel relations began a little unknown fear, But in fact in this collective feeling almost everyone can open, sincere, relationship harmony.

So the key is that we should be able to treat others in good faith and interact with others. Of course, conflict at work is unavoidable, and in fact conflict is not necessary to avoid, and even many conflicts are of great benefit to the organization. It's like having a couple arguing and feeling better.

as long as we master two principles:

1) The matter is not human.

2) kindness. Will certainly be able to guide the moderate conflict to their own, to the interests of the Organization's direction.

11. Openness and sharing of attitudes

In a high-tech company, if you report a conservative and closed mindset, growth is bound to be blocked.

12, Good time management

In the 10-year, 3,650-day and 3,000-day working days of Huawei, it is doubtful whether these hours are spent on the most important things, and how effective and productive the working hours are. Time management is one of my biggest lessons in the work of Huawei, which may also be a corporate problem, a lack of work plan, often a constant interruption, or a constant interruption to a colleague's subordinates, or an ongoing meeting, discussion, taking up most of the time, or being driven by your own interests. Spend a lot of time doing irrelevant things, or spend a lot of time on minor matters, dragging things that are hard and important to the point where they are not resolved, and then being forced to act hastily. Now in retrospect, if I can manage these 10 years, I think the achievements should be much bigger.

Xu Jia Jun

Huawei's resignation letter to Ren, Xu Jia Jun, vice president of the year