Private entrepreneur: We're not all gou.

Two months ago, I had the opportunity to communicate with the Chairman of more than 10 private enterprises. During the dinner, I asked you what is the most concerned about the matter, the bosses are invariably talking about Foxconn's "12-hop."　　My intuition tells me that this is an opportunity to understand the boss and influence the boss, so as to consciously or unconsciously as everyone's "collective coach." Let me first consider the consequences, implications or implications of the Foxconn incident. The result: from the economic point of view, relying on the comparative advantages of cheap labor has been unsustainable, China will have to bid farewell to the "World Factory", enterprise restructuring and industrial upgrading imminent, and politically, workers ' strike may be rising, labor conflict may be further intensified, The whole community is not sure that it will become volatile for quite some time. I went on to tell you what kind of response or preventative action they are going to take as the company's leader. Some people say that it is impossible for Foxconn to raise the salary so high that we do not follow it up. The company's human resources department has been instructed to set up a salary increase; some say the company is not up to pay, but there are specific plans to relocate the plant from Guangdong to the west, and some say it is up to the government to establish a trade union as soon as possible. More people said that they plan to put "informant" inside the staff, first find out the employees who may start the riot, buy or drive away ... As the bosses "brainstorming" process is almost over, I asked: "If these are the panacea for preventing the development of the situation, then I respectfully ask you to consider: What are the key causes or immediate causes of the jumping of young employees at Foxconn?" "See the boss for a moment tongue-tied, I hint:" is the labor intensity too big? Is it a lax security? The salary is too low, the treatment is bad? Too long to leave home? ......” "It seems that the culture of Foxconn is problematic?" One of the bosses answered with uncertainty. "If that is the key reason, then, do you have a very divergent response?"　　I was blunt in questioning. A sudden silence ... Unfortunately, it's time to finish the book.　　I meet with the bosses, next time to talk. But when is "next"?　　Let me just talk to the bosses in this column. As we all know, the personality or style of a boss is the culture of the enterprise, especially when the founder of the company-whether he calls himself chairman or general manager or both-is at the helm. Foxconn's culture is entirely a "organisational reflection" of Mr Gou's personal personality. Look at the recent media on the personal words of Mr. Gou: "domineering", "Warlords", "" The Iron Fist "," Dictatorship "," Emperor Breath "," Genghis Khan "," The Tiger ", and he himself opened his mouth" President I ... "The following is a very performance" Guo President "management characteristics of an example: this May 25, When he heard the first "11 jump", in the front of Hon Hai headquarters in public severely reprimanded the relevant director for up to 5 minutes. And executives were still standing in the sun. Notice, that n even jump, is by such leadership style, business pie directly or indirectly citedSend it! Permeates。 It is not difficult to understand why the tens of thousands of executives of the Hon Hai/Foxconn Corps are generally characterized by strong executive power and weak human nature. Similarly, if you want to change the Foxconn culture, do not change the first one, do you? However, among the 7 and 8 measures that Foxconn has unveiled, can we see a change in the leadership style of managers at all levels, and thus the shadow of Foxconn's corporate culture? Of course, if "Guo president" I do not realize this point, Foxconn inside who dare to remind him?　　If Foxconn's culture does not change, whether it moves inland to Henan, Hebei or Chongqing, it will continue to overdraw the deep soil of the continent's economic revival, continuing to sacrifice human cultural values-despite a significant increase in the wages of workers. I don't have a direct impact on Mr Gou right now, but I'd like to give some advice to the bosses who took part in the conversation: To avoid the tragedy of Foxconn in your business, perhaps you need to put more effort into the cultural transformation of the enterprise, and the core of cultural transformation is your own transformation, the premise is your "near see" ( Please refer to the "Fortune" (Chinese version) of this year's May fortnightly "president's" and "vision" article. To enhance your near-view in this regard, the following provides a simple self-assessment tool, according to your actual situation in the work, with 1~5 divided into the following 10 descriptions for self-assessment.　　1 points indicate that your actual situation is the exact opposite of the description, and 5 points indicate that your actual situation is exactly the same as the description. 0 I expect the subordinates to execute my instructions to the letter immediately. 0 I often point out the mistakes or deficiencies in my subordinates ' work. And let it be corrected immediately. 0 I will constantly monitor the progress of my subordinates. 0 for the change of company policy, I simply announced to the subordinates without discussing with them 0 I asked the subordinates to report the details of their work. Exhibition 0 When I make my decision, I trust my judgment, will not consider the opinions of subordinates 0 I use a warning to "motivate" subordinates to work 0 I set their specific job goals for subordinates 0 I only reward excellent work results, but not the process 0 I've never hesitated before criticizing my subordinates. If you score more than 50 points , then, "Congratulations", you are "Gou second", "Terry Gou Third" or "Terry Gou".　　You do not have his "fame" now, just because your business size can not be compared with Foxconn, so, has not been frequently frequented by the media "blessing." By conscience, "Gou" has made an outstanding historical contribution to China's economic take-off, and their management model or leadership style has been "timely" or even excellent. But why do they face such challenges today? The key reason is: for you to work for the main body, no longer "60后" or "70后", but "after" or even "a". This generation seems to have a natural aversion to the so-called "heroic" style of leadership. They have aStrong "individualization" tendency, self-awareness is very obvious. They focus on personal interests and personal values, protect their own rights, and dislike rules and constraints. They have a wide view and open mind. The reason why their "60后", "70后" of the fathers are so different, mainly because this generation is basically an only child, grew up in the "I-centric" family environment, "Little Emperor", "small Sun", "first class protection of animals" is their common "alias" The rapid popularization of the Internet has exposed this generation to a large number of cultures and knowledge from different societies.　　These "new and new humans" are almost "people from different planets" for president Guo's 15 hours of work a day and no more than three days ' holiday after 40. What happens when the generation gap is so great? In addition to advancing with the Times, "Gou" has no choice but to adapt to them and influence them in an effort to understand the foundation of "after" and "after". At a recent shareholder meeting, Mr. Gou said: "I have learned a lot from this incident, and we have to face up to the needs of the young people of China, and to make use of the innovative and creative features of our young people." "Two months ago, it was unthinkable to say something like this from President Guo's lips," he said.　　　　Today, if the "eldest brother" has made such rapid progress (at least verbally), "second", "third", "Old N", should also be chilling?　　Zhang Weijun is an expert in the field of psychological counseling, leadership and human resource management, and is currently providing "one-on-one personal service" to the Chairman of private enterprises and general manager of foreign enterprises, and is the first person in China to be the president's coach.　　As coach Zhang Weijun pointed out, Foxconn events in addition to the obvious social significance and economic significance, at the management level also highlights the sharp contradictions: the leadership style of managers and staff emotional or spiritual appeal between the disharmony. Leadership style, simply speaking, is the behavioral characteristics of a manager when he or she completes a task such as planning, organizing, motivating, and controlling, including how to listen, set goals, provide feedback and coaching. There are many factors influencing the style of leadership, which usually include the personality, motivation, values of managers, the so-called "correct management method" advocated by the organization, and the object of management. There are many kinds of styles of leadership, so far there is no unified understanding. In August 2006, Hay (group) consultants in the Harvard Business Review published in the article, the leadership style can be divided into six categories: command-oriented, vision, affinity, participatory, leading-type, mentoring. Leadership style itself is not absolutely correct and wrong, only suitable and unsuitable points, namely: in the face of different environments, Exchange objects, time pressure, task types, leaders need to choose a combination of different leadership styles. This requires each manager to develop a diverse leadership style, rather than relying solely on one or two different leadership styles to handle all situations. It's like a professional golfer needs to change the ball at any time according to different circumstances.Rod。 At this moment, not only is China's "Gou", the United States a considerable number of managers are also facing the challenge of leadership style change. The "generation" of the United States, "Gen Y", is also undermining the management that has lasted for decades. They crave more meaningful work and prove themselves with the results of work rather than time. At Best Buy's headquarters, 60% of employees have been evaluated for work assignments or results. They aspire to a more flexible and versatile way of working. At IBM, 40% of employees have no formal office, full virtual office.　　　　The following table shows the great differences in the demands of the two generations in the United States from several dimensions, in which the demands of "Gen Y" are basically the same as those of the Chinese "generation". In the face of such a new generation of employees, in addition to some specific circumstances, command-style leadership has achieved little. More and more American managers are pursuing the "Gen Y" management with a vision-oriented, participatory and mentoring combination. In China, there are business leaders who are good at interacting with "the" and are supported by them, such as Ma Yun, Horse, and Lee.　　Perhaps manufacturing can learn from the Internet industry how to live in harmony with new and new humans.　　Finally, in order to manage the "we have the following suggestions: if possible, provide them with challenging tasks, or try to make them understand the significance of the ordinary work to achieve the company's overall goals, and let them participate in the process of problem solving, their enthusiasm for work is easily stimulated at this time; Emphasize tasks rather than time, and give them a certain amount of time flexibility, allowing them to adjust; For "The", whether the ability to learn new things is an important criterion for their choice of enterprises, to provide frequent feedback, which is the performance of their respect and recognition, can effectively promote their continuous learning and growth.