【观点】如何避免下属被养废？任正非：爱兵切，用兵狠

做好一个管理者到底要做什么？

有次在北京参加一个华为的培训，某企业老板也在。总结时他说：“任正非的毛病和缺点我都有，但任正非的优点我一个也没有。”“任正非是一个人性管理大师。”

他点到了实质。所以华为的CHO（首席人力资源官）是谁？是任正非。任正非懂人，懂人性，他能用一个制度的平台，一个机制就把15万人凝聚在这个平台上，能够把人的能力和潜力激发出来。

我的书里面有一个段子，一次EMT开会，会议议程结束后现场做了个投票调查。第一个问题：任正非懂技术吗？——0票。任正非的专业是建筑，重庆建筑工程学院还没毕业。后来学校说要给任正非追授毕业证，任正非坚决不要，说要实事求是。任正非学的还不是建筑设计，而是里面一个小专业——给排水工程。第二个问题：任正非懂市场营销吗？——0票。第三个问题：任正非懂管理吗？——1票。 CXO UNION-CXO联盟（cxounion.cn）

所以我们管理者面临的是什么？就是基于人性对人的管理。

一、没有坏员工，只有坏干部

现在华为缺什么？第一，华为不缺一个良好的环境。第二，华为不缺一个伟大的时代。第三，华为不缺优秀的人力资源。每年有100万毕业生毕业即失业，今年更多，所以我们不缺人。

但千军易得，一将难求，华为现在最缺的是干部。我们也不缺商业模式、整体格局，缺干部是公司最大的短板。成就大事必须有干部队伍，而且必须有一个后备队。就像足球联赛一样，场上有11个人，但最后联赛的胜利取决于板凳的长度和深度，坐在下面的人可能更重要。

我一直在讲一个命题，可能有点偏执，但我认为是真理：没有坏员工，只有坏干部。我接触过很多这样的例子，员工是可以改变的，关键在于干部。

华为的干部政策，第一，强调具备基层成功经验。华为干部路线确定就是“之”字形成长，改变早期干部烟囱式的发展路线。第二，承担全球业务管理责任，具备全球的视野与跨文化的管理经验。第三，强调中高层干部需具备跨领域的工作经验。 CXO UNION-CXO联盟（cxounion.cn）

有个词叫“人才辈出”，任正非改成了“人才倍出”。任正非早期有三篇文章都是和呼唤英雄有关的，现在是呼唤良将，呼唤干部，因为要做大事。这里强调了责任结果导向，强调了实战经验，强调会带队伍。实际上会带队伍就是人力资源管理。

二、管理者的六个境界

在这里和各位开一个友善的玩笑，我把管理者分为这么几流。

六流的管理者不知道为什么干，不知道如何干。这样的人不应该成为管理者，应该走专家路线。我的观点是，管理者不是“王侯将相，宁有种乎”，不是所有人都能成为管理者，或是通过管理课，就能成为一个管理者，管理干部不是培训出来的。我认为管理者最基本的，第一要天赋，第二悟性，第三实践，第四才是学习。

五流的管理者，自己干下属没事干。五流的管理者常用的一句话是：你闪开，我来！因为他自己是个高手，看着下属着急，什么都大包大揽，造成下属没事干，无事生非，部门乌烟瘴气。员工成长不起来，他自己也成长不起来。我给五流的管理者起了个外号，叫“伟大的个体户”。有首歌叫“心太软”，就是形容五流管理者的：五流管理者总是心太软，把所有问题都自己扛，你无怨无悔，要做个强人，其实你并没有那么坚强，所以你总是默默一个人流泪到天亮……

四流的管理者，自己干下属跟着干。你在的时候下属跟着你干，你不在的时候下属就变成了无头苍蝇。

三流的管理者，自己不干下属干。这是符合管理者的定义的。从管理者的定义来讲，管理者是专职承担管理人的职责的人。具体业务是下属干，管理者干管理，如流程建设、文化建设、氛围建设，人力资源的培训开发，这才是管理者的主要工作。 CXO UNION-CXO联盟（cxounion.cn）

二流的管理者，自己不干下属玩命干。这才是优秀的管理者。让平凡的下属做出不平凡的事，这是管理者的天职。

一流的管理者是活着就够了，管理都不用做了。因为流程都建立好了，体系制度都完善了，管理者活着就行了。松下幸之助就是这样的例子。超一流的管理者，不用活着，都挂在墙上，比如毛主席。

三、刘邦是人力资源高手

我们看刘邦。刘邦战略不如张良，治理国家不如萧何，打仗不如韩信，为什么能成为老大，成就一番霸业呢？

刘邦说因为我会用这些一流的人，这也是刘邦取得天下的原因，所以不是刘邦能干，而是刘邦有一帮能干的下属。当然，刘邦对人力资源的吸引、培育和信任也很重要。这三位人才不是到处都有，刘邦要靠自己的魅力、自己的事业把这帮人吸引到身边。如果被吸引到项羽身边，刘邦会死得很惨。

结论是：刘邦是一个人力资源高手。

四、怎么对待下属？任正非：爱兵切，用兵狠

你可能说，我不是刘邦，我身边也没有张良、萧何、韩信怎么办？——培养他，让他发挥个人所长，激励他。举个例子，《士兵突击》里面的班长史今，职业生涯并不辉煌，但他的伟大在于培养了一个群体，他对组织最大的贡献不是个人贡献，而是他为组织培养了“许三多”，培养了一大批优秀的“兵王”。

怎么对待下属？我认为就是任正非讲的“爱兵切，用兵狠”，这就是灰度。你要下属成长，为组织做贡献，你就要爱他。就像班长在急行军的时候，班长要为战士背背包、扛枪。大领导也把自己的马让给病号。到了驻地，班长要为战士端洗脚水，挑开脚上的血泡。晚上要查房，替战士掖好被角，这就叫“爱兵切”。你不关爱他？他凭什么跟你干？

霍去病带10万大军攻打匈奴，取得了胜利，皇帝非常高兴并给将领们赏赐了十几坛酒。霍去病说仗是士兵们打的，酒光给将领们喝不公平，于是命人把酒倒进河里，10万大军同饮一条河的水，这就是“酒泉”这个地名的来源。

关爱你的下属，当然还要“用兵狠”，就是高绩效，你不用他实际上就是在废他，给他压任务压担子使他快速成长。那么“爱兵切，用兵狠”怎么结合？从史今身上我们可以学到一些东西，5个标准包括帮助下属的成长，以身作则，认可鼓励下属，知人善任，沟通，这就是一个管理者必备的素质。 CXO UNION-CXO联盟（cxounion.cn）

五、员工愿意紧张地工作，但不愿在紧张中工作

做好一个管理者到底要做什么？

第一，指明方向，指导员工朝着一个既定的方向前进。员工是迷惑的，对于努力目标、方向员工是迷惑的。管理者站得高，看得远。引用克劳塞维茨《战争论》中的一句话：将领的作用就是为迷惑的士兵指明前进的道路，用内心之火为士兵照亮前进的道路。第二，监督工作绩效并指出和帮助下属解决问题。员工错了，指出他的问题；他遇到难题了搭一把手帮助他渡过难关。员工在我们的帮助下完成了任务，我们就该做第三件事：向上级汇报有关情况。德鲁克认为，一个有效的管理者就是干这三件事。

所以，一个管理者到底该干什么？我认为是一只眼睛盯住客户，一只眼睛盯着下属。管理者要学会转身，建议把《情景领导模型》作为管理者的必修课。这个课程启发我们要改变自己的领导风格，适应下属的情况。员工愿意紧张地工作，但不愿在紧张中工作，所以说领导的转身真的很重要，不能让下属来适应管理者。

给大家讲个故事：某次在公司培训，由于投影仪的问题耽误了20多分钟，当时我就质问负责组织这次培训的小伙子：为什么不事先检查、事先调试？让那么多人在教室等着我浪费了大家多少时间？负责的小伙子知道是自己的问题因此也没有辩白。一个星期后他给我发了一封邮件，说：吴老师，您也曾经年轻过。

的确是这样，各位想想自己的过去，谁不是一把鼻涕一把泪，一路跌跌撞撞、风风雨雨才走到了管理者这个位置。你既然犯过错，就要容忍你的下属也可能犯错。年轻人犯了错误上帝都能宽恕，我们为什么不能宽恕呢？

在总部我配合人力资源部做过离职员工调查，访谈了很多人。结果发现，没有一个人骂任正非、骂公司，他们骂得最多的是主管。可能就是因为主管的一句话这帮人就离职了，我觉得很可惜。把朋友变成敌人很容易，但把敌人变成朋友很难。 CXO UNION-CXO联盟（cxounion.cn）

六、关键在于改变自己

有一位企业老板说了这样一句话，人没有优点，没有缺点，只有特点。每个人都是资源，就看我们怎么开发。想当年，我们成长过程中我们的领导是怎么宽容我们的，我们就应该怎么去宽容下属。关键在于改变自己，要改变别人，首先要改变自己。

从动机曲线来讲，就是要激发下属的成就感。对于每个层级的管理者，都要注意几个关键字：修正动机，管理预期，控制欲望。管理者重要的一点就是要控制自己的成就欲，把自己的成就欲给下属，让下属有成就感。如果你想有成就感，那下属就没有了，这是很重要的动机曲线管理，管理者不能什么都要，最忌和下属争功。你把这些不在意的东西给他们，他们就会很感动，他们感动了，是会给你卖命的。

七、学会非物质激励

非物质激励不可能代替物质激励，但是我们过去太过于强调物质激励，把一切聚焦于物质激励。现在我们需要思考：如何在物质激励基础上加入非物质激励？人的需求是多样的。物质激励如山，如父爱，厚重；非物质激励就像母爱，温暖，母亲的几句唠叨其实也是一种激励。 CXO UNION-CXO联盟（cxounion.cn）

物质激励不是我们能给员工的，工资奖金是公司给的，管理者能给员工的只有非物质激励。我们能够从管理者变成领导者很重要的一个知识就是学会非物质激励。非物质激励其实很简单，一声问候，一个眼神，一条短信。

我们来看一个不太乐观的调查数据：在中国，只有9.8%的领导鼓励了下属，57.7%的管理者挫伤了下属的积极性。我们的管理者更多的是居高临下和指责，一直想把自己的经验和思维方式灌输给下属，这些数字提醒我们要时刻反思自己的管理方式。

一个人的能力在短期内是很难改变的，能力是惰性因素。能力为恒定量的时候取决于你的态度，你以什么样的态度投入就变得重要，所以我们要善于开发我们的人力资源，这里强调一个常识：你的下属潜力无限。华为潜力有多大？早年就七八个人，发展到现在的规模，靠的就是华为的潜力，就是任正非讲的在员工的头脑中挖出大煤矿来，

八、任正非就是一块“大海绵”

对任正非，我有一个概括是：“行万里路，读万卷书，与万人谈，干一件事。”任正非很喜欢读书，去北京出差2.5小时的路程他能读2小时书。他大量地涉猎，这就是一种自我修炼。与外人交流，从每个人身上都能吸取知识，上到国家领导人，下到小团体，最后聚焦于一件事。这就是所谓的：“一杯咖啡的帮助”，虔诚地跟别人对话、沟通。任正非就像一块大海绵，我对他做了一些总结：

向党学习：“八项规定”“自我批评”“多劳多得”；

向军队学习：“呼唤炮火”“在上甘岭上培养干部”；

向企业学习：海底捞、顺丰速运；

向动物学习：狼性、狮群、蚂蚁军团； CXO UNION-CXO联盟（cxounion.cn）

向植物学习：薇甘菊。华为就是一株薇甘菊，什么是薇甘菊？它一旦扎下根，就会快速攫取大地的营养，快速地成长，华为这些年就是薇甘菊。一旦长起来，别人就没有成长的空间了。

我们应该向任正非学习，非常值得学习的就是任正非的文章。这里有一个故事：北京有一个老板，白手起家，从最初帮别人烧饭到现在成为一个集团公司的老板，一直以来他就是学习华为，任正非所有文章他都学过。他是怎么学的？初中没毕业，有的字他不认识，也理解不了。他就让秘书把任正非文章录音后放在手机里，有时间就听一听。

除了学习还要“悟”，多悟多学，我们才有更大的成长空间。

最后，我用一句最喜欢的话作为今天分享的结尾：“世间自有公道。”要相信付出总有回报。有人说我付出了但是还没回报，别着急，因为今天种下粮食，明天不一定收获，再等等，时间没到。

翻译：

How to avoid subordinates being nursed and abandoned? Ren Zhengfei: Love the army cut, use the army merciless

What does it take to be a good manager? CXO UNION-CXO联盟（cxounion.cn）

Once in Beijing to participate in a Huawei training, a business boss is also there. In conclusion, he said: “I have all of Ren Zhengfei’s faults and shortcomings, but I have none of Ren Zhengfei’s strengths.” “Ren Zhengfei is a master of human management.”

He got to the point. So who is CHO (chief human resources Officer) at Huawei? It’s Ren Zhengfei. Ren Zhengfei understands people and human nature, he can use a system platform, a mechanism to bring 150,000 people together on this platform, can stimulate people’s ability and potential.

There’s a story in my book about an EMT meeting where a poll was conducted after the meeting agenda. The first question: Does Ren Zhengfei understand technology? — 0 votes. Ren Zhengfei majored in architecture and has not yet graduated from Chongqing Institute of Civil Engineering and Architecture. Later the school said to give Ren Zhengfei posthumous diploma, Ren Zhengfei resolutely do not, said to seek truth from facts. Ren Zhengfei is not learning architectural design, but a small specialty inside – water supply and drainage engineering. Second question: Does Ren Zhengfei understand marketing? — 0 votes. Third question: Does Ren Zhengfei understand management? — 1 vote.

So what do we managers face? It’s the management of people based on their humanity.

1. There are no bad employees, only bad cadres

What does Huawei lack now? First, Huawei does not lack a good environment. Second, Huawei is not short of a great era. Third, Huawei does not lack excellent human resources. Every year, one million graduates lose their jobs upon graduation, and this year more, so we have no shortage of people.

But a thousand troops are easy to get, a general is difficult to find, and Huawei is now the most short of cadres. We do not lack a business model, the overall pattern, the lack of cadres is the company’s biggest shortcomings. There must be a cadre to achieve great things, and there must be a reserve team. Just like the football league, there are 11 men on the field, but in the end the league is won by the length and depth of the bench, and the people sitting below are probably more important.

I have been telling a proposition that may be a little paranoid, but I think is the truth: there are no bad employees, only bad cadres. I have been exposed to many such examples, employees can change, the key lies in the cadre. CXO UNION-CXO联盟（cxounion.cn）

Huawei’s cadre policy, first, emphasizes having successful experience at the grassroots level. The determination of Huawei’s cadre route is to grow in a “zigzag” shape, changing the early cadre’s smokestack development route. Second, to undertake global business management responsibilities, with a global vision and cross-cultural management experience. Third, it is emphasized that middle and senior cadres need to have cross-field work experience.

There is a word called “talent out in large numbers”, Ren Zhengfei changed it to “talent out.” Ren Zhengfei had three articles in his early days that were related to calling for heroes, and now he is calling for good generals and cadres, because he wants to do great things. Here, we emphasize the responsibility and result orientation, the actual combat experience, and the ability to lead the team. Actually leading a team is human resource management.

2. The six realms of management

I’m going to have a friendly joke with you here, and I’m going to divide managers into these classes.

Sixth-rate managers do not know why, do not know how to do. Such a person should not be a manager, but an expert. My point of view is that managers are not “princes, rather have a kind of”, not everyone can become a manager, or through management classes, you can become a manager, management cadres are not trained. I think the most basic manager, the first talent, the second understanding, the third practice, the fourth is learning.

A fifth-rate manager has nothing to do with his subordinates. A common phrase used by fifth-rate managers is: you get out of the way, I’ll come! Because he himself is a master, looking at his subordinates to worry, everything is overarching, causing subordinates to have nothing to do, nothing to do, and the department is smoky. Employees can’t grow, he can’t grow. I have a nickname for fifth-rate managers: “The great self-employed.” There is a song called “The heart is too soft”, which describes the five-stream managers: the five-stream managers are always too soft, carrying all the problems themselves, you have no regrets, to be a strong man, in fact, you are not so strong, so you always silently a person tears until dawn… CXO UNION-CXO联盟（cxounion.cn）

Fourth-rate managers work on their own and their subordinates follow. Subordinates follow you when you are here, subordinates become headless when you are not.

Third-rate managers don’t let their subordinates do it. This fits the definition of a manager. From the definition of a manager, a manager is a person who undertakes the responsibilities of a manager full-time. The specific business is the subordinates do, managers do management, such as process construction, cultural construction, atmosphere construction, human resources training and development, which is the main work of managers.

Second-rate managers don’t let their subordinates work hard. That’s what makes a good manager. Let ordinary subordinates do extraordinary things, this is the manager’s natural duty.

First-class managers are enough to live, management does not have to do. Because the process has been established, the system has been perfected, and the manager is just alive. Konosuke Matsushita is such an example.

3. Liu Bang is a master of human resources

Let’s watch Liu Bang. Liu Bang’s strategy is not as good as Zhang Liang’s, the governance of the country is not as good as Xiao He, the war is not as good as Han Xin, why can become the boss and achieve a hegemon? CXO UNION-CXO联盟（cxounion.cn）

Liu Bang said that because I would use these first-class people, this is also the reason for Liu Bang to get the world, so it is not Liu Bang capable, but Liu Bang has a group of capable subordinates. Of course, Liu Bang’s attraction, cultivation and trust in human resources are also important. These three talents are not everywhere, and Liu Bang has to rely on his own charm and his own career to attract these people to his side. If he is attracted to Xiang Yu, Liu Bang will die a terrible death.

The conclusion is that Liu Bang is a master of human resources.

4. How to treat subordinates? Ren Zhengfei: Love the army cut, use the army merciless

You may say, I am not Liu Bang, I do not have Zhang Liang, Xiao He, Han Xin how to do? – Nurture him, let him develop his personal strengths, motivate him. For example, “soldiers assault” inside the monitor Shi Jin, career is not brilliant, but his greatness lies in the cultivation of a group, his greatest contribution to the organization is not personal contribution, but he has cultivated “Xu three more” for the organization, training a large number of excellent “military king”.

How do you treat your subordinates? I think it is Ren Zhengfei said that “love soldiers cut, use soldiers mercilessly”, which is gray. If you want your people to grow and contribute to the organization, you have to love them. Just like when the monitor is on a quick march, the monitor has to carry a backpack and a gun for the soldier. The big leader also gave his horse to the sick man. To the station, the monitor should wash the feet of the soldiers and pick out the blood bubbles on the feet. At night to round the room, for the soldiers to tuck in the corner, this is called “love soldier cut”. You don’t love him? Why would he work with you?

Huo Qubing led 100,000 troops to attack the Xiongnu and won the victory. The emperor was very pleased and gave the generals dozens of jars of wine. Huo Qubing said that the war was fought by the soldiers, and it was unfair to give the generals all the wine to drink, so he ordered people to pour the wine into the river, and 100,000 troops drank the water from the same river, which is the source of the name “Jiuquan”.

Care for your subordinates, of course, but also “ruthless”, that is, high performance, you do not use him is actually in the waste of him, give him pressure tasks and burdens to make him grow up quickly. So “love the soldier cut, use the soldier ruthless” how to combine? We can learn something from the history of today. The five criteria include helping subordinates grow, setting an example, recognizing and encouraging subordinates, knowing people well, and communicating. These are the essential qualities of a manager. CXO UNION-CXO联盟（cxounion.cn）

5. Employees are willing to work nervously, but do not want to work in tension

What does it take to be a good manager?

First, give direction and guide employees in a given direction. The employee is confused, and the employee is confused about the goal and direction of the effort. Managers stand tall and see far. To quote Clausewitz’s “On War” in a sentence: the role of the general is to point out the way forward for the confused soldiers, with the fire of the heart to illuminate the way forward for the soldiers. Second, supervise work performance and point out and help subordinates to solve problems. If the employee is wrong, point out his problem; He’s got a problem. Give him a hand. When our employees have completed their tasks with our help, we should do the third thing: report the situation to our superiors. According to Drucker, an effective manager is one who does these three things.

So, what’s a manager to do? I think it’s one eye on the customer and one eye on the subordinate. Managers should learn to turn around, and it is recommended to take “situational leadership Model” as a compulsory course for managers. The course inspired us to change our leadership style and adapt to the situation of our subordinates. Employees are willing to work in tension, but do not want to work in tension, so the turn of leadership is really important, can not let subordinates to adapt to the manager.

Tell you a story: a training in the company, due to the projector problem delayed more than 20 minutes, I asked the young man responsible for organizing this training: why not check in advance, in advance debugging? How much of everyone’s time have I wasted keeping so many people waiting in the classroom? The guy in charge knew it was his fault and didn’t defend himself. A week later he sent me an email and said, “Mr. Wu, you were once young too.”

Indeed, you think about your past, who is not a snot a tear, all the way stumbling, ups and downs to go to the manager of this position. If you make mistakes, you have to accept that your subordinates may make mistakes, too. God forgives young people when they make mistakes, why can’t we?

At the headquarters, I cooperated with the human resources department to conduct a survey of employees leaving the company and interviewed many people. The result found that no one scolded Ren Zhengfei, scolded the company, they scolded the supervisor most. I think it’s a shame that people are leaving because of a word from their supervisor. It’s easy to turn a friend into an enemy, but it’s hard to turn an enemy into a friend. CXO UNION-CXO联盟（cxounion.cn）

6. The key is to change yourself

There is a business owner said such a sentence, people have no advantages, no shortcomings, only characteristics. Everyone is a resource. It’s up to us to develop it. Back then, when we were growing up, our leaders were tolerant of us, and we should be tolerant of our subordinates. The key is to change yourself, to change others, first to change yourself.

In terms of motivation curve, it is to stimulate subordinates’ sense of achievement. For managers at every level, focus on a few key words: modify motivation, manage expectations, control desires. An important point for managers is to control their desire for achievement, give their desire for achievement to subordinates, and let subordinates have a sense of accomplishment. If you want to have a sense of achievement, then the subordinates have no, this is a very important motivation curve management, managers can not want everything, the most avoid and subordinates to fight for success. You give them these things that don’t care, they will be very moved, they are moved, they will work for you.

7. Learn non-material incentives

Non-material incentives cannot replace material incentives, but we have emphasized material incentives too much in the past, focusing everything on material incentives. Now we need to think: How can we add non-material incentives to material incentives? People’s needs are diverse. Material incentives such as a father’s love, thick; Non-material incentive is like a mother’s love, warmth, a few words of mother’s nagging is actually a kind of incentive. CXO UNION-CXO联盟（cxounion.cn）

Material incentives are not what we can give employees, salaries and bonuses are given by the company, and managers can only give employees non-material incentives. One of the most important things we can learn from managers to leaders is to learn non-material incentives. Non-material motivation is actually very simple, a greeting, a look, a text message.

In China, only 9.8% of leaders encourage their subordinates, and 57.7% discourage them. Our managers are more condescending and accusatory, always trying to instill their own experience and way of thinking into their subordinates, and these numbers remind us to constantly rethink our own management style.

A person’s ability is difficult to change in the short term, ability is an inert factor. When the ability is constant, it depends on your attitude, and what attitude you put into it becomes important, so we should be good at developing our human resources, and here we emphasize a common sense: your subordinates have unlimited potential. How big is Huawei’s potential? From seven or eight people in the early years, the development to the current scale depends on the potential of Huawei, which is what Ren Zhengfei said about digging out a big coal mine in the minds of employees.

8. Ren Zhengfei is a “big sponge”

For Ren Zhengfei, I have a summary: “Travel 10,000 miles, read 10,000 books, talk to 10,000 people, do one thing.” Ren Zhengfei loves reading, and he can read for two hours during a 2.5-hour trip to Beijing. He dabbles a lot, which is a kind of self-cultivation. Talking to outsiders, learning from everyone, from national leaders down to small groups, and finally focusing on one thing. This is what is called: “the help of a cup of coffee”, reverently talking to others, communicating. Ren Zhengfei is like a big sponge, I made some summaries of him: CXO UNION-CXO联盟（cxounion.cn）

Learn from the Party: “eight-point regulations”, “self-criticism”, “more work, more pay”;

Learn from the army: “call for gunfire” and “train cadres on the Shanggan Mountains”;

Learn from enterprises: Haidilao, SF Express;

Learn from animals: wolves, lions, ant armies;

Learn from plants: Mikania micrantha. Huawei is a Micrantha. What is Micrantha? Once it takes root, it will quickly seize the nutrients of the earth and grow rapidly, and Huawei is Micrantha these years. Once it grows, there is no room for others to grow.

We should learn from Ren Zhengfei, and what is worth learning is Ren Zhengfei’s article. Here is a story: there is a boss in Beijing, self-made, from the beginning to help others cook to now become the boss of a group company, he has been learning Huawei, Ren Zhengfei all the articles he has learned. How did he learn? Junior high school did not graduate, some words he did not know, also can not understand. He let his secretary put Ren Zhengfei article recording in the mobile phone, have time to listen to it.

In addition to learning, we also need to “realize”, more understanding and more learning, we have greater room for growth. CXO UNION-CXO联盟（cxounion.cn）

I want to close with one of my favorite words: “Justice is done.” Believe that there is always a return. Some people say that I have paid but have not returned, don’t worry, because today planted food, not necessarily harvest tomorrow, and so on, the time is not up.

由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于华夏基石e洞察；编辑/翻译：CXO UNIONCXO联盟小U。

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