【观点】这种人，最适合当领导

21世纪最重要的是人才，大大小小的公司都有人力资源部，但并不是说所有的人才都是公司的资源。K哥认为，只有那些被激发了能动性，能够和管理者一起为了企业的目标和未来，共同努力的人才，才能称之为“资源”。如何激活这些人才，就成了领导者的主要工作，也成了体现一个人领导力的重要时刻。

什么是领导力，组织发展理论创始人沃伦·本尼斯说得好：“领导力就像美，它难以定义，但当你看到时，你就知道。”如果非要具象一点，我们可以把领导力理解为：在职权范围内，充分利用各种资源和影响力，激励追随者不断超越自我，实现共同目标的能力。

一、领导力做什么

领导力的作用主要体现在三个方面：定战略、搭团队、拿结果。 CXO UNION-CXO联盟（cxounion.cn）

1、定战略

有数据统计，世界范围内，90%的组织战略都无法实施和落地。当然，这和战略制定本身存在的问题，有着莫大关系。

有些公司公司很喜欢谈战略，也喜欢制定战略，Boss们隔三差五就能拍脑袋出台一个新战略。相反，拥有几十万员工的华为，却很少在战略级别上“推陈出新”，但他们制定的每一个战略却几乎都能切实落地。

任正非说过一句话，“砍掉高层的手和脚”。意思就是让高管不要对其他的事情指手画脚，而是把脑袋集中到他们最该思考的战略上来。把环境、市场、产品、竞争等因素都想透了，从战略判断到落地执行，都有了清晰的路径和答案。然后还要不断开会、辩论。这样打磨出来的战略，才是深入且具有可行性的。

2、搭团队

在硅谷创业盛传一个“定律”：一个企业能不能做大，取决于最先加入团队的前10个人。虽然“10”这个数字不一定那么精确，但其反映的企业搭建团队的重要性，却是千真万确的。

如何搭建核心团队更合理，德鲁克曾给过这样一个建议：一个高管团队一定要有四个角色，有人喜欢思考，有人善于行动，有人热衷于社交混圈子，有人容易相处。简单点说，团队成员要各有所长，充分互补性，这样结合在一起，才可能更好地推动企业的发展。

3、拿结果

还以华为为例，华为的战略落实效果那么好，K哥认为以下两方面起了重要作用：

1）华为压强原则。也就是任正非一直强调的聚焦、力出一孔的意思。比如，华为下决心发展手机业务后，不惜投入该业务总营收的10%作为研发费用，并在巴黎设立美学研究中心、在伦敦设有设计研究所、在数学家最多的俄罗斯设有算法研究中心…就是通过不断堆量堆资源，把所有力量都集中到一点，猛攻猛打，才有了华为手机业务今天这样的成就。

2）战略分解。华为常用的战略分解工具是 PBC (即个人业务承诺计划)，也就是通过动态的方式，把公司级别的战略变成可量化、可衡量的指标分解到组织，最后分摊到个人。这个过程既能触发员工内生动力，又有外部监督压力，自然更容易拿到结果。 CXO UNION-CXO联盟（cxounion.cn）

二、领导力在公司不同发展阶段的作用

1、创立期：找方向、找钱、找人

1）找方向

上个世纪80年代，乔布斯和他创立的苹果都面临危机。当时苹果推出的Lisa与苹果III市场遇冷；销售份额不断下降，他自己也面临内部的质疑。但在接受采访时，乔布斯仍然坚持认为全力创新，把产品做到极致，让产品说话才是苹果面对竞争的正确出路。不管是被赶出董事会，还是再度回归苹果，乔布斯的这一坚持从没改变。而不断创新、引领潮流也成了苹果公司始终坚持的发展方向。

2）找资金

老话“兵马未动，粮草先行”，说的就是后勤保障的重要性。对于创业者来说，“后勤”最重要的内容，就是融资。

马化腾开始创业时，由于QQ用户激增，成了起步时期腾讯的甜蜜负担，当时的腾讯根本没有财力应对不断增加的服务成本。为了找钱，马化腾甚至连凭“用户注册量”和银行谈抵押贷款的“歪主意”都想到了。直到后来，受老友丁磊海外融资的启发，最终拿到了IDG和盈科数码220万美元的投资。不然，小马哥真可能把QQ卖掉，我们今天的互联网格局，恐怕也大不相同了。 CXO UNION-CXO联盟（cxounion.cn）

3）找人才

一个好汉三个帮，能力再强的人创业，都不能只靠自己打天下，而是要找到愿意相信自己，真心追随自己，能力又能互补的“前10位”关键小伙伴。

小米公司能在不到10年的时间，做到世界五百强，除了风口因素外，雷军能找到林斌、黎万强等人，搭建超强的7人创始人团队，无疑是另一个极为关键的核心因素。不仅是对创始人团队，后面加入的员工，雷军也非常关注，小米前100位员工，雷军都亲自面谈过。可见雷总对寻找人才的审慎和重视。

2、发展期：制度化、规模化

当企业进入发展期时，它经历了初创阶段的探索和试错，建立了相对稳定的业务模式。这时就需要逐渐制度化和规模化，以应对各种内外部变化。

海尔最早的“制度化”，就是张瑞敏上任之初定下的“13条”规章制度。其中一条就是明确禁止员工在车间大小便。从这一条就可以想象制度化对当时的海尔有多必要，对以后的海尔有多重要。

规模化是说企业通过扩大业务规模和增加资源投入，来实现更大的市场份额和收益。这里要注意，互联网时代的规模效应不单是指产品的生产规模，更是指基于用户规模的提升，形成更多正反馈，从而让产品的体验变得更好，企业平均成本下降，实现企业的价值递增。 CXO UNION-CXO联盟（cxounion.cn）

3、成熟期：寻找第二发展曲线、二次创业

当一个企业进入成熟期时，它可能面临市场饱和、竞争加剧以及技术变革等挑战。在这个阶段，企业需要寻找第二发展曲线或进行二次创业，以保持竞争力，实现增长，延续成功。

以亚马逊为例，最初它只是一家线上书店，随着该业务的逐步成熟，亚马逊发展遇到瓶颈，于是他们开始尝试新的增长曲线。比如，发展电子产品（如Kindle阅读器）和云计算服务（如亚马逊AWS），最终成功实现了多元化的增长。

而“二次创业”最典型的例子则是IBM。IBM原本是一家规模庞大的计算机制造商，但由于太保守，陷入了严重的财务危机，郭士纳接手后，果断进行二次创业，将IBM转型为一个以软件和服务为重心的企业，不仅成功化解了IBM的危机，还让其股价大涨1200%。

4、衰退期：完成业务再造、组织刷新

当企业进入衰退期时，它可能面临市场份额下降、盈利能力下滑、竞争压力增大等问题。这个时候，企业需要进行业务再造和组织刷新，以应对挑战并恢复增长。

诺基亚在智能手机问世后，一败涂地，最终卖掉了整个手机业务。但诺基亚并没有被彻底打败，而是进行了业务再造，全力聚焦通信和5G业务，先后收购了阿尔卡特朗讯、贝尔实验室等巨头，重塑了自己的业务模式，并在2017年，重新杀回世界500强之列。

组织刷新，是对企业的组织结构和运营方式进行重新调整和改进。当前阿里、腾讯等行业巨头所进行的组织架构扁平化调整，减少层级，强化跨部门合作的措施，就是组织刷新的具体体现。

三、如何修炼领导力？

1、心力、脑力、体力

王阳明曾说：意若诚，则心可正，心若正，则力可大、可坚、可久。心力可以理解为内心强烈的信念和力量，遇事可以管理自己的情绪，不气馁、不妥协，积极寻求办法，直到成功。

脑力可以理解为领导者的洞察能力、思维能力和决策能力。多阅读、多学习，是提升脑力的有效途径。

体力更容易理解，想想马斯克为什么能一直精力充沛，可以同时管理着数家全世界最牛逼的公司，强健的体魄才是最根本原因。 CXO UNION-CXO联盟（cxounion.cn）

2、战略能力

战略专家康斯坦丁诺斯 ·马凯斯说过：战略的本质，就是决定玩什么游戏，以及如何玩好的游戏。不管玩什么游戏，趁手的工具总是必不可少的。管理企业也是如此，领导者掌握一些好用的工具是非常必要的。比如华为一直使用的，可以完善战略规划与帮助落地执行的BLM；适用范围很广的SWOT分析工具；可以有效定义和跟踪目标及其完成情况的OKR，等等。

3、组织能力

人力资源管理大师戴维·尤里奇，曾这样定义组织能力：“组织能力代表了一个企业因何而为人所知，它擅长做什么，以及它如何建构行为模式以提供价值”。马化腾说得更简洁：“腾讯的组织能力特点是自我进化。”不管定义为何，组织能力都是一个领导者不可或缺的关键能力。一些主流的组织管理模式和方法，管理者要学会合理运用。比如，注重知识的积累、分享和创新，能够不断自我调整，以适应环境变化和学习型组织；强调将单位小型化、独立自治化的阿米巴；以及通过激励和满足员工的需求，提高员工的工作动机和满意度的双因素激励理论等。

4、激发“全员领导力”

全员领导力，是指组织中每个成员都具备并展现出领导力的能力和行为。它强调领导能力不只是领导者的专利，而是每个人都可以在自己的角色和责任范围内展现出的一种个人能力。

而激发“全员领导力”的方法也有多种，比如培养员工归属感、自信心和主动性；提供员工更多的培训机会和发展空间；赋予各岗位人员更多的责任和权力等等。 CXO UNION-CXO联盟（cxounion.cn）

任正非曾借用克劳塞维茨的观点，这样说：“战争打到一塌糊涂的时候，高级将领的作用是什么?就是要在看不清的茫茫黑暗中，用自己发出微光，带着你的队伍前进；就像希腊神话中的丹科一样把心拿出来燃烧，照亮后人前进的道路一样”。希望拥有领导力的小伙伴们，都能发出自己的“微光”，带领自己的团队，勇敢开拓前行。共勉！

翻译：

This kind of person is best suited to be a leader

The most important thing in the 21st century is talent, and companies large and small have human resources departments, but it does not mean that all talent is a company’s resource. K brother believes that only those who are motivated and can work together with managers for the goals and future of the enterprise can be called “resources”. How to activate these talents has become the main job of a leader, and has become an important moment to reflect a person’s leadership.

Warren Bennis, founder of organizational development Theory, said it best: “Leadership is like beauty. It’s hard to define, but you know it when you see it.” If we must be specific, we can understand leadership as: the ability to make full use of various resources and influence within the scope of authority, and motivate followers to constantly exceed themselves to achieve a common goal.

What does leadership do

The role of leadership is mainly reflected in three aspects: setting strategy, building a team, and obtaining results.

1. Define strategy

According to statistics, 90% of organizational strategies worldwide are unable to be implemented and implemented. Of course, this has a lot to do with the problem of strategy formulation itself.

Some companies love to talk about strategy, and they love to develop strategy, and bosses can come up with a new strategy every once in a while. On the contrary, Huawei, which has hundreds of thousands of employees, rarely “innovates” at the strategic level, but almost every strategy they develop can be effectively landed. CXO UNION-CXO联盟（cxounion.cn）

Ren Zhengfei once said, “cut off the hands and feet of the top.” The idea is to get executives to stop dictating other things and focus on the strategy they should be thinking about most. The environment, market, product, competition and other factors have been thought through, from strategic judgment to implementation, there are clear paths and answers. Then there are constant meetings and debates. The strategy developed in this way is deep and feasible.

2. Build a team

There is a “law” in Silicon Valley entrepreneurship: whether a company can become big depends on the first 10 people to join the team. Although the number of “10” is not necessarily so accurate, it reflects the importance of the enterprise to build a team, but it is absolutely true.

How to build a core team is more reasonable, Drucker once gave such a suggestion: an executive team must have four roles, some people like to think, some people are good at action, some people are keen on social mixing circles, and some people are easy to get along with. To put it simply, team members should have their own strengths and fully complement each other, so that together, they can better promote the development of the enterprise.

3. Get the results

Also taking Huawei as an example, Huawei’s strategy implementation effect is so good, Brother K believes that the following two aspects have played an important role:

1) Huawei pressure principle. That is the meaning of the focus and force that Ren Zhengfei has always emphasized. For example, after Huawei is determined to develop the mobile phone business, it is willing to invest 10% of the total revenue of the business as research and development expenses, and set up an aesthetic research center in Paris, a design institute in London, and an algorithm research center in Russia, which has the most mathematicians. It is by constantly stacking resources, concentrating all forces into one point and attacking aggressively that Huawei’s mobile phone business has achieved such achievements today.

2) Strategic decomposition. Huawei’s common strategy decomposition tool is PBC (Personal business commitment Plan), which is to dynamically transform company-level strategies into quantifiable and measurable indicators, decompose them to organizations, and finally allocate them to individuals. This process can trigger both internal motivation of employees and external supervision pressure, so it is naturally easier to get results. CXO UNION-CXO联盟（cxounion.cn）

The role of leadership in the different development stages of the company

1. the founding period: find direction, find money, find people

1) Find your way

In the 1980s, Jobs and the company he founded were facing a crisis. At that time, Apple launched Lisa and Apple III market was cold; Sales share was falling, and he himself faced internal questions. But in the interview, Jobs still insisted that full innovation, the product to the extreme, let the product speak is the right way for Apple to face competition. Whether he was ousted from the board or returned to Apple, Jobs’s insistence never changed. And continuous innovation and leading the trend has become the development direction that Apple has always adhered to.

2) Find funds

The old saying “before the soldiers and horses move, the grain and grass first” is the importance of logistics. For entrepreneurs, the most important content of “logistics” is financing.

When Ma Huateng started his business, QQ became a sweet burden in the early days because of the surge in QQ users, and Tencent simply did not have the financial resources to cope with the increasing cost of services. In order to find money, Ma Huateng even thought of the “bad idea” of talking about mortgage loans with the “number of user registrations”. Until later, inspired by his old friend Ding Lei’s overseas financing, he finally got an investment of $2.2 million from IDG and Yingke Digital. Otherwise, little Ma brother can really sell QQ, and we are afraid that the Internet pattern today is very different.

3) Find talent

A good man three help, the ability of people to start a business, can not only rely on their own, but to find willing to believe in themselves, sincerely follow their own, ability and complementary “top 10” key partners. CXO UNION-CXO联盟（cxounion.cn）

Xiaomi company can do the world’s top 500 in less than 10 years, in addition to the tuyere factor, Lei Jun can find Lin Bin, Li Wanqiang and other people, build a super 7-person founder team, is undoubtedly another extremely critical core factor. Not only for the founder team, the employees who joined behind, Lei Jun is also very concerned, Xiaomi’s top 100 employees, Lei Jun personally interviewed. It can be seen that Lei always looks for talent prudence and attention.

2. Development period: institutionalization and scale

When the enterprise entered the development period, it went through the exploration and trial and error of the start-up stage, and established a relatively stable business model. At this time, it is necessary to gradually institutionalize and scale to cope with various internal and external changes.

Haier’s earliest “institutionalization” was the “13” rules and regulations set by Zhang Ruimin at the beginning of his term. One of them is an explicit ban on employees defecating on the shop floor. From this article, we can imagine how necessary institutionalization was for Haier at that time, and how important it was for Haier in the future. CXO UNION-CXO联盟（cxounion.cn）

Scale means that enterprises achieve greater market share and income by expanding business scale and increasing resource investment. It should be noted here that the scale effect in the Internet era not only refers to the production scale of the product, but also refers to the formation of more positive feedback based on the improvement of the user scale, so that the product experience becomes better, the average cost of the enterprise decreases, and the value of the enterprise increases.

3, maturity: looking for the second development curve, second entrepreneurship

As a company matures, it may face challenges such as market saturation, increased competition, and technological change. At this stage, companies need to find a second curve or a second venture to stay competitive, grow, and continue their success.

Amazon, for example, was originally just an online bookstore, but as the business matured, Amazon’s development hit a bottleneck, so they began to try a new growth curve. For example, the development of electronic products (such as the Kindle reader) and cloud computing services (such as Amazon AWS), ultimately succeeded in diversified growth. CXO UNION-CXO联盟（cxounion.cn）

The most typical example of a “second startup” is IBM. IBM was originally a large computer manufacturer, but because of too conservative, fell into a serious financial crisis, Gerstner took over, the decisive second venture, IBM transformed into a software and services as the focus of the enterprise, not only successfully resolved the crisis of IBM, but also let its stock price rose 1200%.

4. Recession period: Complete business reconstruction and organizational refresh

When an enterprise enters a period of recession, it may face problems such as declining market share, declining profitability and increasing competitive pressure. This is a time when business reengineering and organizational refresh are needed to meet challenges and return to growth.

Nokia flopped when smartphones came out and eventually sold its entire handset business. However, Nokia was not completely defeated, but carried out a business re-engineering, fully focused on communications and 5G business, has acquired Alcatel-Lucent, Bell LABS and other giants, reshaped their business model, and in 2017, back to the world’s top 500.

Organizational refresh is to re-adjust and improve the organizational structure and operation mode of the enterprise. The current adjustment of the organizational structure of industry giants such as Ali and Tencent, reducing the level, and strengthening the measures of cross-departmental cooperation are the concrete embodiment of the organizational refresh. CXO UNION-CXO联盟（cxounion.cn）

How to cultivate leadership?

1, heart, brain, physical strength

Wang Yangming once said: if the meaning is sincere, then the heart can be positive, if the heart is positive, then the force can be large, can be firm, can be long. Heart can be understood as a strong inner belief and strength, when it comes to managing their emotions, not discouraged, not compromising, and actively seeking ways until success.

Brain power can be understood as a leader’s ability to see, think and make decisions. Reading more and learning more is an effective way to improve brain power.

Physical strength is easier to understand, think about why Musk can always be energetic, can manage several of the world’s most powerful companies at the same time, and strong body is the most fundamental reason. CXO UNION-CXO联盟（cxounion.cn）

2. Strategic capability

The strategic expert Konstantinos Makes said that the essence of strategy is to decide what games to play and how to play them well. No matter what game you’re playing, a good tool is always necessary. Managing a business is the same, it is very necessary for leaders to master some useful tools. For example, Huawei has been using BLM, which can improve strategic planning and help land execution; A wide range of SWOT analysis tools; Okrs that can effectively define and track goals and their completion, and so on.

3. Organizational ability

David Jurich, an expert in human resource management, once defined organizational capability as “what an organization is known for, what it is good at, and how it constructs behavior patterns to deliver value.” Mr Ma puts it more succinctly: “Tencent’s organisational capabilities are characterized by self-evolution.” No matter how it is defined, organizational skills are a key skill that a leader must have. Some mainstream organizational management models and methods, managers should learn to use reasonably. For example, it pays attention to the accumulation, sharing and innovation of knowledge, and can constantly adjust itself to adapt to environmental changes and learning organizations; The amoeba, which emphasizes the miniaturization and independence of units; As well as the two-factor incentive theory to improve employees’ work motivation and satisfaction by motivating and meeting their needs.

4. Inspire “all-staff leadership”

Overall leadership refers to the ability and behavior of each member of the organization to possess and demonstrate leadership. It emphasizes that leadership is not just the preserve of leaders, but a personal competence that each person can demonstrate within their own roles and responsibilities.

There are many ways to inspire “all-staff leadership”, such as cultivating employees’ sense of belonging, self-confidence and initiative; Provide more training opportunities and development space for employees; Give more responsibility and authority to the staff of each position and so on.

Ren Zhengfei once borrowed Clausewitz’s point of view, saying: “When the war is in a mess, what is the role of the senior general?” It is to lead your troops forward with your own glimmer in the dark where you cannot see clearly; Just like Danko in Greek mythology, he took his heart out and burned it to light the way forward for future generations.” I hope that the small partners with leadership can send out their own “light”, lead their own team, and bravely forge ahead. Let’s work together!

由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于 技术领导力；编辑/翻译：CXO UNIONCXO联盟小U。

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