【CEO观点】华为任正非：我提拔人就看这5点

从2006 年开始，华为在集体面试当中引入了领军人才的五项素质，即主动性、概念思维、影响力、成就导向和坚韧性。而这五项素质就是华为人才基因的真正密码。

一、第一个素质：主动性

主动性是指人在工作当中不惜投入更多的精力，善于发现和创造新的机会，提前预测事情发生的可能性，采取行动，从而提高工作绩效，避免问题的发生或创造新的机遇。

这种主动不只是简单地积极行动，而是强调要有结果，要有预见性，而且这种预见性要产生好的结果。主动性可以分成四个等级。

（一）主动性零级的人不会自觉完成工作

主动性零级的人不会自觉完成工作，需要他人的督促，不能提前计划和思考问题，直到问题发生才意识到事情的严重性。

（二）主动性一级的人能主动行动，自觉投入更多的努力去工作

主动性一级的人能主动行动，自觉投入更多的努力去工作。这类人不需要别人督促，只要分配的工作在他的工作范围内，他就会自觉地投入时间去做。很多企业家羡慕深圳这块创业热土。在深圳南山的科技园里，每天晚上10 点之后还有很多大厦灯火通明，陆陆续续有人从大楼里走出来下班回家。其实这种场景的出现是因为企业选择了一大批主动性一级以上的人才。如果不想整天催促员工，最简单的办法就是选择主动性高的人。

（三）主动性二级的人能主动思考、快速行动，及时发现某种机会和问题并快速做出反应

主动性二级的人能主动思考、快速行动，及时发现某种机会和问题并快速做出反应。二级建立在一级的基础之上，主动性二级的人不光能快速自觉地工作，还会主动思考，预判某一种情况，然后采取相应的行动。如果你手下有这样总是“蠢蠢欲动”的人，那真是捡到宝贝了。

（四）主动性三级的人不会等着问题发生，而是会未雨绸缪，提前行动

主动性三级是最高等级。这类人不会等着问题发生，而是会未雨绸缪，提前行动，规避问题，甚至创造出机会来。

任总曾在接受外媒采访的时候说，华为不仅5G 做得好，微波也做得好，这两个合起来在全世界范围内华为做得最好。而华为微波产品的开发所带来的成功就是主动性三级人才打造的。

华为微波产品的诞生有这样一段历史：早年任总认为微波没多大用，提出把微波这条产品线砍掉。但微波产品线总裁彭智平根据自己对市场的嗅觉，觉得这是一个好产品，就偷偷在他的人力预算中挤出了几十号人研发微波产品。两年以后，在非洲市场发现埋光纤不现实，建基站成本太高，而微波是最低成本的通信工具。正在任总万分后悔的时候，彭智平说，任总，没问题，我们的微波产品已经可以交货了。

这个故事体现的就是主动性三级人才未雨绸缪的能力。

总结一下，从零级的没有主动性到一级的主动行动，再到二级的主动思考、快速行动，最后到三级的未雨绸缪，每一个提升都是一次飞跃。

华为的用人标准是至少达到主动性二级，也就是说，只有能主动思考、快速行动的人才，公司才会录用。

二、第二个素质：概念思维

我们常说要找聪明人，那么聪明和不聪明的区别到底在哪里呢？其实最主要的就是概念思维，换言之就是思考方式。

概念思维是一种识别表面上没有明显联系的事情之间内部联系本质特征的能力，也就是说在面对不确定现象的时候，能找到里面的要害，高屋建瓴，一语道破。

这是一种大的思考结构，要根据有限的信息做出全面的判断。能做这种结构化思考的人就是聪明人。概念思维也分成四个等级。

（一）概念思维零级的人不能准确而周密地去思考问题

概念思维零级的人不能准确而周密地去思考问题，碰到问题想不清楚，弄不明白。

（二）概念思维一级的人可以进行简单的类比

概念思维一级的人可以进行简单的类比。所谓简单类比，就是根据自己过去的经验，对某个行为进行类似的复制。比如说我会打篮球，那么在此基础上，我也能通过简单类比，很快学会其他相似的球类运动。

（三）概念思维二级的人能触类旁通

概念思维二级的人能触类旁通。触类旁通就是指运用复杂概念的能力，通过掌握事物发展的客观规律，以点带面地思考问题。比如我是厨师，菜炒得很好，同时我也可以做管理，用炒菜的方式来管人。

有一些做营销的人跨界做人力资源也做得很好，去做财务也能胜任，那是因为每个职位背后的深层规律是相通的。

更厉害的人甚至可以跨行业，在不同的行业间游刃有余地切换。这不是因为他们是天才，而是因为他们掌握了事物发展的根本规律，做到了触类旁通。

（四）概念思维三级的人懂得深入浅出，能够将复杂事物一眼看破，还能高度总结成简单易懂的概念

概念思维三级的人懂得深入浅出，他们不仅能将复杂事物一眼看破，还能高度总结成简单易懂的概念，让别人也能理解。老子在《道德经》中讲过一句话，叫作“治大国如烹小鲜”，意思是治理一个大国这么复杂的事情其实就跟做一锅菜是一样的。

三、第三个素质：影响力

影响力就是指施加影响的能力，是试图去说服、劝服、影响他人，留下印象，让他人支持自己观点的能力。

影响力其实是人与人之间的一个场。这个场是一个人魅力所构成的天然资源，是一种人和人相互影响的方式。

影响力的难点在于，主观上我们想让别人接受我们的观点，但是客观上我们又没有权力将自己的意愿强加给别人。影响力同样分成四个等级。

零级的人影响不了别人；

一级的人用简单的道理说服他人；

二级的人能换位思考，情商高；

三级的人有一种智慧，我根本不要你做什么，但是你得听我的，这就是未来领袖该有的潜质。

四、第四个素质：成就导向

成就导向指的是拥有完成某项任务，或在工作中追求卓越的愿望。也就是说，一个人对自己的定位是小富即安，还是愿意从事具有挑战性的工作。

成就导向高的人在工作中会强烈地表现自己的能力，并且不断地为自己树立标准。这就是我们经常讲的自驱力。成就导向也有四个等级。

（一）成就导向零级的人安于现状，不追求个人技术或专业上的进步。

成就导向零级的人安于现状，不追求个人技术或专业上的进步。不少管理者经常抱怨，用了好多绩效管理的方法，就是没办法让某个员工提高积极性，反而要花很多精力盯着他工作。这样的人就是成就导向零级的人。

对待安于现状的人，给他设立更高的目标，承诺给他更高的奖励，他不会动心，因为他觉得一年赚30万元就很好了，不想承担年薪100万元的压力。

（二）成就导向一级的人追求更好，努力将工作做得更好，或努力要达到某个优秀的标准

成就导向一级的人追求更好，努力将工作做得更好，或努力要达到某个优秀的标准。导入绩效管理已经这么多年了，但是国内各类企业当中践行成功的寥寥无几，根本原因就在于成就导向一级的人很少，具有工匠精神、追求更好的人很少。安于现状的人太多，绩效管理难以发挥作用。

成就导向一级的人天生就喜欢将自己的工作做得更好，达到上级设定的标准，因此绩效管理在这个过程中就能充分发挥出它的作用来。

（三）成就导向二级的人会自设富有挑战性的目标

成就导向二级的人会自设富有挑战性的目标。他们压根儿不需要上级设定目标，而是会自己给自己设立富有挑战性的目标，并且为达到目标而努力。

有些偏执狂甚至会说，你设定的这个目标不行，我要为自己设计的更好的目标而奋斗。这样的人是不需要你去驱动的，他会自我驱动，不断追求前进，能达到这一级的人已经非常稀缺。

成就导向三级是最高级，这类人会在仔细权衡代价和收益之后，冒着经过评估的风险做出某种决策，他们为获得更大的成功敢于冒险，这也是我们经常讲的企业家特质之一。

成就导向三级的人，天生偏好高风险。所以不需要去赌某个人以后是否会成功，而是可以通过观察他的成就导向是否达到三级，来判断他有无创业成功的可能性。

余承东2011年临危受命，负责华为终端公司的日常管理。当时的华为终端公司营收不过一两百亿元，而且手机产品都是运营商定制，没有品牌，质量一般。

面对这种情况，他毅然决定断臂求生，宣布不再给运营商代工，要做自己的品牌。这是需要冒极大风险的，可以说是置之死地而后生。有这种敢冒风险的精神，才能敢于大刀阔斧地改革，紧紧抓住市场的需求。

所以他不仅在大家都能玩的互联网领域玩得转，在以小米为代表的互联网营销企业玩不了的黑科技领域，也可以充分发挥优势。最终在他的领导下，消费者业务提升到了一个惊人的高度。他的成就导向达到了三级。

五、第五个素质：坚韧性

坚韧性是指在艰苦或不利的条件下能克服自身困难，努力实现目标；面对他人的敌意，能保持冷静和稳定的状态，忍受这种压力。

聪明人往往韧性不够，韧性够的人冲劲又往往不足，但最终能成功的人不一定要极为聪明，却一定要能坚持。

因此，坚韧性是成功的基础。一个人只有坚持才能成功，没有经历过困难，没有经历过磨炼，是不可能走向成功的。

（一）坚韧性零级的人经受不了批评、挫折和压力，稍微遇到点压力就选择放弃

坚韧性零级的人经受不了批评、挫折和压力，稍微遇到点压力就选择放弃。

坚韧性零级的人很难做成什么事情。一个人很聪明，成就导向很强，概念思维也很强，但要是受不了一点挫折，那对不起，这个人根本不可能成事。

（二）坚韧性一级的人叫“压不垮”

坚韧性一级的人叫“压不垮”。这类人在工作中能够保持良好的体能和稳定的情绪，能顶住压力工作。

坚韧性一级的人能像老黄牛一样勤勤恳恳地工作，任劳任怨，但是不能对结果负责，也不一定能把事情做好。

（三）坚韧性二级的人叫“干得成”

坚韧性二级的人叫“干得成”。这类人不仅能在艰苦的环境中顶住压力，重要的是一定能把事做成。

华为内部在给新员工培训的时候，曾讲过一个“把信送给加西亚”的故事。这个故事讲的是19 世纪美西战争中，有一封具有战略意义的书信，急需送到古巴盟军将领加西亚的手中，可是加西亚当时正在丛林中作战，没人知道他到底在什么地方。

年轻的中尉罗文挺身而出，接受了这个任务，不提任何条件，不惧任何困难，为达成目标排除万难。他在危机四伏的战场上徒步跑了三个星期，最终成功把信交给了加西亚。故事中的罗文这种不管多大困难都一定要把任务完成的表现，就达到了是坚韧性二级。

（四）坚韧性三级的人能通过建设性的方式消除他人的敌意或保证自己情绪的稳定，不受制于压力，还能把压力解除

坚韧性三级的人能通过建设性的方式消除他人的敌意或保证自己情绪的稳定，不受制于压力，还能把压力解除。在销售管理当中经常会出现这种情况，好的客户资源被一些老员工占有，新人只能分到一些差的客户资源，或者没有客户资源，长此以往整个资源就会板结。

华为的历史上也遇到过类似的问题。1996 年，时任华为董事长的孙亚芳曾经负责策划当年的市场干部大辞职，这在华为的干部历史上是浓墨重彩的一笔。

通过让所有干部辞职的方式，公司重新挑选人才，旨在打破本位制度，构建“哪里需要人才，人才就往哪里去发展”的公司文化。干部依据公司的发展而流动，不再板结在自己的一亩三分地上。从中我们就可以看到策划这一事件的负责人坚韧性达到了三级，因为她通过建设性的方式解除了销售干部长期板结、捆绑客户，而新的人才无法分得好的客户资源的矛盾。

坚韧性，其实就是人生的厚度。

困难是啥？在坚韧性三级的人眼中，困难就是人生的日常。在挑战困难的过程中，他们感受到的不是痛苦，而是自我超越的喜悦。但是在坚韧性零级的人眼里，困难就是越不过的坎儿。这就是人与人在坚韧性上的区别。

用五项素质进行人才评估，我们来分析一下华为识人的五项素质的内在逻辑。

主动性代表着一个人的一种态度、一种追求。

概念思维是一个人的本体。一个人的本体是良好的、强大的，才可能驱动成功。

影响力是一个人和外部进行能量和信息交互的场，影响力越大，场就越大，对周边的影响也就越大。

成就导向是一个人的目标追求，目标追求越远大，动力就越足。

坚韧性是一个人的底，这个底构建了人生的基础。如果这个底很厚，也就是如果一个人有很强的坚韧性，他就可以在人生的历程中克服一个又一个困难。

这五项素质反复锤炼，就构成了领军人才需要具备的素质：积极，聪明，有强大的场能影响他人，有远大的追求，面对挑战坚持不懈。

我自2017 年创立战略与人力资源咨询公司以来，已经对18 家企业的近1800 位中高层干部进行了这五项素质的评估。从评估的结果来看，五项素质都能在二级以上的仅有9 人。

值得注意的是，五项素质是用于评估选拔企业领军人才的，关注的是一个人在商业环境中要达成目标的素质基础。

这五项素质是一个人相对恒定的特质，因此可以用它来做预测，从他过往的素质行为表现，推测他未来能不能干成事、适合干什么事，以此实现人尽其才。

因此，五项素质的评估结果，对应了三类人才分类标准：

开创型人才：主动性、概念思维、影响力、成就导向、坚韧性均达到二级及以上。

守成型人才：主动性、概念思维、影响力、成就导向为一级及以上，坚韧性为二级及以上。

执行型人才：主动性、概念思维、影响力、成就导向、坚韧性均达到一级。

对于不同的人才，应该根据其不同特点，充分发挥人才的价值，做到人尽其才，这是五项素质应用的最大价值。

翻译：

Since 2006, Huawei has introduced five qualities of leading talent in group interviews: initiative, conceptual thinking, influence, achievement orientation and tenacity. And these five qualities are the real code of Huawei talent genes.

The first quality: initiative

Initiative refers to that people devote more energy in their work, are good at discovering and creating new opportunities, predict the possibility of things happening in advance and take actions, so as to improve work performance, avoid problems or create new opportunities.

This initiative is not simply positive action, but an emphasis on results, foresight, and this foresight should produce good results. There are four levels of initiative.

(1) Initiative Zero people don’t get work done on their own

They need to be prodded by others. They don’t plan and think ahead. They don’t realize how serious a problem is until it happens.

(2) Initiative level people can take initiative, consciously put more effort into work

Initiative level people take initiative and consciously put more effort into their work. This kind of person does not need to be prodded, as long as the assigned work is within his scope of work, he will consciously put in the time to do it. Many entrepreneurs envy Shenzhen as a hot place for entrepreneurship. In the science park in Nanshan, Shenzhen, there are still many bright buildings after 10 p.m. every night, and people come out of the buildings to go home from work. In fact, the emergence of this scenario is because the enterprise chooses a large number of initiative level one or above talent. If you don’t want to rush your employees all day, the easiest way is to choose people with high levels of initiative.

(3) Proactive Level 2 people can think proactively, act quickly, find certain opportunities and problems in time and respond quickly

Proactive level 2 people are able to think and act quickly, identify certain opportunities and problems, and respond quickly. Level 2 builds on Level 1. Proactive Level 2 people can not only work quickly and consciously, but also think proactively, anticipate a certain situation, and then take corresponding actions. If you have someone who is always “on the move” like that, you’ve got a real catch.

(4) Level 3 Proactive people don’t wait for problems to happen, they take action ahead of time

Initiative level three is the highest. Instead of waiting for problems to happen, these people plan ahead, act ahead, avoid problems, and even create opportunities.

Ren once said in an interview with foreign media that Huawei not only does well in 5G, but also does well in microwave. The two are combined to make Huawei the best in the world. The success brought by the development of Huawei microwave products is created by the initiative level three talents.

The birth of Huawei microwave products has such a history: In the early years, Manager Ren thought that microwave was not much use, and proposed to cut the microwave product line. But Peng Zhiping, president of microwave product line, thought it was a good product according to his own sense of the market, so he secretly squeezed out dozens of people in his manpower budget to develop microwave products. Two years later, it was found in the African market that it was not practical to bury optical fiber, the cost of building base stations was too high, and microwave was the lowest cost communication tool. Ren is very regret when Peng Zhiping said, Ren, no problem, our microwave products can be delivered.

The story is about the ability of proactive Level 3 people to plan ahead.

In summary, every step up from level zero of no initiative to level one of initiative, to level two of active thinking and quick action, and finally to level three of planning for a rainy day is a leap.

Huawei’s hiring standard is at least initiative level 2, that is, only those who can think and act quickly will be hired.

The second quality: conceptual thinking

We often talk about finding smart people, so what’s the difference between smart and not smart? In fact, the main thing is conceptual thinking, in other words, way of thinking.

Conceptual thinking is the ability to identify the intrinsic characteristics of internal connections between seemingly unrelated things, that is to say, in the face of uncertain phenomena, to find the key, from a strategic perspective, to explain.

This is a big thinking structure that requires making a comprehensive judgment based on limited information. People who can do this kind of structured thinking are intelligent. Conceptual thinking is also divided into four levels.

(1) Conceptual thinking Level Zero people do not think accurately and carefully

Conceptual thinking level zero is not accurate and thorough to think about the problem, encountered problems can not clear, can not understand.

(2) Conceptual thinking level people can make simple analogies

People at the conceptual level can draw simple analogies. A simple analogy is a similar copy of a behavior based on one’s past experience. For example, if I can play basketball, I can quickly learn other similar ball games by simple analogy.

(3) Conceptual thinking level 2 people can understand by analogy

People who think conceptually level 2 can think by analogy. Analogy is the ability to use complex concepts, through the grasp of the objective law of things development, to think in perspective. For example, I am a cook, and I can cook very well. At the same time, I can also do management, and I can manage people in the way of cooking.

Some people who do marketing do well in human resources and are competent in finance because the underlying principles behind each position are similar.

The better ones can even move across industries, switching between them with ease. This is not because they are geniuses, but because they have grasped the fundamental laws of the development of things, to do the analogy.

(4) Conceptual thinking Level 3 people know deep into simple, can see through complex things at a glance, but also can highly summarize into simple and easy to understand concepts

People at conceptual thinking Level 3 know how to simplify things. They can not only see through complex things at a glance, but also summarize them into simple concepts that others can understand. Lao Tzu once said in the Tao Te Ching that “governing a big country is like cooking a small dish”. This means that the complicated thing of governing a big country is actually the same as cooking a pot of dishes.

The third quality: influence

Influence is the ability to exert influence. It’s the ability to try to persuade, persuade, influence others, to make an impression, to get others to support your point of view.

Influence is actually a field between people. This field is a natural resource of a person’s charm, a way in which people interact with each other.

The difficulty with influence is that we subjectively want others to accept our views, but we don’t objectively have the power to impose our will on others. There are also four levels of influence.

Zero-level people can’t influence others;

Level 1 people persuade others with simple arguments.

Level 2 people can put themselves in others’ shoes and have high emotional intelligence.

Level 3 people have a kind of wisdom, I don’t want you to do anything, but you have to listen to me, this is the potential of a future leader.

The fourth quality: achievement oriented

Achievement orientation refers to having the desire to complete a task or strive for excellence at work. In other words, whether a person wants to be well-off or willing to do challenging work.

High achievement-oriented people strongly express their abilities at work and constantly set standards for themselves. This is what we often talk about when we talk about self-drive. There are also four levels of achievement orientation.

(1) Achievement Oriented Level Zero people are content with the status quo and do not seek personal or professional advancement.

Achievement oriented zero-level people are content with the status quo and do not seek personal or professional advancement. Many managers often complain that they use a lot of performance management methods, but they can’t get an employee to be more motivated. Instead, they have to pay too much attention to his work. Such people are achievement oriented at level zero.

For those who are satisfied with the status quo, set higher goals and promise higher rewards. He will not be moved, because he thinks that earning 300,000 yuan a year is fine, and he does not want to bear the pressure of earning 1 million yuan a year.

(2)Achievement-oriented Level 1 people strive to be better, strive to do a better job, or strive to meet some standard of excellence

Achievement oriented Level 1 people strive to be better, strive to do a better job, or strive to meet some standard of excellence. Performance management has been introduced for so many years, but there are very few successful practices in various domestic enterprises. The fundamental reason is that there are very few achievements-oriented people, and few people with craftsman spirit and pursuit of better. Too many people are content with the status quo, performance management is difficult to play a role.

People at the achievement level naturally like to do their work better and meet the standards set by their superiors, so performance management can fully play its role in this process.

(3) Achievement-oriented Level 2 people set their own challenging goals

Achievement oriented Level 2 people set their own challenging goals. They don’t need their superiors to set goals. Instead, they set challenging goals for themselves and work hard to reach them.

Some paranoid people may even say that the goal you set is not good, I will strive for a better goal of my own design. Such a person does not need you to drive, he will be self-driven, constantly strive to move forward, can reach this level of people are already very scarce.

Achievement oriented Level 3 is the highest level. This is a person who carefully weighs the costs and benefits and makes certain decisions at the risk of being evaluated. They are willing to take risks in order to achieve greater success, which is one of the traits we often talk about as entrepreneurs.

(4)At achievement level 3, there’s a natural preference for high risk.

At achievement level 3, there’s a natural preference for high risk. So you don’t need to bet on whether someone will succeed in the future, but you can judge the possibility of entrepreneurial success by observing whether his achievement orientation reaches level 3.

Yu Chengtung was appointed in 2011 to take charge of the daily management of Huawei Terminals. At that time, the revenue of Huawei Terminal Company was only 10 billion to 20 billion yuan, and the mobile phone products were customized by operators, without brands and of average quality.

In the face of this situation, he resolutely decided to break his arm to survive, announced no longer to the operator OEM, to do their own brand. This is a great risk, can be said to be the death of life. Only with the spirit of daring to take risks, can we dare to carry out bold reforms and seize the market demand firmly.

Therefore, he can not only play in the Internet field that everyone can play, in the Internet marketing enterprises represented by Xiaomi can not play in the field of black technology, but also can give full play to its advantages. Ultimately, under his leadership, the consumer business rose to astonishing heights. His achievement orientation reached level 3.

The fifth quality: tenacity

Tenacity refers to the ability to overcome their own difficulties and strive to achieve goals under difficult or unfavorable conditions; The ability to remain calm and stable in the face of hostility from others and endure the pressure.

Smart people often toughness is not enough, toughness is often not enough momentum, but ultimately successful people do not have to be very smart, but must be able to insist.

Therefore, tenacity is the foundation of success. A person can only succeed, not experienced difficulties, not experienced tempering, is impossible to success.

(1) Tenacity level zero people can not stand criticism, frustration and pressure, a little bit of pressure to choose to give up

Gritty zero can’t stand criticism, frustration, and pressure, and gives up at the slightest bit of pressure.

Tough Zero has a hard time getting things done. A person who is very smart, very achievement-oriented, very conceptual, but who can’t stand a little frustration, I’m sorry, is not going to get anything done.

(2) tenacity level 1 people called “can not be crushed”

A person who is tough is called “unbreakable”. This kind of people in the work can maintain good physical and stable mood, can withstand the pressure of work.

A tough person can work as hard and hard as an old bull, but they are not responsible for results and do not necessarily get things done.

(3) tenacity level two people called “do well”

People with Level 2 toughness are called “good at it.” These people can not only stand up to pressure in tough situations, but also get things done.

Inside Huawei, there is a “Send the letter to Garcia” story when training new employees. The story is about a strategic letter from the Spanish-American War of the 19th century that needed to be delivered to the Cuban Allied general Garcia. But Garcia was fighting in the jungle and no one knew where he was.

The young lieutenant Rowan stepped forward and accepted the task, without any conditions, without fear of any difficulties, and against all odds to achieve the goal. After three weeks of trekking through a dangerous battlefield, he succeeded in delivering the letter to Garcia. In the story, Rowan is determined to finish the task no matter how difficult it is, which is a level 2 tenacity.

(4) Toughness Level 3 people can eliminate the hostility of others in a constructive way or ensure their own emotional stability, not subject to pressure, but also can relieve pressure

People at level 3 are able to neutralize hostility from others or maintain their own emotional stability in a constructive way. They are not constrained by stress and are able to relieve stress. This situation often occurs in sales management, good customer resources are occupied by some old employees, new people can only share some poor customer resources, or no customer resources, in the long run the whole resource will be frozen.

Huawei has faced similar problems in its history. In 1996, Sun Yafang, then the chairman of Huawei, was responsible for orchestrating the resignations of the market leaders that year, which was a significant milestone in Huawei’s cadre history.

By letting all the executives resign, the company is re-selecting talent, aiming to break the standard system and create a corporate culture of “talents go where they are needed”. Cadres flow according to the development of the company, no longer stuck in their own land. From this, we can see that the person in charge of planning this event has a tenacity of level 3, because she solved the contradiction that sales cadres bind customers for a long time in a constructive way, while new talents could not get a good share of customer resources.

Tenacity, in fact, is the thickness of life.

What is the difficulty? At level 3 toughness, difficulties are a daily occurrence. In the process of challenging difficulties, what they feel is not pain, but the joy of self-transcendence. But in the eyes of tenacity zero, difficulties are insurmountable. That’s the difference in toughness.

Using five qualities to evaluate talents, we will analyze the internal logic of Huawei’s five qualities.

Initiative represents a person’s attitude, a pursuit.

Conceptual thinking is a person’s noumenon. A person’s identity is good, strong, can drive success.

Influence is the field of energy and information interaction between a person and the outside world. The greater the influence, the greater the field, and the greater the influence on the surrounding area.

Achievement orientation is a person’s goal pursuit, the more ambitious the goal pursuit, the more power.

Tenacity is a person’s bottom, the bottom of the construction of the foundation of life. If the bottom is very thick, that is, if a person has strong tenacity, he can overcome one difficulty after another in the course of life.

these five qualities make up the qualities a leader needs

Honed over and over again, these five qualities make up the qualities a leader needs: positivity, intelligence, a powerful influence on others, ambition, and perseverance in the face of challenges.

Since I founded my Strategy and human resources consulting firm in 2017, I have evaluated these five qualities on nearly 1,800 middle and senior executives from 18 companies. According to the results of the assessment, only nine people were above Grade 2 in all five qualities.

It is worth noting that the five qualities are used to evaluate and select leading talents in an enterprise, focusing on the basis of the qualities a person needs to achieve goals in a business environment.

these five qualities are relatively constant traits of a person

These five qualities are relatively constant traits of a person, so they can be used to predict whether he can do things in the future and what he is suitable for, based on his past quality behavior, so as to make the best use of his talents.

Therefore, the evaluation results of the five qualities correspond to three types of talent classification criteria:

Creative talents: initiative, conceptual thinking, influence, achievement orientation, tenacity have reached level 2 or above.

Keep forming talent: initiative, conceptual thinking, influence, achievement orientation for level 1 and above, tenacity for level 2 and above.

Executive talent: initiative, conceptual thinking, influence, achievement orientation, tenacity have reached the first level.

For different talents, we should give full play to the value of talents according to their different characteristics, and make full use of talents, which is the maximum value of the application of the five qualities.

本文由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于网络；编辑/翻译：CXO UNIONCXO联盟小C。

如需加入CXO UNION（CXO联盟）高管社群，请联系社群小伙伴哦~

免责声明: 本网站(http://www.cxounion.cn/)内容主要来自原创、合作媒体供稿和第三方投稿，凡在本网站出现的信息，均仅供参考。本网站将尽力确保所提供信息的准确性及可靠性，但不保证有关资料的准确性及可靠性，读者在使用前请进一步核实，并对任何自主决定的行为负责。本网站对有关资料所引致的错误、不确或遗漏，概不负任何法律责任。

本网站刊载的所有内容(包括但不仅限文字、图片、LOGO、音频、视频、软件、程序等) 版权归原作者所有。任何单位或个人认为本网站中的内容可能涉嫌侵犯其知识产权或存在不实内容时，请及时通知本站，予以删除。