Shoe Bosses See: Check Out The Management Of Those "Bad Bosses"!

History is often created by "bad people". For example, Liu Bang, a half of the "hooligans" born, Cao Cao who was mischievous and misbehaving, Li Shimin who was forced to start his father, and Zhu Yuanzhang without skin and face, because only the "bad guys" dare to change. Create good Shoe enterprises The same may be true for companies, because "bad bosses" have stronger nerves, more distinctive modes of thinking, dare to break the boundaries of convention, break the shackles of habit and traditional constraints. After all, commercial competition is a game of "hard ball". It is a competition between "bad guys" and "bad guys" (tough guys) in the final analysis.

Take inventory of those successful "bad bosses" and analyze how to be a "bad boss". footwear industry Bosses can learn from them!

　 1. Shi Yuzhu: "just ask for credit without asking for hard work".

Why does "bad boss" team perform far better than "good boss"?

There is an old Chinese saying, "no credit, no pain." Under normal circumstances, if anything is not done well, the parties will probably find themselves such a "high sounding" reason, and most people will use this phrase to comfort the litigants.

But in Shi Yuzhu's mind, this is not the case. What Shi Yuzhu pursued is that he only recognizes merit in the company and does not recognize hardship. This sentence is also the first in the giant corporate culture.

It sounds a bit ruthless, but Shi Yuzhu did. Shi Yuzhu said that the sales staff in the first line of the giant can't do well even the basic salary of 300 yuan. If they are ready, they can get an astonishing sales commission.

Shi Yuzhu also formulated a very special incentive policy: for the top 5 best sellers, Shi Yuzhu gave golden glittering trophies as a commendation, while for the last 5 market development teams, the black banner was handed in, and the word "countdown X" in the bronzing was embarrassing. Shi Yuzhu's aggressive method worked well, and got the team of "the last X" black flag. The sense of shame is more helpful to make efforts and catch up with others.

In the new book, Shi Yuzhu mentioned that he would make detailed and real consumer interviews with products and marketing, but interviews would be fraudulent. In order to ensure the authenticity and validity of the interview report, Shi Yuzhu introduced the interview punishment method. When the national conference was held, he was asked to speak one hundred times on the stage. If he was called Zhang San, he would say 100 times: "Zhang San has no credibility, and Zhang San has no credibility". Next time I dare not.

All of this sounds uncomfortable, but Shi Yuzhu has indeed built up one of the most competitive marketing teams in China.

Two. Ma Yun: who has just arrived in the company for less than a year? Who will mention the strategy?

On 08 2011, 29, Alibaba Group Chairman Ma Yunfa's internal mail critically criticized some of the new employees' impetuosity and attitude. He warned people who came to the company for less than 1 years, never to write a strategic report to him, who would mention the strategy to leave.

He said directly to the local government:

1) we will never promise you to become rich and promoted. In Ali, we promise you will be very unlucky, very depressed, very grieved, very painful...... It's very frustrating...

2) people who have just arrived in the company for less than a year, do not write a strategic report to me. Don't blindly mention Ali's development plan. Who will mention it? Who left? But after three years of Ali people, I will be all ears when you speak. We like small suggestions and small improvements. We are grateful for every little action you take.

3) the company is not asking us to develop our company. The company spends money on us to develop our customers' growth. We develop ourselves by developing our customers.

Ma Yun's basic idea is: to spend money is to ask you to do something, not to ask you to put forward your ideas. It's very direct and it sounds harsh.

This letter to the new employee looks merciless, but it is indeed the embodiment of Ma Yun's management thought. Ma Yun emphasized the role of executive power repeatedly on different occasions. Allegedly, Ma Yun and Sun Zhengyi once discussed a question: first class idea plus three levels of executive level, and three points of ideas plus top level executive level, which is more important? The result is two people come to the same answer: three ideas plus first-class execution level. Ma Yun once referred to Alibaba as "an executive team rather than an ideological team".

　 Three, "poison tongue" Ren Zhengfei: you have made great progress recently, from poor progress to worse.

How bad is Ren Zhengfei's boss?

1) "entering HUAWEI is entering the grave." Ren Zhengfei said to the new employee who just entered HUAWEI.

2) "HUAWEI has no academician, only courtyard soil. If you want to be a academician, don't come to HUAWEI. Small improvements, big prize: big recommendations, only encouragement. " Ren Zhengfei criticized some research and development people for ignoring the market and being immersed in research.

3) "you have made great progress recently, from very poor progress to worse." Ren Zhengfei evaluated the progress of a chief financial officer.

4) if the person is mentally ill, he suggests that he should be sent to a hospital for treatment: if he is not ill, he proposes to dismiss. Ren Zhengfei criticized a Peking University student who wrote "Wan Yan Shu" to himself when he first entered HUAWEI.

5) within 5 years, you will not be allowed to engage in childish innovations. What consultants say, even if they think it is unreasonable, will not allow you to move. 5 years later, when the system is ready, I can authorize you to make partial changes. As for structural changes, that is 10 years from now. Ren Zhengfei said to HUAWEI cadres

From Ren Zhengfei's sharp quotations, we can see HUAWEI's corporate culture: a continuous sense of crisis, a hard fought battle, and a consistent system. However, it is precisely this kind of corporate culture that has produced a "wolf sex" team that envied the industry.

Four, Zhang Ruimin: through the transformation of "evil person"

Zhang Ruimin, who was founded by "smashing refrigerator" and "do not allow employees to urinate everywhere" and is known as the godfather of modern enterprise management in Chinese enterprises, said that "a great man is a villain in the first place". Today, the widely distributed management experience of Haier is often connected by a series of small stories managed by "evil people".

Hu Yong said, "everyone must push his chair back to the floor after the meeting."

Xie Ailin said, "after a certain office, the chair does not return to the throne, so how much is the penalty?"

The reason why Zhang Ruimin did so was to "transform people". He put forward the concept of "the completion of the day and the high management of the day." Its connotation is that every worker and manager should learn to manage their time and goals. Haier researchers call it the "OEC management law", which means to clean up every day, everyone and everything in an all-round way.

After being a "villain", Zhang Ruimin completed the transformation of Haier people.

In fact, there are many bad bosses in entrepreneurs. It is common for Microsoft's Bill Gate and Ballmer to criticize employees who are unable to accomplish their tasks and satirize employees who can not quickly understand their intentions. Mike Dale, DELL computer, is a famous "villain" in IT industry. Larry Allison even printed a challenging declaration of "killing his opponent" on the T shirt of his employees.