关注吴大爷二三事，一起共同成长 知识分享 丨生活感悟 学习思考，寻找自我。 大家好，我是满肚子鸡汤的吴大爷，一个天天在键盘上敲打心灵，喜欢给人讲知识讲故事的男人。 在90年代的国企大院里，常常能看到这样的场景：一个领导走进会议室，什么话都没说，台下的空气就变得紧绷起来，大家屏住呼吸，等待着他 的一句话。 老派的领导讲话，不是PPT，也没有KPI表格，只是几句掷地有声的话，就能让团队心里有了方向。 这种场景让我想起一个核心问题：一个组织的灵魂，到底来自哪里？是制度？是战略？还是那一群被点燃的"人"？ 答案往往出乎意料。 真正的能量，来自人——来自那种能让空气都发生变化的领导力。 而今天我们要聊的"五步组合论"，就是一个更适合中国商业的管理方法论。 它不像西方的教科书那样抽象，而是从"人"开始，延伸到团队、战略、竞争力，最后落到价值创造。 这五步就像是一首节奏分明的交响曲，每一拍都扣在企业的命脉上。 一、领导的气场：空气都能变的力量 在很多人眼里，领导力就是一套管理技巧和方法论，但真正的领导力往往更直观。 一个好的领导走进会议室，不需要说一句话，空气的温度就已经变了。 那是一种气场，也是一种能量。 领导是团队最大 ...

哪个老板不是聪明能干？ 任何一个从市场上赚到钱的老板都聪明，都能干，他们很清楚自己跟员工的差距，在他们眼里后者往往 是不如自己。 实际上，很多老板心里都是认定员工是靠自己养活的，是自己给了对方一个饭碗，唯有跟着自己混才能 养家糊口。 想一想，任正非在43岁创业时候也没什么钱，公司条件差，办公环境简陋，他为什么还能把一帮人凝聚 起来，让大家都听他的呢？ 凡是这种心理的老板基本都缺乏领导力。 "领导力"这个东西说起来很空洞，但又不可或缺，我见过一些老板人非常精明，也有很好的机会，但就 是受限于团队规模，所以浪费了大好的前途。 而团队规模上不去，团队没有凝聚力，一个关键原因就是老板没有领导力。 领导力的核心是别人愿意听你的，以你马首是瞻。 对此，很多老板都觉得只要给钱就好，我给你钱你就必须听我的，所以说他们的思维都商品化了，他们 无论求人还是带队伍，都习惯了砸钱，既庸俗又无效。 如果可以用钱买来领导力，那你还要去上课、去学习干嘛？ 我的体会是，领导力根本不在意什么方法和技巧，或是所谓的"干货"，这些本质上都是骗人的玩意。 只要你相信员工不傻，那他们就不会被这些玩意所忽悠。 钱是一方面，带队伍最重要的还是能够达成共识 ...

文 | 硅谷101 近期，宝洁宣布了更换首席执行官的消息，其现任首席执行官Jon Moeller（中文名：詹慕仁）即将卸 任，该职位将由公司内部的印度裔高管Shailesh Jejurikar接替。后者在36年前通过校招进入宝洁，在公 司里从品牌助理经理做起一直做到全球COO，即将在明年掌舵这个全球最大的日化巨头。 翻开宝洁这家公司的历史，除了最开始的三届掌门人是家族成员，后面的十三任CEO，无一例外，全部 是从宝洁内部培养体系中走出来的职业经理人。 宝洁的培养体系不仅给自己培养了很多高管，还为行业输送了大批人才。在联合利华、雀巢、玛氏等快 消巨头中，有不少高管都是宝洁的管培生出身。在中国的消费创业浪潮中，做美妆的完美日记、做口腔 护理的Usmile、做电子烟的悦刻、还有做日化的植观，他们创始人都来自于宝洁。从某种意义上说，宝 洁的确可以算得上是CEO工厂。 本期《硅谷101》，特约研究员麻花邀请了新能力咨询创始人于冬琪，人力资源专家、知乎人力资源优 秀答主叶楠，一起拆解宝洁的人才培养机制，以及背后蕴含的企业文化。量产CEO也许不是每家公司都 能做到，但如果想从内部培养自己的人才，科技创业公司可以从宝洁的机制 ...

一将无能，累死三军。 有的企业，把人当机器用，用下属的繁忙掩盖自己的无能。表面上看，井然有序，但其实暗潮涌动。尤 其是对于工作者来说，这种模式更难容忍！ 而一个高效的组织，往往是上层能想清楚，中层能被人信赖，基层有执行力。任意一个环节出了问题， 都会影响组织效率。比如上层过度放权，当甩手掌柜；中层欺上瞒下，尸位素餐；基层推卸责任，无限 拖延。 但现在很多企业家或者管理者仍然是过去那一套管理方法，所以会感到吃力，觉得年轻人很难管理。 德鲁克认为，真正的团队，每个人都能为了共同的目标做出贡献，其中没有裂痕，没有摩擦，也没有不 必要的重复努力。 在这个过程中，管理者需要通过设定清晰的目标，发挥员工的长处，激发人性的善意，从而达成高绩效 目标。 一、管理的本质，是激发善意 为什么有的管理者总抱怨现在的年轻人很难管？ 无论是苦口婆心地讲道理，还是告诫员工再犯错就辞退，通通不奏效。 为什么？ 作为一位社会生态学家，德鲁克发现， 当一个人拥有越来越多的知识，越来越具有独立自主的能力 时，都不喜欢被管 。 德鲁克称他们为知识工作者，与过去纯体力的劳动者有所区分。 过去的管理范式，即对一些现象的假设显然已经不适用于今天了，那么 ...

Core Viewpoint - Effective leadership involves balancing seemingly contradictory forces and embracing complexity rather than eliminating it, allowing for coexistence and innovation [2][3][6] Group 1: Embracing Complexity - Managers must accept conflicting viewpoints and create space for coexistence instead of succumbing to indecision or attempting to eliminate tension [3][4] - The pursuit of speed should not compromise quality; a balanced approach is essential to avoid burnout and inefficiency [5][6] - Cultivating cognitive flexibility allows leaders to navigate uncertainty and complexity by considering multiple perspectives and adjusting strategies accordingly [6][7] Group 2: Decision-Making and Trade-offs - Decision-making inherently involves trade-offs, and transparency in this process can build trust within teams [9][10] - Clearly communicating the rationale behind decisions helps align team members and enhances their commitment to execution [10][12] - Establishing a "safe zone" for experimentation encourages innovation while maintaining clear boundaries and accountability [12][13] Group 3: Encouraging Constructive Conflict - Avoiding conflict can stifle creativity and lead to stagnation; fostering an environment where constructive disagreements are welcomed can enhance decision quality [13][14] - Encouraging open discussions and diverse viewpoints can lead to innovative solutions and a culture of psychological safety [15][16] - Leaders should actively create opportunities for debate and critical thinking to drive progress and exploration of new paths [14][15]

《未来的领导者：赢在下一个十年的9种技能和思维》 当然，也有一些CEO试图两边兼顾，融会贯通。 [美]雅各布·摩根 著 责编|柒排版| 鹅妹子 第 9157 篇深度好文：4260 字 | 13 分钟阅读 想要弄清楚未来的领导者这个概念，抛开未来的时间限定条件，首先要聚焦于领导者这一概念。 领导一词可以追溯到公元900年，意思是"走在前面或带路"。希特勒算领导者吗？ 算。但他走上了一条通向邪恶、战争、死亡的道路，显而易见是错误的道路。 参考商业领袖对领导力的具体回答，他们给出的解释和定义都各不相同，尽管如此，有些东西是共通 的。 比如，CEO们都指出了领导者应该具备的品质或特点： 有的更注重谦逊、同理心、包容心等人性品质； 有的更注重达成目标、划分主次、规划蓝图等商业智慧。 未来的领导者，在原有基础上增加了时间的限制条件，会涵盖过往领导者所有的历史之必须，并且会有 更全新的要求，需要探索。 领导力是存在鸿沟的。你知道你所在的城市有多少位领导者吗？ 仅在美国就大约有2500万的主管和经理，有接近1/6的美国人是管理人士，英国也延续着相似的比率。 麦肯锡预测2030年全球劳动力将达到35亿人左右。据国际劳工组织估计 ...

Core Viewpoint - The article emphasizes the negative impact of micromanagement on team dynamics, morale, and growth, suggesting that leaders should learn to delegate and trust their teams to foster a more productive work environment [3][4][5]. Group 1: Understanding Micromanagement - Micromanagement creates an atmosphere of distrust, undermines team morale, and limits growth potential [3]. - Leaders often micromanage due to insecurity, fearing that differing approaches from their team may reflect poorly on them [4]. - Recognizing the reasons behind micromanagement is crucial for leaders to change their behavior and focus on more important tasks [4][10]. Group 2: Feedback and Prioritization - Gathering feedback from team members is essential to understand the impact of micromanagement and to align intentions with perceptions [5]. - Effective managers should prioritize tasks, determining which require their direct involvement and which can be delegated [5][6]. - Leaders should communicate their priorities clearly to the team, ensuring everyone understands what requires their attention [6]. Group 3: Gradual Release of Control - Leaders are encouraged to gradually step back from micromanagement by allowing teams to take full responsibility for less urgent projects [7]. - Building trust is vital; leaders should express confidence in their team members' abilities and avoid excessive oversight [9]. - Understanding the limitations of team members is important, as some may require closer supervision, especially if they are new or less experienced [9]. Group 4: Case Studies - Case Study 1: Jordan Fliegel, CEO of CoachUp, learned to clarify priorities and explain the rationale behind tasks to avoid undermining his team's creativity and motivation [12][13]. - Case Study 2: Mike Faith, CEO of Headsets.com, emphasizes the importance of initial close supervision for new employees while gradually transitioning to a more hands-off approach as they gain confidence [14].

Group 1 - The article emphasizes the significance of the 80th anniversary of China's victory in the Anti-Japanese War and the global anti-fascist war, highlighting its importance for Kenya and Africa in promoting unity and resilience against foreign invasion [1][2] - It draws parallels between the Chinese experience and the Kenyan "Mau Mau Movement," suggesting that the mobilization of ordinary people is crucial in defending their land and dignity [1][2] - The article notes that China's victory was not only a military success but also a triumph of spirit, unity, and foresight, showcasing the strategic creativity of the Chinese Communist Party [1] Group 2 - The commentary discusses how colonial powers thrived on community division, with Kenya's independence achieved through collective efforts of diverse groups, reflecting the importance of unity in Africa [2] - It highlights that the Chinese Communist Party's vision extended beyond the battlefield, implementing reforms in education, gender equality, and land distribution even during wartime [2] - The narrative suggests that both China and Africa have drawn strength from their shared experiences of overcoming humiliation through resilience, unity, and the belief in the power of the people's will [2]

Core Viewpoint - Mature managers have a positive attitude towards people and situations, which is essential for effective management [1][25]. Group 1: Characteristics of Immature Managers - Immature managers often focus on others' faults and criticize employees, leading to a loss of motivation and increased turnover [2][9]. - They may feel threatened by employees who are more capable, preferring to maintain a team of less competent individuals [4][6]. - Such managers also dislike employees who challenge their authority or do not conform to their expectations, often resorting to suppression or dismissal [10][11]. Group 2: Characteristics of Mature Managers - Mature managers appreciate diversity and understand that differences can lead to innovation and better outcomes [14][16]. - They shift from judging right and wrong to assessing value, focusing on achieving goals rather than assigning blame [17][18]. - They prioritize understanding over changing others, recognizing that each individual has unique strengths and weaknesses [19][20]. - Instead of relying on positional power, mature managers lead through influence and respect, fostering a positive environment for all team members [21][22][24].

Group 1 - The core viewpoint emphasizes the challenges posed by Generation Z employees to traditional management styles, highlighting the need for leaders to understand and empower this new workforce [2] - Successful management of Generation Z hinges on leaders possessing the ability to "illuminate" their potential through empathy and trust [2] Group 2 - Founders must adapt their roles as the organization grows, balancing between strategic external engagement ("out of the hall") and detailed operational involvement ("into the kitchen") [4][5] - During stable and growth phases, founders should focus on networking and resource coordination, while in critical decision-making moments, they must engage deeply with operational details [7][10] Group 3 - Leadership requires a fluid transition between authoritative ("demon") and supportive ("Buddha") roles, depending on the company's stage of development [17][18] - Effective leadership is characterized by the ability to execute decisions decisively while also fostering a culture of listening and nurturing during less critical times [17][18] Group 4 - The foundation of effective leadership consists of three elements: character, integrity, and capability, with a focus on achieving long-term goals while managing short-term pressures [28][39] - Leaders must possess a blend of ambition and risk tolerance, enabling them to navigate uncertainties and drive organizational success [30][34] Group 5 - Identifying good leaders involves assessing their mindset, thinking patterns, and overall capability, with a focus on maturity, problem-solving skills, and the ability to inspire others [51][54][66] - High-level leaders are expected to not only solve problems but also create systems for addressing similar challenges in the future, enhancing overall organizational effectiveness [68][72]