信任，是协同的内核，也是最大的激励。 01 不能建立信任，组织无法真正获得绩效 我们常常会看到一个很有意思的现象，很多企业在抱怨，内部可用的人才少，外部合适的人才难找。甚 至一些成功的管理者认为优秀的人才在企业外，要花80%的时间去找人。可是，企业可以花费80%的时 间去外部找人，为什么不用80%的时间在内部培养人呢？ （原标题：陈春花：获得组织与个人的绩效，取决于信任） 企业所处的阶段不同，所需要的能力不同，以及企业发展战略和业务战略模式不同，相应的答案也会不 同。但是，如果我们愿意去寻找一些共性的东西，会不难发现，只要机制设计得好，人才是可以在企业 内部冒出来的。通常，只有两种情况需要企业从外部招人：第一是拓展全新的业务；第二是原有班底无 法带领企业摆脱现实困境。 无论是内部培养需要一个好的机制，还是外部招人需要足够的吸引力，关键还是企业能否与人才建立信 任。如果不能建立信任，无论是内部人才，还是外部招来的人才，都无法建立真正的绩效。 组织信任的研究表明，信任可以显著地降低紧张关系，并提升个体绩效、团队绩效与组织绩效。更重要 的是，协同的内核和基础是信任。尽管信任因素并不是合作所需的充分条件，但是信任的存 ...

那些总是改变主意的老板，之所以形成这样的行为模式，往往是因为他们富有创造力、充满热情，并且始终希望不断提升，而这些正是领导者 应有的优秀特质。只要有意识地加以引导，你就能从中获益，而不必为无休止的返工付出代价。 我的客户鲁迪，在一家科技公司的市场部工作。他的团队曾设定目标，计划通过社交媒体吸引潜在客户。为此，鲁迪和他的老板以及几位同事进行了长时 间的头脑风暴，最后大家一致认为应该制作更多短视频，在各大社交平台上发布。 鲁迪花了整整一周时间制订项目计划，详细规划团队如何创作和分享更多视频。他明确了利益相关方，设定了衡量标准，并按照老板提出的时间表制订了 紧迫的发布计划。他迫不及待地想推进项目。 到了周五，他满怀期待地走进会议室，在与老板的一对一会议上展示了项目计划。 老板漫不经心地瞥了一眼那份精心准备的PPT后，不耐烦地说道："嗯，我在想我们是不是该换个方向。你看到昨天竞争对手发布的内容了吗？也许我们 应该尝试一下网红营销，而不是自己做视频。你能去研究一下吗？" "好的。"鲁迪答道，心里却一阵沮丧。 他的内心几乎崩溃。本周初，老板还全力支持团队自制视频，现在竟因为竞争对手发了一条愚蠢的网红短视频，就让他这几天的 ...

Core Viewpoint - The article emphasizes the distinction between true executives and pseudo-executives, highlighting that true executives manage upwards and take responsibility downwards, while pseudo-executives focus on pleasing superiors and avoiding accountability [1][10]. Characteristics of Pseudo-Executives - Pseudo-executives exhibit three main characteristics: 1. They focus solely on their superiors, avoiding responsibility and failing to prioritize customer needs [4][5]. 2. They consolidate power and control over their teams, often prioritizing personal gain over team success [6][7]. 3. They emphasize their efforts rather than actual results, often presenting themselves as busy without delivering value [8][9]. Characteristics of True Executives - True executives are defined by their ability to manage upwards and take responsibility downwards, which manifests in three key areas: 1. **External Focus**: They prioritize creating value and achieving results, understanding that resources and profits come from outside the organization [11][12]. 2. **Upward Management**: They align their work with the company's strategic goals and collaborate with superiors to secure necessary resources [13][14][15]. 3. **Internal Responsibility**: They are accountable for their team's performance and development, focusing on nurturing talent and maximizing potential [26][27][28]. Summary - The article concludes that true executives are characterized by their outward vision for value creation, upward vision for strategic alignment, and inward vision for team responsibility, encapsulated in the principle of managing upwards and taking responsibility downwards [29].

Group 1 - Middle managers play a crucial role as "translators" between upper management and frontline employees, balancing strategic direction and operational execution [5][6][9] - They face the challenge of managing expectations both upwards and downwards, ensuring alignment between high-level goals and team capabilities [8][20][37] - Effective middle management requires a blend of leadership styles tailored to the maturity and needs of team members, as highlighted by situational leadership theories [13][14][18] Group 2 - Middle managers often engage in "soft work" such as conflict resolution and emotional support, which are essential for organizational harmony but lack formal recognition [20][21][25] - The ability to manage team dynamics and foster a positive environment is critical for achieving business objectives and enhancing team cohesion [23][24][25] - Middle managers must develop a diverse skill set, including emotional intelligence and adaptability, to navigate complex organizational landscapes [37][38][39] Group 3 - Transitioning from a middle management role to a more central position within the organization involves developing a broader business perspective and avoiding the "professional trap" of focusing solely on technical expertise [38][39][40] - Continuous learning and networking are vital for middle managers to enhance their influence and effectiveness within the organization [41][42] - Establishing a structured self-improvement regimen can help middle managers maintain clarity and focus amidst daily challenges [57][59]

Core Viewpoint - Performance evaluation is merely a management tool and not the sole measure of an individual's work capability [2] Group 1: Performance Evaluation System - Companies have their own performance evaluation systems, which ultimately rank employees and provide a basis for year-end bonuses, RSUs, and promotions [3] - The company conducts performance evaluations twice a year, with results categorized into five tiers: 1-5 stars, where 4-5 stars indicate high performance, 3 stars are average, and 1-2 stars are low performance [4] - High performance leads to higher year-end bonuses, more RSUs, better promotion prospects, and potential salary increases, while low performance results in the opposite outcomes [4] Group 2: Personal Experiences and Insights - The author reflects on their initial admiration for high performers at the company, believing they made significant contributions and excelled in their roles [5] - The transition to remote work during the pandemic hindered the author's ability to integrate into the team, resulting in a lower performance rating of 3 stars during their first evaluation [6] - The author later moved to another division within the company, achieving high performance and a promotion, but personal circumstances led to a decline in work engagement and eventual departure from the company [9] Group 3: Strategies for Performance Management - It is essential to communicate with leaders and key roles to understand the specific goals of the organization [13] - Confirming goals with leaders is crucial, as they should align with organizational objectives and be realistic [14][16] - Regular updates and proactive communication about progress are favored by leaders, as they help maintain awareness of team dynamics and individual contributions [21] - Acknowledging challenges and seeking assistance from leaders can foster a supportive environment and improve performance evaluations [22] - Building trust through consistent communication and achieving small goals can enhance an individual's standing in the eyes of their leader [23]

Core Points - The concept of upward management emphasizes that subordinates should actively manage their superiors, which challenges traditional top-down management perceptions [1][3] - Effective upward management can lead to improved work performance and innovative problem-solving within teams [2][5] - Understanding both oneself and one's superior is crucial for successful upward management [3][12] Group 1: Importance of Upward Management - Upward management is essential as it fosters a mutually beneficial relationship between employees and their superiors, enhancing both work performance and career development [5][6] - Employees often overlook the significance of their relationship with their superiors, which can impact their career advancement opportunities [6][8] - A positive relationship with superiors is a key factor influencing employee job satisfaction and retention [6][7] Group 2: Strategies for Effective Upward Management - Employees should strive to establish high-quality exchange relationships with their superiors, which can lead to better access to resources and support [9][10] - Understanding the pressures and challenges faced by superiors can help employees align their efforts with organizational goals [12][13] - Clear communication of expectations and maintaining transparency are vital for building trust and effective upward management [14][15] Group 3: Challenges in Upward Management - Employees may face difficulties when dealing with micromanaging superiors, requiring strategies to maintain motivation and autonomy [19][20] - Managing relationships with multiple leaders can create confusion, necessitating proactive communication and coordination [24][25] - Employees may encounter superiors with insufficient skills, which can hinder guidance and support, but upward management can help navigate these challenges [30][31] Group 4: Upward Management for Introverts - Introverts can leverage their observational skills to understand their superiors better and adapt their communication style accordingly [33] - Seeking feedback from superiors is crucial for introverts to align their work with expectations and improve their performance [35][36] - Upward management provides a pathway for employees to take control of their career development and influence within the workplace [37]

Group 1 - The article discusses the phenomenon of career stagnation, particularly focusing on the "middle-aged crisis" in the workplace, where individuals in mid-level management positions face challenges in career advancement despite years of experience [1][12][34] - It highlights that many professionals, especially those in their 30s, feel threatened by younger, more ambitious colleagues and are often unable to break through career bottlenecks [1][3][34] - The text emphasizes the importance of proactive career planning and the need for individuals to adapt their skills and mindset to avoid being left behind in a rapidly changing job market [1][10][34] Group 2 - The article identifies three types of workers who struggle with career advancement: middle management, those in basic administrative roles, and individuals in physically demanding jobs [3][6][9] - It points out that many employees focus on tenure rather than achievements, which can hinder their chances of promotion [14][15] - The need for continuous learning and adaptation is stressed, as many workers become complacent and fail to recognize the evolving demands of their industries [21][30][31] Group 3 - The article provides strategies for career advancement, including early positioning for career transitions, effective risk management through planning, and the importance of upward management and multi-dimensional development [25][27][29] - It encourages individuals to take on greater responsibilities and challenges to align their experience with market demands [29][30] - The conclusion emphasizes the necessity of embracing uncertainty and continuous learning to navigate the complexities of modern career paths [33][34]

Core Insights - The article discusses the harsh realities and survival wisdom in the corporate world, emphasizing the importance of understanding internal dynamics and employee morale for organizational success [1][6]. Group 1: Employee Morale and Leadership - High employee morale is crucial for a company's success; low morale can lead to mediocrity and loss of talent [7]. - Good character is prioritized over exceptional talent in hiring; companies should choose competent and loyal employees over highly talented but problematic individuals [8]. - The Peter Principle applies to many employees, where individuals are promoted to positions they cannot handle, highlighting the need for continuous learning and humility [9]. Group 2: Organizational Dynamics - Job titles do not define responsibilities; personal abilities and company culture shape expectations and opportunities [11]. - Internal alliances can significantly influence power dynamics within a company, making it difficult to discern allies from adversaries [12]. - Sales and finance hold the real power in decision-making processes, often overshadowing other departments [14]. Group 3: Compensation and Performance Evaluation - Salary budgets are often insufficient, leading to dissatisfaction among employees due to limited raises [15]. - Performance evaluations are subjective and can be influenced by non-performance factors, complicating the assessment process [16][17]. - HR departments ultimately serve the interests of the CEO, and their loyalty may not align with that of individual employees [20][21]. Group 4: Loyalty and Career Choices - Loyalty to a company may not guarantee reciprocal support during tough times; employees can be discarded regardless of their dedication [26]. - Employees with strong skills and work ethic have more career options than they realize, and complacency can hinder career advancement [24][25].

Group 1 - Understanding the boss's thinking pattern is crucial for effective upward management, which can significantly benefit one's career [1][4] - The balance of interests in workplace relationships is essential, as both cooperation and competition exist simultaneously [2][3] - The boundary between an employee and their direct boss is the most critical, as it influences promotions and salary decisions [4] Group 2 - Results-oriented thinking is vital; bosses focus on outcomes rather than processes, allowing employees flexibility in how they achieve results [5][6] - Employees should present data in a way that aids the boss's decision-making, ensuring clarity and relevance without overstepping boundaries [10][14] - Understanding the significance of tasks from the boss's perspective can save time and enhance productivity [16][17] Group 3 - Acknowledging the broader context is important; bosses consider multiple perspectives and prioritize overall team dynamics over individual grievances [18][22] - The principle of "公事公办" (business-like handling) emphasizes adherence to rules and minimizing risks while maximizing benefits [20][21] - Employees should recognize that perceived unfairness may not be addressed by bosses unless it disrupts the overall team harmony [32][33] Group 4 - The concept of "一碗水端平" (maintaining balance) highlights the importance of fairness in management, where bosses avoid favoritism to ensure team stability [38][39] - Employees should understand that promotions are often based on long-term considerations and team dynamics rather than just individual performance [46][47] - The strategic use of competition among employees can benefit the organization, as it drives performance while maintaining a balanced environment [40][52]

Group 1 - JD's core executive Frank Yang, previously from Meituan, was unexpectedly reassigned to a marginal department, raising questions about internal dynamics and decision-making processes [2] - The reassignment followed a reported confrontation during a meeting where Frank criticized the boss's decision-making style, indicating a potential clash in management philosophies [2][4] - The incident highlights the importance of upward management and the need for effective communication strategies within organizations [4][10] Group 2 - The article discusses the common practice of public praise and private criticism in employee management, emphasizing that public acknowledgment can enhance team morale while private feedback provides a safe space for improvement [5][8] - It suggests that effective communication with superiors requires evidence, understanding the impact of decisions, proposing changes, and fostering ongoing trust [11][18][28] - The E2C2 communication principle (Evidence + Effect + Change + Continue) is recommended as a framework for managing upward communication effectively [12][24][28]