遇到"不听话"的下属，很多管理者的第一反应是恼火。 他觉得这是挑衅权威，是看不起自己。这样的员工，在他心里就是个刺头，他会想尽一切办法去压服。 但说句实话，压服一个人很容易，赢得一颗心却很难。 真正成熟的管理者，是不会让恼怒的情绪淹没自己的。 1.说明他有能力、有主见 一个下属，他如果什么都点头哈腰、事事照办，看起来很省心，但这恰恰是风险的信号。 他有可能只会执行，不会思考。有可能是对上面失望，懒得思考。无论哪种情况，对团队都是灾难。 真正有能力的人，往往对事情有自己的判断。他不服的，通常不是"你这个人"，而是他觉得事情还能做 得更好。 比如，他可能对目标有不同理解，对路径有不同看法，或者对你的一些决策持保留态度。 从管理视角看，这种"不服"，并不一定是坏事，它恰恰说明这个人是在用脑子干活，而不只是个执行机 器。 2.这是在提醒你：管理可能没做到位 今天，我们就来聊聊，下属不服管，该怎么办？ 换个角度看，不服管，可能是个好事 作为管理者，你很容易就会感觉到哪个员工不听话，因为你在意这个事情。 但是我要说，很多团队真正的问题，不是有人"不服管"，而是所有人都太"听话"了，导致越来越平庸。 所以，换个角度来看，有 ...

最近在给几家企业做战略落地咨询时，我发现一个非常普遍且致命的现象： 很多管理者都在抱怨："为什么我的团队没有狼性？"、"为什么推一下才动一下？"、"为什么这么简单 的事情都做不好？" 他们焦虑，他们愤怒，他们甚至亲自下场干活，累得半死，但团队的业绩依然上不去。 其实，问题的根源不在员工身上，而在管理者身上。 一直以来，我都坚持一个观点：没有带不好的兵，只有不会带兵的将。 一支能打胜仗、能打硬仗的队伍，绝对不是靠吼和罚逼出来的，想要让团队战斗力爆棚，只需要把这三 件事做到极致。 先"暖场"，再"做事"：氛围对了，事就成了一半 想要有战斗力，得先解决"愿不愿"的问题。 很多新晋管理者，新官上任三把火，上来就抓考勤、定指标、还要写日报。 结果呢？团队怨声载道，有些人看不惯甚至愤而离职，原本能做好的事现在也没人做了。 作为管理者，你要像扫雷一样，主动清除这些暗礁。 我见过一个技术总监，技术大牛，但团队产出极低。深入调研后发现，因为他太强势，下属一旦犯错就 被当众羞辱。结果所有人为了安全，都选择了"不做不错"的摸鱼策略。 这就是典型的场域坏了。 你一定要打造一个敢于试错、相互托底的战斗集体。 你要明确告诉你的团队："为 ...

今天，我们聊聊3个管理的万金油：裸心会、共创会、复盘会。 而解决这些问题，其实是有一些工具和方法的。 希望今天的分享，对你有所帮助。 走上管理岗位，难免会遇到各种人和事的问题。 ①确定主题 裸心会 管理中80%的问题，都是沟通的问题。裸心会，就是解决团队沟通的工具。 在公司里，在团队中，为什么沟通如此重要呢？ 心理学中有一个"乔哈里窗（Johari Window）"理论，大意是说，人与人相处，就像隔着一扇窗，你在 窗内，我在窗外，越是对彼此的信息不了解，就越会胡思乱想，做出一些负面联想。 比如，空降了一个高管，原来团队的老人就会想："这人进来是干嘛的，会不会针对我们？" 比如，一个项目往下落，部门协同的时候，大家各有各的压力，各有各的利益考量，你想往东，我觉得 往西对我更有利。 再比如，做创新业务，一个全新的团队，大家彼此都不认识，基本上没有信任基础。 这时候，有效的沟通就特别重要。而裸心会就是一个非常实用的工具，使用好它，能够帮助团队化解矛 盾和冲突，也能够增强团队的凝聚力。 那么，怎么开好裸心会呢？有5个步骤： 主题不同，聚焦点就不同。是为了建立信任，还是为了解决团队的冲突问题，或者是统一思想，达成某 项 ...

Core Insights - The article discusses the successful completion of the "Pudong Science and Technology Innovation - Haiwang Summit (Phase II) CEO Training Camp," focusing on the transformation of scientific research into marketable products and the strategic empowerment of technology enterprises [2][11]. Group 1: Challenges in Technology Entrepreneurship - The director of the Shanghai Institute of Optics and Fine Mechanics, Zhang Long, highlighted three main challenges faced by researchers in entrepreneurship: lack of commercialization mindset, poor communication between research systems and capital/industry, and insufficient planning in result transformation and team building [2][3]. - Zhang proposed a market-driven approach for technology entrepreneurship, emphasizing the need for scientists to shift from a "technology-driven" to a "value-driven" mindset, and to design effective equity structures and incentive mechanisms [3]. Group 2: Team Dynamics and Leadership - Chen Yu, founder of Yinian Yijian, addressed the challenges of team conflicts and talent matching in different stages of enterprise development, emphasizing the importance of the founder's mental maturity in decision-making and team collaboration [5][6]. - Chen outlined four stages of mental development for founders, stressing the need to understand customer thinking to drive product design and innovation in the AI era [6]. Group 3: Strategic Planning and Execution - Strategic leadership expert Fu Lei discussed the importance of balancing long-term vision with flexibility in strategy, particularly for technology startups navigating uncertain environments [8]. - Fu emphasized the need for entrepreneurs to develop systematic thinking through a cycle of learning, experience, and practice, and to integrate strategy into daily decision-making for sustained competitive advantage [8]. Group 4: Practical Applications and Outcomes - Participants in the training camp expressed that the program provided a comprehensive learning experience covering key aspects of entrepreneurship, including research transformation, technology development, team management, and strategic planning [10]. - The training camp aims to continue providing high-quality resources and a forward-looking learning platform to support entrepreneurs in achieving sustainable innovation and growth [11].

管理最大的痛点，不在于事，而在于人。 说白了，就是怎么点燃一群人，共同为一个目标而拼命干。 很多管理者一看到员工躺平、执行力差，第一反应是"这人不行，态度不好"，进而从员工身上找问题， 却很少反求诸己。 但其实，兵熊熊一个，将熊熊一窝。 一个团队有没有战斗力，业绩能不能打，氛围好不好，关键还真就看带头的那个领导。 那么，怎么判断一个领导到底会不会带人？ 我认为，做好以下4件事很重要。 把规则做硬，让执行有抓手 无规矩不成方圆。你的团队里，有老人，有新人，有精英，也有想躺平的人。 大家背景不同，能力各异，如果各行其是，团队很快就会变成一盘散沙。 怎么办呢？你要立规矩，把游戏规则摆到桌面上，让每个人都清楚知道什么能做，什么不能做，边界在 哪里。 毛主席当年是怎么改造工农红军的？不是靠喊口号，更不是靠人治，而是立规矩，提出了"三大纪律， 八项注意"。 所以，规则约束了人的行为，规则是做事的指南针。 你不用像防贼一样，事事盯着，只要把制定定好，规则做硬，把目标、标准、流程、责任讲清楚，所有 人都能自行运转起来，做对的事情。 关于规则，通常有3个重要原则： 第一个，规则要透明。 目标怎么定？事情怎么做？ 绩效的标准是什 ...

Core Insights - The article emphasizes that team success is determined by invisible factors such as culture, habits, collaboration modes, and leadership methods rather than quick fixes like personnel changes or increased pressure [1][3] - A structured, actionable plan is necessary to revitalize a struggling or nascent team within six months, tailored to the specific management realities of Chinese enterprises [1][4] Group 1: Initial Assessment and Understanding - The first month should focus on understanding the team's dynamics, business processes, and individual roles rather than making immediate changes [6][8] - Key questions to explore include the nature of work, team capabilities, and the effectiveness of current processes [7][10] Group 2: Establishing a Baseline and Future Vision - The second month involves creating a clear baseline of the current situation to serve as a reference for future improvements [9][23] - Gathering data on work quality, efficiency, and team dynamics is crucial for setting a future vision [10][21] Group 3: Action and Empowerment - The third month focuses on empowering the team, initiating training, and fostering a culture of continuous improvement [24][28] - Managers should facilitate open communication and trust to enable team members to take ownership of their roles [25][26] Group 4: Communication and Relationship Building - The fourth month emphasizes enhancing communication frequency and depth to drive team cohesion and clarity [32][34] - Building strong relationships within the team is essential for fostering a supportive environment [40][41] Group 5: Performance Optimization - The fifth month aims to amplify the results achieved so far and enhance team capabilities through targeted actions [45][46] - Identifying and addressing skill gaps within the team is critical for maintaining high performance [48][49] Group 6: Review and Future Planning - The sixth month is dedicated to reviewing progress, assessing the effectiveness of changes, and planning for the next phase [55][61] - Continuous improvement should be embedded in the team's culture to ensure long-term success [65][66]

Group 1 - The article discusses the role of a deputy leader, emphasizing the importance of delegating management tasks to focus on AI development and key project breakthroughs [1][6] - The deputy leader's primary responsibilities include internal management, project management, personnel metrics management, and improving work efficiency, while the leader focuses on external expansion and resource allocation [2] - Three types of deputy leaders are identified: the first type handles team miscellaneous tasks, the second type is project-oriented with strong capabilities, and the third type is for special situations requiring a balance of skills [17][20][18] Group 2 - The first type of deputy leader is often a trusted individual familiar with internal dynamics, while the second type excels in project execution but may lack communication experience with higher management [11][15] - The article highlights the potential risks of betrayal from deputy leaders, particularly those who share information but have different roles, suggesting that trust must be built on shared interests [26][32] - It concludes that strategic projects require direct involvement from the top leader to ensure alignment and mitigate risks associated with deputy leaders potentially acting independently [33][37]

Core Viewpoint - The article highlights the successful IPO of Insta360, led by founder Liu Jingkang, marking a significant milestone for the company and its employees, while emphasizing the importance of human resources and innovation in the company's growth strategy [2][3][6]. Group 1: IPO and Market Response - Insta360 debuted on the STAR Market on June 11, with its stock price soaring by 274% on the first day, resulting in a market capitalization exceeding 70 billion yuan [2]. - The IPO raised 1.938 billion yuan, which will be allocated for building a production base and a research center in Shenzhen, fulfilling commitments made by the founder to employees and investors [3]. Group 2: Company Culture and Employee Focus - Liu Jingkang emphasizes that "people" are the most important resource for the company, with a workforce exceeding 3,000 employees, predominantly born in the 1990s [5]. - The company has implemented an employee stock ownership plan, with 202 executives and core employees participating, representing 7.07% of the public offering shares, valued at approximately 500 million yuan based on the closing price on June 12 [5]. Group 3: Management Philosophy - Liu Jingkang aims to create a company culture that prioritizes employee development first, customer value second, and shareholder returns third, contrasting with mainstream corporate philosophies [6]. - The company encourages a playful and innovative work environment, including initiatives like a love fund for employees and unique office features to foster creativity [6][7]. Group 4: Innovation and Product Development - Employees are encouraged to engage in sports and activities relevant to their roles, leading to innovative product features that address user needs, such as a new camera function developed by product managers during skiing [7]. - Liu Jingkang has transitioned from a product-focused role to a management position, recognizing the complexities of organizational issues and the need for effective communication and alignment within a matrix organization [8]. Group 5: Recruitment and Talent Development - The company values qualities such as intelligence, responsibility, self-motivation, and curiosity in its recruitment process, with a focus on fostering a culture of exploration and improvement [9][10]. - Liu Jingkang believes that curiosity is a driving force behind innovation and is essential for the company's continued success and growth [10].