奥美公司创始人奥格威提到自己成功的秘密就是：第一，选择客户的原则；第二，用人之道；第三，快 速成长的方法。 可见，用人是非常重要的。 但大多数老板在用人时，往往会犯这5个错误。 "用人不疑、疑人不用" 在用人的时候，很多人的观点是"用人不疑，疑人不用"。 但其实应该是"疑人要用，用人要疑"。 什么叫"疑人"呢？就是有瑕疵的人。往往越是能干的人，在某一方面越有瑕疵，但不能因为有瑕疵，你 就不用他。 但在这之前，你要做好风控，考虑用这个人会不会翻船，这是老板的管理艺术，如果用了这个人，连船 都翻了，那么这个人你不要用。 什么叫"用人要疑"呢？用人要疑，并非是怀疑他，而是一个人来到这家公司，即便他过去的成功得到过 验证，但环境不一样了，文化不一样了，可能就会失败。 因此，我们要陪伴他，并且常常提醒他，让他能够在公司里平稳落地。 就像来了一位空降兵，他的能力毋庸置疑，但他到了一个新的环境，很容易水土不服。 这时候，你作为他的老板，半年之内都是不可以放手的，你要给他空间，但是你要给他正确的方向指 引，这是用人时必须要认识到的。 但是如果你提拔他后，他在半年或者一年之内，他的能力没有提上来，这个人待在不胜任的位置上，绝 ...

Core Insights - Ram Charan, at 86 years old, maintains a rigorous work schedule, often working 15 hours a day, seven days a week, and travels extensively for his consulting work [2][4] - He has provided management consulting services to hundreds of companies, including Fortune 500 firms, and has authored over 30 books, selling more than 4 million copies [4][5] - Charan emphasizes the importance of cash flow in business, viewing it as the lifeblood of a company, and advises CEOs to prepare for worst-case scenarios [7][8] Group 1: Charan's Consulting Approach - Charan's consulting fees reach millions, and he has established long-term relationships with numerous CEOs, providing valuable insights and strategies [4][5] - He focuses on practical tools rather than theoretical frameworks, believing that effective business management relies on actionable insights [10] - His "Leadership Pipeline" model has evolved through extensive interviews with leaders, addressing common challenges in leadership transitions [13][17] Group 2: Leadership and Management Trends - The rise of the "Founder Mode" contrasts with the traditional "Manager Mode," with many successful companies in Silicon Valley favoring founder-led leadership [19][20] - Charan's influence is waning in traditional American companies, as the focus shifts towards innovative leadership styles that prioritize creativity and risk-taking [21] - In emerging markets like China, Charan's tools and methodologies are increasingly relevant, as companies seek to develop leadership capabilities [21][22] Group 3: Charan's Personal Philosophy - Charan's life experiences, from his humble beginnings in India to his academic achievements, shape his approach to consulting and leadership [7][9] - He believes in the power of continuous learning and questioning, which he considers essential for problem-solving and effective leadership [8][9] - Charan's commitment to serving CEOs is both a strength and a limitation, as it may lead to an oversight of broader organizational dynamics [27][31]