Who is Google's biggest competitor?
Is it Microsoft? apple? Amazon? Facebook？
Google's own answer surprised everyone: Our biggest competitor is NASA .
Because NASA will steal google's talent. Whether it is Apple or Facebook, there are wins and losses with Google's talent competition, but it is difficult for Google to compete with NASA for talent.
Talent is the most important asset of an enterprise. Attracting, retaining and cultivating excellent employees is a compulsory course for enterprises and managers. How do entrepreneurs recognize and employ people? What kind of talent concept should be possessed? How to become a leader who is good at managing a team?
Today, I would like to share with you an excerpt of the views of global management consulting guru Ram Charan when he visited the Yangtze River Lecture Hall, hoping to inspire you.
Share | Ram Charan
*The content is compiled from ram charan's sharing of "Dialogue with Ram Charan in the Yangtze River Lecture Hall - Motivation and Mobility, the Talent Concept that Entrepreneurs Must Have"
<h1 class="pgc-h-arrow-right" data-track="15" > the biggest difference between ordinary people and great people is the growth rate</h1>
Regarding talent, I have 4 points of thought to share with you.
First, are you doubling your abilities every three years?
If you don't, what limits you? If you do this, will you be able to make the people around you able to do it as well?
The biggest difference between ordinary people and great people is the growth rate. Some successful people tend to have only one ability when they are young, but then their abilities continue to grow.
Second, 2% of people in a business may have 98% of the influence.
Find 2% of the talent in the enterprise and train them. These great people may be people who have made outstanding contributions in the enterprise, but the criteria for identifying them have not really been born. Therefore, it is necessary to observe those who can attract colleagues, cultivate colleagues, and make progress with colleagues.
Third, people must be ahead of the company's strategy.
Talent is always more important than strategy, strategy itself. Strategies are made by people, so instead of understanding the strategy, it is better to understand the person who made the strategy. Because people are biased, strategy actually reflects the choices of strategy makers when dealing with uncertainty.
Fourth, put the right people in the right positions.
Is there the right talent for each position? When you know that the talent in the position is not matched, you have to decisively replace him.
<h1 class="pgc-h-arrow-right" data-track="15" > you always say that there is a shortage of talent, I don't believe it</h1>
How to identify these 2% of talent in the enterprise?
First of all, these people are often the magnet of talents, and talents are willing to work for them. The reason is that when they work, they can support the people around them and gain trust. Trust is a very important factor, and trust is earned, not simply exchanged for benefits.
Second, in some closed departments with good cooperation, people who add "lubricating oil" to the team. These people are good at listening, and many people like to ask them for help.
Third, there is a spirit of ownership. Keep the overall situation and the company in mind, and think about how to benefit the company and the user.
You always say that there is a shortage of talent, and I don't believe it. I believe that talent is very abundant. It's just that they are not talents who have been polished, but more of an initial state. Once you have the right traits and methods, the talent will be truly polished.
So I hope that what you are looking for is not those who have matured talents, but some potential stocks. You have to find the potential of this person himself and help him realize his potential, so that he can really grow into a talent.
There are two points to measure talent:
First, determine whether the person is aligned with the values of the entire organization.
He can pretend to lie to you during the interview, but after three or four weeks, his performance will show whether he is consistent with your mission.
Second, look at why this person has such a strong sense of responsibility.
Is he really trying to make money, or does he really believe in the sense of purpose behind these things you do?
<h1 class="pgc-h-arrow-right" data-track="15" > successful CEO does three things</h1>
I've observed a lot of successful CEOs who do three things:
First, hire people who are better than yourself
A few years ago I was teaching some young people at Harvard, and after a few years I found that some of my students were growing into CEOs of big companies, and I was curious, and I asked them, how did you become the CEOs of these big companies?
For example, I gave a student a very low score, and the student said, In fact, I know that you gave me a very low score, but I am not angry, this score is a wake-up call for me.
I asked him how you were so successful?
He says he does it, and I actually see a lot of successful CEOs doing it: he always hires people who are better than himself to work for him, surrounds him with people who are better than him, and always deals with people who are better than him.
I said, does this make you uneasy? He said that at first, he may have some uneasiness, but then suddenly realized that he always deals with people who are better than himself, what will be his ability?
Your abilities will continue to grow, and eventually people will surround you, making you a magnet-like core person.
Second, constantly explore new ideas, new ideas, new ideas
Some new ideas won't all eventually be commercialized, but at least they open up our imaginations. What we should do with innovative ideas may require us to gather more sources of information, so please keep your heads on alert. Through continuous tempering, our way of thinking will become more agile and we will trust our minds more and more.
Third, the choice of three major topics is something that I will gradually complete in the course of a year
Choosing only three major topics, and then giving energy and time, I believe that really doing this well is more effective than doing thousands of trivial tasks. As advocated by the Olympic philosophy, focus on energy, achieve goals, and take every step.
Under such a general trend full of uncertainty, the number one of enterprises must also have a new understanding in the strategic direction of talent.
Psychologically, we want to make uncertainty our friend. Everyone faces a lot of uncertainty, so it requires us to be prepared for the future and be prepared.
We can make predictions based on external trends, or we can use networks of contacts with outsiders to see the world from different perspectives and predict what changes are likely to occur.
We currently have a lot of talent, and we need to constantly adapt and practice these talents to make them cope with uncertainty. Sometimes we can't be sure that everything that happens is covered, but at least mentally prepared. Often the more uncertain it is, the more practice needs to be done.
<h1 class="pgc-h-arrow-right" data-track="15" > recruit talents who "understand customer needs"</h1>
<h1 class="pgc-h-arrow-right" data-track="15">
</h1>
In the past, the form of the organization restricted the company to capture new market opportunities to a certain extent, so how can the organization innovate to better serve the market and users?
I think there are three most important changes in organizational change:
First, we need to innovate from the customer level.
Second, we must be pragmatic to measure, for example, how much customer satisfaction, how high-quality customer service, these must be judged in detail.
Third, when recruiting talents, it is necessary to recruit talents who "understand customer needs" and understand the closed-loop talents of end-to-end services from the user layer.
Some CEOs have the courage and perseverance to make changes, but some CEOs do not have the ability to do so.
When the company has new ideas, new ideas, new strategies, and new visions for the future, but the senior management team does not understand or cannot keep up with the behavior, how can it change?
In the face of change, CEOs have two options:
One, embrace transformation and go to transformation in the context of existing company configurations;
Second, open a new department.
If you set up a new department, you can recruit talent, establish new salaries, incentives, and it will be faster.
If you want to change from the existing internal mechanism, there is no team, you can only change the existing team, which is the only option.
<h1 class="pgc-h-arrow-right" data-track="15" how do > become a good leader? </h1>
For the younger generation of leaders, the transition from managing themselves to managing others is the first and most important step in leadership advancement.
At this stage, the transformation will encounter various challenges: ignoring the importance of communicating with the direct team; being reluctant to take the time to listen to the team; and more often directly helping the team to get the job done, rather than coaching the team how to do it.
Improving the team's competency is the determining factor in the success of the transformation, and the following four aspects need to be vigilant:
Treat the team's questions as obstacles;
Remediate team mistakes, rather than teaching how to do challenging work correctly;
Refuse to share successes with the team, avoiding problems and failures for the team;
Not giving enough support and building the team's cultural values.
I have four more pieces of advice for younger generation leaders:
1. Build a better network and deal with better people.
2. Don't focus too much on things, focus on everything, and make sure everything has results.
3. Be a magnet for talent, which will be key factors in your continued success.
4. Not only to have a good idea, but also to implement it.