In terms of the balance between emotion and reason, the proportion of female entrepreneurs is higher.
Text: Xiao Nan
Image source: meeting site
On December 9~10, the "21st Annual Meeting of Chinese Business Leaders" sponsored by China Entrepreneur magazine was grandly held. In the [Mulan Says] speech session held on the 9th, Zhang Xiaomeng, Vice Dean and Associate Professor of Organizational Behavior of Cheung Kong Graduate School of Business, Liu Wenjing, Chairman of Bluesail Medical Co., Ltd., Song Zhiping, Chairman of Jilin Cornell Group, Wei Qiong, Founder and Chairman of Maxson Energy, and Ruan Fang, Managing Director and Global Senior Partner of Boston Consulting Group (BCG), gave speeches on the topic of "Women's Global Leadership in the Age of Wuka".
The highlights of the speech are as follows:
1. When the job does not meet expectations, only 5.5% of Gen Z will choose naked resignation, and the proportion of naked resignation of Generation Z is not the highest, and there is no significant difference from other groups.
2. The level of resilience of employees over the age of 40 is stable across the enterprise, which can be used as an important cornerstone for the transmission of resilience between employees in the future.
3. Long-termism is a trade-off, and between refined egoism and broad altruism, always choose the latter.
4.86% of women are willing to continue working hard for their careers or even make some sacrifices when their work balance is challenged.
The following is a transcript of the speech (with abridgement):
Xiaomeng Zhang: Focus on Gen Z and women's leadership
Zhang Xiaomeng, associate dean and associate professor of organizational behavior at Cheung Kong Graduate School of Business
Today, I would like to share my latest research and officially release the "Resilience Index Report of Chinese Entrepreneurs (2020-2023)". In the resilience study, we focused on two very interesting groups, one is Generation Z, which is often referred to as the "post-95s", which entrepreneurs are paying a lot of attention to, and the other is the group of female leaders.
In the long-term follow-up study of a large sample, we found a very interesting phenomenon: usually we take some labels on the body of Generation Z for granted, but the actual research results are not the case, the differences of Generation Z exist, but not as big as we imagined.
When Generation Z enters the workplace, if they find that the job is not the same as expected, for example, when there is an unsatisfactory situation, the vast majority of people will still choose to think about it, adjust their mentality, and how to transfer jobs internally, only 5.5% of Generation Z will choose naked resignation, and the actual proportion of naked resignation of Generation Z is not the highest.
In several research reports, we found that, like Gen Z, we take it for granted that we put a lot of labels on female leaders, such as that they are more indecisive, emotional, and slow to make decisions, but in fact, we found in our research that female entrepreneurs have a higher proportion of overbearing CEOs regardless of gender, in terms of the balance between emotion and reason.
The key takeaways from the Resilience Index report, released today, are as follows:
1. In the past three years, entrepreneurs and managers have continued to show high resilience, and took the lead in starting a resilient recovery in the first half of this year.
2. Resilience is positively correlated with rank and age, and gender differences are not significant at the top and senior management levels, so enterprises should pay attention to the resilience transmission role of female executives.
3. The recovery process of resilience is still long, and it is the value and responsibility of entrepreneurs to pass on high resilience to others and organizations;
4. Building resilience requires long-term cognitive iteration and behavioral change, which should be an important part of entrepreneurial management practice.
5. The recovery of individual resilience is the foundation of social and economic recovery, and the correlation between resilience index and macro indicators requires more cross-border exchanges and research cooperation, and joint exploration and iteration.
Liu Wenjing: Behind long-termism is the original intention of altruism
Liu Wenjing, Chairman of Bluesail Medical Co., Ltd
The theme of this year's annual meeting of business leaders is "Tribute to Long-termism", and it also has an interpretation of what long-termism is: long-termism is resilience, cannot be crushed, grinds constantly, can recover quickly after suffering and blows, and long-termism is a trade-off, and always choose the latter between refined egoism and broad altruism. Actions speak louder than words, and I think that every guest who has passed through the darkest cycle and is still standing here today must have deep resonance, emotion and inner surging with these words.
Bluesail Medical is a multinational medical device platform company, after 20 years of continuous upgrading and iteration, it has basically realized the response to the world with global resources. The next goal is to serve Chinese patients and customers well, and at the same time, export the wisdom and solutions of Chinese entrepreneurs to the world.
Over the past 20 years since its establishment, we have always adhered to two main lines, one is the feelings of the family and the country, and the other is the responsibility of the world.
Three cases of family and country feelings:
First, we need to take concrete actions to support the country's healthcare reform. Before the medical reform, a heart stent was 10,000 or 20,000 yuan, and now it is a few hundred yuan.
Second, promote the localization of medical products. With the joint efforts, today, our three domestic listed companies have accounted for seventy percent of the industry market share, promoting the coronary stent industry to take the lead in realizing localization and breaking the import monopoly.
Third, we must unswervingly follow the innovation-driven path. In the past five years, we have invested nearly 2 billion yuan in innovation and R&D, and today we have begun to reap the fruits of innovation.
We also take three steps to take the world: the first step is to comply with the WTO, we go to the world, and become the hidden champion of the industry.
In the second step, in line with the national "One Belt, One Road" strategy, the cross-border acquisition of Singapore Baisheng International has built an international scientific and technological development pattern.
Third, this year we are very fortunate to be invited to participate in the "Belt and Road", BRICS and APEC, this year is the "Belt and Road" ten years to start again, looking forward to the new historical period, we will comply with the national strategy, become a new force for Chinese medical enterprises to go global, contribute our products and technologies to global patients, and contribute Chinese enterprise solutions and Chinese wisdom to the world.
Finally, I would like to say that long-termism is a strategic choice, so how can long-termists pass through the dark cycle? The force behind it is the original intention of altruism, only by sticking to the original intention of creating value for society, creating well-being for others, and contributing to mankind and this earth, and insisting on doing the right thing, then even if all the doors are closed, God will open a window for you.
Song Zhiping: Tell the lessons of entrepreneurship to the next generation of entrepreneurs
Song Zhiping, chairman of Jilin Cornell Group
I am an ordinary Northeast woman, who has been starting a business in the Northeast for 30 years, and at the beginning, three people founded a small trading company with a capital of 2,000 yuan, which was also borrowed. Today, Cornell Group has two large chemical plants, two pharmaceutical factories, a chemical equipment factory, and a Changbaishan mineral water factory under construction.
In the past 30 years, we have experienced a lot, especially in the past three or four years, Cornell has encountered great difficulties and struggled on the line of life and death. But we did not retreat, did not fall, and continued to fight and struggle tenaciously. There were times when I encountered hurdles that I couldn't get over, my mood dropped sharply, my confidence was gone, and I wanted to escape and leave this world. So how do I get out? I thought about climbing Mount Everest and freezing to death on that snowy mountain, or running to Europe and jumping into the Mediterranean, so that my family could not find my body and remember what I was like. But every time at this time, we see hope again, so we are as tenacious as a chicken blood.
Summing up the lessons of 30 years of entrepreneurship, I would like to tell you an important idea here, which is to continue to learn in class Xi improve ourselves, like the theme of today's conference "Salute to Long-termism", let us learn Xi and improve ourselves for a long time. When my generation started a business, no one told me what to do, how to strategize, and how to develop your business, so I always had a dream, and I hope to be able to tell the lessons of my generation to the entrepreneurs who are behind them.
I found that the "China Entrepreneur" magazine can gather outstanding entrepreneurs from all over China, and can bring together the outstanding professors of Peking University and Tsinghua University, and the magazine will hold three training courses for big health, new energy and new leaders next year, I think this is a good opportunity, I will not miss it, and I hope you will pay attention.
Wei Qiong: Women are team battles in the current entrepreneurial era
Wei Qiong, founder and chairman of Maxson Energy
Women do have certain strengths in coping with change, and I think the biggest advantage in this process is the resilience I just mentioned. What is resilience? One of my favorite sayings is, "To be a mother is to be strong."
I've seen a clip of "The Golden Age" before, where a man jumped off a building after a stock failure. I found it interesting that in the event of a major collapse, the proportion of men who choose to face extremes is much higher than that of women, which is very interesting. In a collapsed world, women tend to be more resilient, and they are better able to cope with extreme problems. In fact, in the current era of entrepreneurship, we women are team battles, women have good empathy, good empathy ability, more able to lead different people, more able to lead a team to play a role in this era.
Next, I will talk about Maxson Energy, which is a relatively new company, established in 2018, and in the past four years, we have focused on new energy. The biggest change in mainland energy is the transformation of the traditional power system to the new power system.
The new power system is a free and dynamic energy world with distributed energy as the core, rather than the original thermal power as the core. In this era of the new power system, our energy is facing greater changes, we need to respond more quickly, and we have dealt with so many uncertain energy storage security issues. In the first four years, the company focused on the energy storage safety track. We have achieved the world's first place in energy storage safety, whether it is the number of patents, influence, scientific research capabilities, or management scale.
This year is the first year of the new power system and the user-side energy storage, our company has won some scientific and technological honors, including provincial and ministerial science and technology awards and global science and technology awards, the company began to really move towards industrialization, this year is actually the first year. In this increasingly uncertain world, we hope that our companies can be as "resilient" as our predecessors and cross cycles.
Nguyen Fang: Women's leadership has advantages in many ways
Fang Ruan, Managing Director and Global Senior Partner at The Boston Consulting Group (BCG).
In the face of the Uka era, in what ways can female leadership be better?
First, uncertainty. In the past enterprise development, if we have a good process, this process can basically solve 80% of the problems, so there is no need for individuals to have too much creative ability, but when the uncertainty continues to increase, the process alone can solve up to 60% of the problems, and the remaining 20%, 40% or even 60% still rely on the original intention, potential, and originality of the organization and employees, and women often do better in this regard.
On the other hand, when digitalization and AI and other technologies are generated, what kind of convenience do women provide to the organization, including the way of working in the future? When people think about the future of work, they often think, is it remote work, my time is more flexible? In fact, it is much more than that.
What is more important for the future of work is whether the information is transparent? Do people want to co-create? Do I give you enough space and freedom to not need more control at all? And women, as mothers, are naturally more willing to empower, and they tend to be better.
Breaking down organizational barriers, as well as external linkages, especially between departments in the process of internationalization, is also a strength of women.
We also had a set of data when we did the data research, although some women have some challenges, but 86% of women are willing to stay and work hard for their future careers, even if they are challenged in their work balance. (Advertisement)