Ren Zhengfei's corporate management style: will not tolerate and tolerate traitors

Ren Zhengfei once said, "All resources in the world may be depleted, and there is only one resource that can thrive, and that is culture." Well, let's take a look at Huawei's culture.

Huawei cadres are not lifelong

Huawei is determined to eliminate the 'sandwich class', which is what I have learned from the painful lesson of Apple. The 'sandwich class' refers to those who have neither practical experience nor understanding of Huawei's corporate culture, and are still placed in higher positions. The existence of the 'sandwich class' will inevitably form a negative culture, which will ultimately lead to the failure of the company. For them, we need to push them to the grassroots level to exercise and become natural leaders in order to establish their position in Huawei.

Huawei cannot have eternal high speed. Everyone's quality, personal learning effort, and ability to self transform vary greatly. How can we push the company forward in unison. At least, I don't see Tsinghua University as having a long-term future prospect. So, we cannot slack off. The ability of cadres to move up and down must become an eternal system and a fine tradition of the company.

The company must eradicate the sediment layer, backward layer, and irresponsible people, and must rectify its governance. For an irresponsible person who is in a position, their main position must be removed, and when a new main position comes, the deputy position cannot let them do it. For those who have been irresponsible in their positions for a long time, they can be dismissed immediately. If not dismissed, what hope does this team have? If you cannot recognize this issue, you will have no hope. Without a good cadre team, a company is bound to die.

We can't sit down to discuss the construction of the cadre team. We should adjust it in the war. If it is inappropriate, we should go on. We will not tolerate the traitors, including all senior cadres. It is not easy to enjoy the cool under a big tree. The purpose of rectifying the cadre team is to ensure the survival of the company. To survive, only by letting those who hinder the development of the company go, or completely eliminating those styles that are not conducive to our development, can the company survive. This is also the purpose of our rectification.

Our cadres are not lifelong, and senior cadres should also be able to move up and down. At the end of their term of office, cadres are required to submit their performance reports and apply for the next stage of employment, undergo organizational and public evaluations, and renegotiate their salaries. The Yangtze River pushes waves, without metabolism, there is no life. Necessary elimination is necessary, and term system is a gentle way.

Talented people emerge from generation to generation in the country, and they need to be consolidated from generation to generation. It cannot be said that every cadre can continue to develop in their position, and it is normal for the older generation to retire. So we have established a mechanism that means if you can't keep up, your health is not good, and your position is adjusted, your stock will not move.

If we cannot establish a mechanism conducive to the growth of outstanding talents, and the high-speed train cannot have up and down, then the operation of the train cannot be freed from the constraints of life, and we will inevitably walk on the path of prosperity but decline. So we need to strengthen the promotion of new cadres, especially in difficult areas. If new cadres are not promoted, our business model will not continue.

The company will not accommodate anyone

We advocate for both upward and downward mobility. In the midst of practical activities, we should place comrades who have made real achievements in their positions, regardless of their qualifications. We need to transfer promising cadres to training so that they can take on greater responsibilities. We are also determined to eliminate those who are incompetent. In order to protect high efficiency, we will never be soft hearted or lenient. All comrades who hope for progress have only one way out through struggle.

All departments should adjust, consolidate, enrich and improve in the process of rapid development. All adjustments should revolve around being practical. Each department must clean up some cadres, starting from those at or above the department level. We should bring up cadres who have a strong sense of responsibility and mission, dare to take responsibility, work hard, safeguard the interests of the company, and are good at uniting comrades. To dismiss cadres who just live by without understanding principles, taking advantage of loopholes, and not being practical is a serious move, and we must resolutely implement the elimination mechanism. Only by compacting the soil can we achieve great development.

To maintain the long-term stability of the company, it is necessary to maintain the correct mechanism for eliminating cadres. Whether you are a senior executive or a founder, you may be eliminated, including me, otherwise the company will have no hope. Why can't senior executives become ordinary employees when the company doesn't accommodate anyone? Therefore, if the former senior cadres get tired of their work, they can be converted into ordinary employees of government agencies, and they can settle down without wandering.

Strictly establish the process responsibility system, fully mobilize the middle and lower levels to take responsibility, and make correct and timely decisions within their scope of authority; Transfer cadres who cannot take responsibility or dare not take responsibility to operational positions; Replace cadres who are self protective or lack skills from management positions; To eliminate seniority based selection and prioritize responsibility, ability, morality, interpersonal communication skills, team organization and coordination skills as the guiding principles for selecting cadres.

Eliminating daily tasks from the bottom of performance evaluation

Integrate the elimination of the last place into the daily performance evaluation system, and achieve the daily elimination of the last place. Cadres who have been demoted are not allowed to be promoted or used within one year, let alone promoted or used across departments. We must prevent the trend of nepotism that is not related to blood. After one year, those who have achieved outstanding results should be strictly assessed. For departments/teams that fail to meet the company's performance requirements for two consecutive years, not only will the top leader be demoted, but all subordinate cadres and employees will also bear joint and several liability.

The final elimination of unqualified cadres should not only be limited to grassroots supervisors. For unqualified middle and high-level cadres, it is also necessary to take a serious approach and implement final elimination. The final elimination rate of unqualified cadres at each level should reach 10%. For departments or teams that have not completed their annual tasks, the final elimination rate of cadres can be further increased appropriately.

The company's last place elimination system is mainly aimed at administrative managers, not employees. We need to strengthen the implementation of the hierarchical elimination of cadres at the bottom, and currently focus on eliminating the bottom 10% of middle and grassroots managers in the annual ranking. For personnel who are not suitable for management positions, they can be adjusted to work in suitable business positions.

The cleaning up of unqualified cadres and the elimination of employees at the bottom should form a system and quantitative method, based on performance and speaking with data. Looking towards the future, it is necessary to gradually integrate the cleaning of unqualified cadres and the elimination of employees as the bottom line into the daily performance management system, in order to form an integrated work mode rather than independent work.

华为要继续坚持以有效增长、利润、现金流、提高人均效益为起点的考核，凡不能达到公司人均效益提升改进平均线以上的，体系团队负责人，片区、产品线、部门、地区部、代表处等各级一把手，要进行问责。在超越平均线以上的部门，要对正利润、正现金流、战略目标的实现进行排序，坚决对高级管理干部进行末位淘汰。

我们继续坚持“以客户为中心、以奋斗者为本”的文化价值观。不奋斗我们就没有出路，华为一定要前进，前进就要让那些不合适的干部调整到合适的岗位上。我们对12级及以下人员的考核做了改变，是绝对考核，但对13级及以上的“奋斗者”，我们实行相对考核，特别是担任行政管理职务的人，我们要坚定不移地实行末位淘汰制，不淘汰你就可以得到更多的利益，我们不能让你坐享其成，责任和权力，贡献和利益是对等的，不可能只有利益没有贡献。

末位淘汰是从西点军校学来的，它的目的是用来挤压队伍，激活组织，鼓励先进，鞭策后进，形成选拔领袖的一种方式。高端员工要去做领袖，逼着他优秀了，还要更优秀，是痛苦一些。不是天将降大任于斯人吗？必先苦其心志。不能指望基层员工一下子就去做领袖，要让他们在宽松的状态下去工作，创造绩效，多些收益。

考核要简单，导向要清晰，只有标准基线，没有人和人的相对比例。我们实行ABC评价的目的之一是为了选拔领袖，不能为了选拔领袖，而进行全员挤压。我们360度考核也是为了寻找加西亚，寻找贡献者，寻找奋斗者的，怎么会变成了专门去找缺点呢？我们又不是婆婆。我们对基层员工的管理方法和对高端员工的管理方法一定要有区别，基层员工首先要各尽所能，按劳分配，多劳多得。

烧不死的鸟是凤凰

为了适应公司大市场、大科研、大结构、大系统的发展需要，这次市场部全体正职在递交述职报告的同时，将全部递交辞职报告，接受组织的评审，表现了大无畏的英雄气概。在中国通信市场如此错综复杂、艰难困苦的发展时期，此举措，真是惊天地泣鬼神，将会震动整个中国。“一将功成万骨枯”，我衷心感谢那些在华为发展史上，强渡过大渡河，爬过雪山草地，至今还默默无闻的英雄儿女。

我们要求降职的干部，要调整好心态，正确地反思，在新的工作岗位上振作起来，不要自怨自艾，也不要牢骚满腹。在什么地方跌倒就在什么地方爬起来。特别是那些受委屈而降职的干部，无怨无悔地继续努力，以实际行动来证明自己，这些人是公司宝贵的财富，是将来继大业的可贵人才。组织也会犯错误的，一时对一个人评价不公是存在的。

总会有一部分人受委屈，这些人的正确对待会给我们的进步带来十倍的力量。由于您的正确对待，也给组织将来给您以更大的信任提供了支持。真正绝对的公平是没有的，你不能对这方面期望太高。但在努力者面前，机会总是均等的，只要你不懈地努力，你的主管会了解您的。要承受得起做好事反受委屈。

“烧不死的鸟是凤凰”，这是华为人对待委屈和挫折的态度和挑选干部的准则。没有一定的承受能力，今后如何能做大梁。其实一个人的命运，就掌握在自己手上。生活的评价，是会有误差的，但绝不至于黑白颠倒，差之千里。要深信，在华为，是太阳总会升起，哪怕暂时还在地平线下。

干部要以平常心面对变革导致的岗位调整，要以大局为重。清理下来的干部不要患得患失，可以在基层岗位上创造新的成绩，随时欢迎你上升到你能胜任的岗位。下去，也不能取代底下干得好的人，否则队伍全乱了。已经正确的队伍不能乱动。

组织定位好了，在流程运作良好后，要按流程的岗位条件来重新选择干部。无论任何部门，只要不能符合流程要求，就要改组，再来定位需要什么样的干部。干部要能上能下，不合适的干部要调到他能胜任的岗位上，如果他认为调整不合适可以辞职。

Article source: OFweek光通讯网

作者：老猫

He Yang/Organizing and recommending