How to face yourself honestly, facing business and organizing reality, based on objective facts to choose and evaluate people.
Under the old department of Kwwek, Andy Leak, President of NBC, said: "Jack and I have been an old friend of 8 years, our wife meets almost every day. But if I started to take the slope, I did a few incredible stupid decisions. I know that he will definitely fry my squid. He will hug me, saying that he is very sad, but he will never have some hesitation of dismissal, "Well The way to handle this problem, it looks a bit "ruthless", most of the business managers may vary, maybe give Mr. Lake, some of the opportunities for Mr. Lake, or in the case of many years, will Just continue to stay.
Larry Bosidi, who has served as the vice chairman of GE, in the "Executive" book he worked, does not rely on personal feelings to make the ability to decision and value, called "emotional strength." He believes that the manager is in the lack of "emotional strength", mainly in several aspects: cannot be honest with yourself, it is impossible to face business and organizational reality, or cannot choose and evaluate objective facts. .
It is generally believed that in dealing with personnel issues, "three feelings" issues, that is, family, friendship, love is a key factor in hindering managers to improve the "emotional strength". Therefore, some companies have corresponding institutional regulations. If the couple are not allowed to work in the same company, the boss and the lower level should maintain the appropriate "emotional distance", it is not allowed to talk to the company's internal employees. However, a survey of a website in the UK shows that the proportion of female staff and her colleagues or boss in the UK enterprise have more than 60%, and most people who accept investigations believe that this relationship will not harm them with them. The career relationship between colleagues is not to achieve the purpose of promotion or salary.
This seems to indicate that the "emotional strength" of the British corporate manager has been relatively good. In fact, whether it is not important to maintain intimate private relationship, the key should be used to take advantage of this relationship to seek personal interests in the enterprise, and if you use your own friends and family, it is not important. It is important to see this friends and family. Can you compete for your job? The bottom line of "Emotional Strength" is never exchanged with the interests of the company.
The lack of "emotional intensity" is often reflected in the instructions and paranies of existing business and success. When Intel is transformed from the memory to the central processor, he has to let the senior supervisor responsible for the memory business. Di Gupu said: "Even if we have decided to do this, the feelings are still difficult to accept this new direction." In 1998, "Huawei Basic Law" is "Huawei", "Never enter the information service industry" It is a statement that is almost brought, but the transit is moved. In the current communication industry, the equipment provides the service provides no separation, and it will become a "painted place".
When enterprises develop business decisions, it can see the potential influence of emotional intensity. Dell's founder Michael Dell has said: "For leaders, the intuition judgment is important, but it is impossible to only be intuitive, there is a very simple method, you can judge whether you make a decision based on emotion : If you encounter some data that is not the same as expected, will you refuse to accept? The longer the time you need to accept new data, indicating that you rely on emotions. "
A very interesting phenomenon is that when companies have a crisis, new CEOs often choose from the industry. Former IBM President Guoman, the "door", who has never received IT companies, when he just served from Nabezk, many people have doubtful attitude, saying that he is "biscuit monster", there is The employee also issued a post on the company's internal online: "Over the IBM - International Business Machine (International Commercial Machine Company), now has become new IBM - International Biscuit Manufacturer (International Biscuit Manufacturing Company)." The fact that the facts of the next 9 years can be proved to be able to compete. Motorola CEO Jand, and Ericsson CEO Si Wenkai, etc., it is also from the non-IT industry. Perhaps the consideration of "emotional intensity" is a very important factor. A "foreign monk", does not have the background of the industry, whether business model, organizational structure, and a pulley relationship, is unlikely to be influenced by "nostalgic complex", can deal with the problem facing enterprises, from operating performance A relatively bold change and innovation at the perspective of non-specific business. Imagine if Guoshen is also an IBM "Old Minister", his thinking mode may still be limited to the business philosophy of the company's business, maybe it will continue to stick to the position, but focus on S / 390, etc. The transformation of large machine products cannot be achieved by IT manufacturing to IT services.
In general managers, similar events have repeatedly occurred. A software development engineer is promoted to departmental leadership, responsible for the development of the entire system including software and hardware, and he often demanding software teams, while the hardware team requires loose. Because of the depth of the original professional, the so-called "inertial thinking" model is formed, and it hinders the obstacles to everyone to make an objective and fair evaluation of everyone. Similarly, when enterprises enter the transition period, there is a need to enter the new field, and there will be many "old people" stand out to oppose the imperative power of corporate change. From a deeper sense, the lack of "emotional intensity" makes managers difficult to change the inherent mental model, and they cannot achieve continuous self-transcendence and go to a higher stage of career development.
Therefore, in addition to requesting managers with the corresponding "emotional intensity", the company will consider the composition of people with different backgrounds. When implementing major changes, they will often be promoted by external forces. Perhaps the "emotional strength" of the manager determines the "emotional strength" of the organization to some extent.
