rong> So, in the trivial daily work, everyone can only see a piece of land under his feet. In order to ensure that his work is not wrong, one department has become an enemy of another department.

But should this be the case? It shouldn’t be. In an environment that is hostile to each other, the company cannot actually succeed.

Fred Kaufman used a book to answer the questions above. His book is divided into three parts:

  • The first part talks about the organizational problems that any leader will face, and analyzes the root cause of each problem.


  • The second part of the “hard question” proposed in the first part gives a “soft solution” that is centered on people.


  • The third part puts forward higher requirements for leaders. If a leader wants to be extraordinary, he must go beyond the second part and embark on a “hero journey”.

    In short, according to Fred Kaufman, Leaders are not looking for employees, but looking for investors with the “meaning” he represents. If you remember this, there is no need for management, and there are no so-called post-90s management problems. Because when someone invests in you because of the “meaning” of you and the company, they will grow spontaneously.

    First, “Hard Questions”: Where have the real leaders gone

    Hard Question 1: Why do employees go to work like walking dead?

    In the past 30 years, Gallup has conducted in-depth behavioral economic research on more than 25 million employees in hundreds of companies in the United States. The survey company found that Every year after 2000, less than 30% of employees feel that they are “actively engaged in work.” And “free and casual, passive downtime” employees accounted for 50%. The remaining 20% ​​are “active evacuation” employees.

    The economic effects of the three types of employees with different levels of engagement are very different. Gallup found that the most dedicated 25% of employeesThe number of discussions, etc.

    Then, the US retail company Best Buy launched the ROWE program among its 100,000 employees in its retail stores. The ROWE program allows all employees of Best Buy to participate in the program to have the opportunity to complete their work at any location and any time. They can play tennis for two hours in the morning, windsurf on the lake in the afternoon, and even disappear two days a week.

    The effect of the ROWE program is surprising.

    After the implementation of the plan, Best Buy ’s productivity increased by 35% within 6-9 months, and the spontaneous liquidity index ) decreased by 52% to 90%. The survey of the ROWE plan participants shows that the ROWE plan makes employees feel happier at work, more sense of belonging and ownership, and more clearly what their work can bring to the company.

    Soft Option 2: Show your culture

    Why is culture important?

    Because of an effective culture, it solves difficult organizational problems such as passive downtime, unorganized and false information. It allows employees to work around a lofty goal, ethical values, and meaningful purpose.

    Culture should be a human-centered operating system, a set of basic instructions that guide the behavior of members of the organization. If the cultural construction is not sufficient, the strategy will not be fully implemented. If the strategy is not implemented, the CEO and the company are a failure.

    The famous companies in the industry, such as Southwest Airlines, Nordstrom, and Majestic, their strategies are obvious to everyone. However, no one can replicate them, because their culture has grown from generation to generation of employees. These companies prove that culture is the ultimate source of competitive advantage, because it takes many years for any competitor to copy it.

    The requirements and authorization of cultural standards allow standards to spread quickly.

    UCLA professor Jennifer Chatham described the experience of buying shoes in Nordstrom in a third person in an article written for the California Management Review.

    A sales assistant named Lance showed her 9 pairs of shoes, none of which she wanted. While leaving, another sales assistant, Howard, came over and suggested that