Before the interview, Si Sili said a story about Mozi saving the Song Dynasty.
According to legend, in the Spring and Autumn Period, the king of Chu wanted to attack the country of Song Dynasty and invited Lu Ban to build a weapon for attacking the city. Mozi heard it, and rushed to Chu during the day and night. He walked for ten days and nights, soaked his feet, tore off a piece of clothing from his body, wrapped the rip in his foot, and continued on the way. In this way, Mozi rushed to the capital of Chu. Mozi tried to persuade Chu Wang to exhaust his tongue, but Chu Wang hesitated to Luban’s siege ladder. Mozi went to see Lubang again. Mozi uses the band as a wall, uses small pieces of wood as weapons, and Luban conducts offensive and defensive exercises. Lu Ban changed his siege weapons nine times. Mozi blocked him nine times. Luban had used the equipment of the siege, but Mozi’s methods of defending the city still exist. Luban reluctantly said: I know how to deal with you, but I do not say. Mozi said: I know how you deal with me, I do not say. The king of Chu could not calm himself. He asked Mozi: What do you mean by this? Mozi said: The meaning of the public defeat is to kill me. He thought that he had killed me and Song Guo could not hold it. However, he did not know that my 300 disciples had prepared my Sue City tools. I was waiting for the State of Chu to fight. What was the use of killing me? Chu Wang thought that Song Song did not grasp the victory and eventually gave up. However, Mozi, who had saved the fate of the Song Dynasty, was rejected by the Song State for his ragged clothes.
"Say this story actually has two meanings." Xiaosi Li said with a smile: "Only one of them, Mohist is a persistent practitioner. If you are doing first-class things, do not seek fame or reputation. Second, ink The person is not alone. Behind him is a group of followers who follow their faith."
In the tire industry, Pan Siji first proposed the strategic plan of “Building a Road to Cobalt with China Windâ€. As the chief designer of the entire plan, Miao Sili has always advocated Mohist's management philosophy and applied it to modern management. He treated himself as a humble agent and preached his ideas during his professional career.
Festival, non-joyfulness
Yu Sili admitted that the tenth chapter of the Mohist School had a profound influence on his handling of others. Although the Tenth Theory was a theoretical system for Mohists to govern countries in different situations, it gave it a more realistic meaning in the dictionary of Xu Sili. In life and work, he follows this concept all the time. Such perseverance is reflected in various minor aspects.
Mohist advocates festival etiquette to exhort luxury. In the company's sales work to visit customers will inevitably be mutual rewards and courtesy, but Si Lili gave subordinate sales managers a "difficulty." "Please tell all the dealers that if they want to invite me to dinner when they look at the sales work in the next district, I only need a bowl of braised beef noodles." Yu Sili still remembers to add, "It's better not to be spicy." His theory is very simple. The next zone is to look more at the business, how to better improve sales, and to work unprofitably. However, he treats people but never loses. Each time, when visiting customers, in addition to a few simple laundry items, Si Sili’s suitcase filled with product reports, internal magazines, and marketing events. He was never inconvenienced. He laughed and said: "This is the best gift for dealers, so that they really see the support of the business to dealers, we are comrades fighting side by side."
The same applies to employees. The explanation for non-music in the ten articles on Mohism is: exhortation and indulging in pleasure. Miao Sili said that he had seen many companies have such strangeness, and the preferences of the leaders have become the company's preferences. Leaders play mahjong staffs to accompany on weekends and lead K songs employees to take McMillan. Therefore, we must first start with the leaders without being absorbed in pleasure. He said: "Employees should undoubtedly be dedicated to work within eight hours, but I never ask employees to follow my preferences at other times. There is no compromise at work; but life is everyone's own." , The subordinates' employees and the siliary calendar are all very easy to get along with.
Shang Tong and Shang Xian's methods of employment
Although the Shang-Hsien and Shang-Tong thoughts of the Mohist School ten theory are concerned with administrative management, they also have reference value in corporate management. From the point of view of corporate competition, today's corporate competition is capital competition, and it is also the competition of talents, because only talent is the most fundamental factor of the company. In the construction of the "invincible team", Si Sili paid great attention to the exploration and cultivation of talents.
In the use of talent, Yu Sili has his own set of theories, which is also born out of Mozi. He said: “Everyone has strengths. Usually leaders only think of the weaknesses of their subordinates. In fact, people who are outstanding in all aspects are almost one hundred years old, because nowadays companies are almost all team-worked, and everyone in the team As part of the puzzle, their own weaknesses will be filled by others, and other people's weaknesses will be filled with their own strengths. This depends on the deployment of leaders. A good team leader is a good puzzler."
Yan Sili highly praised Zeng Guofan's "employing the eight-character tactics" - "covering, using prudently, diligently teaching, and strengthening the rope." In practical terms, Miao Sili also did the same. Extensive recruitment of talented people, regardless of distance, closeness, education, urban-rural differences, and to do good and wise, can make the company competitive. Inside the company, establish a set of “eight segments†to evaluate each employee by using karate positions to quantify the performance. Through this mechanism to effectively motivate talents to come to the fore.
The same idea of ​​Shang Xian’s counterpart, although as Liang Qichao said, is politically prone to enlightened authoritarianism, it has considerable value in business management. The leadership of many multinational corporations is often that the management mechanism of the Chinese is “rule of people†rather than the rule of law. Lu Sili believes that China’s “rule of people†in management is only a cultural difference, and that human governance itself is not good or bad, but only suitable for unsuitable. Yan Sili believes that there is a big difference between corporate management and administrative management. Corporate democracy is not the same as political democracy. Internally, though, decision-making also requires democratization. However, once a decision is made, it is necessary to join hands with the meaning of the enterprise and go all out. It is just like Mozi and his disciples to "freeze up" for the common goal. And the market is changing rapidly. Sometimes it will be lost if the democratic decision-making process that completely applies administrative management.
Preacher
Yan Sili adhered to his philosophy. Like the Mohist pioneers, lecturing was his uninterrupted career. Since joining Cooper Tire, he has established a clear corporate development system and set out to create his missionary team. Tyres are an industry that is hardly surprising and impressive. In the seemingly boring industry, Ju Sili is particularly exciting. "Cobalt Tire Devil Training Camp," "Building an Invincible Team," and "Entertainment Cross-border Marketing" were all introduced after he came to Cooper. After Cooper was gradually on the right track, he rushed to spread his ideas and attract more people to join this practice team. Whether it is a dealer partner or a media audience, he is happy to talk about it.
"The Mohism has a system of missionary. There are missionary classes, lecture classes, and labor classes under Mohist Masters to share the Mohist concept. In Cooper, we also have such a team." Zang Sili said that he himself is a missionary class. Organize the theory and find a practical system applicable to the enterprise in the inspection of practice and share it with everyone. The next layer is the training manager and marketing team of Cooper. They are teaching classes and help in various occasions and activities. He described the case and took the lead in practicing the team; the lowest level was the labor class. In Cooper, he was undoubtedly the young man of his secret weapon, the Cooper Camp. This group of young and energetic faces went deep into all of Cooper's distribution networks in China, with first-hand information and well-crafted "weapons" to train retail channels, enhance operational capabilities and confidence.
Today, Si Sili is using the contemporary “mike†image and carrying his team to work in the tire industry. This is like the way that Mozi took his disciples and ran between the Warring States. This ascetic spirit has already been incorporated into the Cooper tire company culture.
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