A writer named Guo Tai studied Wang Yongqing for more than 20 years, collected Wang Yongqing's speeches, newspapers, magazines, television and other related reports in the past 40 years, and wrote a book called Eight Lessons for Young People in Wang Yongqing. This book summarizes Wang Yongqing's basic attitude and minimum principles in doing things. A book review wrote, "Wang Yongqing's eight lessons to young people, though easy to understand, are valuable experiences he has accumulated from constant setbacks for decades, which can be described as thoughtful and thought-provoking."
The first lesson: get to the bottom of it, that is, you must get to the bottom of it, or it will be endless.
The second lesson: the spirit of service first, seeking the root of everything, not asking the result; Everything pursues rationalization bit by bit.
Lesson 3: The Theory of Thin Goose, which is Wang Yongqing's philosophy of life struggle, talks about learning from thin geese, starving, facing difficulties with the spirit of struggle, and waiting for opportunities with perseverance.
Lesson 4: Starting from the grassroots, we must be down-to-earth, step by step, and start from the grassroots. Bite the target and go all out.
Lesson 5: Strength doctrine, education is not equal to strength, only from real experience can we cultivate convincing strength. The more practical experience, the greater the chance of success.
Lesson 6: Personal feelings. If the management system of an enterprise can make employees feel personally, then the potential of employees can only be fully exerted. Wang Yongqing often says to employees, "Although it is a penny, you should pick it up and use it. This is not stingy, but a spirit, a vigilance and a good habit. "
Lesson 7: Cheap and good quality, only on the basis of cheap and good quality can enterprises flourish. At this point, Wang Yongqing insists on providing cheap and high-quality raw materials to downstream customers.
Lesson 8: Customers are supreme, and buyers and sellers are as close as lips and teeth. Only by knowing how to safeguard the interests of customers can we get our own maximum interests.
At the same time, it is pointed out that Wang Yongqing has summed up a set of practical theories from years of management practice, among which the most incisive ones are "pressure management" and "reward management".
The so-called stress management is the way people manage under pressure. Specifically, it is to artificially create a sense of urgency for the whole enterprise and all employees. "Nothing is difficult in a diligent world", Wang Yongqing has always believed in it. He believes that bearing moderate pressure and even taking the initiative to meet challenges can fully reflect a person's vigorous vitality. Therefore, Wang Yongqing advocates strict demands on himself and himself.
It is said that the executives of Formosa Plastics Group are most afraid of the "lunch report". Wang Yongqing eats a box lunch in the company at noon every day. After dinner, he called the heads of various units to the conference room, listened to their reports first, and then asked many sharp and subtle questions. In order to cope with this "lunch report", executives have to work at least 70 hours a week. They must be very clear about the major issues of their own departments and do real analysis and research on the problems that arise in order to successfully "go to court". Wang Yongqing himself works more than 100 hours a week. Because of his meticulous working principle and habit of asking questions, the huge Formosa Plastics Group is completely under Wang Yongqing's control, and he knows every detail of the enterprise operation process like the back of his hand.
Of course, rewards and punishments are clearly the consistent practice of Formosa Plastics Group. Although Wang Yongqing is very strict with his employees, he also rewards his subordinates handsomely. According to reports, there are two kinds of incentives for Formosa Plastics: one is material, that is, monetary rewards; The other is spiritual. Year-end bonus and improvement bonus are the most famous financial rewards of Formosa Plastics. Wang Yongqing's private bonuses for managers are called "another package", that is, bonuses other than public bonuses. For ordinary employees, the practice of "creating profits and sharing them with employees" is adopted. Formosa Plastics employees know that their efforts will be rewarded accordingly, so they all work hard. Wang Yongqing's "reward management" system has resulted in the effect of "1+ 1=3".
Wang Yongqing once said in summing up the successful experience that he thought the most effective and meaningful way was to choose "always pursuing greater contribution" as the enterprise's goal. He said: "I am not only competing with others, but also being strict with myself."