For problems that can be solved with structures, there is no need for systems; for problems that can be solved with systems, there is no need for meetings.

The above sentence is a famous saying of Li Xigui, the principal of Beijing No. 1 School. The reason why I bring this up is because this sentence became the most underlined sentence on the APP in the first half of this year.

Ordinarily, there is nothing subtle or transcendent about this sentence. It must have a special social and psychological background to become the most underlined famous sentence.

Meetings and system building are important means of team management, and have a good effect on unifying ideological understanding and clarifying goals and responsibilities.

However, things always have two sides. Management emphasizes teaching students in accordance with their aptitude and prescribing the right medicine. Meetings and formulating systems for use are relatively heavy weapons and are generally not used casually. If used too much, it will not only fail to achieve its intended effect, but will also increase drug resistance and side effects.

Furthermore, whether it is holding meetings, formulating systems, or supervising the implementation of systems, a lot of labor costs are required. If not controlled, normal production and operations will be affected.

Especially in some units within the system, some managers regard meetings and various system construction as the only means, using meetings to implement meetings and documents to implement documents, which is a serious formalism.

Meetings with colleagues will also arouse resentment at the grassroots level. Faced with clichés, chattering endlessly, or being anxious or confused, not only will the meeting be completely ineffective, but it will also have a serious impact on the normal production order and waste a lot of money. A lot of manpower and material resources.

These few words of Principal Li may express the feelings of many grassroots comrades.

My personal understanding is this: of course there must be rules and regulations, but they must be few but precise and have strong binding force. I remember hearing something like this: Having a system but not enforcing it is worse than having no system at all.

Necessary meetings must also be held, but as a heavy weapon with a high cost, it must be attacked accurately to play its due role.

For a small team of more than a dozen people or a small unit of dozens of people, the organizational structure itself is binding, and there are many opportunities for everyone to communicate. Everyone knows the basic requirements and norms and is willing to abide by them. In a sense, this is a culture. And institutions are only the external manifestations of this culture.

This kind of structure and culture should be able to solve 90% of the team's management problems. Therefore, President Li emphasized that problems that can be solved by the structure should not be left to the system. Because the system is cold and not omnipotent.

In general, management is a kind of personality charm and art, and it is something that contains a lot of human nature. Principal Li’s sorting method is well versed in management.