Zeng Guofan decided that all the generals who ran away from the cold war, no matter what reason you had at that time, were immediately sent back to China and never hired again.

Zhu, the magistrate of Xiangxiang County, is a good friend of Zeng Guofan's father. Because he escaped in the war, Zeng Guofan flatly expelled him from the Xiang army. When Zeng Guofan was training, his youngest brother followed him as an assistant, hoping to make contributions through military means. However, Zeng's first army did not perform well in the war and was dismissed. Zeng Guofan drove him back to his hometown. After returning to my hometown, I was ashamed to meet people and closed my door for a few years.

After such a severe reorganization, the Xiang army was suddenly reduced from 17 thousand to only 5 thousand.

I am not afraid of a sharp drop in personnel, because Zeng Guofan not only has a penalty, but also a reward. Zeng Guofan approved those generals who showed bravery in the battle to recruit and expand their ranks. The Taqibu,, and Yang Zaifu departments expanded rapidly, and the number of Xiang troops recovered to more than 10,000.

Since then, Zeng Guofan has also made such a rule for the Xiang army: once the commander of an army dies, unless there is a popular successor general in this department, the whole army will be demobilized and recruited into another army. In this way, when men fight, they will do their best to protect their officers. Because only by keeping the Chief Executive can you have a chance for personal development. Therefore, Wang Kaiyun said in "Xiang Jun Zhi": "He will die and the army will be scattered; It will survive and its army will die. Judging from the system of Xiang army, the comparison between the upper and lower dimensions is beneficial to justice. Be close to each other and protect each other. "

Zeng Guofan was brilliant because he used the system to solve the problems that others solved with morality. Defending the chief executive was originally a moral requirement, but Zeng Guofan made it an act in line with his subordinates' own interests through the system.

Feeling:

I think it's good to solve moral problems with the system! Especially for most people, self-control is often not enough.

But some people say it's a moral kidnapping. This is similar to the problem that I have been thinking about before that graduate students don't punch in at work.

For example, we are a small laboratory for five people. In the past, my brothers and sisters were very conscious and basically came at 8: 30. But I'm often late. At first, I can use class as an excuse. But after the third year of high school, I got into the habit of being late for no reason. As a senior, if you can't lead by example, the atmosphere in the laboratory will be bad. I dare not ask this question in public. On the one hand, I don't want to criticize myself, because I always hope that one day I can appear in the laboratory according to the experimental task, instead of having to punch in, even if I can't handle some personal matters well one day. On the other hand, because I am seriously late alone, it is too deliberate to set up a strict system for those who usually come around nine o'clock. I naturally thought of strong opposition and disgust in my heart. One person's fault, but everyone has to bear it! It will be very annoying, just like the previous seed sorting task.

I set two ways to go to work:

The core idea is "self-discipline gives you freedom and takes the initiative to grasp the future"

About attendance:

If you can take the initiative, it will be listed as a self-discipline list, and time will be free to control. The key is to do the work well. If you can't come voluntarily, join the punch list and implement the punch system. And there is a semi-reward and punishment system. The simplest, such as punching in for 32 days in a row, can be rewarded for returning to the self-discipline list, with only two chances.

For example, for those who do not obey management, there are policies at the top and countermeasures at the bottom, which cannot fundamentally solve the problems of low efficiency, laziness and procrastination. And it can only solve the appearance of being late and leaving early. The fundamental problem remains unresolved.

There is also a work report, which I think should be implemented in this way. You take the initiative to discuss, ask questions and solve problems, and you are "not self-disciplined". If not, fill in the standardized progress report according to the log, weekly report and monthly report. And submit it to the boss on time. When there are too many people, 5- 10 people will be submitted as a group to the group leader, and at most, the group leader will summarize and submit them to the next level minister. Content items should be simple and easy to design, and it won't take too much time. Can be synchronized, don't bother to upload. The role of the system is to supervise and promote, not to become an obstacle.

Every system, right and obligation should be able to match. In other words, the system can be implemented, and rewards and punishments must be clear! The simplest, such as punching in for 32 days in a row, can be rewarded for returning to the self-discipline list, with only two chances. The self-discipline list comes with a free time reward. Those who punch in the card, who are not in the experimental office area for more than half an hour, must ask for leave from the boss personally and verbally at least one hour in advance, and do not accept writing, agency, information email, etc. , and also participate in weekly journal activities (self-disciplined people can participate selectively). Absenteeism without reason (including going out for more than half an hour at will during working hours, and failing to hand in the weekly report without reason), once found, a fine of 100 yuan will be imposed! (Who will execute and save the fine? This is a problem. I just thought I could manage it with finance! For example, Mr. Zhang, who is informally editing, even gives red envelopes to the group more severely) as a laboratory charity fund, which can be used for spring and autumn tours, weekly fruits, birthday cakes and year-end performance awards. Of course, if these systems are effectively implemented, I think the scientific research atmosphere in the laboratory will be improved, the work efficiency will be improved and the scientific research output will increase. Then there will naturally be a new fund, and the boss can spare no effort to afford the spring and autumn outing and the weekly fruit. After all, all this happened when I first came here, and now, the laboratory is in financial crisis. All the benefits are gone.

For example, the previous Baidu cloud solution. I think the starting point of the scheme is good, but in the specific implementation of the scheme, the feasibility (simple and easy to operate, easy to implement, such as punching in, swiping your card in the past or recognizing your face, it won't waste too much time in the system), and the reward and punishment measures are not unified between teachers and students (or managers and managed people). A good system needs a strong executor or supervisor, either it completely sets an example or its differences exist outside the three fields. The problems in implementation were not reflected and solved in time, and a more suitable and feasible scheme was discussed. This is a question of the executive power of managers or supervisors. As a result, the proposal was put forward but could not be implemented.

In fact, I think it is a problem, probably because I am that problem! For others, it doesn't exist. Therefore, I still think about how to manage myself effectively.