In the Song Dynasty, Shen Kuo told a story in Meng Qian's Talk about Quan Zhi:

Cao Wei, a famous soldier in the Northern Song Dynasty, once led an army against the Tibetan army. He won the first battle and the enemy fled. Cao Wei deliberately ordered the soldiers to drive back a large group of captured cattle and sheep. Cattle and sheep walked slowly and fell behind the big troops. Someone suggested to Cao Wei: "Cattle and sheep are of little use, which will affect the marching speed. It is better to throw them down so that we can return to the camp safely and quickly. " Cao Wei didn't accept this suggestion and didn't give any explanation. He just keeps sending people to spy on the movements of the Tibetan army.

The Tubo army fled in panic for dozens of miles. After listening to the spy's report, Cao Wei was reluctant to leave the cattle and sheep, which led to the disintegration of the troops, so he turned around and prepared to attack Cao Wei's troops. When Cao Wei got this message, he told the team to walk slowly. When he reached a favorable terrain, he reorganized his troops and lined up to meet the enemy.

When the Tubo army arrived, Cao Wei sent a message to the commander-in-chief: "You must be very tired after coming all the way. We don't want to take advantage of others when they are tired. Please let the soldiers and horses have a good rest and fight again later. " Tubo soldiers were tired of running and accepted Cao Wei's suggestion happily. When the Tubo army rested for a while, Cao Wei sent someone to its commander-in-chief and said, "Are you almost rested now?" You can go into battle! "So the two sides marched out, and after only one round, they defeated the Tubo army.

At this time, Cao said to his men, "If I left the cattle and sheep, the Tubo army would not kill the carbine and consume physical strength. After all, it is a hundred miles away! I gave the following orders to immediately engage the Tubo army killed from a distance, and fight to the death at one go, and the outcome of the two sides is inseparable; Only by letting them take a short rest after long-distance marching fatigue and fighting again after their legs and feet are paralyzed and lost can they be eliminated in one fell swoop. "

Management enlightenment

I like this story very much, and managers can't avoid the opportunity to PK with other teams.

An excellent leader must have a good way to judge the advantages and disadvantages of himself and his competitors in the market. If you are in an advantage, it is of course best to push your opponent out of the playing field. The point is that the results are often unpredictable. You can't beat your competitors at all, and the market can't see how good it will be for your company. What should you do? There is a saying that the enemy is the enemy, and the strategy will win. That is to say, it is abnormal and against the rules, and you can win only by avoiding the edge.

For example, the story of enterprise management: When we visited Alibaba in 20 17, Ma Yun's special assistant, Chen Wei, received us and told us the story of their victories in those years. Alibaba is a B2B website, a business-to-business website. When opponents saw that the B2B model was good and rushed to grab the B end, Alibaba decided to brew a bigger market. Taobao, in the early days, the secret research and development of Taobao team was a project team of Ali, in order to study a "Indiana Jones" model. Since the B-end market, which is always right, has become the Red Sea, why not find another way? Taobao C2C model came into being. When this new model was introduced to the market, the opponent didn't understand it, and it had become a monster.

The story of winning team management: When I was a grass-roots manager in Ping 'an in 2008, PK prevailed, and each team bet a lot of cash. PK gold is the total amount bet by each partner of the team, ranging from several thousand yuan to tens of thousands of yuan, and the winner takes the money away. I won easily in the first dozen games. At that time, Jaco always gave me the title of Big Brother. The fact that pride goes before a fall has been buried. This time, PK's opponents are all teams in dominant markets, and their recognition, awareness and average safety are higher than ours.

Because the team didn't take it seriously at all, because it kept winning, I didn't expect to fall behind the opponent from the beginning. What will you do as a manager at this time? Will underperforming partners be dragged over to criticize, coach and encourage them to continue to cheer? Because they hold the team back, it's called getting to the point. That's what I did. First of all, I pay attention to key people. At PK, the key people are not newcomers, but partners in the middle section. At that time, the team was divided into three categories: A\B\C b \ C b \ C.

Class c is also a newcomer. Their sales skills (feelings) are not accumulated enough, and it takes time to grow up. And PK won't give you time to wait for them to grow up slowly. The most efficient partners are Class B, that is, partners with mid-term performance, because they are comfortable, lazy, easy to meet and lack goals and sense of responsibility. The key to success is to make good use of B-level partners, set promotion goals, communicate and enhance team responsibility, which is also the slogan that Huang Jianxiang shouted at the 2006 German World Cup. He's not fighting alone. He's not alone.

Second, abnormal management style. Always winning this time, but lagging behind, but in the past, the winning team felt still in the silent period. I punished myself, not the team members who were behind. At the evening meeting, I will do as many push-ups as possible, and all my partners will surround me. Of course, the worst partner will take a video of me doing push-ups with my mobile phone.

I can do push-ups for more than a few minutes 100 (if you are a fitness expert, 100 push-ups is a small case for you, please add more weight to yourself. Is to let the team see that you, as a manager, help them grow by spreading the word, and at the same time pay for them, and you have to bear the consequences because they don't work hard. ) When I did 60 push-ups for 5 minutes, some partners cried, one cried and many partners cried. Some partners came to pull me and said it was their fault. Several partners said they would do the rest for me, and they took the initiative to do push-ups. You should feel it here, and then this team will definitely explode.

I was on the ground, counting the times they did, and 40 push-ups were finished. I asked them to stand up and said to them: Because I didn't take everyone well, PK may lose this time. What I want is not to punish everyone and let them do push-ups for me. I want everyone to win. I will do what everyone does for me. I did 500 push-ups that day and spent nearly 1 hour. The girl squatted on the ground and cried, while the boy stamped his chest with his head down. Just let them watch me finish in silence. In the end, we won PK.

As the saying goes, if the soldiers fight against the enemy, the raiders will win. This soldier is not necessarily an unnecessary force, but also a management style or method of yours.