One: Managers must be effective.

1. Being effective is something that managers can and must do.

2. Not only executives are managers, all knowledge workers should work and think like managers.

3. The person who is responsible for the organization and can affect the organization's operating results is the manager.

4. Don’t think that being effective is unattainable. Being effective can be learned.

5. Everyone regards effectiveness as the highest work standard. A group of ordinary people can do extraordinary things.

6. How to be effective: time management, focus on contribution, give full play to strengths, prioritize important matters, and make effective decisions.

Two: Effectiveness, not efficiency, is indispensable for an enterprise.

1. People who achieve something start from the most important things. And, do one thing at a time.

2. Efficiency is "doing things in the right way", while effectiveness is "doing the right things". For businesses, effectiveness, not efficiency, is indispensable.

3. The five core tasks of managers: setting goals; assigning tasks; motivating communication; performance evaluation; and cultivating talents.

4. Leaders should guide their subordinates to do the right things, because leadership talent is judged by the results of what the leader does.

5. Failure cannot be attributed to the incompetence or accidental circumstances of your subordinates. In fact, failure is a symptom of a flaw in the system.

6. Effective management means paying attention to time management, system thinking, and cultivating successors.

Three: The most important ability of a manager is the ability to employ people.

1. There must be absolute tolerance for the diversity of people, and the company cannot become a factory for transforming employees' personalities.

2. If you want to hire a person’s hand, you have to hire his whole person.

3. When effective managers hire people, they will first consider what someone can do, rather than what the requirements of the position are.

4. Effective leaders appoint and promote people based on ability. Employing people is not to overcome people's weaknesses, but to give full play to people's strengths.

5. The first sign of decline is the inability to attract talented and enthusiastic people.

6. Companies should pay people for their judgment, not for their fault-free behavior.

Four: Adapt to "changes" as quickly as possible

1. The most successful products today may be the fastest outdated tomorrow.

2. Even the strongest companies will be in trouble if they do not take action for the future.

3. Change is not the most important, but changing trends or changes in trends are the most important. Changes in trends can allow people to discover the visible future.

4. In the ever-changing structural adjustment, the only ones who can survive are the leaders of change. We cannot control change, we can only stay ahead of it.

5. Change is not a threat, but should be viewed as an opportunity.

6. When the goal is achieved, it is not the time to celebrate, but the time to redefine the goal.

Five: "Learning ability" is "core competitiveness"

1. History books will not record those people who had excellent grades in school but achieved nothing in society.

2. A person’s learning ability is his core competitiveness.

3. If the understanding of the situation is limited to the company, the operator can easily fall into a blind state of peace of mind.

4. Knowledge is not in books, there is only information in books.

5. Knowledge updates very quickly. Unless knowledge workers can continue to learn at work, they will soon be eliminated.

6. The illiterate people in the future will be those who have no knowledge and will not update their knowledge. The main reason why adults are eliminated is the decline in learning ability.