Sloan served as President of General Motors for 23 years. When he joined General Motors, General Motors was in a major crisis. At that time, General Motors lacked operational and financial controls, resulting in an inability to turn over cash and chaotic production lines. Sloan went deep into the company to conduct research and find solutions to the problems. Sloan adheres to the principle of "big is better" and believes that all successful companies will tend to grow, and the reason why GM is successful is because of efficient growth. Sloan's achievement lies not in turning General Motors, which was on the verge of bankruptcy, from defeat to victory in just three years, but in the corporate principles he established. Despite more than half a century of changes in the business environment, his management innovations are still recognized as the core of corporate thinking. model. For example, 25 years after Sloan successfully transformed General Motors, Henry Ford's grandson quoted Sloan's corporate principles to revive Ford. After that, more companies quoted Sloan's corporate principles. His corporate principles became standards in the corporate world.
●Professionals don’t make decisions based on their own preferences or opinions, they make decisions based on facts.
●As in other industries, managers have a responsibility to consider the interests of their customers before their own. It is the responsibility to customers that highlights the true nature of professionals.
●The job of a professional manager does not require you to like someone, nor does it require you to change someone, but to try to allow employees to use their strengths at work.
●Whether you agree with someone or the way someone works, it doesn’t matter. What matters is job performance. This is the only thing professional managers need to pay attention to.
●Differing opinions and even conflicts are inevitable and very necessary. Without disagreement and conflict, corporate planning cannot be understood; without understanding, wrong decisions can only be made.
●Leadership is not about charisma, public relations or showmanship. Leadership is performance, persistence and trustworthiness.
●Finally, and perhaps the most important lesson: Professional managers are equal to servants. Authority does not confer privileges, but it does confer responsibilities.