1. Does a company need a mission, vision and values?

2. What do these factors have to do with ordinary employees?

When I was working in a radio station a few years ago, the planning center gave cheung kong graduate school of business an offline forum. Please invite Ma Yun's father to give a speech. Three hours later, I only remembered a few words he repeatedly emphasized: vision, mission, values ... and said that I would make Alibaba a company that can live for a hundred years. At that time, I was still a junior player in the workplace who had just worked for two years and had little experience. I can't understand the essence of his lofty thoughts at all. I'm confused: didn't I say that Ma Yun succeeded from scratch after several twists and turns? Why don't you say something about dry goods and fix these empty heads to brainwash employees?

To be honest, in my previous work career, no one mentioned these words to me, whether in traditional media or later startups. I firmly believe that the so-called corporate vision, mission and values are all chicken soup used by leaders to brainwash employees, and they are the pie that turns employees into selfless dedication! Without actual contact and approach, I instinctively refused and doubted the necessity of its existence.

Recently, I just joined a new company, and the leader called four new colleagues, including me, to the conference room and said that they would tell us about the corporate culture and mission! God, can you imagine my eyes rolling and my heart OS? Unfortunately, I was successfully "brainwashed" as a result! ! ! As a graduate majoring in broadcasting and hosting, I don't think it is easy to be fooled by others. In fact, the leaders did not deliberately incite and exaggerate any atmosphere. He just told us objectively what the company's positioning, vision, mission and values are, why it is like this, and what considerations he made when formulating these seemingly simple four standards. After listening to it, I felt awake and opened a new door, because in the process, I repeatedly recalled my interview scene at that time and reconfirmed the measurement index and the ultimate reason why I finally chose this company. In fact, it can be summarized in one sentence: I recognize the values of this company!

If, like me, you have never worked in BAT or other large enterprises, nor have you been exposed to the baptism of these cultures, have you considered the first two questions? What's your answer?

I think maybe the leaders of many companies have never thought about this problem. Most companies just want to do business well and make money hard. In recent years, the state encourages all people to start businesses and innovate, and thousands of start-up companies have emerged. The market competition is cruel and it is not easy to survive in the cold winter of the economic situation. How can we have the energy to think about these vanity things? Do it. Who cares about his mission, vision and values? This is indeed understandable, but in the long run, this is the biggest difference between large enterprises and competitive enterprises that can survive for a long time and those small companies that can only be short-lived.

After leaving the radio station, I worked in the last startup company for one and a half years as the director of operations. Basically, it can be regarded as more money, less work and being close to home, but that was the most anxious and difficult time in my career, and I was extremely painful in the later period and couldn't sleep at night. When the company's business direction was too late to be clear, even the CEO said that he was confused and didn't know what to do, and the team members were confused. I began to doubt myself, lose confidence, and even feel my value ... I would torture myself countless times every day sitting in the office: Who am I? Where am I? What am I doing? I even forgot the career goals I set for myself when I first entered the company, and I don't know what to do next ... It is no exaggeration to say that in less than a year, two small partners in the company were depressed one after another, and I was almost on the verge of depression. Finally, I decided to leave, because I told myself in my heart that if I stayed any longer, I would be finished. I have to go back to zero again, find out what I want, what I can do, where I should go ... I travel everywhere after leaving my job, and Buddha reads, draws, plays the piano and dances at home. After being idle for half a year, I finally feel much better. I can rebuild my confidence in myself and reconsider going back to my favorite working environment. Before that, I didn't know why I went through all this, or what caused this.

Looking back on all this today, I think it would be better if the last company could think clearly about its position, vision and mission from the beginning, and then focus on the next step. Will there be collective confusion from CEO to all employees? It seems easy to set up a company now, and it seems not so difficult to find someone to raise some money for angel investment, but shouldn't we cherish it more and think twice before you do it? Faced with the high turnover rate, I have contacted many founders of the company complaining about the low employee loyalty, but no one seems to have thought about why your company can't keep employees. Now the post-90s generation is totally unwilling to stick to the simple employment relationship, thinking that they must work for the company. Besides the monthly salary, what can the company offer these post-90s employees? Did it really help them grow up? Have they been endowed with the proper corporate culture? Is there a clear and transparent ascending channel?

We are still calling for an interesting soul when we are in love, but what is the difference between a company without a clear vision and mission and a person without a soul? How can such a company ensure that the employees you recruit are comrades-in-arms with similar interests and the same direction? Since souls don't match, directions are inconsistent, and even beliefs and interests may not be unified, is it invisible to part ways?

And for those companies that have established mission vision and values, why do employees express doubts and disdain? I think there are three reasons:

1. The current vision and goals are set too high and unrealistic, or the slogan is not uniform, which makes all employees generally think that they are unattainable;

2. The explanation is not brilliant and thorough enough, and it is not accurately conveyed to employees in enterprise training, which leads to cognitive deviation;

3 employees are too junior, have no career plans and goals, or have long been rebellious. This kind of person doesn't conform to your enterprise temperament, and you can basically get rid of it. ...

Finally, I have a feeling: actually, being a company is just like being a content product. When making products, we should tap users' pain points, meet users' needs, and effectively help users solve problems, so as to gain users' feelings and satisfaction and realize trust and repurchase. As an enterprise, you should find your own position in the market, and then select the users who share your values in the vast sea of people, feel the users of * * * with you, tap his pain points, help him solve the rising career development and value needs, feel your sincerity and service, so as to gain his satisfaction and loyalty to you, and then be willing to go forward with you and have the self-driving force to work together to achieve *.

Above, a little personal feeling.