Check-in 144 (the fourth week of October)
Reading Notes 144--"Alibaba Management Three Axes" - Recruiting people, building teams, and getting results
?Read for the first time on October 1, 2020
Readability 75 points
Wang Jianhe
Alibaba is famous for its management three-axe. I gained a lot from listening to the lessons taught by Wei Zhe. I recently sorted out my management principles, so I turned to Wang Jianhe’s version for further study.
So what are the three pillars? Alibaba people summarize them as: recruiting people, building a team, and achieving results. If you want to learn Alibaba's management style, you must first learn the "local dialect" of Alibaba people. These slangs are also Ali's values, and they are the cornerstone of "gathering is a ball of fire, scattering is a sky filled with stars". For example:
Drucker said: Managers are different from technology and capital and cannot rely on imports. Managers can only be cultivated. It is Alibaba's powerful training system and culture that have created the glory of the Alibaba system in China's Internet. I gossiped about it on the Internet: from Didi’s Cheng Wei, to Mogujie Chen Qi, from Meituan’s Qian Jiawei, to Tongcheng’s Wu Zhixiang... these golden names are indeed worthy of the pride of Alibaba people. The whole book starts from three modules: management logic, three pillars and leadership.
"Hair pulling" is to cultivate managers' ability to think upward, comprehensively and systematically, and to put an end to the phenomenon of "butt determines head" and "small team". To look at the problem from a higher level, consider the problems that arise in the organization from a larger scope and a longer period of time. For example, when a conflict occurs between two departments, as a middle-level manager, you have to look at the problem from the perspective of the superior. For this purpose, Alibaba has set a standard: assign tasks level by level and understand the situation across levels. To describe it in Ali's dialect: Talk about work with your subordinates, and talk about life with your subordinates' subordinates.
Alibaba’s method of training new managers is: “Listen when I say it, watch what I do. Listen when you say it, watch what you do.” This method is easy to understand. I will tell you how to do it. Listen, I will show you how to do it, you will tell me how to do it, and you will show me how to do it.
Managers must know how to celebrate staged victories. Although the headlights only illuminate 200 meters, you can see the next 200 meters after reaching 200 meters. So when we achieve a goal, we should stop to celebrate the staged victory, and at the same time lead everyone to look further afield again.
Reviewing again and again, celebrating again and again, looking into the distance again and again, the centripetal force of the team will be continuously strengthened, slowly moving from self-confidence, trusting him, to believing in the power of "belief". Managers need to know how to celebrate, even small things. In the process of celebrating, your team will move from victory to victory and continuously strengthen the centripetal force. Slowly you will find that this "belief" will become the core of the team. Genes and beliefs.
We implemented this in our 2019 Double Eleven and other activities. Feedback and timely celebration on the day were inspired by this, and the effect was good. In future work, we must continue to learn from Alibaba’s “celebration culture” or Tencent’s “award culture” ” (Mark 1)
Just like two people in a marriage need to have similar values ??and life concepts before they can live together. Managers recruit people for a similar reason. They must not only examine the talents' abilities, knowledge, and job compatibility, but also consider whether their values ????and personal pursuits are consistent with the company's. Only in this way can they have a happy mood, and *** at the same time Live a good life. Alibaba has four core talent concepts: optimism, solidity, intelligence, and introspection. However, within our system, optimism and introspection are even more valuable.
Optimistic people: When managers recruit people, they must know how to judge whether the person has optimism by designing some questions. You must know that recruiting an optimistic person is like putting a sun into the sky. Joining your team, he may make your team full of energy and passion.
People who reflect on themselves: Zengzi said: I examine myself three times a day. Reflection is as precious as gold. If you observe carefully, you will find that there is often a person in the team who is always right. No matter what you say to him, he feels that he is right and will not reflect on himself. In this way, the ability to perceive oneself will gradually be lost.
In Alibaba, we conduct a performance review every year, which is also a performance interview. This interview is not one-on-one, but a team discussion. How to talk? A person should first talk about his own problems. What aspects did he do well and what did he not do well this year? After finishing speaking, each team member was giving him feedback, for example, what do I think you said right and what did you do wrong? How have you been doing this year? Is your score this year 3.5 or 3.75? It is unimaginable within our system, but it is fascinating. In this atmosphere, how can people not improve? What makes me suffer must make me grow.
The "271 System" is the basis of Alibaba's employee development system. Managers divide employees into three grades based on dual-track performance appraisals every quarter and every year. The first category is for employees who exceed expectations, accounting for 20% of all employees; the second category is for employees who meet expectations, accounting for 70% of all employees; the third category is for employees who are below expectations, accounting for 10% of the total.
During the process of conducting exit interviews with employees, managers must clearly understand that inappropriate people have the ability to infect, which will form a viral effect and have an adverse impact on the company's development. Based on this, managers must let unsuitable people leave as soon as possible. For those who really can't improve the "little white rabbit", we must be kind and quick to avoid the negative impact of procrastination.
During the exit interview, you must learn to use the principles of "emotion, reason, and law", communicate emotionally first and then reason. The most important thing is that all communication and conversation content must be legally defensible.
The sweet spot is a link that can move team members. One of the best forms of sweet spot is to celebrate employee birthdays.
The memory point is to leave long-lasting memory fragments in the hearts of team members through a team building, such as videos, photos, etc. If there is no retention, there will be no memories. If there are no memories, it will be like it did not happen.
Although many companies nowadays also leave various team building photos or videos, most of them are just hung on the cultural wall to "absorb dust". If you want to reach the memory point, you mainly need to create an atmosphere of mutual care and help among team members.
For example, after Alibaba’s team building, save the photos, add a friendly email, and send it to every team member, which is a good memory point. For example, Ali's "Double 11 jersey" is worth learning from. In large-scale battles, the sense of ritual must be strengthened, and battles are one of the best tricks. It is a kind of team building for team members to eat, drink and have fun together, but the most perfect team building is to achieve goals together. Fighting is the most perfect team building and the highest expression of team building.
(Mark 3)
The state is the most technical part of the entire war, and usually consists of three parts:
There is a touching saying in Ali, and I will retell it in the original text here, I hope I can work in such a hard-working team.
Let the team grow, use things to cultivate people, and use people to achieve things. "Any sharpshooter is fed by bullets." Experienced employees also grow up through drills and actual combat.
Employees will not do what you want, they will only do what you check. The team's execution ability is the supervisor's execution ability, and the employee's behavioral bottom line is the supervisor's management bottom line. Managers need to use daily reports and other forms to pursue core key points. Only then do they use daily reports correctly.
True leaders often look for answers within themselves, rather than looking for reasons from outside the world. Vision, ambition, and strength are the three qualities an entrepreneur must possess.
Peter Drucker’s comment on management is: Management is a practice. Its essence lies not in knowledge but in action. Its logic lies not in verification but in results. The only authority is achievement.
Management logic, legwork, and leadership all sound easy, but grasping the balance does require decades of deliberate practice before we can gain anything and lead to our own growth. On the way, we don’t feel envious of greatness, because greatness is right there and can be seen at a glance. If you want it, keep working hard. Finally, I would like to share with you an image of Huawei. Romain Rolland’s famous quote on this picture is suitable for all those who struggle to encourage themselves.
People always admire greatness, but when they really see the face of greatness, they balk.
?October 8, 2020
Xuzhou