An Analysis Of Tang Jun'S Character Password In China'S "Working Emperor"

In the case of Chinese entrepreneurs, he became Tang Jun and received many feedback. Some people say that this is the end of the article since Tang Jun's comeback, which is quite unexpected.

On the one hand, Tang Jun does have his general value and how you find it.

On the other hand, I would like to recommend my colleague, Lei Xiaoyu, who is the most intelligent journalist in Chinese enterprises. Her writing is smart and smart, which makes our chat interesting and human.

This also gives me an inspiration. There may be quite a lot of cross border interviews in the future. My commercial rationality + Xiao Yu's "human nature" may be a high-end interview like "knife" and "thunder" in the future.

In addition, before I interviewed Tang Jun, I asked Tang Jun to ask questions on the blog. I thanked him here. I think this article answers your questions.

Tang Jun's skills, wisdom and grief on the way to 1 billion level managers have a direct and superficial way to understand a person.

You simply ask him: has anyone said that you are very much like someone and who?

Boy, the name I got from Tang Jun is Ronald Regan.

When Tang Jun went to Boss hall, Cao Qitai asked him to choose an idol. He did not pick Ballmer, the ten year old boss Ballmer, and chose Reagan.

"Old people said I was like him, but later I found that I was something like him: sunny, humorous, optimistic, very good state of mind, passionate in speech, and very good in relationship with his wife.

In many places, I am learning from him at least.

Tang Jun's public assessment seems to be different from his self-assessment.

Once he went to brainstorming, and the audience was directly suspicious: "Tang Jun gave me a confused feeling all the time."

The implication is that Tang Jun's speech is evasive and profound.

Tang Jun responded by saying, "I am confused in sobriety.

Because the question he asked should be answered by Chen Tianqiao, and my answer was not appropriate.

The so-called "Tang Jun smart" is often reflected in this point - he and Reagan have an actor's clear role consciousness.

He has been in the office for 4 years in a grand way. He has hardly ever been in a subordinate's office. He hardly ever goes out with Chen Tianqiao in private. His "circle theory" and "circle theory" have always confirmed this sense of distance.

He is a professional.

He is too sober and has a good sense of propriety.

This sense of propriety is sometimes deliberately adjusted to an unbelievable degree, making him not like a real person, but like a man who is always courteous and smiling.

He didn't even have a pet phrase.

"If someone gives me Tang Jun, you have a mantra, I will definitely get rid of it in a very short time."

That is not to say.

In a speech, someone told him, "you have a mantra: that is to say."

When listening to the global brand network, Tang Jun immediately consciously changed, "less than two weeks later."

Is his mental cleanliness at such a level that he thinks the pet phrase is also a mistake that needs polishing?

Tang Jun has been meticulously polishing his personality for years, so that his college classmates are always wondering: is this the kid we were at university?

According to his own theory, he was more like an artist in College: selfishness, indifference, emotional instability, and always picking on others.

But now, for Tang Jun, these emotional expressions have become the past. He cried the last time he left Microsoft's farewell party. The last time he was angry, he roommate when he graduated from university. His secretary had never seen him angry for more than ten years, but there was nothing to make a fuss about. His wife had not seen him angry for 20 years.

Tang Jun feels that character is the core factor for the success of professional managers.

He even put forward a theory of "successful 4+1" - 1 represents the character, and the other 4 represent: diligence, passion, opportunity and wisdom.

As long as the character is good, any one of the other 4 can succeed.

He has a high standard of good character: good character is not picking on anyone else's character.

Perhaps because of this, he constantly consciously revise himself, and his impulsive human nature is constantly giving way to the precise part of his career.

However, some people say that because China's professional managers lack system guarantee and spiritual resources, they have to sacrifice their instinctive impulse to make up for the defects of the system.

Tang Jun said that his character also had a dark side. He had his own two ways to put pressure on him.

One is to evade all negative reports about oneself, get it or not, and completely reject it.

One is to set up a psychological bottom line. At the very least, if I don't work at your company, then there's nothing to worry about.

Later, Tang Jun saw a saying from Apple's Jobs.

Jobs said that the bottom line of his psychology was that all the inventions and creations had to be hurried without thinking of tomorrow's death.

You see, Jobs and I want to go together.

But he is the psychological bottom line of genius. I am the bottom line of professional managers.

Tang Jun seems to be able to get everything done.

He even had the talent of breaking up.

Every time he job hopping, he can get the blessing from his former employer. Unlike many professional managers, he has to suffer from both odds and ends.

But how can there be perfect people in the world?

Perhaps only with Tang Jun for a long time can he figure out his character weakness.

But behind Tang Jun's character code, he has a clear goal: to be a benchmark for Chinese professional managers.

It is hard to imagine that this goal was born at the end of 2005 - the most difficult time of Tang Jun's career, which allowed Tang Jun to reconsider his position: who am I?

Where am I going?

Before Tang Jun told me about his Achilles heel, I would like to tell him one thing: Tang, in fact, you still have a pet phrase.

Your mantra is: how do I do with Tang Jun?

You can find this from the following statement.

The hidden rules: the chairman is CEO, and I have never told anyone why I chose to leave Microsoft because I had the power struggle with Huang Cunyi, the then president of Microsoft Greater China.

I am president of China, he is president of Greater China.

At that time, the argument between me and his power was very clear.

I had some decisions never to tell him, I did it directly.

Later, I told my headquarters that Microsoft did not need a dual structure and should cancel it.

But the American judgment is not a structural problem, it is a human problem, as long as a good person can be solved, so soon changed a Tim Chen to come in.

On the day Tim Chen came, I was cold hearted.

It was August 17th. When I got to my office, I received Huang Cunyi's call.

He said, Tang Jun, do you know, online that Tim Chen is coming to join us.

I hurried to surf the Internet.

The two of us immediately called the headquarters at the same time. At that time, the headquarters were in the early hours of the morning.

Now we know that this is already a result.

Sad and sad.

This is the sorrow of professional managers and the sadness of American companies.

This is a great challenge to self-esteem: when there is no consultation, a person is suddenly discovered.

Huang Cunyi didn't even know where someone was going to take his place.

Tim Chen, of course, comforted me, saying that Tim (English name) is a very good person and you can cooperate with him.

But I know who will be useless. It's not Huang Cunyi's problem. It's not a question of who. It's a matter of architecture.

I told Tim Chen that if I had to solve the problem, I would have to leave, and you would not invite any president of China.

As a matter of fact, I was the last president of Microsoft China. After that, I cancelled it.

With this experience, I came up with a new understanding of the two words of power when I went to grand times.

At first, Chen Tianqiao started to talk about division of labor with me. I said no, I was helping you, not to tell you what you did, what you didn't do.

This is my simple philosophy.

I believe he must have something that he does not want to do, can not do or do, and these are my powers.

Many professional managers in private enterprises fail because of power. They must "decide on this matter for me".

A number of professional managers came to complain with me: we signed the contract, I have the personnel and financial rights, my audit power is 10 million, the result is not even 100.

I say you don't know much about private enterprises.

This is a private enterprise in China. It will sign 10 million with you, but there will be final approval authority when examining and approving it.

You don't want to play word games with him. There is no word game in Chinese private enterprises.

The first thing you need to do is to let him rest assured that I am not here to fight with you. I do not want power.

In fact, they do not understand that this is a hidden rule of Chinese Enterprises: the chairman is CEO.

You don't think he gave you the title of CEO, but he is still the most important company.

This is centralized and imperial management, a bit like the traditional Chinese politics. One person has the final say, the power is extremely concentrated, and the others have almost no power.

You should look down on power and even give up power.

And foreign enterprises are different. They are decentralized management.

Foreign power is the center of power. The most important thing is power, and the small employees of foreign enterprises have the power. The power of a small immigration officer in the United States exceeds anyone else.

Tang Jun's model three, the grand secret, is a turning point in my career. It made me understand some hidden rules of Chinese enterprises and summed up some key words of Chinese professional managers.

The first is the power just mentioned.

The second is communication.

The relationship between professional managers and bosses, I think communication is the most appropriate.

Chen and I haven't had a red face in 4 years.

I will communicate with him when he meets the situation, and he will come to communicate with me. Communication becomes a tacit agreement between us.

What are the benefits of tacit understanding?

What are the advantages of communication?

To be successful, two people are meritorious ministers. If they fail to succeed, no one will accuse anyone.

Because many decisions have finally been unclear whether it is Chen Tianqiao or Tang Jun's decision.

I call it "Sandwich Cookie decision". A cookie contains Tang Jun's ingredients and Chen Tianqiao's ingredients, and everyone participates in it.

If it is my decision, the final success will be said to be a great man.

But don't forget that success is not important, failure is the most important.

The easiest way to avoid failure is to make all your decisions cross.

This is also different from private enterprises and foreign companies.

The most important thing for foreign companies is whether this is your decision or not.

Because there are leaders on top of foreign companies, I have decided to do well, and I can improve, but there is no room for improvement in the global brand network.

Tang Jun is over, and he doesn't need to show Chen Tianqiao how great he is.

You are the greatest skill without making mistakes, but you can not be ineffective, and can not let people say how much money has been spent to find such a person.

This is subtle. This is wisdom of survival.

The third key word is interest.

Why do many professional managers choose to start their own businesses?

Because he saw the uneven distribution of interests.

He saw entrepreneurs making so much money, and they didn't think how big the entrepreneur could be. If you had such a market, I would dig a few people in the company and share a share of the business.

Therefore, stock and option are very important, so that professional managers can feel secure in the enterprise.

How do professional managers strive for their own interests?

I think two kinds of people should not compete with others for benefits and value rewards.

The first kind of person is the one who has just entered the enterprise. In the first 5 years, don't say you can give me a little more salary. Most importantly, what can you learn in the enterprise and whether it is beneficial to the development.

Besides, the group of people on top of Pyramid must never come to your boss. It's not necessary to look at him completely.

You kick the ball to him, let him decide, actually he is even more difficult.

When you put forward, he will think that you are such a person.

In fact, he already has a scale in his mind.

Of course, there are still some hints.

For example, when I spoke with Chen FA Shu, I said I had been working in Shanda for 4 years. In the past, I used to hold options in a grand way, but options were not so attractive to me. You can't pay me by option.

Only in this way will I have the 1 billion pfer fee for Xinhua.