AOKANG Leads Enterprise Development With Leadership

August 10th, for AOKANG, leadership practice is the most important work of the company's leadership, and has become the most popular and popular vocabulary in the four years (2007 - 2010) of AOKANG's internal training and meetings.

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Although this point can not be covered.

Leadership culture is AOKANG.

With the economic globalization, the core competitiveness of enterprises will be enhanced through the construction of enterprise culture and the creation of enterprise ideas. The cultivation of excellent business leaders will be concerned by more and more board of directors.

A large number of facts have proved that in the different stages of enterprise development, corporate culture reengineering is the driving force for the development of enterprises, and the core competitiveness is corporate culture, while managers are the successors of corporate culture and the shapers of exemplary behavior.

AOKANG's leadership culture construction focuses on all levels of management.

Judging from the influence of AOKANG's corporate culture on AOKANG people, AOKANG's management should at least identify and practice four core values: integrity, innovation, humanism and harmony.

1, integrity

Honesty is the foundation of human life and the foundation of development.

Operate in good faith and operate in good faith.

In the history of AOKANG development, there are stories of integrity.

It can be said that there is no AOKANG for customer integrity, no AOKANG for the integrity of partners, no integrity for employees, and no AOKANG.

Relying on the spirit of honesty, AOKANG has won the trust of many employees.

In the office of chairman Wang Zhentao, the plaque is the most prominent place in the office, which is AOKANG's motto. In July 2010, AOKANG held a thousand person cooperation summit in the Wenzhou Grand Theatre.

This huge scale reflects the fact that Kang is relying on "integrity" leadership culture to condense people's hearts.

At the same time, integrity culture has become the root of AOKANG's retention.

Through surveys of employees who have worked in the company for more than 5 years or more than 10 years, it is generally reflected that the key to AOKANG's cohesion is honesty culture.

2, innovation

Innovation is the inexhaustible source of power for sustainable development of enterprises.

Although AOKANG is a shoe maker, it has created a news name in the business world.

The spirit of innovation is the characteristic of AOKANG's corporate culture.

In the 22 years of development history, we can clearly see the track of AOKANG's continuous innovation.

Since 1988, Wang Zhentao has rented counters at state-run shopping malls in Hubei to create a new sales mode of introducing factories into stores.

In 1998, Wang Zhentao opened the first store in Yongjia County, and set up a chain monopoly mode.

After that, new models such as name space, bank and enterprise cooperation have been established.

The development of AOKANG shoe industry is inseparable from the formulation and implementation of strategy.

In 2007, AOKANG group worked with AT, the world's leading comprehensive strength company, to formulate a new strategy for the development of domestic and international footwear industry.

3. Humanism

In the eyes of AOKANG leadership, the real "people-oriented" is to fully consider the needs of employees, understand their interests, find their advantages, and then guide their life dream and AOKANG how to maintain a harmonious resonance.

The essence of human nature is not to give employees high salaries and high salaries, but to keep them happy in AOKANG's organization.

Over the past few years, AOKANG has organized major projects such as "warm heart project", "sunshine project" and "talent project" to arouse employees' sense of belonging.

AOKANG was also named the "harmonious staff house" by the Chinese Federation of trade unions.

AOKANG university has made its own unique contribution in this respect.

AOKANG University attaches great importance to training like-minded employees.

AOKANG university has shown an unusual interest in screening an employee for a training program.

The trainee is repeatedly asked a question: what do you really want to do? Is your career goal consistent with AOKANG's vision? If you get a consistent answer, the trainee will really become a student of AOKANG University, otherwise she will not be accepted.

AOKANG university is responsible for the company, itself and its employees.

For the company, finding the co culture of identification with company culture and career; for AOKANG university itself, training resources are used for valuable employees; for employees, help them identify their direction of life as early as possible, make decisions on career goals as early as possible, and devote limited time, experience and resources to their more interested goals.

This is the real Three Party win win, which is truly people-oriented.

4, harmony

True harmony is a harmonious coexistence and harmonious co-existence between enterprises and customers, employees, shareholders, society and government in five aspects.

In the eyes of AOKANG people, enterprises must make profits no matter what they do. Only by making profits can they contribute to the responsibility of customers, employees, shareholders, society and the government.

The fundamental purpose of enterprises is to create and satisfy customers' needs.

For AOKANG people, it is the first thing we should do to always observe the needs of customers.

Employees are the first window to connect with customers. If employees want to serve their customers well, they must serve their employees well.

In AOKANG, the more official cadres, the better the service attitude.

There is an interesting phenomenon: AOKANG executives have BMW cars allotted by the company. Every time they leave work, they are crowded with some ordinary employees waiting for the bus at the gate of the company.

These employees are waiting for BMW.

The executives who drove the BMW became the free drivers to the city at this time.

This is a reflection of AOKANG's harmonious culture.

Of course, there are numerous examples of contributions to shareholders, society and the government.

In April 6, 2007, the first Chinese entrepreneur named Wang Zhentao charitable foundation was set up to show AOKANG's determination and efforts in social responsibility.

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The characteristics of AOKANG's leadership culture

Innovation and passion are important traits of AOKANG's leadership culture, and also become AOKANG's arrogant and global cultural foundation.

Looking at AOKANG's human resources development for more than 22 years, as well as Wang Zhentao's personal selection and employment standards, people with innovative spirit and daring to dare to do so often get attention.

It is an important responsibility of AOKANG University Leadership Academy to train AOKANG management into a distinctive innovative and passionate leadership trait.

1, innovative leadership

You must not do what the company specifically asks you can not do; you can do it boldly if the company does not explicitly ask you to do it. This is an encouragement to the spirit of innovation.

With the achievements of AOKANG University today, how can the quality of AOKANG people be promoted rapidly without AOKANG university? If only a college was set up, what would be the status of AOKANG University in Chinese enterprises and universities?

Now, in addition to the five major functional departments and four colleges, the organizational structure of AOKANG university has set up three major functional departments: the leadership evaluation center, the case research center and the chain Monopoly research center.

For enterprises to pport new wisdom for the industry.

2, passion leadership

Passion is another characteristic of AOKANG's leadership culture.

Different people have different opinions on the word "passion".

In the course of training, AOKANG University Leadership Academy puts forward: passion is a state of continuous effort and never give up.

At the same time, it refute the prejudice that "passion is flickering".

At that time, the speech of the leader was not understood by many people, and he thought that he had big mouth and big mouth, and often said impossible things as possible.

But when the result is achieved, "ambitious" is praised as "far sighted".

There is a saying in AOKANG: how big the heart is, how big the stage is, how deep the mind is, how far the action can go.

Passion is not shouting slogans, dares to set big goals, but also keeps working hard to achieve this goal and never give up.

AOKANG's vision is: century AOKANG, global brand.

Mission is: to serve the progress of mankind.

This goal can not be too small.

In order to achieve this goal, AOKANG from a small shoe factory in Yongjia to the leading brand in Wenzhou, and then to the leading leather shoe king in the whole country, and then to the leading position of the Chinese footwear industry.

AOKANG leadership culture construction

Drucker's definition of leadership is: leadership is to motivate and organize human resources, to achieve organizational goals and missions.

The core of leadership is motivation.

Leadership is concerned with people rather than things. The quality of leadership depends on the performance of people affected by others.

The core of leadership lies in motivation.

Stimulating people centred, enabling people to work spontaneously and efficiently is the overall content of leadership.

The construction of leadership culture in an organization lies in how to implement the concept of inspiring people into the operation and management of enterprises, and form a consistent value concept among AOKANG people.

According to the experience of AOKANG leadership training, some of the following ideas have penetrated into AOKANG's bone marrow and become an important concept of AOKANG's success.

1, system first, boss second (system Chapter).

Everyone is equal before the system; merciless management and loving care; flexibility should be based on principles and principles should not be flexible.

2, both ability and integrity, Germany first (talent article).

There are virtues and talents, promotion and reuse; virtues and talents, training and use; no virtues and talents, restrictions on use; no virtues and no talents; no retention; enterprises, tree talents, talents, business, knowledge, and proper use are the best.

3, be honest and act carefully.

Act first, then do things; things are not right; loyalty to the company, loyalty to the cause, loyalty to work.

4, openness, tolerance and harmonious coexistence.

All rivers and streams have different qualities and experiences. They need to be tolerant and harmonious. Unity is strength, and the desire to win is the same.

5, result oriented, incentive assessment (incentive).

Openness, fairness and impartiality; three level audit; responsibility and right unification.

6, strengthen execution and stop procrastination.

Execute like a soldier; strategy first, act quickly; speak better than do.

7, keep pace with the times and continue to innovate.

The concept innovation will inject new development ideas to the enterprise so as not to lose its way; technological innovation will bring high-tech value-added products to the enterprises; management innovation will enable a variety of management methods, techniques and management models to suit the company's development; and take the lead step by step.

8, lead by example, do better than words.

If there is a position, there is a position, a strategist, a brave leader, a strict leader, and an example.

9, pposition thinking, effective communication (communication section).

Positive, initiative, coordination and communication; honesty and perseverance; unlimited communication; learn to listen and dare to trust.

10, learning to apply and persevering.

Understanding is more important than learning; working and learning, learning and working; learning from time to time, learning everywhere, learning everything.

These ideas do not lie in "knowing" but in "doing".

The construction of AOKANG leadership culture does not know these concepts, but reflects these ideas in behavior.

This is very critical.

Training of AOKANG leadership

AOKANG university leadership college is the cradle of AOKANG leadership training.

The cultivation of leadership talents depends on their understanding of AOKANG culture.

In order to ensure the training of leadership talents in line with the talent requirements of AOKANG, the Leadership Institute, after extensive research and drawing on the experience of many top 500 world companies, profoundly dissected AOKANG leadership culture and pioneered the core competency model of AOKANG leadership, five forces leadership.

The core competency model of five force leadership integrates the requirements of AOKANG culture for management cadres, and incubated through systematic leadership learning, action learning and case teaching.

The core competency model of five strength leadership points out that as an excellent cadre, there must be five basic leadership skills, that is, credibility, foresight, innovation, appeal and execution.

1. Credibility

Public trust emphasizes the importance of virtue and morality.

Integrity is more important than anything.

In AOKANG, the most capable person is not the most capable person, but the most virtuous person.

But conversely, if this person is virtuous, he will not be able to take the lead.

Credibility requires that this person not only be good moral character, but also be good at employing people.

Finding the right person is the best embodiment of credibility.

In AOKANG, the most important idea is to make good use of others' strengths.

At the same time, it pays great attention to whether the career objectives of talents are in harmony with the company's career goals.

AOKANG allows talents to work for themselves, but it must create value for the company.

The best way to solve public and private affairs is to keep personal goals consistent with company goals.

2. Foresight.

Ordinary people like to talk about what is happening, but they have the right judgement for the future.

In the eyes of many ordinary people, visionary people tend to be ambitious.

If a person has an absolute advantage in his profession, he will maintain a high degree of respect for his predictions, and will be willing to allocate high quality resources to help them achieve their goals.

There are two kinds of people in AOKANG who can be called people with high foresight, one is the boss, the other is professional.

Fundamentally speaking, the boss's goal is not right or wrong, but only in a certain period of time.

In a business organization, the boss's decision is usually unassailable.

In addition, the prediction of professionals will affect the decision of the boss to a large extent.

Many times, professionals do not agree with their boss.

But these are just different strategies for implementation.

3, creativity

This is a deep exposition in the above paragraphs.

AOKANG university leadership college has launched an activity called "post value innovation".

The purpose of the activity is to make every employee who has worked for 3 years or more in his job make a deep review: if I repeat the same work content in 3 years and satisfy the same work goal, what kind of adjustment do I have to make?

At AOKANG, the time to review my work is a model of leadership culture.

Since 2000, every year in July, AOKANG group think the week will be held on schedule.

Thinking is rethinking and making new judgments about the future.

If AOKANG can develop healthily for more than 20 years, and will develop healthily for 100 years in the future, we should think about the integration of Zhou Culture into blood vessels of every AOKANG person.

Employees who are not innovative will be eliminated from their jobs.

4. Infectivity

As a cadre, it is incompetent to do well in his own work.

Only by influencing their subordinates, colleagues and superiors can they ensure that they are effective managers.

The cultivation of infection is inseparable from the charm and integrity of language.

AOKANG university has inherited AOKANG's character.

During each training course, students will be assigned lecture activities, and the topic and speech time will be provided to help students express their ideas clearly in the prescribed time and evaluate their ideas more easily.

AOKANG believes that the infection is like the cream on the surface of a delicious bread, which is tempting to taste.

If only the bread without color, I believe that not many people will have appetite.

5, executive ability

When all our ideas are not realized, we are merely sitting and thinking, without any discussion.

In AOKANG, execution is the most important ability of an employee.

AOKANG executives judge whether their subordinates are motivated. They usually do not want to see their subordinates at their desk, but look at what he is doing.

AOKANG University specializes in the training of "execution in the right place", instilling the idea of "carrying out ideas, more ways", "must achieve" between thinking and getting, "execution must be in place, execution is not in place, not execution".

So everywhere in AOKANG, there are people who sit down and talk and stand up and act vigorously.

In AOKANG, it is not a derogatory term, but a reflection of "foresight and appeal", which shows that this person has "ideas".

In the core competency model of AOKANG leadership, credibility is the most important ability and quality, and the other four abilities are around it.

For the top level, it is most necessary to have credibility and foresight; for the middle level, it is most necessary to have credibility and innovation; for grass-roots units, it is most necessary to have credibility and execution.

There are different requirements for the cultivation of infectivity in different levels of cadres.

AOKANG is the leader of China's footwear industry. Its experience of leadership training over the past 22 years tells us that talents are always the most valuable assets of enterprises.

Satisfying the customers is to satisfy the customers and satisfy the shareholders and the society and the government.

How to make the talents satisfied? In the three fields of talent demand (name, interest and feeling), AOKANG knows that the means of fame and interest as incentives have become increasingly difficult to play its role.

It is becoming more and more important to create an atmosphere of respect, stimulation and happiness.

We usually say that the construction of corporate culture is actually a reflection of company leaders' perceptions of talents.

Although leadership is a kind of ability, the leading group's consistent behavior is leadership culture.

In the development of AOKANG for 100 years, leadership culture construction will affect our future.