The so-called wolf culture is based on the wolf's "wild, disabled, greedy and violent" characteristics, which means that employees should be "greedy" for their work and career in enterprises, and strive and explore endlessly.
However, many enterprises are too superficial in the process of creating a wolf culture. I hope that one or two trainings or slogans of "wolf culture" will enable enterprises to form a wolf effect. In fact, the slogan of wolf culture is harmful to enterprises. Every day, they shout the slogan of "creating the first in the country" and "surpassing * *" instead of putting it into practice.
So, how to effectively build the wolf culture of enterprises?
First of all, choosing the right wolf is the key to ensure the success of wolf culture.
Wolves can round up animal groups much larger than themselves, as long as the role is on the wolf. Enterprises should choose the right wolf when building a wolf culture. "A soldier will make a nest", which tells us that to ensure the wolf as a leader, we must first have the genes of wolf culture. In the enterprise of wolf-hearted culture, leaders should not only be responsible for giving orders, nor should they indulge in good slogans and creating momentum, but should actually lead the team into battle and kill the enemy. When it comes to bayonet fighting, the leader must come out completely, and when it comes to charging, the leader must be desperate. Leadership is the best example of a team. If the leader dares to show his sword, the players will be brave and desperate.
Secondly, wolves feed on meat, not grass.
In order to ensure the wolf's wolf nature, you must feed it with meat, not just grass. The same is true for enterprises, and the formation of wolf culture needs strong incentive measures. Only talking about letting employees seize the market and expand the scale, not talking about high returns and high benefits, the wolf culture of employees can not last long. Only when we can smell the "bloody smell" that exceeds the expected income can we stimulate the wolf nature of the team and let employees fight for each other. "The flowers in the greenhouse can't stand the wind and rain." Similarly, employees who eat grass for a living can't take part in the competition for food.
Third, teamwork and strong execution are the guarantee of the success of wolf culture.
When wolves hunt, each wolf's division of labor is very clear. Who is responsible for exploring, flirting, camping, patrolling and logistics? The responsibilities are very clear, and each wolf is unconditionally executed according to its own division of responsibilities. The same is true for enterprises. The team with wolf culture has a clear division of labor. Who is responsible for market research, data analysis, technical confrontation and after-sales service? Everyone performs their duties, acts in concert, absolutely obeys the leadership's command, and can guarantee to complete every task that belongs to them to the letter. Even if everyone in the team is a wolf, without reasonable organization and coordination and branches, it is impossible to form combat effectiveness.
Fourth, the wolf culture is not always aggressive and rampaging.
It is true that belligerence is the characteristic of wolves, and fierceness is also the essence of wolves. However, in the process of constructing and implementing corporate wolf culture, we should not only pursue belligerence and fierceness, but also need calm thinking and judgment. Carrefour used to be like a "rampaging" wolf at the early stage of its development. Although it has opened up a lot of living space and hunted enough food, it has also left the impression of being unruly and cruel, losing the image of being close to the people and having more room for development. Modern enterprises pursue win-win results, not cruel competition. Therefore, being too aggressive and possessive will inevitably have a negative impact on the corporate image, destroy the atmosphere of win-win cooperation in the market, and will inevitably lead to the joint counter-measures of market opponents, which is not conducive to the development of enterprises.
Finally, wolf culture should also pay attention to humanistic care.
Enterprises require employees to play the wolf culture and pursue market share. While pursuing high returns, they should also give consideration to humanistic care for employees. After all, people are flesh and blood, and people are emotional animals. While pursuing career success, employees must take care of their families and relatives, and also consider their own physical endurance. After all, health is the capital of revolution. Don't excessively consume employees' health and family to pursue the wolf culture of the enterprise. Huawei has always advocated and pursued a wolf culture, but occasionally employees in Huawei take extreme measures because they can't stand the great pressure, which is unwilling to see in the business process, and even more unwilling to face by employees' families. Moderate humanistic care can keep the wolf culture of enterprises longer.