There is a famous saying in clausewitz's On War: "In the boundless darkness, let out the glimmer of life and lead the team to victory." Ren appreciates this sentence very much and often uses it to warn Huawei's "senior generals" that when Huawei encounters a crisis or is in trouble, these "senior generals" should have the ability to play their role in the dark and lead Huawei's team forward.
The rapid expansion of Huawei has led to a shortage of mature management cadres. A group of heroes emerged in the start-up period, who are proficient in machine assembly and sales, can complete engineering inspection and machine maintenance well, and can no longer meet the needs of Huawei's rapid expansion. Therefore, Ren sighed helplessly in a speech in 2009: "The biggest difficulty is the lack of soldiers and outstanding cadres with successful practical experience."
Ren believes that Huawei is already in a critical period of globalization. Whether the company's strategic objectives can be successfully achieved mainly depends on whether Huawei has a large number of team leaders at all levels who can fight hard and are good at fighting hard, who can "break the elephant" seemingly endless work, make full use of their knowledge and skills, clarify the task rhythm, and let everyone know where to stand, when to rest and when to get up and move on.
70% of the improvement of management ability comes from challenging work practice. If an enterprise wants to train people who can both "shoot guns" and "lead troops", it is necessary to let them apply what they have learned and accumulate, summarize and reflect in practice. Therefore, Ren advocates that all Huawei people should be brave enough to rush to the "frontal battlefield", and only the battlefield that survived can become an excellent general.
Just like the article published in Huawei said: Don't feel that you are managing as soon as you become a PL (project leader), you can relax your business. We are a high-tech enterprise, no matter what level of supervisor, we must understand technology. The squad leader with troops can't shoot. How can he lead this class well?
From 65438 to 0996, Zhang completed his studies at Zhejiang University and became another group of postdoctoral employees of Huawei. The advantage of academic qualifications naturally makes him a key talent of Huawei, and the company also hopes that he can become independent as soon as possible. But if you want to lead troops to fight, you must first learn to shoot yourself.
1998, Huawei opened the first provincial network in Ningxia, and the single board always went wrong. The headquarters had to concentrate all the software elites and go to the scene of the fault with great momentum, and staged a story of "Yinchuan Battle". Zhang was one of them. During this period, Zhang worked carelessly, read the program byte by byte, and carefully compared the standards, and finally found and solved the problem. After returning to Shenzhen, Zhang Chenggong persuaded the leaders to start a large-scale, fully configured test environment. At that time, because there were only two skilled developers, Zhang cut off the NOTES system and cut off the telephone line with more than 10 software personnel. In a room isolated from the outside world in Building No.4, I began a month-long life in a concentration camp: I learned how to build a software version library and version control, and took the lead in proposing the idea of establishing large networks such as "virtual MCU" and "virtual terminal", which solved the networking problems in Yunnan and Fujian.
After this period of "concentration camp" life, these "rookies" have also become skilled developers. This fierce first-line combat experience has improved Zhang's personal quality and leadership ability, thus gaining the opportunity to promote his position. Regarding Zhang's experience, Ren said in "Don't be a short-lived hero": "We will adjust cadres with no practical experience to below the department level. If the grassroots level is not done well and there is no professionalism, it may not be promoted. " Therefore, Huawei allows new employees to go to the grassroots level and send them to some remote places for several months or years, so that they can learn skills from practice and do their job well before they have a chance to be promoted.
In addition to rich practical experience, Huawei also advocates "one-on-one" in the training of new employees. There is a story about a Huawei man in the newspaper. An auto worker found that there were always burrs on the QCC (parts) ring of the car, so he bought a file to file off the burrs of the defective parts, so that the parts could be 100% qualified.
However, after he retired, most of the parts in the same batch were unqualified. It turned out that he didn't tell others about his experience. This story has aroused great repercussions in Huawei and attracted the attention of Huawei managers. Huawei decided to implement the "full tutorial system". Through the "one-on-one" approach, new employees have more opportunities to master common sense and professional skills, and quickly grow into people who can "shoot guns", thus quickly cultivating more capable cadres.
Scholar Avina once let two identical lambs live in different environments. One lamb was kept by the water grass, and the other lamb was tied by a wolf. After a while, I was surprised to find that the state of the two lambs was completely different: the lamb raised by the water grass was happy and fat; Soon another lamb died, too.
In the process of enterprise management, if leaders stare at employees all day like wolves and don't pay attention to their feelings, employees will feel great pressure. How can such employees work efficiently? Sichuan Hope Group has such a factory management policy: "treat employees with motherly care", emphasizing the management method of treating employees gently.
/kloc-At the end of 0/9 and the beginning of the 20th century, Philips Electronics in the Netherlands was still a small company, but it respected the opinions of employees and attached importance to their feelings. At that time, as long as the company introduced major measures involving the interests of ordinary employees, it would solicit opinions from employees extensively. If employees feel unfair, the company will take remedial measures or even completely deny the previous decision.
Any enterprise should attach importance to employees' feelings like Philips. In the team, if the hard-working brothers can get a proper rest, the cadres can invite them to dinner when they are honored, and buy some fruits to express their condolences when they are nervous at work, the employees will have a sense of belonging and be willing to devote themselves wholeheartedly to the enterprise.
At the end of 2008, Lin Zhong (pseudonym), an employee of Huawei's Middle East and North Africa Market and Finance Department, was unwell. The result of the examination was ovarian tumor, which was more than 7 cm in diameter and accompanied by cancer. Lin Zhong, who got the test results, was desperate. At this point, she is still worried that she still has a lot of unfinished work.
After learning about this incident, the leaders of Huawei's departments and districts in the Middle East and North Africa helped Lin Zhong to go through the formalities of returning to China as soon as possible, let her go back to China for surgery as soon as possible, and arranged special personnel to take over her work, so that she could have a complete rest for surgery and recovery. After returning to China, the leaders of the Middle East and North Africa Office often call her or email her to enlighten her and encourage her to face difficulties positively. On the eve of the operation, she also received phone calls from regional department leaders and colleagues, constantly encouraging and comforting her and asking if she needed help. After the operation in Shenzhen, Lin Zhong recovered quickly and returned to the original team.
Nowadays, within the framework of Huawei's enterprise system, there is also a kind of "personalized concern". Once a colleague gets married or his wife gives birth to a child, he can't participate in the work of the project team on time. Even if the project is tense and difficult, the supervisor will let other members share the work. In addition, Huawei also provides better recuperation conditions for those cadres who are in poor health in return for their contributions to Huawei.
In order to ensure the health of employees, after 1997, Ren formally proposed that strict, scientific and effective management should be continuously implemented, and overtime work should be gradually reduced to ensure the health of employees. Ren realized that the overtime system implemented by Huawei from scratch has damaged the health of many Huawei people. Now, Huawei has made some progress, and it is necessary for the company to provide recuperation conditions for those cadres who are overburdened and in poor health to restore their health.
Drucker, the master of management, said: "Many functions of management can only be implemented and brought into play without communication." Indeed, the enterprise is a big family, everyone in the enterprise has thoughts, feelings, emotions and ideas, and all activities of the enterprise and the team must be completed by the appropriate activities of all members. As a manager, if you can care about employees, you will make employees realize and appreciate their noble personality, and you can also achieve the effect of kindness and kindness.
To attach importance to the feelings of team members, it is necessary to establish a smooth vent channel for them. Regular communication with employees can eliminate the negative emotions of employees as soon as possible and let employees devote themselves to their work with a correct attitude. For example, Matsushita Japan Company has mannequins of Kōnosuke Matsushita in the smoking rooms of each branch factory in order to let employees vent their bad working mood. Whenever employees complain about their work, they can "hit him" unscrupulously or even "hit him" with a bamboo pole.
On one occasion, several young employees in the finance department of Huawei headquarters complained in the elevator, saying why the company didn't set up a financial system at the R&D base, so as to avoid running between the base and the headquarters because of business travel reimbursement. Unconsciously, the elevator has reached the seventh floor, which is the office of President Ren. When they react, Ren Zheng is standing in the elevator without saying a word. These people were suddenly frightened and thought it would be a disaster. I didn't expect Ren to walk away alone. Ten days later, Huawei really established a financial system in the R&D base. So they don't have to travel from place to place. Soon after, Huawei also set up an opinion collection center to solicit opinions from employees.
Complaining itself carries the expectations of employees for the team or enterprise. As a manager, if you can become a gold digger and pay attention to employees' complaints, you can find out employees' positive expectations and create a positive team atmosphere. Therefore, Ren pointed out in his speech "Don't try to be a perfect person" that Huawei people should care about each other, especially party branch secretaries and members at all levels, and should make more friends with employees, have heart-to-heart talks with them and have dinner together. He also pointed out in particular that he hoped that in places with poor conditions in Africa, Huawei cadres could invite members out for dinner and increase friendship.
Ji Ping, chief financial officer and chief employee health and safety officer of Huawei Group, has been sending emails to employees since the second half of 2008 to remind them to pay attention to safety and work and rest. In addition, Huawei Group has also set up a health guidance center to standardize employees' health standards such as diet, drinking water and office work and disease prevention. Provide health and psychological counseling services for employees. Huawei has also formulated an occupational health plan specifically for employees' physical and mental problems to ensure that employees have abundant energy and healthy bodies.
Every employee has his own emotions and ideas. Bad emotions and thoughts will kill employees' work passion and affect the team atmosphere. Therefore, excellent managers should be good at doing the following.
(1) Managers should communicate face-to-face with employees as much as possible, directly understand the psychological changes of employees, and respond immediately.
(2) Managers should be good listeners, be willing to communicate, and find the difficulties of employees at any time, which will help to maintain a harmonious team atmosphere.
(3) Managers should be good at observing employees, understand their abilities and characteristics, and arrange employees in suitable positions.
No matter in life or at work, everyone will inevitably encounter setbacks. When the goal gap is getting bigger and bigger, if subordinates can't correctly look at setbacks and understand them, they will often stop working and their confidence and enthusiasm will be reduced. As a manager, once you ignore your subordinates who are in a "low tide" state and let their depressed emotions spread freely, it will be difficult for them to get rid of them quickly, which will affect the performance of the whole team. Therefore, managers should let their subordinates see "hope".
The walkman of a Sony branch was complained by customers because of product quality problems. After the branch timely investigates and analyzes the reasons, it will immediately send someone to solve them. I thought it was over, but I didn't expect it to reach the ears of Akio Morita, the chairman. The branch manager knew it was in big trouble.
When Akio Morita learned of this, he immediately convened a board meeting, severely criticized the manager in charge of the production of this product in front of everyone, and asked others to take a warning. The manager is an old employee who has worked in Sony for nearly 20 years. He can be regarded as a respected veteran. He was humiliated for the first time on this occasion and couldn't help crying. Afterwards, the manager was in a bad mood and felt that the company no longer trusted him, so he handed over his resignation letter to his superiors and was ready to resign and go home. His superior said to him, "neither can the chairman." He has never forgotten your great achievements over the years, and he even asked me to buy you a drink to relieve boredom! "
After drinking, the manager felt much more comfortable and felt that the board of directors had not completely given up on himself. After he came home, his wife said, "Your company really valued you, and you forgot our 20th wedding anniversary, but the company still remembers, you see, the chairman sent flowers specially." Hearing this, the manager completely gave up the idea of resigning and rekindled his enthusiasm for work. Gold is not enough, no one is perfect. Any team is unreasonable, and so are people. Ren said: "Don't try to be a perfect person, it is very painful to be a perfect person. We should give full play to our advantages and make ourselves confident to be a person who is beneficial to society. " So is leading a team. Don't try to make every member become the perfect person that the manager imagines. Demanding perfection will increase the psychological pressure of employees, so that they can't see "hope" and managers can't bring the whole team well. Ren knows that most of Huawei's employees are knowledge workers. They have a stronger sense of accomplishment than ordinary employees. They value personal achievements far more than money, and they are eager for the attention of others. In order to maintain the integrity of the team, Ren asked Huawei cadres not to pay too much attention to the shortcomings of employees, not to give employees too much work pressure, but to pay more attention to the advantages of team members, enhance their confidence, including the confidence to survive, and let them see their value and hope in the company.
In 2004, Yang Jian (pseudonym) joined Huawei's product development team as the project director. Due to the contraction of the market, the team after strategic adjustment changed from 80 to 30, and then 22 people left one after another, leaving only 8 people. The team suddenly lost motivation, and employees began to worry about personal development and lost confidence in the team. How to bring such a team well?
Emperor Wen of Sui decided to stabilize the army first. He specially arranged a dinner, had a heart-to-heart communication with the staff, and made the unique value of the team clear to everyone. Yang Jian told the staff: "Now, there are really only eight of us, but each of us is the only blood for the transmission network to be familiar with market development. As long as the horn of the market blows again one day, we will definitely be the leader in leading the way. As long as we persist, we will be able to wait until that day. " After the dinner, the employees rekindled their enthusiasm for work.
Many employees habitually regard setbacks in their work as a failure and a disaster. Faced with setbacks, they often fall into anxiety and sadness, and even choose to give up their lives. Therefore, as managers, we should, like Yang Jian, help our subordinates regain their passion for work and tell them that only through the test and tempering of setbacks can we make progress more smoothly in future work.
When Huawei's maintenance project team was first established, many members had no maintenance experience and were timid and vulnerable to customers. As the head of the project team, Zeng Quan (not his real name) realized that he had to fight side by side with these people. In 2006, the development department transferred three new employees to Zeng Quan's project team. At this time, there is a problem with the network in Jilin, and the customer requires on-site positioning. Considering that employee A is in charge of the branch road in business and has excellent skills, he has the right to arrange him to go to the construction site for business trip. A heard that she was going to the site to locate the customer's computer room, and she was very scared and seemed to have no confidence. So Zeng Quan called the whole project team together and combed the problem again. They find out the problems together, make a detailed list and do simple exercises. When he left the next day, employee A was full of confidence and solved the problem in less than two days.
Napoleon Hill, a master of success, once said, "It doesn't matter how many setbacks and hardships a person has experienced. What matters is whether he can learn from every setback and regard it as a good opportunity for success. " It is necessary to encourage subordinates to regard setbacks as a turning point of success, reflect deeply, sum up some lessons, rally their strength again, seize the turning point provided by setbacks, actively adjust their goals and move on.
In enterprise management, letting subordinates see "hope" is an important and cheap "power investment", which can often achieve unexpected results. Specifically, managers need to pay attention to the following points.
(1) Don't force your subordinates to do the impossible.
(2) Actively encourage and praise the innovative activities of subordinates, give them more performance platforms, and let subordinates play their talents in their own way as much as possible.
(3) When subordinates make mistakes, try not to blame them face to face, but give them proper blame in praise.
(4) After blaming employees, we should adopt the method of dealing with the aftermath, for example, we can praise employees with other topics.
Kōnosuke Matsushita once said, "As an operator, you must be prepared to take absolute responsibility. Whether it is 100 employee or 200 employee, or even 1000 employee or 2000 employee, the responsibility is still borne by him alone. Since he stands in the highest position, everything is his own responsibility. This truth is eternal. " Kōnosuke Matsushita's general idea is that as a manager, you must have a strong sense of responsibility, convey your direction to your subordinates by words and deeds, and set an example in everything.
Anyone familiar with Lenovo knows that the company has a rule: for meetings with more than 20 people, no matter the position, as long as they are late, they must stand for one minute.
The first person to be punished was Liu Chuanzhi's former old leader. When standing at the penalty station, he was extremely nervous and sweaty, and Liu Chuanzhi himself was sweating. In order not to embarrass the leader, Liu Chuanzhi said to the old leader in front of everyone, "You stand here for one minute first, and I will stand at your house for one minute at night." In fact, even Liu Chuanzhi himself was punished three times, one of which was because the elevator broke down. He was trapped inside and asked others to ask for leave. As a result, no one was found, so it was "wrongly judged".
How do you "do", subordinates will follow "do"; How do you treat leaders and how do you handle relationships with other departments? Subordinates will also be affected and begin to imitate them. As a manager, you must match your words with your deeds. If Liu Chuanzhi always said that he would be punished for being late for a meeting, but he was accidentally delayed, he would simply say "forget it", then the stipulation of being punished for being late would only be a dead letter.
A company's sales department stipulates: "employees should pay attention to saving telephone charges when negotiating business with customers, and try to make a long story short." If the phone conversation lasts more than five minutes, they should use fax. "
At first, employees could strictly abide by the regulations, but by the end of the month, when the telephone bill came out, the general manager called directly for as many as 30 times over five minutes. Gradually, the telephone communication time of other employees is gradually extended. At first, employees had various reasons, such as "customer needs" and "time is not well controlled", but later they didn't even find the reason. Obviously, the general manager's behavior violates the company's regulations, and his words and deeds are different. In the eyes of employees, since state officials can set fires, why can't ordinary people set fires? So many people will follow this behavior, and the result can be imagined.
A good manager is like the "leading goose" of a wild goose team. The eyes of other members will be fixed on the "leading geese". Where the "leading geese" fly, the geese fly. Huawei's success is inseparable from every Huawei manager, including Ren, who, like Huawei's project supervisor, has been trudging step by step under extremely difficult conditions in the spirit of "setting an example and starting from me".
1996, Huawei ETS successfully entered Hainan, and by September, it had been able to cover the whole Hainan province. In order to meet the requirements of the company to complete the provincial release order in October, Wanning County sold all ETS round tables and finally promised users that the number could be used on National Day.
As Hainan belongs to the subtropical zone, tropical storms concentrated in the third quarter, and typhoons continued, and a typhoon occurred at the end of September. In order to fulfill the promise to the end customer, the customer supervisor asked the project team led by Liu Pu (pseudonym) to complete the installation of ETS tower before 28th. It is still raining heavily and the wind speed is very high, so it is risky to install the iron tower. No one wants to climb up and install it, and the engineers in the bureau are in a hurry. Seeing this scene, Liu Pu took off his raincoat and climbed up the 30-meter-high iron tower without saying anything. When the project team saw it, they all stood under the tower, holding their heads high and opening their hands, for fear that he would fall, and occasionally shouted, "Look out, Liu Pu!
Finally, Liu Pu completed the installation task, and the project team achieved the work goal as scheduled. A year later, when Liu Pu returned to Wanning County again, the account supervisor saw him, grabbed him and hugged him, just like brothers reunited after a long separation.
Mary Kay, an American businesswoman, said, "People often imitate the work habits and accomplishments of managers, whether they are good or bad." If the manager can take the lead in demonstrating in front of the system and set an example in his work, then this enthusiasm and spirit will affect his employees and everyone will follow his example. If Huawei's cadres can't take the lead in the face of difficulties like Liu Pu, but leave the burden of difficulties to the employees below, then the team will not be harmonious and Huawei will not last long.
Huawei's "full tutorial system" stipulates that as long as subordinates have problems, it is the responsibility of the mentor, and the mentor can not only be promoted, but even demoted. The "full tutorial system" fully embodies Huawei's requirements for cadres to "teach by example".
As the person in charge of a department or enterprise, managers' work habits and accomplishments can always be paid attention to and even imitated by subordinates. Therefore, excellent managers should use personal charm and influence to motivate their subordinates and set an example.
(1) When managers do everything, they should demand themselves as managers, be more organized than ordinary people and set an example.
(2) Dare to take responsibility and work hard when encountering difficulties; In the face of success, we should not only pursue personal enjoyment, but also know how to share with others.
(3) For those employees who usually perform well and have become model employees, we should always remind them to pay attention to their words and deeds and continue to play a leading role for other employees.
(4) reflect on yourself in stages, reflect on whether there are mistakes or inappropriate places in your work, and then correct them in time.
Feedback refers to the behavior of managers to respond to the information expressed by employees in the process of communication. If the feedback from managers is not timely or in place, it will not only lead employees to misunderstand the information given by managers, but also stifle their desire to talk to their superiors and reduce their enthusiasm for work. This makes it easy for team members to fight their own battles and sweep away the snow in front of the door, which seriously weakens the competitiveness of the team. In enterprise management, it is easy to have such a plot: managers keep calling employees "stupid as pigs" every day, and employees don't know what managers are thinking every day. They think managers are saying "bird language" every day.
In fact, this is all because managers and employees have not established effective communication channels, the information sent by "birds" can not be accurately and timely conveyed to "pigs", and there is no good channel for "pigs" to know in time. In the end, managers and employees have not reached a consensus on the future, development prospects and values of the enterprise. This shows how important it is to give timely feedback and communication.
Although many managers have begun to pay attention to feedback, it is still an easily overlooked problem. Someone once did a special social survey, and the results showed that 47% employees reported that they could get feedback at least once every other week.
Daisy works for Andy. Because the business development has not been very smooth recently, although she can still be enthusiastic, she is still depressed when she meets customers, which makes her suffer a lot. Therefore, she hopes to get the guidance of sales experts to improve her business ability. Finally, he thought of his boss Andy.
When Andy, the supervisor, came to ask about Daisy's recent business progress, Daisy said to Andy, "The business progress in this cycle is not smooth. I even wonder if I should stay in the business department or please transfer to another department." Andy didn't say anything when he saw Daisy. Daisy was depressed and shook her head again and again. After going straight back to the office treasure, Andy thought, isn't Daisy interested in promoting business? Although I really want to teach her how to carry out business efficiently, I still respect her personal choice. A week later, Daisy got the notice that she was transferred to another department. In fact, Daisy doesn't want to be transferred to another department, but she is eager for advice. Although Andy intended to cultivate Daisy, he misunderstood Daisy's "hint" because he didn't give timely and effective feedback. In the end, both of them broke up in discord.
Daisy's case makes us understand that managers should give timely feedback on the words and performance of team members, so that employees can know their performance at the first time, and avoid making efforts but not getting ideal work results.
Kōnosuke Matsushita, president of Panasonic Corporation, once invited a guest to a western restaurant for dinner, and everyone ordered steak. When several people who went with him finished all the steaks, he left half. He was worried that the chef who made the steak would mistakenly think that his steak was not cooked when he saw that it was only half eaten and sent back to the kitchen. So he asked his assistant to invite the chef to him and said to him guiltily, "Your steak is really delicious, but I am 80 years old and my appetite is not as good as before." Not because of your cooking. "
The chef was very moved to see that the famous Panasonic was always so considerate and approachable, and several people who went with him were attracted by Mr. Matsushita's personality charm and could not help clapping their hands.
Only a general who knows soldiers can lead the army to victory. Similarly, a manager who knows his employees can lead the whole team well. If Kōnosuke Matsushita doesn't have the consciousness of timely feedback, it will make subordinates misunderstand and feel sad because his labor achievements are not recognized, thus losing his previous work enthusiasm and confidence. Fortunately, Kōnosuke Matsushita knew his "soldier", so he led his team to make extraordinary achievements and finally got the title of "God of Management".
In Huawei, there are many departments, including marketing department, R&D department and service department, and the leaders of each department need to manage a large number of employees. As a manager, if you can't give feedback to employees in time, employees can't accurately grasp the manager's intentions, and they will go their own way and drift away from their goals. Positive feedback can help employees get out of trouble and make them feel valuable to managers and teams. In this way, it can not only stimulate the enthusiasm of team members, but also create a positive team atmosphere.
Huang Jie (pseudonym) is the project manager of Huawei. Soon after he took over PM's job, he felt that the team members had changed a little. It's just that two people who are usually very enthusiastic about their work are not as active as before. When Huang Jie inquired about PL, it turned out that a new project originally planned to start next quarter was stopped. At that time, everyone was very confused. Knowing that the project was in a buffer period, everyone could not find the direction at once. Huang Jie knew that the problem was his own, so he immediately called the team members to explain: "The reason why the planned project stopped was decided by the company according to the market adjustment. Now, our first task is to strengthen the back-end attention and solve the problems of production and delivery. " Therefore, Huang Jie immediately arranged for the project team members to study at the back end so that they could have something to do. In this way, when I arrived in a strange environment and needed to learn new knowledge, the members of the project team finally found themselves busy and their old work energy came back.
Huawei's success is inseparable from the scientific team management concept. Whenever the project is in the buffer period, managers can accurately find the focus and overcome many difficulties through timely communication and feedback with employees and team strength. Visible, in team management, the role of feedback is immeasurable. In the management points of 1998, Ren emphasized that senior management cadres should implement walking management. Ren believes that managers should not just sit in spacious and bright offices with the best location and listen to reports every day. Instead, we should move around more, actively communicate with employees and get to know their thoughts, so that employees can make correct judgments about their goals, instead of blindly staying away from the "scene", which is easy to form "unjust cases."
In team management, timely feedback to subordinates can make subordinates see that managers attach importance to their feelings and make them willing to share information with managers, which is conducive to team building, but managers should also pay attention to the following points.
(1) Managers should pay attention to the timeliness of feedback and give timely feedback to the words and performances of subordinates.
(2) Managers should adopt a positive feedback attitude to create a good atmosphere.
(3) Feedback should be targeted, and you should clearly express your views. Abstract or fuzzy feedback will make subordinates feel at a loss and don't understand the real intention of managers.