After more than a year of baptism, Yang has been quite confident. Now he will never say "nothing can be done on the microcomputer side". He rushed to the front desk alone, relying on endless courage and strategy to constantly seize the territory of competitors and increase the market share of Lenovo Microcomputer from 4% to 6%. But he is young after all, and he simply doesn't understand a rule of life in China, that is, you can't make others unhappy when you are happy.

Let Yang learn to compromise.

But many people are unhappy now. These people are all his colleagues, and some of them are his peers. Seeing that he was so valued and unconvinced, it was a pity for everyone to simply leave his job and find another job. However, there is a bigger problem: Yang's running around and doing whatever he wants also makes those who keep calling "teacher" very uncomfortable and even develops into a fierce conflict.

The seeds of conflict were actually planted from the beginning. Remember that before Yang took charge of the Microcomputer Division, the whole process of Lenovo Microcomputer was in the hands of several vice presidents, all of whom were the early active ministers of the company, older than Liu Chuanzhi. When they want to hand over their hard-earned land to a group of young people under Yang, anyone can see their inner loss and anxiety. On that day, our representative Yang came to attend the meeting. The first thing he heard was: "Let's come out for a meeting. Liu Xiaolin has come to recruit us. " Liu graduated from Tsinghua University Computer Department. He is a talented and unlucky young man. As for his story, we will mention it later. Now let's just say 1995, when he was an assistant to the general manager in the microcomputer division, he was full of energy and enthusiasm. Unexpectedly, when he met such a scene, he couldn't help sighing in his heart: "How do you treat us as' big shots'?"

The psychological barrier between two generations is natural. If we manage carefully and tolerate everywhere, we may not see it. This is called "Tai Chi Chuan" in China's ancient wisdom, which means letting nature take its course, taking retreat as progress, and taking softness as strength. But Yang has never been such a person, leaving him little time in the microcomputer market, and he can't be allowed to spend his energy on the entanglement of you coming and going. 1994, when the older generation wanted to hand over thousands of computers accumulated in the warehouse to their successors, the contradiction broke out. Yang completely lost confidence in selling these computers in stock and refused to accept them, which made Liu very angry: "What's this attitude? I leave this matter to you, and the responsibility lies with you. How can you say no? "

Yang was unmoved: "This is a bad account of history! Whose account is responsible. "

Liu couldn't bear it: "You are in charge of the microcomputer department. Do you want me to sell machines? "

Liu's anger has not subsided, and Jia Xufu has already begun to vent his dissatisfaction over there. It turned out that Yang spared no effort to establish a distribution system, even though he lost his old customers. This makes Jia Xufu extremely dissatisfied, and everyone will vent. He used to be Yang's superior. He refused to turn back until he knew that the young man believed a truth, but he felt that he could at least convince him. Once they went to Jinan to promote Lenovo brand. He sat in the sleeping car of the train and kept talking. When he talked about Jinan from Beijing, he was stern and full of emotion: "Xiao Lin, I tell you, you must be mistaken." Think about it, we users just look at Lenovo's brand! You won't let us deal with him directly now, let the agent deal with him. How can this work? How about this? "

Everyone is anxious about the interests of the company, but their ideas are so different. The older generation complained in front of Liu Chuanzhi, and Liu was so sad that tears came down. I hope he can come forward to stop the young man.

Liu supports Yang on some of the most important issues, such as establishing a distribution system at all costs. He thinks Yang is right. For another example, Yang asked his subordinates to earn a better income, and Liu Chuanzhi agreed, and turned to persuade the older generation vice president: "Now only a few troops can wear leather shoes first, and most people have to wear straw sandals. Just try your best to support Yang, because they will fight hard. " However, Liu Chuanzhi also hoped that Yang Can would understand the difficulties of the older generation and at least cover up the "bad debts" caused by the products in stock. There is no doubt that this is the best choice to safeguard the interests of the company and it is in line with nature. Liu Chuanzhi turned to persuade Yang that no matter how hard he tried, the young people still refused to accept it unless he was asked to sell his inventory at a very low price, and the losses caused were also borne by his predecessors.

Yang is the kind of person who believes in the principle of justice and has no flexibility. His subordinates all said that there was no room for a grain of sand in his eyes. As long as he thinks something makes sense, even if he meets great resistance, he will be firm and will not compromise, but in this way, he will make his relationship with his surroundings very tense. The old contradictions have not been solved yet, and new conflicts have emerged, and they are getting fiercer every time. He insisted on taking back part of the franchise of the branch company in terms of sales price, and treated all agents equally, which led to a fierce dispute with Qin Li, the executive vice president, and refused to give way to each other. The president's office wanted to transfer Liu Xiaolin from the microcomputer business department to another new post, but he firmly refused. Even Zeng, who has always been generous and never blushed with others, had to strike table with Yang. At the end of 1995, the conflict between the top management of the company reached its peak. Yang stood alone against his predecessor, while Liu Chuanzhi was caught in the middle. "I'm not around. The pressure from both sides hit me, "he later recalled. "Yang just feels that he is absolutely right and completely ignores the feelings of others."

To tell the truth, Liu Chuanzhi likes Yang's personality, including his strengths and weaknesses. Lenovo, the new and old commanders, are very similar in many places: firm, persistent, selfless and fearless, indomitable, full of passion, always mindful of the country's righteousness, and taking the company's interests as its own responsibility. If there is anything different between these two people, it is that young Yang is full of rigidity and has no flexibility. He never thought that an excellent quality, if pushed to the extreme, would bring harm to others. But Liu Chuanzhi is a "master of compromise". Qin Shuo, a writer, talks about Liu Chuanzhi in his book Great Changes, saying that his life practice has "reached a very high level" and he has an "extraordinary human cultivation". This is not posturing. Among all the elements of Liu Chuanzhi's wisdom, it should be said that the most subtle and profound is "compromise". When he stubbornly changes what he can, he also has enough mind to accommodate what he can't change. But, most importantly, he has enough wisdom to distinguish what he can and cannot change.

Liu Chuanzhi himself doesn't like the word "compromise". Once he talked to a friend about this topic, saying that there were some negative elements in these two words, and he often forced himself to do something against his will. In fact, he prefers to express his ideas in front of employees: "If you want to walk to the other side of the wall, you must make a hole in the wall. People have passed, the wall has been broken. Why can't you walk along the wall, find the door and go through it? "

Maybe things are really like what Liu Shu, a reporter from Beijing Morning Post, said. This man "endured many things that ordinary people can't bear, hid the darkness that should not be hidden as usual, and took the blame for others." But in our country, compromise, patience, concealment and humiliation are often the magic weapons to defeat the enemy. In an interview with Fortune magazine, Liu Chuanzhi admitted that he only spent 30% of his energy on enterprise management, and the other 70% had to deal with some external affairs. "Sacrifice some personal freedom and tolerate compromise more," he told a puzzled American journalist. "The purpose is to have more lubrication with the environment, so that enterprises will not cause any trouble outside the already fierce and cruel market competition."

The argument between Yang and his predecessor clearly proves a subtle point in our code of conduct. In most cases, absolute justice is not necessarily the best choice, but compromise and flexibility are more important. When to be fair and upright and when to compromise, only those who are weather-beaten, wise and cultivated to the extreme can get the right balance.

Repeated conflicts in the company made Liu Chuanzhi make a decision: the young man must learn to compromise. 1996 One night at the beginning of the year, Yang and all his senior managers were ordered to come to the company's meeting room 505. "505" has been the most important room in the company for several years, and almost all important decisions are made here. On this day, Yang and his men sat on one side of a long table. While talking and laughing, the door was wide open, and Liu Chuanzhi, Liu Chuanzhi, Liu Chuanzhi, Liu Chuanzhi, Liu Chuanzhi, Liu Chuanzhi, Liu Chuanzhi, Liu Chuanzhi, Liu Chuanzhi, Liu Chuanzhi, Liu Chuanzhi, Liu Chuanzhi, Liu Chuanzhi, Liu Chuanzhi, Liu Chuanzhi, Liu Chuanzhi, Liu Chuanzhi, Liu Chuanzhi, Liu Chuanzhi, Liu Chuanzhi, Liu Chuanzhi. Liu Chuanzhi chose the opposite chair to sit down, without even saying hello, and scolded him for throwing his face over. He said that although computer science is not easy, it has also made great contributions, but it is too indifferent to the feelings of people around it and does whatever it wants. He let his eyes catch up with Yang's and said mercilessly, "Don't take everything you get for granted. We set up a stage for you under great pressure. In the contradiction of various forces, you should have worked hard with everyone to gradually establish your position and strive for a bigger stage and a bigger world. You can't just rush up to me and tell me if it's fair or not. What do you want me to do if you don't compromise? "

Liu Chuanzhi's habit of speaking is to "talk low and walk high", which is usually mild first and then gradually high. But this time, as soon as he came up, his tone was very high, and he spoke higher and higher. Finally, two decisions were announced on the spot: first, Yang had to make several compromises within one year; Second, Liu Xiaolin immediately transferred to the planning department.

Yang felt that he should say something, but he just said "We tried, didn't think …", and then he couldn't go on and burst into tears. All the young people in the room were startled. Only Liu Xiaolin is awake. He said that he obeyed the arrangement of the company leader and went to work in the planning department. Then he defended Yang in an outsider's tone. He said that Yang tries his best every day, and sometimes he sticks to his opinion for the benefit of the company. Liu Chuanzhi ignored these words and just stared at Yang. When Yang calmed down and accepted the criticism, three seniors got up and left, leaving a group of young people behind. Many years later, Liu Xiaolin recalled the scene at that time, and still had a lingering fear: "Boss Liu has a tough attitude, which is really scary. He didn't strike the table that day, but he was really angry and arrogant. "

When the meeting was over, the young people didn't want to go home, so they went out to play together. When they walked from Zhongguancun to Baishiqiao and passed the New Century Hotel, Yang suddenly thought that the company was preparing a microcomputer exhibition here, so he said, Let's go in and see what else is not ready. After reading it, everyone still refused to disperse. They all wanted to have a drink and chat together, so they went into a small restaurant nearby. These people have worked together for many years, sometimes they feel like colleagues and sometimes they feel like friends. Now, looking at the upset Yang, everyone wants to comfort him, but they don't know what to say.

When he got home that night, Yang was restless and stayed up all night. I came to the office the next day and accidentally saw a long letter written by Liu Chuanzhi. Since then, he has kept this letter, which is an eternal flame for his career and his character. Many years later, he took over the power of the company from Liu Chuanzhi, and Liu Chuanzhi also celebrated his 60th birthday. Yang and a group of young people went to celebrate his birthday. During the dinner, they suddenly asked Liu Chuanzhi: "When you left the meeting that day, you said you would settle accounts with me again. Do you remember what you solved? " Liu Chuanzhi just laughed and knew what Yang said was true:

Yuan Qing:

After coming to Hong Kong, although the task is heavy, I still feel uneasy about your situation. After introspection, I feel that I haven't communicated with you in recent years and talked about some specific problems you have to solve. The objective reason is that you and I are very busy, and the subjective reason is that we have not paid special attention to the importance of communication between us. I want to use the corner or rest time to write to you. Written talks will be more calm, but I don't want to stick to the form. I just pick up a pen and write wherever I want, or I just let my natural feelings show freely. It may not be very logical and rational. I can't finish it once, so I'll talk about it next time.

I like capable young people. The boss of private enterprises likes talented people mainly for one reason-it can make him make money, which is enough. In addition, the bosses of state-owned enterprises certainly hope to have emotional cooperation. No one wants to find a successor who can make things bigger, but he has a bad relationship with his predecessor. Just kidding, what's the use of finding someone who is beautiful (equivalent to strong ability) but doesn't love me?

Lenovo is already a big enterprise, and it will develop even bigger according to the predetermined plan. If we don't seriously cultivate the core of leadership at this moment, everything will be empty talk in the future.

So what should the young leadership core look like in my mind? First, be virtuous. This virtue includes several parts: first, loyalty to Lenovo's cause, that is, personal interests are completely subordinate to Lenovo's interests. Frankly speaking, this is the main thing. Privately, I also have the ability to treat former pioneers sincerely-I think this should also belong to one of the contents of "morality". In a pure commodity society, entrepreneurs of enterprises should get a reward from material to spiritual after making their career bigger. However, in our society, this may not be guaranteed due to different mechanisms. This makes the older generation firmly in power, preferring to delay their work rather than hand it over. My responsibility is to let the old comrades hand over their shifts peacefully, but to ensure their interests. On the other hand, it is necessary to build a backbone layer from people's various assessments, and then choose a leadership core that can stand the test.

In addition, the content that belongs to the marginal scope of "talent" and "virtue" is that young leaders should be impressed by their excellent qualities such as selflessness, strict demands on themselves, generosity and tolerance to their partners, and can also see the strengths of others with an open mind and constantly reflect on their own shortcomings. You know my "big chicken" and "chicken" theories. Only when you really exercise yourself to the size of a turkey will the chicken admit that you are older than him. When you are really big enough to be an ostrich, the chicken will be convinced. Only by winning this "conviction" can we become the core of our contemporaries. Of course, in other state-owned enterprises, the person in charge of the enterprise is appointed by the superior leader, and the following are generally dissatisfied, so it is difficult for the leadership team to unite. If I didn't think about this problem in advance, but decided at that time like a general state-owned enterprise, it wouldn't be a problem, but it may leave hidden dangers for the team when Lenovo develops further.

I hope to train you in this direction. When you transferred from the CAD department to the microcomputer department and made remarkable progress in that year, my heart was filled with joy, not only because of the success of the matter itself, but also because of the talent. Soon after you started working, many contradictions appeared. I am firmly opposed to critics' pursuit of perfection. If you impose all the experience gained by others on you, it will be difficult for you to do it. We strive to unify our thinking and try our best to ensure the support of the environment for the microcomputer division. Facts have proved your ability and enterprising spirit of never stopping until you reach your goal.

At this point, I should support you to give full play to your advantages, and point out your shortcomings, and pay attention to how to by going up one flight of stairs. And how should we consider this time? I think we should sum up what our real strengths are. What is your weakness? What kind of support does Lenovo's environment give you (can make you look at your achievements more appropriately)? What should I pay attention to when I take the initiative to move to a higher level?

What I want to do for you is: 1) to strengthen my comprehensive understanding of you after I have made clear in my mind the qualities that a person who is the core of leadership should have in the future. You should also seize every opportunity to exchange ideas with me. Not only at work, but in all aspects. 2) Strengthen communication with you, so that you can better understand my strengths and weaknesses, my personality weaknesses, and the "back of the head" side, which can produce real emotional communication. 3) Help each other. But more often, I will guide you to correct your shortcomings and move forward to the predetermined goal in a way that you accept.

I spent an hour on Saturday and an hour on Sunday to write the above part. I'm going out again soon. I think this is the end of the letter. The following is the information I want from you: 1) Do you really have the heart to be wronged and climb higher mountains? 2) reflect on yourself. If you move towards this goal, what do you still lack?

I will continue to write after your reply. I have never spent so much time writing to young people.

All right, that's it. Wish you all the best!

Liu Chuanzhi

There is no doubt that Yang was able to understand the profound meaning of Liu Chuanzhi in his later years. Therefore, he once said in 2004: "If I only had this young approach, Lenovo would not be where it is today without Liu's compromise." It was also in this year that Liu Chuanzhi expressed his true thoughts in more concise words in a question and answer with reporters:

"In fact, there was nothing wrong with Yang's idea at that time, but there was something wrong with the way he realized it?"

"Yes, you should say so."

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