Reflections on "From Excellence to Excellence"

This book was given to me by my friend two and a half years ago, and I just glanced at it. I didn't make up my mind to write a review until I read it carefully last night.

Although this book is an economic book, I think any economic book is not only about the old economy, but also about the new economy. So He Fan's Variable is published once a year.

Before and after I started reading this book, I kept thinking in my mind. What is "excellent", what is "excellent", and what is the difference between "excellent" and "outstanding"?

When I finished reading this book, I found that this book did not directly write out what is excellent, what is excellent, and the difference between them.

From the examples in the whole book, I saw the strength of the team studying this book. They constantly collect, study, compare, select, refer to, sort out and re-list. ................................................................................................................................................

Table of contents of this book:

Chapter one? Excellence is the enemy of Excellence.

Chapter two? Level 5 manager

Chapter three? Ancestor's funeral

Chapter four? Face the cruel reality (but never lose faith)

Chapter five? Hedgehog concept (simplified in the third ring)

Chapter six? A well-trained culture

] Chapter 7? Technology accelerator

Chapter eight? Flywheel and wheel of doom

Chapter 9? From Excellence to Excellence to Evergreen Foundation

Postscript question and answer article

There are many excellent people in the world, but few excellent people. Excellence can be achieved through hard work, but Excellence requires common development inside and outside.

As the book says at the beginning, "We don't have excellent schools, mainly because we have excellent schools. We don't have excellent zf, probably because we have excellent zf. Few people can live a happy life, the fundamental reason is that it is easy to live a good life. The vast majority of companies have never been excellent companies because most of them are excellent companies. "

It is not difficult to be "excellent", but the process of "from excellent to excellent" is the absolute dilemma.

As can be seen from the picture, we must have "well-trained people", "well-trained culture", "well-trained behavior" and the continuous operation of the flywheel in order to move from excellent to excellent.

The stages of a well-trained person include: level 5 managers and ancestors.

Level 5 managers have dual personalities, peaceful and persistent, modest and fearless. They don't like to show their faces and keep a low profile. In order to make the company outstanding, they are determined to do everything. Their success is attributed to others and their performance is very poor. They blame themselves and take all the responsibility.

When everything goes well, level 5 managers look out the window and attribute the credit to factors other than themselves (if they can't find specific people or things, they attribute the credit to luck). At the same time, if things don't go well, they will look in the mirror and take responsibility instead of complaining about bad luck.

Put your ancestors behind you, try to get the right talents, get off the bus if it is not suitable, and then decide where to drive and choose the right people. Once it is found that it is imperative to change people, it will act immediately and seize outstanding talents at all costs for development.

The concrete embodiment of the principle of "one step ahead": what comes first is not how much you pay, but who you will pay.

Well-trained thinking stages include: facing the cruel reality and the concept of hedgehog.

Facing the cruel reality (but never losing faith), we should first dare to face the facts and all decisions, and stick to the "stockdale Paradox" after understanding the real situation: stick to our belief that we will succeed, no matter how difficult it is. At the same time, face the cruelest facts in reality, no matter what.

?

The concept of hedgehog is to compress the complex situation into its own core concept, and through repeated self-questioning and three-ring collision: what are you passionate about, what drives your economic engine, and how can you become the world's number one? Like a hedgehog, I only know one big thing and persevere. Unlike foxes, you should know a lot, but lack consistency.

Hedgehogs are not stupid. On the contrary, they know that the essence of deep thinking is simplicity.

When I read the chapter "Hedgehog Theory", I thought of kazuo inamori and his Kyocera culture. The amoeba management he admired not only brought the company back to life, but also became the benchmark of the industry.

Kazuo inamori's management method is:

The company started with warm care, so the heart-to-heart bond between the partners who trust each other has become the foundation of Kyocera management. At that time, because I knew nothing about management, I was a complete amateur, so I was very confused about what I should rely on to run my business. Later, I learned that the' popular support' that has become the foundation of Kyocera's entrepreneurship is the most important thing in enterprise management. "If people's hearts are the easiest to shake and change, then once they trust each other and connect with each other, people's hearts are the most powerful and reliable in the world. Throughout human history, there are countless examples of great achievements made by relying on people's hearts. I believe that leading a group can only depend on people's hearts in the final analysis. Nothing is more reliable and conclusive than the human heart.

Kazuo inamori's management philosophy, I think, is hedgehog theory and well-trained thought. Eliminate those you don't agree with. Stick to what you and your team agree with and keep implementing it. Simplify complex things and carry on simple things.

A well-trained behavioral stage includes: a well-trained cultural and technical accelerator. A well-trained culture requires people to abide by a consistent system, but under the framework of the system, it gives people freedom and responsibility, lists things they can't do and resolutely abides by them. Technology accelerator, technology is the driving force of development power, not the creator. Does this technology directly serve your hedgehog concept? If so, we need to take the lead in using this technology. If not, you should compare similar technologies or simply ignore them.

Without well-trained people, it is impossible to maintain well-trained behavior. Without well-trained thoughts, well-trained behavior can only lead to fiasco.

When I read the eighth and ninth chapters, through the flywheel effect, I thought of compound interest thinking, Xu Genbao of Chongming Island, a running friend who trained together, and Miaomiao, the founder of Kapok.

Each of them proved the saying "there is no instant miracle". They all set goals in their minds, and then implement them step by step, repeating them over and over again, and finally make themselves excellent, even excellent.

Make a little progress every day, slowly, and you will be strong!

Xu Genbao is known as the godfather of Chinese football. For the future of football in China, it has been stuck in Chongming Island for decades. Fan Zhiyi, Gao Hongbo, Lei Wu and others have been cultivated successively. His success is due to his firm belief that he can succeed. With scientific and systematic training methods, a large number of children with football dreams have been achieved.

Most runners I know are for health and habits. They all insist on getting up and running at 5 or 6 o'clock every day, and the running amount is above 300km every month. Among them, there are quite a few elderly people. Moreover, the level of running friends in Chongqing is constantly improving.

Miaomiao, an outstanding talent around me. Former founder of "Cardoria" and now founder of "Kapok Age".

She usually pays attention to left-behind children and has established long-term contact with many children.

Although this book tries to talk about how schools, enterprises, companies and other organizations have changed from excellent to excellent. But I deeply understand that the most effective investment strategy is to focus on the field that suits you.

The transition from Excellence to Excellence is never achieved overnight. In this process, there is no single clear action, grand plan or once-and-for-all innovation. Similarly, there are absolutely no lucky breakthroughs and miracles from the sky. On the contrary, this process is like pushing a heavy giant flywheel in one direction, circling and accumulating potential energy until it reaches the breakthrough point and completes the leap.

What attracts me about this book, except the above parts, is some thought-provoking words:

1. There is no instant miracle.

2. The key is not what kind of values you have, but whether you have a core value and know what it is, whether you integrate it into the organization and abide by it for a long time.

The greatest danger in work and life is not complete failure, but success without knowing the reason.

. . . . . .

Finally, close the book and think about yourself.

In sales, am I excellent in my own circle? Am I good enough? I am in my post, what can I do to be excellent as soon as possible?

Suddenly found that I, or our industry, from excellent to excellent, must do the following:

data

Look at the data every day, what sells well and what doesn't.

analyse

Every time you get the data, you can get a result according to the data, and this result knows what you will do next.

solve

On the surface, it is selling goods, but in fact it is feeding it and creating value.

Finally get benefits.

These are my feelings after reading this book. What are you going to say? Please speak freely.