What should I pay attention to when I am a boss for the first time?

Thank editor Yijian Mei for recommending this article to the "Management and Motivation" column on the homepage of Sina Public Book Review

Many friends are quite bosses, and many friends run their own enterprises. How to be the "boss"? Li Shifu's friend's article is very enlightening. Your team? Your team? Your idea is that it is easy to be a boss, but not easy to be a good boss

---Zhuge Changqing

The following will describe the experience from Jianghu organizations to the formation of informal organizations and formal teams.

1、 Organize and set up a team

At the initial stage of the establishment of an enterprise, the first step is the establishment of the management framework. At this time, some competent people are needed to help the establishment of the enterprise. However, at this time, enterprises are often faced with few choices, which are first selected from families, relatives, friends, colleagues, acquaintances and other people who know, understand or trust them.

The establishment of an enterprise is a process of making things out of nothing. It is impossible to find so many talents needed at one time. It needs a process of accumulation in advance and training afterwards. Therefore, the process of enterprise preparation is often also a process of talent accumulation. From top to bottom, departments and institutions are set up, suitable candidates are selected, and the necessary division of labor is carried out. Because the enterprise is not fixed and the team is not stable, at this time, it mainly depends on the influence and appeal of the developers to gather a group of people to carry out the early establishment and preparation of the enterprise.

At this stage, when we face new companies and projects, our feelings and relationships are at the stage of "meeting for the first time and asking for more attention". Generally, there will be no big problems. Everything will be arranged, dispatched and coordinated by the founder.

2、 Recruitment

This process is also an inevitable process. At this time, it is necessary to recruit middle and lower level managers and employees, and then conduct necessary training and work, and then run in at the start-up stage.

At this time, the team is still tangible and nuclear-free, and the core strength of any department or institution has not been formed. However, as time goes by, this core strength will gradually form, especially the non-organization in the team will slowly form like a vortex. Within three months, the non-organization team with three or five people at the core will form, and gradually expand to the periphery.

Take a ten-person team as an example, a three-person team will soon be formed, and three or five people may be left out of the organization. Once the time comes, the leadership of the enterprise to the team is no longer the original department leader, but the unorganized leader. The department leader is actually just a superficial command giver or a communicator of instructions.

This is a very critical time. If the attitude and choice of the enterprise decision-makers are very important at this time, and if the informal organization of the team is not formed within half a year, the team will be congenitally deficient and lack the fighting power, just like suffering from tuberculosis.

Many business operators and managers always put the non-organization outside the management, and even despise, attack and suppress the non-organization. In fact, this is the biggest loss of the team. The key is how to transfer this force from underground to ground to play a positive role, rather than always competing with formal organizations.

3、 Remove the middle layer of shell

Non-organizations in the team will tend to be stable after half a year to one year of running-in. Once the non-organization is mature, that is, when the manager of the formal team is going to dismount, otherwise the team will either be in a loose state, or will be in fierce competition and internal friction. Leaders of formal organizations are often inferior to non-organizational leaders in terms of their ability and appeal.

The team and framework set up by enterprises in the early stage is to feed the shell of this new leader, just like the shell of eggs and the placenta of mammals. Once the birth of new life means that their historical mission has been completed.

The team or department heads in the initial stage of the enterprise must be replaced in about a year, and the unorganized leaders should be replaced as the department heads. The original department heads are just a light bulb. The real purpose is to incubate new leaders of the team and replace their leaders. This is cruel, but the leaders who do not experience this process have no cohesion and appeal, and the stronger and more high-level The more capable the opponents are, the more powerful they will be.

Therefore, enterprises must deal with the relationship between the old and the new in the process of shelling, and the people that enterprises must reuse must not be entrusted with heavy responsibilities when they first set up a team. They should be deliberately trained as leaders or core members of non-organizations before shelling, and they should be entrusted with heavy responsibilities before shelling, and they will soon become enemies of the public, and will prematurely destroy their "political" prospects in the enterprise.

The reason is simple. The original department head of the enterprise will be mistaken for the boss by all people, and will instinctively regard him as the "enemy". If he is in this hostile state for a long time, the team will certainly be in a mess.

This has nothing to do with the personal character and ability of managers, but is a psychological inevitable process. Many business operators and managers are too attached to the people they like, resulting in constant disputes, conflicts, and playing tricks with stones. Non-organizational leaders must be the biggest troublemakers as long as they are not reused. Jianghu is everywhere, and enterprises are no exception. There is no reason to say that.

In short, a manager without Jianghu experience is definitely not a good manager. A manager without Jianghu experience is like a building without fire hydrants. The management ability and crisis management ability are very weak and pale. Such a person is actually a "management eunuch".

4、 Please retire the senior management

After the enterprise has completed a certain amount of accumulation and entered a stable development period, if it wants to continue to develop, it must return the original senior managers of the enterprise, because in the face of new development, the original entrepreneurs will become an obstacle to the new forces of the enterprise, and the old will not go, the new will not come. If the old management system or mechanism is not removed, the new management system and mechanism will not be formed. This is also a challenge for enterprise decision makers. It requires determination and courage, and often requires transitional or flexible methods to solve.

Keeping the status quo unchanged, making new investments or simply investing in other places is a radical way to draw salaries. Giving options or shares to set up branches and send to other places is also a flexible way. In short, the company's management and management power will be transferred to the new leadership core.

The competition between leaders of the same generation is only intrigue, and can still be reasonable and reasonable. Leaders of different generations often fight against each other, and leaders of different generations are often full of intrigue. If there are more than three generations of leaders under the same roof, the enterprise will be in a mess, and the decision-makers have no idea what is happening next. It is strange that such enterprises will not die. Therefore, the leaders of the company's senior management must clean up from generation to generation to maintain the purity of the team, and the rest will be willing to be green leaves. If you want to become a king, you can only drive it out of the wolves and find another job.

Of course, don't forget their contributions. The treatment should be reserved. The best way is to let them be good elders. (Comments by Zhuge Changqing)

5、 Survival of the fittest

The purpose of reasonable staff flow is to maintain the cohesion, competitiveness and combat effectiveness of the team. Survival of the fittest is a universal natural law. The team must relentlessly and regularly dismiss the worst employees, so that the overall quality of the team can be continuously improved. The team is also likely to gain continuous upward momentum.

In dealing with people, we should not only be strict, but also more humane, and should achieve a unified standard; Adhere to principles and make reasonable compensation. Don't break the gauge for one person or one thing. As a leader of an enterprise, you should be good at using your own people, or do some tricks similar to Cao Cao's cutting hair instead of punishment.

6、 Three rules and regulations

The ultimate reason for how big and strong an enterprise can become is not how others can do it. The fundamental reason is that the company's decision-makers manage and restrict themselves, including the people around them and their families. In the process of their own growth and development, entrepreneurs must find things that they must not do, so that they can do what they must do well.

To trust professional managers and professional managers, people in key departments must be given veto power, such as financial department, human resources department, technical department, etc. We can't do things with insufficient financial resources, technology and human resources.

The run-in period of human resources cannot be less than one year, and the personnel temporarily recruited together cannot be competent for the major task, otherwise, the team will become a mob if it is not careful. New investments or projects must be managed by mature teams to achieve good results.

7、 A hundred years of great cause and cultivation of talents

Cultivate the talent echelon of your enterprise in the future.

Excellent entrepreneurs are always creating wealth and talents. The long-term development of enterprises is the transmission of vitality, which must be relayed by people with both ability and moral integrity. Therefore, entrepreneurs should be good at being directors rather than always grabbing the microphone. In the training of successors, we should focus on the inheritance of influence rather than the transfer of position. Cultivating and cultivating successors is the lifelong mission of entrepreneurs, not a whim. The principle is to spread the net in an all-round way, focus on training, pay the tuition first, and then give the heavy responsibility.

People who have not experienced failures and setbacks must not be reused. People are not born to know. Reusing such people means that enterprises must pay high tuition fees for themselves, or even face bankruptcy. So we should pay the tuition first, and then take on the important task. Of course, without competition, there will be no motivation. Successors should be fully netted and focused on training.

If you must cultivate your children as successors, don't believe the myth of "dragon begets dragon, phoenix begets phoenix". Management must come from actual combat. Cultivating one's own children means sacrificing the excellent children of other people's families, and sacrificing the accompanying practice one by one, until his ability and level really exceed those of other people's children.

8、 Don't do good in the daytime, and ghosts knock at the door at night

Don't forget that there are thousands of poor people staring at you behind every rich man. They don't need to do anything, they can send you to the hell of the soul with their indifferent eyes.

In this world, no matter how reasonable, reasonable and legal your wealth is, as long as you have more wealth than others, it means you are creating poor people. This is the unchangeable law of nature.

Wealth has no surname, but people are fighting for it. Everyone is human. Why are you rich? The market law is the continuation of the jungle law and the result of the animalism commanding human nature; In the feat of destroying the earth and benefiting ourselves, human beings have not found their place yet. Human beings cannot wait for God to distribute wealth, nor can they let themselves be in a life-and-death duel forever. So they adopted the method of market economy to excavate and distribute wealth. Market economy is only a last resort, and the so-called fairness in market economy is just a trick for human beings to deceive themselves. When a person has money that can't be spent for a lifetime or several lifetimes, it is actually a trap. A huge amount of money may be a treasure for you, but it may be a Pandora's box for your descendants or others.

Therefore, entrepreneurs should accumulate good deeds to build merit. Otherwise, don't do good during the day, and ghosts knock at the door at night. In the world, only the rich people who are liked by the poor are the safest. To help the poor is to help themselves, at least not to live in fear every day.

Admittedly, the above is only the general situation, but it is the truth that the boss is more kind. Otherwise, he will not sleep soundly, although there are countless bodyguards.

 初次当老板要注意哪些事情？

感谢一剪梅编辑将此文推荐到新浪大众书评首页“经管励志”栏目 

    很多朋友相当老板，很多朋友自办了企业，如何当好“老大”？李士福朋友的文章很有启发意义。你的班子？你的队伍？你的思路，当老总很容易，当个好老总就不容易了.....

                        --- 诸葛长青

  下面从江湖组织到组建非正式组织和正规团队的经验来加以阐述。

   一、拉班子、搭架子

   企业新建初期，首先是管理框架的建立，这时需要一些得力的人来帮助组建，但是这个时候企业往往都面临很少的选择，都是首先从家人、亲戚、朋友、同事、熟人等自己知道、的、了解的或信任的人群中来选择。

   创立企业是个无中生有的过程，不可能一下找到那么多需要的人才，需要有个事先积累、事后培养的过程，所以企业筹备的过程往往也是人才积累的过程，自上而下的设置好部门机构、物色合适的人选，并进行必要的分工。因为企业没有定形，团队也没有稳定，此时主要还是依靠开发者个人的影响力和号召力来凝聚一帮人，进行企业前期的组建和筹备工作。

   这一阶段，大家面对新公司、新项目，彼此间的感情和关系处于“初次见面、请多关照”的阶段，一般都不会有太大的问题，一切都由创始人安排、调遣和协调。

   二、招兵买马

   这个过程也是必然的过程，这个时候就要招聘中下层管理人员及员工，然后进行必要的培训、上岗，然后进行初创期的磨合。

   此时团队还是有形无核，任何部门和机构的核心力量都没有形成，但是随着时间的推移，这种核心的力量会慢慢形成，尤其团队中的非组织象旋涡一样慢慢形成，三个月内一定会形成由三、五个人为核心的非组织团队，并逐步扩大到外围。

   以十个人团队为例，很快就会有个三人小组形成，并很快带动三、五个人也许还有一到两个人会被冷落到组织以外。一旦到这个时候企业对团队的领导，已经不是原来的部门领导在起作用，实际是由非组织的领袖在起作用，部门领导其实只是个表面的发号施令者或者是指令的传达者。

   这是个非常关键的时候，如果企业决策者在这个的时候的态度和选择非常重要，如果半年以内，团队的非正式组织没有形成，以后这个团队就会先天不足，缺乏战斗力号召力，就象害了痨病一样。

   很多企业的经营者、管理者，总把非组织置于管理以外，甚至鄙视、打击、压制非组织，其实这是团队最大的损失。问题的关键是怎么把这支部队从地下转到地上，来发挥正面的作用，而不是总与正式组织相抗衡。

   三、去壳中层

   团队中的非组织经过一半年到一年的磨合，就会趋于稳定，非组织一旦成熟后，也就是正式团队的管理者要下马的时候，否则这个团队要么处于涣散状态，要么就激烈的较量和内耗中。正式组织的领导者的能力与号召力，往往都不及非组织的领导者。

   企业在前期拉的班子、搭的架子就是为了哺育这个新领导者的壳，就象鸡蛋的壳和哺乳动物的胎衣一样，一旦新生命的诞生就意味着它们的历史使命已经完成。

   企业初创期的团队或部门的负责人，在一年左右的时间必须全部换掉，改由非组织的领袖担任部门的负责人，最初的部门负责人仅仅是个灯泡，真正的目的是要孵化团队的新领导，取代他的领导，这很残酷，但没有经历这道工序产生的领导人，是没有凝聚力和号召力的而且越强势、越有水平、越有能力反对者的力量也越强大。

   所以企业在去壳的过程中一定要处理好，新与旧的关系，企业一定要重用的人，千万不要第一次搭建班子时就委以重任，应该在去壳前刻意将其培养成非组织中的领导者或核心成员，在去壳前委以重任，过早地委以重任，很快就会成为众矢之敌，会过早地毁灭其在企业的“政治”前程。

   原因很简单，企业最初的部门负责人，会被所有的人误以是老板的人，本能地都会把他当作“敌人”，如果长期处于这种敌对状态，团队肯定会一团糟。

   这与管理者的个人品性能力没有太大的关系，仅仅是一个心理上的必然过程。很多企业的经营者管理者，太执着于自己看中的人，结果导致纷争不断，矛盾四起，搬着石头唱戏，吃力不讨好。非组织的领导人只要不被重用，一定是麻烦最大的制造者。江湖无所不在，企业也不例外，这没有什么道理好讲的。

   总之，没有江湖经验的管理者绝对不是好的管理者，没有江湖经验的管理者，就象没有消防栓的大楼，管理能力危机管理能力是很脆弱和苍白的，这样的人其实就是个“管理太监”。

   四、请退高管

   企业在完成一定的积累进入稳定发展期后，如果要想继续发展就必须请退原始的企业高级管理人员，因为面临新的发展，原有的创业者就会成为企业新生力量的障碍，旧的不去新的就不会来。旧的管理体制或机制不除，新的管理体制和机制就不会形成，这对企业的决策者也是一种挑战，需要决心和勇气，往往也需要过渡或变通的方法来解决。

   维持现状不变，进行新的投资或者干脆异地投资是个斧底抽薪的办法，给予期权或股份成立分公司、派往外地等也是个变通的方法，总之，公司的经营权、管理权必然全面移交到新的领导核心手上。

   同一代领导人之间仅仅是勾心斗角的竞争，尚能做到有理有节，不同代之间领导人间则往往是你死我活的决斗，隔代的领导人之间则往往充满着阴谋诡计。如果有三代以上领导人同在一个屋檐下，那这个企业一定会乱得一锅粥，决策者根本不知道下面发生了什么。如此企业不死才怪。所以，公司的高级管理层的领导，必须一代一代地清理，以保持队伍的纯洁，留下的一定甘当绿叶的。如果一定要立地成王，只能把它赶出狼群，另谋高就。

  当然，不要忘记他们的功劳，待遇应当保留。最好的办法，是让他们当好养老的王爷就行。（诸葛长青评论）

   五、优胜劣汰

   员工合理流动的目的是为了保持队伍的凝聚力、竞争力和战斗力，优胜劣汰是放之四海而皆准的自然法则，团队必须毫不留情地定期清退最差的员工，团队的整体素质才能得到不断提升。团队也才可能不断获取向上的动力。

   在对待人的问题上既要严格、更要人道，要做到统一标准，亲疏勿论；坚持原则，合理补偿。千万不要因一人、一事破坏规距。作为企业的领导者要善于拿自己人开刀，或者也做些类似于曹操割发代罚的把戏。

   六、约法三章

   企业最终能做多大、做多强，不在于别人做的如何，根本的原因在于公司的决策者对自我的管理和约束，包括自己身边的人、家人，企业家在自我的成长和发展过程中，必须要找自己一定不能做的事，才能做好自己一定要做好的事。

   要信任职业的管理者和专业的管理人员，必然赋予关键部门的人以否决权，比如财务部门、人力资源部门、技术部门等等。财力不够的事不能做，技术力量不够的事不能做，人力资源不够的事不能做。

   人力资源的磨合期不能底于一年，临时招聘到一起的人员不能胜任大任，否则，一不小心团队就会成为乌合之众。新的投资或项目必须以成熟的团队去经营才会有好的结果。

   七、百年大业、树人为上

   培养你企业未来的人才梯队。

  优秀的企业家总是在创造财富与创造人才，企业的长远发展是生命力的传递，必须通过德才兼备的人来接力，所以企业家要善于当导演，而非总是抢话筒。在接班人的培养上，要重影响力的传承，而非位置的移交。培养和造就接班人，是企业家终身的使命，而非一时心血来潮。原则是：全面撒网、重点培养，先交学费，后予重任。

   没有经历过失败和挫折磨练的人坚决不能重用，人没有生而知之的，重用这样的人，意味着企业必须为他自负交纳昂贵的学费，甚至面临破产。所以要先交学费，后予重任。当然没有竞争也就没有动力，接班人应全面撒网、重点培养。

   如果一定要培养自己的子女为接班人，千万不要相信“龙生龙、凤生凤”的鬼话，管理必须从实战中来。培养自己的孩子就意味着要牺牲别人家优秀的孩子，要牺牲一个又一个的陪练，直到他的能力和水平真的超过别人家的孩子为止。

   八、白天不行善，晚上鬼敲门

   千万不要忘记每一个富人后面都有成千上百的穷人在盯着你，他们不用做什么，仅用冷漠的眼光就能把你送进心灵的地狱。

   在这个世界上不管你财富来得多么的合情、合理、合法，只要你拥有了比别人更多的财富，就意味着你在制造穷人，这是大自然不变的法则。

   财富本无姓，只是人在争，人人都是人，为何就你富？市场法则是丛林法则的继续，是兽性指挥人性的结果；在破坏地球、造福自己的壮举中，人类至今还没有找到自己的位置。人类不能等待上帝来分配财富，又不能放任自己永远处于你死我活的决斗中，于是就采用了市场经济的方法来挖掘和分配财富，市场经济仅仅是不得已的选择，市场经济中所谓的公平仅仅是人类自欺欺人把戏。当一个人拥有一辈子或几辈子都花不完的钱的时候其实已经是上当了，巨额财富对你来说也许是宝藏，但对你的子孙后代或在别人眼里可能就是个潘多拉盒。

   所以，企业家要多积善行德，以修造功德。否则白天不行善，晚上鬼敲门。世界上只有穷人喜欢的富人才最安全，帮助穷人就是成全自己，起码不至于天天活在胆战心惊之中。

   诚然，以上仅为一般情况，但老板多积善则是真理，否则，真睡不踏实，尽管有保镖无数。

(This article is an original article by Zhuge Changqing, and the pictures are selected from the Internet. Welcome to forward it, and please indicate the source for forwarding)

Introduction to Zhuge Changqing: Zhuge Changqing, the inheritor and promoter of traditional Chinese culture, is willing to "learn from sages, promote virtue, revitalize China and benefit the world" together with people with the same ideals in the world.

(Zhuge Changqing: zhuge8031@163.com ）

Zhuge Changqing mailbox：

zhuge8031@163.com

Zhuge Changqing's Chinese Dream

Learn from sages and carry forward virtue

Revitalizing China for the benefit of the world

 （本文是诸葛长青原创文章，图片选自网络。欢迎转发，转发引用请注明出处）

诸葛长青简介：诸葛长青，中国国学传统文化传承弘扬者，愿与天下志同道合者一起“学习圣贤、弘扬善德、振兴中华、造福世界”。

（诸葛长青：zhuge8031@163.com）

Zhuge Changqing mailbox：

zhuge8031@163.com

  诸葛长青中国梦  

学习圣贤 弘扬善德

振兴中华 造福世界

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1The wisdom of traditional Chinese culture changes the destiny: filial piety to parents+five in one+self-improvement

1 国学智慧改命运：孝敬父母+五合一+自强不息

2Zhuge Changqing's Three Golden Keys to Changing Destiny

2诸葛长青改命运三把金钥匙诸葛长青施食仪轨 （十五步简洁版）

3Zhuge Changqing's Greeting Ritual (15 Steps Concise Version)

3 诸葛长青施食仪轨 （十五步简洁版）

4How to repent: the ritual of repentance and the method of repentance (full version)

4   如何忏悔：忏悔仪轨忏悔方法（完整版）

5How to read the Dizang Sutra: Methods for reciting Dizang Sutra (complete version)

5 如何念地藏经：念地藏经仪轨方法（完整版）

6How to release? The ritual of releasing life

6怎样放生？放生仪轨

7Zhuge Changqing's Repentance Culture: A Case Study of Repentance Methods for Changing Destiny

7诸葛长青忏悔文化：改变命运忏悔方法案例

8Free Life Culture: Free Life Culture in Ancient China

8放生文化：中国古代的放生文化

9Shocking photo of feeding: Buddha, Bodhisattva and Dharma Protector come to the scene

9施食震撼照片：佛菩萨护法神亲临现场

10Feeding Rite Return: the return is changed to simple return

10施食仪轨回向：回向修改为简洁回向