How To Get Along With The Top Comrades?

"Faced with the same problem, many people have different views. They are afraid, supportive, or not.

Just, we need to understand what the goal is. If the goal is our consensus, please trust my professional vision.

The MontBlanc international art sponsorship award has just been completed. Mr. Han Wufu and I have started the "one year and a little while". Just like last year, he had just finished his birthday. At the beginning of the sixth ten years of his life, he seemed relaxed and happy.

He is very smart. Not only that, he is also creative and dialectical.

Combining their professional vision with the development of enterprises, and using the creative spirit of "looking at the other side of the coin" and using the way of being honest and honest, Han not only let MontBlanc go on the right path of rapid development, but also let us see the three roads when facing different voices in the work.

"Try to flip the coin."

When I interviewed Mr. Han Wufu last time, he remembers a sentence: "when something can't be done, but if you insist on doing it, try turning the coin over."

When Han Fu joined MontBlanc, he felt puzzled. It seems that some stagnant enterprises are facing such a development conflict. On the one hand, they want their brands to do something in the field of culture and art. On the other hand, they lack enough funds to invest in commercial sponsorship worldwide.

"When a conflict can not be reconciled, think about how to innovate and create another road."

This is the skill of Han Fu. "Then, I thought that we can do this by encouraging" art patrons ". They are all people who do nothing but fame and fortune in order to promote artistic development.

Of course, it is not easy for us to accept and support such an unheard of incident.

"At that time, I found my old friend, who was also the curator of the Museum of modern art at the time.

I said to him, "Hey, Tom, I want to set up an award to help the heroes who are out of the spotlight, and to set up a jury of famous artists to push forward this progress."

But he laughed at me: "this is a good idea, but you may not be able to afford it."

But I was not worried about my ideals at that time. I knew that I could persuade them to be a judge for free. It was a matter of giving back to society.

Later, when I had the opportunity to talk about this with several of the world's top stars, one of the French female stars, JAL lotus Dan, continued to support us for many years even if she agreed.

Han Wufu said that more than 10 years ago things were still cheerful.

Sometimes, it is like this, it is better to think in a way of thinking than to prove it or not.

He insisted, "please believe in my professional vision, everything must have a beginning."

In 1997, Han Wufu persuaded the management to make MontBlanc step into the bell watch industry, because the company knew that if the person insisted, it must be because he was confident enough to be professional.

"I have always insisted that professional people do professional things, I believe in their professional knowledge and grasp of the market, and I have been marketing in Swatch for so many years."

Han Wufu said, "there will be different voices at work, there are fears, support, and so on.

You need to understand what your goals are and who you are.

If the goal is our consensus and I am enough to convince you, then persuasion is not difficult.

I once introduced Jim, an old partner in Swatch, to MontBlanc.

So when the two of us said to the boss, "please believe in my professional vision, everything has to start," how can he refuse our insistence?

Because of this reason, when Han Fu realized that MontBlanc's customer demand investigation process should not adopt an ordinary way, he carried out a new way and lined up the argument: "MontBlanc sells emotional needs instead of material needs. Ordinary market research can not satisfy us. Our market research process should be like this: Senior Managers are not sitting in ivory towers and other reports, but should let heads of different levels at different levels come to the shops in their respective regions from time to time, listen to customers' inquiries, complaints and so on, and then feedback to the company, and make strategic plans based on these situations."

It may be hard to imagine how the warm Han Wufu before him reiterated this view thousands of times with those who opposed him. Han Fu believes that others are consistent with their goals, but they believe in their own eyes. Now, facts have proved that Han's vision and persistence are right. MontBlanc is the second brand of the whole group.

"What I want to do is, when my name is completely forgotten, the company is still there."

A person who says such words is enough to win the support and respect of others.

He will listen to whoever he belongs to.

At the MontBlanc headquarters, there is also a leader of the "behind the scenes" relative to Han Wu Fu.

The two of you will lead MontBlanc forward.

Mr. bell seems to be farther away from you than you are.

What do you think if you get along with a similar "difference" approach?

"We are in charge of different areas," he said. "He is in charge of the financial sector, and I am in charge of the market. We have a clear division of labor."

Han Wufu said, "we are partners and good friends at work.

If there is a difference of opinion, there is no doubt about it. I am sure to listen first, and then consult with each other on the basis of mutual trust. As long as we do not conflict with each other, we will see who belongs to the question and who will listen to it.

Han Wufu believes that as a leader in a large company, subordinates must be allowed to do what you want, even if they do not want to.

"That's the case.

Leaders of big companies must do this, even if they don't like it.

Even if the other party will be hit, we must be frank and honest. We can not avoid the fact that this is a kind of respect.

Good companies must be good at expressing their opinions. When we hear good feedback, we will accept it.

However, as a company leader, the greater the power, the greater the responsibility. They must be cautious in choosing. If your opinions are not accepted, they must be carefully considered.

Once they make decisions, whoever they are, must persist in implementation.

Rawlins and DELL share their dreams in 1984, and DELL dropped out of school in 1984, and Rawlins got a MBA degree from BrighamYoung, DELL forever doll face; and Rawlins, 12 years old, was thin and scholarly, often quoted by Thomas Jefferson and Alexander Sonisi; DELL always went home for dinner and played soccer with her children.

Also because the horse fell on my leg while riding, and lurched along with a walking stick. Rawlins was a classical violinist who took part in the YAMAHA motor racing and raised funds for Austen's symphony hall.

What do you see?

They must be disagreements, not their characteristics: persistence, firmness and wide interest.

However, those two who do not think that eight poles can fight can support an empire.

If you walk into DELL's headquarters in the north suburb of Austen, Texas, and walk up in a small conference room, you will find that all departments report to MK on the company's organizational chart, which is scrawled on the whiteboard. These two letters represent Michael Dale and Kevin Rawlins in the same box.

If you play the "two person three feet", you will know how difficult it is to cooperate in the real sense. Obviously, there are disagreements about the combination, but they can always make better decisions than separate ones.

"We are very healthy" Yin "and" Yang "," Rawlins said. "In some places, Michael often has different ideas, which fully demonstrates his extraordinary aspect as an entrepreneur.

He wants to do one million things. He is an extreme optimist.

I will bring him some pessimistic colors, and I will say, "no, no, no, your idea is excellent, but we have to pick one or two things we can do."

But when it comes to finance, the roles of the two people begin to change. Rawlins becomes the "always picking big targets". He will say, "let's double the size of the company."

At this time, it was Rawlins's turn to feel uneasy, and then he came to hold on to the impulse of Rawlins.

Because of this pformation of roles, the relationship between the two people is hard to really define. They are dynamic, and the only way to control this dynamic is their common interest, DELL, and this common interest is not what you see, because we all know that the name of DELL was carved on the building, and Rawlins did not.

In any case, the only factor that could really undermine this relationship is that two people have different views on the future, or power struggles, but stronger than any one of them is self centred.

They can always look at this cooperation with a professional attitude that does not mix with any emotion. "I don't think a person can consider everything thoroughly," Rawlins said. "Our experience is that if you think about the life you want, if you want to win in business circles, you should cooperate and communicate with others."

They often sit down and say, "who is the best person to do this?"

Who is suitable for who is competent, if two are not suitable, then consider the others in a big way.

How many times do they ask, why are they?

If you are still grudge your life and congratulate you, you will continue to be capricious.

If you are a man who lowers his head and finds money, you will naturally bump into a man. If you are a man looking up at heaven, you will naturally step into the well. If you are not prepared to look at your miserly and jealous human nature, if you will feel sad and get more criticisms and comfortions because others get more praise, then do not ask, I can not understand your answer.