Vanke Wang Shi Said: Why Not Train Successors?

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Yu Liang, chief executive of the Beijing region, left office. While expressing her blessing, Mr. Yu Liang said, "Vanke is very optimistic about Daqing's future venture factory project. We will join it as a financial investor."

With Xiao Li, Vanke has left two executives, but this has not been a big influence on Vanke.

The reason lies in the fact that founder Wang Shi left a good corporate culture and management system.

In 1999, I resigned to a certain extent in my own hobby. Apart from the well-known enthusiasm to regain the teenage dream, there is another big reason why it is an opportunity to alienate from management.

Yes, I was intentional and Vanke.

Layer alienation, many people do not understand this.

In the process of establishing Vanke, basically everything is personally experienced as chairman and general manager.

But one person, no matter how powerful and inexhaustible energy you have, you will leave one day. This is the natural law that no one can go against.

Vanke's success is not to say that Wang Shi was in the red when he was in office. Wang Shi went downhill when he was away. If this is the case, then the enterprise is immature.

I don't want it to be impossible for me to go on. I can't go without my eyes. I let go early. It's good for Vanke.

But when I quit my job, I was only 48 years old, and I am still in the prime of life. If I stay at the company, I am sure I will be all right.

All the work is undertaken by the general manager. If a chairman, if he wants to intervene in the past as a general manager, is he going to leave the company and leave the company for one or two months?

Of course, it's easy to talk now, but in the beginning, I really didn't get used to it.

Don't do things like "wait for a curtain to listen to politics".

Because I am the chairman of the board, so I still have to work as usual on the second day, but when I arrive at the office, I feel uncomfortable. I feel cold and cheerless. I read the calendar and read the Notepad. It is not a holiday, nor anything special. I asked the Secretary where the people had gone.

The Secretary said that everyone was holding the general manager's office.

My first response was, why didn't you call me? Then I realized that I was no longer the general manager.

During their meetings, I walked up and down the office, scratching my ears, and I didn't know what to do.

In particular, I want to rush over to see them and tell them that if you open yours, I will sit next to you and listen to nothing.

But when I think about it, the new general manager has held an office meeting for the first time. If the former general manager and the chairman of the board are sitting there, how can they hold a meeting?

So I had to say it in my heart that I could not go past.

The feeling is like the day before, it is also energetic, pointing to the rivers and mountains. On the second day, you take a walking stick to take a walk in the park, take some old photos to remember the past years, and think about life by the way. It looks very pleasant, but for a man who is still in the prime of life, it is like a wild animal to be thrown into a cage.

I can't help laughing now.

The first day was in the past, and on the second day, it was still unpleasant; on the third day, it was still unpleasant; on the fourth day, the general manager came to report the meeting that day, and said there were seven points.

I listened very patiently and listened with interest. First, second, third...

Speaking of third points, I said no need to say, I know what the next fourth, fifth, sixth and seven are, and then I'll tell him in the opposite direction.

He was surprised and puzzled and asked me if I had eavesdropped.

In fact, they were all cultivated by me.

They certainly have a good idea of what they will discuss at the meeting.

Then I told him that the fifth point of thinking is wrong, and sixth points are wrong.

The general manager listened to me, and his eyes were full of admiration: the boss did not attend the meeting, and only listened to the first three points of the report, I knew what was coming next, and I could point out what was wrong.

Of course, it made me feel high, and I felt good about it. I didn't know what I was talking about and what was wrong with me.

So when I was in the second week report, at third o'clock, I couldn't sit still, and I talked about the next few points and the corresponding problems.

By the third time, when the general manager reported again, I felt that his eyes were no longer shining and his state was wrong.

It looks like "whatever we think, what we discuss, what decisions we make, and the chairman can guess that rather than reporting, we might as well follow the instructions".

As soon as I looked at the state, I knew there was a problem, and the problem was still on my body.

When he reported, there was no initial mood and momentum.

I decided not to speak at the moment and listened to him. In fact, at third, my "inertia" came again, especially to interrupt him, but still forbearance to bite his tongue and do not speak. He seemed to have mastered my "law", so he waited for me to speak at third. I did not say, but he had to continue to speak fourth, fifth, until he finished, and I had been forbearance, and I said, I had no opinion.

Then I've been thinking about where my problem is.

First, is it really ready to hand in the right? Ask yourself, no one forced me, really is to hand in; second, since it is the initiative to voluntarily hand in the right, why not rest assured, because they feel that they are going to make mistakes.

So I began to convince myself that I have made mistakes since I started my career in Shenzhen, and I have been committing it all the time.

Why can't we allow them to make mistakes? This mindset is very important. Since I am also making mistakes, I should be tolerant of their mistakes.

If they do not wait for their thinking, I will point out the problem directly, and they will not spend any more time thinking or thinking. If I correct them at the beginning, they will not realize the seriousness of the consequences or make progress.

Only by letting them experience it can they make steady progress.

So I let myself firmly hold that if they make mistakes as long as they are not fundamental and subversive, I pretend to be foolish.

Otherwise, there will be no difference between me and the new successor.

Training successors has always been unsuccessful.

The succession of private enterprises in China has always been a delight to the public.

Some people have put forward such a hypothesis to me. If Vanke fails, will you get out of it? I'm just going to be a result of two things. One is a veteran who will take the lead.

Let me start with second.

If I can't come out, why do I have to do something that proves I can't do it? If it's the first case, it's contrary to my purpose, because it only proves that I have been unsuccessful in the years of decentralization and team building, so I have been 10 years to 58 years old, and I have to support 10 years and 68 years old. Even if I can reach 78 years old, what is the significance of this? From the long river of life, a person's life age is 40 years, but it is a long time in the history of the growth of an enterprise, even in the history of human growth.

So no matter what I do, I will not come out.

Recall that one year's list of "China's most influential business leaders" ranked first in HUAWEI's Ren Zhengfei and the second in Vanke's Yu Liang.

For Vanke, Wang Shi's role is not as big as public imagination, and even now it is dispensable.

The division between Yu Liang and me is that I care about things that are uncertain, and he cares about what is determined. But in fact, a lot of uncertain things are concerned by the team of Yu Liang. At the present stage of Vanke development, the whole team has undergone various tests. The backbone of the Vanke and the cadres in the middle level have played a mainstay role. I admire them very much.

I remember that when Niu Gensheng invited me to Mengniu in 2005, he asked me two questions when we exchanged ideas about business.

The first question is, how do you serve the central leadership?

This problem baffles me, because I have not received the central leadership; the second question is, how do you train successors?

I said I did not train successors.

He was stunned on the spot.

I really do not train successors.

I was born in 1950s and experienced many important events in the history of new China. I know that training successors has always been unsuccessful. It is very risky to set up a target person.

When I resigned as the managing director of the company in 1999, I summed up what I left to Vanke.

I chose an industry, set up a system, trained a team, and set up a brand.

Vanke trains a team and builds a system, not just one or two successors.

The first hand is of course important. If practice proves that the succession is incompetent, but there is a system guarantee and error correction and substitution, it is still easier to establish a system than to train successors.

I once received a delegation from a young entrepreneur in Taiwan. They asked the same question: How did you pfer your work and how to train successors? Because in Taiwan, they did not give up, they did not worry, they were probably influenced by Wang Yongqing, and he was still doing their best before he died at the age of 93.

So the leaders of this style may not be all good: you are still 93 years old, and how can the young people have good opportunities for development? These Taiwan entrepreneurs are very curious about Vanke.

Because they came to the company, I arranged for Yu Liang to report to them. They could feel Yu Liang's confidence immediately. Yu Liang could make his own decision. He could answer any questions freely, instead of looking at me or letting me answer for him.

So I said I did not train successors. They were also stunned. How did you fail to train successors?

If the enterprise is growing too fast, it will grow too fast, and it has many irregularities. If it comes to a "airborne" at this time, a large enterprise and a very standard person will become a general manager. He must not be familiar with the environment of Vanke. His idea is not commensurate with the fast growing enterprises. So this person must come from this enterprise, and this person must have not been here for a long time. It must have been done for a while. Second, I think from the perspective of business ability, intelligence and EQ, I think EQ is more important, such as integration of social resources, tolerance of people and use of people. How did I choose Yu Liang?

For example, Yu Liang, he did not understand the real estate industry, because Vanke was originally a diversified, mainly engaged in investment, and more needs financial, financial and other aspects of knowledge.

He doesn't know real estate, so he can't match him with a good assistant. Of course, our traditional saying is "red and expert." I think "red" is not just a character, but a part of EQ. Others include tolerance and self-restraint.

Generally speaking, the inheritance of enterprises depends on culture rather than blood relationship. The first generation of bosses' opportunities come from all corners of the country, and are worth second generations. They are already platforms of globalization and internationalization.

Whether Chinese enterprises can grow or not and whether China's private enterprises can develop depends to a large extent on the moral level of professional managers.

The Chinese are full of entrepreneurs' adventure and sense of innovation. Therefore, there is no need to worry about the lack of entrepreneurs. China is concerned about the lack of adequate professional ethics and occupation.