started as a researcher, became a vice president at the age of 35, and became the general manager at the age of 38. Liu Zongsheng is now the general manager of Yuanta Baolai, the largest credit investment company in Taiwan.
From the perspective of others, he is young and has risen rapidly, but Liu Zongsheng is also famous for his hard work. When
was in his twenties, he once went abroad for an investigation. During the ten-hour return flight, he finished a thick 70-80 page briefing. When he arrived in Taiwan in the early morning, he briefed his boss at noon.
was entrusted with important responsibilities repeatedly before he was 40 years old. Liu Zongsheng admitted frankly that he was not lost in taking on the big position so early.
"The most difficult time for me to manage was in the past few years. At that time, I used my own logic to ask others, but now I train them (colleagues) as general managers."
Q: You start to take the responsibility of cultivating talents , how do you know people?
A: People need to get to know each other through a lot of personal contact and private observation. When I am on a business trip, I spend a lot of time chatting with my colleagues, looking at his career plans and expectations for myself.
Some people value the sense of accomplishment, some people value remuneration, and some people value professional development.
In the past, I really wanted to adjust them all into the prototypes in my mind. Later, I found that everyone has his shortcomings and his advantages. Everyone in
has bad points, but as long as his good points are better than ordinary people, I will try to strengthen his good points and give him many opportunities to take on important responsibilities.
When you are willing to praise the merits of others, we can avoid internal competition, get rid of seniority, high and low positions.
After I combine everyone's strengths together, let them act as a team. Our team is a team that has its own strengths and complements each other.
I don't like opportunists , the good ones fight desperately, the bad ones can go as far as they can, although it's human nature, there may not be one person in 100 who is willing to do what everyone doesn't Willing to do work.
But an opportunist means that he will not have too many opportunities to get along with you, because he will try his best to get things from you, and once he is sure that he can’t get them from you, or he can get more from outside, he will leave up. We have met a lot of people like
, and I feel a little pity. Opportunists are not bad, they are just very dynamic, some jump around, and finally there is no news. The
team itself has short-term financial goals, but talent cultivation is the long-term goal behind it.
In the past, I would say to potential colleagues: "Your English is not good, how can I promote you in the future?" Now I will say: "You can find English better than you in the future."
Q: From the grassroots to the top, What experiences have you had along the way?
A: We promote a person because of his outstanding performance in the past, but after the promotion, he must change his head, but many people still do things in the same way.
For example, after a business executive is promoted, he still takes the lead in achieving performance, and it is difficult for him to work in the back office. On the one hand, he consciously does not understand, and on the other hand, other people will also say that he does not understand.
However, to become a general manager is to realize that you don’t know everything, and needs to change from “professional leadership” to “leadership profession”. In short, professional leadership is a profession, and leadership is a profession.
used to be able to expand professionally and make fewer mistakes and be promoted, but after becoming the general manager, he has to say sorry, because management decisions will make mistakes, just big and small mistakes.
This period of conceptual transformation needs to be adjusted. It is best to have a mentor, a noble person, who is the person who promoted you, to remind you, However, I can only say that even if someone else reminded me, I didn’t necessarily listen to it at the time Understand these principles.
Until many years later, I also started to promote others, and I naturally knew why my boss made this decision (promoted me as general manager).
If you asked why I was promoted four or five years ago, I would say that it was because people saw my goodness.
But now I will say, in fact, the boss also saw my bad at that time, but the boss hoped to let me play my good, and also hoped to help me with my bad.
ifSome of the following people told me: "I can't, I have never been a supervisor." I will help him to share experience, "You used to be like this, you can't be like before, but what to do now."
The next time he has another opportunity, he will come to me and tell me, thank me for giving him this opportunity at that time. With the accumulation of these experiences, he can discover the importance of talent cultivation at critical moments.
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