Twelve Advices from Huawei Xugong

Twelve Advices from Huawei Xugong

First, "starting from small things, learning to lose, and cooperating with others", this is the last class before graduate school, the teacher of the electronic circuit finally gave us a few words, although I forgot the teacher's name, but The sentence has been remembered so far. In Huawei's work practice, I feel more and more profound about this simple article. Starting from a small matter is not always satisfied with doing small things, nor is it a high-spirited talk. Learning to suffer is not to endure the loss, is not to care about the momentary gains and losses, is the key to give up when there is courage.
Second, "How big is the heart, how big is the stage." Many of our successes come from dare to think and dare to do it. Just like the first time I received a questionnaire, I didn’t understand it, but dared to try it and dare to solve it. It’s really solved; just like we do SPES, even if no one, no technology, no accumulation, and big companies such as CISCO are doing it, we dare to do it, dare to implement it, don’t blindly worship or fear authority, and also achieved success. Of course, this is not just blind and daring. The big heart also means actively paying attention to the vast external world, and openly and tolerantly accept all kinds of new things.

Third, "learn well, go up every day", this sentence is used to describe the requirements of IT people, the most appropriate. The true winners and experts are the "most afraid of learning" people, do not understand things, take it to learn. Our IT now has a technology big cow Tan Bo, in fact, he is not born a big cow, but also from the layman to become a super expert through learning, he once told me that when I started as a UNIX system administrator, I saw # prompt Fu was shocked, because he spent a lot of years developing under UNIX is a % prompt, never had administrator permissions. Look at the experts' level at the beginning! When I was working on a backup project with me, I asked him to study the backup and recovery methods of the ORACCE database when he retired. He looked at the text and thought that the regression of the database was like walking backwards. This is a bit of a humorous taste. But he got up every morning, read an hour's book before going to work, and accumulated it for many years. Now he has become a super expert who has no challenge in many fields such as system, database and development. However, learning is definitely not just learning from books. In fact, it is more important to learn from practical work and learn from the surrounding. For example, what I think is the most important thing that I learned in Huawei is “to be good at using adversity.” Huawei did not emphasize difficulties every day in the winter, but proposed “using the opportunity of winter to reverse the global competitive landscape” and really succeeded. If there is no such winter, Huawei may still be behind the industry for more years; Huawei was not flustered when it was sued by CISCO, but actively responded, using the prosecution to achieve the effect of raising awareness that hundreds of millions of dollars may not be achieved. Waiting for these, turning the situation of almost catastrophic into a favorable condition for success, I was very impressed by the impression I left, and I was very impressed by the company's top management.

Fourth, be brave in practice, be brave in making mistakes, and be good at reflection. Many things are easy to understand, the key is to have actions, especially the management of some theories, methods, concepts. There is no use for empty talk and empty planning. It is better to actually make it, and to constantly reflect on improvement after making it, it is actually the most convincing. Without repeated rehearsals and reflections in practice, it is not easy to do everything that is well known. To give a small example, for example, managers should listen. I think Huawei’s 99.9% managers know this very well. A little, but what is the actual work? How many managers in Huawei have done this without interrupting others? Not rushing to the conclusion to the definition? Not eager to provide a solution? How many managers can naturally guide each other's expression? Ask the other person how? Confirm that you understand each other?

Fifth, there must be methods, routines, systematic thinking about problems, and strategic design of solutions. In the work of the previous years, due to a little success, and a little research on the technology, the Yelang arrogant began to grow up. Later, the company made a large number of consultants, and at first it was really not very popular with some consultants. In the years when the company was getting bigger and bigger and the complexity of IT was increasing, it gradually understood a lot. Experts in the professionalization of Western companies have methods, routines, and even how to open a club. There are many routines. Later, I became interested in the research of these routines. I have summed up a lot of routines and gave them to the department. Backbone training and discussion. In a complicated environment, many problems can no longer be studied and solved on the basis of things. It is very necessary to have a systematic approach and a strategic vision. This is especially needed for the design of systems and processes for the operation of an organization. Ianstein said: We can't solve problems by using the same kind of thinking we used when we created them.

Sixth, independent thinking, no one is cloudless. The company is big, there are more people, and it’s easy to get along. It is easy for people to fall into the situation of drifting and not going deep into the business, without seeing problems and dangers. Experts have had a study. When an avalanche occurs, the general victims are a group of victims. There are few victims of a single person. The reason is very simple. Individuals will be very careful and alert in avalanches. But a group, the larger the group, each individual will have an illusory sense of security and human judgment, but the reality is that regardless of the strength of the group, the avalanche is irresistible. Therefore, I feel that the ability to maintain independent thinking is especially important in large organizations.

Seven, less complaints, less talk, proactive, and more practical. I used to be a lot of angry people, and I often fell into complaints. But years of work have made me change, because knowing the complaint is the most helpless. There are always imperfections in the world, and there will always be troubles. The only solution is to face it and solve it. Do real things, change the status quo of our dissatisfaction, and change our dissatisfaction. In fact, there are a lot of things that are worth complaining about. We have made it out by ourselves. For example, it is very common in the society that senior cadres have retired, complaining about the unpopularity and feelings of the world. If you want to explore it, the reason is probably his power. When you are proud of the spring breeze, you can't be seen by others, like the dirt.

8. Responsible for the profession, responsible for the goal, responsible for themselves, the winners often consciously self-discipline, keep their promises, and have no fear. Large enterprises will definitely have performance appraisal, there will be merits and rewards, there will be KPIs, there will be leadership instructions, and even a little corporate politics, but if we unilaterally pursue appraisal results, one-sided pursuit of KPI indicators, one-sided pursuit of rights and interests, one-sided Responsible for others, responsible for others, not responsible for themselves, not responsible for their own goals, the sense of mission, responsibility, enthusiasm and curiosity of losing their jobs will not reach their best. And how can a company succeed in creating an environment in which each individual can be as optimal as possible, and the company will be invincible.

Nine, more humanistic cultivation and aesthetic appeal, it seems that it is not very relevant to the work, in fact, it is too relevant. The achievement of outstanding achievements is inseparable from the pursuit of the realm of beauty. The greatest scientific discoveries often contain order, simplicity and beauty. Lack of a little aesthetic pursuit, what UGLY things dare to do, unscrupulous, everything to do, not "elegant", will not last long.

X. "Hello everyone is really good", pay attention to people, help people, treat people sincerely, and be kind. The rapid development of modern society, due to the role of the media, over-emphasizes the increasingly indifferent and cunning relationship between people, but the actual society and community may not really be the case. At least before I came to Huawei, I was a big company. There is still some unknown fear in the personnel relationship in the work, but in fact, in this group, almost everyone can be open and sincere, and the relationship is harmonious. So the key is that we must be able to treat others with sincerity and to be more at heart with others. Of course, conflicts at work are inevitable. In fact, there is no need to avoid conflicts. Even many conflicts are of great benefit to organizations. It’s like feelings are better after a couple’s fight. As long as we master two principles: 1) the right thing is not right, 2) the person is good. It is sure to lead a moderate conflict to a direction that is beneficial to oneself and to the organization.

XI. Openness and sharing attitudes. Working in a high-tech company, if you report a conservative and closed mentality, growth will certainly be blocked.

Twelve, do a good job of time management. Working in Huawei for 10 years, 3,650 days, and working days of 3,000 days, is it time to spend the most important things, and how much effective and productive working hours are really doubtful. Time management is one of the biggest lessons of my work in Huawei. It may also be a problem of the company's overall integrity. The lack of planning is often interrupted. Or it is constantly interrupting colleagues' subordinates; or continuous meetings. , discussion, taking up most of the time; or being dragged by your own interests, spending a lot of time doing something that is not marginal; or spending a lot of time on some fine-grained things, making things that are difficult and important It has been dragged to the point where it is not impossible to solve and then forced to act. Looking back now, if I can manage this decade, I think the achievements should be much bigger.

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