Chapter 738 Land Fertility To Forge Learning Machine

Author: Biantang Wushi

Chapter 738 Land Fertility To Forge Learning Machine

I think that if I want to stay steadily, the most urgent task is to forge a team of my own as soon as possible. The best way is to face a piece of white paper or a lot of paper to express my own masterpieces. Based on this idea, when explaining work, I always try to say more details as much as possible. Even if they think I am verbose, it doesn’t matter. On the one hand, I hope to cultivate their logic of doing things, adapt to my way of doing things and thinking as soon as possible, and can cooperate with me one day. On the other hand, it is also for the sake of long-term development in the future. It is necessary to slowly establish the company’s culture and brand them the company’s mark. To put it bluntly, it is my personal style.

I sincerely hope that they can help me with my help and achieve my expectations step by step. In fact, my expectations are also very simple, which is "to produce more grain and increase land fertility." What does it mean? Everyone may know that farmers must know what kind of crops to plant in the first year, which is crucial because it will have a great impact on the land fertility in the second year. For example, the rhizobia of beans have a nitrogen fixing effect, so after planting beans, other crops will grow well in the second year. On the contrary, because sorghum is too fat, so the land after planting sorghum is not conducive to the growth of crops in the second year.

I think after I explained this just now, everyone probably understood that what I meant here is that increasing land fertility means that your daily work should be like planting beans, rather than planting sorghum. That is to say, you should not only do things, make money, and study, but also collect the abilities generated through this job like picking up pearls. Next time, you can better use it for your work, and you can also constantly reuse, reuse, and reuse it.

I have read a book before. I forgot who wrote it, but I highly admire one of them. He said that no matter at any stage of his life, a person must always be in an active state through unreliable growth and the continuous transmission of work pressure.

I didn’t quite understand this sentence before, but since I started working, I have generally understood that the so-called pressure of learning is not the pressure given to you by the company or the pressure given to you by work, but the pressure that everyone within a group has to bear. This is easy to understand, but what are the three words "reliance-free" saying?

Personally, I understand that this dependence-free means not to take shortcuts. Let me give you a simple example. As a salesperson, there is no doubt that you should pay special attention to the sales model. The depth of the relationship with customers is extremely important. Many companies will expand their sales teams across the country and the whole world. The most common trick they use is to let locals take the lead. Because this will easily establish a harmonious relationship with customers and quickly get rid of orders. However, what I want to say is that this sales model is not solid enough. Why do I say that? Because in many cases, it is based on such a relationship that orders will follow people. Since this is the case, the effect of improving product and service quality is naturally very small.

So, I thought a long time ago that if I were the boss, I would never allow local people to do local business. For example, if I was a salesperson in Hubei, I would never allow him to do sales in Hubei. If I had to be in Hubei, it would be fine. I would only provide some jobs with relatively low positions. In addition, the main sales positions will be transferred for up to 3 to 4 years, so that salespeople will not be able to take deep roots in one place. So why do this? First, I hope to allow a person to learn and grow quickly without dependence. Secondly, I must be able to accumulate all his abilities in the company. Third, there are elements of dependence. Even if it is useful, I would rather not use it or choose to use it.

The biggest advantage of doing this is that it can turn all the experience that the company has into retention and superimposed experience. Why do many people fail to make progress after working in a company for a few years? I think the biggest waste of many companies is actually the waste of experience.

With Intelligent's current situation, I hope that not only me, not only other colleagues, but also the entire company will become a "learning machine". At such a highly uncertain stage, I am afraid that only this can ensure the normal operation of the company, keep the job of a big guy, and achieve the goals in my heart as soon as possible.

However, learning is definitely not just a simple slogan, nor is it a training meeting and lecture all day long. Strictly speaking, it is a complete system or even an advanced set of values.

The most important point is that it requires the company and leaders to do it, "nothing cannot be said to others." What does that mean? That is to say, all the problems arising during the business process must be discussed and solved on the desktop, and you cannot hesitate or delay. Only in this way can you accumulate bit by bit within the organization, and gradually become common knowledge points and knowledge bases from top to bottom. If you cannot do this, then isn't it still "dependence"?

So what are the benefits of continuous learning? You may say that your ability is getting bigger. In fact, it is not that simple. You should know that learning is not installing software into the human brain. It also means that you will have some predictions and judgments about the new situations that will occur in the next work process.

Please allow me to give an example of this.

By 1996, Huawei was preparing to enter the international market on a large scale. The earliest expansion targets selected were Russia, Brazil and other countries. The main reason was to consider that these countries have a large population, similar to China's development level, and are in a period of explosive communications market, so the market is easier to expand.

The idea is good, but the actual situation is different from what I imagined. It is really difficult to move forward. It was not until the second half of 1999 that I sold a cable to Russian Telecom by chance. How much does it cost? Haha, I signed a contract worth US$38, but it was fine. This was also the first order to achieve the real overseas sales in Shanghai. Although the entire sales process took nearly 4 years. It was easy to get started. Since then, with the recovery of the Russian economy, Huawei's market development has been smooth. In 2001, just two years later, Huawei's sales in Russia reached 100 million US dollars.
Chapter completed!