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Our factory starts the learning journey from this the Romance of The Three Kindoms from the dimensions of strategic decision-making, personnel training, cohesion of people's hearts, and cultural construction.Let’s talk about the aspect of how to accomplish best cohesion of people's hearts in today’s article.
4.Unify the minds of all people on a common goal
The next step in recruiting and poaching of talents is to stable talents. We mainly discuss how our factory learned from the experience of Cao Cao, a management master during the Three Kingdoms period, from the two aspects of employee emotional management and knowledge-based employee motivation.
The next step in recruiting and poaching of talents is to stable talents. We mainly discuss how our factory learned from the experience of Cao Cao, a management master during the Three Kingdoms period, from the two aspects of employee emotional management and knowledge-based employee motivation.
Cao Cao is a master of emotional management. You can see everywhere in the book how he boosted morale or relieved public grievances. Let's take the origin of the idiom "Looking at plums to quench thirst" as an example. This story tells that when Cao Cao led his troops to defeat Wu, the soldiers were thirsty when they walked halfway. Cao Cao told them that there was a plum forest in front of them.After the soldier heard this, their hearts were full of fighting spirit and hope, and they didn't feel thirsty for quite a long time.
During the Three Kingdoms Era, all enterprises had knowledge-based workers, or "counselors". Cao Cao was the best manager of these people, and Yuan Shao was the worst. During the Battle of Guandu (the strategic decisive battle between Cao Cao and Yuan Shao), Yuan Shao got raged at his advisers from time to time, "Tian Feng" was also imprisoned by him, and Jushou was "locked up in the forbidden army" by him. His bad attitude made Xu You turn to Caocao and When Cao Cao heard that Xu You came to him, he was "overjoyed & walked out to meet him even without his shoes on , and he prayed to the ground first", such actions showed his spiritual motivation for employees was great which was completely different from the behaviour of Yuan Shao.
So how did our factory learn from this?
Our factory has always been famous in the Zhangjiagang mechanical seal industry for its atmosphere full of strong humanistic care. It is not difficult to imagine that this good working atmosphere has a lot to do with the management's ability to motivate employees and appease their emotions. As early as the establishment of the company, the company issued a regulation that the company's technical personnel can purchase a certain percentage of the company's shares after working for three years. In daily life, the leaders also care about all colleagues from the middle-level cadres to the ordinary employees. For example, during the high temperature period this year, we not only provided high temperature subsidies to employees, but also purchased enough sports drinks, replaced the dilapidated air conditioner in the canteen, and cared about an employee surnamed Wang who had symptoms of dehydration. Such cases abound. Another employee had a quarrel with the supervisor and was in a bad mood. The general manager took the initiative to talk to her to relieve her depression. In the end, the employee realized that the matter was purely a misunderstanding. Such cases are also numerous.
Our factory has always been famous in the Zhangjiagang mechanical seal industry for its atmosphere full of strong humanistic care. It is not difficult to imagine that this good working atmosphere has a lot to do with the management's ability to motivate employees and appease their emotions. As early as the establishment of the company, the company issued a regulation that the company's technical personnel can purchase a certain percentage of the company's shares after working for three years. In daily life, the leaders also care about all colleagues from the middle-level cadres to the ordinary employees. For example, during the high temperature period this year, we not only provided high temperature subsidies to employees, but also purchased enough sports drinks, replaced the dilapidated air conditioner in the canteen, and cared about an employee surnamed Wang who had symptoms of dehydration. Such cases abound. Another employee had a quarrel with the supervisor and was in a bad mood. The general manager took the initiative to talk to her to relieve her depression. In the end, the employee realized that the matter was purely a misunderstanding. Such cases are also numerous.
（To be continued）
