Management Training: Recharge and Empowerment

Release date:

2022-05-24 10:24

On December 16, the company invited Mr. Liu Shulin, an expert from Shenzhen Zhongxu Media Group, to deliver a tailored management training session for mid-level and senior managers.
This training session is themed “Enhancing Team Execution,” with a strong emphasis on helping all cadres improve and strengthen their capabilities in four key areas.
First, cultivate a mindset of accountability. Emphasize that you are the root cause of all outcomes, and urge managers to adopt this mindset by leading by example—actions speak louder than words. When faced with challenges, embrace an inward‑looking approach: reflect on yourself, look for causes within your own actions, and refrain from shirking responsibility or habitually shifting blame onto others. In your work, not only should you take ownership but also proactively coordinate and collaborate with relevant departments and colleagues, keeping customer satisfaction as your ultimate goal. Furthermore, ensure accountability is assigned on a one‑to‑one basis, clearly designating specific individuals responsible, thereby preventing the “three monks without water” scenario where responsibilities become diluted and unfulfilled.

Second, cultivate results‑oriented thinking. Execution is the action that turns goals into outcomes. Goal‑driven action is a voyage; aimless activity is mere wandering. Company and departmental objectives must be quantifiable, measurable, and tied to specific deadlines. We must emphasize both merit‑based and results‑focused mindsets: work that delivers results earns credit, while effort without outcomes amounts to hard work or futility. Doing something does not equate to achieving it, and hard work alone does not translate into merit. Everything managers do should be guided by customer satisfaction and the company’s strategic objectives. To become a results‑driven leader, keep the following points in mind: 1) If an outcome has no value to the organization, no matter how much effort I invest, that effort is ultimately worthless; 2) The organization’s results are delivered by its people—countless individual contributions collectively shape the enterprise’s performance; 3) When employees fail to deliver results, the company heads toward failure.

Third, cultivate a “wolf‑pack mentality.” At its core, this entails a strong sense of crisis and a keen awareness of competition, coupled with a high priority on building a world‑class talent pool. First, establish a sound system for promotion and performance‑based elimination; second, develop robust mechanisms for nurturing and advancing talent pipelines. The top performers should be widely recognized and celebrated, while those who fall short must be firmly held accountable. Managers must eschew the pursuit of superficial harmony; they should push employees out of their comfort zones, compelling them to continuously improve and grow. Prioritize those who are both capable and virtuous; invest in and leverage those who possess virtue but lack technical expertise; exercise caution when deploying those who are talented but lack integrity; and resolutely weed out those who are neither talented nor ethical. By doing so, we can steadily strengthen our workforce’s combat effectiveness and cohesion, forging a resilient, battle‑ready team that embodies the spirit of the wolf.
Fourth, we must adopt a mindset of “high standards and strict requirements.” When it comes to product quality issues or operational errors, we should refrain from making excuses and instead focus on finding solutions. We need to cultivate a conditioned reflex and ingrained habit around the principle of “achieving compliance on the first attempt,” turning it into an established work routine that ultimately becomes part of our corporate culture.

Chairman Dai Junhui emphasized that execution is at the heart of corporate management. All company leaders must, in light of these four areas of requirement, deepen their understanding, develop a clear mindset, and shift their way of thinking. Most crucially, each individual must engage in serious self-reflection, focusing on how much they have changed and how effectively they have put these changes into practice, so that the training delivers genuine results.

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The company successfully passed the 2021 annual audits of its quality and environmental management systems.