What are the problems of private enterprises in China?

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Disadvantages of private enterprises

Private enterprises in China have developed for more than 30 years. In the process of rapid economic development in China, they gradually showed their unique strengths and advantages, played an important role in promoting and will continue to play a positive role. However, at the same time, private enterprises have exposed more and more disadvantages. We can't ignore the shortcomings and defects of private enterprises, because these shortcomings and defects not only directly affect the life span of private enterprises for a long time, but also have a more and more serious negative impact on society. For example, the survey shows that 6.5438+0.5 million private enterprises are born in China every year, but at the same time, more than 6.5438+0.5 million people die every year; 60% of private enterprises will go bankrupt within five years, and 85% will die within 10 years. Why are private enterprises in China so short-lived? Based on this, this paper will systematically discuss the disadvantages and defects of private enterprises in China at this stage, that is, "twelve disadvantages", in order to bring some enlightenment and help to the management of private enterprises in China and promote the healthy and benign growth of private enterprises.

First, the "Thanksgiving" cultural deformity

The lack and misunderstanding of gratitude culture will restrict the rapid and healthy development of private enterprises in China for a long time. Thanksgiving is a concept with strong religious flavor, which originated from Christian doctrine. Its original intention is to ask believers to thank the Lord for his sacrifice to save the world-being crucified, thanking the Lord for his love and tolerance, and thanking brothers and sisters for their help and support. "Gratitude" will inevitably urge people to expand their "memory" in their spiritual space, make people gradually increase goodwill and tolerance, reduce the friction between people, melt the distance and contradiction between people, enhance cooperation between people, and continuously improve the overall operating efficiency of enterprises. However, some private enterprises know to follow the market rules when making money, but they can't treat employees according to the market rules, and unilaterally emphasize that employees should be "grateful". As a result, the enthusiasm of employees is declining, and the overall efficiency of the enterprise is decreasing, even if the enterprise continues to grow and develop. Therefore, the culture of "gratitude" should not be abused. We must understand "gratitude" according to market rules and strive to cultivate "gratitude" culture. Moreover, the relationship between boss and employee is based on the economic index-profit, which is mutual. Employees should learn to be grateful, and bosses should also learn to be grateful: thank employees for often working overtime for their own company, thank employees for enduring a lot of cold eyes and contempt in order to get an order, thank employees for doing their duty to make the company run normally, and thank employees for sweating in the face of high temperature and delivering goods in time.

In an enterprise, only all employees (including the boss) have a "grateful heart", and the "grateful heart" can play a huge role. Otherwise, "gratitude" can only be used as a tool for enterprise decision makers or managers to fool employees. I hope that private enterprises in China can think deeply and introspect, correctly understand the "gratitude" culture, put an end to the ideas and practices of calling themselves "benefactors" and strive to cultivate them. In addition, the development of enterprises can not be separated from the support of all sectors of society. Therefore, enterprises must deeply understand the connotation of "thinking about the source of drinking water", seize opportunities or create opportunities to repay the society and do their part to promote social progress. Nowadays, a few enterprises will "be grateful" or return to the society to a strategic height, and even put forward the grand wish of "self-cultivation, keeping the family in order, starting a career and helping the world". This is a very good phenomenon. "A single spark can start a prairie fire" will surely drive a large number of enterprises to put the return to society on the agenda and promote social progress. On the other hand, with the progress of society, enterprises will gain greater benefits. Therefore, it can be said that both "two-way gratitude" and "social gratitude" can bring tangible benefits to enterprises. In short, China's private enterprises must have a comprehensive and profound understanding of the "gratitude" culture, form a positive "two-way gratitude" culture and "social gratitude" culture within the enterprise, make the market-oriented "gratitude" culture a lubricant in the business process, reduce internal friction, retain "golden employees" and avoid losses. Only in this way can the overall operating efficiency of private enterprises in China be substantially improved and enterprises can embark on a steady road.

Second, the awareness of "sincere respect" is extremely scarce.

To a certain extent, the fundamental reason for the difficulties of private enterprises in China lies in the mentality of managers. To put it bluntly, the managers of private enterprises lack the "sincerity" that people should have, and manage their subordinates with a pure "utilization" mentality. There are many managers like private enterprises who use their subordinates at will (to a certain extent, of course) on the basis of treating others as fools. However, "fools" are only a few after all, and most people are very smart. Private enterprise managers can't fool others as fools. Because, over time, subordinates will naturally find the intention of the leader. Can managers still use subordinates as they did at the beginning? Of course not. However, some private enterprise managers still have a way, that is, since you have noticed, it is completely feasible for me to dismiss you and change to a new person to take advantage of his "enthusiasm". In fact, sadly, many private enterprises do this. Therefore, this lack of honest management will lead to the confusion of enterprise management system, and talents will not be appointed or retained, which is really a kind of "talent waste". Moreover, in this kind of private enterprises, few employees can complete their work with good quality and quantity according to the post regulations, and there are a lot of formalistic phenomena such as posturing, anticlimactic, and good people. It is not uncommon that people are overstaffed, shirking things, shirking their responsibilities and striving for glory. These make the overall work quality of the enterprise low and inefficient. Over time, the life span of these enterprises will be the same as their "employment mode". After the "heat", it will naturally close down, and it is difficult for anything to last forever.

In all fairness, no matter from the perspective of individual personality or interpersonal communication, managers of private enterprises should respect their subordinates and colleagues with a sincere heart, think more about helping subordinates, "put themselves in their shoes" and think more from the standpoint of subordinates. Only with sincerity can we communicate effectively; Only with sincerity can the cooperative relationship last; With sincerity, private enterprises have real unity and cohesion. On the contrary, all deception and lies will eventually be exposed and mercilessly abandoned by the world. So what is the deep reason for the lack of sincerity? I think managers are mainly driven by short-term interests and only care about "finding sesame seeds" in front of them, regardless of whether they will "throw watermelons" in the future. Furthermore, it is also closely related to the employment concept of business owners or decision makers. Many private enterprises in China regard people as "cost" instead of "people" as resources. Since it is the cost of the enterprise, what the enterprise is most concerned about is how to reduce the cost. In this way, enterprises will form a bad atmosphere: the boss squeezes the top, the top squeezes the middle, and the middle squeezes the general staff. In short, it is squeezing down layer by layer, and I can't wait to squeeze the oil and water dry. Where can we talk about "sincerity", "respect" and "empathy"? Western human resource management experts put forward that people are resources, not costs. Therefore, in this sense, the most important asset of an enterprise is not money or other things, but human resources composed of every employee. Policymakers or managers should treat employees sincerely, rather than simply using them. Moreover, only by treating each other with sincerity can we respect each other, let managers and employees feel equality in personality, give full play to the potential of human resources and reduce costs for enterprises. Private enterprises in China urgently need to realize this.

Third, there is no trust outside the "own troops"

Due to various objective reasons or the thinking limitations of enterprise decision-makers, it is not uncommon for private enterprises to attach great importance to "direct troops", resulting in low trust between "direct troops" and non-direct troops. In addition, generally speaking, private enterprises are led by "direct troops" and "non-direct troops", so it is difficult to establish real trust between superiors and subordinates. For example, the purchasing manager of a private enterprise should also personally ask questions when purchasing spare parts of several hundred yuan to avoid "mistakes". The superior's "hands-on" seems to be serious and responsible for the work, which is essentially the result of distrust or even "strict vigilance" against subordinates. In the long run, not only will the ability of subordinates not be fully exerted and exercised, resulting in their low spirits, but leaders themselves will often make mistakes in their own work because of "lack of energy", and even their bodies will "collapse" day by day, thus further restricting the healthy and rapid development of the company.

To solve this problem, the bosses of private enterprises must first improve their thinking realm, realize that when the enterprise grows, they must employ people with a broader mind, and even more realize that there are people with excellent ability and excellent moral quality besides the "directly affiliated units". As long as the enterprise gives them fair and reasonable treatment, they will be loyal to the enterprise and do their best to create value for the enterprise. Secondly, private enterprise owners should improve their ability to recognize people and recruit talents who can really make themselves "at ease", which naturally avoids the psychological obstacle of "once bitten, twice shy". It is worth mentioning that private enterprise bosses should be cautious in recruiting human resources managers, because under normal circumstances, "thieves" can't be "security captains". Once the HR manager is wrong, the consequences can be imagined-a group of inappropriate employees will inevitably enter the company in the future.

Fourth, the brand is to pursue "short-term interests"

Because "brands always speak for interests", the birth and development of many private enterprise brands also gave birth to "deception" and "exaggeration". Many private enterprises make brands for the sake of making brands, and regard brands as a tool to obtain short-term benefits, instead of promoting the sustained and healthy development of enterprises with brands or providing convenience or other value to consumers with brands. In other words, many brands have seriously deviated from the true meaning of the brand. For example, health care products without any features or functions are artificially given a unique "selling point" in the name of beauty or fashion, and then a large-scale advertising bombing, combined with ulterior motives, openly deceives consumers in the market and even becomes a "best seller".

Objectively speaking, due to the serious asymmetry of information and the limitation of consumers' discrimination ability, it is naturally difficult for consumers to distinguish between true and false, and most of them follow the trend without a conclusion. As a result, some brand products have achieved good sales performance, and even become "famous brands" in a certain region or even a larger region. But judging from the historical development, the eyes of the masses are discerning after all, and the deception of enterprises will eventually be seen through by consumers, born to die. However, for the victims, despite the complaints, they can't recover the losses and can only swallow the bitter water. Take the home appliance market in China as an example. Although the home appliance industry has the strongest "gunpowder smell" in the market, it has been fighting all the time, mostly "war of words" and "concept war". Earning money is more important than actual function, and propaganda is mostly some "artificial" concepts, the essence of which is to "deceive" consumers.

To be fair, in real life, many consumers do not get real benefits from brands. The special function of flying all over the sky was originally written in the manual, and the magical effect was just lip service. Carefully selected well-known brands are all "carefully forged" by manufacturers. So many brands died within a few years. Moreover, a brand of private enterprises died, and the original business owner "created" another brand, and then "fooled" with the new brand. What's more worth mentioning is that a century-old brand should not become a gorgeous coat for private enterprises to decorate their facades, because for most private enterprises that only pay attention to "short-term interests", a century-old brand can only be a mirage. Therefore, China's private enterprises should operate "brands" in good faith, provide convenience and added value for consumers, and make brands have long-term sustainable competitiveness.

Five, that "loyalty can be cheap"

In the process of enterprise development, the stability of company personnel is an important factor, which can be understood from two aspects. On the one hand, the stability of personnel is conducive to the formation of unity vision, the cohesion and accumulation of corporate culture, the inheritance of unity values, and the great centripetal force for enterprises to forge ahead towards the goal of unity; On the other hand, personnel stability can reduce the company's operating costs and avoid the waste or even huge losses caused by the "defection" of key personnel. However, many private enterprise bosses keep saying that they attach great importance to talents and repeatedly emphasize that employees should have loyalty, rather than "this mountain is still high", hoping to "fool" employees with loyalty in exchange for their "perseverance" and strive to maintain the stability of company personnel, but the fact is not as they wish. Many subordinates who follow them are "playing tricks and knocking on the drum of resentment", full of dissatisfaction and resentment. The fundamental measure to change this situation is that the bosses of private enterprises should give up the idea of "ignorant" employees as soon as possible, think more about employees from the perspective of employees, and try their best to meet the reasonable needs of employees in different ways.

In modern society, information is very developed, and the space for information asymmetry is getting smaller and smaller. Private entrepreneurs should understand employee loyalty from the perspective of the market and give employee loyalty the economic benefits it deserves. Don't try to fool loyal employees with so-called loyalty. You know, there are limits to everything. Beyond the limit of loyalty is not loyalty, but "ignorance". The awakening of "ignorance" will inevitably bring huge losses to enterprises. Human nature is "economical" To understand this view, private entrepreneurs should be able to understand that private enterprises should stay away from the "ignorant people" thinking, correctly understand employee loyalty, eliminate potential "ignorance", nip in the bud, and truly lay the foundation for the stability of employees and enterprises.

Sixth, moral standards are "held in the hand"

Many bosses of private enterprises "hold moral standards in their hands", which leads to vague moral standards and even no basic moral bottom line, which will inevitably restrict the improvement of the overall moral level of private enterprises. From this, we can see that the moral standards of private enterprises are quite vague, which has caused a bad influence step by step in the specific behavior of enterprises and "eroded" the brand image of enterprises. What is directly manifested is that the differences in the moral level of all employees in an enterprise determine the cultural level and cultural level differences between enterprises. In popular terms, it is: "As you sow, you reap." "Melon employees" form "melon culture" and "bean employees" form "bean culture". Many private enterprises have a culture of "moral standards in hand" and corresponding behaviors, which should be a necessity.

There are many concrete manifestations of moral standards. Here are some extreme examples. For example, some private enterprises have set up many unreasonable rules and regulations, such as stipulating that employees can only go to the toilet once every half day, which makes many employees afraid to drink water before going to work, which seriously damages their health; Some stipulate that female employees are not allowed to take time off when they come to their official holidays; Some enterprises stipulate that workers are not allowed to leave work or even eat if they can't complete the quota of the day, which makes many workers forced to work 12, 13 hours a day, but they don't give overtime pay at all; In order to make money, some private enterprises dare to disregard customers' lives and produce extremely harmful food to kill people; In order to prevent theft, some private enterprises lock the windows of factories and some fire exits, resulting in many employees having no way to escape in case of fire. Some enterprises will produce toxic gases or use corrosive liquids in production, but the boss refuses to equip his employees with enough protective equipment to save money, so that they can work in a dangerous environment for many years and even cause death, and so on. Can such private enterprises have a long life? Of course not. In reality, although few private enterprises have such a serious lack of morality, the actual performance of moral standards is still endless. However, the unchangeable rule is that successful private enterprises must have a good, healthy, advanced and ethical cultural concept, which is also an important foundation for the continuous development and growth of private enterprises in China.

Seven, the law of good faith is just "talk"

In today's increasingly international competition, for enterprises, honesty is an important factor for their long-term success, and whether it is honest or not will directly affect their survival and development. However, although many private enterprises and entrepreneurs are clamoring for "honesty" in front of the media, and they all understand the basic connotation of honesty, entrepreneurs who fail to keep their promises will soon make their subordinates distrust their superiors, but sadly, many private entrepreneurs still only talk about the law of "honesty" and will not practice "honesty" in actual behavior, that is to say, honesty is just a fragile and beautiful coat, as long as it is "wind". The success of entrepreneurs or leaders is always inseparable from the efforts of team members, so entrepreneurs or leaders should not despise their promises to their subordinates, or resolutely refuse to promise, and they must keep their promises, even if they will bring some losses in the end, otherwise they will lose more as entrepreneurs or leaders.

Since ancient times, people in China have paid great attention to one truth, that is, talk less, but believe it. Shang Jun, for example, recorded that Shang Yang was going to reform in Qin State and made new laws. In order to convince the people that the new law can be resolutely implemented, he planted a big wood in the south gate of Beijing and said to the onlookers, "Who can move this wood from the south gate to the north gate and reward fifty taels of silver!" Most people don't believe such a good thing, and I'm afraid Shang Yang's promise can't be fulfilled. While everyone was hesitating, a man walked from the south gate to the north gate, carrying wood. Shang Yang cashed it on the spot and rewarded him with fifty taels of silver. In this way, people believe that what Shang Yang said is true, and people will abide by it when implementing his new law. Private entrepreneurs in China should seriously consider this allusion, and urgently need to learn from Shang Yang's "words must be done, actions must be fruitful" in practice, instead of just "stressing the law of honesty".

Eight, "stay" sense of responsibility

Although private enterprises, as a form of enterprise, undoubtedly their primary task should be to do a good job in management, create economic benefits or material wealth, and promote social and economic development. Moreover, enterprises have lost the function of creating material wealth and the basic value of existence. However, a truly outstanding enterprise is definitely not just a "sales first" or "profit first" enterprise, it must have a strong sense of social responsibility. In fact, under the market economy, private enterprises are inextricably linked with society. Private enterprises come from society and will be restored to society, which is the relationship between society and enterprises under the new situation. The development, expansion or elimination of private enterprises must be borne by society. More importantly, society is the living environment for private enterprises. Without a good environment, it is difficult for private enterprises to survive. Therefore, from this perspective, private enterprises should take the initiative to assume their social responsibilities and responsibilities to their internal employees, so as to lay a solid foundation for their long-term development.

However, in order to maximize their short-term interests, some private enterprises often leave their sense of responsibility far behind and completely ignore their social responsibilities, which leads enterprises to focus on immediate gains and losses everywhere, regardless of the long-term interests of enterprises or the interests of employees and the interests of the whole society. In other words, the lack of social responsibility of private enterprises directly leads to some employees' dissatisfaction with the enterprise, the overall "unstable morale" of the enterprise and the confusion of product quality. Moreover, from a global perspective, the relationship between enterprises and society is also interactive and "win-win". Whether it is a state-owned enterprise with diversified property rights or a private enterprise with single property rights, we should not only consider investors, but also consider the country, community and consumers where they are located, and even consider the employees within the enterprise. Only by comprehensively considering the interests of all parties can we be considered as a qualified and responsible enterprise, and the community and country where this enterprise is located can truly develop and prosper, and the enterprise itself can embark on a higher level and even achieve prosperity. Therefore, private enterprises that put their sense of social responsibility behind them should learn from outstanding enterprises with social responsibility, so as to enhance their sense of social responsibility and shoulder their various social responsibilities. For example, in order to encourage the whole society to pay attention to, produce and use water-saving and energy-saving washing machines, Haier announced that it would stop producing non-water-saving washing machines, and also expressed its willingness to donate the newly developed "automatic water-saving technology" of drum washing machines for free and transfer it to its washing machine peers who are willing to work with Haier to promote the water-saving cause of the whole society. It is conceivable that Haier's move will help arouse the sense of social responsibility of the whole household appliance industry, so as to assume the social responsibility that enterprises should have, which is very worthy of serious study by private enterprises in China.

Nine, "Zhang Fei" cited "Zhuge Liang"

The main decision-makers and senior managers of private enterprises are generally "directly affiliated units" with their bosses, or active ministers who follow their bosses. Although these people are of "irreplaceable" importance to the company, their own limitations in knowledge and ability greatly limit the role of professionals. Private enterprises, for example, often have people who have a little knowledge of technology, but they can't pretend to understand it. On the contrary, I don't know how to tell professionals what to do and judge them, as if I were an out-and-out "expert". This is similar to letting Zhang Fei lead Zhuge Liang, and the result can be imagined. Sometimes, a professional can solve something in ten minutes, and its leader has to "squeeze toothpaste" for several days. This is not only inefficient, but also easy to reduce the enthusiasm of professionals, resulting in waste, and even lead to the brain drain phenomenon of "bad money drives out good money".

Of course, in this analysis, the author does not mean that "technical talents must be managed by technical talents", but just wants to clarify the specific performance of the dislocation of management thinking in private enterprises. Simply put, it is a huge waste that the professionals hired by the company at a high price can't give full play to their talents in practical work. So, how can we avoid the embarrassing situation that Zhang Fei is ahead of Zhuge Liang? The author believes that we should start from the following two aspects. On the one hand, the bosses of private enterprises should truly realize the harm that Zhang Fei's leadership of Zhuge Liang has brought to the enterprise, and find out who Zhang Fei and Zhuge Liang are. More importantly, they should fully trust the professionals they choose, fully authorize them, create a good working and living environment, and give full play to the talents and functions of professionals. On the other hand, for the healthy development of the company, the owners of private enterprises should establish the concept of meritocracy, not nepotism, and then correctly evaluate the existence value and negative impact of "directly affiliated troops", put them in a suitable position, and put an end to treating "directly affiliated troops" as "decoration" or even a stumbling block to the company's progress.

Ten, three leaders and a soldier.

Some private enterprises often have the absurd situation of "three leaders and one soldier" because of organizational relations or for some political purposes, such as letting leaders contain each other. It is even more difficult to let subordinates do things in a dilemma. For example, in the human resources department of a company, there are actually four leaders who can give orders to it directly, and they all seem to be "direct leaders". Sometimes, the opinions of several leaders "run counter to each other", but the other one can't offend, so the person in charge of human resources department has to complain and actively seek the "best plan". This phenomenon will naturally make people who want to do things unable to do things, or even have no intention to do things, because most of their energy is wasted on the "juggling" they have to do.

To solve this dilemma, enterprises with "three leaders and one soldier" should first start with their own thinking, make up their minds, hold centralized management meetings, listen carefully to the specific opinions of their subordinates, then comprehensively analyze, straighten out the operation process of the enterprise, determine the correct and appropriate organizational structure, and ensure that a subordinate has only one direct leader. Secondly, to be an enterprise is to be an enterprise. Political thinking does more harm than good, so there is no need to play politics in enterprises. Moreover, the result of mutual restriction is inevitably unclear responsibilities and rights, difficult decision-making and low operational efficiency. Therefore, private enterprise owners should reduce or eliminate political thinking, treat the top leaders around them sincerely and trust the talents they choose. Only in this way can the absurd situation of "three leaders and one soldier" be fundamentally avoided.

XI。 The company is a football field.

Some private enterprises are simply a "football field", as if playing the "World Cup" every day. Regardless of major issues, the phenomenon of "kicking the ball" often occurs. As for the reasons behind it, I think it is unclear rights and responsibilities and lack of supervision mechanism. For example, Xiao Liu, a new employee in the finance department of a company, needs a computer. Because the company has some idle computers, he reports to the relevant functional departments and deploys a computer as soon as possible so as not to affect his work. The leader immediately approved it, and Xiao Liu took the internal contact list and quickly found the manager Li, the person in charge of the relevant department. Unexpectedly, Manager Li said to him, "Look for Director Chen. He is in charge of this matter." Xiao Liu then found Director Chen and showed his intention. Director Chen immediately said, "I have no right to manage this matter. You should ask our leader, Manager Li. " No way, Xiao Liu found manager Li again. Manager Li looked at Xiao Liu and said, "We don't have a computer to deploy here." Xiao Liu replied inexplicably: "Vice President Zhou said that the company has idle computers." . "I don't know where it is." "Manager Li, you are the manager of this department. How can you not know? " "There is no idle computer. Why don't you ask my leader, Vice Chairman Ma? " Xiao Liu nodded helplessly and went to Ma Fuzong's office. Vice President Ma also signed the contact list to prove that the company does have idle computers. Xiao Liu was "tired", but he found Manager Li for the third time. Unexpectedly, Manager Li still said no, so Xiao Liu had to find Vice President Ma again. Vice President Ma was stunned, then prevaricated helplessly: "How did this happen? Then wait a little longer. " Xiao Liu thanked him and left the office. One afternoon after 10, Manager Li took the initiative to tell Xiao Liu that a computer had been deployed. Xiao Liu suddenly felt grateful, but the next morning, when he saw his resignation letter, he suddenly realized that the staff in Manager Li's department had been dismissed and immediately vacated a better LCD computer. Manager Li was worried that Xiao Liu would "grab" the LCD computer when he knew about it, so he took the initiative to "give" the old computer that had been idle for a long time to Xiao Liu, and the LCD computer was still "controlled" by Manager Li.

From this case, we can not only see the "superb skills" of Manager Li and the resulting reduction of Xiao Liu's work efficiency, but also get a glimpse of the whole leopard and realize that some "kicking the ball" phenomena are often caused by the "selfishness" of managers. Especially in the absence of supervision mechanism, the "selfishness" of managers is more likely to cause harm to enterprises. As for how to solve the problem of the company's "football field", the author thinks it is best to start from two angles. First, according to the actual situation of the company, establish a good management supervision mechanism and internal communication channels. Once there is sufficient evidence, a court master like Manager Li should be punished accordingly. If you still can't reflect on your mistakes and go your own way after being punished, you should be dismissed as soon as possible, because an irresponsible and selfish manager will inevitably continue to bring harm to the enterprise. Secondly, when recruiting employees, the human resources department of the company should conduct a fair and in-depth assessment of the interviewer's responsibilities, get an objective understanding of it outside the company, and try to avoid employees like "Manager Li" from entering the company.

Twelve, the lack of "telling the truth" environment

When many private enterprises have developed to a certain extent or even begun to take shape, it is difficult for bosses to hear the truth. There are two main reasons for this dangerous state. First, the boss himself lacks the courage and discretion to "listen to the truth". This is the most fundamental reason. Generally speaking, "the truth" is "sincere advice", or at least it is for the sake of the enterprise, but "sincere advice is hard to listen to" has existed since ancient times, and the boss will be uncomfortable to hear "the truth". If the boss's emotions are not shown in front of his subordinates, there will be no bad influence; But many bosses will react, so once subordinates notice it, they will reconsider the scale of their speech. More seriously, many bosses will obviously be unhappy about this, which is equivalent to blocking the channels for subordinates to tell the truth. Secondly, if the boss is a person who doesn't want to "listen to the truth", then in most cases, "birds of a feather flock together" and it is hard for senior leaders of enterprises to hear the truth, so enterprises will involuntarily form an environment of "refusing the truth". Let's consider how to say this sentence and how to judge it from the perspective of "making leaders comfortable". In the long run, leaders should listen to good words that can scratch their hearts, and the wind of "flattering" is bound to prevail.

Then, it is conceivable that this enterprise will fall into a false "unity" state: the boss says one, and the top management immediately says one, but dare not say two, and dare not raise objections; The top level said "one" and the middle level immediately said "one". Even if 10 thousand people agree, they dare not say a word "no" It seems that the whole enterprise is United as one and has a strong cohesion, but it can't see its true face: it is fragmented and fragmented. It can be said that it is very unfavorable for an enterprise to be in this state, just as the "sand pile" will inevitably come when the flood comes.