What kind of team is the Wolf Team? Why do many companies promote wolf teams?

Speaking of wolf team, we must first understand what wolf is? The four major characteristics of wolf nature are: "greedy", "cruel", "wild" and "violent". The wolf nature displayed in the team mainly emphasizes the spirit of innovation and tenacious fighting spirit. "Greedy" means that every employee of the team is endlessly striving for new and higher goals; "disabled" means that the difficulties encountered in the team's work must be overcome at all costs. Eliminate it; "wild" refers to the fighting spirit of accomplishing goals by any means at work and career development; "violent" refers to the need to deal with one difficulty after another roughly in the face of adversity at work, and cannot deal with it. Hard times are kind. A simple summary is that the so-called wolf nature is an extremely keen sense of smell, a strong goal orientation, a spirit of not giving up until the goal is achieved, ruthlessness to achieve the goal by any means, and ruthless accountability when the goal is not achieved.

A team cannot develop without such a spirit of greed, cruelty, wildness and violence. Today's era is an era of competition. Only in competition can we promote social and economic development. Then, without this kind of "greed, cruelty, wildness, and violence", in the cruel corporate competition, we will be beaten to death and defeated. Therefore, the wolf culture advocated by the team is to survive on the top of the wave and develop in the valley of the wave. Only this kind of wolf team culture can survive, develop and remain invincible in the competition.

The reason why the team advocates the wolf culture today has a profound meaning: the power of the team and the cooperation of the team are the deep purpose of the team!

Huawei's "wolf culture" is obvious to the industry. Ren Zhengfei believes that even the most powerful lion cannot withstand the attack of a pack of wolves. Of course, we hope that employees will be like wolves, with a keen sense of smell and a fighting spirit. Build a united and combative "wild" team. In Huawei's performance appraisal system, most departments will rigidly allocate performance A/B/C assessment ratios. A. Significant salary increase + rank promotion the following year; C. No salary increase or even demotion and salary reduction. C for two consecutive years, direct dismissal. It must be said that Huawei's "wolf culture" has played a very good role in promoting the development of the company.

So what kind of team is a "wolf team"?

1. Strict organizational discipline

Wolves are the most orderly and disciplined group of animals living in groups on land. It is more like a well-trained army with clear division of labor and strict discipline than a group of animals. In corporate team management, we emphasize teamwork and discipline. Corporate discipline is a kind of soft power and an important part of a wolf team

2. Keen insight and leadership

Wolves are alert, sharp, good at catching targets, and able to Eyes can see in six directions, ears can hear in all directions, and even the slightest disturbance cannot escape the wolf's discernment.

The leader of the team is the core of the team. Therefore, leaders must have a keen sense of smell like a wolf, be good at finding business opportunities, and be good at employing people. Only in this way can they lead the team to the peak of life!

3. Clear goals

After the wolves determine the target to capture, they will never give up! When a wolf is hunting prey, it determines which prey it wants to catch and will catch it until it is reached. It will never change its target just because there is a prey that seems easier to catch or a fatter and larger prey around it. Therefore, clear goals in team management should not be easily changed due to superficial flourishes, and work unswervingly towards the goals set at the beginning.

Wild fighting spirit

4. Teamwork

Team is strength. The wolves cooperate with each other tacitly. When hunting, each wolf has a clear division of labor. , the young wolf is responsible for barking loudly from behind to make the prey panic, the slow-moving old wolf is responsible for outflanking, and the young and strong wolf is responsible for locking the target and pursuing it. With the tacit cooperation of everyone, we can return with a full load every time. An excellent team must work collectively and cooperate with each other. The emergence of outstanding individuals often occurs in collective form. The reason is simple: they are influenced by the same tradition and develop the same character and temperament.

5. Obey orders

A pack of more than five wolves must not be put together temporarily, and there must be a leader among them. He is an excellent representative and symbol of the wolf pack, and it is also The core of the wolf pack; when catching prey, or when the entire group encounters difficulties, other wolves must obey the command and arrangements of the alpha wolf.

Therefore, in team management, superiors have more experience and resources than subordinates, so they can see things more broadly and comprehensively. Everyone can discuss before setting the goal. After setting the goal, you must absolutely obey the arrangement. Only this team goal can be achieved

The connotation of the wolf team changes over time and is constantly being updated. The wolf team is not a cure-all. How to correctly understand and apply it depends on whether it can really promote the development of the enterprise. Continuously improve the level of corporate management, so that you can become an excellent manager and cultivate a group of elite teams!

Regardless of the nature of the team, it is nothing more than a partial emphasis on the requirements of management for the team, emphasizing one or several points.

Personally, I am very disgusted with this kind of formulation, which feels a bit brainwashing.

For example, two things that are very important in a wolf team are: one is to stay hungry like a wolf and be extremely ferocious externally, and the other is to be absolutely united and fiercely competitive internally. Contradictory, yet impassioned.

Does it mean a pyramid scheme?

What is nature, fundamentally speaking, is corporate culture. For most companies, the culture of the company is the culture of the boss. The boss is a wolf. The company will naturally recruit a pack of wolves. The company's system will naturally force people to become wolves. Those who cannot be forced to become wolves will naturally leave or be eliminated. , the corporate culture is naturally the wolf culture.

I'm not a wolf, and I don't like wolf bosses either.

The wolf team seems to be fighting on its own. In fact, they are closely related.

The wolf spirit embodies teamwork. Teamwork is a spirit of voluntary cooperation and collaborative efforts to achieve established goals. It can mobilize all the resources and talents of team members, and will automatically drive away all disharmony and injustice, while giving appropriate rewards to those who are sincere and selfless devotees. True teamwork must be based on others' willingness to cooperate with you, and you should also show your motivation for cooperation and be alert to any changes in the cooperative relationship.

One word "Qian"

There is a joke about Huawei. A certain department hired a Japanese expert with a high salary. On his first day after taking office, the expert introduced himself at the meeting and said: I am a workaholic and often work overtime. Please try your best to cooperate with my work! After speaking, he bowed deeply.

Three months later, the Japanese expert resigned. When he resigned, he only said one sentence: It is inhumane for you to work overtime like this!

Although it is a joke, it is also very realistic. Working overtime is indeed part of Huawei's wolf culture, but if people really work overtime, they will really pay them. Many companies learn from the wolf culture and only learn how to make employees work overtime, but not how to increase their salaries. Of course, overtime and high pay are only part of Huawei’s wolf culture. What is the real wolf culture? Let’s take a look at what an experienced person said.

Three years ago now, I left Huawei and resigned.

At that time, the company was already at the top of the telecommunications industry.

In May, I submitted my resignation. I postponed my departure until September because my boss wanted me to stay until the second half of the year and memorize a C-level assessment indicator for the department.

In Huawei's performance appraisal system, most departments will rigidly allocate performance appraisal ratios of A/B/C. Even if the entire department performs well throughout the year, it is inevitable that someone will get a C.

If rated A, there will be a substantial salary increase + rank promotion the following year; if rated C, there will be no salary increase or even a demotion or salary reduction. C for two consecutive years, direct dismissal.

My team once had an incident where they were fired for continuously hitting C’s.

A colleague wants to be transferred to our office to reunite with his family. I was not transferred in the first year, but because I revealed that I wanted to leave, I was rudely given a C by the department leader. I was transferred in the second year, and the evaluation was still in the hands of the original department according to regulations, and I got a C again.

My leader and I appealed to our superiors about him. A big leader in China responded: This is the system. Who knows if you have any tricks or cover-ups? How can such a big company operate when everyone is making trouble like this?

As a result, a diligent and down-to-earth technical backbone was fired. There is no room for maneuver at all.

My resignation was more or less affected by this incident. I felt that Huawei’s system was too inhumane. Coupled with some factors, my departure was somewhat emotional. It can be said that my view of Huawei at that time was biased and one-sided.

In the next three years, I played in self-media, wrote novels, biographies, and copywriting planning. I also started a business with a friend, opened a cultural company, and said goodbye to the communication circle completely.

Nowadays, after reviewing the mistakes we have made and the detours we have taken, I have to admit that for entrepreneurs, Huawei’s wolf culture is, to some extent, worth learning from. .

1

Talk less about feelings and give more money

At the end of 2016, my partner Lao Yang and I founded a cultural company. He and I both work across industries - I am in the communications industry, and he is in the insurance and pharmaceutical industry. We both have a passion for doing culture, purely out of hobbies.

At that time, the aura of the top 500 companies had not faded. I was still optimistic and blindly conceited, thinking that it would not be difficult.

The first thing we did when we opened our business was to establish a seemingly strong positioning for the company - to be a new start-up company with warmth, feelings, a sense of belonging, and a sense of happiness.

In order to implement the "Four Haves", we decided not to work overtime, not to clock in, and even only work four and a half days a week.

Regular team-building dinners, weekly sharing meetings, assigning work according to employees’ wishes and expertise, and treating employees’ excuses for dereliction of duty like a father. I also personally set up a fitness corner in the company to encourage everyone to exercise more and stay in good shape.

These gimmicks did attract a lot of attention at first, and many people came here.

Everything looks great.

But this state of affairs did not last long. It should have been only a few months before some employees resigned.

I was a little surprised. I treat this employee very well. I train him carefully and teach him selflessly, and he can complete it in two or three days a week.

Employees are blunt: the wages are a bit low. But she was embarrassed to raise the salary. Firstly, the workload was not heavy, and secondly, she knew that the company's business situation was not ideal. After much thought, I looked for another job.

This incident made Lao Yang and I surprised and reflected.

We spent too much time building the so-called company culture, but we did not focus on expanding our business and channels. Every month, the company's books were running into a large deficit, and naturally we could not pay for it. Employees get a salary increase.

At this time, it would be ridiculous and gaudy to talk about feelings with others.

During my time at Huawei, I rarely heard people talk about feelings.

My leader has said many times: Everyone comes to Huawei, including myself, to make money. Working overtime is hard, but you can make money. Everything else is all nonsense.

This sounds rough, but now I feel that it is indeed the truth.

For middle- and senior-level core employees, you may be able to talk about vision, strategy, and career planning, but for most grassroots employees, this is too far away.

Having the ability to give money, even giving money beyond their expectations, is the best expression of a company's feelings.

2

The boss’s inaction

is the biggest crime against employees

?

The first year The business volume is small and most employees are relatively idle. In addition to external work, there are also internal tasks, such as running the company's self-media and promoting my novels.

Internal work does not directly generate profits, so Lao Yang and I will not make any assessments. Sometimes they forget to do it, and we just give them a gentle reminder.

The result is that because I am responsible for most of the content output, I have become the busiest person in the company. I'm the first to arrive every day, and I'm the only one who works overtime at night. The employees all get off work on time at 17:30.

I occasionally complain to Lao Yang, saying that our company is really weird. Have you seen any start-up company where the employees are leisurely every day, but only the boss works overtime to code until he vomits blood?

But can you blame the employees?

No, we still have ourselves to blame.

As a content creator, my creative level has made great progress, but as a boss, I obviously haven’t done anything.

The lack of management and the looseness of the system are my inaction.

Most of the employees are recent college graduates, and there are also interns who have not yet graduated. They have never really entered society, so naturally they have no mature outlook on work.

Our initial unintentional influence and wrong guidance caused those who were pursuing it - such as the previous employee to choose to leave, and more people began to take it for granted. They will think, oh, that’s what “work” is like, it’s pretty easy.

Later, when I realized the problem, I told Lao Yang that if this didn’t work, we still needed to set performance appraisals. But it's too late.

In the month when the performance system was launched, three employees asked to resign. After I resigned, they immediately deleted my WeChat messages with Lao Yang.

One of the employees scolded the former boss (Lao Yang and I) on WeChat from time to time, saying how perverted the demands were and how harsh he was to her.

An employee who recognized us took a screenshot and sent it to Lao Yang.

Lao Yang was very depressed: We both treated her well when she was here, so why are we telling lies? White-eyed wolf!

I said, Huawei raises wolves, but we raise white-eyed wolves. Shouldn’t we reflect on it?

A few months later, I heard from a friend that the former employee had changed jobs several times, each time for a short period of time, and each time without exception, he scolded his boss in WeChat Moments. The general idea is that the work cannot be done and the boss is a pervert.

When I heard the news, I didn’t feel gloating at all, but felt sad.

This employee initially entered the company as a fresh graduate with a blank slate. She has become like this. Lao Yang and I's inaction may really be the original sin.

After learning from the painful experience, we made major adjustments to the company's business, narrowed its focus and laid off non-core employees.

I still remember that the first thing I said to those employees who were fired was that I was sorry.

I said that I originally wanted to create a relaxed and comfortable environment, but it gave you an illusion that you should not have at all. Our laissez-faire, negligence and inaction have not allowed you to develop good core competitiveness, which is very detrimental to your future. Real work shouldn't be like this. We are really sorry.

When I said these words, I not only thought of the former employee who was used to scolding the boss in the circle of friends, but also of my time at Huawei.

Back then, the strict assessment system always spurred me to try my best to move forward - no one wants to get a C.

Ren Zhengfei, the head of Huawei, said that the bird that cannot be burned to death is the phoenix.

Among the hundreds of people who have resigned from Huawei that I have contacted so far, the most frequent word they use when talking about Huawei is gratitude.

The wolf culture has profoundly shaped the fighting spirit of former Huawei people to work hard and never give up. This spirit enables them to overcome obstacles in new fields and be invincible.

Therefore, the gratitude of these reborn phoenixes comes from the bottom of their hearts.

In comparison, our inaction is the biggest crime against employees.

I don’t know what is happening to the employees who were fired by Lao Yang and me now. I hope that they will all gain their own growth in the end.

3

Eliminating excuses

is the most professional expression

?

I just left Huawei I wrote an article at that time, which contained my personal understanding of wolf culture.

The so-called wolf nature refers to an extremely keen sense of smell, a strong goal orientation, a spirit of not giving up until the goal is achieved, ruthlessness to achieve the goal by any means, and ruthless accountability when the goal is not achieved.

During my time at Huawei, the thing that impressed me the most was the construction of the 4G network in Lijiang Old Town.

At that time, Lijiang Network belonged to another manufacturer. Because the ancient city is a core scenic spot, it is extremely difficult to coordinate the property, the site of the station cannot be negotiated at all, and the construction work is difficult to proceed.

According to the work interface, the operator should be responsible for site property coordination. If the work cannot be carried out, the manufacturer has nothing to do.

Huawei learned this information and was keenly aware that this was an excellent breakthrough point to expand market share.

Our office representatives immediately convened an emergency meeting with the top leaders of relevant departments and issued a fatal order: the 4G network construction and operation and maintenance in Lijiang Ancient Town must be captured.

Successfully achieved, everyone was promoted and received a significant salary increase, and at the same time, they applied for various awards and bonuses from China. If it is not completed, everyone will be dismissed from get out of class.

After receiving the military orders, the middle and high-level officials also risked their lives.

Regardless of the wind or the sun, regardless of the work interface, he squats in the ancient city every day, fighting wits and courage with all forces, and he has the courage to never return Loulan until it is broken.

The stubborn Gucheng property management personnel were stunned by the nationwide military formation. When they saw Huawei, everyone turned around and ran away. After all, I have never seen someone who can stalk and fight hard, and even fight in a gang to chase and block him. It is simply terrifying.

The final result, of course, was successfully entered.

With this landmark project, our office has become popular in China, and the representatives have fulfilled their promises. Each participant has been rewarded accordingly according to their contribution.

Huawei’s wolf nature is truly demonstrated in this project.

In comparison, for a long time, our employees were too used to making excuses for themselves.

Official accounts are slow to gain fans - the content is not attractive enough, and it is expensive to promote locally and find large accounts to promote.

Article reading continues to decline - aesthetic fatigue, after all, not everyone will like what anyone writes.

Missing cooperation opportunities that could have been won - we are a small company, and it is normal for others to look down upon us.

…

They are all making excuses for their laziness and unwillingness to fight to the death.

Lao Yang and I have repeatedly tolerated employees’ inappropriate behavior, which is also a breeding ground for excuses.

As of now, I will directly assign tasks to the intern’s public account operators: within one month, there is no investment in opening new accounts to become traffic masters. Become a regular employee or leave. Please give me the result.

Sales is even simpler. If you can’t sign an order worth your monthly salary within a month, then please find another job.

The so-called wolf nature actually has eight core words: goal-oriented and no excuses.

This is called professionalism.

The above are my thoughts and reflections since I started my business.

Based on the experience and insights of Shenkeng Bureau management in the benchmark wolf company and wolf team, I would like to briefly talk about my personal understanding: the purpose of advocating wolf team is to obtain process results in a timely manner.

1. Let’s talk about “getting results in time” first. One key word is "timely", because limited resources, limited opportunities, and complex situations are the norm and cannot be tolerated slowly; another key word is "result", because it is difficult to start a business and lose nine times out of ten, and even mature businesses are often under pressure. At Shandong University, without a clear result orientation, employees at all levels will naturally avoid it. In fact, fruitless operations and management are a very common phenomenon in companies of all sizes. Therefore, we must promote the sense of urgency of "if you don't hunt food today, you will starve to death tomorrow". This is the most important knowledge of the wolf team.

2. Let’s talk about “process” again. One situation is that in many small companies, there is actually no real team. The boss is a wolf leading a flock of sheep. The boss relies on his own resources and abilities to do business, and the profits he obtains basically belong to himself. This is the result of not having a process. Such companies often fail to do well. In another situation, some companies rely on everyone to create performance, but do not pay attention to the fairness, fairness and openness of assessments, neglect the supervision and correction of business data and process loopholes, let alone the accumulation of methodologies and the cultivation of personal growth. Such companies appear to be There are performance and results, but in fact there is no process required for the development and growth of the organization and team, and there are often big problems and crises hidden there.

3. Finally, let’s talk about characteristics. The essence of a wolf team is a group of hounds with wolf-like abilities and consciousness, not wolves! We admire wolf nature because the "ferocity, acumen, collaboration and hunger" of wolves are the mental state urgently needed for entrepreneurship, but the "cruelty, bloodthirsty and untrainability" of wolves can also cause huge crises and harm to the company. . There are countless real-life stories and literary, film and television works here. In fact, we usually divide team members into four categories: hounds, oxen, rabbits, and wild dogs. There is no such thing as wolf. This is the reason.

Companies with values ????respect wolf-like teams, which will not lack control and introspection, thereby moving towards coordinated development of performance and organization; companies without values ????respect wolf-like culture, and even if they achieve staged performance, it will be very difficult. It’s hard to keep going up the stairs. Many wolf bosses make money, but their little wolves may not make money; after many hunts are over, what is left is only a group of "lone wolves", and the team and individuals have not evolved.

Shen Keng Bureau’s investment perspective and career depth, let’s talk about opportunities and pitfalls after returning from the bloody battle.