Han Xin tells you: How to lead a million soldiers? !

Everyone must have heard of the allusion "The more divisions Han Xin has, the better".

One day, Liu Bang asked Han Xin, "How many soldiers do you think I can take?"

Han Xin: "Up to 100,000."

Liu Bang was unhappy and asked, "What about you?"

Han Xin proudly said, "The more, the better."

Crazy enough?

Baidu said, Han Xin, he really has crazy capital.

Look at his resume: Han Xin and three outstanding heroes of early han dynasty, founding heroes of the Western Han Dynasty, four sages of military strategists, representatives of ancient military thought "strategists", combined with Sean to sort out the art of war, and wrote three articles "The Art of War in Han Xin", which were regarded as "soldiers' immortals" and "handsome gods" by later generations. The humiliation of his legs, the last resistance, throwing knives and being besieged on all sides are all his protagonists.

But that's not the point I want to talk about. What I want to say is: How did millions of soldiers bring him to Han Xin?

There seems to be no direct answer in history books. But I found it in a film and television drama.

When Liu Bang directly named Han Xin, who was unknown at that time, as the general, all the soldiers refused to accept it and opposed it in succession.

Han Xin asked Cao Can: "Give you 100,000 troops. How do you deploy them?"

Cao Can: "Do your job."

Han Xin: "How to do your job well? How many infantry, how many cavalry, how many crossbowmen, grooms, cooks and doctors are needed for a hundred thousand troops. . . Are you all ready? "

Cao Can was stunned and replied, "I haven't calculated it, but of course I can if I want to."

Han Xin asked, "Two hundred thousand? What about one million? "

Cao Can was speechless and asked, "Don't just ask me, why don't you tell me how you distributed it?"

Han Xin said: "I only need ten generals who obey orders, and I can command a million troops!"

Cao Can refused, and Han Xin went on to say, "I am a general, not a leader. I am a leader, observing the astronomical terrain, knowing the art of war, being resourceful, decisive and decisive, and doing what I say, giving clear rewards and punishments, and forbidding actions. . . "

Here, you should know how Han Xin led the troops, right?

I might as well translate it again:

"Ten Generals Obeying Orders": Ten, each with 100,000, such people are not hard to find; Only by obeying orders can the general's will be well implemented. Fundamentally, we should have the same values, different ways, no common cause, no common goal, no verbal orders, but ideological; General, people who take orders directly from him. The so-called "those who want to run the army must choose their generals first."

I'm not a leader, I'm a leader: I only care about these ten generals, and I can't care about the rest, and I don't have the energy to care about them.

Observing astronomy and topography: We should manage strategies, official directions and trends.

Familiar with the art of war, resourceful and decisive: you can't command laymen, you can't act arbitrarily, you can't be indecisive and miss the fighter.

Words must be done, and actions must have results: pragmatic, not empty guns; Persevere, don't stop until you reach your goal. It is also a corporate culture.

Clear rewards and punishments, prohibition by orders: fair and effective incentive mechanism, strict military discipline.

. . . .

I don't know. I can translate it clearly. This is a military issue. Today, it is a management problem, a leadership art and a requirement for the quality of the top leaders.

As the person in charge of a unit, you must have the above ideas, otherwise the consequences will be unimaginable, either exhausting yourself or exhausting employees (Sanfu). It's not surprising that I have such a leader.

Some pay attention to small amplification, are uncertain about strategy, do not make plans, and do not seek trends. On the contrary, I am hands-on in small things, tired and smelly, and I care about one thing and lose another;

Some people choose the wrong people, use them badly, manage them badly, and what's more, they won't train people, and the talent structure is hardened and broken;

Some laymen lead experts, either blindly directing or being bureaucrats as cutting shops;

Some only pay attention to business, management, discipline and culture, which leads to the deterioration of the whole team's atmosphere and bad political ecology. It seems to have a good performance, but it is actually built on sand dunes and has no foundation.

. . . . . .

Liu Chuanzhi, who is quite popular now, once said that the job of a leader is three things: building a team, formulating a strategy and leading the team. Is the whole truth.

In short, the general is the general, and the top leader is the top leader. We must find the right position; Let you be the first, you should do the first thing. This is the duty! It's ability!