Li Huisen's business card is printed with a bunch of titles, including not only the chairman and chief executive officer of Lee Kum Kee Health Products Group, the chairman of Infinitus (China) Co., Ltd., but also social positions such as CPPCC member, executive president of China Private Economy Research Association, director of China Overseas Friendship Association and president of Hong Kong Chamber of Commerce.
This usually means that the owner of the business card does not belong to himself, and his time will be divided up by these titles.
But it is rumored that Li Huisen only works two days a month, and more time, he swings on the court, and when he is in good condition, he can hit 73 shots, almost a professional player; He often goes skiing in Canada for months. However, his company can still develop in an orderly manner, handing over double-digit growth transcripts every year; The company was also rated as the best employer in Asia and the best employer in China, and Li Huisen himself made various lists.
This is a man who has a moderate concession between work and life. For those entrepreneurs who fly around every day and their minds are full of work and entertainment, he is like a legend.
10 10 On 27th, the legendary hero held a book signing meeting for the upgraded version of his book Li Si and the Power of People in Guangzhou Book Center. The crowd surged at the scene and 3000 books were sold out quickly. Online, since its launch in September this year, this book has been "entrenched" in the recommended position of Dangdang and Amazon homepage for several weeks, and sold more than 10,000 copies in just two months.
This is not a management reading, and it has nothing to do with the success and motivation of popularity. It doesn't show off the mystery of theory, nor does it teach people how to make strategies and lead teams, and even its storytelling method is not very wonderful. Why is such a book not teaching people how to make money, but how to be a man so sought after? After the signing ceremony, Li Huisen didn't leave much time to answer such questions. He must go back to Hong Kong to fulfill his promise to have dinner with his wife.
The interview took place in a small room behind the signing hall. Like all atmospheric people, the fourth generation of Lee Kum Kee, a century-old shop, has a magnetic smile and a strong handshake. He has been signing autographs all afternoon. While being massaged by a masseur, he smiled and answered questions briskly and quickly in Mandarin with a strong Hong Kong flavor.
"automatic wave" made an "invisible leader"
If Li Huisen is as handsome as a legend, the secret of this legend lies in his "automatic wave" management mode.
1997, in a training class within the company, Li Huisen came into contact with Laozi's Tao Te Ching, in which "unattainable; Second, personal reputation; Second, fear it; Secondly, he was deeply impressed by this sentence. Although he studied abroad as a teenager and claimed to be in the third grade of elementary school, he soon understood the meaning of this sentence: the highest-level leader is that everyone only knows his existence, but he doesn't know what he is doing, so he is called "invisible leader".
Li Huisen's idea goes further: If the boss is here or not, the enterprise can operate normally, and this kind of management is the most successful. Inspired by this, he began to create the "automatic wave" leadership model.
In 2006, this magazine reported the leadership model of South Korean Lee Kum Kee in automatic wave with the title of "Finding the Secret Recipe to Satisfy Employees". The article holds that the implication of "automatic wave" is automatic, conscious and spontaneous. Only when every employee works from the heart can the work efficiency and working atmosphere of the organization reach the best state. For managers, it contains six meanings: first, the coach's mentality and skills, second, the atmosphere of high trust, third, selecting the right talents, fourth, fully authorizing, fifth, an efficient team, and sixth, a consistent goal. At present, the leadership mode of automatic wave is mature in six aspects: selecting the right talents, high trust atmosphere, efficient team, consistent goals, effective authorization and coaching talents. From the adjustment of logical order, we can see the development of this leadership model in recent years.
Automatic wave's leadership model has lasted for 15 years, and has reached a mature stage. Li Huisen only goes to the office for two days a month, and these two days are basically used for meeting, eating and chatting with the core management. In Li Huisen's office, the protagonists are two big massage chairs, and there is only a small round table at the desk. Li Huisen's work is usually done while massaging in a massage chair. The conversation also focused on what kind of resources he can provide to his subordinates and what kind of support he can give.
The essence of automatic wave's leadership is to create an atmosphere of high trust and fully empower employees with trust as the cornerstone. Li Huisen has repeatedly stressed that as a manager, you must have the consciousness of "trusting others first". If we always follow an old saying of China that it is indispensable to guard against others, then it is difficult for us to "trust others first". Managers who don't trust others usually find it difficult to succeed. As kazuo inamori, a Japanese "management sage", said: Only a clear and pure mind can feel positive energy, while a selfish mind can only see complexity and chaos.
In Li Huisen's view, it is very important to create an atmosphere of high trust. This requires managers to know how to make employees feel at ease, so that employees will feel concerned, valued and recognized. At the same time, it is necessary to guide and encourage employees in time, so that employees can give full play to their potential, gain a sense of growth and satisfaction, and create greater value for enterprises.
At the beginning of his business, Li Huisen traveled between Hongkong and Guangzhou, often working ten or twenty hours a day, and even went to the counter to sell goods himself. Now, based on automatic wave's leadership model, he doesn't need to run around, he can arrange his time freely and abide by the rules of life. He can not only take time to look at the future development strategy of the enterprise, but also enjoy his hobbies and spend more time with his family.
"People-oriented" delivers "positive energy"
The cornerstone of automatic wave's leadership model is trust, but trust will not come out of thin air.
Richard wiseman, the author of Weird Psychology and a world-class psychologist, once said: Everyone has energy, but only healthy, positive and optimistic people have positive energy. Only by interacting with such people can positive energy be transmitted to you. The human mind comes from our inner energy field. Reducing unnecessary desires, maintaining a peaceful mind and living a happy life can increase the positive energy of life.
In Li Si and the Power of Man, Li Huisen's pen and ink also focused on how people should know how to be grateful and how to build trust. He advocates an open-minded, free and progressive attitude towards life. In his view, the way of management and the way of dealing with people are actually interlinked. Through the "people-oriented" values, Li Huisen conveyed the positive energy of trust at the first level.
"Sili and the People" was first collected from Yan Zhenqing's "Contending for Seats". More than a hundred years ago, Sun Yat-sen also wrote a couplet "Is it a name to cultivate one's morality? Thinking only about interests and people means thinking about how to benefit everyone when doing things.
Why does Li Can Huisen, who has been educated in the West for a long time, understand the traditional wisdom of China? Li Huisen attributed the reason to his father's "words and deeds". As Mr. Li Wenda established "consideration for others" as the core value of Lee Kum Kee in his early years, Li Huisen was familiar with these four words when he was young. He also heard from his father many times about the story that Mr. Li Jinshang, the founder of Lee Kum Kee, burned his credit every New Year because he sympathized with the poor life of fishermen when they opened a teahouse. In 1980s, my father didn't demand compensation from a Malaysian factory that counterfeited Lee Kum Kee's trademark, but gave him Lee Kum Kee's products for production, which made the thoughts of Li Si and others take root in his mind.
He smiled: When I was a child, my father took him to funerals more than to banquets. At the "handover ceremony" of life and death, listening to the mourning of the living for the deceased, such a "final conclusion" is like a report card of life. Mr Li Wenda's hard work was not in vain. When he grew up, Li Huisen often thought: One day I will leave, too. What kind of report card will I give then?
In the book "Li Si and the Power of the People", Li Huisen mentioned: If we can make "we" bigger than "I", put ourselves in others' shoes and then consider others' feelings, we can not only broaden our thinking, but also get everyone's support and participation, so that many work problems can be solved and the relationship between them can be more harmonious. Working in this environment, everyone can be more "cool".
If the word "thinking for the benefit of others" only comes from the simple understanding of the good nature between grandparents and fathers, then in the book "Thinking for the benefit of others and the power of people", Li Huisen raised it to a clear concept. He put forward three elements, three principles and nine rules for thinking and thinking about people. One of the most thought-provoking is the "helicopter thinking", which requires everyone to change the angle of observation, see farther and have the overall situation in mind, just like taking a helicopter.
In the lobby on the first floor of Infinitus, there is a confusing helicopter model, which is intended to remind everyone to have helicopter thinking at all times. Within the company, people's thinking is more reflected in the details of management. One of the details often mentioned by the media is that even if the chairman calls ordinary employees, he will ask, "Is it convenient for you to talk now?" The employee's "cool index" has also become an important indicator for the person in charge of the assessment department.
Success begins with "6677"
China people always pay attention to certain things, just like the legendary Wulin master. They never make moves easily, and if they do, they are sure to win. However, one of Li Huisen's principles is "6677"-"If you have to wait until you are sure, the opportunity may slip away when you are gearing up."
In the early 1990s, Li Huisen and his father, Mr. Li Wenda, were keenly aware of the great potential of the health care industry. The concept of health care originated in China, but it was sold by Japanese, Koreans and even Americans and made a lot of money. The China market is almost blank. With the idea of marching into Chinese herbal medicine health industry, Li Huisen went to Southern Military Medical University, which was also known as the First Military Medical University at that time, to discuss cooperation. The whole negotiation took only one hour, and the two sides decided to cooperate to establish South Lee Kum Kee, which was later the Wuji Company.
In the same year that Lee Kum Kee was founded in the South, Zhu founded Taitai Group in Shenzhen, and its main product was Taitai Oral Liquid. Two years later, Xie set up Red Heart K in Wuhan to produce red heart K blood-generating agent ... Since then, the health care products market in China has been filled with smoke, and brands of all sizes have been launched.
"Starting in 6677" won the first opportunity for South Lee Kum Kee, but it did not guarantee smooth sailing. 1994, the company's first product went on the market, and it didn't sell a box for three months. The piles of products in the warehouse are worrying. Li Huisen began to change the company's sales model to direct sales-products are not sold in traditional public sales channels such as shopping malls and supermarkets, but "business partners" directly introduce products and services to consumers face to face through explanations and demonstrations. Amway, a household name in China, extends its business to every corner through direct sales.
Although this model is related to the notorious pyramid scheme, Li Huisen thinks it is the best way to sell health care products. Through investigation, he found that the best proof of health care products is the user's feelings, not the recommendation of supermarket sales staff.
The idea of "6677" made Li Huisen not only a health product, but also a fast food chain.
Before Lee Kum Kee in the south, Li Huisen borrowed money from his father to set up a chain restaurant, Jianyi Kitchen, which mainly served China home cooking. Although Li Huisen has to pay back the money and pay the workers' wages every month, and the industry competition is so fierce, he is not sure how big he can make a healthy kitchen, but Tiandao Reward Healthy Kitchen has opened 12 branches one after another, and its profitability has been good.
Some people may think that Li Huisen can be so bold to "toss" because he has a name behind him-Lee Kum Kee. But psychologically, a person's courage often comes from innate character and acquired experience. Richard wiseman mentioned in his new book Positive Energy that confident people feel good about themselves and are willing to take risks.
Li Huisen likes to take risks and try new things, "pushing himself beyond the limit a little at a time". Skiing is one of his favorite sports. Even though he went to the hospital for 9 years, there was still a screw on his shoulder. Li Huisen's adventurous spirit is just like his father's: Li Wenda started from zero assets several times when he was managing Lee Kum Kee.
"Beginning in 6677" does not mean foolhardy. While running the kitchen, Li Huisen tried to enter the real estate industry. At most, he even held seven positions. This most tiring experience made him realize a rule of success: instead of doing several things at the same time, it is better to concentrate on doing one thing with more than 90 points.
People's Daily Online: Li Huisen: It is suggested that the media replace the "rich second generation" with "creating the second generation".
People's Daily Online, Beijing, March 5 (Reporter Zhao) There is an old saying in China that "three generations are not rich", and in recent years, all kinds of negative news about the "rich second generation" have frequently appeared in newspapers. As the fourth generation descendant of Lee Kum Kee's family, Li Huisen, a member of the Chinese People's Political Consultative Conference, is very concerned about the development of family business groups. In this year's proposal, he called on the state to pay attention to and attach importance to the inheritance and development of family businesses, and suggested that the media should replace the "rich second generation" with "creating the second generation".
Li Huisen said that family business, as an important part of the non-public economy, has become an important force in the national economy. "More than 90% of the national enterprises in China are family businesses. The private economy with family businesses as the main body has created nearly half of the country's tax revenue, accounting for more than 60% of GDP. "
"This is not just a family matter or a private matter of a family business." Li Huisen said that how to hand over the baton of family business is not only a topic in the economic field, but also a cultural and social issue. How to cultivate the second generation of family businesses into the "second generation" is another major issue facing China's economic development in the past 30 years of reform and opening up, which deserves the attention of the whole society.
"The next 5- 10 years will be a crucial period for the inheritance of family businesses in China." Li Huisen introduced that Lee Kum Kee attached great importance to this work, and there was a "Family Business Group Affairs Department" within his group, which shared the experience of family inheritance and second-generation training with dozens of enterprises across the country and gained many creative opinions and suggestions.
Therefore, Li Huisen suggested that relevant state departments encourage family business groups to set up relevant organizations and platforms independently, so as to realize effective communication between the government and family businesses, provide guidance and supervision, pay attention to the sustainable development of family businesses in advance, and reduce possible negative problems in their inheritance and handover.
With regard to the second generation training of family businesses, Li Huisen suggested that the relevant state departments should pay attention to it and give targeted guidance and help. He especially suggested that the media use "creating the second generation" instead of "rich second generation". "Although it is only a word difference, it expresses the connotation of entrepreneurship and innovation that family business inheritance should emphasize as an important social phenomenon."
Chinese Business Morning News: Li Huisen's purity is "invisible".
Li Huisen, the fourth generation descendant of Lee Kum Kee, introduced his ideas in an interview with our reporter.
■ Liu Bin, chief reporter of this newspaper.
654381October 20th, Shenyang, he saw "I" shake hands first, and then smiled, "Push, push ..."
He has a healthy complexion, a straight suit and a strong Cantonese accent in Mandarin. When shaking hands with me, he waved his arm four times to show politeness.
He is Li Huisen, the fourth descendant of Lee Kum Kee. He is currently Chairman and Chief Executive Officer of Lee Kum Kee Health Products Group and Chairman of Infinitus (China) Co., Ltd..
He met "I" because of his new book, entitled "automatic wave Leadership Model".
This book should be classified as Enterprise Management, but Li Huisen wrote it in the first person "I", which gives an autobiographical meaning to an enterprise management book.
In return, the reporter also changed the person to the first person "I" for an interview. It is necessary to do so: when Li Huisen expresses himself in the first person in his book, the theory in the book is not only a theory, but also directly related to his personality and quality. Whether his words and deeds are as good as he said, Li Huisen used the word "I" to express all his courage.
In my eyes, Li Huisen is shy and talkative, because his words have substance.
Li Huisen chose to use the "round table" to be interviewed, one person ***6 people, one table, in no particular order.
Li Huisen is the fourth generation descendant of "Lee Kum Kee". He is currently Chairman and Chief Executive Officer of Lee Kum Kee Health Products Group and Chairman of Infinitus (China) Co., Ltd..
Li Huisen accepted an interview with Me, hoping to introduce his new book: automatic wave Leadership Model; I visited Li Huisen to find out whether the Li Huisen in front of me is consistent with Li Huisen in the book, and whether reading Li Huisen's book can bring back "pure" power.
The risk cost of doubt is much higher than trust.
Automatic wave's Leadership Model should be classified as Enterprise Management, but Li Huisen wrote this book in the first person "I", which makes an enterprise management book autobiographical.
Huashang Morning News: Aren't you worried that you chose to write a corporate management books in the first person?
Li Huisen: What are you worried about? Why worry?
Huashang Morning News: Because once you write with the first person "I", it means that the theory in the book is not only a theory, but all the details and authenticity described in the book will directly affect your personality and quality.
Li Huisen: If you keep your word, you don't have to worry. We have considered asking others to write about our automatic wave leadership model from the perspective of a third party, but in the end, I still insist on writing in the way of "I" and tell the truth without fear.
Chinese Morning Post: You said in the preface of the book that your father Li Wenda often took you to funerals when you were young. How old is this childhood? Don't you think the Li family's education method is very puzzling?
Li Huisen: At that time, I was 8 years old. My father told me that attending the funeral would let me see the truest picture of life, and then the people of China would be regarded as the "final judgment", which played a great role in understanding "what is life" when I was a child. This makes me often think about what my life can leave for others and society.
Huashang Morning News: So you always emphasize trust in your book?
Li Huisen: Trust is very important. Nowadays, society seems to be too skeptical about everything, and the risk cost of doubt is much higher than trust. However, the trust I emphasize is not only that I want others to trust me, but more importantly, I must trust others first. Without trust, automatic wave's leadership model would be impossible.
China entrepreneurs need the spirit of "invisible leader"
Li Huisen's enthusiasm for automatic wave's leadership model embodies the spiritual thinking of a century-old family business-"Lee Kum Kee", which was founded in Guangdong on 1888 by the first generation of "head" Li Jinshang. It has been 125 years, spanning three centuries and struggling for generations.
Huashang Morning News: Is the automatic wave leadership model you advocated directly related to Lee Kum Kee's family business attributes?
Li Huisen: This "automatic wave" is actually Cantonese, which is the "automatic transmission" of a car. It is hoped that after the implementation of automatic wave, the operation state of enterprises can be automatically adjusted like an automatic car, and it can operate normally without manual control.
Before I came up with this idea, my working status was that I often ran between Hong Kong and Guangzhou, often working 20 hours a day. I began to have symptoms of hypertension, high cholesterol, fatty liver and even gout.
The reason for high-intensity work is that Infinitus was very busy at the beginning of its business, but it was in a company training class.
The first time I came into contact with Laozi's Tao Te Ching, it said that "there is a top-down". Translated into vernacular, the highest state of leadership is that everyone knows the existence of leadership, but they don't know what leadership does. It is "invisible leadership".
Huashang Morning News: So you have to be such an "invisible leader"?
Li Huisen: My dream is to be the "invisible leader" of an enterprise. At the same time, I hope that more entrepreneurs and friends in China are willing to become "invisible leaders".
Huashang Morning News: Do you think you have done it?
Li Huisen: Most of them have. Now I play golf two or three times a week. Everyone who plays golf knows that the average time of a game is about four hours. Not only golf, but also I often go skiing in Canada, watch football in Europe and travel with my wife and daughter. I try my best to promote the balance of "health, family and career" in the company.
"automatic wave" is a leadership model combining science and art.
Automatic wave's leadership model is a book with elegant words, simple narration, almost obscure words, and modesty, but you can feel the thunderous "invisible avenue" through the book.
Chinese Business Morning News: I notice that your definition of automatic wave is "leadership" mode, not "management" mode. What's the difference between these two words?
Li Huisen: In my opinion, the management mode is a constraint on employees. What I want is to motivate employees and lead the creation of such an incentive atmosphere. Therefore, the leadership model is closer to what we want to express than the management model.
Huashang Morning News: Does the automatic wave leadership model you mentioned have a substantial effect on the actual operation of the company? Science?
Li Huisen: The leadership model of automatic wave consists of six parts: selecting suitable talents, trusting atmosphere, efficient team, like-minded, effective authorization and coach education. There is a logical relationship between them, and each part has a theoretical basis. It has been proved to be scientific by our 10 years of enterprise practice.
At the same time, the core idea of this concept comes from Laozi's Tao Te Ching, in addition to "Tao, Heaven, Earth, General and Law" in Sun Tzu's Art of War, which emphasizes the "coolness", "measurement" and "discrimination" of human spirit, so it is also artistic.
Huashang Morning News: So "automatic wave" is not a "free wave"?
Li Huisen: Of course not. Just like driving an automatic car, although the car can adjust itself, the driver still needs to master the steering wheel. Although we no longer ask about the specific affairs of the company, we should still grasp the development direction of the company like a driver and pay attention to the cultivation of talents and corporate culture.
Whether it is suitable for "automatic wave" depends on your wishes.
The sincerity of automatic wave's leadership model lies in that it does not force you to recognize it, but hopes you to recognize it, because in Li Huisen's view, "automatic wave" can make China enterprises form internal "positive energy", and the expression of this "positive energy" in Lee Kum Kee is "thinking about interests and people".
Huashang Morning News: Do you realize that your preference for "automatic wave" makes you exaggerate the scope of application of this theory?
Li Huisen: Any model and theory are interlinked, and there is no absolute suitability or unsuitability. Therefore, the definition of the scope of application depends on whether you really have the will, whether you have the applicable preconditions and conditions, whether you are willing to change the status quo, whether you can continue to practice, constantly improve and persist.
Perhaps the actual situation of an enterprise is very small at present, and the boss must work together with the employees. At this time, he doesn't have the conditions to be an "invisible leader", but small enterprises need to be big, and "choosing the right talents", "high trust atmosphere", "efficient team", "unity of purpose", "effective authorization" and "coaching education" are also applicable, so I don't exaggerate.
Pay attention to the sustainable development of private enterprises and build a "century-old shop"
On March 8, Li Huisen, a member of the Chinese People's Political Consultative Conference, told the media that the private economy in China is playing an increasingly important role in promoting employment and social development. Family business is an important part of private economy, so we should pay attention to the growth of the younger generation of family business, realize the smooth handover and sustainable development of the enterprise, and build a "century-old shop".