Edward's theorem: If senior executives cannot trust each other, any collective leadership will not have good results.
Proposed by: M·Edward, former President of British BL Ltd.
Comments: In an organization, if the cooperation between leaders is not handled properly, the fate of the organization is worth worrying about. A good collective leadership will lead to good collective leadership.
Once in the forest of a certain country, a two-headed bird was fed. The name is "shared life". The two heads of this bird "depend on each other." When things happen, the two "heads" will always discuss it before taking consistent actions, such as where to find food, and where to build a nest.
One day, one "head" misunderstood another "head" for some reason, resulting in a situation of hatred of no one being ignored. Among them is a "head", trying his best to reconcile, hoping to get along as happily as before. The other "head" did not ignore it, and did not mean to reconcile.
Now, the two "heads" are arguing over food. The kind "head" suggests eating more healthy food to increase physical strength; but the other "head" insists on eating "poisonous weeds" so that they can kill each other. I was angry in my heart! The peace talks could not continue, so they had to eat their own food. In the end, the two birds died after eating too much poisonous food.
M. Edward, the former president of BL UK Ltd. summarized his lifelong management career and clearly pointed out that "if senior executives cannot trust each other, any collective leadership will not have good results." This sentence is called by the industry. "Edward's Theorem". Perhaps, Mr. Edward has seen so much about the "distrust of each other" between the managers of the management circle, and he felt this statement.
The senior executives of the corporate sector, equivalent to the senior officials of government agencies, are all big figures who have reached a certain level. They have been able to prosper, fly yellow and rise to success, or make progress, and finally reach their respective prominent positions.
The higher the status, the more complicated and harsh the issues that need to be considered, so there is a saying that "there is no place to be cold." We often say "being prepared for danger in times of peace". In fact, being in a high position also has the problem of "being prepared for danger from heights".
The greater the power, the greater the eyesight of the public. Generally speaking, power is more powerful than money, and power can trade power and money. In reality, there are many examples of the conversion of power into money. The greater the power, the fiercer the competition between chiefs. The phenomenon of seizure of power, like the political world, is an objective problem, especially for senior executives or high-level officials. The means of seizure of power will be more subtle and sinister.
The phenomenon that "senior executives cannot trust each other" pointed out by Mr. Edward is commonplace in the political circles, and the corporate circles should also look in the mirror more to see if there are such stains on their faces. Change it if you have it, and encourage it if you don't.
The powers of the industry and the political circles are equally powerful and powerful. Therefore, the industry may also have a struggle to seize power like the political circles. The root cause of this struggle for power comes from the "can't trust each other" between executives. Emotional discord is one of the root causes of the struggle between you and me.
The judgment of "Edward's Theorem" is very sober: "If senior executives cannot trust each other, any collective leadership will not have good results.". This is just like the parents in a large family. If the parents cannot trust each other, they often quarrel and even fight, how will their children react? Obviously, parents will be underestimated; in the future when parents speak, children may not listen. In serious cases, they will rebel, sing against their parents and sing the opposite, causing parents to gradually lose control of their children. Even children are easy to imitate the crude and barbaric behavior of their parents, and even amplify the ugly behavior of their parents. As a result, the big family is caught in a kind of gunpowder-flavored civil war and frequent disasters. It’s not an exaggeration to use the term “parental officer” as a metaphor for supervisors. Being a supervisor is actually the parental officer of employees. Mutual mistrust between supervisors is the most fatal weakness, which can give subordinates a lot of loopholes. It will shake the stability of the entire collective leadership and cause incalculable losses to the entire team.
The mutual mistrust between supervisors, and the open and secret struggles that result, will definitely make subordinates look down on, rebellious, and even follow suit. Moreover, it is almost like two big buffalo fighting in the top corner of the field. The crops in the field (corresponding to company property) are ruined, and small animals such as frogs, tadpoles, and loach (corresponding to company employees) will also be subjected to varying degrees. Harm and ravages will cause various catastrophic encounters for subordinates. Due to the company’s operational obstacles and the decline in benefits, some employees may lose their jobs, some employees will not be able to get their wages on schedule, and some employees will have a dim and bleak outlook. In short, the "struggle with others" between supervisors will cost them a lot. Its energy, financial resources and time have led to a major recession and depression in the enterprise.
It can be imagined: the higher the level of the supervisor, the higher the status, and the more serious the consequences of their inability to trust each other. If we regard a head of state as a senior executive, obviously, if such senior executives "cannot trust each other", then the collective leadership of their subordinates will also be unlucky. The upper beam is not straight and the lower beam is crooked. "Any collective leadership will not have good results." The disagreement between the "highest-level supervisors" affects the stability of the entire country, as well as international and regional stability, and there may still be the danger of launching war.
Then why do senior executives "cannot trust each other"? This issue is more complicated, and it depends on specific circumstances to determine. The usual situation is that either there is an overwhelming situation, so "a mountain cannot tolerate two tigers", and there is a fight between the forehand and the offside and ultra vires deputies; or the chief and deputy supervisors are too suspicious. Relying on power to suppress others, dissatisfied with one’s heart, and disobeying the power; either disagreement arises for the immediate distribution of benefits, and the two sides always want to get more and more benefits and rob; The big man fell under the pomegranate skirt of the beautiful woman, and the men turned jealous. In the final analysis, the distribution of power and benefits is mostly caused by the inability of one party to trust each other.
After a rough analysis and knowing the reason why the supervisors "cannot trust each other", we can prescribe the right medicine to overcome it. To achieve harmony and "mutual trust" between senior executives, the primary issue is the distribution of power. Implementation of the manager and factory director responsibility system, with the manager and factory manager as the legal representative (legal representative) responsible for the overall overall work. This is necessary, and only establishes the status of the owner of a factory or a company. , In order to make the responsibility of this factory or company go to people. Otherwise, the status of the master has not been implemented, which is like a headless dragon, although it is extremely powerful, it has no direction and goal, and it can't exert any power at all. Special warning to those assistant deputy supervisors to see that they are only one level behind the chief supervisor. If this leads to coveting the power of the chief supervisor, disobeying the unified command of the chief supervisor, or violating the rules, then this is the fault of the deputy. At the level of officials and senior officials, like Dashan, as a deputy, you must accept and assist in the work of the principal. This is discipline and an organizational principle. If the deputy is overwhelming and ambitious, a company will fall into a chaotic situation.
There are boundaries between powers, and they are in their respective positions. Do not overstep your powers casually, stay a little more on your own, and do your responsibilities within your own power. Only this can ensure the normal operation of an organization. If supervisors can abide by the principles and go their own way, the power will naturally be divided and the possibility of "not trusting each other" will naturally be greatly reduced. The remaining problem is the fairness and reasonableness of dividends and profit distribution. If you can "remunerate according to your work, work more and earn more" and distribute according to the size of the contribution, I think there will be no "cannot trust each other" between supervisors and employees. "The problem exists. This method of linking remuneration to labor can also ensure that the distribution of benefits has a long-term source of benefits and interpersonal stability.
"Edward's Theorem" starts from the top of the leadership to solve the root problems of corporate management. This is a wise point. It can simplify many complex problems. Promoting the normal operation of the subordinate levels from the top level by level can also greatly reduce the possibility of intrigue and open fights between the supervisors at all levels, and also manage a clear blue sky where the upper and lower leaders are united.
At Wal-Mart, all managers wear buttons with the words "We trust our employees". In this company, all employees and even the most basic-level personnel are also called partners, and colleagues have reached the realm of like-minded cooperation because of trust. The best ideas come from these partners, and they are also trusted partners who push each idea to success. This is one of the secrets of Wal-Mart’s gradual development from a small company to the largest retail chain group in the United States.
The above examples enlighten us that we must pay attention to the rational development of human resources and regard trust as the best investment for the organization. Trust is the core of future management culture and represents the development direction of advanced organizations. How should leaders use the way of getting along to avoid the tragedy of "two-headed bird"? 1． Respect for each other is the "first creed".
As a leader, you must be able to tolerate others, pay more attention to the strengths of others, and respect each other when interacting with others. For example, when the other person speaks, you must listen attentively, keep your eyes on the other person, and take notes if necessary, and wait for the other person to speak. After finishing the comments, put forward your own opinions, the tone should be as euphemistic as possible, so that the other party has a feeling of being valued and respected.
2. Enhance mutual understanding and trust.
You can get along with each other peacefully only after you know and understand others. Therefore, in daily communication, leaders should communicate and exchange more with other leaders, and listen to other people's opinions on the same issue. In terms of communication methods, in addition to the formal communication channels specified in the organization's employee handbook, many other informal communication methods can also be chosen, such as having lunch together and chatting in the smoking room.
3. Cultivate common interests.
The most effective way to enhance the emotions between people is to discover everyone’s common interests. In this way, everyone’s common language will increase, and they will easily become their own people in the eyes of the other person. Therefore, leaders must be good at observing in their daily work and life, and they must be familiar with everyone’s hobbies. Even if they are not too interested in these hobbies, they must at least understand them so that they will not have no one. Talk about it.
4. Tolerate each other's mistakes.
We must remember the truth that "no one is perfect, no gold is pure". We can't be perfect ourselves, how can we demand others by this? Therefore, leaders should always be tolerant, tolerate others' mistakes, and be good at Be considerate of others, especially don't care too much about some unintentional mistakes, and be a broad-minded manager.
Edward's theorem starts from the perspective of leadership to solve the root problems in management, and many complex problems are thus simplified. Under the leadership's gradual drive, the normal operation of all levels of the organization can also greatly reduce the possibility of deceit and open and secret fights among supervisors at all levels, so that supervisors at all levels can unite sincerely and provide a pure space for organizational development.
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