Enable managers to enhance their execution capabilities through “tinkering” and experimentation.

To implement the company’s strategic guideline of “laying a solid foundation and driving forward with dual engines,” since the beginning of this year, the company has subjected managers at all levels, specialized teams, and management systems to a variety of challenging “tough reforms” and re-engineering efforts. The goal is to achieve self-transformation and innovation, build highly efficient teams, and enhance managers’ execution capabilities. So, what exactly is a manager? The ability and process of guiding and influencing others to achieve organizational goals—this is what we call leadership. And those who carry out this behavior are leaders or managers.

It is evident that achieving the company’s business objectives is the top priority for managers at all levels, and it also requires managers at all levels to possess “diamond-like skills.”

However, having grown from a small workshop, Yilong Company has yet to fundamentally change some of its longstanding, rough-and-ready management practices, which are mainly reflected in:

The team is large, inefficient, overwhelmed, and everyone is unhappy.

Communication barriers between individuals and between departments;

Lacking responsibility, lacking leadership, and passing the buck to each other.

Everyone is like a silkworm preparing for winter, tightly wrapped in a thick cocoon, afraid to break through their own limits.

For silkworms to reproduce, they must break free from their cocoons and embrace innovation.

For a company to thrive, it must break down barriers, transform itself, and burst forth from its cocoon!

Therefore, change, upgrades, and innovation—essentially “tinkering”—with a primary focus on achieving high efficiency and execution has become the only rule!

To tinker is to continuously challenge oneself in the process of pursuing one's goals, constantly seeking efficient ways and methods to achieve those goals through innovative thinking and a willingness to embrace change.

How to mess around?

First, through training, we’ll align everyone’s understanding and transform the prevailing atmosphere. Let positive energy—such as integrity, passion, and optimism—fill the entire team, infusing it with vitality and high morale. If you fish alone in the cold river amid snow, you’re bound to perish in the snowy river!

Second, actively reach out and go out—engage in exchanges and learning with people from diverse industries and with varied backgrounds. Be eager to try new things, keep your eyes on the future, and cultivate a strong sense of foresight and a “disruptive” mindset. Dare to question existing systems and processes, and proactively strive to enhance and enrich yourself, thereby improving your own execution capabilities and driving the entire team to do the same.

Once again, let the “catfish” be released into the pond—allow the “catfish” to stir things up and create ripples. Department heads should be rotated on a conditional basis, amplifying the catfish effect: waking those who’ve been complacent and prompting those who’ve been lacking in energy to take action on their own.

Finally, department heads will be evaluated using quantifiable monthly performance metrics that are directly linked to revenue, salary increases, and promotions.

If you don’t “torture” yourself, others will “torture” you!

If you don’t improve your execution ability, you’ll be overtaken by those who have strong execution skills!

If you don’t keep pace with the tide of change, you’ll be left behind by it!

Managers should clearly define their own roles, serve as a bridge between upper and lower levels, and never simply act as a mouthpiece. Instead, they should focus their energy on goal-oriented management, thereby delivering outstanding results that not only benefit the platform they’re on but also repay the company that has provided them with that platform.