是否意味着干部管理研究有一种新的方式：企业真正需要的，不是一般意义上的干部管理的方法和流程，而是要解决关键岗位上的人才问题。干部管理的重心不应该放在流程、方法上，而是应该放在“人”上，放在企业需要的“关键人才”上。只有围绕企业需要的人，围绕这些人从哪里来的、怎么成长、怎么做出贡献开展管理活动，干部管理才能真正有效。
对大多数企业来讲，关键人才可分为三类：
一类是“经营型人才”。比如产品经理、事业部经理、区域经理等，这些人才，实际上是准企业家人才，也就是商业领袖队伍。他们确确实实是公司最重要的资源。这群人才如果你不单独去研究他们的需求，他们的成长规律，用特定的方式去管理他们，这个群体就无法处于激活状态。
第二类人才是“管理型人才”。各个职能部门的负责人，各个团队的leader，我们称之为“管理者”。管理者的责任是把团队的人结合起来，让工作变得有效率。
第三类人才是“专业人才”，即专家人才。这是一个最庞大的群体，对顾客来讲，企业是个专业共同体，你不可能什么都能满足我的要求，但是我要买一些你的货品，寻找你的服务，一定是你在某种方面能满足我的要求。对企业来讲，它其实是个专家共同体。大部分的企业工作者，都是某个领域的专家，都得靠自己的专业为生。
一、干部管理的五条“第一性原理”
当我们讲“XX管理”时，第一步先要“弄清事理”，简称“明理”（Insight）。做一件事之前，你先得把这件事情的道理讲清楚。 数字化转型网（www.szhzxw.cn）
这些我都称之为“事理”。在管理之前先弄清事理，弄清其中的科学逻辑。我们去拿别人的方案来比的时候，不了解其中的事理。如果事理你弄不清楚，你不了解这个过程，你就没办法管他，也不知道怎么介入、干预整个的过程。
干部管理有一些“第一性原理”是我们必须遵循的。如果不遵循，可能干部管理就不会顺畅。
（一）种豆得豆，种瓜得瓜
要想造就可用之才，必须先有人才基础。人才的底座不足，再怎么激励、培养也出不来。
所以说，“种豆得豆，种瓜得瓜”。在一定意义上，干部的底色决定了企业的资源禀赋，当企业进入一个新领域，你需要一堆的管理者，但没有干部资源基础。怎么办？企业人才结构底层的面一定要大，随着规模的扩大，企业干部管理的自由度就能更大。
（二）干部管理的实质是创造有生长力的文化场
企业干部管理不是硬着管，硬着控，而是营造环境，让那些满足条件的人长出来，这是基本逻辑。你的管理环境不对，如果需要技术人员，但没有一个场让技术人员在专业上能够说了算，技术人员就一直长不出来。
“文化场”这个概念在我的脑子里盘旋得有一两年了。那么我们营造它需要在哪几个方面做文章？我理解是怎么配置人力资源的几个方面。 数字化转型网（www.szhzxw.cn）
1.经济层面：市场的规则
现有的企业里面，分配资源的方式基本上有三种。一种是按照传统的方式用人。
这一类用人方式的企业，甚至在美国开展业务，找一个陌生的职业经理人，他不会相信人家，还是要派自己的同学，派自己的老乡亲自去。
第二种方式，权威。什么叫“权威”？企业家带企业带久了，有一群追随者，在公司说了算，无论哪方面的问题，老板不点头，就没法干。
第三种方式，市场调节。在前两种方式下，企业的规模都会被限制掉。市场上那些职业化的技术型的人才，管理型的人才，他在这些企业里没法生存。
2.政治层面：权责均衡，利益公平
在政治层面，需要的是“权责均衡，利益公平”。企业内部没有这个环境的时候，企业的生态就会恶化，就会失衡。权责不均衡，有些人不被约束，权力就很大。越是高级的人才，他是不愿意在里面被控制的。比如有些企业市场独大，大的让研发，让很多后端的人才，无力去响应市场的要求。所以，要营造治理上均衡，利益上公平的“文化场”。
3.社会层面：平等互惠为基础的契约
在社会层面，需要建立平等互惠为基础的契约。越是人才，越是干部，他并不希望给他恩惠。我在很多企业遇到这种情况，老板遇到一些可贵的人才，就说放心，你跟着我干，我肯定不让你吃亏。其实他这么一说，很多人才就会质疑，我来你这儿，依据自己的能力和贡献谋生，为什么要靠你来恩赐我？
4.科技层面：系统性创新体制
现在技术的引入也是内部环境营造的一个影响因素。科技本身自带观念的创新，科技的产生伴随着对传统观念的革新，如果没有教育和质疑的自由、承担风险的勇气，科学和技术就无法取得进步。大家观察一下高科技企业的“文化场”，对此就会有具体的体验。 数字化转型网（www.szhzxw.cn）
（三）人性有无限可能
做干部管理，就意味着要思考你的政策体系，贡献体系，评价体系，控制体系该怎么去做。
对企业来讲，你有那么多人，该怎么处理？就是抓住人性的本质。做干部管理的时候，一定要营造氛围，能把积极的一面张扬出来，把消极的一面给约束住。干部管理中，激励和约束是并存的。
（四）自然进化的法则
“物竞天择，适者生存”这条法则，是唯一一条在自然科学和社会科学里同时适用的法则。
企业的首要目标是存活。“物竞天择，适者生存”的规则在干部管理上通常是很残酷的。举个例子，美的董事长方洪波跟一个员工的论坛对话。起因是美的一个干部被裁掉了，这个干部长期以来对公司的付出还是很多的，有了工伤甚至都不去休假，不要公司的补偿在岗位上奋斗，几乎是抛家舍业，是传统意义上的奋斗者。
那么干部管理、用人管理必须调整，企业内的个体也需要跟着来调整。企业的目标是存活，转化成用人原则，干部管理原则，就是位置能上能下，报酬能高能低，员工能进能出。
所以选择是常态，这对员工往往没有那么客观公正。企业里推行公正的法则，是沿着企业存活的逻辑来展开的。我们在人员管理里所贯穿的法则，很可能不符合社会道德。社会道德要去济贫扶弱，在企业里其实你做不到，企业必须去用强的人，用适应企业生存环境的人。如果在干部管理里面不去贯穿这一法则，你的队伍就会垮塌。
（五）熵增定律
熵增定律，是热力学第二定律，是说任何的系统在没有外力作用的时候，系统都会走向沉寂。自然界的规律是如此。地球为什么这么有活力？因为有太阳给地球源源不断地供给光，有热能进来。水往低处流，一直从高山流到了大海以后，如果没有外力作用，高原上就没有水了，生物就没法生存了。有太阳，有了热能，大海的水蒸发出来，再去流动，再去降雨，形成了自然的循环。如果没有太阳的外力作用，地球就完蛋了，就不会有生命。
二、干部管理的六个要点
我们所讲的第一性原理，要能够在干部管理中去贯穿，转化为现实中管理的要点。我提炼为干部管理的六个要点。 数字化转型网（www.szhzxw.cn）
（一）识别战略性人才并作出规划
企业里面无论去管人、管组织、管机制，出发点一定是战略。战略是我们做人力资源管理的一个出发点。大家听到过很多类似的话：我们企业战略之所以不行，达不到目标，就是人跟不上。但是大家想想，人是需要有培养过程的，其成长是有滞后性的，所有的人不是一下子达标的，市场上并没有那么多合格的人。如果你的战略超过现在人力资源能干的事情，你的战略怎么可能实现？
1.识别出战略性人才
企业制定一个战略规划，无非就是一端是机会，市场的趋势在哪里；一端是资源，自己有什么样的资源禀赋。在这两个方面找到平衡，就能形成我们的战略。但问题是你的战略如果脱离了人这个核心，怎么能够执行？人力资源管理脱节，就是企业在发展过程当中，突然发现你的人才滞后了。这是一个很大的问题。
哪些人才可以识别为战略性人才？我认为有三个标准：
第一，是战略实现的关键支撑。战略人才具有不可替代性。
第二，难以从市场简单获得。这就是稀缺性人才。
第三，培养周期长。有些人成长周期特别长，你要想让他达到要求，从引进到培养，通过很长时间才能够获得，具有不可复制、很难模仿的特质。
这三类人才都是企业的战略性人才。企业需要提前规划战略性人才管理，否则就会限制你的成长。
2.弄清战略性人才的特质和成长规律
企业要找出来这些人是需要什么样的资源禀赋，才能长成这样的人，这里要应用第一条原理：种豆得豆，种瓜得瓜。你想有瓜，先要种瓜，需要在人才底座上有人才的储备。过去几年互联网企业说我们没有规划，不可能的，尤其像技术的研发，不可能是短期就获得的能力，人才也不可能短期内就长出来。
（二）人才投放
有些人才是需要投放的，否则你用什么样的培养过程，人才都无法长出来。你无法把一只仓鼠培养成狼。所以需要底层基座上就有这样的人才。
人才的投放最重要。我们轮岗也好，通过管理活动、培训赋能也好，培养也好，是针对那些投放下去的干部，并不是所有人都去轮岗。未来企业需要他具有往更高级职位上走的潜质的时候，才去给他提供轮岗和培养的机会。这即是“人才投放”。 数字化转型网（www.szhzxw.cn）
（三）人才盘点
所以需要做人才盘点。在战略管理过程里，每年要去更新一下战略，然后三年滚动这样往前走。人才盘点应该是跟战略活动同时共存的。企业做战略，要先对业务做盘点，对市场做盘点，同时，人才盘点应该是战略的一部分。你必须盘，因为你要盘资源，人才是企业最重要的资源。我们是以终为始，以目标来盘点的，如果你的战略发生变化，战略目标发生变化，就要重新盘你的人才结构。
所以人才盘点一定是战略性事项，经营性事项，是各级一把手的责任。
当时听完我感触特别深。如果在干部管理上，经营者对队伍能承载什么样的业务没有清晰认识的时候，你怎么可能定规划呢？我不去讨论企业家的行为的合理性，但是他在认知上是到位的。企业人力资源部门要推动的是干部盘点的分层分级管理，但是通过盘点对人有直接的认识，这是经营者要做的事情。因此盘点的事项，包括干部是不是充足，质量是不是达标，结构上是不是合理，甚至士气上是不是饱满。
（四）赋能
关于赋能，我们先回到第一性原理上。如果人有特质有天赋，他一定是对自己的职业有承诺的，一定有一种往上走的动力。作为管理来讲，不是要管他，而是让他成长得更快。这就是赋能。
有企业家交流时问我，怎么能衡量我们人力资源管理水平的高低？我说很简单，你做产品研发，能够让你的产品的附加值更高，说明你的研发本领高。 数字化转型网（www.szhzxw.cn）
（五）环境的创造
人是有禀赋的，人才自身带着向上发展的动力。关键是企业要赢，那么怎么去建立适合战略性人才的环境？根据前面讲的第一性原理，我们起码要在三个方面去思考环境。
1.以贡献为杠杆的机制
基于市场的分配体系，去尊重知识，尊重贡献。让那些专业化人才在公司内部得到尊重，得到成长，让知识本身在组织当中得到利益的分配。华为在顶层设计上，每年赚的钱一定是分三份：一份分给资本的，体现为利润；一份是投入未来的，是持续的投资；一份是分给知识的，知识是这些人才创造的。组织当中一定需要对贡献的全面衡量。如果不在机制上对知识性贡献的回报做保证，企业是无法引导人往知识上走，往专业上走的。
2.以平等互惠为基础的合作关系
企业内部建立以平等互惠为基础的合作关系。比如，契约精神，在人格上的平等。有些老板总是抱怨自己的干部人格上不独立，专家精神上不独立，你说意见的时候，这些干部明明知道前面是个坑，也没人提醒。
3.以总体价值导向的治理环境
所谓总体价值导向，就是一定要站在公司所有生态的总体价值上演绎出来的规则和治理体系去做事。什么叫总体价值？一个企业里，其实有不同的利益主体在其中。每个人在思考一件事情，在做一件事情的时候，除了考虑整体利益，还会考虑到个人的利益，股东的，每个员工的，或者是营销群体的。企业中有很多局部利益在，如果公司在治理上不能约束这些人，都从总体价值出发，那公司内部就不能给人才建立起公平公正的环境。 数字化转型网（www.szhzxw.cn）
（六）激励和约束
在管理上，激励和约束是要同时来思考的。人性有无限可能。你不约束对人的消极一面，单纯谈激励，就无法控制不利一面。只谈约束不激励，企业就没有活力。
以上讲了干部管理的五条原理六个要点。如果我们管理干部的时候去吃透这五条原理，以此来衡量你的干部管理体系，干部管理体系就能够不断地去更新和升级。所谓原理是只能接近，永远没法到达。
翻译：
Miao Zhaoguang: Five “First Principles” of Cadre Management
Does it mean that there is a new way of cadre management research: what enterprises really need is not the method and process of cadre management in the general sense, but to solve the problem of talents in key positions? The focus of cadre management should not be placed on processes and methods, but should be placed on “people” and “key talents” needed by enterprises. Only when management activities are conducted around the people the company needs, where they come from, how they grow, and how they contribute, can cadre management be truly effective.
For most organizations, key talent can be divided into three categories:
One is “managerial talents”. For example, product managers, business division managers, regional managers, etc., these talents are actually quasi-entrepreneurial talents, that is, business leaders. They are truly the company’s most important resource. If you do not individually study their needs, their growth rules, and manage them in a specific way, this group cannot be activated.
The second type of talent is “managerial talent”. The person in charge of each functional department and the leader of each team are called “managers”. The responsibility of the manager is to integrate the people of the team and make the work efficient.
The third type of talent is “professional talent”, that is, expert talent. This is the largest group, for customers, the enterprise is a professional community, you can not meet my requirements, but I want to buy some of your goods, looking for your service, you must be in some way to meet my requirements. For enterprises, it is actually a community of experts. Most corporate workers are experts in a field and have to live off their expertise. 数字化转型网（www.szhzxw.cn）
First, Five “First Principles” of Cadre Management
When we talk about “XX management”, the first step is to “clarify things”, referred to as “Insight”. Before you do something, you have to explain the reason for it.
These are what I call “things.” Before management, first understand the reason, understand the scientific logic. When we compare other people’s solutions, we don’t understand what’s going on. If you do not understand the reason, if you do not understand the process, you will not be able to manage him, and you will not know how to intervene and intervene in the whole process.
There are some “first principles” of cadre management that we must follow. If it is not followed, the management of cadres may not be smooth.
(1) As you sow, so shall you reap
In order to create usable talent, you must first have a talent base. The base of talent is insufficient, and no matter how to motivate and cultivate, it can not come out.
As the saying goes, “What you sow, you reap.” In a certain sense, the background color of the cadre determines the resource endowment of the enterprise, when the enterprise enters a new field, you need a bunch of managers, but there is no cadre resource base. What to do? The bottom layer of the enterprise talent structure must be large, and with the expansion of the scale, the freedom of enterprise cadre management can be greater. 数字化转型网（www.szhzxw.cn）
(2) The essence of cadre management is to create a growing cultural field
Enterprise cadre management is not hard to control, but to create an environment, so that those who meet the conditions grow out, this is the basic logic. Your management environment is not right, if you need technical personnel, but there is no field for technical personnel to be professionally in charge, technical personnel will not grow.
The concept of “cultural field” has been circling in my mind for a year or two. So what aspects do we need to do to build it? I understand several aspects of how human resources are allocated.
- Economic level: Rules of the market
In existing enterprises, there are basically three ways to allocate resources. One is to employ people in the traditional way.
This type of employment method of enterprises, even in the United States to start business, to find a strange professional manager, he will not trust others, or to send their classmates, send their fellow villagers personally.
The second way is authority. What is “authority”? Entrepreneurs with the enterprise for a long time, there is a group of followers, in the company’s final say, no matter what the problem, the boss does not nod, you can not do. 数字化转型网（www.szhzxw.cn）
The third way is market regulation. In the first two cases, the size of the enterprise is limited. Those professional technical talents in the market, management talents, he can not survive in these enterprises.
- Political level: balanced power and responsibility, fair interests
At the political level, what is needed is “balance of power and responsibility, and fairness of interests.” When there is no such environment within the enterprise, the ecology of the enterprise will deteriorate and there will be imbalance. Power and responsibility are not balanced, and some people are not constrained, so the power is very large. The more advanced the talent, he is not willing to be controlled inside. For example, some enterprises are dominant in the market, so that research and development, so that many back-end talents, unable to respond to the requirements of the market. Therefore, it is necessary to create a “cultural field” that is balanced in governance and fair in interests.
- Social dimension: Contracts based on equality and reciprocity
At the social level, contracts based on equality and reciprocity need to be established. The more talented, the more cadres, he does not want to give him favors. I have encountered this situation in many companies, the boss met some valuable talents, he said rest assured, you follow me, I will certainly not let you lose. In fact, when he said that, many talents will question, I come to you, based on their own ability and contribution to make a living, why should you rely on you to give me gifts?
- Scientific and technological level: systematic innovation system
Now the introduction of technology is also an influential factor in the creation of the internal environment. Science and technology itself has its own innovation of ideas, and the emergence of science and technology is accompanied by the innovation of traditional ideas. Without the freedom of education and questioning, and the courage to take risks, science and technology cannot make progress. If we observe the “cultural field” of high-tech enterprises, we will have a specific experience of this.
(3) Human nature has infinite possibilities
To do cadre management means to think about how your policy system, contribution system, evaluation system and control system should be done.
For the enterprise, you have so many people, how do you deal with it? Is to capture the essence of humanity. When doing cadre management, we must create an atmosphere to publicize the positive side and restrain the negative side. In cadre management, incentive and constraint coexist.
(4) The law of natural evolution
The law of “natural selection, survival of the fittest” is the only law that applies to both natural and social sciences.
The primary goal of a business is survival. The rule of “natural selection, survival of the fittest” is usually very cruel in the management of cadres. For example, Midea Chairman Fang Hongbo talks with an employee forum. The reason is that a cadre of the United States was laid off, this cadre for a long time to the company’s pay is still a lot, there is a work injury and even do not go on vacation, do not want the company’s compensation to struggle on the job, almost is to abandon the home industry, is the traditional sense of strugglers.
Then the management of cadres and personnel management must be adjusted, and the individuals within the enterprise also need to adjust. The goal of the enterprise is to survive, which is transformed into the principle of employing people and the principle of cadre management, that is, the position can be up and down, the remuneration can be high and low, and the employees can enter and exit.
So choice is the norm, which is often less objective and fair to employees. The implementation of the law of justice in the enterprise is carried out along the logic of the survival of the enterprise. The principles we use to manage people are probably not socially ethical. Social morality to help the poor and the weak, in fact, you can not do it in the enterprise, the enterprise must use strong people, with people who adapt to the living environment of the enterprise. If you don’t go through this rule in cadre management, your team will collapse. 数字化转型网（www.szhzxw.cn）
(5) Law of entropy increase
The law of entropy, which is the second law of thermodynamics, says that any system in the absence of external forces will go to sleep. This is the way nature works. Why is the Earth so dynamic? Because the sun is constantly supplying light to the earth, there is heat coming in. After the water flows down from the mountains to the sea, if there is no external force, there will be no water on the plateau, and life will not be able to survive. With the sun, with the heat, the water from the sea evaporates, flows again, and rains again, forming a natural cycle. If it were not for the sun, the earth would be ruined and there would be no life.
Second, six points of cadre management
The first principle we talked about should be able to run through the cadre management and be transformed into the main points of management in reality. I distilled it into six key points of cadre management. 数字化转型网（www.szhzxw.cn）
(1) Identify strategic talents and make plans
No matter how to manage people, organizations and mechanisms in enterprises, the starting point must be strategy. Strategy is a starting point for us to do human resource management. We have heard many similar words: the reason why our corporate strategy is not good, can not reach the goal, is that people can not keep up. But think about it, people need to have a training process, its growth is lagging, all people are not suddenly up to standard, there are not so many qualified people in the market. If your strategy is more than what HR can do now, how can your strategy be achieved?
- Identify strategic talent
Enterprises to develop a strategic plan, nothing more than one end is the opportunity, where the trend of the market; One end is resources, what kind of resource endowments you have. Finding a balance between these two aspects will shape our strategy. But the question is how can your strategy be executed if it’s not centered on people? Human resource management is disjointed, that is, in the process of development, the enterprise suddenly finds that your talent lags behind. This is a big problem.
Who can be identified as strategic talent? I think there are three criteria:
First, it is the key support for the realization of the strategy. Strategic talents are irreplaceable.
Second, it is difficult to obtain easily from the market. This is the scarcity of talent.
Third, the cultivation cycle is long. Some people have a very long growth cycle, and you want him to meet the requirements, from introduction to training, through a long time to obtain, with characteristics that cannot be copied and difficult to imitate. 数字化转型网（www.szhzxw.cn）
These three types of talents are strategic talents of enterprises. Businesses need to plan ahead for strategic talent management, or it will limit your growth.
- Identify the characteristics and growth rules of strategic talents
To find out what kind of resource endowment these people need in order to become such people, companies need to apply the first principle: you reap what you sow, and you reap what you sow. If you want to have melons, you must first plant melons, and you need to have a reserve of talents on the talent base. In the past few years, Internet companies have said that we have no planning, it is impossible, especially like the research and development of technology, it is impossible to obtain the ability in the short term, and talent can not grow in the short term.
(2) Talent placement
Some talents need to be put in, otherwise what kind of training process you use, talents can not grow out. You can’t raise a hamster to be a Wolf. So you need that kind of talent on the bottom pedestal.
Talent placement is the most important. Whether we rotate positions, whether we empower them through management activities, training, or training, it is for those cadres who are put into the rotation, and not all of them go to the rotation. In the future, when the company needs him to have the potential to go to a more senior position, it will provide him with job rotation and training opportunities. This is called “talent placement”.
(3) Talent inventory
So we need to do a talent inventory. In the strategic management process, it is necessary to update the strategy every year, and then roll forward in this way for three years. Talent inventory should go hand in hand with strategic activities. To make a strategy, an enterprise must first take stock of the business and the market, and at the same time, the talent inventory should be a part of the strategy. You must dish, because you want to dish resources, talent is the most important resource of an enterprise. We start with the end and take stock with the goal. If your strategy changes and the strategic goal changes, you have to rearrange your talent structure. 数字化转型网（www.szhzxw.cn）
Therefore, the talent inventory must be a strategic matter, a business matter, and the responsibility of the leader at all levels.
I was so impressed when I heard it. If in the management of cadres, operators do not have a clear understanding of what kind of business can be carried by the team, how can you make a plan? I’m not going to argue about the rationality of the entrepreneur’s behavior, but he’s cognitively sound. The human resources department of the enterprise should promote the hierarchical management of the cadre inventory, but through the inventory, there is a direct understanding of people, which is what the operator should do. Therefore, the matters of inventory include whether the cadres are sufficient, whether the quality is up to standard, whether the structure is reasonable, and even whether the morale is full.
(4) Empowerment
For empowerment, let’s go back to first principles. If a person has qualities and talents, he must have a commitment to his career, and there must be a motivation to go up. In terms of management, it is not to manage him, but to let him grow faster. This is empowerment.
Some entrepreneurs asked me, how can we measure the level of our human resource management? I said it is very simple, you do product research and development, can make your products have higher added value, indicating that your research and development ability is high.
(5) Creation of the environment
People have endowments, and talents themselves carry the motivation for upward development. The key is to win, so how to build a suitable environment for strategic talent? According to the first principles mentioned above, we have to think about the environment in at least three ways.
- Contribution as leverage mechanism
A market-based distribution system that respects knowledge and contributions. Let those specialized talents be respected and grow within the company, and let the knowledge itself be distributed among the interests of the organization. In the top-level design of Huawei, the money earned each year must be divided into three parts: one part is allocated to capital, which is reflected as profit; One is invested in the future, is a continuous investment; One share is allocated to knowledge, which is created by these people. There must be a need for comprehensive measurement of contributions in the organization. If there is no guarantee for the return of knowledge contribution in the mechanism, the enterprise will not be able to guide people to go to knowledge and professional.
- Cooperative relationship based on equality and mutual benefit
Establish a cooperative relationship based on equality and mutual benefit within the enterprise. For example, the spirit of contract, equality in personality. Some bosses always complain that their cadres are not independent in personality, experts are not independent in spirit, when you say opinions, these cadres clearly know that the front is a pit, and no one reminds them.
- An overall value-oriented governance environment
The so-called overall value orientation is to do things based on the rules and governance system deduced from the overall value of all the ecology of the company. What is total value? In an enterprise, there are actually different stakeholders in it. Everyone thinks about a thing, and when doing a thing, in addition to considering the overall interest, they will also consider the interests of the individual, the shareholders, each employee, or the marketing community. There are many local interests in the enterprise. If the company cannot restrain these people in governance and start from the overall value, it will not be able to establish a fair and just environment for talents within the company.
(6) Incentives and constraints
In management, incentives and constraints should be thought of at the same time. Human nature has infinite possibilities. You don’t restrain the negative side of people, just talk about motivation, you can’t control the negative side. Only talking about constraints without incentives, enterprises will have no vitality. 数字化转型网（www.szhzxw.cn）
The above mentioned five principles and six points of cadre management. If we manage cadres to understand these five principles, in order to measure your cadre management system, the cadre management system will be able to constantly update and upgrade. The principle is you get close, you never get there.
本文由数字化转型网（www.szhzxw.cn）转载而成，来源于寰球经理人；编辑/翻译：数字化转型网宁檬树。
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