任正非的领导力研究_潘进煜

任正非总结汇报题目：任正非的领导风格与管理理念分析引言：作为华为公司的创始人和领导者，任正非具有深厚的管理经验和独特的领导风格。

他带领华为从小到大，从一个起步不太被人看好的公司，发展成为全球知名的通信设备和解决方案供应商。

本文将对任正非的领导风格和管理理念进行分析，并总结出其成功之道。

正文：一、坚实的决策与执着的执行：任正非在领导华为的过程中，始终保持着坚实的决策和执着的执行能力。

他注重制定长远发展的战略规划，并敢于做出艰难的决策。

一旦决策确定，他会坚定地执行，不轻易改变。

这种决策和执行力使华为得以在激烈的市场竞争中保持稳定增长，并迅速适应变化的市场环境。

二、注重人才培养和团队合作：任正非认为，人才是企业最有价值的资源。

他注重人才的培养和激励，鼓励员工学习和成长，并提供了广阔的发展空间。

在他的领导下，华为建立了一套科学的人才选拔和培养体系，吸引了众多优秀的人才加入华为。

他还鼓励团队合作，强调团队的力量，通过不断完善内部沟通机制和激励机制，推动团队协作，实现共同目标。

三、创新与科技驱动：任正非始终将创新视为企业发展的核心动力。

他鼓励员工勇于探索和创新，鼓励团队借鉴先进的技术和经验，不断提升自身的竞争力。

他强调科技驱动，提倡技术创新和自主研发。

通过持续的技术创新，华为获得了很多核心技术的突破，使得公司在行业中保持领先地位。

四、高效的组织架构和管理体系：任正非十分重视公司的组织架构和管理体系。

他提出“六重架构”理论，强调组织的分工和合作，使每个部门都能高效运转。

同时，他注重信息的流通和共享，建立了一套完善的信息管理系统，保证信息的及时传递和共享。

这种高效的组织架构和管理体系，使得华为能够快速响应市场变化，加快决策的执行。

结论：任正非的领导风格和管理理念在华为的发展中发挥了重要的作用。

他坚实的决策和执着的执行能力，注重人才培养和团队合作，强调创新与科技驱动，以及高效的组织架构和管理体系，使得华为始终保持着稳定的发展势头，并取得了卓越的业绩。

任正非：转型期领导力的特质任正非深知，挑战和压力才是生命的原动力；而成功与那些随之而来的虚头巴脑的名誉，只是通向死亡的路标。

诚可谓“势无常也，仁者勿持。

势伏凶也，智者勿矜。

”他洞悉生命的律动：一旦华为失去了谨慎、敬畏、用敬、精进、素直、广大、包容的品质，就会一夜之间倾倒。

文/王育琨从灰度的整体观看下来华为2014年已然登上了全球电信设备商的巅峰。

华为一家的盈利，比二三四名加在一起还要多。

当誉满全球之时，任正非在华为2015年市场工作会议上发表讲话《大道至简》坦诚：华为还担不起世界领袖的担子。

华为登顶也意味着转型，无常而且有凶险，需要舵手。

企业运势犹如走钢丝的平衡，那不是按照既定的模式或套路完成的，而是在混沌、颤抖中把握节律和平衡的实际体验，是很多尝试和失败的精华。

你或许会感觉到某些东西在那里，但它是难以捉摸的，更无法指出它，无法描述出它。

任正非把这种状况叫做“灰度”：“坚定不移的正确方向来自灰度、妥协与宽容。

一个清晰方向，是在混沌中产生的，是从灰色中脱颖而出，方向是随时间与空间而变的，它常常又会变得不清晰。

并不是非白即黑、非此即彼。

合理地掌握合适的灰度，是使各种影响发展的要素，在一段时间和谐，这种和谐的过程叫妥协，这种和谐的结果叫灰度”。

任正非的灰度理论，哲学家尼采很认同。

尼采这样描绘混沌：“假如一位科学家相信无限宇宙中所有的星星都在自己心中的数学轨道上有规律的运行，那么我们就有理由怀疑他并不是一位真正的科学家。

洞察无限宇宙就像洞察自己的心世界一样，这样的人一定会知道，即使在一个银河系中，也肯定存在着迷宫般的混沌状态。

”混沌是一种世界观，混沌是一种信念，混沌是一条生命法则：生命法则7：坚定不移的正确方向来自灰度、妥协与宽容。

灰度，是需要时间和失败教训才能感悟到的。

那是无数次的心惊肉跳，无数次生不如死的颤抖，终于有了一种整体观。

从灰度那个高点看下来，宇宙无边界，人的潜能无边界。

而人们却往往不妥协，不接受灰度，非要来个黑白分明！结果，自己把自己活活拘死。

100企业改革与管理 2017年6月下摘　要：华为作为中国的巨头公司，闪耀在国际舞台上，取得了令人瞩目的成就。

作为华为创始人的任正非对华为的节奏和发展方向仍有巨大影响。

任正非提出了有效的战略，使华为成为全球领先的企业，聚焦于任正非的领导力研究有助于我国企业竞争力的提升。

关键词：任正非；领导力；企业发展一、领导力的内涵1.领导力的概念美国学者哈罗德·孔茨（HaroldKoontz）认为领导力是领导对追随者的一种影响力，领导者要想办法赢得追随者，并让追随者愿意为实现组织目标去战斗。

清华大学的吴维库教授，则认为领导力是看到是一个模糊、宽泛定义的术语，它的核心是领导对追随者的影响和影响深度跟广度。

领导力是领导者在特定情况下吸引和影响领导者和利益相关者的能力，凭借此能力去实现群体或组织的目标。

2.领导力的表现领导力的体现在个人能力与集体能力两方面。

领导力是一种个人的魅力，特殊的人际影响力，是个人综合素质的展示，领导给追随者一种信任和充满智慧的感觉，领导才能让大家甘心聚集在他周围并且为了组织的目标而努力奋斗；领导力又是一种组织、协调和沟通集体的能力，调动集体的积极性，从而发挥最大效用，让集体中追随者感受到前途是光明和充满希望的；最后，领导力的背后需要领导有勇气和能力去承担相应的责任和义务。

二、任正非的领导力分析1.理想化影响力（1）以目标为导向他非常清楚华为的目标是成就客户梦想，这是任正非领导力的核心。

任正非对工作充满了激情跟动力，他一直在努力将公司的目标转化为全体员工的愿景，并总是为客户创造价值而尽心尽力，华为也就成为任正非天生的使命。

华为在任正非的带领下，不断有新产品的研发，还有研发出很多世界领先的技术，按照结网式的前进脚步已从中国市场走向海外市场。

（2）深入合作共赢的理念他认为竞争的核心是尊重竞争对手，提倡合作共赢的理念。

同时他在公司的财富分配中，他的理念是每个人都可以分享到公司成长所带来的好处。

解密任正非的领导力作者：周施恩来源：《销售与管理》2011年第03期在企业内部管理上，任正非的领导风格是强硬的、务实的、低调的。

本文从明确的发展纲领、规范的HR机制、严密的运行机制和朴实无华的宣教四个方面对任正非的领导力进行了解读，并以通俗易懂的方式对其领导力进行了概括，以期对企业管理者领导力的提升有所帮助。

任正非是一个非常低调的人。

他不愿接受记者采访，也很少参加令许多商界精英趋之若骛的媒体盛事。

尽管如此，其杰出的领导力依然能够“引无数英雄竞折腰”。

有案例为证印尼M8项目是华为在海外的第一个融合计费项目，也是通信业界屈指可数的真正的融合计费项目之一。

出于对华为的信任，客户把全网搬迁原有计费系统的项目交给了华为，但也提出了在6个月内交付商用的要求，这几乎只有常规期限的一半。

任务如此艰巨，使无论是一线工作人员还是总部支持团队，都在工作上和心理上承受着巨大压力。

华为前后派四五批研发专家团到现场与客户交流，其中有两次是大规模的，每次都有20多人的专家队伍到场。

其根本目的，就是要弄清楚客户的真正需求，诸如：哪些是最重要的需求，哪些是最紧急的需求，哪些是不必要的功能，等等。

只有不厌其烦地把这些搞清楚，才能实现最终的优质交付，才能体现出华为一贯坚持的“实现客户梦想”的基本原则。

双方五六个团队封闭在酒店里，白天开会，当夜就要输出会议纪要，并进行相互确认。

在此过程中，华为的本地员工发挥了很大作用，他们既是一线工作人员，又担任了翻译和沟通的角色。

研发部门也非常卖力，对客户所提出的问题，他们部尽可能地给予现场解答。

对于客户提出的要求，他们也会仔细地分类整理：可以做的、必须做的、没必要做的、无法做到的，然后坦诚地与客户进行沟通，直到最终达成一致。

由于准确把握了客户的需求，并突出了重点，确保了进度，该项目最终成功地按期交付客户使用，并受到印尼合作方极高的评价。

关于领导，美国前国务卿基辛格博士有一个非常著名的说法：领导就是要让跟随他的人们，从他们现在的地方，努力走向他们去还没有去过的地方。

任正非的管理理念及案例任正非的管理理念可以总结为以下几点: .1.重视"怪才"、“歪才”: 任正非重视那些思维方式和行为可能超出企业对员工的单-定义标准的人才。

这些“怪才"、“歪才"往往具有更强的创新精神和创意，能够为企业带来独特的想法，并推进公司的创新发展。

2.金钱激励:任正非认为，唯有明确的经济利益，才能更好地激发员工的积极性和潜力。

3.领导者带头:任正非并不是一个传统领导者，他的管理风格是以实践为基础的。

4.重用每一个员工: 任正非提倡公平、公正地评价和重用每一个员工。

以下是一-些任正非管理理念的案例:1.在华为，任正非非常重视员工的人性化需求。

他鼓励员工提出自己的想法和建议，甚至在公司的食堂里设置意见箱，让员工可以匿名提出意见。

这种做法让员工感到被尊重和重视，也促进了公司内部的沟通和交流。

2.在华为，任正非非常注重员工的培训和发展。

他主张对员工进行严格的培训，让他们掌握最新的技能和知识。

同时，他也鼓励员工自我学习和发展，并为他们提供各种资源和支持。

这种做法不仅提高了员工的专业水平，也增强了公司的核心竞争力。

3.在华为，任正非非常关注员工的福利和待遇。

他主张为员工提供良好的工作环境和福利待遇，包括提供住房补贴、医疗保险、健身设施等。

这种做法让员工感到被关心和照顾，也提高了员工的工作积极性和效率。

总的来说，任正非的管理理念是以人为本、尊重员工、注重培训和发展、关心员工福利和待遇等。

这些理念不仅在华为得到了贯彻和实践，也在其他企业中得到了广泛的应用和推广。

制表：审核：批准：。

论领导者的核心能力——以任正非为例分析企业领导者在长期的工作、修养中形成的, 决定着领导者的思想和行为, 而其他人又难以模仿和学习的内在心理特质, 称为领导者的核心能力。

领导者的核心能力应当具备以下特点: 第一, 它是领导者在长期的工作、生活经历中形成的, 具有长期的稳定性;第二, 它积淀在领导者的潜意识中, 影响着他对事物的根本看法和态度, 直接或间接地决定着领导者的思想和行为; 第三, 与其他领导方法和技巧不同, 它难以模仿和学习, 不通过自身的长期“修炼”而简单地模仿他人是不可能具备这些能力的。

企业领导者的核心能力又可以很大程度地影响其企业的核心竞争力。

所以一个企业表现出来的企业特质与其领导者的核心能力或者说是领导者的特质密切相关。

下面将以华为掌舵者任正非为例，简析领导者应该有的特质风格。

目标明确，踏实干实业早在1995年，正当国内许多企业还在追逐飘忽不定的发展机遇时，任正非就开始酝酿起草《华为基本法》，到1996年正式定位其为“管理发展大纲”。

这份明确的管理发展大纲可以说是任正非作为华为掌舵者，巧妙地将一己之谋，一己之力转化为一个清晰界定公司使命、核心价值观、愿景、经营哲学，人才理念，组织架构等决定企业长远发展的纲领性东西。

《华为基本法》是任正非将自己心里明确的发展纲领（一种无形的东西）以书面的形式（一种有形的东西）表现出来。

这可以说是国内民营企业第一次对追求基业长青所作出的全面思考，也确保了华为在之后的十几年里正确的航向——专注于通信设备供应，永不进入信息服务业，更没有为这十几年如火如荼的房地产和股票炒作所诱惑。

正是任正非踏踏实实干实业的心，才使华为这家不断发展，快速膨胀的高科技公司，在遇到各种各样挑战和诱惑时始终有一个正确的导向。

在这个充满诱惑的年代里，在有些人的眼里，有许多来钱快的路子，干实业也可能被所谓聪明的人认为是最傻的。

但华为从1995年销售额14亿、员工800多人，到2014销售额近三千亿，全球员工17万的全球化公司，没有这种静下心来，踏踏实实干实业的心，是万万办不到的。

《领导力：如何在组织中成就卓越》阅读记录目录一、领导力概述 (2)1.1 领导力的定义 (3)1.2 领导力的重要性 (3)二、领导力模型与理论 (4)2.1 领导特质理论 (5)2.2 领导行为理论 (6)2.3 领导权变理论 (8)三、有效领导力实践 (9)3.1 沟通技巧 (10)3.1.1 倾听技巧 (12)3.1.2 表达技巧 (12)3.2 决策能力 (13)3.2.1 科学决策法 (14)3.2.2 模糊决策法 (15)3.3 团队建设 (16)3.3.1 团队协作 (17)3.3.2 团队冲突解决 (18)3.4 激励与激励 (19)3.4.1 正向激励 (21)3.4.2 负向激励 (22)四、领导力发展与培养 (24)4.1 自我领导力 (25)4.2 组织内部培训 (27)4.3 领导力选拔与评估 (28)五、领导力在组织中的应用 (29)5.1 创新管理 (31)5.2 企业文化建设 (32)5.3 危机管理与应对 (33)六、领导力面临的挑战与未来趋势 (35)6.1 数字化时代的领导力变革 (36)6.2 多元文化背景下的领导力挑战 (37)6.3 领导力研究的未来方向 (39)七、结语 (40)7.1 领导力的重要性 (41)7.2 不断学习与提升领导力 (43)一、领导力概述定义与理解：领导力是一种能力，它体现在一个人如何有效地引导一个组织或团队实现共同目标。

它不仅包括决策、沟通、协调等基本技能，更涉及到如何激发团队成员的潜力，创造积极的工作环境，以及应对变革和挑战的策略。

领导力的重要性：一个拥有卓越领导力的领导者可以在组织中建立信任，推动创新，提高执行力，从而实现组织的长期稳定发展。

领导力是组织成功的关键因素之一。

领导力与管理的区别：领导力和管理虽然都是组织运作的重要部分，但它们有着不同的侧重点。

管理更注重制度的建立和维持，确保任务的完成；而领导力则更多地关注员工的激励、团队文化的塑造以及战略方向的设定。

从领导力的角度论领导有效性
海娜仁
【期刊名称】《内蒙古电大学刊》
【年(卷),期】2009(000)003
【摘要】领导作为一种运用非强迫性手段影响其他人自愿努力去完成群体或组织目标的过程,目的性是很强的.领导不是为了领导而领导,是为了群体或组织目标实现而领导.领导的有效性问题也成为领导学所关注的焦点.从领导力的角度出发对领导有效性和领导力在领导活动中的作用进行分析,提出了一些通过领导力的提升来达到领导有效性的途径.
【总页数】2页(P40-41)
【作者】海娜仁
【作者单位】内蒙古大学公共管理学院,内蒙,古呼和浩特,010021
【正文语种】中文
【中图分类】C933.2
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解密任正非的领导力（Deciphering Ren Zhengfei's leadership）In the management of the enterprise, Ren Zhengfei's leadership style is tough, pragmatic and low-key. This paper from the clear development program, the specification of the HR mechanism, strict operation mechanism and chastity education four aspects of Ren Zhengfei's leadership for the interpretation, and to understand the way of its leadership were summarized, in order to enhance the leadership of enterprise managers help.Ren Zhengfei is a very low profile person. He did not want to be interviewed by journalists and rarely participated in media events that attracted many business elites. Nevertheless, the outstanding leadership can still "countless heroes bow in homage".There's a case for itIndonesia M8 project is the first converged billing project overseas by HUAWEI, and also one of the few truly integrated billing projects in the communications industry. Out of HUAWEI's trust, the customer handed over the entire network of the original billing system to HUAWEI, but also made a request for commercial delivery within 6 months, almost half of the regular time limit.The task is so difficult that both front-line staff and headquarters support teams are under great pressure both at work and in psychology. Before and after HUAWEI sent four or five batch of R & D experts to the scene to communicate with customers, of which two are large-scale, every time there are more than 20 experts team to the scene. The basic purpose isto understand the real needs of the customer, such as: what are the most important requirements, which are the most urgent needs, which are unnecessary functions, etc.. Only by working tirelessly to make these clear, in order to achieve the ultimate quality of delivery, in order to reflect the HUAWEI has consistently adhered to the "realization of customer dreams" basic principles.the five or six team closed at the hotel, met during the day, night to output the minutes of the meeting, and confirm each other. In the process, HUAWEI's local staff played a big role, they are both front-line staff, but also played a role in translation and communication. R & D departments are also very hard, the customer's questions, they are as far as possible to give on-site solutions. As for the requirements of the customer, they will also carefully sort out what can be done, what must be done, what is not necessary, what can not be done, and then communicate openly with the client until the final agreement is reached.Because of the accurate grasp of customer needs, and highlighted the focus, to ensure progress, the project eventually successfully delivered to customers on time, and by the Indonesian partners highly evaluation.About leadership, the former Secretary of state, Dr. Kissinger, has a very famous saying: "leadership is to make the people who follow him, from where they are now, go where they have never been.".This statement is easy to understand, but in specificoperations, the leaders have made a very high demand. Because man is not a machine, he will not work in accordance with the intention of the leader unconditionally. Especially for a country famous for its cleverness and caprice, it is even more difficult to do so.at present, HUAWEI has become a worthy of the name of the global company, products and solutions has been extended to more than 100 countries and regions, and the establishment of the 22 regions and more than 100 branches overseas, has more than eighty thousand employees worldwide. For such an elite and rapidly developing high-tech enterprise, what kind of leadership can be used to make it run as efficiently as described in the case?Decryption: Ren Zhengfei's leadershipin recent years, the domestic "leadership" training can be used almost "hot" two words to describe, but these are just passable -- in contrast to training fable, the trainer to sell on the surface and at all kinds of essence is the same "concept + trickery" ancient legend.And Ren Zhengfei's leadership can be done by dissecting the sparrow as followsA clear programme of development?. Back in 1996,While many domestic enterprises are still chasing the erratic development opportunities, Ren Zhengfei began promoting the drafting of "HUAWEI basic law" -- a clear definition of thecompany's mission, vision, business philosophy, talent concept, core values and determine the long-term development of enterprises for something. It can be said that the overall thinking Chinese private enterprises for the first time in pursuit of everlasting made, also ensure the correct course of HUAWEI -- focus on communications equipment supply so far in more than 10 years, never entered the information service industry, but not for the Shenzhen real estate like a raging fire and stock speculation temptation.A good beginning is half done. "HUAWEI basic law" the introduction of the development of HUAWEI, the rapid expansion of high-tech companies, can always have a correct orientation in the face of various challenges and temptations, not encountered in the face of problems before, employees at all levels is also very clearly know how to creatively carry out the work, and not sitting there waiting for instructions.Well, if we compare HUAWEI to a high-speed train, the HUAWEI basic law can be regarded as the track laid out by Ren Zhengfei for this train. Through this track, Ren Zhengfei skillfully put their own plans, personal power, into the company more than eighty thousand employees work together in the direction and goals.The canonical HR mechanism. In 1997, Ren Zhengfei began to plan the standardization of human resources development and management system. In the world's top consulting firm hay group (HayGroup) with the help of HUAWEI, and gradually establish and improve the position system, salary system, qualification system, performance management system, and the series ofposition competency model. On this basis, HUAWEI gradually formed its own mature cadre selection, training, appointment, assessment and reward and punishment mechanism.Its core includes the following three aspectsIn the promotion of his position, Ren Zhengfei suggested that the most responsible person should be the most important". The "sense of responsibility" is not responsible for the leaders in the traditional sense, but is responsible for the things and the results of the work, and the improvement of performance goals is the main basis for promotion.in the pay issue, Ren Zhengfei proposed "we never shy", but "unswervingly to the excellent staff tilt". The specific approach is to determine the remuneration of employees with the importance of their abilities, contributions and positions so that those who are serious, responsible, and outstanding can receive generous returns.in the equity allocation, shares of employees is determined according to the "comprehensive ability, responsibility, dedication, work attitude, risk commitment", thus forming the excellent employee collective holdings, the backbone of the staff, a large number of holdings of lower level employees appropriate equity shares distribution pattern.What? The three are combined to produce the effect: do you want to be promoted? Do you want a raise? Do you want to increase your shareholding to achieve the dream of equity enrichment? Then study hard, work hard, set an example and improveperformance!more importantly, under the HR mechanism specification, HUAWEI's human resources department every day tens of thousands of employees for accurate performance appraisal, the key problems of human resource allocation, job promotion, pay, allotment and gradually get rid of the influence of human factors, so that the sensitive issues are no longer sensitive to all kinds of people have been eager to "fair competition" is ripe.A tight operating mechanism?. The competition among modern enterprises is no longer the competition of a single product, service or brand, but the competition of the whole supply chain. Especially for high-tech enterprises such as HUAWEI in the highly competitive environment, the level of process management is enough to determine the ability of external competition.In 1998, HUAWEI spent millions of dollars on IBM cooperation, and with the help of IBM and its top advisory body, PWC, HUAWEI established a process management that could be said to be "the most America" in the country. Take product R & D and promotion as an example:any product after the project, immediately set up is composed of market, R & D, manufacturing, service, finance, procurement, quality of personnel of the "mixed team" (PDT), the overall management of the whole process of product development. Through service, manufacturing, finance, procurement and other back-end Department early intervention,in the stage of product design to take full account of the manufacture, installation, easy maintenance and follow-up demand, accurate measure of return on the entire product life cycle investment rate. Once the product has been launched, all aspects of the process have been fully prepared to ensure that any requirements that may arise from the customer are met at any time.this process arrangement, get rid of the fragmented state of the original departments effectively avoid the fight the enemy separately, buck passing phenomenon between departments, operating efficiency, product quality and service level of the company also increased rapidly in the whole process of promoting.as an important customer of HUAWEI said: "HUAWEI, the entire company is like a well oiled machine, all levels of employees as a machine big and small gear, the front man will pull you away, behind the people will push you away, do not want to turn."chastity education. Ren Zhengfei came from Wu, but he had the incomparable missionary ability. The ideological education of his education is not like boring, did not follow the prescribed order of teaching, but in the chastity shining wisdom, lively and fun. What's more, his mission is not an aimless "talent show", but aims to explain his strategic ideas and make appropriate corrections to the problems existing in the company. Two or three examples are presented.", a wage cut, efficiency". The development of HUAWEI fast, but Ren Zhengfei didn't want extensive low efficiency of theexpansion, but to "growth is lower than the output value and profit growth", the hope is through internal potential, improve the efficiency to achieve the benefits of growth, but also can not let Lei Feng lose". Then what shall I do? "The staff and raise efficiency," three refined vocabulary shows that Ren Zhengfei wanted to pursue.The burning bird is the phoenix". In the face of difficulties that have not met before, people always habitually show fear, avoidance, even resistance in the key links of major changes. Whenever this happens, Ren Zhengfei will always jump at the right moment and explain to everyone in vivid language and cheer everyone up with a bright future. "Burning dead bird Phoenix" is an example, it is used to determine a "collective resignation" after being sent to Shandong, and actively explore the humiliation, and ultimately create a brilliant performance of the market manager deeds.For many years, Ren Zhengfei's slogan has been very real, so it is often said to be "gray"". But HUAWEI's employees felt warm and realistic, so they followed suit. The effect of education through the accumulation of precipitation, and the superposition of a period of time, will imperceptibly affect morale, to ensure the healthy development of HUAWEI, and gradually formed the culture of HUAWEI. And that's exactly what Ren Zhengfei wanted.Conclusions: Ren Zhengfei's Leadership Secretsin conclusion, Ren Zhengfei's leadership can use the "one law" and "two systems", "three mission" to summarize."One law": use a set of "HUAWEI basic law" to ensure the correct direction of development, to illustrate the major issues of the company.the "two systems": "HR mechanism" and "strict standardized operation mechanism", to ensure that internal agencies and departments and the efficient operation of the tens of thousands of people worldwide."Three missions": with all the trouble and full of wit and propaganda, we should seize the opportunity to control the "exceptional" problems encountered by the company in the course of its development". The effect of different education contents, respectively, can play, answer questions, check erroneous ideas at the outset, correction of morale,With the "one law" and "two systems" complement each other, together constitute the Leadership Secrets of Ren Zhengfei.。