Huawei Yu ravings, and ren zhengfei, why? -Founded by ren zhengfei, Huawei, gray leadership-IT information
As a company at the helm, have their own management philosophy is a very important thing. Each individual, has its own set of management philosophy. But by combing and summary, we can find some common ground, such as the heart and the rhythm.
To manage a business you need vision, recognized, respected and digested dissent – to accept cultural diversity, values diversity, demands more, can also be called a compromise. We tend to "compromise" as weak, but it is often not the case. A company's survival and great, you need to stick with the compromise: the direction is not compromised, the principle is not negotiable but accept and Digest dissent, and adapt it to harmony, is difficult but also very important things. In order to manage a business, you also need a good rhythm, because in business on the athletic field, a step faster than the others, is often a brighter future.
But good management, needs much more than that. Rock undercurrent forever buried on the road to glory. "Doing pretty well" to "to the extreme" and never simple. Many small is not small, social contributions neither more nor less, condition good nor bad, neither high nor low level management ... ...
To cross the Middle State, from good to excellent, is a breaking change, its lurking dangers--both successful path-dependent, and challenges facing many contradictions; transformation and upgrading of both pressure and encounter all kinds of short boards; some accumulation of resources and benefits distribution challenges facing ... ...
More difficult than imagined, but fortunately, solutions are always more than we think. You want to get something you want, the most reliable way is to let you be worthy of it. I hope you have the courage and wisdom to stand out from the fight as if someone used to say "God helps". Here, Enjoy:
Ren long are rare media, never attended any national forum, most of the time the outside world was through ren spoke to about the company.
One case was surprising, consumers BG CEO Yu is Huawei. Yu since since the beginning of 2010 as consumer BG CEO Huawei, high profile, frequently surprising words. Huawei has set off a frenzy. Once there had been "muzzled" storm could have been "class".
But for Huawei to various consumer BG and Yu's criticism, ren zhengfei, showed great tolerance. To this, ren zhengfei, outlines the phrase: allow dissent and strategic reserves. My own criticism is far more than my own decision.
Leaders should forgive? (Talk to ren zhengfei, Catholic)
On tolerance, ren's speech can be found in many.
" Tolerance is the leader's way to success ... ... Any work, but involves two aspects: one is dealing with the matter, the other is the doujin work. Intolerance, affecting the same deal. A scientist, personality quirks, but he is only one person in the lab with instruments dealing, intolerance no harm. A shop employee, just dealing with the machine, so, even if he does not get along well with everyone, does not prevent his skill to produce attractive products. However, any Manager, must be members to deal with. Management was defined as ' job skills through others '. Once dealing members, the importance of tolerance will be immediately displayed. ”
"Differences exist between man and man, the so-called tolerance, essence is tolerance between people of difference. Different characters, different skills, different people can unite under the banner of Organization Mission and vision, is the Manager of tolerance. ”
"Tolerance of others, in fact, is to forgive ourselves. A little more tolerance of others, in fact, is a bit more space in our lives. ”
"Tolerance is a strong, not weak. Tolerance reflected back down, this is a purposeful plan, the initiative into their own hands. Helpless and compelling is not a Catholic. ”
"Only the brave know how tolerant cowards will not be tolerant, that's not his nature. Tolerance is a virtue. ”
"Only a Catholic would unite most cognitive orientation with you, only a compromise would make the firm the right direction to reduce confrontation, only in order to achieve your objective correctly. ”
Ren zhengfei, even deliberately promote and configuration of the opposing voices in the company, even in the organizational system of construction and "Reds" Devil's advocate "blue army". And outstanding cadres from the Blues, singles, Commander of the Red Army.
"Blues exists in all aspects, inside of any aspects of the Blues, the Blues was not a top, the lower is no. Duel in your mind are red and blue, I think that one's life is always in the red and blue vs. Against his will in my life, than I want to do things that I critique ourselves far more than my own decision. I think Chelsea is in any area, in any process, any time and space with red and blue vs. If there is opposition to organized, I'm willing to tolerate. To rally and unite all the people together to conquer the world, including people of different views. Coalition against after does not matter, so long as they are technically against. Flowers, discussions, was exerted by human ingenuity. ”
Ren's leadership philosophy as a very important point, "allow dissent, is the strategic reserve". Ren zhengfei, I call it the gray leadership. He thinks gray is Manager of leadership qualities.
What is the gray leadership?
What is the gray leadership, ren in a dialectical speech did summarize. First, clear direction from the gray; the second, leaders must learn to forgive third, no compromise, no gray.
1. the clear direction from the gray
Ren zhengfei, considered an important quality of the leaders direction and rhythm. His gray level is appropriate. Firm from gray in the right direction, compromise and tolerance.
A clear direction is produced in the chaos, is stand out from the gray, direction change over time and space, it often will not be as clear. Non-white or black, is not either/or. Reasonably grasp the right gray, is to make the various factors of influence on the development of and harmony at a time, this process is called a compromise, the harmony of the result is called gray.
Ren said in his speech, connotation and implication of compromise is much richer than its literal meaning, understand it and practice are two completely different things. Like Huawei cadres are mostly young and hot-tempered vigour, is unlikely to know the necessary compromise, work will have greater resistance.
Throughout China's history of political reform, while eternal impact on China's social progress, but most did not reach the ideal of change. Ren zhengfei, believe that, in the face of their era, they change too radical, too rigid, breaking the resistance which is too harsh. If they had more time to practice, not too urgent and too comprehensive, results may be better. Is the lack of gray. Direction is firm, but not in a straight line, may be the ever-swinging around curves, at certain times, and draw a circle, but we have some distance, or heavy, it remains tightly, pointing in the direction of the front.
2. tolerance is the leader's way to success
Ren asked the Manager to subordinates to be tolerant, because stewardship of this nature. Any work, but involves two aspects: one is dealing with the matter, the other is the doujin work.
Intolerance, do not affect the same deal. A scientist, personality quirks, but he is only one person in the lab with instruments dealing, intolerance no harm. A shop employee, just dealing with the machine, so, even if he does not get along well with everyone, does not prevent his skill to produce attractive products.
Someone defined management as "job skills through others." Once dealing members, the importance of tolerance will be immediately displayed. Differences exist between man and man, the so-called tolerance, essence is tolerance between people of difference. Different characters, different skills, different people can unite under the banner of Organization Mission and vision, is the Manager of tolerance.
Tolerance of others, in fact, is to forgive ourselves. A little more tolerance of others, in fact, is a bit more space in our lives.
Tolerance is a kind of strong, not weak. Tolerance reflected back down, this is a purposeful plan, the initiative in their own hands. Helpless and compelling is not a Catholic.
Only tolerance will unite most cognitive directions together with you, only a compromise would make the firm the right direction to reduce confrontation, only in order to achieve your objective correctly.
3. no compromise, no gray
In ren's gray philosophy, adhere to the correct direction, and compromise does not contradict, compromise is the unwavering direction opposite insisted.
Is, is incapable of compromise, the principle is not negotiable. However, everything can be compromised in the process of achieving goals, as long as it is conducive to the realization of, why can't a compromise? when goals are clear, if blocked, we compromise, around a bend and is better than standing still, why hit the southern wall?
Compromise does not mean that is weak and unstable, not uncompromising, can show a hero. Someone think in either/or thinking, in fact, is that the relationships between people and is conquered with their relationship, there is no room for compromise.
In ren of thought in, "compromise" actually is very pragmatic, and resourcefulness to of jungle wisdom, General humanity jungle in of wise, are knows appropriate timing accept others compromise, or to others proposed compromise, after all people to survival, by of is rational, and not turns; "compromise" is both or multi in a species conditions Xia reached of consensus, in solution problem Shang, it not best of approach, but in no better of method appeared zhiqian, it is is best of method, because it has many of benefits.
Compromise does not mean abandoning principle blindly give in. Sensible compromise is an appropriate Exchange. In order to achieve the main goal, you can make appropriate concessions on secondary objectives. This compromise is not completely give up their principles, but retreating through appropriate exchanges to ensure the achievement of objectives. Instead, the unwise compromises is the lack of proper balance, or insist on secondary targets and give up the main goal or unnecessary losses to the compromise at too high a price.
Only a compromise in order to achieve a "win-win" and "win-win", this would certainly lose. As compromise to eliminate the conflicts, refusal to compromise, must be the prelude to a confrontation; our cadres at all levels truly understand the art of compromise, learned, keep an open mind, it will really reach a grayscale level, you can go farther on the right path and go solid.
Thus, ren's management thought, everything has a unity of opposites sides of management on the grey is our tree of life. Open, to compromise, and requires a profound understanding of gray .
On gray leadership management experts say?
1. Wu Chunbo: Ren Zheng non between "black" and "white" grayscale between management philosophy
Ren zhengfei, President of Huawei company management can be attributed to a balanced thought. Since 2001, the ren for the company every year "ten key points", regardless of how changes in the internal and external environment, "adheres to the balanced development" has been placed in the article, this article has never changed. I would say that ren's management is the core of the idea of equilibrium, equilibrium is the highest management philosophy. Ren zhengfei, describes himself as a "gray" who he says gray is between black and white, it is very difficult to master, this is leadership and instructor levels. People who do not truly understand, can't have grayscale.
"Balance is the most effective form of productivity", "continue to insist on balanced development, push forward the work of reform and improvement. Balance is the most effective form of productivity. Through sustained improvement, constantly enhance the vitality of organizations, improving the competitiveness of enterprises, as well as continuously improve efficiency per capita. "This is Huawei, long-term adhere to core values.
Huawei's path of growth and development for more than 20 years, is based on dynamic implementation and benefits, operations and management based on balanced, through continuous improvement, modification and improvement, Huawei continue to strengthen and improve management skills, thereby enabling enterprises to embark on a path of development. Huawei's success again with Chinese-style case, balanced management is the real core competitiveness of enterprises.
If an enterprise truly realize the dynamic balance, must be the winner in the commercial field, no growth, no development, no success, is very difficult.
For the future development of the company, we are full of confidence, support the reason for that confidence is: under the leadership of ren, Huawei with balance as its management philosophy, and after more than 20 years of practice, has successfully built into a world-class enterprise balance of soft power.
This is an awesome balance of power!
2. Peng Jianfeng: grayscale five elements of leadership
"Ash" is a color that is a fusion of black and white means the living environment of the enterprise and not in the future, pure and simple, easy to identify, they are diverse and complex, there is uncertainty. "Gray" of transition between black and white, it was chaotic, fuzzy, also contains multiple elements in chaos under the table but is pregnant with vigor and vitality.
"Grey" is the biggest feature of "intermediate state". This is similar to many current height.
After the reform and opening up a number of successful enterprise in a "limbo": the enterprise is small is not small, social contributions neither more nor less, condition good nor bad, the management level is not high nor low. To cross the Middle State, from good to great, is a breaking change, its lurking dangers--both successful path-dependent, and challenges facing many contradictions; transformation and upgrading of both pressure and encounter all kinds of short boards; some accumulation of resources and benefits distribution challenges facing ... ... Even greater danger comes from, you don't know your biggest enemy, the biggest obstacle is your own, so I do not know how to choose strategies and tactics.
However, "grey" and "intermediate state" also breeds opportunity and hope. Because it is "the middle ', so you have the opportunity to choose, select, there is hope, and choice is one of the greatest advantages. "Gray" chaos of dull, means that there is both good and bad, difficult, intertwined, and they keep moving, and that's exactly what vitality-could suddenly break from the dull, from chaos to clarity, appears disruptive changes, generate new business models and opportunities for the enterprise.
But, capture live opportunities of fire and hope of light, need from anxiety in the calm down, stopped rush looking for of footsteps, return fundamentals--in see not clear direction Shi returned to original points again Combs thought, answered I is who, I to to where to of problem; in values confused Shi return inside moral demands, answered I for who created value, I to adhere to how of core value of problem; in find not to new of economic growth Shi, return enterprise business nature, business talent, and business customer, hard basics.
"Gray" refers to the original meaning in black and white can be a way of smoothing the transition between methods. Enterprises across the "intermediate state" confused in the fusion of black and white to find their direction and path in the campaign in a variety of complex factors control the rhythm of his steps, in fact, there are some ways, what I call "the gray leadership".
Call it leadership, because the first or most in need of this "gray" rule tends to be the leader, leader, entrepreneur. "Grey age" requires rebuilding mission, responsibilities, and enhance the ability of entrepreneurs, called "the golden triangle of leadership."
Why is the mission, responsibilities, these three elements? First, the grayscale needed to remake Chinese entrepreneur's sense of purpose and passion, which led the enterprise success trap now, through the throes of a transition to achieve transformation and upgrading. Secondly, the responsibility is greater than capacity, responsibility for achievement of excellence, at such a time, we appeal to entrepreneurs and corporate executives face the risk and responsibility for change. Third, the entrepreneurs to carry out its mandate and responsibilities, must have a Foundation, this Foundation from the updates and the ability to reshape his thinking.
"The gray era" needed by entrepreneurs and business executives thinking, and what exactly is core competency? I think it is a "degree", namely, judgment, measured in the direction of handle, heat control, timing, tempo control and management of the arts best play. The "degree" of specific and embodied in the moral appeal, cross-border thinking, awareness of competition, open and inclusive, and real leadership in these five areas.
Moral inspiration . In a select multiple, value lost, passion continue to fight decay times, entrepreneurs need to have a strong moral appeal. With firm goals, lofty ambitions, universal values and positive attitudes, continuous positive input energy for your organization, cohesion, consensus and lead the chaos to find direction, to explore a way out and find the right way.
Cross-border thinking . In the age of the Internet, borders between industries, enterprises are no longer obvious, even integration, interoperability, "anything is possible". Cross-industry, cross-field of cooperation and development are the general trend, it needs entrepreneurs with extremely wide field of vision and thought, not only can see business opportunities, more connectivity, enterprise value network.
Awareness of competing . In the chaotic, ever-changing times, the opponent may suddenly become friends, friends may become rivals. Therefore, the future is not going to be cut-throat competition among enterprises, but to cooperation, compromise and mutually dependent, in both competition and cooperation to achieve a win-win, and to safeguard competition. This awareness for entrepreneurs competing and learning from your competitors, and opponents, in cooperation and create new sources of value growth and find new opportunities for development in the cooperation.
Open and inclusive . China enterprise development to this day, many of which are industry chain development, group management, need to be entrepreneurs and business executives across business and the ability to work across teams, functions. Meanwhile, with the accelerated pace of globalization of Chinese enterprises, trans-regional, cross-cultural communication, cooperation and leadership, is placed in front of entrepreneurs the compelling proposition. Also, and companies directly related to the fate of consumers and employees are also more diversified, cultural diversity, values diversity, aspirations. Faced with these new problems, entrepreneurs only improve its open and inclusive, communication, collaborative thinking and leadership skills. Further open to into global market, and integration global resources, constantly found and looking for to new of opportunities; has inclusive heart to learned compromise, can tolerance others of shortcomings, allows subordinates failed, appointments than himself more capable of people; communication of premise is accepted, accepted different culture belief, and different generation inter features, and different character differences; collaborative is open, and inclusive, and communication zhihou of results, in collaborative in the solution contradictions, by collaborative produced value.
Real leadership . "True leadership" is the new concept of international management is discussing, it has four dimensions: self-awareness, balance information and moral views and relationship transparent. Which is consistent and we are here to promote, so we took it over, combined with today's environment of Chinese enterprises, and injected new connotation.
Self-awareness, requires entrepreneurs profound knowledge to, who I am, where is my problem? People are the most difficult to understand themselves, determine your level of awareness of the self-cultivation depth.
Information balance, refers to the era of increasing information transparency, symmetry, leaders should attach more importance to establish rules and balanced stakeholders value balance problems.
Internal moral perspective is what we advocate: more entrepreneurs in the face of complicated contradictions, tried to return to the corporate standard, uphold the values and value line, adhere to the inner moral appeal, and to match words with deeds.
Transparency requires a leader with customers, customers, employees and other stakeholders in the value chain to establish a transparent relationship, mechanism system under the Sun; create a transparent decision-making, decision-making atmosphere within the Organization in order to stimulate the internal vitality of organizations.
I personally think that, in the context of the new management, real leadership also means coping with complex elements of both inclusive, compromise, balance and overall control of quality.
These five elements, both for entrepreneurs and executives grappled with the external environment and related requirements, more is the processing enterprises complex elements of leadership and command. In short, the "gray leadership" asked entrepreneurs from self-profound changes begin, eventually leading enterprise "grey age" from good to great.
Source: Huaxia cornerstone e-insight
Public its: chnstonewx
华为余承东狂言不断，任正非为何能忍？ - 任正非,华为,灰度领导力 - IT资讯
作为一家公司的掌舵人，拥有一套自己的管理哲学是很重要的一件事。每一个独立的个体，都自有一套管理哲学。但通过梳理和总结，我们还是能发现到一些共通点的，比如胸襟和节奏。
要管理好一家企业需要胸襟，承认、尊重与消化异见——接受文化多元、价值多元、诉求多元，亦可称之为妥协。我们往往将“妥协”等同于懦弱，但实际上往往并非如此。一家公司的生存和伟大，需要的是坚持与妥协：方向是不可以妥协的，原则也是不可妥协的；但接受和消化异见，并将其调整为和谐，是很难也很重要的事情。而要想管理好一家企业，还需要好的节奏，因为在商业的厮杀上，比人家快一步，往往就是海阔天空。
但要做好管理，需要的不仅仅如此。礁石暗流，永远埋在通往荣耀的路上。从“做得还不错”到“做到极致”，从来不简单。许多企业规模不大也不小，社会贡献不多也不少，运营状态不好也不坏，管理水平不高也不低……
要跨越中间状态，从优秀走向极致优秀，是一种断裂式的变化，它潜藏着各种危险——既有成功路径依赖，又面临很多矛盾挑战；既有转型升级的压力，又遭遇各种能力短板；既有了一定的资源积累，又要面临利益分配难题……
困难永远比想象中多，但好在解决的方案也永远比想象中多。要得到你想要的某样东西，最可靠的办法是让你自己配得上它。希望你有勇气和智慧从厮杀中脱颖而出，犹如某人常说的“天助自助者”。以下，Enjoy：
任正非长年基本都少见媒体，也从未出席过任何国内论坛会议，大部分时候外界是通过任正非讲话来了解这家公司的。
有一个案例却让人意外，就是华为消费者BG CEO余承东。余承东自从2010年开始出任华为消费者BG CEO以来，行事高调，屡有惊人之语。往往在华为内外掀起轩然大波。一度还出现过被“禁言”风波，差点被“下课”。
但是对于华为内部种种对于消费者BG以及余承东的非议，任正非表现出极强的包容力。对此，任正非提纲挈领的说过一句：允许异见，就是战略储备。我对自己的批判远比我自己的决定要多。
领导者该不该宽容？（任正非谈宽容）
关于宽容，在任正非的讲话中可以找到很多。
“宽容是领导者的成功之道......任何工作，无非涉及两个方面：一是同物打交道，二是同人打交道。不宽容，会影响同物打交道。一个科学家，性格怪癖，但他的工作只是一个人在实验室里同仪器打交道，那么，不宽容无伤大雅。一个车间里的员工，只是同机器打交道，那么，即使他同所有人都合不来，也不妨碍他施展技艺制造出精美的产品。但是，任何管理者，都必须同人打交道。有人把管理定义为‘通过别人做好工作的技能’。一旦同人打交道，宽容的重要性立即就会显示出来。”
“人与人的差异是客观存在的，所谓宽容，本质就是容忍人与人之间的差异。不同性格、不同特长、不同偏好的人能否凝聚在组织目标和愿景的旗帜下，靠的就是管理者的宽容。”
“宽容别人，其实就是宽容我们自己。多一点对别人的宽容，其实，我们生命中就多了一点空间。”
“宽容是一种坚强，而不是软弱。宽容所体现出来的退让是有目的有计划的，主动权掌握在自己手中。无奈和迫不得已不能算宽容。”
“只有勇敢的人才懂得如何宽容；懦夫绝不会宽容，这不是他的本性。宽容是一种美德。”
“只有宽容才会团结大多数人与你一起认知方向，只有妥协才会使坚定不移的正确方向减少对抗，只有如此才能达到你的正确目的。”
任正非甚至刻意在公司倡导和配置反对的声音，甚至在组织体系上构建与“红军”力量唱反调的“蓝军”。而且从蓝军的优秀干部中，选拔红军司令。
“蓝军存在于方方面面，内部的任何方面都有蓝军，蓝军不是一个上层组织，下层就没有了。在你的思想里面也是红蓝对决的，我认为人的一生中从来都是红蓝对决的。我的一生中反对自己的意愿，大过我自己想做的事情，就是我自己对自己的批判远远比我自己的决定还多。我认为蓝军是存在于任何领域、任何流程，任何时间空间都有红蓝对决。如果有组织出现了反对力量，我比较乐意容忍。要团结一切可以团结的人，共同打天下，包括不同意见的人。进来以后就组成反对联盟都没有关系，他们只要是技术上的反对。百花齐放、百家争鸣，让人的聪明才智真正发挥出来。”
任正非的领导哲学里有很重要的一个观点，“允许异见，就是战略储备”。任正非本人称之为灰度领导力。他认为灰度领导力是管理者的必备素质。
什么是灰度领导力？
什么是灰度领导力，任正非在一篇讲话中做过辩证式总结。第一，清晰的方向来自灰度；第二，领导者必须学会宽容；第三，没有妥协就没有灰度。
1.清晰的方向来自灰度
任正非认为一个领导人重要的素质是方向、节奏。他的水平就是合适的灰度。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。
任正非在讲话中称，妥协的内涵和底蕴比它的字面含义丰富得多，而懂得它与实践更是完全不同的两回事。像华为的干部，大多比较年轻，血气方刚，干劲冲天，不大懂得必要的妥协，工作就会产生较大的阻力。
纵观中国历史上的变法，虽然对中国社会进步产生了不灭的影响，但大多没有达到变革者的理想。任正非认为，面对它们所处的时代环境，他们的变革太激进、太僵化，冲破阻力的方法太苛刻。如果他们用较长时间来实践，而不是太急迫、太全面，收效也许会好一些。其实就是缺少灰度。方向是坚定不移的，但并不是一条直线，也许是不断左右摇摆的曲线，在某些时段来说，还会划一个圈，但是我们离得远一些或粗一些来看，它的方向仍是紧紧地指着前方。
2.宽容是领导者的成功之道
任正非要求管理者对下属要宽容，因为这同领导工作的性质有关。任何工作，无非涉及到两个方面：一是同物打交道，二是同人打交道。
不宽容，不影响同物打交道。一个科学家，性格怪癖，但他的工作只是一个人在实验室里同仪器打交道，那么，不宽容无伤大雅。一个车间里的员工，只是同机器打交道，那么，即使他同所有人都合不来，也不妨碍他施展技艺制造出精美的产品。
有人把管理定义为“通过别人做好工作的技能”。一旦同人打交道，宽容的重要性立即就会显示出来。人与人的差异是客观存在的，所谓宽容，本质就是容忍人与人之间的差异。不同性格、不同特长、不同偏好的人能否凝聚在组织目标和愿景的旗帜下，靠的就是管理者的宽容。
宽容别人，其实就是宽容我们自己。多一点对别人的宽容，其实，我们生命中就多了一点空间。
宽容是一种坚强，而不是软弱。宽容所体现出来的退让是有目的有计划的，主动权掌握在自己的手中。无奈和迫不得已不能算宽容。
只有宽容才会团结大多数人与你一齐认知方向，只有妥协才会使坚定不移的正确方向减少对抗，只有如此才能达到你的正确目的。
3.没有妥协就没有灰度
在任正非的灰度哲学中，坚持正确的方向，与妥协并不矛盾，相反妥协是对坚定不移方向的坚持。
核心是，方向是不可以妥协的，原则也是不可妥协的。但是，实现目标过程中的一切都可以妥协，只要它有利于目标的实现，为什么不能妥协一下?当目标方向清楚了，如果此路不通，我们妥协一下，绕个弯，总比原地踏步要好，干嘛要一头撞到南墙上？
妥协不表示是软弱和不坚定，也不是毫不妥协，方能显示出英雄本色。人如果用非此即彼的思维方式思考问题，实际上是认定人与人之间的关系是征服与被征服的关系，没有任何妥协的余地。
在任正非的思想里，“妥协”其实是非常务实、通权达变的丛林智慧，凡是人性丛林里的智者，都懂得恰当时机接受别人妥协，或向别人提出妥协，毕竟人要生存，靠的是理性，而不是意气；“妥协”是双方或多方在某种条件下达成的共识，在解决问题上，它不是最好的办法，但在没有更好的方法出现之前，它却是最好的方法，因为它有不少的好处。
妥协并不意味着放弃原则，一味地让步。明智的妥协是一种适当的交换。为了达到主要的目标，可以在次要的目标上做适当的让步。这种妥协并不是完全放弃原则，而是以退为进，通过适当的交换来确保目标的实现。相反，不明智的妥协，就是缺乏适当的权衡，或是坚持了次要目标而放弃了主要目标，或是妥协的代价过高遭受不必要的损失。
只有妥协，才能实现“双赢”和“多赢”，否则必然两败俱伤。因为妥协能够消除冲突，拒绝妥协，必然是对抗的前奏；我们的各级干部真正领悟了妥协的艺术，学会了宽容，保持开放的心态，就会真正达到灰度的境界，就能够在正确的道路上走得更远，走得更扎实。
由此可见，在任正非的管理思想中，任何事物都有对立统一的两面，管理上的灰色，才是我们生命之树。开放、妥协、灰度需要深刻去理解。
关于灰度领导力管理专家怎么看？
1.吴春波：任正非间于“黑”“白”之间的灰度管理哲学
华为公司任正非总裁的经营管理可归结为均衡的思想。自2001年起，任正非每年都要为公司制定“十大管理要点”，不管内外部环境发生了如何的变化，“坚持均衡发展”一直放在第一条，这一条从来没变。可以讲，任正非的经营管理思想的核心就是均衡，均衡是其最高的经营管理哲学。任正非自称是一个有“灰度”的人，他认为：介于黑与白之间的灰度，是十分难掌握的，这就是领导与导师的水平。没有真正领会的人，不可能有灰度的。
“均衡就是生产力的最有效形态”，“继续坚持均衡的发展思想，推进各项工作的改革和改良。均衡就是生产力的最有效形态。通过持之以恒的改进，不断地增强组织活力，提高企业的整体竞争力，以及不断地提高人均效率。”这是华为长期坚守的核心价值观。
华为二十几年的成长与发展之路，是建立在动态地实现功与利、经营与管理的均衡基础之上的，通过持续不断地改进、改良与改善，华为不断强化与提升经营管理能力，进而使企业走上了一条良性发展之路。华为的成功，也再次以中国式的案例说明，均衡的管理是企业真正的核心竞争力。
一个企业如果真正实现动态平衡，必定是商业领域的赢家，不成长、不发展、不成功，都很难。
对于华为的未来发展，我们充满了信心，支撑这一信心的理由是：在任正非的领导下，华为以均衡为其经营管理理念，并经过二十几年的实践验证，成功打造了成为世界级企业的均衡的软实力。
这是一种可怕的均衡的力量！
2.彭剑锋：灰度领导力五要素
“灰”是一种颜色，是黑与白的融合，意味着企业的生存环境和未来不是简单、纯粹，易于辨别的，而是多元、复杂，存在不确定性的。“灰”又是黑与白之间的过度，它混沌、模糊，同时也蕴含着多重元素；在混沌表相下实则孕育着活力和生命力。
“灰”最大的特征是“中间状态”。这与很多企业目前的状态高度相似。
改革开放后的一批成功企业也呈现出一种“中间状态”：企业规模不大也不小，社会贡献不多也不少，运营状态不好也不坏，管理水平不高也不低。要跨越中间状态，从优秀走向卓越，是一种断裂式的变化，它潜藏着各种危险——既有成功路径依赖，又面临很多矛盾挑战；既有转型升级的压力，又遭遇各种能力短板；既有了一定的资源积累，又要面临利益分配难题……更大的危险来自于，你不知道此时你最大的敌人、最大的障碍其实就是你自己，所以也不知道该怎么选择战略战术。
然而，“灰”的“中间状态”也蕴育着机会和希望。因为处于“中间’，所以你还有选择的机会，有选择就有希望，有选择就是一个最大的优势。“灰”的混沌沉闷，意味着有好有坏，好坏难辨，好坏交织，且它们在不停地运动着，而这恰恰是生命力所在——可能在突然间就从沉闷中突破，由混沌走向清晰，出现颠覆性的变革，为企业带来全新的商业模式和发展机会。
但是，捕捉住机遇之火和希望之光，需要从焦虑中冷静下来，停下匆忙寻找的脚步，回归基本面——在看不清方向时回到原点重新梳理思路，回答我是谁，我要往何处去的问题；在价值观迷茫时回归内心道德诉求，回答我为谁创造价值，我要坚守怎样的核心价值的问题；在找不到新的经济增长点时，回归企业经营本质，经营人才、经营客户，苦练基本功。
“灰度”的本义是指在黑与白之间能够平滑过渡的一种方式方法。企业要跨越“中间状态”的迷惘，在黑与白的融合之中找到自己的方向和路径，在各种复杂因素交织的运动中控制自己的步伐节奏，其实也有一些方式方法，我称之为“灰度领导力”。
称之为领导力，是因为最先或最需要掌握这种“灰度”法则的往往是领头人、领导者、企业家。“灰度时代”要求企业家重树使命、承担责任和提升能力，我们称之为“领导力金三角”。
为什么是使命、责任、能力这三要素？第一，灰度时代需要重塑中国企业家的使命感和事情激情，从而带领企业跨越现在的成功陷阱、度过转型期的阵痛，实现转型升级。第二，责任大于能力，责任成就卓越，在这样一个时期，我们呼吁企业家和企业高管勇于承担变革的风险和责任。第三，企业家要履行使命和承担责任，必须要有基础，这个基础来自于他的思维更新与能力重塑。
在“灰度时代”，企业家和企业高管所需要的思维意识和核心能力素质究竟是什么？我认为是一种“度”，即对方向的判断、分寸的拿捏、火候的控制、时机的把握、节奏的掌控和管理艺术的最佳发挥。这个“度”具体又体现在道德感召、跨界思维、竞合意识、开放包容、和真实领导这五个方面。
道德感召。在一个选择多元、价值迷茫、持续奋斗的热情衰减的时代，企业家更需要具有强烈的道德感召力。用坚定的目标追求、远大的理想抱负、普适的价值观和积极健康的心态，为组织持续输入正能量，以凝聚人心，达成共识，带领大家在混沌之中找到方向、探索出路并找到正确出路。
跨界思维。在互联网时代，产业之间、企业之间的边界不再明显，甚至是相互融合、互联互通的，“一切皆有可能”。跨行业、跨领域的合作与发展是大势所趋，这需要企业家具备极度开阔的视野和思维，不仅能看到商业机会，更要能互联互通，构建企业价值网。
竞合意识。在混沌、多变的时代，对手可能瞬间变成朋友，朋友也有可能变成对手。因此，未来企业之间不会再是你死我活的竞争，而是走向合作、妥协和相互依存，在既竞争又合作中实现多赢，并共同维护竞争秩序。这要求企业家具备竞合意识，向竞争对手学习，和竞争对手合作，在合作中产生新的价值增长点，在合作中发现新的发展机遇。
开放包容。中国企业发展到今天，很多都是产业链式发展、集团化管理，需要企业家和企业高管具备跨业务、跨团队、跨职能合作的能力。同时，随着中国企业全球化的速度加快，如何跨地域、跨文化的沟通、合作和领导，也是摆在企业家面前的迫切命题。还有，和企业命运直接相关的消费者和员工也更加多元化：文化多元、价值多元、诉求多元。面对这种种新问题，企业家只有努力提升自己的开放、包容、沟通、协同的思维意识和领导能力。进一步开放才能融入全球市场、整合全球资源，不断发现和寻找到新的机遇；有包容心才能学会妥协，能容忍他人的缺点，允许下属失败，任用比自己更能干的人；沟通的前提是接纳，接纳不同文化信仰、不同代际特征、不同性格差异；协同是开放、包容、沟通之后的结果，在协同中解决矛盾，由协同产生价值。
真实领导。“真实领导”是国际管理学界正在讨论的新概念，它有四个维度：自我意识、信息平衡处理、内在道德观点和关系透明。这与我们所提倡的相符合，所以我们把它拿过来，结合今天中国企业的生存环境，注入新的内涵。
自我意识，要求企业家深刻的认识到，我是谁，我的问题在哪里？人是最难认识自我的，对自我的认识程度决定了你的修养深度。
信息平衡处理，是指在信息日益透明、对称的时代，领导者要更重视建立规则，并能平衡处理相关利益者的价值平衡问题。
内在道德观点就是我们所提倡的：企业家越是在面临各种错综复杂的矛盾时，越是要回归企业本位、坚守价值立场和价值底线，坚守内心道德诉求，且要做到言行一致。
关系透明则要求领导者与客户、顾客、内部员工等价值链上的各个相关者建立透明的关系，把机制制度放在阳光下；在组织内部营造透明决策、民主决策的氛围，以激发组织内在活力。
我个人认为，在新的管理环境下，真实领导也意味着在驾驭复杂要素时既包容、妥协、平衡又能总体掌控的一种能力素质。
这五个要素中，既有对企业家和高管们应对外部环境和相关关系的要求，更多则是处理企业内部复杂要素的领导和驾驭能力。简而言之，“灰度领导力”要求企业家从自我深刻变革开始，最终带领企业跨越“灰度时代”，从优秀走向卓越。
来源：华夏基石e洞察
公众号：chnstonewx