Thick Black Business School

Author: Wang Zaihua
Publisher:
Publish Date: 2006-01-01
Features: In the game of commerce, how can one be quick-witted and escape when facing danger? How can one seize the opportunity and make a fortune with one bold move? Whether you are an expert or a novice, the art of being "thick-skinned and black-hearted" is essential. This book features 32 famous tycoons from around the world, both ancient and modern, sharing their experiences. The language is humorous, witty, and incisive; the reasoning is sharp and easy to understand; the examples are extensive and insightful, making it an indispensable classic for wise entrepreneurs navigating the business world. As the saying goes, throughout history, all renowned merchants and tycoons have risen to prominence and maintained their success through "thick-skinned and black-hearted" wisdom. From ancient figures like Zhu Zhu Gong and Lu Buwei, to the Jin and Huizhou merchants of the Qing Dynasty and the red-topped merchant Hu Xueyan, to modern icons like Rockefeller and Bill Gates, each embodies the wisdom of "thick-skinned and black-hearted" strategies. This demonstrates that "The Art of Being Thick-Skinned and Black-Hearted" is not only effective in politics but also highly successful in business. To help every operator better master the practical applications of "The Art of Being Thick-Skinned and Black-Hearted" in business, we have compiled this book. The book is divided into six chapters and 32 sections, with each section featuring three parts: "The Classics of Thick-Skinned and Black-Hearted Wisdom," "Tycoon Teachings," and "Practical Application."
In the second section, the carrot and the stick take turns in hand. A dead Confucius would hold official ranks in his left hand and a steel knife in his right—how could he not become a role model for all generations? Rulers should first use benevolence and righteousness to guide the people, which is the method of Mencius, encouraging the innate goodness in people to emerge. When goodness arises, evil diminishes, just as when managing water, one channels the downstream flow to prevent overflow. However, human nature can also be evil. If moral persuasion fails and someone dares to disrupt everything, then strict laws must be enforced, much like building dams to control water. Rulers, like water managers, must combine benevolence and laws.
Tycoon Teaching
Speaker: Professor Iacocca of the Automotive Manufacturing Department, Thick-Skinned and Black-Hearted Business School
Many people have asked me, "How did you turn a company on the brink of bankruptcy around?" The answer is simple: establish a system of rewards and punishments and enforce it strictly. Our company places great emphasis on the role of talent in management. To fully unleash the potential of researchers and retain employees' loyalty, enabling them to maximize their innovative power, we have developed a comprehensive system of generous rewards through years of production practice. These rewards motivate employees to continuously master new technologies and achieve new work performance, and by paying based on achievements, we attract many outstanding technical talents. We allow employees to move between teams and functional departments, but their compensation is based solely on their work ability, not their position in the organization. This ensures that every employee, regardless of their role, must work hard to earn their pay.
Alongside generous rewards, I emphasize strict enforcement in management. Redundant staff, no matter who they are, must be cut without exception; no matter how high their position, all administrative staff must work on the production line; and anyone who fails to meet work plans on time, no matter who they are, will be fired without mercy. As the saying goes, "Without rules, there is no order." Company management relies on various regulations, but these must be checked and enforced on time. If regulations are made but not executed, they are as useless as paper and fail to serve their purpose. The failure to enforce regulations is a major reason why many private companies stumble or fail in management.
In summary, reward those who have contributed greatly and eliminate those who harm the company or offer no value. If my management has any experience, it is four words: "Orders must be followed, and prohibitions must be obeyed." No one should be above the system.
Practical Application
In the fierce era of commercial competition, "thick-skinned and black-hearted" operators are very skilled at motivating employees, appearing generous and not making employees constantly feel that they are being squeezed and exploited. And this generosity is not negotiable. When you give, you should not expect anything in return. In fact, you will gain even more.