Fight Like a Wolf — Be an Impressive Supervisor

Author: Gao Pengfei, Chen Li / Country:
Publisher:
Publish Date: 2006-02-01
Features: Napoleon, though not tall, was an undeniable alpha wolf. In every battle, he always struck first with surprise and speed, ultimately securing victory. No matter how formidable the enemy or how difficult the situation, he never retreated or gave up easily. This decisive and resolute style, combined with his iron will, not only terrified his enemies into defeat without a fight but also greatly inspired his soldiers. No matter how perilous the circumstances, as long as Napoleon appeared on the battlefield, his troops' morale soared, and they charged forward with courage. They believed that as long as Napoleon was there, they would inevitably achieve the ultimate victory. Even amidst gunpowder and thunder, they charged forward fearless and undeterred. It was precisely this fearless courage, the spirit of dying for one's cause, and the unwavering belief in victory that enabled Napoleon's army to achieve one incredible triumph after another. To be a leader, one must shine like an alpha wolf, just like Napoleon. In 1999, Carlos Ghosn, revered as the god of the global automotive industry, was still only the second-in-command at the French automaker Renault, serving under the company's president. He learned that the once-dominant Japanese automaker, Nissan, had been experiencing a continuous decline in performance for twenty-six years, with debts reaching hundreds of millions of dollars. However, with the keen instincts and insights of a wolf, Ghosn believed that Nissan's decline was solely due to poor management. If it were acquired and improved, it could once again reclaim its former glory. Moreover, Nissan was now in dire straits, making it an ideal target for a low-cost acquisition. Seizing the opportunity, Ghosn immediately convinced Renault to support his idea and overcame all obstacles to help the company acquire a 36.8% stake in Nissan for $5.4 billion. Afterward, Ghosn took the responsibility of reviving Nissan without hesitation. Upon taking office, Ghosn immediately conducted extensive inspections of Nissan's overseas department, whether in the production workshop, the employee cafeteria, or the dealers' offices. He listened attentively to the opinions and suggestions of every employee regarding the revival of Nissan, always alert and vigilant like a wolf. Seven months later, Ghosn announced his comprehensive plan to revitalize Nissan—laying off 21,000 employees within three years, closing five factories, selling off non-automotive divisions, and reducing the number of suppliers from over 13,000 to just 600, while cutting the procurement costs that accounted for 60% of Nissan's vehicle costs to 40%. When everyone saw this plan, they were stunned because its severity was beyond their tolerance. Some even called Ghosn a "cost killer," "destroyer," or "icebreaker." To this, Ghosn paid no heed. He spoke to his employees in halting but heartfelt Japanese: "The Nissan Revival Plan may be a source of headaches for many, but it is a necessary sacrifice for Nissan's rebirth. There is no other choice." It was this speech that made Nissan's employees begin to understand and support his plan, gradually working hard and striving for it under his leadership. Later, Ghosn, like a wolf, swiftly and decisively implemented radical reforms to Nissan's outdated system based on this plan. He believed that Japan's rigid and inflexible mechanisms made the process cumbersome and inefficient, so he defied opposition and drastically reduced the number of decision-makers, establishing fast and efficient information channels, greatly improving operational efficiency. A year later, the continuously loss-making Nissan company achieved a record profit of $2.7 billion in 2000, far exceeding its historical records. As a leader, Ghosn was undoubtedly a success, and all of this was inseparable from the exceptional traits of an alpha wolf embodied in him. Like a wolf, Ghosn possessed keen instincts, the ability to lead a team, and the courage to strike first and charge forward. No wonder he ranked fourth in the 2000 Global Top Ten Management Wonders by U.S. Business Week, in P5