Talent is free: The concepts and principles held as sacred by Fortune 500 companies

Author: Yu Renqiang
Publisher:
Publish Date: 2006-01-01
Features: During the Three Kingdoms period, the famous strategist Xu Shu was absolutely a talent under Liu Bei, but when he went to Cao Cao, he was certainly not considered a talent. This shows that the most important thing about choosing talent is choosing someone who fits your company, rather than just being good or excellent. In other words, excellent talent does not necessarily mean the talent that fits your company's needs. It's like picking shoes—compared to the craftsmanship and quality of the shoes, whether they fit is the key. Therefore, when choosing talent, practicality should come first. The core of choosing talent is finding the right person. Only the right person is valuable to the company, and choosing excellent talent is even more so. Excellence is a relative concept for a company. What fits is what is excellent. Choosing the right talent is the only way to truly and effectively lead the company to steady and rapid development.
Since every company exists in its own unique way, with its own existing behaviors and psychological characteristics, and adopts appropriate methods and tools for management. If the talent hired is not familiar with their industry or does not understand the company's various processes, excellence is out of the question. What fits is effective. For example: A famous Western football coach achieved remarkable results, with the teams he coached performing well and gaining widespread recognition. Thus, the struggling Chinese football team, desperate for help, hired him at a high cost as their coach, hoping he could diagnose and save Chinese football. But what happened? The coach poured his heart into transforming Chinese football, but after several years, the team's performance showed no improvement. The coach had to leave China in disgrace amidst complaints. Why? Simply because his ability was undeniable, but his thinking did not work in China, nor did he understand the realities of Chinese football. In other words, he was not suitable for Chinese football, and the result was inevitable failure.
Countless successful cases have proven the principle of effective management: Only what fits is good. Many companies, like worshipers, learn from and seek guidance from excellent companies, but the results have been successful for only one and one. This only proves: Finding management methods that suit your company is good. Relying on quick fixes and simple imitation is ineffective. Therefore, when companies choose excellent talent, or when excellent talent chooses a company, they should first recognize themselves, understand their needs and strengths, and choose and persistently manage what suits them. This is the good way. Talent that fits your company is effective and practical. The key lies in "whether it fits"—whether the right person is used in the right environment, follows the rules of that environment, and is implemented firmly and persistently in the right way.
Additionally, many companies lock their strategy on "fitting" in their early stages, taking steady steps, being pragmatic and seeking progress, and developing steadily. However, once they successfully enter the phase of growth and expansion, they are easily prone to deviating from the principle of "fitting," thinking they can do anything. Some talent also holds this view when choosing a company. In reality, there are very few things that truly fit you, and those suited for growing in a small river are...