Q: How do you handle complaints from head Office staff?
Yang Guoan: Generally speaking, do you need my help?Shall I talk to Pony and Martin?He said Ok and I told him.Because everyone’s interview is confidential. If I tell it privately, it will become a tattletale. How will people talk to you in the future?
Q: So you have to have some principles.
Yang Guoan: Of course.The first to professional, the second to neutral, people will trust you.At the end of the one-on-one session, I will ask general questions, not individual questions, not what so-and-so said.Be confidential and reflect the real problem.
Q: What do the head office members expect from your one-on-one interview?
Yang Guoan: He knows that I will give feedback. He also has expectations and hopes to solve the problem.But I listen to a lot of people, not people.What I need to do is to identify problems and have a feeling for the mood of the company.Besides interviews, I can feel people’s emotions, whether they are anxious or embarrassed, but I am also confident and happy. This is called emotional energy, which means to feel the inner and emotional energy.That’s why I call it feeling your pulse — looking at your complexion, and seeing if the problem is a cold or a chronic illness.
Q: Before 2018, the overall mood within Tencent was relatively satisfactory, but in 2018, employee satisfaction declined. Could you talk about the changes in the diagnosis results in those years?
Yang Guoan: From 2015 to 2017, the stock price soared every year. When the company issued shares to employees and held staff meetings, it was all about “fellow shareholders”.It wasn’t a big conflict at the time, it was all about development — you came to my place, I came to your place, and so on. It was a growing conflict, it was normal.But in 2018 you find frustration, resentment and negativity.
Q: You have a thorough understanding of the mood and state of the company, and people will tell you the truth.When was the first time you noticed something unusual?
Yang Guoan: Because I joined an industry Internet project to help them do seminars.We’ll hear your concerns later.Later, the game’s license numbers were limited, the stock fell, and the stream of negative media comments came quickly.
The main thing is that in August 2018, the employee satisfaction survey came out, and it showed very bad results, very low confidence, very low trust in senior executives, etc.The reporting team suggested that the head office should communicate more about strategic direction to employees.I didn’t agree at the time.I said that it was not about the strategic direction of communication, but that there was no consensus among the members of the general Office on the strategic direction.
Martin agreed at the time that there was no consensus on our strategic direction, so one by one we began to store the energy for this change.
Q: Why did you say that?As a result, it’s easy to think it’s a communication problem.
Yang Guoan: Because I talked to a lot of the head office members one on one, they were all very anxious about the current situation of the company, they all had different ideas.Some people worry that companies are not paying enough attention to innovation. How can they ensure that there is more space for the young people below?Make it easier for them to innovate, instead of stifling them with multiple reports.
I’ve also been told that content should be integrated.Our content products, each division has a bit, everyone in charge of their own piece, it’s easy to lose the ball.For example, TO B business contradiction, there have been many coordination meetings.But do these issues need to be resolved project-oriented or at the system level?
Everyone has ideas, but company-level problems can’t be solved by a single BG (Business division).
So at that time, I thought it was not a problem of strategic communication, but a lack of consensus among senior executives on strategic direction.Then I talked to some founders and executives and decided that it was time for some big organizational changes.