Q: From the long-term perspective of the company, you also discourage some cadres who are not suitable for promotion to senior management.
Yang Guoan: When an intermediary in the company wants to be promoted to senior management, after he is nominated, He needs me to do an interview, and two people have to do the interview separately. When I find that it is not reliable, I will speak directly.Then I will coach this cadre and help him improve.So when I stopped him, it wasn’t because I didn’t like him, I didn’t have anything to do with him, so he knew that I was stopping him for objective reasons, because he had some shortcomings.But my focus is to help him succeed.
Q: What do you look for most when moving up the executive ladder?
Yang Guoan: First, the performance of the war, whether to conquer the public.Secondly, the ability of team building, attracting talents, cross-departmental cooperation, reputation within the company, insight into the strategy and other comprehensive abilities.Of course, integrity is the bottom line!
Q: Usually it’s not performance, is it?
Yang Guoan: Yes, a lot of times it’s a question of personal leadership style or cross-departmental collaboration, or a question of mind.Typically, they don’t share credit with subordinates and protect their “turf.”It’s all about personal security.Tencent is also very important to the internal performance, not to take credit, people think it is difficult to promote.
Q: I did it for a promotion, but in the end it didn’t work out.
Yang Guoan: That’s right. If you want to see what kind of leader you will be in the next five or ten years, if you don’t overcome these thresholds, the structure will be too small and it will be difficult to go to the next level.
Q: In terms of cadre work, you also coach senior executives. Could you talk about some coaching for Pony?
Yang Guoan: I don’t think I can give him any guidance. I just give him some advice.Generally speaking, when you talk to him, first listen to his ideas about the direction of the company.Then I would talk to him about my observations and give him important feedback, such as suggestions for what to focus on next.
Q: Would you challenge him?
Yang Guoan: Pony he is more soft, more open, sometimes give his advice and program, he is more support, so not a challenge.We form more judgments about the company from different angles.Sometimes he would ask me TO help and pay more attention TO some problems. For example, he asked me TO coach some cadres when there were some contradictions in the business of TO B.Sometimes I have projects to help him with, and he tends to be a supporter.
Q: Not long ago, you released the 2020 National Organizational Capability Survey. As for the influence of senior executives on organizational capability, the importance suddenly changed from the fifth to the first place. In fact, it puts higher demands on leaders.
Yang Guoan: Yes, it is highly uncertain — the epidemic has brought a lot of challenges to the economy, the turmoil in the financial market and the complicated geopolitics. In such an environment, it is very difficult to evolve on the basis of self-evolution. Many decisions must be made by senior executives more quickly and decisively.
Q: Internet companies have always faced an environment that is highly uncertain and challenging for their leaders.A: Did Pony get very anxious during your observation?
Yang Guoan: Pony is more anxious when the “3Q war”.He often has a sense of crisis, but he is very strong inside, soft outside and hard inside.As the head of the company, there is a sense of crisis, anxiety is normal.No anxiety is a problem, because the competition is so intense that every day a bunch of startups try to disrupt you.
Q: Having worked with him for 12 years, do you think he has changed?
Yang Guoan: First, be more confident.Second, more strategic thinking.Thirdly, Today Tencent has grown dozens of times compared with ten years ago, but its EGO has not grown up with it. It is still modest and willing to learn, and it always adheres to the values of integrity and kindness.