Huawei’s deputy general manager Xu Jiajun gave Ren Zhengfei ’s resignation letter
 
  When it comes to Huawei, people will naturally think of Ren Zhengfei, and everyone in the industry knows that Huawei once had a Xu Jiajun. Before he left the company, he was the vice president of Huawei, the technical super god, and the annual salary of more than 10 million, a veritable "employed emperor."
 
  From an ordinary company employee, to Huawei's vice president with a salary of 10 million yuan, and then to Huawei to move to Baidu, Xu Jiajun's ten years of experience and experience can definitely be used for anyone who is eager to succeed . We can also have a glimpse of it. Huawei's operation process and Xu's career planning .
 
  Recently, the Bank of China branch in Heilongjiang Province: leave the Huawei vice president Xu Jiajun to the resignation letter of recommendation to the Bank Ren young employees to learn .
 
  Today, we will circulate the full text of this letter and hope to inspire young employees.
 
  " Resignation letter from Xu Zhengjun, vice president of Huawei's resignation to Ren Zhengfei "
 
  Text / Xu Jiajun
 
  Right non-brother:
 
  In the ten years of working, in Huawei's ten years, it is Huawei that has never been a professional circle and has become a well-known big company. The decade of rapid development has witnessed the company's many years of struggle . I also participated in it, learning to swim while in the tide, and today. Now I have to leave the company, ready to start a new business, accept new challenges, what I am going to do, the risk is very high, it is very likely that it will be a life of nine deaths, and it will be difficult to say after nine deaths. Before starting a new career, I remembered a detailed summary of the past decade. Huawei such as in a rapid development of large enterprises, sometimes a purgatory-like exercise, if I can summarize years of experience and lessons learned from critical work, a man of truth, I think of the future will go a long way benefit.
 
  In the past few years, some people have left the company, wrote some things or books, pointed out the company's tactics, commented on the situation, and pointed out the opinions of the company's senior leaders. I personally feel that in addition to bringing some entertainment value, what good is it? Behind development and development, 60,000 people dream, work hard, contribute, sacrifice, struggle, complain, dissatisfaction, precipitation, departure, hope, loss; behind development, opportunities, major decisions, crisis, mistakes, etc. Is the internal logic clearly clear to the outsiders? I don’t want to talk about the company more, just want to reflect on my work experience, think about what I have done, what contribution I have made, what I have done the most, what I have done. What have you benefited the most and learned?
 
  All in all, my ten years at Huawei was ignorant. I didn't seem to have any great ideals, no detailed plans, just thinking about doing one thing. Through my own summary and reflection, I hope that I can be more planning and clearer in the future.
 
  I thought about it. I think the following points are the experiences and lessons that have been experienced in these years and are worthy of further development in the future.
 
  First, start small things, learn to lose, and cooperate with others
 
  This is the last lesson before graduate school. The teacher of the electronic circuit finally gave us a few words. Although I forgot the teacher's name, these words have been remembered so far. In Huawei's work practice, I feel more and more profound about this simple article. Starting from small things is not always satisfied with doing small things, nor is it a high-spirited talk. Learning to suffer is not to endure the loss, is not to care about the momentary gains and losses, is the key to give up when there is courage.
 
  Second, how big is the heart, how big is the stage
 
  Many of our successes come from dare to think and dare to do it. Just like the first time I received a questionnaire, I didn’t understand it, but dare to try it, dare to solve it, and really solved it; just like we do SPES, even No one, no technology, no accumulation, and large companies such as CISCO are also doing it. We dare to do it, dare to implement it, do not blindly worship or fear authority, and have achieved success. Of course, this is not just blind and daring. The big heart also means actively paying attention to the vast external world, and openly and tolerantly accept all kinds of new things.
 
  Third, study hard, go up every day
 
  This sentence is used to describe the requirements of IT people, the most appropriate. The true winners and experts are the "most afraid of learning" people, do not understand things, take it to learn. Our IT now has a technology big cow Tan Bo, in fact, he is not born a big cow, but also from the layman to become a super expert through learning, he once told me that when I started as a UNIX system administrator, I saw # prompt Fu Da was shocked, because he spent many years developing under UNIX is a % prompt, never had administrator privileges.
 
  Look at the experts' level at the beginning! When I was working on a backup project with me, I asked him to study the backup and recovery methods of the ORACCE database when he retired. He looked at the text and thought that the regression of the database was like a person walking backwards. This is a bit of a humorous taste, but he gets up every morning, watches an hour before going to work, has accumulated over the years, and now has become a super expert who is no challenge in many fields such as systems, databases, and development. However, learning is definitely not just learning from books. In fact, it is more important to learn from practical work and learn from the surrounding.
 
  For example, what I think is the most important thing that I learned in Huawei is “to be good at using adversity.” Huawei did not emphasize difficulties every day in the winter, but proposed “using the opportunity of winter to reverse the global competitive landscape” and really succeeded. If there is no such winter, Huawei may still be behind the industry for more years. Huawei was not flustered when it was sued by CISCO, but actively responded. It took advantage of this lawsuit to achieve the effect of increasing popularity without spending hundreds of millions of dollars. . Waiting for these, turning the situation of almost catastrophic into a favorable condition for success, I was very impressed by the impression I left, and I was very impressed by the company's top management.
 
  4. Be brave in practice, be brave in making mistakes, and be good at reflection.
 
  Many things are easy to understand, the key is to have actions, especially the management of some theories, methods, concepts. There is no use for empty talk and empty planning. It is better to actually make it, and to constantly reflect on improvement after making it, it is actually the most convincing. Without repeated practice and reflection in practice, it is not easy to do everything that is well known.
 
  For a small example, for example, managers should listen. I think Huawei's 99.9% of managers know this very well, but what is the actual work? How many managers in Huawei have done it without interrupting others? Don't rush Conclusion To the definition? Not eager to provide a solution? How many managers can naturally guide each other's expression? Ask the other person's feelings? Confirm that they understand each other?
 
  V. There must be methods, routines, systematic thinking about problems, and strategic design of solutions.
 
  In the work of the past few years, due to a little success, and a little research in technology, the Yelang arrogant began to grow up. Later, the company made a large number of consultants, and at first it was really not very popular with some consultants. In the years when the company was getting bigger and bigger and the complexity of IT was increasing, it gradually understood a lot.
 
  Experts in the professionalization of Western companies have methods, routines, and even how to open a club. There are many routines. Later, I became interested in the research of these routines. I have summed up a lot of routines and gave them to the department. Backbone training and discussion. In a complicated environment, many problems can no longer be studied and solved on the basis of things. It is very necessary to have a systematic approach and a strategic vision.
 
  This is especially needed for the design of systems and processes for the operation of an organization. Ianstein said:
 
  We can't solve problems by using the same kind of thinking we used when we created them.
 
  Sixth, independent thinking, no one is cloud
 
  The company is big, there are more people, and it’s easy to get along. It is easy for people to fall into the situation of drifting and not going deep into the business, without seeing problems and dangers. Experts have had a study. When an avalanche occurs, the general victims are a group of victims. There are few victims of a single person. The reason is very simple. Individuals will be very careful and alert in avalanches.
 
  But a group, the larger the group, each individual will have an illusory sense of security and human judgment, but the reality is that regardless of the strength of the group, the avalanche is irresistible. Therefore, I feel that the ability to maintain independent thinking is especially important in large organizations.
 
  Seven, less complaints, less talk, more initiative, more practical
 
  I used to be a lot of angry people, and I often fell into complaints. But years of work have made me change, because knowing the complaint is the most helpless. There are always imperfections in the world, and there will always be troubles. The only solution is to face it and solve it.
 
  Do real things, change the status quo of our dissatisfaction, and change our dissatisfaction. In fact, there are a lot of things that are worth complaining about. We have done it ourselves. For example, it is very common in the society that senior cadres have retired, complaining about people’s ambiguity and feelings of chillingness. If you want to explore it, the reason is probably his right. When you are proud of your hand, you can't be alone, depending on other people's dirt.
 
  8. Responsible for the profession, responsible for the goal, responsible for themselves, the winners often consciously self-discipline, keep their promises, and have no fear
 
  Large enterprises will definitely have performance appraisal, there will be meritorious rewards, there will be KPIs, there will be leadership instructions, and even a little corporate politics, but if we unilaterally pursue assessment results, one-sided pursuit of KPI indicators, one-sided pursuit of power interests Responsible for one-sidedness, responsible for others, not responsible for themselves, not responsible for their own goals, the sense of mission, responsibility, enthusiasm and curiosity of losing their jobs will not reach their best. And how can a company succeed in creating an environment in which each individual can be as optimal as possible, and the company will be invincible.
 
  Nine, more humanistic cultivation and aesthetic taste, it seems that it is not related to the work, in fact, too relevant
 
  The achievement of outstanding achievements is inseparable from the pursuit of the realm of beauty. The greatest scientific discoveries often contain order, simplicity and beauty. Lack of a little aesthetic pursuit, what UGLY things dare to do, unscrupulous, everything to do, not at all "elegant", will not last long.
 
  Ten, everyone, it is really good, pay attention to people, help people, treat people sincerely, be kind.
 
  The rapid development of modern society, due to the role of the media, over-emphasizes the increasingly indifferent and cunning relationship between people, but the actual society and community may not really be the case. At least before I came to Huawei, I was a big company. There is still some unknown fear in the personnel relationship in the work, but in fact, in this group, almost everyone can be open and sincere, and the relationship is harmonious.
 
  So the key is that we must be able to treat others with sincerity and to be more at heart with others. Of course, conflicts at work are inevitable. In fact, there is no need to avoid conflicts. Even many conflicts are of great benefit to organizations. It’s like feelings are better after a couple’s fight.
 
  As long as we master two principles:
 
  1. It is not right for people.
 
  2. Be good with people. It is sure to lead a moderate conflict to a direction that is beneficial to oneself and to the organization.
 
  XI. Openness and sharing attitude
 
  Working in a high-tech company, if you report a conservative and closed mind, growth will certainly be blocked.
 
  Twelve, do a good job of time management
 
  Working in Huawei for 10 years, 3,650 days, and working days of 3,000 days, is it time to spend the most important things, and how much effective and productive working hours are really doubtful. Time management is one of the biggest lessons of my work at Huawei. It may also be a problem of the company's overall integrity. There is a lack of planning for the work. It is often faced with constant interruptions. Or it is constantly interrupting colleagues' subordinates; or it is a constant meeting. Discuss, take up most of the time; or be dragged by your own interests, spend a lot of time doing some inconsistencies; or spend a lot of time on some fine-grained things, dragging things that are difficult and important To the point where it is impossible to solve the problem, then it is forced to act. Looking back now, if I can manage this decade, I think the achievements should be much bigger.