At the beginning of the New Year 2025, Chairman Xu Huan proposed two "hopes" to the management cadres at the annual business planning conference. They are "Step out of the Round-Dragon House, catching the whiff of gunpowder" and "Step onto the drill ground, leading forth a new contingent". These requirements are based on the "Thinking, Speaking, Fighting and Writing" four capabilities of the middle-level cadres in the group and put forward more specific management improvement directions for the senior managers. The classic expressions are catchy and the meanings are clear.
Step out of the Round-Dragon House, catching the whiff of gunpowder
The "Round-Dragon House" symbolizes the comfort zone, representing rigid mindsets, stagnant management mechanisms, and complacency with past achievements, as well as insensitivity to market changes. Indulging in the comfort of the "Round-Dragon House" risks gradually eroding our competitive spirit, much like a frog in slowly warming water, ultimately leading to missed development opportunities. " Leaving the Round-Dragon House" calls for senior managers to remain vigilant during stable periods, step beyond their comfort zones, recognize external market competition, and sense the challenges from the outside world. This approach ensures not only the preservation of past successes but also fosters a determination to achieve greater accomplishments. Presently, many senior managers are detached from customers, unable to hear their voices or understand their needs, let alone stay attuned to market dynamics.
If " Leaving the Round-Dragon House" represents a challenge for cadres to leave their comfort zones, then "One Detects a Hint of Gunpowder" signifies a test of their professional acumen. The "smell of gunpowder" symbolizes both challenges and opportunities. It encompasses the rapidly evolving market environment, intensifying industry competition, escalating customer demands, and most critically, the disruptive changes driven by emerging technologies and business models.
About " Step out of the Round-Dragon House, catching the whiff of gunpowder", what can we do?
1. Transform Mindsets and Break Free from Constraints. Cadres must abandon the mentality of "Waiting, relying and demanding", proactively embrace change, adopt an open mindset to acquire new knowledge and concepts, and apply innovative thinking to address emerging challenges.
2. Engage with the Front Lines and Gain Market Insights. Cadres should leave their offices and immerse themselves in the market front lines, listen to customer feedback, monitor industry trends, remain vigilant to market dynamics, and adjust strategies and tactics accordingly.
3. Embrace Responsibility and Pursue Breakthroughs. Cadres must be willing to challenge conventions, take on responsibilities, hone their resolve through overcoming difficulties, enhance their problem-solving capabilities, and drive enterprise development through practical actions and accountability.
"Step out of the Round-Dragon House, catching the whiff of gunpowder" is not merely a slogan but serves as a strategic guideline and a source of spiritual strength. In the context of the "unprecedented changes of the century," leaders must maintain a clear and discerning mindset, recognizing that the capacity to manage transformation is a critical core competence for enterprises. The essence of transformation lies in breaking organizational inertia, infusing the organization with vitality, and ensuring its sustainable development. Management cadres should uphold the tradition of arduous struggle, equipping themselves with the four capabilities of "Thinking, Speaking, Fighting and Writing". By doing so, they can become "evergreen trees"—leaders who are consistently valued and respected in their professional environments.
Step onto the drill ground, leading forth a new contingent
"Jiangwutai", a military training metaphor, is a battleground for honing one’s skills. It serves not only as a platform for imparting knowledge and exchanging experiences, but also as a crucible that tests capabilities and tempers professional conduct. The requirement for instructors on "Jiangwutai" is to first possess exceptional mastery of their craft. Thus, only those with genuine expertise hold the authority to speak on this platform.
"Step onto the drill ground" requires not only a substantial accumulation of knowledge and latent development of expertise but also the ability to effectively summarize and articulate experiences. Only through such capabilities can one's own experience be systematically imparted to others, ensuring the comprehensive replication and further advancement of skills. For leading cadres to ascend the platform, they must possess self-confidence, engage in frequent reflection and deep insight, conduct thorough retrospection and refinement, provide instruction through both words and actions, and offer patient and persuasive guidance. Taking pride in cultivating outstanding disciples and building a competent and battle-ready team represents the pinnacle of a cadre's "self-actualization". We need top manager to set an example by nurturing even more exceptional talents, thereby ensuring a continuous supply of high-caliber personnel for Bomin. Only by having the courage to step onto the platform can one identify deficiencies in practice, enhance capabilities through competition, and achieve personal breakthroughs in challenges.
The "new team" represents the future of an enterprise's development. In the face of intensifying market competition and ongoing industry transformation, enterprises require a dynamic and passionate workforce that is willing to take on responsibilities. Management cadres shoulder the critical responsibility of guiding and mentoring. They must lead by example, transmitting their experience, skills, and professional ethos through both personal demonstration and systematic instruction, thereby cultivating more outstanding talents capable of shouldering significant responsibilities and excelling in challenging tasks.
About " Step onto the drill ground, leading forth a new contingent", what can we do?
1. Lead by Example and Set a Model. Management cadres should always remember the adage "It Takes a Good Blacksmith to Forge Good Tools" and continuously enhance their own learning to improve professional competence and management capabilities. By demonstrating robust skills and exemplary conduct, they can set a role model for the team.
2. Personalized Training Based on Individual Characteristics. It is crucial to thoroughly understand the unique traits and strengths of team members, develop tailored training programs, and facilitate their rapid growth. Simultaneously, management cadres should courageously assign challenging tasks and provide opportunities, allowing young professionals to gain practical experience and grow through challenges.
3. Foster an Atmosphere and Stimulate Vitality. Creating a learning-oriented team environment is essential. This involves fostering a positive atmosphere of mutual learning, support, and competition, which can stimulate enthusiasm for continuous learning and passion for innovation among team members. Such an environment enables each individual to fully realize their potential and achieve self-actualization.
"Step onto the drill ground, leading forth a new contingent" is both a mission bestowed upon us by the times and an inevitable requirement for enterprise development. At the closing ceremony of the "Middle-level Management Training Program" on January 19th, the chairman emphasized: "Middle-level management serves as the backbone of the enterprise. Only with a robust backbone can the enterprise move forward with greater strength." A strong middle-level management team is essential for building a resilient enterprise. Without such a team, it is challenging to cultivate the enterprise's execution capability, cohesion, and cultural influence. Consequently, high performance, high growth, and sustainable development become mere rhetoric. This situation may lead to a disconnect where top management has strategic vision but employees lack execution, or employees want to act but lack the necessary skills, or possess the skills yet lack motivation. Therefore, developing an outstanding middle-level management team is not only a long-term strategic priority but also an urgent necessity.
The market is akin to a battlefield, and the 2025 campaign has already commenced. We trust that you will lead your team with courage and determination, boldly take on responsibilities, and surmount challenges to ensure the successful completion of our annual business objectives. The "Military Order" signed at the Group's annual business planning conference has been deeply etched into the hearts of every leader. We are confident that our forward-thinking team, guided by the company's strategic vision and under the astute leadership of senior management, will achieve the strategic goals, meet expectations, and emerge victorious.
