越不容易成功？Yuè bù róngyì chénggōng ? The less likely to succeed?

 为什么能力越强的人越不容易成功

为什么能力越强的人往往越不容易成功？

人人天天研究人，最後基本 没人做事了

Why are the most capable people less likely to succeed.

Why are the most capable people often less likely to succeed?

Everyone studies people every day, and in the end, basically no one gets anything done.

为什么能力越强的人 Wèishéme nénglì yuè qiáng de rén

Why do people with stronger abilities...

越不容易成功 Yuè bù róngyì chénggōng

The less likely to succeed

因为能力强的人往往都会做事 Yīn wéi nénglì qiáng de rén wǎngwǎng dūhuì zuòshì 

Because capable people tend to get things done.

做事的人沉迷于事 Zuòshì de rén chénmí yú shì 

People who get things done are obsessed with their work.

说话都很难听 Shuōhuà dōu hěn nántīng 

They speak very harshly.

从来不考虑别人的感受 Cónglái bu kǎolǜ biérén de gǎnshòu 

Never consider other people's feelings

所以很容易得罪人 Suǒyǐ hěn róngyì dézuì rén

Therefore, it's easy to offend people.

很会做事情没有错 Hěn huì zuò shìqíng méiyǒu cuò 

It's true that he's good at doing things. Not wrong. 

但是人际关系处理的不好 Dànshì rénjì guānxì chǔlǐ de bù hǎo 

However, they are not good at handling interpersonal relationships.

很难取得成功 Hěn nán qǔdé chénggōng

It is difficult to succeed

很多能力一般的人 Hěnduō nénglì yībān de rén 

Many people with average abilities

他反而天天研究人 Tā fǎn'ér tiāntiān yánjiū rén 

Instead, he studies people every day.

他并没有研究室 Tā bìng méiyǒu yánjiū shì

He did not have a research lab

但是他把人给搞透了 Dànshì tā bǎ rén gěi gǎo tòule

But he understood people perfectly.

让别人去帮他做事 Ràng biérén qù bāng tā zuòshì 

He gets others to do things for him

反而更容易取得成功 Fǎn'ér gèng róngyì qǔdé chénggōng 

On the contrary, it is easier to succeed.

这就是小企业做事  Zhè jiùshì xiǎo qǐyè zuòshì 

This is how small businesses do things.

大企业做人 Dà qǐyè zuòrén

Big Companies Conduct People

如果你要成为一个大老板 Rúguǒ nǐ yào chéngwéi yīgè dà lǎobǎn 

If you want to become a big boss 

你必须少做事多研究人 Nǐ bìxū shǎo zuòshì duō yánjiū rén

You must do less work and study more about people 

只有把人研究透了 Zhǐyǒu bǎ rén yánjiū tòule 

Only by thoroughly understanding people 

才能够把事情做好 Cái nénggòu bǎ shìqíng zuò hǎo 

Only then can things be done well.

用别人去把事做好 Yòng biérén qù bǎ shì zuò hǎo 

Use others to get the job done well.

比你自己把事情做好要好得多 Bǐ nǐ zìjǐ bǎ shìqíng zuò hǎo yàohǎo dé duō

It's much better than doing things yourself.

小企业做事  Xiǎo qǐyè zuòshì ;

大企业做人 dà qǐyè zuòrén.

Small businesses do things; 

large businesses treat people.

小企业做事 ; 大企业做人

Xiǎo qǐyè zuòshì; dà qǐyè zuòrén

这句话强调了小企业和大企业在经营和管理上的不同策略与文化。zhè jù huà qiángdiàole xiǎo qǐyè hé dà qǐyè zài jīngyíng hé guǎnlǐ shàng de bùtóng cèlüè yǔ wénhuà.

小企业做事 Xiǎo qǐyè zuòshì

小企业通常以灵活性和创新能力见长。由于规模较小，它们可以迅速适应市场变化和客户需求。小企业关注的是：

xiǎo qǐyè tōngcháng yǐ línghuó xìng hé chuàngxīn nénglì jiàncháng. Yóuyú guīmó jiào xiǎo, tāmen kěyǐ xùnsù shìyìng shìchǎng biànhuà hé kèhù xūqiú. Xiǎo qǐyè guānzhù de shì:

效率：小企业在资源有限的情况下，通常会更加注重成本控制和资源最大化利用。

Xiàolǜ: Xiǎo qǐyè zài zīyuán yǒuxiàn de qíngkuàng xià, tōngcháng huì gèngjiā zhùzhòng chéngběn kòngzhì hé zīyuán zuìdà huà lìyòng.

客户关系：小企业往往与客户有更紧密的联系，可以提供个性化的服务。Kèhù guānxì: Xiǎo qǐyè wǎngwǎng yǔ kèhù yǒu gèng jǐnmì de liánxì, kěyǐ tígōng gèxìng huà de fúwù.

创新：因应对市场的压力和竞争，小企业通常更容易尝试新的产品和服务。Chuàngxīn: Yīn yìngduì shìchǎng de yālì hé jìngzhēng, xiǎo qǐyè tōngcháng gèng róngyì chángshì xīn de chǎnpǐn hé fúwù.

大企业做人 Dà qǐyè zuò rén

大企业在经营时，则更加注重品牌形象和企业文化的建立。它们通常具备稳定的市场份额和丰富的资源。大企业的关注点包括：dà qǐyè zài jīngyíng shí, zé gèngjiā zhùzhòng pǐnpái xíngxiàng hé qǐyè wénhuà de jiànlì. Tāmen tōngcháng jùbèi wěndìng de shìchǎng fèn'é hé fēngfù de zīyuán. Dà qǐyè de guānzhù diǎn bāokuò:

品牌形象：大企业需要维护和塑造强大的品牌形象，以吸引更多的消费者。Pǐnpái xíngxiàng: Dà qǐyè xūyào wéihù hé sùzào qiángdà de pǐnpái xíngxiàng, yǐ xīyǐn gèng duō de xiāofèi zhě.

适应规范：它们需要遵循更复杂的法律法规和行业标准，以降低风险。Shìyìng guīfàn: Tāmen xūyào zūnxún gèng fùzá de fǎlǜ fǎguī hé hángyè biāozhǔn, yǐ jiàngdī fēngxiǎn.

长期投资：大企业通常更加注重战略规划和长期发展，而不仅仅是短期利润。Chángqí tóuzī: Dà qǐyè tōngcháng gèngjiā zhùzhòng zhànlüè guīhuà hé chángqí fāzhǎn, ér bùjǐn jǐn shì duǎnqí lìrùn.

这两种经营方式各有优缺点，根据企业的发展阶段、行业特点等因素，选择适合自身的策略非常重要。你觉得在现实中，哪种方式更让你感到实用或者有效呢？Zhè liǎng zhǒng jīngyíng fāngshì gè yǒu yōu quēdiǎn, gēnjù qǐyè de fǎ zhǎn jiēduàn, hángyè tèdiǎn děng yīnsù, xuǎnzé shìhé zìshēn de cèlüè fēicháng zhòngyào. Nǐ juédé zài xiànshí zhōng, nǎ zhǒng fāngshì gèng ràng nǐ gǎndào shí yòng huòzhě yǒuxiào ne?

Xiǎo qǐyè zuòshì; dà qǐyè zuòrén

小企业做事 ; 大企业做人

zhè jù huà qiángdiàole xiǎo qǐyè hé dà qǐyè zài jīngyíng hé guǎnlǐ shàng de bùtóng cèlüè yǔ wénhuà. 这句话强调了小企业和大企业在经营和管理上的不同策略与文化。

Xiǎo qǐyè zuòshì 小企业做事

xiǎo qǐyè tōngcháng yǐ línghuó xìng hé chuàngxīn nénglì jiàncháng. Yóuyú guīmó jiào xiǎo, tāmen kěyǐ xùnsù shìyìng shìchǎng biànhuà hé kèhù xūqiú. Xiǎo qǐyè guānzhù de shì: 

小企业通常以灵活性和创新能力见长。由于规模较小，它们可以迅速适应市场变化和客户需求。小企业关注的是：

Xiàolǜ: Xiǎo qǐyè zài zīyuán yǒuxiàn de qíngkuàng xià, tōngcháng huì gèngjiā zhùzhòng chéngběn kòngzhì hé zīyuán zuìdà huà lìyòng. 效率：小企业在资源有限的情况下，通常会更加注重成本控制和资源最大化利用。

Kèhù guānxì: Xiǎo qǐyè wǎngwǎng yǔ kèhù yǒu gèng jǐnmì de liánxì, kěyǐ tígōng gèxìng huà de fúwù. 客户关系：小企业往往与客户有更紧密的联系，可以提供个性化的服务

Chuàngxīn: Yīn yìngduì shìchǎng de yālì hé jìngzhēng, xiǎo qǐyè tōngcháng gèng róngyì chángshì xīn de chǎnpǐn hé fúwù. 创新：因应对市场的压力和竞争，小企业通常更容易尝试新的产品和服务。

Dà qǐyè zuò rén 大企业做人

dà qǐyè zài jīngyíng shí, zé gèngjiā zhùzhòng pǐnpái xíngxiàng hé qǐyè wénhuà de jiànlì. Tāmen tōngcháng jùbèi wěndìng de shìchǎng fèn'é hé fēngfù de zīyuán. Dà qǐyè de guānzhù diǎn bāokuò:

大企业在经营时，则更加注重品牌形象和企业文化的建立。它们通常具备稳定的市场份额和丰富的资源。大企业的关注点包括：

Pǐnpái xíngxiàng: Dà qǐyè xūyào wéihù hé sùzào qiángdà de pǐnpái xíngxiàng, yǐ xīyǐn gèng duō de xiāofèi zhě. 

品牌形象：大企业需要维护和塑造强大的品牌形象，以吸引更多的消费者。

Shìyìng guīfàn: Tāmen xūyào zūnxún gèng fùzá de fǎlǜ fǎguī hé hángyè biāozhǔn, yǐ jiàngdī fēngxiǎn. 适应规范：它们需要遵循更复杂的法律法规和行业标准，以降低风险。

Chángqí tóuzī: Dà qǐyè tōngcháng gèngjiā zhùzhòng zhànlüè guīhuà hé chángqí fāzhǎn, ér bùjǐn jǐn shì duǎnqí lìrùn. 长期投资：大企业通常更加注重战略规划和长期发展，而不仅仅是短期利润。

Zhè liǎng zhǒng jīngyíng fāngshì gè yǒu yōu quēdiǎn, gēnjù qǐyè de fǎ zhǎn jiēduàn, hángyè tèdiǎn děng yīnsù, xuǎnzé shìhé zìshēn de cèlüè fēicháng zhòngyào. Nǐ juédé zài xiànshí zhōng, nǎ zhǒng fāngshì gèng ràng nǐ gǎndào shí yòng huòzhě yǒuxiào ne? 这两种经营方式各有优缺点，根据企业的发展阶段、行业特点等因素，选择适合自身的策略非常重要。你觉得在现实中，哪种方式更让你感到实用或者有效呢？

小企业做事 ; 大企业做人 • Small businesses focus on doing things; large businesses focus on people.

这句话强调了小企业和大企业在经营和管理上的不同策略与文化。• This statement emphasizes the different strategies and cultures of small and large businesses in operation and management.

小企业做事 • Small Businesses Focus on Doing Things

小企业通常以灵活性和创新能力见长。由于规模较小，它们可以迅速适应市场变化和客户需求。小企业关注的是：• Small businesses are typically known for their flexibility and innovation. Due to their smaller size, they can quickly adapt to market changes and customer needs. Small businesses focus on:

效率：小企业在资源有限的情况下，通常会更加注重成本控制和资源最大化利用。• Efficiency: With limited resources, small businesses usually prioritize cost control and maximizing resource utilization.

客户关系：小企业往往与客户有更紧密的联系，可以提供个性化的服务。• Customer Relationships: Small businesses often have closer relationships with customers and can provide personalized services.

创新：因应对市场的压力和竞争，小企业通常更容易尝试新的产品和服务。Innovation: Faced with market pressure and competition, small businesses are usually more likely to try new products and services.

大企业做人 • Large Businesses Focus on People

大企业在经营时，则更加注重品牌形象和企业文化的建立。它们通常具备稳定的市场份额和丰富的资源。大企业的关注点包括：• Large businesses, on the other hand, place greater emphasis on building brand image and corporate culture. They typically possess stable market share and abundant resources. Large businesses focus on:

品牌形象：大企业需要维护和塑造强大的品牌形象，以吸引更多的消费者。• Brand Image: Large businesses need to maintain and cultivate a strong brand image to attract more consumers. 

适应规范：它们需要遵循更复杂的法律法规和行业标准，以降低风险。• Compliance with Norms: They need to comply with more complex laws, regulations, and industry standards to mitigate risk.

长期投资：大企业通常更加注重战略规划和长期发展，而不仅仅是短期利润。• Long-Term Investment: Large businesses typically prioritize strategic planning and long-term development, rather than just short-term profits.

这两种经营方式各有优缺点，根据企业的发展阶段、行业特点等因素，选择适合自身的策略非常重要。你觉得在现实中，哪种方式更让你感到实用或者有效呢？• Both of these business models have their advantages and disadvantages. Choosing the right strategy based on factors such as the company's development stage and industry characteristics is crucial. In reality, which approach do you find more practical or effective?

Small businesses focus on doing things; large businesses focus on people. • 小企业做事 ; 大企业做人

This statement emphasizes the different strategies and cultures of small and large businesses in operation and management. • 这句话强调了小企业和大企业在经营和管理上的不同策略与文化。

Small Businesses Focus on Doing Things • 小企业做事 

Small businesses are typically known for their flexibility and innovation. Due to their smaller size, they can quickly adapt to market changes and customer needs. Small businesses focus on: • 小企业通常以灵活性和创新能力见长。由于规模较小，它们可以迅速适应市场变化和客户需求。小企业关注的是：

Efficiency: With limited resources, small businesses usually prioritize cost control and maximizing resource utilization. • 效率：小企业在资源有限的情况下，通常会更加注重成本控制和资源最大化利用。

Customer Relationships: Small businesses often have closer relationships with customers and can provide personalized services. • 客户关系：小企业往往与客户有更紧密的联系，可以提供个性化的服务。

Innovation: Faced with market pressure and competition, small businesses are usually more likely to try new products and services.

Large Businesses Focus on People • 大企业做人

Large businesses, on the other hand, place greater emphasis on building brand image and corporate culture. They typically possess stable market share and abundant resources. Large businesses focus on:

• 大企业在经营时，则更加注重品牌形象和企业文化的建立。它们通常具备稳定的市场份额和丰富的资源。大企业的关注点包括：

Brand Image: Large businesses need to maintain and cultivate a strong brand image to attract more consumers. • 品牌形象：大企业需要维护和塑造强大的品牌形象，以吸引更多的消费者。

Compliance with Norms: They need to comply with more complex laws, regulations, and industry standards to mitigate risk. • 适应规范：它们需要遵循更复杂的法律法规和行业标准，以降低风险。

Long-Term Investment: Large businesses typically prioritize strategic planning and long-term development, rather than just short-term profits. • 长期投资：大企业通常更加注重战略规划和长期发展，而不仅仅是短期利润

 Both of these business models have their advantages and disadvantages. Choosing the right strategy based on factors such as the company's development stage and industry characteristics is crucial. In reality, which approach do you find more practical or effective? • 这两种经营方式各有优缺点，根据企业的发展阶段、行业特点等因素，选择适合自身的策略非常重要。你觉得在现实中，哪种方式更让你感到实用或者有效呢？

大企业做事，小企业做人。

关于这个话题，我在大、中、小企业都曾经工作过，是有发言权的。

在大公司里做的如果是基础岗位，更多锻炼的是职业素养、流程规范等相对标准的东西，就像被套进一个模具里一样，出来的人会比较职业化，有棱有角、有模有样，但并不代表能力更强，尤其是管理能力。

而大公司管理岗位出来的，到小公司也不一定适用，更需要一个转换心态、做事方式等的过程。当年我从联想出来创业时，就经历了一个相当长的时间才把自己的心态调整过来，心理落差不是一言两语能说清的，真的不容易，但之后能自由发挥的快乐也是大公司所无法比拟的。

大公司的基层管理其实管的更多是事，事比人重要，人可替代可更换，但事必须得做。小公司其实管的是人，人比事重要，因人设事，这事不行就做别的事，事可选可变，但人很难换或者无人可换。

两种生态并不相通，林冲上了梁山也当不了大当家。

国内某著名企业家曾经说过“大企业做人，小企业做事”，其实这句话更适用于“干部们”，从个人如何成功、如何晋升的角度而言确实如此。但对于普通员工而言，从生存角度看，这句话其实相反才实用：“大企业做事，小企业做人”。

为什么？

因为铁打的营盘流水的兵，大企业的人员流动性很大，各种跨越组织结构的临时性项目组、业务组很多，人员变化频繁，普通员工很难持续跟着一个经理、总监（再往上也够不着），踏踏实实做好自己的事反倒更现实也更关键，绩效考核时达成目标就是硬道理，就能堵住所有人的嘴，就没人能挑你毛病，你就能踏踏实实的待在自己的位置上。

而小企业就那么点人，做什么怎么做其实都是老板的一个想法，船小好调头，方向、打法可以经常换，但人大都不会换，特别是老板信的过的人，同时，老板和同事对你的期望值也不会高，都明白一分价钱一分货的道理，大家彼此彼此。所以，只要能基本尽责尽职，同时能维护好和同事间的关系，除了个别岗位之外，小企业反倒会比大企业稳定的多。

另外，大企业和小企业还有一个本质区别：大企业的管理者就是高级打工仔，本质和普通员工一样，权力也受限；小企业的管理者大都就是老板本人，本质和员工是劳资关系，权力无限，哪类人对员工更重要一目了然，这也是为什么是“大企业做事，小企业做人”的底层逻辑。

大企业更像江湖，小企业更像家族。

写到这儿，有些感叹，很多现代管理书籍上说的方法论、管理论、组织论等等之类的东西，看似都对也确实有道理，但用在现实中，特别是用在广大的中小企业中，往往不得其法，不得其门，不得其入。这可能也是空降高管在中小企业成功率不高的原因。

我年轻的时候也看了很多管理类书籍，上了很多企业内训课，后来创业的时候，做投资的时候基本都忘得差不多了，反倒是传统国学、历史传记那些书里的金玉良言一直铭记在

心，最后发现最实用的、最本质的还是这些，一直未变。

Large companies are about doing things, small companies are about people.

Having worked in large, medium, and small companies, I have some experience on this topic.

In large companies, if you're in an entry-level position, you're more likely to develop standardized skills and procedures. It's like being molded into a template; the result is a more professional, structured, and professional person, but it doesn't necessarily mean you're more capable, especially in management.

And those who come from management positions in large companies may not be suited to small companies. They need a significant adjustment period in mindset and work style. When I left Lenovo to start my own business, it took me a considerable amount of time to adjust my mindset. The psychological gap is hard to explain in a few words; it was truly difficult. But the joy of being able to freely express myself afterward is something that large companies can't match.

Entry-level management in large companies is primarily about tasks. Tasks are more important than people. People can be replaced, but tasks must be done. Small companies are essentially people-oriented; people are more important than tasks. Tasks are assigned based on people; if one task doesn't work, another is done. Tasks are changeable, but people are difficult to replace, or there's no one to replace them.

These two ecosystems are incompatible. Even if Lin Chong joined Liangshan, he wouldn't become the leader.

A famous Chinese entrepreneur once said, "Large companies focus on people, small companies focus on tasks." This statement is more applicable to "managers," from the perspective of personal success and promotion. However, for ordinary employees, from a survival perspective, the opposite is more practical: "Large companies focus on tasks, small companies focus on people."

Why?

Because large companies have high employee turnover. There are many temporary project teams and business groups that cross organizational structures, leading to frequent personnel changes. Ordinary employees find it difficult to stay with a manager or director (and even higher positions are unattainable). Doing their job diligently is more realistic and crucial. Achieving performance targets is the only hard truth, silencing all criticism and allowing you to stay in your position with peace of mind.

 Small businesses, with their limited staff, are largely driven by the boss's vision. Being small, they are more agile and can frequently change direction and tactics, but their personnel, especially those trusted by the boss, remain largely the same. Furthermore, the boss and colleagues have lower expectations of you; everyone understands the principle of "you get what you pay for." Therefore, as long as you fulfill your basic responsibilities and maintain good relationships with colleagues, small businesses, except for a few specific positions, are often much more stable than large companies.

Furthermore, there's a fundamental difference between large and small businesses: managers in large companies are essentially high-level employees, just like regular staff, with limited power; managers in small businesses are mostly the bosses themselves, with a clear employer-employee relationship and unlimited power. It's obvious which type of person is more important to employees, which is the underlying logic behind the saying "large companies focus on doing things, small companies focus on people."

Large companies are more like a power struggle, small companies are more like a family.

 Writing this, I feel a bit of a pang of regret. Many modern management books present methodologies, management theories, organizational theories, and the like, which seem correct and indeed reasonable. However, in reality, especially in the vast number of small and medium-sized enterprises (SMEs), they often fail to find the right approach, the right method, or the right entry point. This may also explain the low success rate of parachuted executives in SMEs.

When I was younger, I also read many management books and attended numerous corporate training courses. Later, when I started my own business and became an investor, I basically forgot everything. On the contrary, the golden words of wisdom from traditional Chinese studies and historical biographies have always remained in my heart. In the end, I found that the most practical and essential principles are still these, and they have remained unchanged.