东软ceo刘管理积仁如何做一个强大的领导者（Neusoft CEO Liu how to be a strong leader）.docVIP

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东软ceo刘管理积仁如何做一个强大的领导者（Neusoft CEO Liu how to be a strong leader）.doc

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东软ceo刘管理积仁如何做一个强大的领导者（Neusoft CEO Liu how to be a strong leader）

东软ceo刘管理积仁如何做一个强大的领导者（Neusoft CEO Liu how to be a strong leader） A leader of a business is like a war, and the influence you build is your record. You become a record player, and then you can get everyones approval. Editors note: Recently, Neusoft Group Chairman and CEO Liu Jiren guest entrepreneurs and professor of quality rice network, double identity and how well a business leaders expressed their views. In Liu Jirens view, the influence of corporate leaders is based on their performance and the trust of followers. He believes that the leadership will be vulnerable if it is vested in the board of directors. And when everyone agrees with you and is willing to go with you, the leader is really an authority. Professors are entrepreneurs, says Liu Jiren. Theres a lot in common.. He believes that leading enterprises is actually like a professor, to make everyone successful. The entrepreneur is just a symbol, showing collective achievements and achievements. Here are excerpts of Liu Jirens views. Liu Jiren: I think 20 years have come, the professor and today (do entrepreneurs) do, in fact, have a lot in common. The first, they are curious, there is a pursuit of future development, must have a correct judgment of the direction of development. Otherwise, itll take time. Another point is that we should pay attention to people, we should pay attention to the power of human beings. (probably) the professor will be a little worse at this point. The professor is more willing to show himself, or to bring his credit to himself. To do business is to let everyone succeed, and you (entrepreneur) is just a symbol, to show a collective results. They also have one thing in common, that is, expect to be able to keep one direction, do more long-term and do better. Because I went through the two stages (from professors to entrepreneurs), so when I was under the most pressure, I wanted to be a professor. When I saw opportunities and difficulties, I wanted to go back to work as an enterpr