宋圭武观点31：人才更需要良好的环境

本人认为，解决人才问题，既需要领导重视，要解决好领导问题，还需要良好环境，甚至良好环境更重要。下面谈谈理由及建议，供大家参考。

从领导方面看，主要是武大郎开店的问题，这种情况也部分存在，但不应是主要问题。因为虽然武大郎心胸狭窄，容人有困难，但武大郎要开店，必然还要考虑到店的生意问题，所以，武大郎虽然对人才心里会有疙瘩，总还是客观需要手艺好的厨师，因为没有手艺好的厨师，武大郎也开不好店，这对武大郎也不好，所以，武大郎排挤人才的积极性，总还是有限度的。

当然，在武大郎与人才在利益关联度较小的情况下，武大郎开店也可能会成为人才的主要问题。比如在一些公有制单位，当人才业绩与武大郎业绩没有紧密联系时，武大郎开店问题就比较突出，尤其是遇到一些既蠢又坏心胸狭隘的领导，问题会更为突出。

从环境方面看，主要是枪打出头鸟的问题。从现实情况看，在人才问题上，这种情况要比武大郎开店更普遍，也更严重。比如，同一个单位内部，相比领导排挤人才而言，人才周围的人排挤人才可能情况会更严重。因为人才与领导的利益关系，有冲突的一面，但也有一致的一面。但人才与周围人之间的利益关系，冲突的成分更多，利益竞争更激烈。由于有更激烈的利益竞争关系，当一个单位内部出现业绩比较突出的人时，必然周围的有些人，会有更多动力去找这个业绩比较突出人的缺点，甚至造谣或者挑拨离间这个人与其他人的关系，或者离间其与领导的关系，时间一长，领导和周围人都可能会对这个人有偏见。在这种情况下，可能一个人业绩越突出，问题也可能越多。最终，人才被孤立和被排挤，有些也就一走了之，而一些不干活的，或平庸的，却平步青云。

如此，解决好人才问题，一方面，要解决好领导问题，领导要有战略思维，要心胸开阔，要有包容精神，要眼光敏锐，能洞察一些深层问题，不被表面现象所迷惑。另一方面，更需要解决好人才周围环境问题。有了良好的周围环境，对人才成长更有利。比如，若一个单位人才周围的人都能正确对待人才，能正确对待利益竞争关系，不挖坑，不扬沙子，不斗地主，必然人才会有一个良好的人际关系环境，同时，在这种情况下，领导一般也不太容易对人才产生偏见，最终，大家都公平竞争，业绩突出的人自然心情舒畅，留心自然要大于走心。

如何解决好人才环境问题，客观需要对人才要构筑两层坚固保护网，让人才安心工作，多出成绩。一是在领导层面，对本单位人才要有意识进行保护。要时常预防周围有利益竞争关系的人对人才可能产生的或明或暗两方面的伤害。要有意识推动形成对人才成长有利的舆论环境。二是在制度层面，要充分体现以发展论英雄、以实绩论功过特点。通过设计科学的业绩考核制度，让真正业绩突出的人能真正体现出业绩突出的特点，能真正得到更充分的物质和精神方面的激励。

好，谢谢，谢谢。

Song Guiwu view 31: talents need a good environment

I think, to solve the problem of talent, both need to be taken seriously by the leadership, to solve the problem of leadership, also need a good environment, even better environment is more important.The following reasons and suggestions for your reference. From the perspective of leadership, mainly Wu Dalang shop problem, this situation also partly exists, but should not be the main problem.Because although Wu Dalang narrow-minded, accommodate people have difficulties, but Wu Dalang to open a shop, must also take into account the business problems of the shop, so, although Wu Dalang will have a pimple on the talents, always objectively need a good chef, because there is no good chef, Wu Dalang also open a good shop, which is not good for Wu Dalang, so, Wu Dalang crowding out the enthusiasm of talent, always limited. Of course, in the case of Wu Dalang and talent in the interests of the degree of smaller, Wu Dalang shop may also become the main problem of talent.For example, in some public-owned units, when the talent performance and Wu Dalang performance is not closely linked, Wu Dalang shop problem is more prominent, especially when some stupid and bad narrow-minded leadership, the problem will be more prominent. From the perspective of environment, mainly the problem of shooting out the head of the bird. From the realistic situation, in the talent problem, this situation is more common than Wu Dalang's shop, and more serious.For example, in the same unit, compared with the leadership of the talent, the talent around the talent may be more serious.Because the talent and the leadership of the interests of the relationship, there is a conflict, but also the same side.But the interests of the talent and the people around the relationship, the conflict component more, the interest competition is more intense.Because of the more intense interest competition, when a unit internal performance is more outstanding, there will be some people around, there will be more incentive to find the performance of the more outstanding people's shortcomings, or even spread rumors or sow discord between the relationship between the person and others, or between the relationship with the leadership, a long time, the leadership and the people around may have a bias towards the person.In this case, may be the more outstanding a person's performance, the more problems may be.Finally, the talent is isolated and excluded, some will go away, and some do not work, or mediocre, but a meteoric rise.So, to solve the problem of talent, on the one hand, to solve the problem of leadership, the leadership should have strategic thinking, be open-minded, have a spirit of tolerance, be sharp-eyed, can see some deep problems, not be confused by the surface phenomenon. On the other hand, it is more necessary to solve the problem of the surrounding environment of talents.With a good surrounding environment, it is more beneficial to the growth of talents.For example, if the people around a unit of talents can treat talents correctly, can treat the interests of competition relationship correctly, do not dig pits, do not raise sand, do not play poker, inevitable talent will have a good interpersonal environment, at the same time, in this case, the leadership is generally not easy to have prejudice against talents, finally, everyone is in a fair competition, the natural mood of the outstanding performance is comfortable, and the attention is naturally greater than the heart.How to solve the problem of the surrounding environment of talents, it is necessary to build two layers of solid protection net for talents, so that talents can work at ease and make more achievements.One is at the leadership level, the talents of the unit should be protected consciously.We should always prevent the damage that may be caused by the people with interests and competition around the talents.We should consciously promote the formation of a favorable public opinion environment for the growth of talents.Two is at the institutional level, we should fully embody the characteristics of heroes by development and merits by performance.By designing a scientific performance appraisal system, we can make the real outstanding performance truly reflect the characteristics of outstanding performance, and can truly get more sufficient material and spiritual incentives.OK, thank you, thank you.