"He is a teacher and a human being. He is not a saint like Confucius, Mencius, and Lao Zhuang. How can he have no flaws in his personal moral character? The difference is that his flaws were caught by us, and we deliberately amplified and exploited them."
"Compared with the current teachers who molest students and engage in teacher-student relationships with their students, these behaviors of Teacher Liao are not worth mentioning. This is not an unforgivable mistake. Just give him a warning and make him correct."
"The suggestions and methods Wen Zhong gave me didn't seem to be improvised. His ideas were very clear and he considered all aspects carefully. He seemed to have already thought about how to deal with Teacher Liao."
"After this incident, he not only became very popular in the class, but also became a famous figure in the school. Now thinking about it, this should be what he wanted. All of us were taken advantage of by him."
Wen Zhong did not go to high school until he was admitted to a technical secondary school. However, during high school, he seemed to focus on being the director of the Discipline Inspection Department of the Student Union, and was keen to solve the teacher-student conflict between Teacher Liao and students, or between students. Due to various conflicts, his academic performance was really unsatisfactory, and he failed in the college entrance examination without any surprise.
After that, he became familiar with the company's business with Wen Da. It was not until Wen Da passed away and Ruan Xingzhu "returned to Vietnam" that he officially inherited the company.
People who have worked at the seed company run by Wen Zhong said that after Wen Zhong took over the company, he immediately began "reform and rectification" to let the company operate completely according to his will.
The first step in Wen Zhong's drastic reform of the company was to eliminate all the old employees of Wen Da's generation, and then recruit a group of young people around the age of 20, many of whom were even junior high school and high school dropouts.
At the same time, he bought a piece of land in a place called Niulan Mountain and built a small building there. This place is an urban-rural fringe. The first floor of the building is a display area for various seeds, the second floor is staff offices and conference rooms, the third floor is staff dormitories, the fourth floor is a warehouse, and the fifth floor is his own residential area.
Wen Zhong moved the company into this small building and conducted "training" for newly recruited young employees here.
Before "training", he first clarified a few disciplines:
The instructions of the company's legal person are the guidelines for action. No one is allowed to violate them, otherwise they will be punished;
You will always live in the company during work and have one day off per week;
They must participate in the company's collective morning exercises at seven o'clock every morning, and then line up to shout the slogans formulated by Wen Zhong. If they are absent or shout the slogans in a low voice, they will be punished;
Each time you go out for sales, you must work in groups of three. When you come back, you will report your actions and remarks separately. If you spread negative remarks that are detrimental to the company, you will be punished;
It is prohibited to contact the outside world while in the company. Any violation will be severely punished;
Anyone who exposes others' violations of regulations will be encouraged and rewarded;
Anyone's resignation requires the consent of all employees. If you leave without authorization, you must accept the strictest punishment.
It is not difficult to see from these regulations that Wen Zhong established his absolute personal authority and control by severing ties between employees and their original lives, stimulating them to supervise and inform on each other, and destroying their unity.
At the same time, he also compiled many slogans.
For example, "If you want to succeed, go crazy first and rush forward with a simple mind." "As long as your thinking does not slip, there are always more methods than difficulties." "Eat carrots and pickles today, drive a Mercedes-Benz and BMW tomorrow." "I will endure hardship for a while, but I will not endure hardship." A lifetime of hardship." "At noon on the day of hoeing, sweat dripped from the soil, and came to Niulan Mountain, one thousand and five times a day." "Obey, obey, obey again, execute and execute again." "Set the goal, win in execution." "Obey the first. "One, execution first" "There is no why, only whether it works" and so on.
Many employees still remember these brain-burning slogans.
"Training" is conducted in the newly moved building.
However, the content that employees learn has nothing to do with agriculture and various types of seeds and seedlings, but "success learning", "how to succeed quickly", "good image, good eloquence and good connections", "communication and persuasion eloquence", "obedience and execution are the keys to success" "The first step" and so on.
Employees focus on studying courses during the day and hold various meetings in the evening
Meeting.
The first is the "heart-to-heart talk meeting."
It is usually held from 7 to 8 pm every night. The team leader has a "heart-to-heart talk" with the employees alone. He mainly listens to their personal reports on the learning situation of the day, as well as "experiences," personal plans and goals, self-discipline, and whether they have any It is discovered that other members of the group have disciplinary violations, negative emotions, and negative thoughts.
Then there’s the “all-hands meeting.”
It is usually held from 8:30 to 11 o'clock every night, hosted by Wen Zhong, and divided into three sections.
The first section is ideological construction. Give a theme, for example, ask everyone to talk about success is the last word, obedience and execution are the foundation and even more critical understanding. Let everyone express their opinions and reflect on what they have not done well and how they plan to correct it in the next step. wait.
The second section is mutual encouragement, which is about your own plans and goals for success, what progress have been made today compared to yesterday, what are your plans for tomorrow, and then encourage each other to dream and work hard for each other.
The third section is education and punishment, which means that all other employees will criticize, educate and punish employees who have committed disciplinary violations or made negative remarks collected by the team leader during the "heart-to-heart talk meeting".
After new employees officially take up their posts, they go out for morning exercises every morning, line up and shout slogans, go out to run sales during the day, and come back at night to continue participating in these two meetings. Repeat the next day.
It is not difficult to see that this kind of high-intensity training and work mode has caused employees to collectively lose the space and time for independent thinking.
At the same time, Wen Zhong offered a high sales commission: ordinary employees earned 20% of sales profits, and team leaders earned 30%.
There is no doubt that this is a brainwashing "training" and management model similar to that of an MLM organization.
Seeds and seedlings are not daily consumables and have obvious market restrictions. Wen Zhong carried out drastic "reforms" on the company, which indeed expanded the sales scale and increased sales in the short term.
But Qinghe was only so big, and the market demand was only so much. There was no online shopping in that era, and transportation was far less developed than it is today. All of these limited the company's future and development. Read the book
These objective conditions make the company's super-high sales performance seem like a flash in the pan. The high commissions offered to employees, and after deducting daily expenses and basic salary, Wen Zhong's personal income has not increased significantly. It has even shrunk compared to before the "reform". But he himself didn't care.
"Wen Zhong is the only boss I have ever seen who does business but doesn't care whether he can make money or not. He is more interested in the personal thinking of his employees than making money. In the training he designed himself , under management mode, he seems to be paying attention to changes in employees every day, paying attention to whether we are all obedient."
"Whoever's sales performance was not good, including the fact that the company's operations gradually became difficult not long after, did not seem to make him lose his temper or worry, nor did he seriously analyze the reasons or take improvement measures."
"However, once an employee disobeys his instructions or is not controlled by him, he will get angry and punish the employee. At the same time, he will also listen to the employee's own statement to understand the reasons for violating his will, and will communicate with him. Together with the team leader, we discussed and analyzed the employee's personal personality characteristics, ideological status and actual situation based on the employee's self-report. I don't know what he wanted to do."
"Many times, we feel like we are a bunch of experimental products. Wen Zhong seems more like he is deliberately conducting an experiment through this kind of training and management model, rather than seriously trying to make a profit."
Many employees say so.
Wen Zhong's initial punishment measures only included push-ups, leap frogs, not being allowed to eat, and sleeping standing up. However, the employees quickly adapted to it, stimulated by the high initial income. This made Wen Zhong gradually believe that these punitive measures had no deterrent effect and failed to achieve the "punishment purpose."
By chance, Wen Zhong discovered that an employee was in agony after being shocked by a leaky wire, so he started researching "electric shock equipment" himself.
The so-called electric shock device is a piece of wire with a plug. Wen Zhong pulled the wire apart and divided it into two strands.
, each exposed a wire about one meter long, and then wrapped the wire around the wrists of the punished employee's hands, plugged the plug into the power supply, and then pulled out the plug on a timed basis to achieve "electric shock stimulation."
Because the intensity of the electric shock is too great, and the wire is wrapped around the wrist and cannot be broken free, most employees' wrists will be bloody and painful after receiving the electric shock. This undoubtedly achieved the "punishment purpose" Wen Zhong wanted.
The early brainwashing training and management, the implementation and preparation of boiling frog-like punishment measures, coupled with the stimulation of high returns that were fashionable at the time, the "electric shock stimulation" punishment measure invented by Wen Zhong actually became popular among employees. It was briefly applied to them.
There is no doubt that this punishment has silenced employees. Many people can't help but shudder when they recall it after so many years.
"This management model lasted for more than a year, less than two years. After that, as sales dropped, the employees' income continued to decrease, and the company's management system was too inhumane. Even if they were punished with electric shocks, there were still Many people choose to quit or run away secretly."
According to the last article of company discipline announced by Wen Zhong, exiters must accept electric shock punishment from the company before exiting.
What is surprising is that in the face of such physically harmful punitive measures, no one, no matter the employees who chose to stay in the company, or those who quit or escaped secretly, thought about calling the police.
