There are many talents that a successful leader must possess. 1. Know the heavens and the earth. Only when you have a good understanding of the advantages and disadvantages can you use them flexibly. 2. Treat the pawn as a baby. Any operation is done by people, and "treating a pawn like a baby" can win the hearts of the people. 3. Advance without seeking fame, and retreat without avoiding crime. Only by advancing without seeking fame and retreating without avoiding sin can we give full play to the talent of command and have a winning heart. Wait a minute.

Only when these conditions are in place can leaders be determined and move forward until the final victory.

□ made a big move, and Perelman was keen to buy

Once you have a goal, you are in full swing to carry out the operation, it is Perelman.

Many of the world's richest people have made their fortunes from scratch by engaging in trade or industry. However, there is another type of wealthy people who use relatively strong capital to acquire shares in other companies, or hold, merge, or resell, and rely on high equity returns to promote the ranks of the rich. Ronald Perel, president of the American multi-investment holding company, is one of them.

Perelman was born in 1943 in Greens, North Carolina, USA, and his grandfather Morris was in the metal processing industry and owned a $300 million holding company. Father Lemond owned the large Belmont Industries Group. Perelman learned business from his father from an early age. While studying at the University of Pennsylvania, he spent most of his spare time running his father's company. By the time Perelman graduated from university in 1964, the economics bachelor was already in business.

While in college, he bought a stake in a brewery for $800,000 and sold it three years later in two installments, earning $1 million and $2 million respectively, making a net profit of more than $2 million, making his first successful business.

From 1967 to 1978, the father and son acquired several machine factories and steel factories respectively, and then used their shares to reorganize the assets of these enterprises, eliminating some low-profit production departments and optimizing the asset structure. They never lent money and opposed unprofitable transactions, forming the well-known Page's style of business.

In 1978, at the age of 35, Perelman was desperate to start a career on his own. He found an opportunity to make this request to his old father: "Dad, you have worked hard all your life, and you should enjoy a few years of blessings, and the company's affairs will be left to me." "Unbeknownst to me, the father was a workaholic, and when he heard his son's words, he was furious. Perelman moved to New York with his wife, Faith Golding, and their children, and embarked on a different path.

In April 1978, Perelman bought a 34 percent stake in Cohen-Hatfield Properties for $2 million. It wasn't long before he sold most of his shares in the company and pooled his money to speculate in stocks. Relying on this buy-and-sell-one, he not only recovered his original capital, but also made a profit of $15 million.

Since then, Perelman has been unstoppable, buying, reselling, holding, and annexing, and his merger genius has been brought into full play.

In the first year of the company's existence, Perelman bought $50 million in shares from investor Budy Kaufman with funding from the Chase Manhattan International Banking Organization, showing his extraordinary courage. In 1980, Perelman, already a wealthy man, began to fulfill his wish 20 years earlier. At that time, the father and son had their eye on the New Jersey-based Mack & Forbes Corporation, which was engaged in licorice refining and chocolate production, but was unable to acquire it due to lack of funds, and now he can fulfill his long-cherished wish. He bought $45 million in the company in one go. The success of this business has made his company more powerful. Three years later, he simply bought all of Mike's shares in Forbes.

Blending personal preferences and safety with the company's management is Perelman's unique style. Smoking is one of his great hobbies, from the usual evaluation of various famous cigarettes, to the special attention to the operation of various tobacco companies, so that his desire to buy tobacco companies is increasingly strong. In 1984, he paid $124 million to buy the United Tobacco Corporation of America. Overnight, he ascended to the throne of the "Tobacco King".

During Perelman's career in mergers and acquisitions, the acquisition of Refron Cosmetics was his most proud masterpiece. Refron is a huge cosmetics multinational company, and its products sell well in 130 countries and regions around the world. By the mid-80s, the company was selling $1 billion a year in cosmetics and health supplements. Perelman had been watching it for a long time, but he didn't have enough money to swallow this behemoth for a while.

In early 1985, Perelman decided to turn his focus on the Penry Bled supermarket group in Florida, which had just emerged from bankruptcy and was in dire need of money and offered a lower price. But what interests Perelman the most is that the group has 330 million tax transfer rights. In early June, Perelman bought $60 million of the group's preferred shares, or 38 percent of its total shares. Then, he sold the inventory of the holding company and 700 million used bonds, and made a public bid to Ruifulun Cosmetics Company, officially opening the curtain of this acquisition war that attracted the attention of the world.

Perelman then made a formal offer to Michel Bergerek, president of Riflen. After the refusal, Perelman made a public offer of $47.5 per share on behalf of the Penry Blade Group. At the end of 1985, the Penry Group raised the purchase price to $50 per share, which was later raised to $53. In mid-October, Perelman finally won the takeover battle. On November 5, 1985, Bergerek was forced to resign.

Perelman, as the largest shareholder, became the new president of Refron Cosmetics. As soon as he took office, he overhauled the company's organizational structure. For $1.4 billion, he sold most of Riflen's healthcare supplement business at little or no profit. It then cut its affiliation from 100 to 20 and sold the company's jets, keeping only contact lenses and the National Health Laboratory.

At the same time, Perelman has made reviving the beauty and cosmetics industry a top priority for the company. He prominently placed a bust of Charles Reverson, the founder of the company's beauty industry, in a prominent position in the office building to remind employees to pay attention to the development and production of traditional products such as beauty cosmetics. At that time, the beauty industry was at a low point between 1974 and 1984 due to the weak international cosmetics market, but the sharp-eyed Perelman clearly saw that the cosmetics industry was already showing signs of recovery, and it was an excellent time to seize the market. As a result, he appointed Saul Levine as Managing Director of Reflen and focused on resuming the development of new cosmetic products, as well as improving advertising and sales strategies. Perelman chose TV star Susan Lucy as the company's spokesperson, while renowned photographer Richard Evden was chosen to shoot the company's product commercial, which ended with a heart-wrenching line: "The most memorable women in the world use Reveren cosmetics." ”

Perelman was a huge success.

In September 1988, Perelman made another extraordinary move, selling TW Foods for $137 million, Color Printing Holdings for $780 million, and Tobacco United for $225 million. Those who are familiar with Perelman's merger style have speculated that he is likely to make another big move in accumulating money. Sure enough, at the end of 1988, Perelman took over five troubled credit unions, merging them to form the First Bank of Gibralta. Then, with the support of the government, he bought the San Antonio Credit Union, which has assets of 2.3 billion.

In 1991, Perelman became the richest man in the United States that year with a huge personal fortune of $5 billion.

Perelman made a bold move, determined to make acquisitions, conquered shopping malls, and made many achievements.

□ independent and uninhibited, Nelson fought for the situation

The duty of a soldier is to obey orders. But sometimes relying on one's own wisdom and experience to make decisions at the right time will bring successful results.

Nelson was a conservative Admiral of the British Navy, a man known for his independent, resolute and courageous fighting style.

At that time, Napoleon's wars swept almost all of Europe, and in the naval battle between Britain and France, General Nelson, with his natural instincts, courage and decisive tactics, often led the LinkedIn Navy to victory. He defeated the Combined French Fleet at the Battle of Trafalgar and rescued Britain from Napoleon. Of course, it was the Battle of Copenhagen that made him famous for his courage that made him most fully exploited.

At the beginning of 1801, the British navy was most concerned about the naval movements of Russia, Denmark, Sweden, and other Baltic countries that had taken a neutral stance. Because Napoleon's France was eyeing Britain, the special geographical location of these countries made them play a pivotal role in the Anglo-French war. If the powerful navies of these countries were to be turned to France, the British navy's supremacy of the sea would be destroyed and the survival of the country would be in jeopardy. Among them, the most powerful and threatening is the Danish Navy.

Therefore, the British decided to destroy the largest Danish fleet under the "emergency refuge" measure under international law, and the British commander Hyde led 50 ships to the port of Copenhagen. In March 1801, Hyde ordered his lieutenant Nelson to begin attacking the Danish fleet anchored there. On 1 April, Nelson began attacking the 20-ship Danish fleet, but was bogged down by a counterattack by a powerful land battery.

The war was going very hard, the offensive was not very smooth, and the longer it dragged on, the more detrimental it was to the British fleet. Commander Hyde judged that the battle situation was unfavorable and issued an order to Nelson to "stop the battle and retreat" by signal flag.

But the heroic Nelson was unimpressed by these losses, and instead was enraged by the signal, looking at the telescope with the right eye he had lost during the landing in Corsica, and said: "I can't see the signal." "Proceeded with the attack as if nothing had happened, and finally defeated the Danish fleet and ascended to the battery.

This was the victory of Nelson's arbitrariness "without the dictates of the king."

□ for the righteousness of Zhang Yang's soldiers

For the sake of justice, refusing to carry out the orders of the boss can also be famous.

After the Japanese invaded the northeast, Chiang Kai-shek did not allow Zhang Xueliang's Northeast Army to resist, transferred the Northeast Army to the northwest, and ordered Zhang Xueliang and the Northwest Army led by Yang Hucheng to attack the Red Army in northern Shaanxi. During the Long March, the Red Army distributed the "Appeal to All Compatriots for Resisting Japan and Saving the Country", and they did a lot of work in the Northeast Army and the Northwest Army, so that Zhang Xueliang and Yang Hucheng accepted the idea of "stopping the civil war and unanimously resisting Japan."

On December 4, 1936, Chiang Kai-shek personally visited Xi'an, sat in Huaqingchi, and forced the Northwest and Northeast armies to attack the Red Army. Zhang Xueliang and Yang Hucheng cried and persuaded Chiang Kai-shek to join forces to resist the Japanese, but Chiang Kai-shek categorically refused. A few days later, to commemorate the first anniversary of the December 9 Movement, more than 10,000 students in Xi'an petitioned Chiang Kai-shek to resist Japan, and Chiang Kai-shek ordered Zhang and Yang to suppress the students by force. Zhang Xueliang and Yang Hucheng could not bear it anymore and decided to implement the "military admonition" - arrest Chiang Kai-shek and force Chiang Kai-shek to resist Japan.

At around 5 o'clock in the morning of December 12, Sun Mingjiu, commander of the Northeast Army Guard Battalion, led more than 50 officers and soldiers straight to Huaqingchi. Chiang Kai-shek's doorman sensed that the momentum was wrong, opened fire to intercept him, Sun Mingjiu killed him, drove open the gate, broke into the outer courtyard, and then went straight to Chiang Kai-shek's residence, the Five Rooms. Chiang Kai-shek's guards desperately fired with hand-held machine guns, and Sun Ming rushed directly into the five halls from the path behind the rockery.

Chiang Kai-shek was not in the house, he woke up from his dream and mistook it for the Red Army, jumped out of the window in his nightgown, fell into the rocky ditch outside the wall, and two guards carried him to the mountainside of Lishan Mountain, and he plunged headlong into the grass.

Sun Mingjiu searched around Chiang Kai-shek's bedroom, found that Chiang Kai-shek's briefcase and dentures were placed on the table, and touched the bed, but there was still residual warmth in the bed, so he concluded that Chiang Kai-shek did not run far. Sun Mingjiu quickly captured Chiang Kai-shek's chamberlain, Qian Datao, Chiang Kai-shek's personal attendant, Jiang Xiaozhen, and finally captured Chiang Kai-shek in the grass.

Chiang Kai-shek trembled and said to Sun Mingjiu: "If you are my comrade, shoot me to death now." ”

Sun Mingjiu replied: "Chairman, we will never shoot at you, we ask you to lead us to resist Japan!" ”

At 9 o'clock in the morning, Sun Mingjiu "escorted" Chiang Kai-shek to Xi'an City and handed Chiang Kai-shek over to Zhang Xueliang.

Since this day is December 12, it is known in history as the "Double 12 Incident".

For the sake of national righteousness, Zhang Xueliang and Yang Hucheng refused to carry out the orders of their superiors and carried out military advice, which will go down through the ages.

□ misuse of Chrysler fiasco

Sometimes employing people incorrectly can lead to serious consequences and even fiasco.

CHRYASLER Corp was founded in 1923, 20 and 15 years behind Ford Motor Company and General Motors, respectively. Chrysler, the company's founder, had noticed the development of the automotive industry in the early 20th century, and saw that Ford Motor Company's business was booming, so he decided to invest in the industry and compete. After its founding, despite many failures and setbacks, the company managed to grow smoothly and expand its business, becoming one of the three largest automobile companies in the United States and making a name for itself around the world.

By the late '60s and early '70s of the 20th century, Mr. Chrysler was too old to be able to do anything about it, so he handed over the reins of the company to Townsend, who was trained in finance.

It has been more than 10 years since Townsend became the accounting director and president of Chrysler Corporation, and he should have had the experience and ability to control the overall situation, but in fact, on the contrary, he made many wrong decisions after becoming president, which caused Chrysler Corporation to lose business opportunities again and again, resulting in operating losses again and again.

Townsh's calculations of finances are watertight and error-free. However, he has developed a habit of thinking that only counts immediate numbers and interests, and lacks a long-term concept. He stressed the importance of the next quarter's profits, and put long-term development plans on the back burner. Chrysler was able to compete with Ford and GM in the market because of the elaborate machining of its automotive components, which outperformed the products of Ford and GM. However, after Townsend presided over the meeting, he believed that spending too much energy and financial resources on the processing of parts and components would reduce the overall profit income, so he relaxed this advantageous work. As a result, Chrysler lost its advantage over Ford and General Motors, and on the contrary, there were many advantages over Chrysler. Since then, Chrysler's competitiveness has declined.

With Townsend at the helm of Chrysler, and because of his focus on doing some immediate work, there is no doubt that the company's near-term revenues will increase relatively higher (related to reduced long-term investment), and shareholders do not dispute Townsend's actions and are content with better immediate dividends. However, this thirst-quenching practice soon revealed problems, and Chrysler did not invest in new processes because it had relaxed its efforts to develop new cars and trucks. A year or two later, Ford, General Motors, and other auto companies launched new cars and trucks, and Chrysler widened the gap with its competitors, and even its immediate interests could not be saved.

It was at this time that Chevrolet's "Lyra" and Ford's "Pinto" were put on the market, and these two types of mini cars just catered to the needs of the world's oil crisis in the early 70s of the 20th century, and could compete with the "Beetle" car of Fox Wigen and the economy car of Japan. Seeing this, Chrysler employees and top management approached Townsend with a suggestion that Chrysler quickly develop a competitive miniature vehicle. However, Townsend refused to do so, and he refused to attend press conferences and exhibitions for various mini cars, isolating himself from any contact with the world of mini cars, which made him unfamiliar with the market situation. Due to the formation of a "professional habit", he only values the numbers in front of him, and is unwilling to go deep into the production workshop and the public of employees, and gives orders in the office all day long.

The world oil crisis has brought about an extreme shortage of global oil supply, and oil prices have skyrocketed. At this time, all kinds of fuel-efficient mini cars are popular all over the world, and the demand is very strong. Chrysler has been producing large gas-consuming steam under the control of Townsend's guiding ideology, and this kind of business that goes against market demand has to suffer its own bitter fruits. By 1974, Chrysler had lost $52 million and sales had fallen by more than 50 percent. At this point, Townsend became nervous. To get out of the situation, he ordered the dismissal of workers, and from 1974 to 1975 he laid off nearly a third of the workers and engineers; In addition, since 1975, the company has been developing mini-cars. Unexpectedly, after the second half of 1975, the mini car market was saturated. There are two reasons for this: first, automakers that pioneered the development of mini cars have launched their products in large quantities; Second, by the second half of 1975, the oil crisis had been resolved, that is, the oil embargo policy was ended.

Chrysler "stood by its hands" when it should have "struck" and "struck" when everyone "stopped", resulting in very few orders for its newly launched mini cars, resulting in a backlog of new cars.

Under the influence of many unfavorable factors, Chrysler Corporation increased its losses by another $205.9 billion in 1975, making it close to the brink of bankruptcy. By 1976. Lins Townsend was forced to step down.

Chrysler was inevitably on the verge of bankruptcy by mistakenly using Townsend, which only counted the numbers and profits in front of him.