一位开发商老板来找我。聊了一个小时。

他说：“公司以前大家一条心，现在部门之间像打仗。以前敢说真话，现在人人自保。我感觉到味道不对，但不知道从什么时候开始变的，也不知道怎么扭转。”

我问他：“老板，过去四年，你做过什么重大的改变？”

他回想了一下：“我们裁了30%的员工……我也管不了那么多了。管理系统换了，加班越来越多了……”

说着说着，他愣住了。

我问：“公司的三大齿轮 - 你、团队、客户。要改变这个‘变了味’的文化，你觉得谁应该先动？谁后被带动？“

他沉默了很久。

那天之后，他开始亲自参与变革。我们重新梳理了公司的愿景、使命、价值观(VMV)，不是挂在墙上的口号，是让团队每天的行动和思考有依据。

他还做了一件事：让HR经理和员工推举的文化大使一起带头。

慢慢地，味道开始变了。不是变回从前，是变成一个新的、大家愿意待的地方。

三个月后，公司做了一次文化测试 - 活力、忠诚度、组织健康度，都有明显提升。

他说：“以前我以为文化是慢慢坏的。现在我知道，是从我‘管不了那么多’那天开始的。”

如果你也感觉公司‘味道不对’，但说不上来 ，与我联系。一起找到问题的根。你的时间与精力，应该花在高回报的目标上。

(案例已脱敏，经本人同意分享)

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徐敏聪

成果教练 ｜为赢而练

我帮创始人及CEO先赢，再长。

https://www.ferryman.pro/zh

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A real estate developer boss came to see me. We talked for an hour.

He said, “Everyone used to be united. Now departments are fighting each other. People used to speak the truth; now everyone is just protecting themselves. I can feel something is off, but I don’t know when it started or how to turn it around.”

I asked him, “Boss, what major changes have you made in the past four years?”

He thought for a moment and replied, “We laid off 30% of the staff… and I stopped trying to manage everything. We changed the management system, and overtime has increased…”

As he spoke, he suddenly froze.

I asked, “There are three main gears in a company - you, the team, and the clients. To fix this ‘sour’ culture, who do you think needs to move first? Who will follow?”

He remained silent for a long time.

After that day, he began to personally lead the change. They redefined the company’s Vision, Mission, and Values (VMV) — not as slogans on the wall, but as a real basis for daily actions and decisions.

He also did one more thing: He let the HR manager and employee-nominated “culture ambassadors” take the lead together.

Slowly, the culture began to shift. It didn’t return to the old days, it became a new place where people actually wanted to stay.

Three months later, the company conducted a culture assessment. Vitality, loyalty, and organizational health all showed clear improvement.

He said, “I used to think culture slowly deteriorated on its own. Now I realize it started the day I said, ‘I can’t manage everything anymore.’”

If you also feel that “something in the company just doesn’t feel right anymore” but can’t quite put your finger on it, feel free to reach out. Let’s find the root cause together. Your time and energy deserve to be spent on high-return goals.

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(Case desensitized and shared with the client’s consent)​

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David Tsui

Result Coach | Coached To WIN

Helping founders and CEOs WIN, then GROW