Wei Xiaobao’s Principles

I'm good at flattering people, and I don't have much real skill, so when I hire subordinates, I choose those who aren't good at sucking up. Since they don't flatter, they must genuinely have some ability—otherwise, how have they managed to survive this long?

And because they don't curry favor, they're often sidelined and excluded. When I give them a boost at that point, what will they do? They'll be profoundly grateful, filled with a sense of being truly recognized, and they'll work even harder and more diligently.

For some roles, you need top talent, so you win them over with money and always keep a backup ready—in case they bolt, switch sides, betray you, or strike out on their own. For other roles, anyone can do the job; it's all about whether they care. So who do you hire for those? Someone with weaker credentials.
Their prospects are poor, they're blunt and awkward, they can't find comparable opportunities—nobody else wants them. That's when I give them a chance. They'll stay fiercely loyal for years, working hard and with deep devotion, because they know that if I fall, they'll be unemployed.

If you value stability, always make sure you're the highest bidder in the entire market—forever.

Can you trust someone else's loyalty?
No. You only ever trust your own offer.