Shi Xingqin said to the Grand Architect of Daliang: "If you wish to achieve the renown of a hegemon, pray allow me to make a trial." The Grand Architect asked, "How would you make this trial?" Shi Xingqin replied, "I request to test it through the petty officials of the commanderies and counties." The Grand Architect consented. Shi Xingqin then caused the officials of all commanderies and counties to submit memorials discussing governance, and secretly had the King of Qin peruse these writings. When the King saw that most of the memorials censured the faults of the sovereign, he flew into a rage and sought to execute the authors. Shi Xingqin said, "These were all done at my bidding; it is not their transgression. I have heard that an enlightened ruler does not abhor loyal words, thereby broadening his own hearing; a loyal minister does not shun severe punishment, thereby exhausting his own speech. Now that the lower officials have been made to speak, and Your Majesty grows wrathful, this is to block the very path of loyal remonstrance." The King said, "Well spoken." Thereupon he pardoned them and adopted their counsel. From that time onward, the officials of the commanderies and counties all dared to speak without reserve.
💡 商战启示录
Shi Xingqin devised a "test" to encourage low-ranking officials to speak frankly, thereby guiding the King of Qin to accept criticism and broaden the channels for counsel. This offers a lesson for modern corporate leaders: they should establish effective feedback mechanisms that encourage employees to voice genuine opinions, even when those opinions are sharp and jarring. Leaders should not punish employees for criticism but rather regard it as an opportunity for improvement. For instance, Huawei champions a culture of "self-criticism," urging employees and management to confront issues directly, collecting critical feedback through its internal forum "Xinsheng Community," with senior executives responding regularly and enacting reforms. This open attitude helps Huawei remain astute in a rapidly changing market and avoid decision-making errors. Shi Xingqin's strategy also embodies the wisdom of "testing before acting"—validating risks through small-scale trials before full implementation. Enterprises can adopt this approach when rolling out new policies or cultural transformations: first pilot, gather feedback, refine, then expand scope to reduce resistance. Simultaneously, leaders must possess the magnanimity to transform criticism into opportunities for organizational learning, thereby building trust, igniting employees' sense of ownership, and ultimately enhancing the enterprise's adaptability and competitiveness.