Many times there are problems in management, in fact, because of limited cognition and thinking. If we think with a higher level of thinking, we can all be suddenly enlightened and even solved.
What is a higher level way of thinking? Accordingly, what is the highest state of management? Below, please enjoy:
Now almost every enterprise is facing the problem that young employees are difficult to manage.
These post-90 s and post-95 s are confident and self-reliant, have a wide range of knowledge, like to accept new things, but they are sensitive and fragile, self-centered and can't stand grievances. They will even leave without saying a word, leaving their superiors and elders behind.
Brain drain of young employees plagues enterprises. According to statistics, the average working time of the first job after 70 is more than 4 years, 3.5 years after 80, 19 months after 90, and suddenly drops to 7 months after 90. Now even "two words" are not unusual.
According to a survey of 200 1 respondents conducted by the Social Investigation Center of China Youth Newspaper, 83.0% of the respondents admitted that there were young people who said "seconds" around them.
Whether it is this kind of resignation, management problems in enterprises or difficult problems in life, it can be easily solved for some people, but it is insurmountable for others.
A person's cognitive level determines his way of thinking and the measures he takes. Different methods will lead to different results. The following is explained by six levels of cognition.
0 1
Low-level cognition
Portrait: Don't consider change.
Cognitive characteristics: the field of vision is a wall.
Thinking structure: because of thinking
When encountering problems, the low-level cognitive is like a bug trapped in a bamboo tube. Facing the bamboo festival, what they see is a "wall", and naturally they are helpless.
At this point, he either complained in the corner or left here to find another "bamboo tube". It turned out that even if the frog changed the pond, he could not make his voice euphemistic, so he continued to complain and changed the land.
When such managers solve the problem of staff turnover, they will treat it negatively and complain: because the wages of enterprises are not high enough, the office environment is not high enough, and enterprises are in third-tier cities, the competition for talents is too fierce, young people are impetuous, and the only child's ability to resist pressure is weak. ...
In the cognitive world of these managers, there is no job in the world that is "more money and less living close to home". Enterprises need screws, but they want to take the lead.
"Today's young people are not looking for jobs, but looking for feelings. Even if they like their favorite dishes, they are tired of eating them every day. How can work be satisfactory everywhere? Looking back,' I am a brick of the motherland, where do I need to move?' What's wrong with young people nowadays? I really don't understand. "They think so.
These managers are full of reasons and the problem will never be solved. It's really urgent. Put forward some unrealistic measures at most, such as a big salary increase. Either the dead mouse can say whatever he wants if he feels not cold, or "I won't leave my grandfather here, but I will leave him here" and change it into a "pond" in a despondent way.
In this kind of person's thinking, it's all because. Once they encounter difficulties, they think it is "because of the outside world and others." They never reflect on their own problems, which leads to turning a blind eye and no forest.
02
Primary cognition
Portrait: changing the result
Cognitive characteristics: there is a point in the field of vision.
Thinking structure: result thinking
When encountering problems, the primary cognitive psychology has improved, thinking that as long as you work hard enough, you can solve the problem. Like a bug trapped in a bamboo tube, facing a bamboo crack, it began to move mountains in Gong Yu. As for the result, it is unknown.
This kind of managers are used to trying to change the results and adopt the strategy of "blocking" when solving the problem of employee turnover.
For example, employees sign non-competition agreements, confidentiality agreements, and high-training agreements. Before joining the job, some even require employees to fill in the names of at least six relatives on the employment form.
At work, we also try our best to promote the enthusiasm of employees by shouting slogans and fighting chicken blood. If you leave, you have to go through complicated procedures, make a fuss about the time, salary and commission of leaving, and even use high liquidated damages to retain people.
These managers often only see the "point" of resignation results.
In fact, in the eyes of employees, the enterprise is your "home", not my "home", I am just a "migrant worker". By improving turnover costs, although some employees are forced to stay temporarily, those who stay cannot stay. They muddle along, and even make profits by speculation, which is more harmful to enterprises.
For those employees who are familiar with the law, they simply don't care about those internal systems that have no legal effect and leave directly.
Trying to change the thinking of the result is equivalent to building a dammed lake. If the problem of water inflow is not solved, the dam can only be built higher and higher until one day it collapses thousands of miles.
03
Intermediate cognition
Portrait: the cause of change
Cognitive characteristics: there is a line in the field of vision.
Thinking structure: cause thinking
When people with intermediate cognition encounter problems, they think that the solution is always much more difficult and start to use tools or peripheral resources. Just like a bug trapped in a bamboo tube, it keeps thinking about why when facing bamboo joints.
Why can't I get through? Is it because you don't spend enough time? So I worked harder and harder;
Why is the speed too slow, because the tools are not working? So I began to look for better tools or practice sharp teeth;
Why didn't you get through? Because I didn't learn from the successful experience of other bugs and so on.
In short, we will try our best to get through it, but then we will face one bamboo joint after another.
When solving the problem of employee turnover, such managers will look for reasons for leaving their jobs and hope to retain employees by improving conditions.
For example, employees complain about the canteen, which will improve the quality of food;
If the salary is low, the employee's treatment will be slightly improved;
If employees complain about fines, they will be changed from negative incentives to positive incentives;
If employees feel stressed at work, they will increase recreational facilities, provide tours and hold amateur cultural activities;
If employees have no sense of belonging, share reform and dividends will be implemented. ...
However, the problem will never be solved. When enterprises spend a lot of resources to solve these problems, they find that the abnormally high labor cost has seriously eroded the profits of enterprises until it is unbearable. The key problem is that some people can't stay even with high salaries, and perhaps the direction of the enterprise is simply wrong.
In the vision of these managers, they saw the "lines" of the cause and effect of employees' resignation, so they solved these "lines" one by one. It is equivalent to building a "house" for employees and constantly adding furniture, but when employees see that the enterprise next door has built the "house" they need, they throw themselves at each other without looking back, leaving only these managers unwilling to sigh.
04
Intermediate and advanced cognition
Portrait: Returning to Essence
Cognitive characteristics: there is a face in the field of vision.
Thinking structure: purposeful thinking
People with intermediate and advanced cognition will not rush to solve problems when they encounter them, but observe and study the causes and laws of the problems first. Just like a bug trapped in a bamboo tube, when facing a bamboo joint, it will not blindly start, but study the growth law, structure and formation principle of bamboo joint. Thoroughly understand the matter of getting through the bamboo joints, and then analyze which places are weak, so as to pass easily.
There is a classic line in the film Godfather: "Those who spend half a second seeing through the essence of things and those who spend their whole lives not seeing the essence of things are doomed to be completely different fates."
When this kind of manager comes to solve the problem of employee turnover, he will put aside the superficial reasons, analyze the essence of turnover, what employees need and what they lack, and then draw up a set of retention strategies from scratch.
For example, first of all, we need to respect the stability of employees, so we should establish a culture of respect for enterprises;
Employees need to see hope when they stay, so improve the salary and rank promotion system;
Stimulating employees' vitality requires interest bundling, so the on-the-job stock is designed;
Employees need internal fairness, so things involving employees' interests are handled openly and fairly, and reports are allowed. ...
When the idea really can't be unified, then unify the goal.
In the view of such managers, what they see is the "face" that leads to the essence of resignation. They understand that it is not because the post-90s generation is unruly, but because they have lived their true selves.
In fact, none of the post-70 s and post-80 s likes being scolded, working overtime and depressed, but the burden on them makes them temporarily choose to compromise. Only the post-90s generation who don't have too much financial burden dare to stand up and say "no". So this kind of managers simply set up a platform for employees of all ages to "wave".
Employees finally have a sense of belonging, regard the enterprise as a "home" and try their best to stay, and the turnover rate is extremely low. One day, the boss suddenly woke up. Why don't those who need to be eliminated want to leave?
05
Advanced cognition
Portrait: Enlarge the pattern
Cognitive characteristics: the field of vision is a three-dimensional image.
Thinking structure: mode thinking
When encountering problems, advanced cognition will think about them from a global perspective. Just like a bug trapped in a bamboo tube, when facing a bamboo joint, you see not only the bamboo joint, but the whole bamboo. So I no longer entangled these bamboo seams, drilled through the bamboo wall directly, and quickly climbed from the bamboo wall to the top of the bamboo.
When such managers solve the problem of employee turnover, they will think, where does the benefit of the enterprise come from?
According to the 80/20 principle, only those 20% employees have created 80% performance, so limited resources are tilted in their favor. So the star rating system of employees started, and the model hall of honor came into being, and even all the shares became the shares of strugglers. ...
In the eyes of such managers, they see a whole. Employee stability is only a part of the three-dimensional image of business activities.
They pay attention to the purpose of this matter, not just the matter itself, and put it into a global perspective before implementing targeted strategies. Because they know that the solution to the problem is often beyond the problem, the best way to weed is to plant crops, not to study how to weed.
Recognizing this level is a strategist, but not a real leader. A true leader or soul figure is just as smart as a fool and as clumsy as a skillful hand, that is, the top-level cognitive way of thinking.
06
Top cognitive person
Portrait: Return to the original intention
Cognitive characteristics: look at the situation outside the bureau
Thinking structure: value thinking
Top cognitive people will choose to do the right thing when they encounter problems, rather than just doing the right thing. Like a bug trapped in a bamboo tube, I will think about it when I face a bamboo joint. Is it what I want to get through these bamboo joints? Do it if necessary; If not, then why waste manpower and material resources?
When such managers face the loss of employees, they will return to the original intention of enterprise management. What kind of enterprise do we want to build? If you want to become the first brand in the industry, you must look for and find talents who can build the first brand enterprise. He will not be confined to the internal problems of the enterprise and the current problems.
To become a century-old enterprise, we must lay a good cultural foundation, pay attention to long-term layout, plan long-term and short-term talent needs and find matching talents. It may not be the best candidate, but it will never sacrifice the long-term future of the enterprise because of the immediate vested interests. Based on this goal, it is necessary to judge whether the talents of enterprises need to be cultivated, promoted or adjusted in stages.
In the eyes of such managers, they are concerned about the value of things. The first thing to consider when you encounter something is whether you should do it or not. Choice is greater than hard work, and doing the right thing is more important than doing the right thing.
Top cognition can look at the situation from the outside, and it is both the maker and the breaker of the game. Just like Jiangsu Satellite TV's "If You Are the One" program, when the audience is talking about who loses and wins and who makes a fool of himself, the director actually snickers in the corner. He doesn't care who wins or loses at all. The most important thing is that the audience's talk has made this program get high ratings.
Back to enterprise management, many enterprises have problems in safety management, quality management, site management, and even in customer development and customer sales. In fact, their cognition and thinking are limited. If we think with a higher level of thinking, many problems can be suddenly enlightened and even solved.
Due to space constraints, no other cases will be listed. If readers are interested, they can try to analyze the problems encountered in work or life with the above way of thinking. You can also leave a message at the end of the article and discuss it together.