-How to improve personal execution-Factors that determine personal execution-Personal execution depends on whether he has good work style and habits, whether he is proficient in relevant management tools for managing people and things, whether he has correct working ideas and methods, and whether he has executive management style and personality characteristics. 1 How to manage your own work? The daily life of most managers can be summed up in one word: labor. In fact, effective managers don't work like slaves, but work smarter, more flexible and more effectively. Systematic and methodological work is the key to transforming ability into results and achievements. Personalized working style. (1) Managers with effective time and schedule management will always arrange monthly work plans (schedules), weekly work plans (schedules) and daily work plans (schedules) around their main businesses; They can always prioritize things well and arrange their work schedules according to their working hours: according to the order of "important and urgent-important but not urgent-unimportant but urgent-unimportant but not urgent", the truly important things can be handled better. Case American entrepreneur William 6 1 Moore earned only 160 dollars in the first month of selling coatings for Glidden company. He carefully analyzed his sales chart and found that 80% of his income came from 20% of his customers, but he spent the same time with all his customers. Therefore, he asked to reassign his 36 least active customers to other salespeople, while he focused on the most promising customers. Soon, his monthly income was 1000 dollars. Moore never gave up this principle, which eventually made him the chairman of Kelly Moore Coatings Company. Comments: Make good use of the 80/20 principle. Learn to grasp the key points, solve important problems first, and then solve secondary problems. (2) Managers of effective authorization and task management are very clear about what must be handled by themselves and what should be handled by subordinates, and they are only responsible for tracking and supervision; Another characteristic of an effective manager is that he never helps his subordinates "do things" easily. Things within the scope of duties, which can be done through your own thinking and efforts, must be done by yourself. In this way, you can have more time to deal with your important things, and you won't delay the work of your department, subordinates, colleagues and superiors because of your work, so the whole department will fall into a vicious circle. Napoleon, the French emperor, is a hero worshipped by many people. He has a famous saying, "Make way for talents". This kind of thinking has gathered many talents under his command and made his future achievements. Fan 6 1 Vlissingen is one of the richest people in Europe. He owns SHV holding company. SHV, headquartered in the Netherlands, deals in energy and consumer goods. In 1995, its sales amounted to110 billion US dollars and its income was 3150,000 US dollars. In the past few years, due to the new employment model of FAN61VLISSING, the company's two figures have increased nine times, and now the company's income is estimated to be 3 billion dollars. Fan 6 1 Vlissingen's success lies in his ability to authorize others. His employment philosophy is: believe that "the times make heroes"-create momentum for subordinates, and subordinates will exert great energy and become real heroes. In his view, if you give your subordinates some power, they will be rewarded. If you give them a lot of responsibilities, they will spread their wings and fly. Comments: Proper authorization is half the battle. A person who has to ask himself and doesn't know how to authorize can never do great things. (3) Managers with effective anti-interference management can always be "kind" to telephones, mobile phones and emails, and can make effective use of them, but they will not easily interfere with their work, let alone become their "slaves", especially in meetings and writing plans, and will not interfere with the venue and interrupt their thinking. (4) Meeting and report management Effective managers can be good at using meetings and work reports to arrange work and understand the situation, and never hold invalid meetings and read invalid reports. Before the meeting, they can make preparations before the meeting; During the meeting, they can control the meeting time, process and atmosphere, and they can draw a conclusion: what problem, how to solve it, who is responsible and when to end it; After the meeting, we will follow up or ask for timely feedback on questions and situations. Effective managers will require all reports and statements to be concise (easy to read), clear and accurate (credible) and vivid (easy to remember). (5) Managers with effective memos will carry a memo with them, record the problems they see, hear, think and receive at any time, and then arrange them in the work schedule according to the severity, so that the work can always be carried out in an orderly manner. (6) Managers with an effective memory system can keep their workplaces, documents and electronic documents in good order and take them out quickly at any time; Be able to write your own experiences, inspirations and feelings in a binder at any time for classification and preservation, and extract them for reference at any time. (7) Use of assistants or secretaries Effective managers can make full use of assistants for work tracking, project investigation, work inspection, information collection and sorting, information instruction transmission, document sorting, etc. (8) Managers with effective lists will design a program list for repetitive and regular work, and then take it out step by step when doing it again, thus improving work efficiency and effectiveness. Such as: tourism supplies list, recruitment items list, on-site inspection list, etc. So we can draw such a formula: effective working mode = time schedule management+priority management+authorization and task management+unexpected interference management+meeting management+report management+memo management+inventory management+memory system management+assistant operation management +6767 All intelligent and effective working modes. 2 How to manage subordinate managers must be able to manage people, otherwise they will not become real managers. Managing people is a difficult thing. Only one person can be managed by marking people. In fact, managing people can also be very simple, that is, managing people with positions, tasks, goals, budgets, responsibilities and assessments. The first is to give everyone a suitable post and clarify the relevant work content or tasks; At the same time, clearly inform the required target effect; When performing any work, you also need a budget plan. Responsibility is the killer in the workplace, the first element of doing a good job, and more important than any ability. As long as there is a sense of responsibility, more than 80% of the work can be solved well. Because a responsible person will work hard, seriously and carefully, so as to ensure fewer mistakes in his work; Because a responsible person is organized, he can take care of the overall situation, focus on the overall situation, obey and coordinate the work well, which can reduce many work contradictions and give play to the role of the team; Because a responsible person can make careful plans and full preparations before starting his work, so as to do his work in an orderly way; Because a responsible person is reliable, he can do what he says, and he will be responsible for what he promises, which is trustworthy, reducing your monitoring and worry about him and making your cooperation enter a virtuous circle; Because responsible people are tough, they will not give up when they encounter problems, but will try their best to solve them (for example, they will spontaneously set up a technical research team to solve quality and technical problems, they will track the arrival of materials at any time and adjust their work arrangements accordingly, they will re-make process arrangements and adjust personnel arrangements to solve production bottlenecks, and they will independently arrange man-machine delays to catch up with the progress. In short, they will try their best to improve efficiency, ensure quality and reduce waste; When they really can't think of a way to solve the problem, they will call the police for help at the first time; Never look for the boss as soon as you encounter a problem, put the problem on the boss and wait for his instructions. Because as a responsible manager, I will feel this is a shame, because I have become the mouthpiece and parasite of the enterprise. Because a responsible person will take the smooth completion of the work as his own obligation and will make every effort to complete the work, including trying to learn new knowledge and sum up work experience. All their actions are for one goal, and they can finish their work more effectively. The management of personnel, in addition to the above methods to let subordinates use the target to manage independently, also needs the boss to control properly. In China, trust means losing control. We should treat trust and monitoring together, and they coexist at the same time; If trust and monitoring are separated, it will not go far, and ultimately it will not be well managed. We can usually use the following methods to regulate the behavior of our subordinates, so that our work can be effectively controlled and carried out. Work schedule: through the work schedule of subordinates, you can know what they want to do and what they don't do; The work schedule is inseparable from the responsibilities, nature and laws of the staff. Work log: We can know the work progress and results of subordinates through the employee's work log (diary); Work logs and work schedules are often linked. Worksheet report: first, the reflection of members' work results, and second, the proof of members' implementation of work. Work order form: in duplicate, one for subordinates and one for assistants, which is an effective way to arrange and implement work. Reporting and feedback system: it can be divided into routine (regular, regular) reporting and unexpected reporting, so that you can keep abreast of the progress of your work. Inspection and audit: seeing is believing. The process of your inspection is to find problems, solve problems, guide work, boost morale, and can also be carried out together with work arrangements. Regular debriefing evaluation: firstly, feedback your analysis and evaluation (good or bad) of subordinates' work in the previous stage and put forward improvement requirements; The second is to put forward the expectation of the next stage (arranging work, defining requirements and growth expectations); The third is to listen to the ideas, expectations, demands and suggestions of subordinates and provide relevant necessary assistance and support. Management system: control the work behavior of subordinates by formulating labor discipline and work norms. Overstep command report: If necessary, reasonable use can make subtle changes in subordinates' psychology, but it should not be abused. Weekly work meeting: summarize this week's work, arrange next week's work, and listen to employees' opinions, ideas and requirements. 3 methods of managing transactions Different things have different methods of completion and need different management tools. But no matter what we do, there is a general management process, which we collectively call 5W3H: What: work content and workload, work requirements and objectives. Why: Is it necessary to do this (myself), or what is the purpose of doing this? Organization Division of Labor (who): Who or who will do it and what tasks will be undertaken respectively. Work entry point (where): where to start, what path to follow (program steps), and where to end. Work process (when): the work progress and arrangement (including time budget) corresponding to the steps of the work plan. Method tool (how): the layout of tools and key links needed to complete the work (the core of the work plan). How much: what resources and conditions are needed to complete the work, and how much are needed respectively. Such as: manpower, financial resources, material resources, time, information, technology and other resources, as well as the coordination of power, policies, mechanisms and other conditions. Your feelings: the prediction of work results, the influence on others and the evaluation or feelings of others. It should be noted that before making a plan, it is necessary to clarify the work objectives-the indicators or results that activities need to achieve; Policy-the guiding ideology and code of conduct for work (that is, what can and cannot be done); Program-the exact way and method of doing things, its time or logical order and behavior planning. In the process of managing affairs, you can usually ensure that you will not be put on the shelf by paying attention to the following issues: first, you must master the overall planning and related information; Second, after discovering (or foreseeing) problems, go deep into the business and understand the actual situation of the work; Third, make good use of goals and instructions; Fourth, pay attention to exception handling and related information; The fifth is to master the dynamics of personnel and their psychological state; Sixth, pay attention to the development of project work; Finally, pay attention to the management of exceptions. In this case, I will generally not be overhead outside the department's business. Self-check: If you are a middle or senior manager, please tell me your unique skill of personal execution management.