"Kindness doesn't command troops, affection doesn't do anything", which is a famous saying of the ancients. As Sun Tzu said, "thick can't be used, love can't be used, chaos can't be treated, and if you are arrogant, you can't use it." People who have been good at using troops since ancient times know this. This is not to say that you have to be black-faced with your subordinates, but to say that at the critical moment, you must never miss the great event because of a woman's kindness. The so-called training for a thousand days, fighting for a while, and at this "temporary" time, the commander-in-chief must have an iron will and determination to act as a commander, and you must never spoil the overall situation because of softhearted.
in fact, this is not the only way to control soldiers, but also the way to employ people. The so-called shopping malls are like battlefields, and these general military principles are also fully applicable to the practice of other generals. For example, in the recent book "Winning" by Jack Welch, the former president of GE, there was a special chapter (Chapter 3): "Differentiation: Cruel and Darwin? Try Fair and Effective ",focusing on the principle of 2: 7: 1 division in personnel management of health companies. The last 1%, that is, the backward or unsuitable elements in the regular appraisal, must be laid off. In this book, Jack defends this division principle more vigorously, thinking that only in this way can it be truly fair, not discriminatory.
among the eight "What Leaders Do" listed by Jack, the fifth one is "leaders have the courage to make unpopular decisions and gut calls", which is actually just a form of "being kind and not raising soldiers".
It has also been proved in practice that this division is indeed very important and necessary. If we are too kind to the 1% who are dragging our feet, it will be irresponsible to the 9% who are the main body, and the rewards and punishments will be unclear, which will affect the whole working atmosphere. People are overstaffed, and they don't ask for merit but ask for nothing, which is very unfavorable to the normal operation of the mechanism from the big country to the small group.
of course, what standard should be used to measure that 1% depends on the specific situation. Strict doesn't mean unreasonable, and it doesn't mean throwing in what one likes. It's up to the leader to decide. Therefore, an open, transparent and fair measurement standard here is the fundamental guarantee for the effective operation of this 2:7:1 distinction. If you can't do this, I'm afraid it will be counterproductive.
shopping malls are like battlefields; In the shopping mall, the same requirement-kindness is not in charge! A leader of human resources management department, if he is always "very kind" and respects "governing by doing nothing", will be very unfavorable to the company, himself and employees! First of all, employees are out of control. Working under a "very kind" and "hands-off" leader, employees will be presumptuous and casual, do not listen to the company's orders at all, only think about their own self-interest, and never think about the company or others. Employees will be "spoiled" by such leaders, arrogant and arrogant, and have no progress. Secondly, the company's performance is poor. Due to the "kindness" and "inaction" of the leaders, the overall execution of the company is extremely poor, and those who are capable are treated the same as those who are incapable, and employees will only fight internally and seek personal gain, instead of making more contributions to the company and the leaders; Even if an employee is "grateful", but because other employees do not cooperate and support, nothing will be achieved in the end. The company's performance is poor, and as the leader of the human resources department, it is inevitable that the class will be dismissed. Again, employees are ungrateful. There is a saying in China: "If you are kind to others, you will become an enemy if you are too kind;" If you owe people a favor, you will become a better friend. " If the leader is too fond of and arrogant to employees, employees will be "arrogant and arrogant" and will "bite the hand that feeds them" in many cases. The root cause is that the leader is too kind to employees, and employees are used to accepting the "love and care" of the leader. Once the leader doesn't pay attention to what he says, or neglects the details a little, employees will hate the leader in turn, especially the better the leader is to the employees, the more powerful the employees will "counterattack" the leaders in the later period. In this more than ten years of work experience, the author has seen many incidents in which subordinates "bite" their superiors; Moreover, the more the superior leader dotes on an employee, the greater the intensity of "anti-biting" in the later period! However, all successful leaders are "both kindness and prestige", with one carrot and one stick, without exception. It's difficult to work, which is especially important for the new employees who are arrogant and difficult to tame in their work arrangements. Because such new employees are undoubtedly the peroxide free radicals of the body, which may induce the instability of the whole company.
First, arrange very easy jobs with them, so as to reduce the opportunities for new employees to improve their abilities, cut their edge in repeated mechanical work, and cultivate so-called "garbage employees" with garbage work.
Then set traps, and further destroy employees' morale with work that is too difficult to be completed by one's own efforts. In the process, we constantly use encouraging methods to downplay the difficulty of the work and show the compassion of the leaders. Beginners who don't beat enough will have doubts about themselves more or less.
naturally, the company will not spend money to raise garbage employees, but only through the strong contrast between the difficulty and difficulty of work, it will convey the message that "you can't do a rare job, but you don't want to do it simply, so employees can find a lot at any time" to adjust the humble mentality of the newcomers. Only then will they be placed in suitable positions to ensure a stable workforce for a long period of time. Second, the length is different from the length
It seems to be an absolute right way to use one's strengths, which can fully demonstrate one's ability. A little application in the hands of experienced people can turn out the yin. Employees who desperately use a certain specialty of their employees, who are busy and can't rest, are naturally grateful, feel that they are happy when they meet, and do their best to die. The result that the veteran wants is to make the employee's ability stand out, and the overall ability has not been given full play, forming the impression that the employee can only engage in one aspect of work without grasping the overall ability in the enterprise. Laying a psychological foreshadowing for the next step of cronyism. If the employee can share the same enemy with the veteran, he will naturally rise to the top, and if he has the slightest disagreement, he can entrust the department with the heavy responsibility to cut off his promotion road from now on.
it seems that the short position of the employer is betting on the future of the enterprise. However, in the hands of the veteran, what is used for practice is definitely a matter that has nothing to do with the fate of the company but is related to the face of the company. It is also important to personally emphasize to the employees who take over, so be careful. On the one hand, the surface can force employees to improve themselves. On the other hand, it can show its shortcomings and make it a relatively incompetent person in the group, establish a sense of inferiority, and lay a personal psychological foreshadowing for controlling employees in the next step. If you are lucky enough to succeed, you will praise it and win people's hearts; If it fails, it will be appeased, and it will also win the gratitude of employees. Third, the competition between the superior and the inferior
First, use the psychology of people with similar abilities to "compete with each other", create competitors for employees, and restrain colleagues with similar abilities from distracting too much attention from their own jobs to ensure the efficient operation of enterprises.
Second, use the ability to "really compete" to contain the master and keep the master firmly in the enterprise to avoid brain drain. Combining employees with insufficient ability in one aspect with employees with strong ability in this aspect will form mutual troubles, which will make the team unable to make cases that can affect the industry and weaken the capital of master job-hopping.
the third is to prevent the company from slipping through, so as to ensure the imbalance of "high and low strength" in the company structure. Use the psychological barriers of old and new employees to create contradictions, and use colleagues' mutual opinions on work to guide mutual misunderstanding into personal opinions, and pass them on to employees' ears, so as to avoid the realization of a United front between subordinates and confrontation with the leadership. Unity is strength, but there is too much unity below and too much head above. Fourth, the < P > deliberate "after" cultivation. If the employees have no shortcomings, or the shortcomings are hidden too deeply, the veteran will cultivate one for you. Let employees' abilities be in direct proportion to their defects, which will give colleagues the illusion that their abilities are always inseparable from their personality defects, and avoid the emergence of "leaders' perfection" among ordinary employees.
Eliminate employees' "random leadership ability", fully affirm employees' working ability on the one hand, and arrange conflicts among colleagues with the least sense of cooperation on the other hand, looking for opportunities for dialogue "This employee temporarily lacks leadership ability and needs to be cultivated, but …". To do so, on the one hand, win people's hearts, manipulate employees' promotion at will, push back the excuse of lack of ability, and push forward the excuse of boldly using new people with great potential; On the other hand, it can also weaken the motivation of other companies to poach.
On weekdays, the most important thing is to let employees develop a sense of dependence on their immediate superiors. By using the principle of Stockholm Syndrome, employees at all levels can be extremely critical and sarcastic about the minor faults occasionally committed by subordinates, which will discourage employees from making decisions easily, thus depriving them of independent thinking and developing the weakness of dependence on their immediate superiors. Ensure the psychological continuity, make more yin and less yang, have a clear team hierarchy, and improve the overall execution of the company.