Righteousness makes money fleeting, and righteousness makes the soldiers tired of the three armies! Grace doesn't command soldiers, affection doesn't do things, righteousness doesn't manage money, grace doesn't command soldiers, affection doesn't do things. Last night, I watched the N-th Battle of Songhu and Hangzhou in the Liberation War series. I was deeply impressed by the fact that when the troops were extremely tired after chasing the fleeing national army in the swamp, and even when some soldiers were exhausted, many soldiers hoped to be slightly trimmed. At this time, the contemporary generals Sun Wu and Liu Bocheng said this: If we don't take care of our troops, if we let the national army flee, we will delay the fighter plane and have endless future troubles.

"kindness does not lead troops, and family does not do things", which is a famous saying of the ancients. As Sun Tzu said, "thickness can't be used, love can't be used, chaos can't be cured, and arrogance can't be used." People who are good at fighting since ancient times know this. This is not to say that you have to be a bad COP with your subordinates, but that at a critical moment, you must never miss a big event because of a woman's kindness. The so-called training for a thousand days, fighting for a while, in this "temporary" time, the commander-in-chief must have an iron will and determination to be the commander-in-chief, and must not spoil the overall situation because of softhearted.

In fact, it is not only a method of controlling soldiers, but also employing people. The so-called shopping malls are like battlefields, and these general military principles are also fully applicable to the practices of other generals. For example, Jack Welch, the former president of General Electric, recently published the book Win, with a special chapter (Chapter 3): Differentiation: Cruelty and Darwin? Try to be fair and effective ",focusing on the principle of 20: 70: 10 division of labor in personnel management of health companies. Finally, 10%, that is, the backward or unsuitable components in the conventional appraisal, must be cut. In this book, Jack defends this division principle more forcefully, and thinks that only in this way can it be truly fair, not discriminatory.

Among the eight "things that leaders do" listed by Jack, the fifth one is "leaders have the courage to make unpopular decisions and calls", which is actually just a form of "being kind and not raising soldiers".

Practice has also proved that this division is indeed very important and necessary. If you are too kind to 10%, you are irresponsible to 90% as the main body, and the rewards and punishments are unclear, which will affect the whole working atmosphere. People are overstaffed, seeking no merit but no fault, which is very unfavorable to the normal operation of the mechanism from big countries to small groups.

Of course, what standard should be used to measure that 10% depends on the specific situation. Being strict doesn't mean being unreasonable, nor does it mean throwing in what you like. Decided by the leader. Therefore, an open, transparent and fair measurement standard here is the fundamental guarantee for the effective operation of this 20:70: 10 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 free! If the leader of a human resource management department is always "kind" and advocates "governing by doing nothing", it will be very unfavorable to the company, itself and employees! First, employees are out of control. Working under a "very kind" and "non-interference" leader, employees will be presumptuous and casual, never listen to the company's orders, only consider their own personal interests, and never consider the company or others. Employees will be "spoiled" by such leaders, arrogant and have no progress. Secondly, the company's performance is not good. Due to the "kindness" and "inaction" of the leaders, the overall execution of the company is extremely poor, and the competent and incompetent are treated equally, and employees will only fight among themselves and seek personal gain, instead of making more contributions to the company and the leaders; Even if an employee is "grateful", he will eventually achieve nothing because other employees do not cooperate and support him. The company's poor performance, as the leader of the human resources department, is inevitable to be dismissed from class. Again, the employees are ungrateful. There is a proverb in China: "If you are kind to others, you will become an enemy if you are too good;" If you owe someone a favor, you will become a better friend. "If the leader is too fond of and arrogant to employees, employees will be' arrogant' and often' bite the hand that feeds them'. The root cause is that leaders are too kind to employees, and employees are used to accepting the "care and care" of leaders. 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 employee will "counterattack" the leader 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 "kind and prestigious", and carrots and sticks are added, without exception. Righteousness does not manage money, goodness does not serve as an official, and it is difficult to complement each other.

It is difficult to work, which is especially important for new employees who are arrogant and difficult to tame in their work arrangements. Because such a new employee is undoubtedly the peroxide free radical of the body, which may induce instability of the whole company.

First, arrange very easy jobs for them, reduce the opportunities for new employees to improve their abilities, lose their advantages in repeated mechanical work, and cultivate so-called "garbage employees" with garbage work.

Then set a trap to further destroy employees' emotions with work that is too difficult to complete by their own efforts. In this process, we constantly use encouraging methods to downplay the difficulty of the work and show the sympathy of the leaders. Novices who don't play 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 of the difficulty of the work, it will convey the message that "you can't do a rare job, just don't want to do it simply, and employees can find a lot at any time" to adjust the humble mentality of the newcomers. Only in this way can they be placed in suitable positions to ensure a long-term stable labor force. Second, the length is in phase.

It seems to be the absolutely right way to use one's strengths, which can fully show one's ability. Experienced people can turn yin into yang with a gentle touch. Employees who desperately use a certain specialty of their employees are naturally grateful because they are too busy to rest. When they meet, they feel happy and do their best to die. What veterans want is to make employees' ability stand out, and their overall ability has not been fully exerted, forming the impression that employees can only engage in one aspect of their work in the enterprise without mastering the overall ability. Lay a psychological foreshadowing for the next step of cronyism. If an employee can share the same enemy as a veteran, he will naturally rise to the highest level. If he has a slight objection, he can entrust a responsible department to cut off his promotion.

Because of the shortage of personnel, it seems to be betting on the future of the enterprise. But in the hands of veterans, what is used to practice is definitely something that has nothing to do with the company's fate, but is related to the company's face. 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 highlight its own shortcomings, make it a relatively incompetent person in the group, establish a sense of inferiority, and lay a personal psychological foreshadowing for the next step of controlling employees. If you are lucky enough to succeed, you will praise it and win people's hearts; If it fails, it will be appeased and won the gratitude of employees. Third, high and low tilt.

First, make use of the psychology of people with similar abilities to "compete with each other" to create competitors for employees. Colleagues with similar abilities should restrain each other, avoid too much attention from their own work, and ensure the efficient operation of enterprises.

The second is to use the ability of "real competition" to contain the masters and keep them firmly trapped in the enterprise to avoid brain drain. The combination of employees with insufficient ability in one aspect and employees with strong ability in this aspect will form mutual interference, 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 micro-duration and ensure the imbalance of the company structure. Make use of the psychological barriers of new and old employees to create contradictions, and use colleagues' mutual views on work to guide mutual misunderstandings into personal opinions and pass them to employees' ears to avoid realizing a United front between subordinates and confronting leaders. Unity is strength, but there is too much unity below and too much head above. Fourth, go hand in hand.

Deliberate "post-"cultivation. If the employee has no shortcomings, or the shortcomings are hidden too deeply, the veteran will train one for you. Let employees' abilities and defects be in direct proportion, which will make colleagues have the illusion that abilities are always inseparable from personality defects, and avoid the "perfection of leadership" among ordinary employees.

Eliminate the "random leadership ability" of employees, on the one hand, fully affirm the working ability of employees, on the other hand, arrange conflicts between colleagues with the worst sense of cooperation and seek opportunities for dialogue. "This employee temporarily lacks leadership ability and needs to be trained, but …". Doing so, on the one hand, wins people's hearts, manipulates employees' promotion at will, pushes back the excuse of insufficient ability and boldly uses 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. Using the principle of Stockholm syndrome, employees at all levels can criticize and satirize the minor mistakes made by subordinates occasionally, which will make employees afraid to make decisions easily, thus depriving them of their independent thinking ability and developing the weakness of relying on their immediate superiors. Ensure psychological continuity, more yin and less yang, clear team level and improve the overall execution of the company.