the first step is to draw a blueprint, that is, to determine What to do. In this step, it is necessary to clarify the purpose and ensure that the results obtained by doing things are "effective".
in the second step, the construction, that is, the landing stage, should determine How to do it. Every step in the process needs reasonable arrangement and configuration. This step, the test is "efficiency", and the requirement is to ensure that the process is "efficient".
First, what is an effective job
Let me talk about the difference between "What to do" and "How to do". This distinction is extremely important, and we cannot attach too much importance to it. We will compare the direction, goal and result with the scheme, KPI and process to help you understand the differences and make a good business judgment.
(1) direction vs. scheme
The direction is definite and the scheme is free. In work, "direction" and "scheme" are completely different concepts. The direction/goal is WHAT；; And the scheme/means is HOW. We often struggle with "which is more important, environment or products". But in the boss's eyes, increasing turnover is the goal/WHAT. As for the environment or products, it is just a choice of HOW. Looking closely, in the eyes of sales managers, enhancing popularity and reputation is the goal /WHAT. As for whether to invest in TV advertisements or online advertisements, it is only a choice of HOW.
? "No matter whether it is a black cat or a white cat, it is a good cat that can catch mice", which is the best interpretation of "direction vs. scheme". "catching mice" is the goal, and the standard of a good cat is "being able to catch mice", not being cute or anything else; Under this standard, black cats and white cats can be good cats.
once the goal /WHAT is determined, the choice of means /HOW is free. If we understand this concept, we will broaden our working ideas. You can ask your boss for directions, but you can't ask him for solutions. You came up with the plan, and you can think of the plan that the boss can't think of and make it, which reflects your value. Furthermore, understanding the goal /WHAT can help you see the problem from the boss's point of view and finish the work beyond expectations.
(II) Target vs. KPI
What kind of KPI is meaningful? After determining the scheme /HOW, the usual practice is to formulate KPI. There are KPIs such as the number of people arriving at the store, the number of times of turning tables, the speed of serving, and the gross profit margin.
KPI is a kind of refinement and simulation of the target. On the one hand, it ensures the synergy between different business departments through disassembly, and on the other hand, it guarantees and measures the implementation results through quantification. But in fact, "goal" and "KPI" are only close and difficult to be equal.
the way to make a reasonable KPI is to deduce the setting from the result. The core KPI can be close to or even equal to organizational goals. This kind of target KPI is either based on customers, such as the number of visits to the store and the unit price of customers; Either it is based on money, such as sales, gross profit margin, etc.-otherwise it may not be true. For example, "brand awareness" is based on users, but it is not a target KPI, but a process KPI.
the correct "process KPI" can also directly promote business, but if it is not well formulated and the team only focuses on a process KPI and forgets the overall goal, the stronger the execution, the more likely it is to make mistakes. Just like staring at the dashboard and forgetting to look at the road, the faster you drive, the farther you are from your destination.
There are several situations worthy of attention: First, there are problems with presupposition, such as blindly emphasizing the KPI of turnover, but not limiting the profit rate, resulting in too many discounts and reduced profit rate; Second, the local impact on the whole, such as the phenomenon that the chef reduces the number of dishes in order to save costs and eventually loses customers without carefully checking the gross profit margin of each dish, but demanding to increase the overall gross profit margin; Third, the short-term impact is long-term. For example, a promotion was given a very low discount, and the quarterly sales process KPI was completed, but the annual sales target was not completed, because the big promotion broke the price system.
in fact, the most important KPI is not the number, but the process of making KPI (especially some new businesses without historical reference). The process of making KPI is the process of evaluating whether the ultimate goal can be achieved. What grippers are there, whether the contribution of grippers is direct, whether there is a strict correlation with the results, how effective it is, whether it will change, and how difficult it is to achieve ... < P > (3) Results vs. process < P > Results are the only criteria to measure the quality of work. In business, it is said that "customers are God" and "users are always right", because "customer/user perception is the only criterion to test the quality of work". Whether a thing is done well or not is not determined by your starting point, motivation and how much effort you make, but by the perception of your users/customers.
in order to improve the quality and characteristics of our products, we have chosen high-grade natural raw materials, and the taste and quality of our products are really good. But sales can't go up all the time, because the price is too high, although users like high-quality things, but the price is unreasonable, customers still won't pay the bill, so there's nothing to say.
from another perspective, it is meaningful only if the user can perceive it. In order to improve the quality of products, we chose more pure raw materials. The chef said that the cooking smells delicious. After several months, the turnover has not changed and the cost has been rising. The reason is that good things are not directly delivered to customers.
Second, how to work efficiently
To do a good job at work, you have to wind yourself up (pressure or motivation), get work at hand, and cross-team communication is indispensable. Consciousness, action and communication are indispensable.
(1) result-oriented ideology
Without excuses, the mission will be achieved. After working for a long time, I will gradually have an account of who is reliable and who is not. Reliable people don't have so many excuses, just get things done, and they have to shoulder all the difficulties themselves. The unreliable people said that it was difficult when they came up, that there were 123 reasons why things couldn't be done, and that the project was delayed at night because of a temporary bug, and then the topic turned to describe the hard work of overnight troubleshooting.
Difficulties and uncertainties are things you have to overcome, and they are not presupposed as "reasons why you can't finish" afterwards before you start. Once there is such a presupposition, it will be over, from an "actor" to an "interpreter", and the spirit will be gone.
it is true that there is so-called force majeure, but 99% of what is called force majeure is not force majeure. The difficulties and uncertainties faced by most people are far from the level of force majeure-they have resigned themselves to their destiny before they have done their best.
the result-oriented ideology is "no excuses". Get
things done is the greatest virtue in work; Mission must be achieved, which is the greatest reliability in the world.
(2) Results-oriented action management
Starting from the end point. When we use the mobile phone map to navigate, the first step is to enter the destination first. Then the map will give you several alternative routes, and then see whether to take a taxi or take a bus. A hidden truth here is "doing things backwards".
The so-called "doing things backwards" means that when you set the action path, you push backwards from the result you want to achieve, instead of deciding the action plan according to the current situation. In order to avoid being late, it is necessary to backtrack from working hours and determine the time to go out and get up; Instead of looking at what time to get up first, we will see when we can get to the company.
Take business analysis as an example. One of the mistakes we made was to collect a lot of data first, and then do the calculations left and right to see what conclusions we can draw. We are in the so-called era of big data. When we come up, we reach out for data. On the one hand, we are easy to get lost in invalid data. On the other hand, it is easy to be confused by readily available information and miss key but difficult-to-quantify data.
the correct method of data analysis is to bring an analysis map to your mind, first have the hypothesis based on the problem, and then find multiple data to verify the hypothesis. The improvement of analytical ability is not to learn many analytical methods, but to master the correct analytical thinking.
First, look at the tasks to be done, analyze the difficulties to be overcome, and deduce what kind of abilities are needed. Then, form a team with such abilities, formulate and implement a specific action plan, predict possible difficulties, and think of a good risk handling strategy-not from your own ability, but step by step to see if you can complete the task or not.
in cross-team cooperation, backward results are particularly important. Instead of "when you finish this, we'll make an appointment to discuss that", it should be "let's have a meeting together next Wednesday to discuss the results" This advantage is to use the "tension from the destination" to force yourself and the team to improve efficiency. (C) Results-oriented communication management < P > The other party shall prevail. I often hear the team complain about communication, "I told A about this, but A is so unreliable that it has not been done well until now". In this case, it is usually not that A is unreliable, but that there is a problem in communication with A.
The mistakes that are easy to make in communication are from the actions of oneself (the initiator of communication), not from the reception and acceptance of the other party (the result of communication). There is a famous saying, "The biggest problem in communication lies in thinking that communication has already taken place." The greatest beauty of communication lies in achieving * * * knowledge; And what we often get is the illusion that we have achieved * * * knowledge.
when taking a taxi, if the driver says "I'm on the right side of the road", I'll be very annoyed. You say the southeast and northwest are ok, and I don't know your direction. Who knows which way you mean the right side? Sending a notice saying, "I have already sent a group mail to synchronize" is just "sending an email", but there is no guarantee that the other party has understood the situation. What if the other party's computer is broken? "We have discussed this data about the conversion rate, but we can't reach a unified conclusion." The discussion is discussed, but are the definitions of the data caliber of both parties consistent?
In addition, it should be noted that resources, guidance and synchronization of information are required, and different communication methods are applicable for different purposes. To whom, what and how? Does the other party know the background knowledge? What is the other side's position? What kind of questions may the other party have? Can the other party understand what I said? Is it straightforward or insinuating? Shall we communicate formally by email or have a cigarette for a chat? Is it group communication or one-on-one communication? These are all questions to be considered before communication, and we should get the answers from the other side's point of view, instead of advancing indiscriminately from the communication methods and styles we are used to.
influence is achieved by constantly letting the other party achieve * * * knowledge; Correct communication is the best way to expand influence. In communication, make sure that the other party has received the information, and in reaching a * * * understanding, make sure that the other party has accepted it-and can't stop at "I said it anyway."
Summary:
1. When identifying what is an effective job, we should distinguish the difference between direction, goal and result, and scheme, KPI and process. The direction is certain and the scheme is free; KPI is a kind of refinement and simulation of the target; The result is the only criterion to measure the quality of work.
2. In order to work efficiently, awareness, action and communication are indispensable. The result-oriented ideology is "no excuses", get things
done；; Results-oriented action management, starting from the end, doing things backwards; Results-oriented communication management, subject to the other party, ensures that the other party has received the information and accepted it to reach a * * * understanding.
Result-oriented thinking is actually "anti-human". People are born to think and do things from the perspective of "near", "familiar" and "concrete", and will not plan and implement from the perspective of "distant", "opposite" and "future" results.
it's an animal instinct to follow the nature and do things, just like the law of entropy increase and gravity. But to build a tall building, we must overcome entropy increase and gravity; To make a difference, we should pay more attention to "effective work" and insist on "efficient work"-that's why people are better than animals.