A Pan Jun in Li Wenjun fell in love with Zhencai at first sight during his love-seeking trip in Zhencai nightclub.
The goddess of colored nightclubs, the forbidden area, the goddess Leah can't extricate herself. As Pan Kangnai, he is not afraid of the gap in life, nor of all kinds of rules and obstacles in the nightclub group. He really touched the best goddess Leah and several other goddesses around her. With the help of the goddess gang and good friends, he successfully turned into a love song prince in the nightclub area of workers' sports.
After getting the favor of the goddess Leah and getting the goddess invitation card and entering the forbidden area smoothly, I thought I could make love successfully. Unexpectedly, due to the misunderstanding between Pankeng products, it ended in failure, and was banned by Tian Shao, the sworn enemy of Sports Master, a worker from the rich side, and Xiao, who brought people to the workers' movement evening.
Just after Devins left Beijing for the TrueCOLOR Bar in Guangzhou, Pan Ke Chai Mu waved a crab card and chased Guangzhou with his old classmate Zhang Xiaoning. After many twists and turns, she returned to Beijing with Devise. With the help of all kinds of people in the nightclub area, Pan Ke Chai Mu finally played a touching song where she first met the goddess, which moved her.
Part9 Over-age "Doing Right" | Exquisite Culture: The highest level of enterprise management is to output reading notes according to the content and reading rhythm around a book. This article is the ninth part of the article.
The difference between Excellence and Excellence lies in whether the company has its own values and beliefs, that is, whether the company has its own cultural system.
A good cultural system can guide the company's future development direction, enhance the company's organizational vitality and help the company survive the crisis of life and death.
This paper expounds how to establish and implement team values from the dimensions of the importance of culture, where culture comes from and how culture is refined.
"Billion enterprises rely on sales, billions of enterprises rely on products, and billions of enterprises rely on culture"
Enterprises need different competitive advantages when they develop to different stages. The highest level of competition is culture.
The ceiling of enterprise growth
When the enterprise develops to a certain stage and the team reaches a certain number, no matter how to set goals and pursue processes, it is difficult to achieve breakthrough development in business, and its performance will stagnate or even decline.
Enterprises form a whole team on the basis of basic management system.
* * * Same values and mission vision
. Promote organizational development with mission vision.
From "doing the right thing" to "doing the right thing".
The implementation of culture needs a mass base.
Originated from the cultural genes that support the development of enterprises.
Cultural gene
No matter how big or small an enterprise is, as long as it exists, there will be some unforgettable memories, some laughter and tears, victories and failures in the development process.
The spirit of supporting enterprises to go through every ups and downs and making them develop endlessly is the essence and core meaning of culture.
The formation of new culture is more about refining and sublimating the genes of enterprises from the hardships, bumps and struggles of the past few years.
A new leader must never speak ill of his predecessor.
, more is
Discover, dig and refine something of value.
Only in this way can every baton be received, and excellent genes can be continued and passed on.
First, extreme idealism and extreme realism should be integrated.
If an enterprise wants to develop, it can't just fall in love and not get married. Business operations that are not for profit are all hooligans.
The second is to let employees achieve his goals or see the hope of achieving them.
If the employee can achieve the goal with you, he will be more motivated to continue to pay.
With the rapid development of enterprises, employees will get more. This is a positive cycle.
Third, corporate culture needs to grow from business and grass-roots employees and has vitality.
The actual business and the sufferings and joys of grass-roots employees are the most common scenes in enterprise operation.
Only the culture refined by taking pains can have a mass base, which can arouse the enthusiasm of most employees and let everyone practice.
The culture set by managers often exists in their idealism, lacking the mass base and specific scenes and vitality.
Fourth, culture needs to evolve in front of enterprises and lead enterprises to by going up one flight of stairs.
To develop, enterprises need to lead thinking and culture to explore the future before our business and support the next development of enterprises.
On the one hand, culture originates from the past experience of enterprises, on the other hand, it should be combined with future development.
The economic base determines the superstructure, and the superstructure reacts to the economic development, so does the enterprise.
It is found that culture cannot lead the development of enterprises, and cultural iteration is needed.
The concept of culture
Culture originates from the cultural genes that support the development of enterprises.
Four key factors in the formation of culture
● Extreme idealism and extreme realism should be integrated.
● Let employees achieve his goals or see the hope of achieving them.
● Corporate culture needs to grow from business and grass-roots employees, so it is very important.
● Culture needs to evolve in front of enterprises and lead enterprises to by going up one flight of stairs.
Culture must be refined into words that can spread quickly.
Draw your heart, act, find a story and make a manual.
1、
Draw your heart
Write the values that employees think are the most important around meeting customers' needs and the working atmosphere that employees want.
Values are the code of conduct and rules of the game within the company.
What kind of team culture do we want, what is our ideal working atmosphere in order to provide such team culture and for the camp?
What behaviors are needed to create such an atmosphere?
Do induction and refinement, and summarize the words put forward by everyone into concise words.
In the end, the total amount should not be too much. There should be trade-offs, refinement and sublimation. Preferably, there are 6 to 9 common values.
2. The act of standing
Establish the behavior standards behind the values, that is, what behaviors are advocated and what behaviors are opposed.
He must be clearly told what he can and cannot do.
Step 3 find a story
Collect classic stories behind behaviors. To define the standard of behavior, we should think about how to spread it widely and easily.
The story should be easy to understand and easy to understand.
When choosing a story, we should pay attention to the fact that the story must first conform to the advocated concept, and then it must happen within the organization, so as to arouse everyone's * * * voice.
4, into a manual
Formulate detailed rules and standards for the assessment of values and form a cultural manual.
Refine values, determine behavior characteristics, spread classic stories, then edit them into manuals and output systematic things for practical implementation.
Three elements contained in the cultural handbook
(1) Write down the refined mission vision, values, the meaning behind it and classic stories.
(2) High-voltage line system, which defines the red line numerically. Once touched, they will be fired immediately.
(3) assessment criteria. Values should also be evaluated.
Four steps to refine team culture.
Draw your heart
, around meeting the needs of customers and the working atmosphere that employees want, write the values that employees think are the most important.
Standing behavior
Establish the code of conduct behind the values, that is, what to advocate and what to oppose.
Looking for stories
, collect the story behind the behavior.
Turn it into a manual
, formulate rules and standards for the evaluation of values, and form a cultural manual.
The process of origin and refining is oral or paper talk, and it takes time and energy to implement it.
Cultivate plants by planting a tree.
Plant trees in spring.
"Planting trees in spring, planting trees in summer and dying, planting trees in winter is like a dream."
The spring of an enterprise is a time when its development is relatively stable and it has not yet encountered a performance bottleneck or crisis. When the new culture is implemented at this time, employees' confidence is relatively sufficient, and orders issued by superiors are often easy to implement.
2. Don't encourage the signs.
The implementation of culture is a gradual process, not overnight.
When making cultural changes, we should go into battle lightly. If we try to govern a big country, we should do it step by step, and we should not rush for success.
You can change from small things and correct from details.
3. Do it with virtual facts.
Leadership, culture and employee growth experience are illusory. We should implement people's inner experience through real things and precipitate valuable experiences and feelings in our business.
First, cultural implementation must be combined with business.
Second, cultural implementation should be linked to actual interests.
Loose stage, cognitive stage, trial stage and habit stage.
Loose stage
Cultural implementation must first loosen the soil and eliminate the rigid old ideas and old smells in the team, so as to absorb new things.
Need some entertainment, life, non-work activities to loosen the soil.
You can't rush for success in the loosening stage. You must wait until everyone's cognition is in place before you can proceed to the next stage of work.
Try to promote some cultures, plant saplings in employees' hearts, and let employees form a new cultural consciousness.
Cognitive stage
Try to promote culture, plant saplings in employees' hearts, and let employees form a new cultural consciousness.
There are three steps in the cognitive stage.
1, mobilize employees to participate extensively, establish a communication platform, and enhance employees' enthusiasm and sense of ownership.
2, widely spread the classic benchmarking story, set an example, let employees establish a correct cultural concept.
3. training. Only when the founders attach importance to moving in parallel can culture develop forward.
Trial stage
Formally implement the new cultural concept and take root.
Through various activities and ceremonies, create an atmosphere and let all employees participate in parallel actions.
We need fixed activities and ceremonies to deepen our understanding of values.
In this process, managers should play a role and set an example, and cannot leave the promotion of culture to HR.
Habitual stage
The vast majority of members gradually began to act naturally and unconsciously according to the new values, and the institutional agreement has been deeply rooted in the hearts of the people, forming a psychological contract.
It is necessary to constantly discover model cases, do normalized ritual activities, and continue to heat up.
For example, there should be performance appraisal, review, high-voltage lines and positive and negative incentives, so that those who abide by them will be rewarded accordingly, and those who violate them will be punished accordingly.
It is necessary to properly authorize and let the following people implement it.
How to implement a new culture
Master three mental methods
● Planting trees in spring
● Don't encourage others.
● Virtual facts are indeed true.
Four stages of cultural implementation
1, loosen the soil
● Eliminate the rigid old ideas and smells in the team and let new things be absorbed.
Step 2 know
● Mobilize employees to participate extensively, establish a communication platform, and enhance employees' enthusiasm and sense of ownership.
● Widely spread classic benchmarking stories, set an example, and let employees establish correct cultural concepts.
● Do training.
attempt
● Create an atmosphere through various activities and ceremonies, so that all employees can participate together and act in parallel.
● Managers should play a role in this process and set an example.
Step 4 get used to it
● Most members gradually began to act naturally and unconsciously according to the new values of * * * *, and the institutional agreement has been deeply rooted in the hearts of the people, forming a psychological contract.
Enterprise fighting culture is a benign competitive atmosphere and mechanism established within the enterprise, between departments and among employees.
1 to improve performance.
Through the implementation of fighting culture, we can strengthen the sense of hardship of organizations and employees, eliminate inertia and move forward actively, thus pushing the performance to a new height and allowing enterprises to survive in the fierce competition environment.
2. Let the organization develop.
Through the PK in the organization, the horse racing mechanism is formed, elite soldiers are trained, good generals are educated, more good young talents run out, and the ability of all employees is truly tempered.
For an organization, only after a fierce and tense war can systems, processes and products be verified, and problems can be found, iterated and improved.
3. Let the culture be implemented.
The implementation of culture needs "virtual reality", and the best "realistic reality" scene is the battle. Culture is integrated into the battle, and * * * experiences difficulties together.
Bitter, see the truest opposite party in hardship.
The culture that can be observed in a tough environment is the real corporate culture.
Fighting culture is one of the core methods of performance fission.
First, many companies often pay attention to performance in PK, ignoring the level of team growth, and do not borrow fakes to fix the truth, but team growth is the essence of combat culture.
Secondly, there is a lack of system and methodology in the implementation process, I don't know how to prepare in the early stage, and the actions in the process are not clear, which leads to the employees involved being at a loss and at a loss; There is also a lack of tricks. Too frequent PK and incentives of the same type will make employees lose interest.
Third, after the war, losers will be easily depressed, thus resisting PK.
A complete system includes
Five elements, three links, starting Four Treasures of the Study, supervising the war
Composition.
Construct the organizational structure, guarantee mechanism, business resource inventory, battle scene, vision and state transmission of PK system.
1. Establish the organizational structure of PK system.
It is divided into two parts, one is the War Department and the other is the Preparatory Committee.
For the combat department, it is necessary to establish an organization similar to the military establishment, and form as many teams as possible on the basis of ensuring the per capita output and personnel cost.
The actual business needs of enterprises can be divided into large areas and small areas, and finally managed by the person in charge or general manager of the division.
preparatory committee
Only by doing a good job in the division of labor within the Committee can we really achieve the effect. Who is the commander-in-chief of this campaign, who is the logistics support, and who is responsible for creating an atmosphere.
At the same time, there should be a data team to ensure that the progress data can be summarized at any time, so as to make the next action decision according to the current situation.
2. Build a safeguard mechanism.
Well designed "
All-staff incentive system
"and"
Customer promotion policy
"。
All-staff incentive system
Under the four rewards, there must be brave people.
Combined with the financial sector and the completion of the annual indicators, the establishment of a special incentive talent pool.
Incentive system is a control of sales rhythm and a decomposition drum of sales targets.
Incentive system is the baton in PK, which can boost morale and guide the direction of action.
From the award setting, it can be divided into individuals and teams. Individuals mainly focus on big orders, number of customers, speed and overall personal performance, while teams focus on broken eggs, year-on-year performance improvement, overall team performance and record per capita productivity.
Incentive measures must be announced before implementation, and the sooner they are realized, the better the effect will be.
Customer promotion policy
Without special policies, customers have no motivation, and employees have no confidence to achieve higher performance.
There should be more vigorous promotion activities than usual to stimulate the market.
When making promotion policies, the three most important points are:
Explaining the scheme clearly in one sentence can improve the flop rate (increase customer visits) and the method should be reproducible.
3. List of operational resources
In the war, the soldiers and horses did not move, and the food and grass went first.
The same is true of enterprise PK. Check the resources before PK.
Resources inventory should follow the following three principles:
(1) Easy first, then difficult.
The flop of old customers is the key. First, pave the way for customers who can settle in. When the war begins, they will have a good start immediately. This not only increases the confidence of employees, but also enhances the confidence of the whole team.
(2) the first time.
Harvest those customers who have a core impact on performance first, and don't waste time on those customers who are willing but have no conditions. This is a big no-no.
(3) Be near first and then far.
During the war, time is the most precious. Get the battle results from the nearest place, and don't waste time to get customers who are too far away.
The manager counts all customers according to the node and customer level of the signing time.
4. Build a battle scene
A great war is divided into three scenes: before, during and after the war. Scene construction mainly includes
Strategic preparation meeting, campaign kick-off meeting, staged resumption summary meeting, hero award ceremony.
Wait a minute.
Before the battle, we should hold a strategic preparation meeting, disassemble it according to the business objectives, and form a business strategy in combination with the sales policy. Members who can participate should be divided into different jobs, posts and responsibilities through virtual project teams.
To prepare for the war in advance and leave as much time as possible for the preparation stage, all logistics support systems need to be fully communicated at the strategic preparation meeting.
There should be a kick-off meeting in the battle, and all teams and individuals should have their own goal vows, military orders, drums, banners, posters, booths and so on.
Staged resumption is also very important and cannot be ignored.
War often has three stages, one is prosperity, the other is decline, and the third is exhaustion.
In the course of a battle, only by dividing it into two or three nodes according to the whole battle cycle, and temporarily summarizing, recovering, combing and adjusting the strategy, can employees continue to charge the target and maintain the whole battle state.
After the battle, there will be a celebration meeting and a summary meeting. Through the data department to sort out the final results, make meritorious deeds and receive awards, and make them public, and hold a vigorous hero award celebration.
5. Vision and state transmission
From the first shot to the final victory, all kinds of props used to create an atmosphere should be systematically prepared.
In terms of visual stimulation, it is necessary to form wall posters, banners, slogan stickers, armbands, and even the logo, totem and signature of the activity theme.
Wall, let
PK activities are very ceremonial.
Visual communication is the most direct way, so you need to arrange some items.
Pass on the state of "victory"
For example, momentum banners, dream performance walls, hero lists, battle logs, email signatures, challenge books, etc. Can stimulate the creativity of the team.
In the final stage of the sprint, gongs and drums will be played in the company. When the employee who successfully signed the bill on the same day comes back, he will knock the gong.
prewar period
Fully reveal how an excellent commander leads his soldiers to win a battle.
Before the war, we should make detailed plans and preparations for all aspects of the war and hold various preparatory meetings.
The most important thing to hold a hierarchical meeting is to let everyone in the team be able to
* * * Look at the goal of "winning".
1, mind trigger.
Managers must be able to pull the inner trigger of team members and let team members win the battle from the heart.
The common methods are watching inspirational videos, asking family members for help, doing expansion activities, breaking down goals, locking in honors and giving strength blessings.
2. Consolidate confidence.
The best way is to find a partner of the same type, show up and teach him personally.
Take the way of local and remote integration, so that the previous benchmark heroes can be displayed on a larger stage and exert their greatest influence.
Step 3 instill skills.
Give you the system ability to achieve the goal, including the function explanation of the latest products, the professionalism of products, the in-depth analysis of promotion and the close matching of customers.
"One meter wide and one hundred meters deep, a steel ruler must be measured to the end" to ensure that every partner on the battlefield has excellent weapons and enough bullets.
4. Atmosphere creation.
At the beginning of the war, we should push the atmosphere to the extreme, advocate stimulation and comparison at the same level, and dare to break through.
For example, the public swore to report the target, pairwise PK, gambling between superiors and subordinates, collective flag raising by the team, and military orders issued by the core management.
When the battle begins, not everyone can jump into it immediately. There may be 20% pioneers, 70% audiences,
10% slacker. It is very important to get the watchers to join the battle quickly as soon as possible.
In the great war, after the battle officially kicked off, the partners rushed to kill at the front line. As managers, we should not take it lightly.
1, driving the rhythm.
There is a big reward for the "first day trader" (the first person who successfully signed the bill), which stimulates everyone to act quickly and quickly brings the atmosphere to a climax.
Next, we have to spell "all broken eggs" and "nuclear bombs".
"All staff break eggs" means that every team member has given orders, and we will also have corresponding incentives to make team members realize that they are a collective and should give full play to their collective strength.
"Nuclear bomb" is a super big order, which can boost team morale. When finding clues that may lead to big orders, managers should pay enough attention to help team members detonate "nuclear bombs".
2. Supervision and inspection.
Managers should always pay attention to the progress of various war zones, cities and teams, observe the real-time data broadcast, keep a close eye on the slow-moving teams, ask about the progress in person, and sum up experience in time.
3. Set a benchmark.
For FMCG teams and individuals, it is necessary to organize benchmarking posters in the first time, interview soft articles offline, form an overwhelming interactive effect, share the national live broadcast in time, and do everything possible to set a benchmark.
4. Employee care.
Just to the bone, soft-hearted, fighting hard in front, managers should take care of them in the rear.
Spend important festivals, such as birthday parties, Christmas, winter solstice, or the first day of heavy snow and broken eggs. In time
Give delicious food, a small gift from send warm, and there are also happy and warm elements in the battle of gunfire.
Have a family mobilization meeting and have some activities with employees' families, because the rear is stable and the front runs fast.
5. Cultural protection.
Have a pair of eyes to find beauty and ugliness, find and carry forward beauty in the war, and intervene, stop and guide the behavior that affects the "customer principle", employee unity and company interests in time.
postwar period
At the hero commendation meeting after the war, the honor must be honored in time, and it must be vigorous and everyone knows it.
The winner gets flowers, applause, honors and awards.
Losers, finding the shortcomings of the team in the failure, is an important promotion point in the next stage.
Compare the historical data of teams and individuals in the past, find the highlights of year-on-year data improvement, and encourage and affirm peer-to-peer within the team.
The important thing is to grow and improve, find benchmarks from victory and summarize methods from failure.
First, use the "fake" of war to repair the "true" of performance.
Second, use "false" performance to cultivate "real" team growth.
Third, cultivate the "truth" of personal growth through the "fake" of team growth.
Borrow fakes to fix the truth, borrow things to fix people, and borrow people to fix themselves.
The "truth" of the team has several meanings.
First, form a perfect mechanism and process.
The verified process mechanism is reliable.
Second, the cadre reserve.
Attention should be paid to cultivating talents who stand out in the battle.
Third, brotherhood.
In this hard battle, our feelings will be more sincere, and * * * has experienced these hard years.
Fourth, cultural values.
In the course of this kind of war, we can find out whether the cultural values have been observed.
A team should actually be a Dojo, which should really support the growth of employees.
Let employees feel their growth and let them devote themselves to fighting again and again.
What managers need to consider is what employees can get in this activity, what are bonus incentives and honor incentives, and what skills training should be paid attention to.
Whether it is successful or not, we must bring everyone back to life afterwards, and find out what we have gained, what experience we can copy, whether the brotherhood has deepened, and whether there are new understandings and feelings in our hearts through this election.
Fighting culture needs many years of fighting to succeed, not one or two simple investments.
Managers need to keep repeating, practicing and summarizing in order to master the essence.
How to establish a fighting culture
Three functions of building a fighting culture
● Improve performance.
● Let the organization develop.
● Let the culture be implemented.
Three manifestations of the importance of fighting culture
● In the external market, the enterprise itself is in a fierce competitive environment. If there is no sense of competition within the enterprise, it is easy to die in the fierce market competition.
Internally, the fighting culture can strengthen the hardship consciousness of departments and employees, eliminate the inertia of employees, and thus enhance work enthusiasm, work efficiency and performance output.
● Fighting culture is also an important means to test strategic implementation, departmental coordination and personal performance in the process of enterprise development. By organizing internal PK, a horse racing mechanism is formed, and elite soldiers and generals are trained in running, thus building an invincible iron army in a rapidly changing environment.
Factors affecting the construction of enterprise fighting culture
●PK focuses on performance and ignores the level of team growth.
● Lack of system and methodology in the implementation process, and lack of tricks in PK and incentives.
● If there is no aftermath after the war, the loser will be easily depressed, thus resisting PK.
Create a complete combat culture system
five elements
● Build the organizational structure of PK system (War Department, namely sales department; Preparatory Committee)
● Establish a guarantee mechanism (full staff incentive system, customer promotion policy)
● Inventory of business resources (three principles: easy first, difficult later, primary later, near first and far later)
● Set battle scenes (strategic preparation meeting, battle kick-off meeting, staged recovery summary meeting, hero award celebration)
● Vision and status transmission
Three stages
prewar period
● Detailed planning and preparation of all aspects of the war and various preparatory meetings.
● Start the Four Treasures (mind triggering, consolidating confidence, instilling skills and creating an atmosphere)
In the great war
● Five methods of supervising the war (controlling the rhythm, supervising and inspecting, setting a benchmark, caring for employees and protecting the body with culture)
postwar period
● Great Hero Commendation