The key to issuing correct and effective instructions is that they should be clear and relatively stable. Only when the instructions are clear can subordinates have the same understanding of the same instruction and employees have consistent actions. To make the instructions clear, we should use accurate words when issuing instructions, use more data, and reduce neutral words and vague words. Description should include time, place, task requirements, cooperation, assessment indicators and assessment methods. The instructions should be concise and clear at a glance.
If the instructions change too much and too quickly and lack stability, subordinates will tend to take short-term actions in order to obtain benefits, or simply don't trust the instructions issued by the leaders. This will be difficult to manage and control. Therefore, before issuing the instruction, we must carefully review the feasibility of the instruction, the possible resistance in the implementation and the countermeasures. It is necessary to clearly explain the contents of the instructions and the reasons for their implementation to the lower levels and unify the understanding of all personnel. If the instruction is found to be unrealistic during the execution, different remedial measures should be taken according to the situation, and the principled errors found should be corrected immediately.
Remote control is also reflected in the implementation. No matter how correct and effective the instruction is, if it is not executed, it means no instruction. Of course, grasping implementation does not mean "sticking a pole in the end" and letting leaders fall into trivial daily affairs. The execution of grasping instructions is mainly carried out through regular and irregular inspections. Judge the implementation of subordinates through the results of inspection or spot check. In this way, the lower levels will not dare to slack off in execution.
Iacocca used the "quarterly inspection system" to control when he was the leader of Ford Motor Company and the president of Chrysler Company. Every three months, leaders will sit down and talk with their subordinates, check the achievements of the previous quarter and the completion of the goals, and make the goals for the next quarter. After reaching an agreement, subordinates write goals and leaders sign them. Iacocca thinks this method is simple but effective.
After checking the implementation of the plan and instructions, we must take strengthening measures. Those who perform well should be rewarded and commended to encourage better results. If the implementation is not satisfactory, criticize it. It is also necessary to distinguish between different situations and take different measures to correct deviations.
If the instruction itself is unreasonable and affects the execution effect of the lower level, then the correction method should be to adjust the instruction to make it more reasonable and practical.
If there is nothing wrong with the instruction itself, it is mainly caused by poor execution or improper way of subordinates, on the one hand, it should be punished, on the other hand, it should be given appropriate guidance.
Although there is nothing wrong with the instruction itself, most of the subordinates fail to implement it effectively, and heavy punishment is also difficult to implement because of "the law does not blame the public". At this time, we can find out the best implementation effect and reward it. This kind of treatment that is definitely completed can spur most unfinished people.