First of all, what is the real realization:

Definition: Get results without any excuse.

Execution is the bridge between the goal and the result, and an excellent team must have excellent execution.

Second, why is there a problem with the execution of enterprises?

Transcendentality: leaders are clear, but subordinates are not clear.

In the matter: the leader is unclear and the subordinates are clear.

Afterwards: leaders and subordinates are clear.

Third, what makes an excellent enterprise successful?

Prior: Determine the results, responsibilities and measures.

In this matter: check.

Afterwards: do incentives and make improvements.

Four, the six systems of the executive system:

The first system: the result system

First of all, three illusions that blind the results:

1, attitude is not equal to the result.

Attitude and result are two independent systems. In the enterprise, I will attach great importance to employees who dare to take responsibility, and at the same time punish employees who can't provide results.

2. Responsibility cannot be equated with results.

Responsibility is only an abstract generalization of the scope of work boundaries, without a sense of result, and work responsibilities are just a dead letter.

3. The task is not equal to the result.

Only when there is a result in mind can the work be effective.

To complete the task, you are only responsible for the process program, and the results are responsible for the results and values.

Result thinking: black cats and white cats are good cats when they catch mice.

Second, the three elements of the result:

1, have time. (accurate to year, month, day and hour)

2. valuable. Being able to exchange chips with the company can support the company's strategy.

3. It can be evaluated. Whether the work is done well or not is there any measurable standard.

The death point of the execution result is ambiguity.

The key to the implementation result is: clear.

Third, where did the results come from?

1, spatially from job responsibilities.

Job description is job responsibility, and job responsibility refinement is an indicator, which is being implemented.

It embodies the definition of the result.

Responsibility-indicator-result

2. From time to work plan.

Four, the results of the two tools:

1, monthly plan monthly results.

2. Plan weekly results.

Strategic results come from monthly plans and monthly results.

Function: 1) The plan table is the decomposition of strategic objectives, and the result table is the accumulation of strategic objectives.

2) Progress is the basis of inspection and evaluation, and the result table is the embodiment of factual data.

3) Let the team develop a result-oriented work habit.

Summary: A clear definition of the results is the starting point of implementation. Feel free to ask me what results I want. Share:

(A) the three major death points of life pain:

1, can't let go of face.

2, can not see through the world of mortals.

3, reluctant to pay.

(2) Who is more important, honesty or loyalty?

(3) How to manage the relationship between husband and wife?

1, three core needs of men:

1) worship: women let men-wow

One word ruined a person-bah!

2) Understanding and support, people die as bosom friends and grow up with the other half.

3) tenderness.

2. Three core needs of women:

1) sense of security;

2) being spoiled;

3) Romance.

The responsibility system of the second largest system

First, the definition of responsibility:

1, dilution definition:

What leaders think is important = everyone does it, everyone does it = everyone does it.

Employees are: everyone does it = others do it = I don't do it.

Definition: In a crowded environment, responsibility will be diluted like a chemical solvent. The more people there are, the weaker the sense of responsibility will be.

Conclusion: No one will be responsible to the end unless it becomes my responsibility.

2, jump definition:

Responsibility is like a monkey, jumping around. If the boss doesn't know how to answer the question correctly, all the monkeys will pounce on the boss in an instant and eventually die.

Why do monkeys like to jump around? Because it's human nature.

Four tricks for subordinates to throw monkeys:

First, ask questions.

Second, confusion of responsibilities.

Third, find excuses and reasons.

Fourth, use the sense of accomplishment of leaders.

Six measures to solve monkey jumping:

First, lock in one-on-one responsibilities.

1) Don't evaluate departments, only evaluate department managers.

2) Answer only with me, not with us. Responsibility uses me, and credit uses us.

3) Only one person in charge is assigned to a job.

Second, the responsibility promises to achieve * * * knowledge.

Commitment is the most effective communication and the key to stimulate personal potential.

Example: How did carlos ghosn gain the trust and support of Nissan team? Yes 1999, Renault Automobile Company injected $4.3 billion in an attempt to save Nissan Automobile Company, which has been losing money for seven years and owed tens of billions of dollars. Carlos ghosn, then vice president of Renault, was appointed as CEO of Nissan Motor Company. He adopted a series of drastic reform measures. After less than two years, Nissan, which has suffered losses for seven consecutive years, made its first profit.

A: Dare to make a public commitment.

Summary: Everyone bears a heavy burden, and everyone has indicators. Must sign the target responsibility letter with each department. The target responsibility book should be digitized, rationalized and made public. Third, the meaning behind the responsibility of communicating with employees.

Why do employees muddle along?

Never ask me to do what I want to do, not simply give instructions, but change my mind. Life sentiment: I feel tired to live for myself, and it is also beautiful to live for others. Employees with a sense of mission are employees with souls; Employees who have no sense of mission are walking dead employees.

The boss should have three hearts: the heart to achieve great things; Achieve the heart of customers; Achieve the hearts of employees.

The foundation of the boss's great achievements: a strong body.

Fourth, cultivate employees' ability to take responsibility.

Hypothesis: What will happen to a country without education?

What will happen to enterprises without training?

What kind of enterprises do post-80s and post-90s employees like?

Tip: core executives can't be airborne, and middle management can be airborne; Executive parachuting must start from the grassroots level.

Case: Alibaba Ma Yun

The best executives used by enterprises are all trained by the bosses themselves.

The expansion of talents when enterprises expand, and the development of enterprises is the development of talents.

What the boss needs is hematopoiesis, not blood transfusion.

The growth speed of employees determines the development speed of enterprises. A mature boss will definitely provide systematic training for the team.

Fifth, responsibility returns.

1, as a leader, don't stick to it.

Hazard: 1) Employees will become more and more dependent;

2) Everyone is waiting for you to fail, because only if you fail can you prove that they are right with you.

It is necessary to achieve the ability of individuals to over-execute the team.

2. Don't go beyond reporting.

Hazard: 1) The boss is trapped by trivial matters and can't deal with more important things.

2) Overhead middle management personnel, resulting in management confusion.

3. Let the responsibility return to subordinates.

In the process of implementation, employees often ask the manager questions with the purpose of:

1) Find the answer to the question; 2) pass the buck.

How to answer employees' questions:

1) Tell employees how to solve problems. Instead of answering directly, leave the answer to the subordinates to think for themselves.

2) What do you think? I invited you here to solve the problem, not to pass it on. The company asked you to solve the problem. Let subordinates give me multiple-choice questions, not questions. Sixth, eliminate irresponsible employees.

How many years can BMW drive? Do you want to tear down the bridge when crossing the river? Classification of enterprise employees:

1)20% employees have good attitude and strong ability. (Reuse)

2)70% employees have a good attitude and average ability. (training)

3) 10% employees. Poor attitude, poor ability. Reserve talents at any time. Enterprise employees, either the strong eliminate the weak, or the weak eliminate the strong.

Who will be eliminated?

1, destroy the wicked. People who seriously violate the company system and enterprise values.

If the first evil is not eliminated, it will breed all kinds of evils.

2. Eliminate mediocrity. Buddha is destined to be a person. Let those who have no fate leave, and those who have fate will cherish it more.

People with destiny: people who agree with the company culture and create value for the company are people with destiny.

Measurement system of the third system

Question: How to get rid of the dependence on talents?

1, cultivate more capable people.

2. Use processes instead of capable people.

Wang Shi: Real estate companies must learn from the manufacturing industry to have a way out.

Vanke's seven process systems.

Process management of KFC and McDonald's.

First, process management at the company level.

1. What is a process?

Definition: A workflow centered on customer value and composed of a series of rules and regulations.

2. Process classification: finance, personnel and marketing. ...

3, process classification:

First-level process: controlled by the board of directors of the company. Such as: strategic investment

Secondary process: cross-departmental process. Such as: procurement, recruitment.

Three-level process: post level. Such as: visit process, equipment maintenance process.

4, the process of expression:

1) graph flow; 2) Text flow

5, process steps:

1) determines the process name; 2) Determine the person in charge of the process; 3) Determine the relevance of process design

Department personnel. 4) Determine the running sequence of the process. 5) Identify relevant tools. (report list). 6) Turn the graphics stream into a text stream.

6. Five keys to the success of process management.

1) Push: Top management is the first driving force.

2) Pull: Through training, pull employees to develop the habit of process work.

3) Introduction: Guide middle-level and key personnel to participate. Follow the principle that whoever implements it makes it.

4) Track and check the implementation of the process.

5) Excellent: hold regular process optimization meetings.

Summary: Process management is to establish an automatic execution system to enable employees to take the initiative to work.

Second, personal measures.

1, backup plan.

I don't believe that the current state is absolutely correct. Only by considering the current state from the worst angle can we control the final result.

For example, why did Titanic let 1500 people die in the sea?

A: Overconfident and optimistic.

How can Zhang Canyi make the opening ceremony of the Olympic Games foolproof? Li-ning torch

A: Back-up plan.

2) Brainstorm

Let everyone freely put forward their ideas in a free, happy and unrestricted atmosphere through the meeting, so as to inspire each other, collide with each other and inspire more creativity and ideas. Principle: no evaluation; Pursue quantity rather than quality; Unlimited, unlimited.

Conclusion: The goal must be transformed into concrete and operable action measures, otherwise it will not be achieved.

It became a slogan.

The fourth largest system inspection system

1. Q: Does the employer doubt it? Or authorize. Do you want to check it?

1, authorized not to check, you are conniving at the mistake.

For example, a trusted driver embezzled funds.

2. Be proud of being inspected by the leader, and be ashamed of not being inspected by the leader.

Example: Kaixian blowout.

The starting point of the system is to be a villain first, then a gentleman, and finally everyone is a gentleman. Gentlemen come first, villains come last, and everyone is a bastard.

Second, the five platforms for company inspection.

1, self-check.

Formula: Any work should be checked three times before submission.

2, the superior inspection.

The superior checks the key items. Do:

1) key work of the department, focusing on inspection.

2) Inspection of key time and special time.

3) key figures. A newcomer, a person who often makes mistakes.

3. Special inspection.

Requirements: 1) Responsibility is greater than level. 2) The general manager must support it.

4. Third-party inspection (tracking inspection)

Requirements: 1) The third party of the enterprise acts as the president for inspection, and he has no interest relationship with any department.

Department.

2) He has the right to check his superiors, peers and subordinates. 5. President check (the last firewall)

Small bosses don't make small mistakes, but they make big ones; Big bosses don't make big mistakes, but they can make small ones. Inspection scope: 1) must be the most important and overall key work;

2) You can skip the inspection, but you should inform the supervisor of the skipped inspection at the first time to keep the information symmetrical. Third, establish a strategic inquiry meeting. 1. What is a strategic inquiry meeting?

Monitor the implementation of the company's strategic objectives by establishing institutionalized weekly, monthly, quarterly, semi-annual and annual inquiry meetings. Inquire and correct the plan and actual implementation. On the basis of facts and data, the actions of various departments are unified into the strategic objectives of the company.

2. Composition of strategic inquiry meeting: spatially: 1) consulting meeting at the company level. 2) Department-level question meeting.

Time: weekly, monthly, quarterly, semi-annual and annual questions. 3. The role of the question meeting.

1) Review the past and find the gap; 2) Facing the future and acting in unison. 4. Three main points of the question-and-answer session:

1) is about things, not people.

2) Want facts, not empty talk. 3) Make improvements without apologizing. 5. Preparation for Question 3: 1) Moderator

2) Tools (monthly plan, monthly achievement table, etc. ) 3) Unified statements. 6. Question meeting process: 7. Weekly results terminology. (see table)

Conclusion: Employees will not do what you want to do, but only what you supervise and inspect. You should check anything you value.

The fifth largest system incentive system

1. There are three kinds of people in the enterprise: 1, dedicated people: pay > return 2, working people: pay = return 3, lazy people: pay.