2065438+April 28th, 2009 The winner of the 4th "Top Ten News Figures of China Economy" in 2006 is a high-quality creator in the workplace.

Oriental Win "Secret" Photography Series: Bar beside the Arc de Triomphe in Paris

The best management is to be less reasonable and lead employees to win more battles.

In retrospect, I have played and experienced several major roles in my life, such as: teacher, department manager, CEO and father.

These roles involve management and education.

How to manage and educate good people? I used to think, read books and look for effective methods. I also suffered some losses and paid some tuition fees.

The best way I finally realized was:

Be less reasonable and win more battles.

Specifically, there are the following experiences and strategies.

0 1

Many years ago, our company needed to set up a sales branch.

When recruiting a branch manager, one of several applicants left a deep impression on me. He has been engaged in sales business in other industries and has also had management experience as a manager of human resources department. He has a glib tongue, a good writing style and a steady personality, and is a mature person.

After comprehensive comparison, I felt that his qualifications exceeded those of other candidates, so I made a decision and the branch manager accepted him.

Three months have passed, but the sales performance of this branch has been unable to go up, which is far from the established goal; Moreover, the team is very unstable and employees can't stay.

I have visited in the past, and I have also heard the feedback from other employees of this branch, and I also know something about it. The new manager also used all the necessary management tricks, such as formulating marketing strategies and methods, paying attention to assessment and rewards and punishments, holding regular meetings in the morning and evening, swearing slogans and so on. He is also good at training and mobilizing speeches at meetings, and these reasonable things are done beautifully.

But he has a fatal problem, that is, he has no experience and deep understanding of our line of work and can't grasp the key.

He didn't settle down to study the business model, but just floated on the surface. Everything he did was scratching the surface and didn't bring practical results.

I had to ask him to leave.

Later, I dug a senior manager with rich practical experience from my peers and competitors and asked him to be the branch manager. The sales countermeasures and management methods he adopted were pragmatic, targeted and effective, and soon his business improved, the team stabilized and the morale of employees improved.

02

Those who only use reason to manage and educate people have the disadvantage that they can't solve problems and bring practical results.

This has nothing to do with whether a person is good at reasoning. It's no use being reasonable.

I have seen many managers base their management on rationality:

Establish corporate culture through reasoning, writing articles, preaching and league building.

Be reasonable, often have meetings to brainwash and establish prestige.

Improve performance through reasoning, assessment, rewards and punishments.

Improve the ability of employees through reasoning and training.

Managers who can only reason often have defects in their sense of responsibility, style, learning ability, professional ability and professional experience.

They don't understand the real kung fu of management, and they don't want to study hard and be responsible. They just do some formalistic things.

03

The best management is to lead employees to win more battles.

In the theory of Real Professional Psychology, I summarized seven characteristics of such leaders and their management methods:

(1) Let those who can win the battle command the battle.

Promote or recruit people who know their major, have professional experience, are competent in actual combat, dare to take responsibility and dare to act as heads of various departments at all levels. They know how to win the battle, and have the main qualities, abilities and experience to win the battle.

(2) Benchmarking management.

As a manager, it doesn't matter if you have no business experience, but you must study hard, be ambitious and be good at benchmarking.

The so-called benchmarking management is to find and learn the best benchmark, model and method of success in the industry, find out their own gap, so as to solve the problems of their own departments or enterprises, and improve their performance and development level.

(3) One-to-one situational leadership.

Reasonable management and education are ineffective because they ignore the differences between employees and students. We should adopt one-on-one leadership and education that varies from person to person and from stage to stage.

(4) On-site management.

One of my students is a sales manager of a company. He likes to train and manage new employees in the way I taught him. It is to accompany the novice to sell, supervise the war on the spot, find problems on the spot, correct them on the spot, coach them on the spot and take orders on the spot. In this way, the skills, self-confidence and fighting spirit of new employees have been rapidly improved in actual combat and victory, and the growth cycle has been greatly shortened.

On-site management is not only a management method; It is also a management attitude, and lazy politics is not good.

(5) Repeated grasping, repeated grasping

Don't try to solve the problem in one training or one tutorial.

Changing a person depends not on reasoning, but on cultivating habits. It is not the best way to educate children and manage subordinates by reprimanding, criticizing and assessing punishment. Only by repeatedly grasping and cultivating good habits can people make progress and grow.

Repeating the same action for 2 1 day will become a habitual action; The same idea, repeated for 2 1 day, will become a habitual idea. Once the habit is formed, it will affect people's subconscious, and then unconsciously change people's behavior.

(6) Take work as practice.

Management and education also need to enlighten employees or students to regard work and study as spiritual practice, and guide them to have interest and love in work and study and realize truth in the experience of "winning the battle" again and again.

The best management is to finally realize the automation, self-discipline and self-management of employees and students.

(7) at the critical moment, take the lead.

In the most difficult time, when others can't stand it, as a department leader or a company leader, you can't retreat or avoid it within your own responsibilities. You should charge ahead, solve problems and strive for victory.

Leaders with the above seven characteristics are good at winning battles and managing. In leading the team to win again and again, personal prestige is established, corporate culture is recognized by the team, employees are trained and grow rapidly, loyalty and progress are made, and organizational performance continues to grow.