Reading notes "on"

(It's not' managing', managing people is the explanation and behavior guidance in the context of rights, with the emphasis on' reasoning', rational judgment and analysis, and achieving performance through a set of knowledge systems. As Buffett and Charles Munger said, you must have a systematic knowledge structure so that you can grasp the essence and make the right decision when facing things. )

Managers should coordinate current and long-term needs in every decision and action. At the expense of either current demand or long-term demand, he will endanger the enterprise. In other words, he should not only pay attention to the nearby, but also look at the distance-this really needs a little acrobatic performance.

In other words, he actually lives in two time dimensions-present and future, and is responsible for the performance of the whole enterprise and the performance of his department.

Defining short-term and long-term as sales and brand has the basis of enterprise understanding. In the process of providing marketing consulting services to customers, I have met too many managers who only care about one thing and ignore another. Most people can only do one thing well. Strictly speaking, even doing one thing is very difficult. Brand value is particularly embarrassing in the field of Internet enterprises. People in the it industry think more about technology and mode, but for the C side, the human dimension of technology is equally important. Jobs talked about this in a talk show in Japan, that is, what do you do with technology, and whether it can help people express themselves more richly.

Any knowledge worker should refer to and practice the thinking and practice of the golden pyramid principle.

These five tasks are combined to realize the integration of resources and make it a living and growing organism.

First, managers should set goals. He decides what goals should be, what should be done to achieve them, and what are the specific goals of these goals in each field. He tells these goals to people who are related to achieving them, so that he can effectively achieve the established goals;

Secondly, managers should be engaged in organizational work. He analyzes the required activities, makes decisions and analyzes the relationship between them. He classified the work into manageable activities, and then further divided these activities into manageable operations; Then, he combined these units and operations into an organizational structure, and selected people to manage these units and implement these operations;

Third, managers should participate in motivation and communication. He combined people from all positions to form a group. In order to do this, he can do it through his daily work practice, through the relationship with colleagues, through the "personnel decision" on salary, placement and promotion, through continuous two-way communication with subordinates, superiors and peers, and so on.

The fourth basic factor of managers' work is measurement. Managers need to establish standards-few factors are equally important to the whole organization and everyone in the organization. Therefore, he should pay attention to setting a measurement standard for everyone, so that he can not only focus on the performance of the whole organization, but also care about the employees' own work and help him do a good job. In addition, managers should analyze, evaluate and explain performance. As in other fields of his work, he will inform his subordinates, superiors and colleagues of the significance and results of these standards.

Finally, the manager should cultivate talents, including himself.

In the above five tasks of managers, each item can be further subdivided into several sub-items, and each sub-item can write a book for special discussion. In addition, each job requires different qualities and qualifications.

People usually complain that managers don't "delegate power" because managers don't have enough things to do, so they take on the work that should be done by subordinates. Moreover, it is also very annoying to have no job to do-especially for those who grew up in the habit of work. A person does not have his own post and work to do, and it is not ideal, because he will soon lose his sense of work quality and respect for hard work. Such managers are likely to do more harm than good.

Therefore, the manager should be a "work boss", not a pure "coordinator"

Moreover, a person either chooses to engage in work, meetings or interpersonal relationships, but it is impossible to do both at the same time.

Face-to-face personal meetings with colleagues, assistants, subordinates, customers and bosses are extremely important and irreplaceable, but it is best to spend more time meeting with managers and major customers of subsidiaries every two years instead of "wasting water"-leaving new york on Tuesday, spending it in Paris on Wednesday and returning to new york on Thursday. This can only mean four days without work. This is because it takes at least one day for a person to recover after such useless efforts (in two places at the same time).

Short trips will waste a lot of time.

This title should not be regarded as a reward at any time, and it should not be used to cover up the lack of functions. Replacing positions with titles is worse and more common than replacing promotions with titles.

Remember, the core is always the post, responsibility and task. You should take responsibility and complete the task.

The rules that should be followed are: for first-class work, you should pay a generous reward; As for titles, they can only be changed when a person's functions, positions and responsibilities change.

Among many consumer goods companies, Procter & Gamble is a good example. In this company, there is a senior sales manager and a senior promotion and advertising manager, both of whom are members of the top management. Logically speaking, since promotion and advertising are both part of marketing, they should be merged into one place. However, the company's experience shows that if the two are combined, it will often make people embarrassed and fail. The reason is just as a consumer goods manager pointed out: "The purpose of marketing is to promote goods, but the purpose of marketing is to promote people."

(the purpose is different, the task is different, so we must be responsible for the division of labor and set up two posts. )

These two projects require managers to have different temperament, to take different views on their work, and to adopt different performance standards to measure themselves and the units they manage.

A job should be designed to be large enough so that a person can get a sense of satisfaction and accomplishment from it and find his own way of working and working methods.

Style should never be considered when designing management positions or selecting candidates for positions. The only condition for managing a position and the only test for the incumbent is performance. Every organization must have a clear understanding of unacceptable behavior. In other words, every organization should clearly stipulate which behaviors are not allowed, especially those unacceptable to relevant personnel, and there should be a clear stipulation for both internal personnel (such as employees) and external personnel (such as suppliers and customers).

"Style" is only appearance, and the only essence is performance.

First of all, people seldom correctly understand the principle of management scope. What matters is not how many people report to a manager, but how many people report to each other and to a manager together. In other words, what matters is not the number of people, but the number of relationships.

As I have said elsewhere, every manager should ask himself the following questions at least once a year. When he accepts a new position, he must ask himself again: "If my company and I really do well, what concrete contributions should we make to help the company's performance and team?"

Every manager should ask himself: "What kind of information do I need and where can I get it?" He should make sure that those who have to provide information to themselves can understand their needs-not only what he needs, but also what he needs the information for.

No manager should make a decision without considering the career and future of his subordinates. This is the most basic requirement that needs to be treated with caution.

Power and responsibility must always be task-centered, which applies to all management, up to the general manager himself.

However, the goal of the manager of a certain unit should include what he wants to do to help his subordinates achieve their goals. Managers' vision should always be upward-facing the whole enterprise; However, he also has a downward responsibility-to the employees of this unit. For a manager, a core requirement for effectively organizing his unit is that he must clearly understand the relationship between him and his subordinates, and actually take responsibility and obligation for their work and achievements, rather than "supervising" them.

The last duty of a manager is to face the enterprise. This is because the responsibilities and functions of managers are based on the objective needs of enterprises, not on titles or authorizations.

If we know one thing now, it is that managers are not born, but cultivated. We must take systematic measures for the supply, development and skills of future managers, rather than relying on luck or opportunity.

Why train managers?

Similar to the needs of companies and society, managers also need to develop. First of all, he should be alert and energetic ideologically.

He must put himself in a state of meeting challenges, and he must acquire the skills he needs today in order to work more effectively in the future. At the same time, he also needs the opportunity to reflect on his experience and its enlightenment, especially on himself, and learn how to give full play to his advantages.

Then, he needs to develop from the perspective of an "ordinary person", which is even more important than developing from the perspective of a manager.

The advantage of knowledge workers (managers and professionals) is that they expect to be satisfied and motivated from their work. This is also one of his shortcomings. From this perspective, knowledge workers are spoiled in the early stage of character formation. Manual workers, whether skilled or unskilled, don't expect work to be challenging to him, nor do they expect work to inspire and cultivate him. His expectation of work is to make a living; What knowledge workers expect is to get a meaningful life from their work.

In this way, knowledge workers, especially those with high achievements, may fall into a mental crisis just after 40 years old. By that time, the vast majority of knowledge workers will inevitably reach their final posts. Perhaps, they will realize their ultimate function in their own enterprises-either market research, personnel training or metallurgy. Suddenly, they can't get satisfaction from their work. After more than ten years of market research in specific industrial fields, they have learned everything they should know. When a person has just turned 30, that is, just started a new job, the things that make him extremely excited will become boring or very ordinary after 15 years.

In other words, before the age of 45, managers must cultivate a life of their own outside the organization.

From the perspective of pedagogy, it is inappropriate not to take action to strengthen what you have learned, that is, to put what you learned last weekend into practice on Monday.

Moreover, the purpose of management development is to find "successors", and all the reasons for engaging in this activity have been ignored. The reason for management development and management personnel development is mainly because we think that the future positions and organizations are likely to be different from the current positions and organizations.

(Always deal with the future)

Evaluation should be based on the performance goals set by a person with the cooperation of superiors, and should start with the comparison between performance and these goals, and should never start with "potential". At the same time, in the process of evaluation, the question that should be asked is: "What did this person do well-not once, but consistently?"

However, self-development evaluation should also ask such a question: "What do I want from my life? What are my values, aspirations and development direction? What must I do, learn, and make changes in order to make myself capable of meeting my own requirements and life expectations? " Moreover, the last question is best asked by a bystander-by someone who knows, respects and knows this person well. Most of us don't know ourselves so deeply.

Therefore, self-assessment should always draw conclusions on the following matters: your own needs and opportunities, your own contribution and your own experience. And in the process of evaluation, we must ask the following questions: "What kind of work experience should I have in order to give full play to my advantages most quickly, fully and deeply?"

A supervisor who engages in self-development sets an example that almost forces people to learn. His examples encourage people to give full play to their advantages and help them gain the experience they need. If a superior always throws cold water on people, always sees people's shortcomings and always forces people to get the most instructive work experience for their growth, then he will hinder people's self-development.

Development is always manifested in the form of self-development, because it is just empty talk for an enterprise to assume a person's responsibility for development. The responsibility lies with the individual, his ability and hard work. No enterprise can replace the efforts of individual self-development, let alone must replace self-development. In that case, it is not only unfounded paternalism, but also a kind of stupid arrogance.

When a person has to teach a subject, he can often learn the most from it. Similarly, when a person tries to help others develop themselves, he can also get the maximum development.