After reading Win in Execution 1 I recently read Win in Execution by Yu Shiwei. Although I didn't read it from beginning to end, I was still very inspired. I always thought that a department's work couldn't go up because of people's ability and quality. Now I know that people's quality and ability are only a small aspect, and the main factor is execution.
In my opinion, to improve people's execution, it is not enough to strengthen the training of management team's "execution". We should also do the following work: First, set an example. If we can't do it well, what else can we ask others to do? The second is to strengthen the construction of corporate culture. The improvement of enterprise's "executive power" is not a matter of one sentence. "Executive power" can be understood as a systematic project, which is not only influenced by enterprise management mechanism, but also closely related to people's quality. Improving execution, or the effect of improving execution, needs a good corporate culture environment as the foundation. As one of the important contents of corporate culture, executive power has the same relationship with corporate culture as ship and water. The improvement of execution depends on "a rising tide lifts all boats". Therefore, we must strengthen the construction of enterprise culture, improve the quality of employees and improve the comprehensive management level of enterprises. The third is to improve the mechanism to ensure the efficient operation of "execution". It is not enough to rely on "command" and "consciousness" for efficient execution behavior, but also a set of assessment, incentive and restraint mechanisms to ensure it. Without a reliable assessment, incentive and restraint mechanism, it is difficult to do well and stick to it for a long time only by subjective consciousness. Therefore, it is as important to quantify the results of implementation as to implement the mechanism of rewarding the superior and punishing the inferior.
After reading Winning, I feel old. I haven't seen it for a long time. Recently, I have been reading the book "Winning in Execution" published by the Municipal Bureau. I read slowly, slowly, and I feel very moved.
Execution, in a nutshell, is to complete one's work tasks with good quality and quantity. This is what we must and should do as ordinary workers, our principle and our duty.
Although it is simple to say, it may not be so easy to do. I think the perfect execution lies in the sense of responsibility. When I was working in Urumqi Station, as an old comrade, I needed to teach new people a lot. "Mentoring" is an unshirkable sense of responsibility, and I can never use age as an excuse. Between responsibility and excuse, choosing an excuse or choosing responsibility reflects my attitude towards work. Rowing, launching, making draft stakes and buoys, all things that can be done well, giving full play to the waste heat and making more contributions can win the respect of others. If everyone makes excuses for their work, there is no execution at all, and hydrological work can't be done well.
Without any excuse, it seems heartless, but it embodies a responsible professionalism, an obedient and honest attitude and a perfect execution ability. I really appreciate what Professor Yu Shiwei said when summing up the mistakes of a responsible worker at work, "This is my fault". Indeed, what China people lack most is the courage to take responsibility, which is attributed to some shortcomings in our feudal cultural tradition for thousands of years, and we need to reflect on it ourselves.
If a worker dares to say "this is my fault" to his face when the leader is investigating the cause of the accident, then he is at least a responsible worker; If an employee dares to stand up and say "this is my fault" after an accident related to himself, he must be a good employee. At present, Yueyang Hydrology is a newly established team. Only when everyone has the courage to take responsibility and the sense of responsibility to say "it's my fault", can the work be motivated, the decision-making be executed and the team be competitive. I will, as always, do my job well and be a responsible executor.
Reflections on "Winning in Execution" Section I: Measurement Standard of Execution
That is, the definition of executive power, to complete one's own work tasks according to quality and quantity. The key to victory or defeat lies in people, not weapons or anything else. Not other aspects, mainly people's ideas and thoughts. Only by transforming people's ideas and thoughts can we transform their execution. Put the right people in the right position and don't do things bureaucratically. Implementation should be done at one level, at each stage and at each link. Don't blindly blame subordinates or grass-roots units. It also depends on whether the execution is discounted from our middle-level leaders. Building the core competitiveness of Chinese enterprises. Always check whether you have the final say in the execution of subordinates. Form superiors and subordinates, form habits, and conduct self-examination and self-review.
The second section is the three cores of executive power: personnel, strategy and operation.
People are the foundation, strategy is the direction, and operation and tactics are the guarantee of execution. The goal is to achieve * * * knowledge, that is, everyone should know and understand this goal, everyone should think about this goal, and everyone should do it around this goal. This is the executive power, forming an elite team and carrying out every detail well. Personnel: use the right person; The strategy is to do the right thing; Operation is to do things right, and doing well in three aspects is the core of execution.
Other chapters have vividly expounded the content of the argument. This book let me know what is executive power and what is the core of executive power! It has greatly improved my experience and theory. This will lay a lot of theoretical foundation for our future work, and let us benefit a lot and gain a lot!