How to improve people's ability, from how to coach employees, how to activate old employees, how to train successors, how to formulate employment system and so on.
Sixteen-character guiding principle-you watch me do, I say you listen, you watch me do, you say I listen.
Managers should first do work for employees, and employees should observe carefully.
Managers should interpret the whole process of counseling content, so that employees can see the whole process and can't miss key steps.
At the key point in the process, we should pay attention to demonstration and deepen the impression of the coachee.
The whole process should get the final result. With the results, the whole process is complete, and with the results, employees have confidence.
The superior manager puts forward the problems that he thinks may happen, simulates the real scene through scene substitution, and takes the employee experience.
Let the staff retell our method and put forward their own ideas when they are finished.
In executive coaching, instead of doing it on the spot, it simulates a scene and puts forward the steps and methods to do it in the scene.
Managers should combine what they have just done, summarize and explain ideas and key points, and eliminate employees' doubts.
Managers should solve employees' doubts.
Managers do it themselves, sum up and solve doubts, and employees make clear the process, key points and precautions, all of which need to be done by themselves.
Let him do it himself, practice the steps and actions of the manager's counseling, and check whether he has really learned it.
When employees are at work, managers should observe and record what they have done well and what they have not done well.
After employees have done it themselves and experienced the practical application, they will have new feelings and doubts.
Let employees compare their own feelings and the contents of manager's guidance, and think about what new understandings and epiphany they have in this practice, what effects they have achieved, and what contents they don't quite understand.
In addition to solving what employees don't understand, managers should also feed back what they have just recorded to employees, so that employees can understand what they are like in this process, what is worthy of recognition, what is wrong, what is the reason behind it and how to improve it.
More importantly, let them understand what the principle behind the work is. Only by understanding the principle can we draw inferences from others and deal with various changes in business processes.
"Double Call" Accompanied Visiting System
The first step is to accompany the visit first. Supervisors should demonstrate in person, communicate with customers, and employees will watch.
Step 2: After the visit, the supervisor will tell the employees the methods and precautions of communicating with customers in combination with the accompanying visit process. After actually accompanying the tour, it is easy for employees to suddenly realize the truth.
The third step is to accompany the tour again. As an observer, the supervisor observes the actions of employees when communicating with customers, which actions are forgotten, which actions need to be improved and which actions deserve praise, and the supervisor should record them one by one.
After the customer visit, as soon as you walk out of the customer, you need to immediately carry out the fourth step-summing up again.
This time, let the staff make a self-summary first and tell the manager the real sense of entity of the customer who just ran. For example, employees may not know how to tap customer needs, how to cut into product introduction, and they don't know enough about products to preach to customers well.
At this time, the supervisor should combine the employee's self-summary with the key contents recorded in the third step, give feedback to the employee's summary, and help him point out the key points of promotion and how to solve them.
Mind method 1: Counseling should not only stay on the surface, but also go deep into the details.
In addition to the demonstration process, the demonstration of managers is more important to supplement the details in the process.
In order to make new employees grow up quickly, in addition to the usual process and words, we must go deep into key details. Only in this way can we help employees grow rapidly.
Facial expressions, language intonation, gestures, feelings
Mind method 2: touch on the principle in the process of going deep into the details
In the process of counseling, in addition to the details and operations, we should also directly explain and guide employees to discover the principles behind skills in the links of "I say you listen" and "you say I listen", so that they can draw inferences.
Mind method 3: be calm and don't get angry.
If we are eager to criticize or interrupt them, it will dampen their confidence and have a negative impact, so we must not be anxious when working as counselors.
Employees learn slowly because there is a certain cognitive gap between us and employees, and they can't understand what we say, so we should solve the cognitive gap first and then carry out the next counseling.
Managers should let employees keep practicing, improve their proficiency, and finally practice makes perfect.
Mind method 4: Counseling should vary from person to person and teach students in accordance with their aptitude.
In consultation, if you want to know the thinking mode and cognitive level of employees, it will be easier to understand if you say the solution in their language and avoid saying what they don't know.
When doing counseling, managers should also pay attention to the degree of trust between each other, instead of being harsh or directly criticizing all employees.
Mind method five: to avoid information attenuation, managers should drop by (always stare)
When doing counseling, managers should pay attention to every detail of the counseling process to avoid information attenuation.
The success of psychological counseling depends on the counselor himself, not the coachee.
Employees are an organization's greatest asset. Only by coaching employees and making them grow can the efficiency of the organization be improved and managers get results more efficiently.
Sixteen-character policy
I'll do it. Look at that.
I said, listen
You do it. Let me have a look.
I will listen to you.
The first-line application of the policy of 16: accompanying visit system
First, accompany the tour, and the supervisor will personally demonstrate.
To make a summary, the supervisor will summarize the customer communication methods and precautions.
With the second visit, the supervisor observes and records the performance of the employees.
Summarize again, let employees summarize themselves, and the supervisor will give feedback according to the records.
Five methods of implementing the 16-character policy
Counseling should not only stay on the surface, but also go deep into the details.
Touch principle in the process of going deep into details
Counseling should be calm and don't get angry.
Counseling should vary from person to person and teach students in accordance with their aptitude.
In order to avoid information attenuation, managers should stop by (keep an eye on it)
"Growing ceiling"
In the process of growth, at a certain stage, due to mental and physical reasons, the growth rate will become slow or even stagnant, as if there is an invisible ceiling above the head blocking the rising space and it is difficult to break through.
1, my heart reached the ceiling and I was very tired.
First, because of long-term high-pressure operations and PK competitions.
Although high-intensity fighting is conducive to the continuous improvement of performance, it is also easy to consume people's mental and physical strength, and employees' mentality will be easily exhausted.
The second is the psychology of muddling along because of being too familiar.
I am very familiar with the company's business processes, rules and regulations and the habits of managers. I feel that as long as I finish my own thing, there is no need to grab the task and ask for trouble. I feel a little muddled along. There will be resistance to the company's new goals and new business.
2. The horizon has reached the ceiling.
First of all, it appeared in the original sales elite.
When an employee keeps getting good grades and doesn't meet a challenger who can impact him for a long time, he may lose his sense of direction in his heart and feel that his current business can't give him a sense of accomplishment, so he will turn his attention to other places.
The second is some sales that are not demanding of themselves and have a little wealth in their hearts.
Through a period of hard work, the existing income can make them live an ideal well-off life, and they will stop struggling.
3. Skills reach the ceiling.
If you don't master new skills in time, the old working ideas and skills can't adapt to the new market demand, and the output will become very slow.
Management did not form its own management process. I use physical strength to manage, staring at my subordinates one by one, which consumes a lot of physical strength.
4. Side effects of company performance system.
As the baton of employees' value output, performance incentive is one of the main factors that determine employees' working status.
Light a fire and let employees jump out of their comfort zone instead of being dragged out by us.
Three-point mentality adjustment
1. For those employees who feel tired because of continuous high-pressure operation, we should help them to repair their mentality and eliminate post-war fatigue.
2. Aim at the employee whose eyes are on the ceiling and take him to see the higher scenery.
3. arouse the passion of the past.
Most importantly, we should remember what we were fighting for. Is it because of the life of our family, the needs of our customers or our own growth?
Three-point organizational business adjustment
1, giving new challenges.
"Women are pleasing to themselves, and scholars die for confidants."
This is the rotation of managers.
Give the original post a new challenge.
2. Give new knowledge.
Teach them new skills and let them adapt to new changes.
Training must focus on new skills, so as to change the current working thinking and improve work efficiency.
3. Adjust the performance appraisal.
Encourage employees to be brave in pioneering, such as reducing the percentage of commission for re-employment or increasing the proportion of innovation in the assessment content.
Four phenomena of old employees losing their passion
1, the heart reaches the ceiling.
● Fatigue caused by long-term high-pressure operation.
● Being too familiar with the business leads to muddling along.
2. Horizon to ceiling
● Sales elites who cannot make further breakthroughs often lose their sense of direction.
Low self-demand sales tend to produce a rich and secure mentality.
3. Skill ceiling
4. Side effects of performance system
Specific operation
mental regulation
● repair the mentality.
● Take employees to see higher scenery.
● Arouse the passion of the past
Organizational business adjustment
● Give new challenges.
● Give new knowledge.
● Adjust performance appraisal.
Cultivating successors is one of the important responsibilities of managers.
From the whole company to key positions, it is necessary to train successors.
There are usually three situations about successors:
When we want to open up a new career, we find that there is no suitable person;
When we want to be promoted or rotated to other places, no one takes over;
Those who have the ability to take over have no intention of taking over.
Ali's Partner Program, JD.COM. COM's Guan Peisheng plan and IBM's long bench plan are both well-known successor training systems.
Is to set standards.
What are the criteria for successors? First of all, we must be clear.
The standard of successors can refer to the competency model mentioned above, and can also be divided into three parts: ability, values and potential.
Think about the specific code of conduct corresponding to each part, and how many points you need to reach to become a successor.
According to the candidate model, select the corresponding candidate.
Ali, the "eight-character" standard, that is, intelligence, integrity, optimism and introspection.
Horse racing mechanism
The company builds an environment of fair competition, allowing employees to display their talents, and those who stand out from it are people worthy of training.
PK mechanism
After selecting young seeds, they will enter the stage of "cultivation" and carry out a lot of cultivation to make successors grow rapidly.
Ali's training method
1, monthly review
2. Training plans at all levels
3. Tutorial system
4. Auxiliary system
5. Introduction and introduction
Training in values will make employees have a deeper understanding and cognition of company values.
There are three forms of actual combat training for successors.
1, we can cultivate it through some small tasks in our daily work.
2. Point-to-point system.
When we need to develop new business, we should select people from the successor team and temper them through new tasks.
3. Rotating system.
Reduce people's fatigue, make the organization more active and attractive, try different opportunities in different environments without job-hopping, and also open up new space for people's self-realization, so that people can transcend their majors and backgrounds and continue to grow, innovate and break through.
Starting from the system and business process itself, the system and process drive the generation and cultivation of successors.
Institutionally, Ali stipulates that managers at all levels should train successors, and the training results should be included in the assessment with the same weight as the business. Only those who can train successors can be promoted.
In the business process, we should reduce the dependence on people by optimizing the business process. Organize personal successful experience and precipitate it into a standard process.
How to train enterprise successors systematically
Set-set standards and define the standards of successors.
Low p, m sequence
● Ali "eight characters" standard
Select—Filter candidates.
● Talent inventory and annual or quarterly performance evaluation
● Horse racing mechanism
Training-training
● Monthly review
● Training plans at all levels.
● Mentor system
● Auxiliary system
● Introduction and introduction.
War-actual combat
● Small task training, such as the rotation of the host of the weekly meeting.
Low point system, let the successor to develop new business.
● Rotating system
There are usually two kinds of company rules and regulations-general system and high-voltage line.
It has a huge negative impact on the company's operation, and it is forbidden by the company. Once it is discovered, it is immediately dismissed, which is called high-voltage line.
As a manager, although you have a bodhisattva's heart, you must also have thunder means.
1, find and define the problem.
In the process of management, some problems that have a negative impact on the organization are found.
2. Judge whether it is universal.
Is this a common incident? Will others commit it? If others are likely to commit it, we should focus on it and formulate corresponding systems.
3. Bill.
Write down how to deal with this problem if it arises, whether it is direct dismissal or there is room for easing.
4. Collective discussion.
Convene relevant personnel to discuss the rationality of this regulation. See whether this provision is reasonable from different dimensions.
5. Preliminary attempt.
When discussing the written system collectively, it is necessary to determine the scope of application of the system, whether it is for all employees or only for certain departments.
6. Supervise and correct.
When the system is implemented, we will also supervise the implementation of this system to see how the implementation effect is and whether there is any need to modify the iteration.
At that time, we had six high-voltage lines: we couldn't cheat customers, we couldn't exaggerate the effect of products, we couldn't give customers kickbacks, we couldn't pull relationships, we couldn't cheat in exams, and we couldn't make false visits.
Avoid contact with high-voltage lines.
1, broken window theory.
Managers are asked not to let go of any minor mistakes. When they see that the window is broken, they will be punished immediately. If you manage small violations well, you won't make big mistakes.
2. Cockroach theory.
When you see a cockroach, you should realize that there may be a nest of cockroaches behind it, and the real situation may be much more serious than it looks.
3. Stay away from the gray area.
Let everyone know that it is best to stay away from high-voltage lines and not to dance on the tip of the knife.
Don't take advantage of the gray area when you are old, because something will happen if you are not careful.
Indoctrinate employees with positive thoughts.
1. Tell employees about those bad cases, those cases that were not done well enough, but did not touch the high-voltage line.
Prevention is called shocking mountains and tigers.
2. Set a benchmark.
In the case of conflict of interest, cases that can still adhere to corporate values should be discussed frequently, weekly and monthly.
Train employees' muscle reaction. The first reaction to great temptation is to refuse, not to go the wrong way.
Formulate the process of high-voltage line
● Identify and define problems.
● Judge whether it is common.
Draft laws and regulations
● Collective discussion
● Preliminary attempt
● Supervision and correction
China supplies six high-voltage lines.
● Don't cheat customers.
● Don't exaggerate the product effect.
● Can't give customers kickbacks.
● No progress can be made.
Cheating can't be found.
● Do not make false visits.
How to prevent employees from touching high-voltage lines
● broken window theory
● Cockroach theory
● Stay away from the gray area.
How to instill positive thoughts into employees
● Shake the mountain and shake the tiger
● Set a benchmark
The last of the three taboos in management: I can't bear to eliminate people.
label
Managers often put one or more labels on employees according to their own assumptions and spread these labels to other employees through their own contacts.
Management is to find everyone's good points and enlarge them, not to label them. The wrong label will make us make many wrong judgments.
The correct step is to judge what impact these mistakes will have and then do something about it.
Generally speaking, we will judge from two dimensions-performance and values, that is, when employees' problems do not conform to our values or affect performance, we need to deal with them.
The abscissa is values, and the ordinate is performance.
The graph divides employees into five categories.
The first kind of values, whether the performance is good or not, we call it a star and need to focus on training.
A star with good performance and values is the benchmark of the team and the potential successor of the team. What we have to do is to make more people become stars.
The second value is good, but not good. We call it the white rabbit.
Two ways to deal with white rabbits
1, breaking up is not the only result. Management is a gray art, and breaking up is not the only result.
There are many scales between staying and giving up.
2. Pain can be changed.
There is a principle of punishment that it must make people hurt, and it will only change if it hurts.
When a white rabbit appears in the team, you can follow the following steps.
1. Think about whether this employee's values are really good.
Is there a problem with the setting of values, because an important role of values is to obtain the final result through the guarantee process.
2. Handling is not equal to dismissal. We can improve his performance and help him improve his skills and mentality. If he doesn't change, he will be punished according to his character.
3. If you don't change it, you must "make an example".
The third kind of good performance and bad values, we call it "wild dog"
"Native dogs" and "wild dogs" must be expelled.
"Wild dogs" will violate values and undermine the soft power of the company.
For the "wild dog", the better his performance, the greater the impact on the company and customers, and the easier it is to hurt the company, so he must be fired as soon as possible.
The fourth kind of values and achievements are ok, but not very prominent. We call it Taurus.
Taurus is usually the majority of the team, so it is also the group that needs our time most.
Through constant observation, we should find out where the gap between them and the stars is, whether it is in the cognitive conformity of values or in the output of performance.
If it is a question of values, we need to make employees know values more clearly, understand the meaning of values and what is not good enough now through repeated reviews, value case meetings and daily communication.
If it is a performance gap, it is a good idea to strengthen skills training, such as weekly training and star employee sharing.
The fifth category, both are not good. We call them "local dogs".
"Native dogs" and "wild dogs" must be expelled.
These steps are called "legal feeling" and "reasonable method"
When punishing the conversation, you must be "reasonable".
Talk about the feelings of both parties, employees and the company, and affirm employees' contributions and contributions to the company. Finally, make corresponding punishment for the system, so that employees will be easy to accept.
Speaking is not an end, but we have to "disinfect" it quickly, because people leave their jobs with emotions, and emotions are contagious.
First, we have made corresponding improvements in the early stage. Today, we will not be surprised by this result, but we can only "bring it to justice".
Second, talk to him about "the law of reason".
Third, say goodbye to him in a friendly way, and we will say goodbye together.
Talent evaluation dimension
● Performance
● Values
Talent coordinate map
● Star rating-good performance and good value.
White rabbit-poor performance and good value.
Wild dogs-good behavior, poor values
Local dogs-poor performance and value
● Taurus-Performance and values are OK, but not outstanding.
How to deal with five types of talents
Star → As a potential successor
Taurus → Observe the gap with the stars and cultivate them in a targeted way.
Wild dogs and local dogs → must be fired.
white rabbit
● Two psychological methods: breaking up is not the only result; Pain can only change.
● Specific steps: Think about whether its values are really good; Perform performance improvement to help improve.
Skills and mentality, "painful punishment"; If you still don't change, you will be fired immediately.
Special treatment method
● Make a decision → Legal situation
● Practical operation → reasonable method
● Quick "disinfection"
The above is the seventh part of this book.