Employee management and motivation is a complicated matter, which sometimes makes managers feel confused and even headache. Sales management is often not on-site management, and remote management invisibly increases the difficulty of management. Relax and look at the following ten classic stories, maybe you will get some inspiration from them.

I. Division of Labor [Story]

After taking office, a young artillery officer went to the subordinate units to check the drill situation, and found that several units had the same situation during the drill: during the drill, a soldier always stood under the gun tube and did not move. After asking, the answer is: this is how the drill rules are stipulated. The original regulations followed the rules of the era of horse-drawn artillery. At that time, the task of the soldiers standing under the gun barrel was to hold the reins, prevent the distance deviation caused by the recoil of the gun after launching, and reduce the time for re-aiming. Now the cannon doesn't need this role. However, the regulations were not adjusted in time, and soldiers who did not pull horses appeared. The officer's discovery won him a commendation from the Ministry of National Defense.

[analysis]

The primary task of management is scientific division of labor. Only when every employee is clear about his/her job responsibilities will there be no undesirable phenomena such as pushing the committee and wrangling. If the company is like a huge machine, then every employee is a part of it. Only when they love their work and are dedicated can the company's machines work well. The company is developing, and managers should make corresponding adjustments to the number of people and division of labor according to the actual dynamic situation. Otherwise there will be "soldiers who don't pull horses" in the team. If there are people in the team who make up the number, it will not only bring the loss of wages to the enterprise, but also lead to the psychological imbalance of others, which will eventually lead to the overall decline of the company's work efficiency.

Second, the standard [story]

There is a young monk who is a bell ringer. After half a year, he felt bored. "When a monk hits a bell every day". One day, the master announced that he was transferred to the backyard to chop wood and fetch water because he was not qualified to ring the bell. The young monk was unconvinced and asked, "Isn't the clock I hit not on time and loud?" The old host patiently told him: "Although the clock you struck was very punctual and loud, it sounded vague, weak and unattractive. The bell is to wake up the addicted beings, so the bell should not only ring, but also be round, thick, deep and far. "

[analysis]

The host in this story made a common-sense management mistake. "Being a monk for a day knocks against a bell for a day" is caused by the host's failure to announce the work standards in advance. If the young monk knew the standard and importance of ringing the bell on the day he entered the temple, I don't think he would be dismissed for being lazy. Work standards are the behavior guide and assessment basis for employees. The lack of work standards often leads to the inconsistency between the efforts of employees and the overall development direction of the company, resulting in a lot of waste of manpower and material resources. Because of the lack of reference, employees tend to form complacency after a long time, leading to slack work. Work standards should be digitized as much as possible, linked with assessment, and pay attention to operability.

Third, the system [story]

There are seven people living together and drinking a bucket of porridge every day. Obviously, it is not enough to drink porridge every day. At first, they drew lots to decide who would share the porridge, one serving a day. So every week, they are full only one day, that is, the day of porridge sharing. Later, they began to elect a noble person to share the porridge. Power will lead to corruption, and everyone began to try their best to please and bribe him, making the whole clique filled with smoke. Then everyone began to form a three-person porridge Committee and a four-person selection Committee, attacking each other and wrangling, and the porridge was cold in their mouths. Finally, I came up with a method: divide the porridge in turn, but the people who divide the porridge have to wait for everyone else to pick up the last bowl left. In order not to eat the least, everyone tries to distribute it equally, even if it is uneven, you can only admit it. Everyone is happy and kind, and life is getting better and better.

[analysis]

The essence of management lies in "reason" rather than "management". The main responsibility of managers is to establish a reasonable game rule similar to "share porridge in turn, and then take it after sharing", so that every employee can manage himself according to the rules of the game. The rules of the game should give consideration to the interests of the company and the individual, and unify the individual interests with the overall interests of the company. Responsibility, power and benefit are the three pillars of the management platform, which are indispensable. Without responsibility, the company will corrupt and then decline; Without rights, the executive power of managers becomes waste paper; Without welfare, employees' enthusiasm will be reduced and they will walk slowly. Only when managers build a platform of "responsibility, power and benefit" can employees "cross the ocean and show their talents"

Fourth, the example [story]

During the Spring and Autumn Period, there was a prison official named Li Li in the State of Jin. When he tried a case, he listened to the one-sided words of his subordinates, which led to a person's wrongful death. After the truth came out, Li Li was going to make amends by dying. Jin Wengong said: There are high and low officials and heavy punishments. Besides, this case is mainly the fault of the clerk below, not yours. Li Li said: "I generally don't tell the following people that we came to be this official together, and I don't share the salary with the following people." Now I have made a mistake and put the responsibility on the following staff. What should I do? "He refused to listen to Jin Wengong's persuasion and died.

[analysis]

Correct yourself first and be a man in advance. Managers must set an example if they want to manage their subordinates well. The power of demonstration is amazing. Not only should we be brave enough to take responsibility for our subordinates like our ancestor Li Li, but we should also put ourselves first and be strict with ourselves, so as to "do to others what you don't want others to do to you". Once the prestige is established among employees by setting an example, they will unite from top to bottom and greatly improve the overall combat effectiveness of the team. Those who win people's hearts win the world, and being a leader admired by subordinates will make management get twice the result with half the effort.

Verb (short for verb) competition [story]

Hundreds of sika deer once bred in a foreign forest park. Although the environment is quiet, the water plants are abundant and there are no natural enemies, after a few years, the deer herd not only failed to develop, but fell ill and died, and even experienced negative growth. Later, they bought some wolves and put them in the park. Chased by wolves, the deer had to run nervously to avoid it. In this way, in addition to the old, the weak and the sick, the physique of other deer is increasing day by day, and the number is also increasing rapidly.

[analysis]

A rolling stone gathers no moss. People are born with inertia. Without competition, they will rest on their laurels and sleep. Competitors are wolves chasing sika deer, so that sika deer can always know the position of wolves and companions. The sika deer that runs in front can get better food, and the sika deer that runs at the end becomes the food of the wolf. According to the market rules, reward the "first deer" and let the "last deer" be eliminated by the market.

Intransitive verb communication [story]

Linklater, a famous American host, visited a child one day and asked him, "What do you want to be when you grow up?" The child naively replied, "I want to be the pilot of the plane!" " Linklater then asked, "What would you do if one day your plane flew over the Pacific Ocean and all the engines died? "The child thought for a moment and said," I will tell the people sitting on the plane to fasten their seat belts first, and then I will hang up my parachute and jump out. " When the audience at the scene laughed, linklater continued to observe the child to see if he was a smart-ass guy. Unexpectedly, two lines of tears welled up in the child's eyes, which made linklater realize that the child's sympathy is far from words. So linklater asked him, "Why are you doing this?" The child's answer revealed a child's sincere thought: "I'm going to get fuel, I want to come back!" " !" .

[analysis]

Do you really understand what your people said? Do you also habitually use your authority to interrupt your language? We often make the mistake of commenting and guiding according to our experience before our men have finished their own things. On the other hand, if you were not a leader, would you still do it? Interrupting other people's language, on the one hand, is easy to make one-sided decisions, on the other hand, it will make employees feel lack of respect. After a long time, men are no longer interested in giving real information back to their superiors. When the feedback information system is cut off, the leader becomes "lonely" and the decision-making becomes "blind". Keeping smooth information exchange with your employees will make your management like a duck to water, so as to correct the mistakes in management in time and formulate more practical plans and systems.

Seven. Guidance [story]

Once, Kanmi, a Japanese kabuki master, played an ancient hiker. He deliberately untied his shoelaces before going to the stage, trying to show the fatigue of the people after a long journey. A reporter happened to go backstage to interview that day and saw this scene. After the play, the reporter asked Kami, "Why didn't you teach the students at that time? They didn't loosen their shoelaces. " Kami replied, "There are many opportunities to teach students acting skills. In today's situation, the most important thing is to keep them enthusiastic. "

[analysis]

Improving the quality and ability of employees is an effective way to improve the management level. Learning is conducive to improving team execution and enhancing team cohesion. Hands-on on-site guidance can correct employees' mistakes in time and is one of the important forms to improve employees' quality. But the guidance must pay attention to skills, just like Master Kangmi, to protect the enthusiasm of employees. Managers must avoid lesson-based guidance and encourage employees to improve their professional quality. In addition to on-site guidance, training, exchange meetings, internal publications, business competitions and other forms can be comprehensively used to motivate employees to continuously improve their own quality and professional level and form a positive learning team.

Eight, exercise [story]

A man caught a baby eagle in Ying Chao at the top of the mountain. He took the baby eagle home and put it in the henhouse. Eagles and chickens peck, play and rest together. It thinks it is a chicken. The eagle has grown up and its wings are full. The owner wants to train it into a falcon, but because it is mixed with chickens all day, it has become exactly like a chicken and has no desire to fly at all. The host tried all kinds of methods, all to no avail. Finally, he took it to the top of the mountain and threw it out. The eagle fell like a stone and flapped its wings desperately in panic. In this way, it finally flew!

[analysis]

Everyone wants to prove his worth with his own ability, and his men are no exception. Giving them more space to display their talents is the greatest respect and support for them. Don't be afraid of their failure, give appropriate support and guidance, let your "eagle" fly and let them soar in a wider sky. If it's a monkey, give them a mountain to toss. If it's a dragon, give them a big river and let them flutter. Their growth will make a greater contribution to your work. Their growth will push you further.

Nine, play [story]

A famous entrepreneur is giving a talk. When the audience asked about his most successful practice, he picked up the chalk and drew a circle on the blackboard, but it was not perfect and left a gap. He asked, "What is this?" "Zero", "circle", "unfinished business" and "success", the audience under the stage replied noisily. He was noncommittal about these answers: "In fact, this is only an incomplete period. You asked me why I achieved brilliant results. The reason is simple: I won't do things perfectly, just like drawing a full stop. I must leave a gap for my subordinates to fill. "

[analysis]

Hands-on, is to stifle the wisdom of employees, often counterproductive. In the long run, employees tend to become lazy, their sense of responsibility is greatly reduced, and all the responsibilities are pushed to managers. In severe cases, employees will be bored, and even if there are mistakes in their work, they are unwilling to bring them up with managers. Besides, no one is perfect, and personal wisdom is limited and one-sided. Draw a blueprint for employees, leave room for employees, let employees give full play to their wisdom, and they will draw better. Let employees participate more in the company's decision-making affairs, which is an affirmation to them and a spiritual demand to meet employees' self-worth. Give employees more responsibilities and rights, and they will achieve unexpected results.

Ten, bone spurs [story]

When Napoleon was hunting, he saw a boy fall into the water, struggling desperately and calling for help. This river is not wide. Napoleon didn't dive to save talents. Instead, he pointed a shotgun at the drowning man and shouted, If you don't climb up by yourself, I'll kill you in the water. Seeing that it was useless to ask for help, the boy added another layer of danger, so he worked harder to save himself and finally swam ashore.

[analysis]

Treating employees with poor consciousness and blindly creating a good soft environment for him and helping him may not necessarily make him feel the importance of "radish", and sometimes it is inseparable from the threat of "stick". Threatening them with your authority occasionally will stop their passive and lax mentality in time and inspire them to play their potential. Employees with strong self-awareness also have times of satisfaction, stagnation and depression, and they also have dependence. Appropriate criticism and punishment can help them recognize themselves and re-inspire new work morale.