Employees frequently change jobs, their loyalty is not high, their execution is low, the team's fighting capacity drops sharply, and their performance is difficult to achieve. This is a problem faced by almost all enterprises in China.
As a result, the topic of executive power has also become one of the key points of management. To solve this problem, some people say that welfare benefits should be improved, some people say that employees should be paid more attention, some people say that training should be strengthened, some people say that corporate culture should be shaped, and so on. According to the author's practical training experience, all the above factors are very important, but they are too superficial to see the essence of the problem. Behind the poor implementation, there are actually deeper reasons. If you can't find this reason, any training on execution is "treating the symptoms rather than the root cause"; If the root cause is found, then the above factors can play a icing on the cake effect.
Three key words that must be paid attention to in improving execution
The improvement of execution is the result of a systematic function, which cannot be solved by simple short-term training such as performance appraisal, target management and time management. It is true that these trainings are beneficial to the improvement of execution, but as mentioned above, problems will eventually arise if the essence of the problem is not seen and the symptoms are not cured. This is also where many managers are confused: training has also been carried out and performance appraisal has been changed, but implementation just can't go up because there is no "root cause".
In order to fundamentally improve the execution, we must pay attention to three other important factors:
mankind
Nowadays, management pays more attention to process, assessment, performance and standards, but ignores the most basic element-people. Under the premise that people's problems have not been solved, any pursuit of technical management means will be to give up the essentials.
loyal
Loyalty is the key to execution. Without loyalty, there is no execution. Some people use the analogy of the executive power of the army to emphasize the importance of the system. In my opinion, enterprises are not military industries, but are qualitatively different. It is impossible for all enterprises to implement military management, and not all employees are willing to accept military management of enterprises. Discipline and system are the first in the army, and soldiers emphasize obedience more, but this is not the case in enterprise management. If an employee doesn't want to work in this company at all, then all his work is a passive response to some kind of interest or pressure (such as salary, performance, etc.). ), his initiative was completely lost. If you work with such a mentality, you will naturally fail to do your work well. It is conceivable that the execution force forced by pressure may be effective in the short term, but in the long run, it will inevitably lead to complaints from employees and the implementation will be unsustainable.
All enterprises and managers like loyal employees. But have we ever wondered: Why should employees be loyal to the company? Is it because the company gives employees better benefits, better working environment, harmonious interpersonal relationship, or more room for development? We often say "career keeps people", so what kind of career can keep people? Can your career keep all the people you want to stay? What exactly are employees loyal to? If these problems are not solved, loyalty will become the wishful thinking of the boss.
Middle manager
Many enterprises are emphasizing top leaders and grass-roots employees, while ignoring the role of middle managers. Gallup survey shows that an important factor for the success of excellent enterprises is that there are a large number of excellent middle managers. If the implementation of the strategy depends on the grass-roots staff, then the middle manager is the department commander. If the commander-in-chief is incompetent, then the performance of the grassroots will be in a mess. Excellent middle managers are the foundation of sustainable development of enterprises. Relevant statistics show that 80% of the competitiveness of enterprises is produced by middle managers who account for 20% of enterprises. Therefore, most excellent companies regard cultivating excellent middle managers as an important task of enterprise development. One of the most serious problems faced by domestic enterprises is the lack of excellent middle managers.
How to effectively improve the management level of middle managers has become a top priority for enterprise development!
After understanding the above three key themes, we analyze them from the four dimensions of "selecting people-employing people-educating people-managing people" to find out why loyalty and execution are the two most important and troublesome issues in China's enterprise management, and how to deal with them, so as to fundamentally bring about the improvement of management and the leap of execution.
I. Selection of candidates
The implementation of the strategy depends on the team, and the selection of people is the first step in the formation of the team. Therefore, selecting people is the source of efficient management. If something goes wrong at the source, there will definitely be "side effects" in the future.
Many people are selecting people according to traditional criteria such as experience, education and major. These factors are important, but can they solve the problems of loyalty and execution?
As mentioned above, loyalty is the premise and foundation of implementation. Without loyalty, there is no execution. Enforcing according to standards and performance will only make employees complain; At the same time, this state of "passive work" under the pressure of system and assessment will only make them "pass" rather than achieve Excellence. If everyone stays at the passing level, then the performance of the enterprise can only be "passing". This standard can only maintain the survival of enterprises, but it is far from development, let alone core competitiveness.
Then, we have to ask: What are employees loyal to? What is the premise of loyalty?
Employees will never be loyal to the enterprise, but only to their own careers. It is not difficult to find that in enterprises, especially private and private enterprises, top managers are often the most loyal, stable and efficient. This happens because the company's occupation is consistent with its own. The company is the platform to realize their ideals and ambitions. They are not loyal to the enterprise, but to the cause. This also applies to ordinary employees. No one will be loyal to the enterprise, only to their own cause. If this enterprise can provide employees with an effective platform to realize their career ideals, then employees will link the company's values, goals and missions with their own values, thus establishing a strong sense of professional belonging and goal. The firm degree of employee loyalty established on this basis is self-evident. Once the platform for realizing career disappears, loyalty will become a dead letter.
This involves the first criterion of talent selection, namely "target matching". This kind of goal refers to the professional goal. For example, a company is a first-class enterprise in the field of marketing consulting, and someone just wants to be a professional in the field of marketing, so for this person, this company is the ideal place to realize his career. Similarly, for the company, such employees are undoubtedly the best candidates. The company's goals and personal goals match and suit each other. Only on this basis can the employment relationship be more stable and loyal. At the same time, because of clear goals, employees' development is more active, and their working status has changed from "passive response" forced by rules and regulations and performance appraisal to "active enterprising" to realize their career ideals. There is an old saying in China, "No common goal, no common goal". This "Tao", in a small way, refers to the goal of * * *. On the big side, in McKinsey's words, it is called "* * * values are consistent"; In the words of Peter Senge, it is called "* * * similarity and difference". It is self-evident that a group of like-minded people are striving for the same goal, thinking in one place and making efforts in one place. The employee relationship based on the same goal is also more stable and loyal. This is the reason why the senior management is the most stable, loyal and strong in execution.
The second criterion of talent selection is "advantage matching". It is not difficult to find that some people do the same job, the same responsibilities and the same training, and they can do well without much effort, while some people can hardly achieve satisfactory results no matter how hard they try. In this case, we often think that the laggards lack enough energy and do not work seriously, which leads to low performance. This is definitely a misunderstanding. Every job needs people with different abilities to do. For example, salespeople need to have active consciousness, good interpersonal relationships and the ability to cope with changes, while administrators need to have enough patience and stability. If administrative personnel are allowed to do marketing, they cannot effectively cope with market changes; Similarly, if the salesperson is asked to do background services such as administration, he will be discouraged. Therefore, people with different advantages are needed for different jobs. We often pay attention to make up for people's shortcomings (at this point, the "barrel theory" is more popular), but ignore people's strengths. This is a big misunderstanding of China enterprises in employing people. Gallup's survey also proves that giving full play to people's strengths can bring more value than making up people's shortcomings.
Therefore, "selecting people" is the source of efficient implementation. If this link is not well grasped, the improvement of "execution" will be greatly reduced. This is also a link that the author emphasizes most when training for enterprises.
Second, choose and employ persons
After the problem of "selecting people" is solved, the second major problem we have to face is how to select people. Employing people is the follow-up work of selecting people. The wrong idea of employing people will not only create more value, but also lead to the loss of outstanding talents.
As a manager, I believe many people have read or are reading Drucker. No matter "Effective Manager" or "Management Practice", we can learn the nutrients we need from it. But at the same time, it is inevitable that many people don't know Drucker. Many people have learned the management concepts of time management, target management, performance management, organization management, process management, system management, etc., and are constantly improving. Undoubtedly, these management methods and concepts will bring about management changes and achieve results in a short time. However, we still find that after a period of time, the problems still exist, the execution is still low, the turnover rate of employees is still a headache for managers, and it is still difficult for enterprises to build sustainable competitiveness.
We can't help asking: Have we really learned the "God" of master management?
There is no doubt that the implementation of the strategy depends on the team, and selecting people is the first step in the formation of the team. The most direct goal of "selecting people" is to correctly "select people" and realize the matching of people and posts. So, Drucker pointed out at the beginning of the fourth chapter of Effective Managers:
"If managers want to use their talents, the first hurdle they face is the selection of people. The appointment and promotion of effective managers is based on a person's ability. Therefore, his employment decision is not about how to overcome people's shortcomings, but how to play people's strengths. " "Effective managers can make people play their strengths." "Giving full play to people's strengths is the sole purpose of the organization. "
In Chapter 22 of Management Practice, he also emphasized that "all enterprises should take the job placement of employees as the top priority, and job placement is still very important no matter where enterprises use advanced technology." The story of IBM in the book illustrates this very important problem: put everyone in the most suitable position.
The reason why we put everyone in the most suitable position is not difficult to understand: only by working in a position where we can give full play to our own advantages and strengths can we do a good job to the greatest extent; And this is the source of our sense of accomplishment. This sense of accomplishment will constantly give us motivation to work, make our work better and better, and create greater value. If the work we do is not what we are good at, most of it ends in failure, or the performance is not satisfactory, then compared with other people with better grades, we will not be praised, let alone get a sense of accomplishment and satisfaction from our work, but will be depressed, discouraged and disappointed. Working in this state will make the work worse and worse, and the worse it is, the less it will be recognized, and eventually it will fall into a vicious circle.
For a long time, we all believe that "diligence can make up for our own shortcomings", "grinding into needles" and "barrel theory" too much, and turn a blind eye to everyone's natural advantages and disadvantages. Imagine if Zhuge Liang was made a general to kill the enemy and Zhang Fei was made a strategist to plan. What kind of result will this be?
In this world, there are no generalists and no people who are unavailable. The key is where it is used. The reason why "advantage matching" is emphasized in the process of "selecting people" is to find that people's advantages and strengths are consistent with the core competence required by the job. This is also the basis of correct employment.
Third, educate people.
It is the key to enhance competitiveness to continuously improve the comprehensive quality of employees through the correct way of educating people. The most common way to educate people is training. But the biggest problem in training is that we often pay attention to the training of professional skills, while ignoring the training of middle-level management ability and grassroots comprehensive professional quality.
The promotion and promotion of personnel in existing enterprises are mostly based on performance appraisal. People with good performance (I call them "business tycoons") will naturally be promoted to managers, especially middle managers, and most of them are promoted in this way. This way is understandable, and it is also the most common and direct way. At the same time, however, we are faced with another problem: after the capable people are promoted, the team combat effectiveness of their employees has not been improved as a whole. The most common situation is that the supervisor can't effectively manage his subordinates, which leads to the decline of the overall combat effectiveness of the team. Resignation of employees happens from time to time, which often has a great relationship with the supervisor. In the case of poor management, brain drain and loss of team execution, the supervisor is branded as a "talent killer".
There are not a few things that lead to the decline of the overall execution of the team because of the management level of the supervisor. But companies often don't realize this. They think that a person with high professional level will naturally become a good manager, but it is not. The transformation from business personnel to excellent managers is tantamount to a transformation. If there is no suitable method to cultivate its effective and practical management ability, the "business giant" will undoubtedly become a "management dwarf". The limited management level of "mainstay" will undoubtedly become a "short board" for the implementation of enterprise strategy. Therefore, in addition to business skills, the cultivation of middle managers' management ability is the first focus of educating people.
The second focus of educating people is the cultivation of the comprehensive professional quality of ordinary employees, which the author calls "soft skills" cultivation. This is also the most neglected place for many enterprises, and it is also a part of the content that I strongly recommend enterprises to add to all training courses. In enterprises, it is not difficult to find that some people still lack basic professional qualities, including interpersonal skills, effective communication skills, positive workplace mentality, ways to communicate with superiors/bosses, and so on. We usually call this invisible and intangible ability "soft power". After entering the company, most grass-roots employees will have certain expectations for future development. However, if you haven't seen the space for career development and promotion after two years at the grass-roots level 1-2, you will probably feel lost psychologically. And this kind of bad mentality brought to work will undoubtedly greatly affect the effect of work. Therefore, in addition to professional skills training (teaching them how to "do things"), we should also add "soft skills training" (teaching them how to "be a man"). Only by learning to be a man first can we "do things" correctly and actively. Therefore, the training of "soft skills", especially the relevant training for grass-roots employees with the theme of personal growth and promotion, will effectively adjust employees' mentality, improve their overall professional quality, and be more welcomed by employees. If employees generally have this "soft power", it will undoubtedly enhance the overall competitiveness of enterprises. Because first-class employees are the most important cornerstone of building a first-class enterprise.
Fourth, the administrator.
For management, some people say it is complicated, while others say it is simple. As for how to carry out effective management, as said at the beginning of the article, some people say that companies should provide good treatment for employees, some people say that companies should create a good working atmosphere for employees, and others say that they should pay more attention to employees and shape corporate culture. These methods mentioned above are undoubtedly helpful to management. But a realistic question is: how do good ideas land? For example, if the treatment is good, what kind of treatment will employees be satisfied with? Can the company bear and be willing to bear the sudden increase in operating costs caused by improved treatment? Why can't the employees who should leave stay after the salary is improved? For example, a good atmosphere, then, what kind of atmosphere is positive? All interpersonal relationships are good, and no one wants to offend anyone, but no one does anything. Is this atmosphere good? But for example, a good corporate culture, then, where is the breakthrough of corporate culture construction? Speaking of action, how to refine the implementation? How to translate it into the improvement of employees' execution? Is culture meaningful for the sake of culture?
The problem of management is simple to say, but if you can't find a method, it is still very difficult to implement and has no effect. According to the training experience and practical experience of many companies, combined with the concrete application of a large number of management theories and methods, I found that management is actually a very simple problem. As long as you master the rules of management and want to achieve good results and improve execution, it is easy to see the results. We often say that "management needs benefit". If the management is not good, there will be many problems and the benefits will be out of the question.
The so-called management, the author believes that its core lies in "reason" rather than "management". However, the local management mode in China is a bit of putting the cart before the horse: it is more inclined to formulate various rules and regulations, trying to force people to obey through various "management" means, but ignoring the concern for human nature. As a result, the more problems they manage, the less efficient they are.
According to the author's experience, there are two most scientific and practical management methods: one is Gallup's Q 12 management questionnaire, and the other is the disk behavior pattern theory, which is also the basis of refined management. The future management will definitely develop in the direction of fine management, and the traditional extensive management will be greatly challenged. In the future, the competition among enterprises must be management competition, which is also the foundation of achieving first-class enterprises. No matter P&G or GM, the reason why they can become world-class first-class brands lies in the first-class management concept. But at this point, local enterprises are much worse. Even to put it bluntly, a large part of local enterprises simply don't know what management is.
1), Gallup Q 12 management questionnaire.
Among all the management methods, management concepts and management tools, I think this is the best and the most effective.
Gallup's Q 12, in short, is 12 dimension to measure the management advantage of an enterprise. Contains 12 questions. To evaluate whether a manager is excellent or not, it is mainly to measure this 12 index. It should be noted that this 12 question is evaluated by employees. If a manager wants to get a higher evaluation from employees, then he needs to think about his own management from the latitude of 12 in his daily management work.
1. Do I know my job requirements?
2. Do I have the materials and equipment needed to do a good job?
3. At work, do I have the opportunity to do what I do best every day?
Have I been praised for my excellent work in the past six days?
5. Do I think my supervisor or colleagues care about my personal situation?
6. Is there anyone at work who encourages me to develop?
7. Do I feel that my opinions are taken seriously at work?
8. Does the company's mission objectives make me feel that my work is very important?
9. Are my colleagues committed to high-quality work?
10. Do I have a best friend at work?
1 1. Has anyone talked to me about my progress in the past six months at work?
12. In the past year, did I have the opportunity to learn and grow at work?
It should be emphasized that Gallup's core idea is the theory of superiority, which is completely opposite to China's traditional "barrel theory". According to this theory, positioning around the unique advantages of individuals and enterprises is the most effective, which is what China people often say. Gallup believes that in order to manage good people, we must first use people correctly. Giving full play to people's advantages is the foundation of management. Only the work that can give full play to the advantages of employees can get the best results (which is why "advantage matching" is emphasized when selecting people). On the contrary, China's management believes that "as long as the effort is deep, the pestle is ground into a needle". After training and hard work, anyone can be competent for any job assigned to him by his superiors. This is also the biggest problem in the management of China.
Q 12 management questionnaire is not only suitable for middle-level to grass-roots management, but also suitable for high-level to middle-level management. Its greatest significance for management lies in its practicality, systematicness and operability. Although there are only 12 questions, the essence of management is vividly reflected. Whenever you don't know how to manage efficiently, as a manager, you should carefully compare this 12 question and seriously reflect on what you have done.
2) Disc behavior pattern theory and refined management.
If the core of Gallup theory lies in giving full play to people's advantages, then the core of disk theory lies in how to adopt different management methods for different people. This is also an important embodiment of refined management. Extensive management methods cannot be effective for everyone. For example, some people are afraid of criticism, while others are more frustrated and brave; Some people are afraid of change, and some people keep trying new things and challenging the limits. All this is closely related to the individual's natural personality. If you don't pay attention to this, the effect of managing all people with different personalities in the same way will definitely be greatly reduced.
We often say that the most important performance of refined management is to adopt different management methods according to different personalities. In this regard, CD-ROM provides an important foundation for our management. Especially in team building, the advantages are more obvious. At the same time, because DISC reflects the behavior pattern of individuals in the actual work situation, it is more instructive to actual management.
Disc theory divides people's personality into four types according to different latitudes: type D-dominant/controlling; Type I-active/sociable; S-type-stable/supporter; Type c-perfect/obedient. In an organization, people with different personalities will get different results when they are combined. The poor performance of many teams has a lot to do with the beginning of the team formation. We often mention the Tang Priest team as a typical case of team formation. The reason why this is a good team is that the members have complementary personalities and give full play to their respective advantages and functions, and no one can replace anyone: the Monkey King is a typical D-type person with clear goals, and sticks to the mission of protecting Tang Priest's scriptures and never fails to do so. He made sure that the team would never forget his goal. If there is no such person in the enterprise, then the enterprise will be divorced from the goal of progress, no one will take the initiative to lead the team forward, and the combat effectiveness of the whole team will be reduced. Pig Bajie is a typical type I person. Although he has some bad habits, the atmosphere of the whole team will be greatly reduced without him. Good working environment and working atmosphere are also one of the essential factors. Friar Sand is a typical S-type person, and the heavy responsibility of fasting and carrying heavy burdens falls on him. If there is no such person in the team, then no one is willing to undertake the daily service work. Tang Priest is a typical type C person. He thinks twice before acting, and likes to follow the rules. Without him, employees like the Monkey King would be hard to control and the discipline of the whole team would be destroyed. If there is no discipline, people make mistakes every day, and the implementation effect can be imagined. Type D people account for 3% of the total population. In an enterprise, there are too many type D people, so everyone will tell each other what to do and even fight. Type I people account for 12% of the total population. If there are too many, the whole office will be too noisy. Type S people are the most, accounting for 69%. If it is too little, no one will do anything. Type C people account for 16% of the total population. When there are many people, everyone will haggle over every ounce and don't understand each other. Nervous interpersonal relationships can also affect work mood. (The CD theory is not as simple as that mentioned above. Limited to space, I won't elaborate here. )
We often say that character determines fate. So is management. Only by arranging people with different personalities in different posts and giving full play to their advantages can we achieve better results. Traditional management, in this respect, is undoubtedly too inadequate.
The above four links are all important factors to enhance loyalty and execution. We emphasize once again that execution is not the goal, but the result. When the process is in place, the result of efficient implementation will naturally come.
How to treat the promotion of traditional six elements to execution?
These factors include salary, performance appraisal, rules and regulations, process management, target management and corporate culture. These six factors are also the most frequently mentioned factors by people in the consulting field. However, the author did not pay special attention to these six factors in the article, because these factors were either covered in the above four steps or did not play a decisive role in improving execution.
1, salary.
Salary is one of the core elements that employees are most concerned about, but relying on salary to improve loyalty and execution, the most direct impact is to increase the company's operating costs, which is undoubtedly unwilling to see by managers. Moreover, Gallup's case study shows that the turnover rate of employees who stay because of salary and treatment is still as high as 80% after one year. But compared with the same industry, the salary should not be too low, otherwise it will directly affect the enthusiasm of employees.
2. Performance appraisal.
The means of performance appraisal are endless, and its purpose is to force employees to act according to the company's predetermined goals in a "management" way. Although performance appraisal can improve execution to a certain extent, these are "passive coping" behaviors made by employees under pressure. Working with a "coping" mentality is far less efficient than "taking the initiative". If employees are unwilling to "cope", then they will choose to leave, and employee turnover is inevitable. A certain employee turnover is normal, but if it exceeds this range, it will bring greater losses. If it is the loss of core employees, the loss can be imagined. If the enterprise "manages" too many employees, employees' satisfaction with the enterprise will gradually decrease, and they may even be full of "resentment" against the enterprise. Losing a solid employee base will undoubtedly bring challenges to the long-term development of enterprises.
3. Rules and regulations.
"If you don't follow the rules, you can't go around the circle." The purpose of rules and regulations is to stimulate people's enthusiasm, not to ignore human nature. However, the understanding of local enterprises in this respect is a bit put the cart before the horse.
4. Process management.
The purpose of process management is to optimize the business operation process of enterprises and create more benefits. The core of process management is not the process itself, but the "people" in each process. If "people" can't manage it, process management will become passive water and a tree without roots.
5. Management by objectives.
The first question of Galloge Q 12 management questionnaire is management by objectives. I won't go into details here.
The above five aspects are the necessary conditions that affect the improvement of execution and the effective management of enterprises, and belong to external causes (external causes). Although these five external factors are important, they are not enough to ensure the promotion of loyalty and execution. Business competition is like a game. Gallup believes that the above factors are just your tickets. They can accept you, but they can't help you win.
6. Corporate culture
This is already a word that has been a bit flooded by consulting companies and so-called corporate culture "experts". What needs to be explained here is that corporate culture is the natural accumulation of long-term management style and excellent management concept, which is far from being as simple as shouting slogans, posting slogans, making several inflammatory speeches and training. Culture for the sake of culture is totally meaningless. Corporate culture is not an intangible thing. There should be a specific foothold, which is reflected in the specific daily operation and management of the enterprise. It is not a goal, but a result. Although the four links mentioned above do not directly reflect the construction of corporate culture, these four steps have undoubtedly laid a perfect and systematic foundation for the construction of excellent corporate culture: from selecting and employing people to educating and managing people, they have formed an excellent foundation based on the same values, driven by the growth of employees and based on the premise of "people-oriented management"
(In addition to the above six factors, it may also involve strategic objectives, organizational structure, financial support and other factors. In this regard, the author's point of view is that the strategic goal has been solved in the step of "management by objectives", the problem of organizational structure belongs to the extension of process optimization, and the problem of financial support is more reflected in the extension of the second question of Gallup Q 12 management questionnaire. )
How to treat "four links" and "six elements"
In actual management, what we see more is that enterprises pursue "six elements" and enjoy it, but forget to pay due attention to "four links". It is not difficult for us to see that the "six elements" are the "external factors" that affect the improvement of enterprise execution, and they are "temporary solutions rather than permanent solutions"; The "four links" are based on improving the internal system operation of enterprises, which is the "internal cause" and the "fundamental reason" that affects the improvement of execution. Under the premise that the "internal cause" is not well solved, chasing the "external cause" is tantamount to dreaming. Such management and practices are tantamount to giving up the basics. The promotion of employee loyalty and execution that ignores "internal factors" can only be "treating the symptoms rather than the root cause".
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