Experience of leadership executive training
. What's your opinion?
If strategy is the rudder, then execution is the indispensable energy to reach the other side. The two complement each other and are indispensable. If we must divide the proportion of its importance, I think success = 95% implemented 5% strategy. As an enterprise, if the problem of execution is not well solved, no matter how grand the blueprint is, it will become a flower in the mirror and a moon in the water. Many enterprises have the same strategy, but their performance is quite different. They have a good idea, but they are wrong, but they are wrong ... This is the biggest management black hole that many enterprises are facing at present-we must pay attention to and solve this problem, and it is a continuous project, which will change with the changes of the times and personnel. It is not too much to regard execution as the most important core competitiveness of an enterprise.
The strategy and tactics of an enterprise are easy to copy or imitate, however, the execution of an enterprise is not so easy, and it must be built and cultivated bit by bit. You have no choice but to pay enough attention to it. In addition, if we want to evaluate the quality of enterprise strategy and tactics, the key depends on whether the enterprise has the matching execution ability or whether there are suitable execution talents, otherwise the evaluation of strategy and tactics will lose its substantive significance. In a word, enterprises must regard execution as an important task at any stage, and execution is the foundation of everything in enterprise development.
2. What is the key or core of enterprise execution construction? How to evaluate whether an enterprise is strong in execution?
Many years' research and practice on the executive power of enterprises have found that good executive power comes from a good system, and even more from an excellent corporate culture. In order to have sustained and stable execution, we must pay attention to the construction of system and culture. Improving executive ability is inseparable from training employees' quality and ability, but it is much better to establish a suitable and effective system and a strong executive culture-this is a long-term project, whether you accept it or not.
The key to judge whether an enterprise has strong execution depends on the result-whether it has reached the set goal, not the execution process. The result is the best and only criterion to judge the strength of execution-no matter how wonderful your process is. For example, to evaluate the quality of an employee is not to see how good his work attitude is, but to see how much value he has created. Enterprises only pay for the results, and employees live by the results. Without creating value for enterprises, there will be no results. That's theft-taking money that you shouldn't have taken. Therefore, the strong execution of an enterprise does not depend on how hard you work, nor on whether you are willing to work overtime, but on whether you have created greater value than others. Is the basic bottom line of implementation. Without valuable contributions, it is meaningless to talk about execution.
3. Leadership determines execution, and execution ensures leadership. The two promote each other, so how to deal with the connection between leadership and execution and truly realize the implementation of execution? Can you give me an example?
In a sense, the executive power of employees is equal to the leadership of managers, and a good leader can bring out a strong executive team.
Feelings and experiences
Experience of leadership executive training (). It comes from clear goals and responsible persons, immediate encouragement, strict assessment, smooth communication and effective counseling, all of which are important categories of leadership.
For example, once upon a time, a scholar was awakened by mosquitoes at night and said to his wife who slept next to him, "Ralph was sucked by poisonous insects." As a result, my wife didn't respond, as if she didn't hear it. Then, the scholar repeated loudly: "Ralph was sucked away by poisonous insects", but his wife still didn't respond. At this time, the scholar, as a traditional idea of male chauvinism, flew into a rage and said, "Old woman! Get up, your husband was bitten to death by mosquitoes. " The wife heard the noise and quickly got up and drove away the mosquitoes. It is not difficult to see that at the beginning, the wife didn't do anything because she didn't understand, and even thought her husband was singing poetry in his dream. Similarly, many employees who seem to lack execution in enterprises are actually inseparable from the management of objectives, responsible persons, standards, interests and other aspects, of course.
The implementation of execution is not in employees, but in managers. The stronger the leadership, the stronger the execution, and the execution of enterprises is the best standard to evaluate leadership. It is not a simple training and education, nor is it achieved overnight.
4. There are many factors that lead to the lack of enterprise execution, too many management links, long management chain and low overall quality of employees. What do you think of this problem?
The problem of employees' execution is actually caused by managers. In addition to the above, it also includes managers' own work. For example, whether the management system is sound or not, it gives employees the opportunity to find reasons and excuses. If employees are looking for reasons and excuses, it at least shows that the system of the enterprise is not perfect. Managers should pay attention to the establishment of a sound system and improve the execution of employees. In addition, the policy itself is not executable. When making strategic goals, leaders should match their time and space background, humanistic environment and employees' execution, and set what kind of strategic goals you have. Secondly, assigning tasks does not mean completing the work, which requires the personal participation of leaders. It is wrong to attribute the responsibility of implementation directly to subordinates and think that the poor implementation of strategies and systems is the problem of subordinates. At the same time, the manager's own work is also very important. The ancients said: Irregular and disobedient; A crooked stick will have a crooked shadow. Leaders should lead by example; In modern enterprises, managers should be more so. The executive power of the leader is the upper limit of the subordinate's executive power.