Busy with trivial matters every day, I seldom think about directional problems.

Everyone in the company was busy for a while before, but the performance was not satisfactory.

A good leader is not simply recruiting people, increasing equipment, or cultivating the ability of subordinates to do things, but analyzing why they are so busy and where the problems are.

For example, if the product line is too long, the product will be made, and the customer will customize the development if there is demand. While ignoring the positioning of the enterprise itself. There is no classification of customers. Which customers match the goals of the enterprise, what is the strength, loyalty and potential of the customers, and whether they are willing to seek common development with the enterprise. Wait a minute. This will redefine the product line, such as those with large sales volume, high profit and high repeat purchase rate, and cut off some non-key products.

This is actually a matter of company strategy. This is a question of directionality.

2. I don't know how to motivate.

In some companies, the work efficiency of employees is very low, and employees complain a lot, which can't improve morale. The company is full of negative energy, employees complain about managers, managers complain about employees, employees complain about the company, and the company blames employees for not contributing.

Then the company took some measures, such as improving the company's welfare treatment, increasing punishment and controlling the behavior of employees. Or pull all employees out to do a team expansion, hoping to improve the team's cooperation ability. Or take employees to travel from time to time in order to get their gratitude.

But all these management measures, regardless of the cost, have little effect. It even caused resistance from employees. Why? This is because the leaders have no enthusiasm.

Mitchell La Beaufort's The Greatest Management Principle in the World puts forward a simple and effective management principle-reward whatever you want.

La beaufort said that the ten most common mistakes companies make when rewarding employees are:

1. Better results are needed, but reward those who seem to be the busiest and work the longest.

2. Require the quality of work, but set an unreasonable completion date;

3. I hope to have an answer to the radical problem, but I reward the method of treating the symptoms;

4. Only ask employees to be loyal to the company, do not provide job security, and pay the highest salary to new employees and those who threaten to leave;

5, need to simplify things, but reward those who complicate and trivialize things;

6. Require a harmonious working environment, but reward those who can only complain and talk but not practice;

7. Need creative people, but punish those who dare to be independent;

8. Only talk about saving, but reward those employees who consume all resources with the biggest budget increase;

9. Teamwork is needed, but one member of the team is rewarded, while others pay the price for it;

10, need to innovate, but punish unsuccessful ideas and reward those who stick to the rules.

3, strive for success with subordinates, jilt pot to subordinates.

To put it bluntly, there is no responsibility.

A former colleague was a regional sales manager. As long as it is a customer that his salesman runs, he will take over intentionally or unintentionally, which has become his credit. To put it mildly, he has a better chance of winning. But when you calculate your performance, you owe yourself. As a result, all his soldiers were gone.

If there is a problem, it is a subordinate's problem, not his.