Now there is a new saying, three-point strategy, seven-point execution. The level of execution determines the strength of enterprise competitiveness and directly affects the survival and development of enterprises! At present, a key problem that many enterprises feel deeply headache and urgently need to solve is: how to improve the execution of enterprises! Low execution has become a huge black hole that devours many enterprises. The plan is well done, but the specific actions are not implemented. The task is delayed, the sense of urgency is lacking, the implementation process is perfunctory, or although the plan is implemented, it is a helpless performance that runs counter to the original intention of the plan! Generally speaking, from the perspective of management, members at all levels in an enterprise have different thematic responsibilities. Top managers focus on doing the right thing, while grass-roots workers focus on doing the right thing.

Managers of enterprises often have misunderstandings in their thoughts. They believe that the executive power is mainly reflected in the grass-roots workers (executive level), managers are only formulating strategies, and the executive power belongs to the detail level. They believe that their role is to describe the vision of the enterprise, formulate a good strategy and implement it as a subordinate's business. As managers, they only need authorization. This concept is absolutely wrong.

On the contrary, execution should be the most important job for managers.

In fact, managers need to participate in the implementation after formulating the strategy, and only in the implementation can we accurately and timely find out whether the goal can be achieved. Managers can adjust the strategy in time according to the implementation of the strategy, so as to effectively achieve the goal. Managers are the most important subjects of strategy implementation, which does not mean that managers must do it themselves.

The role orientation of managers is very important, that is, while paying attention to their own execution, they should also pay attention to cultivating subordinates' execution.

The improvement of execution should be the business of the whole enterprise, not just the patent of a few managers. The executive power of middle managers, as a bridge between top managers and grass-roots executives, is the key to improve the overall executive power of enterprises.

The theme of the annual meeting forum of Goldman Sachs in 2004 is the executive power of enterprises. Facts have also proved that the executive power of enterprise managers, especially middle managers, should be accelerated, the scale should be expanded and the management should be improved. Besides a good decision-making team, a good development strategy and a good management system, it is more important to have the executive power of middle-level enterprises.

Executive power is the ability of the middle layer of an enterprise to understand and organize implementation. Compared with the positioning of "doing the right thing" at the decision-making level, the positioning of managers as the executive level should be "doing the right thing"; Compared with the positioning of "doing the right thing" for employees at the operational level, the positioning of managers at the senior management level should be "doing the right thing".

It can be said that middle managers are timely executors and leaders. They have played a very good role as a bridge connecting the upper and lower levels. If you don't play well, it is a wall between the top and the grassroots. The approval of various schemes by the decision-making level of enterprises,

It needs strict implementation and organization at the middle level. If the execution of all middle-level teams in the enterprise is weak and does not match the decision-making scheme, then all kinds of schemes of the enterprise can not be successfully implemented.

We believe that most managers are willing to assign tasks and make decisions, but truly effective managers are good at making assigned tasks and decisions be implemented.

To improve the execution of the executive department, we must focus on the managers of this department.

It can be said that a good executive department can make up for the deficiency of the decision-making plan, and the perfect decision-making plan will die in the hands of the lagging executive department. In this sense, execution is the key to the success or failure of enterprise management.

Therefore, the middle managers of enterprises play an extremely important role in the implementation process!

Therefore, how to improve the execution of middle managers and how to effectively implement their plans is an urgent problem to be solved at present.

Key question!

For example, Company A, which we now serve, has many problems in implementation, which are embodied in the following three aspects:

1. height: during the implementation of the project plan, the standard gradually decreases, or even completely goes out of shape, and the farther away from the original standard.

2. Speed: In the implementation process of the project plan, there are often delays, and some work may even be lost, which seriously affects the implementation speed of the plan.

3. Strength: During the implementation of the project plan, the strength is getting smaller and smaller, and a lot of work has been done in an anticlimactic manner, with no result.

First of all, the ability to understand

It is very important to know what the goal is before doing anything, and then to grasp the direction of doing things.

Don't start with a little knowledge. In the end, there is no shortage of strength and work, but the result is half the effort, or even all previous efforts are abandoned. If you think about one thing clearly, it is better to do ten things hastily and get twice the result with half the effort.

Second, the planning ability

When carrying out any task, we should make a good plan, list the tasks in order of priority, and assign them one by one, so that we can see the beginning and end for ourselves. Focus on the future development of the department, and pay more attention to the plans for tomorrow, the day after tomorrow, next week, next month and even next year. In the implementation and audit of the plan, we should grasp the key issues in advance, and we should not affect the important work that should be done because of trivial work. It should be clear that doing 20% of the important work well is equivalent to creating 80% of the performance.

Third, command ability.

No matter how thoughtful the plan is, if it can't be effectively implemented, it still can't produce the expected effect. In order to make subordinates have the same direction to carry out the specified plan, proper command is necessary.

Because of the asymmetry of information, the boss always has more information than his subordinates, including information from the macro market, information from the top management and other support departments of the company; Due to the influence of the position, the boss can formulate and solve the hidden obstacles in execution more easily and quickly than his subordinates.

To command subordinates, we should first consider the distribution and coordination of work, check the corresponding relationship between deployment and work, and consider the way of command. Bad tone or unclear goal are really bad orders. Good command can stimulate the will of subordinates and enhance their sense of responsibility and mission. It should be clear that the highest command art is that subordinates can command themselves.

Fourth, control ability.

Control is tracking and evaluation to ensure the realization of goals and the implementation of plans. Although talking about control will make people feel uncomfortable, the operation of enterprises has its very realistic side. Some things will cause direct and indirect losses to enterprises if they are not controlled in time. However, if the control is too urgent or insufficient, it will also have the opposite effect: too strict control will make subordinates dissatisfied, and poor control may make it difficult to maintain the work discipline at the scene. You know, the ideal control is to let subordinates pass.

Self-control is achieved through target management.

Verb (abbreviation for verb) coordination ability

Any work, if we can make a perfect plan, issue appropriate orders and take necessary controls according to the above requirements, should be successfully completed, but in fact, most of the supervisor's time must be spent on coordination. Coordination includes not only the internal coordination between superiors and subordinates and departments, but also the interests coordination with external customers, relevant units and competitors. Poor coordination between any party will affect the completion of the implementation plan. Obviously, the best coordination relationship is to achieve a win-win situation.

Sixth, the ability to authorize.

Everyone's ability is limited. As a top manager, you can't do everything yourself like a salesman, but you should make it clear that your duty is to cultivate subordinates to grow together, give yourself opportunities and create opportunities for their growth. A person can't achieve his career. Subordinate is a mirror of oneself, and it is also the carrier of a person's intelligence and ability extension. Only by giving subordinates responsibility, power and benefits can subordinates have a sense of responsibility and accomplishment. You should know that people in a department are thinking about things, so that subordinates have motivation and you can let go of your hands and feet to do important things. Why not? Remember that to achieve subordinates is to achieve yourself.

Seven, judgment ability

Judgment is very important for a manager. Business operations are complex, and it is often necessary for the supervisor to understand the cause and effect of passion, so as to find the real crux of the problem and propose solutions. This requires insight into opportunities and planning ahead. What needs to be clear is that only in this way can the crisis be transformed into a turning point and eventually become a good opportunity.

Eight, innovation ability

Innovation is an important symbol to measure whether a person or an enterprise has core competitiveness. In order to improve execution, besides the above abilities, it is more important to have a strong sense of innovation all the time, which requires continuous learning, which is very different from learning based solely on mastering knowledge in universities. It requires everyone to regard the work process itself as a systematic learning process, and constantly discover, study and solve problems from work. The process of solving problems is also a process of innovation.

So we can seriously think about whether there are innovative ways to make implementation stronger, faster and better. It should be clear that there is no limit to innovation, and only innovation can survive.

In addition, the process of a department manager to improve the task execution is actually the process of his own leadership of the department staff.

Because to improve the execution of the executive department, not only managers can complete it, but also all the staff of the department need Qi Xin's cooperation. In the final analysis, it is necessary to improve leadership to improve execution and improve leadership. So how can we improve leadership?

In addition to improving the above eight abilities,

There are two most important points:

1. Learn to look at the enterprise from the boss's eyes.

In the boss's view, management is very simple, that is, two things: first, expand business scope and increase business income; There is also to reduce management costs and control operating expenses. In fact, these two things, in the final analysis, are one thing. Income minus costs and expenses is profit. So in the final analysis, the boss is looking at profits, and profits should come from management.

2. Learn to lead from being led.

In the eyes of leaders, leadership is also very simple, that is, two things: first, employing people, using virtue in the inner circle, using talents in the outer circle, using people's strengths and allowing people to be short; The second is motivation, solving people's difficulties and remembering people's achievements. Guide subordinates to run forward through positive incentives, and push them forward through negative incentives. You know, any leader starts from his subordinates, and no one can become a leader in one step. In the process of everyone's growth, you will experience many leaders, big and small. As long as you study hard, whether you are a good leader or a bad leader, you can learn from both positive and negative aspects, which is very precious for you to be a good leader in the future.

If you compare an enterprise to a person, the boss is the head, you should think about the direction and strategy of the enterprise, the middle layer is the backbone, and you should help the brain to convey and carry out commands to the four limbs-the grassroots. The middle-level executive power is not strong, just like the backbone is soft, lacking "calcium" and unable to support the normal activities of the whole body; The direction and way of implementation are wrong, just like the spine is not straight and the overall effect is crooked, which violates the original intention of strategy and plan! Only by strengthening the execution of the middle level can we ensure that enterprises can walk the rivers and lakes!