Yu overage's "Let's do it"

Nine Keys to Performance Growth-Doing the Right Thing Reading Notes (1)

Liu Jiangbo 2022- 1-30

First of all, the author is well known.

Who is Mr. Yu Chaoling?

We call him fish head. Joined Alibaba from 1999, starting from salesman, then to sales manager, then to political commissar, and finally to general manager of Zhonggong Tiejun. /kloc-served Ali for 0/3 years, resigned in 20 12 years to join the enterprise education industry, and partnered with Cherry to establish the "Startup Yeast" company.

The fish head is what Ma Yun called a "sea-fixing needle". Almost no one in the Internet industry doesn't know Ali's Zhonggong Tiejun, because this team started from Alibaba. From earning one yuan a day to paying 1 10,000 a day, it only took three or four years to rely on the sales ability of this team.

In addition, Zhonggong Tiejun has produced many super talents, such as the founder of Didi, the former chief operating officer of Meituan, and the founder of Tongcheng Tourism, all of which have obvious brand of Zhonggong Tiejun.

Second, this book mainly expounds the nine keys to performance growth.

1, management foundation-learning psychology: essential qualities for managers

2, goal strategy-set goals: the direction and strategy are right, the road is easy.

3, organizational design-team building: organizational structure is agile enough, business can run fast.

4, talent upgrade-talent selection: the biggest waste of management is to spend time on the wrong person.

5, performance management-do incentives: let employees from being forced to take the initiative.

6. Get the result-get the performance: How to correctly pursue the process and get the result?

7. Cultivate strong decline-cultivate strong decline: break the boundary of business growth.

8. Team Building-Team Building: Leading a team is leading people's hearts.

9. The highest level of enterprise management.

Third, Yutou believes that many companies/enterprises face three major problems in their management:

1, lack of self-precipitation, did not form its own management logic and methods. There should be a set of suitable mechanisms within the enterprise to sum up and precipitate experience, form the underlying logic of company/enterprise management and pass it on to new managers. The old map can't find the new continent. Copying homework can't solve the development problem of your company/enterprise.

2, lack of grasping thinking, no focus in management, relying on physical management, that is, relying on personal physical strength to solve problems. For example, increase the number of visits, such as one-on-one counseling, to help employees grow, and only when the company/enterprise is still very young can they work. To find a good method, we must look outside and learn from others' methodology; Second, we should look inward, pay attention to summing up the internal experience and abstract it.

3, just do things, regardless of people. Many management tools and methods of management training professors in the market can't solve the growth problem because the strategy ignores the problems of "human ability" and "human mentality". "Human ability" can't support the landing of management tools and methods. When assigning tasks, you should be able to pull the "mind trigger" of employees, so that employees feel that tasks are not only the tasks of managers, but also their own tasks.

Fourth, just do it. Managers must pay attention to the mentality of team members, and many problems will naturally be solved after the mentality is established; Managers have to bend down and enter the game. If it is really done, the manager is the most powerful when he squats down.

5. One of the three golden rules of enterprise management is: state is greater than habit, habit is greater than process, process is greater than skill, and skill is greater than tool: state >; Habits > processes > skills > tools.

1, 20 17 to 12 At Chaos University, I listened to Cherry Zhang Li Jun's lecture "Human resources are the first project of CEO". Four years later, 202 10 and 10 sent teams to participate in the squat management workshop, and then promoted the actual combat system of managing the seven swords. I firmly believe that the management of the Seven Swords can be thoroughly used.

2. The book "Doing Right" is highly consistent with the theoretical system of managing the seven swords in the Management Workshop of "Ma bu" or horse stance just look. It can be understood that the workshop of "Ma Bu" is a video course, and "Doing Right" can be used as a supporting training material.

3. A meeting with Yu Tou:

2021165438+1October 28th, I was honored to have a face-to-face consultation with the rest half an hour in the annual growth class in Hangzhou organized by the pioneering yeast workshop. Yu tou is good at asking questions. He asked me six questions in one breath, and I found out that as a CEO, I actually lacked systematic thinking about the product system and operation system, and the portrait of the customer (Meitu) was still unclear. I only know that the national eloquence training market segment can make a difference.

Yutou commented that the eloquence training market is a heavy market segment. 2B' s business has been recognized by universities and the media, and it has been done for so many years, and the low-price strategy should be better. The preliminary judgment is that there are problems in product design and market ability, and there are problems in the management of the whole company.

Yu Tou said that it is normal for an educational product to receive10-200,000, and it is also normal to achieve more than 200 products a year. If the product costs 9800 yuan, a marketer can make about four products a month, that is to say, one person can make 50 products a year, with an average annual sales of 500,000, and 15 person can make 700 products, which is a qualified performance. Below this performance, it is difficult for the company to make a profit. A qualified monitor can handle 10 first-line sales, and it is normal to bring five people.

I asked, should online teacher training be positioned as C-end education? Yutou replied that it can be positioned as C-end education, which can cover language lovers such as college students, but at first it was looking for a major customer base.

Yu Tou said that it is necessary to make an inventory of existing employees to see which ones have good values, which ones are capable, which ones have good performance and which ones are self-driven; Who has strong ability and good performance, but only for making money and lacking ideals; Which values are good, but the ability is poor and there is no performance; Different measures should be taken for these three types of people. Generally, every company will feel that there are too few talents available after completing the talent inventory. Therefore, only based on the existing employees, on the one hand, use systematic tools to improve performance, on the other hand, continue to recruit new people according to talent portraits.