MindMap Gallery replicable leadership
This is a mind map about replicable leadership. Replicable leadership refers to a leadership ability that can be learned and developed.
Edited at 2024-04-21 19:38:57Mappa mentale per il piano di inserimento dei nuovi dipendenti nella prima settimana. Strutturata per giorni: Giorno 1 – benvenuto, configurazione strumenti, presentazione team. Secondo giorno – formazione su policy aziendali e obiettivi del ruolo. Terzo giorno – affiancamento e primi task guidati. Il quarto giorno – riunioni con dipartimenti chiave e feedback intermedio. Il quinto giorno – revisione settimanale, definizione obiettivi a breve termine e integrazione culturale.
Mappa mentale per l’analisi della formazione francese ai Mondiali 2026. Punti chiave: attacco stellare guidato da Mbappé, con triplice minaccia (profondità, taglio, sponda). Criticità: centrocampo poco creativo – la costruzione offensiva dipende dagli attaccanti che arretrano. Difesa solida (Upamecano, Saliba, Koundé). Portiere Maignan. Variabili: gestione infortuni e condizione fisica dei big. Ideale per scout, giornalisti e tifosi.
Mappa mentale per l’analisi della formazione francese ai Mondiali 2026. Punti chiave: attacco stellare guidato da Mbappé, con triplice minaccia (profondità, taglio, sponda). Criticità: centrocampo poco creativo – la costruzione offensiva dipende dagli attaccanti che arretrano. Difesa solida (Upamecano, Saliba, Koundé). Portiere Maignan. Variabili: gestione infortuni e condizione fisica dei big. Ideale per scout, giornalisti e tifosi.
Mappa mentale per il piano di inserimento dei nuovi dipendenti nella prima settimana. Strutturata per giorni: Giorno 1 – benvenuto, configurazione strumenti, presentazione team. Secondo giorno – formazione su policy aziendali e obiettivi del ruolo. Terzo giorno – affiancamento e primi task guidati. Il quarto giorno – riunioni con dipartimenti chiave e feedback intermedio. Il quinto giorno – revisione settimanale, definizione obiettivi a breve termine e integrazione culturale.
Mappa mentale per l’analisi della formazione francese ai Mondiali 2026. Punti chiave: attacco stellare guidato da Mbappé, con triplice minaccia (profondità, taglio, sponda). Criticità: centrocampo poco creativo – la costruzione offensiva dipende dagli attaccanti che arretrano. Difesa solida (Upamecano, Saliba, Koundé). Portiere Maignan. Variabili: gestione infortuni e condizione fisica dei big. Ideale per scout, giornalisti e tifosi.
Mappa mentale per l’analisi della formazione francese ai Mondiali 2026. Punti chiave: attacco stellare guidato da Mbappé, con triplice minaccia (profondità, taglio, sponda). Criticità: centrocampo poco creativo – la costruzione offensiva dipende dagli attaccanti che arretrano. Difesa solida (Upamecano, Saliba, Koundé). Portiere Maignan. Variabili: gestione infortuni e condizione fisica dei big. Ideale per scout, giornalisti e tifosi.
replicable leadership
sequence
Preface 1
Have the basic standardization work been done well?
Preface 2
misconceptions
You can succeed as long as you work hard
Leadership is an art
Character determines destiny
Either chicken soup, inspiration, or destiny. There is no scientific thinking system such as logic, methods, derivation, and probability judgment.
As social intelligent creatures, humans have a strong ability to transform themselves.
Believe in the validity of the methodology, build your own scientific thinking logic, and then you can acquire the desired abilities through deliberate practice.
preface
Whether you can make money has a greater relationship with opportunity, courage, and emotional intelligence.
Society is a copy of education
Education teaches us: "If you want to get results, you have to pay a price."
"A necessary evil"
This conclusion is not necessarily correct, it is just a lie created by society.
Accept that you can have both happiness and wealth
Growth experience determines the source of leadership
Learn from parents, teachers, bosses, etc.
Problems faced by entrepreneurs
Lack of basic understanding of human nature, ignorance of the life cycle of the team, and the ability to say whatever you want when communicating. Nothing else matters except task indicators.
Causing a lot of pain to the team.
How to break the situation?
Only by changing methods and upgrading values can we possibly break the situation and embark on another path.
Case
A group of people born in the 1990s who have no experience in starting a business or a large factory are creating a growth rate of 1000% every year.
And, most importantly, be happy!
Drucker said: "Management is about stimulating the goodwill of others to the greatest extent."
No one wants to be an enslaved worker
Let employees believe that they are capable of becoming their own masters.
Don't be superstitious about any rules and regulations, and don't value any successful background.
Just believe in one thing, learning can change yourself. If you don’t know how, learn it, use it once you learn it, and correct it if you make a mistake. It all depends on who is faster.
entrepreneurial community
An entrepreneurial ecosystem that acquires action power from the bottom up and knowledge from the top down.
Leadership is one of the important indicators of how far a team can go.
Leadership is the toolkit
1. 80% of managers can achieve 80 points
overtake
Provide employees with a learning environment and the opportunity to become a better person.
An ambitious manager needs to turn each employee into a strategic partner of the team.
Everyone can learn leadership
Is leadership learned?
Differences in Eastern and Western thinking habits
Differences in concepts and methods of cultivating talents between Eastern and Western cultures.
The biggest problem with Confucius was his teaching methods.
"Six Sigma" in the field of quality management
first step:
problem found
Step two:
analyse problem
third step:
Solve the problem
the fourth step:
feedback
western education
1. Specificity and standardization
The answers given by the West are very specific and standardized, and all have the basis for discussing right and wrong;
Chinese-style "enlightenment" discusses abstract, macroscopic, and large-scale issues, which are difficult to be specific and standardized.
2. Way of thinking
Westerners are good at using analytical thinking (logical thinking)
The advantage is that future generations can discover problems on the basis of predecessors, or question the views of predecessors, thus promoting the overall progress of a system.
Orientals are good at comprehensive thinking
Comprehensive thinking often focuses on macro issues. Once a great sage and great philosopher resides here, future generations will only have to look up at the mountain.
3. Audience group
Ordinary people can make steady progress in the Western logical thinking system, but it is difficult to "enlighten the Tao" in comprehensive thinking.
Confucius’s Views on Talents and Educational Methods
China is two thousand years ahead
There are many ordinary people in the society, so it is enough to promote social trends according to the plans of the elite; the society is stable and suitable for the development of agricultural society.
There is still huge room for improvement in Eastern educational concepts and talent development concepts.
What the East lacks is not rich people and smart people, but the overall quality of its citizens.
The devastating consequences of manager resignation
Dongfang relies on the strength of individual capable people, otherwise it will not be able to complete the task
The West pays attention to standardization and believes that as long as it operates according to standards, all tasks can be completed.
Western Seven Masters advocates that management capabilities are composed of tools that can be standardized and can be easily acquired by ordinary people through training.
Leadership can be standardized
The weak executive ability of employees means that the management ability of the business owner is not up to standard.
Say it at least five times.
Four-fold practice to improve leadership
Improving leadership requires a step-by-step, step-by-step process of practice.
1. Build trust
2. Build a team
Work should be completed through employees as much as possible, and every convenience should be created for employees to improve their capabilities, rather than doing everything themselves.
Managers must learn to let go, let the team evolve on its own, and allow employees to grow on their own. Even if there are some initial losses and mistakes, they must tolerate them.
3. Establish a system
1. Set standards
McDonald's
Don't be eager for quick success
2. Introduction of technology
Avoid human interference
People are the biggest source of uncertainty
Use machines and new technologies to avoid human limitations and complete standardized processes.
From the perspective of system establishment, replacing human control with technical control is undoubtedly the general trend.
4. Build a culture
No matter how big or small a company is, you can build your own corporate culture.
Corporate culture is the reflection of corporate values, beliefs and other spiritual factors.
Establishing corporate culture is to bring employees together spiritually and is the most advanced state that distinguishes an enterprise from other enterprises.
The establishment of corporate culture is a long process that requires careful attention. Once established, it will have the effect of getting twice the result with half the effort for the long-term sustainable and healthy development of the enterprise.
2. Clarify role positioning and avoid doing it yourself
overtake:
Give a direction, set a goal, and let everyone play freely. Leaders must determine the layout work related to the development direction, determine strategies, etc., to provide more possibilities for future development.
To measure the ability of a manager is to see how many capable talents he can cultivate.
Management is getting things done through others
A good manager should restrain his "worry" about things, give employees more opportunities to perform, and try to delegate power to employees so that they can complete their work independently.
"Be better than the people under you in everything you do" is a very common manager's thinking.
It is very important for managers to position themselves, and it is even more important to understand "through others".
Manager's mission
Develop employees
Build a combative team
Instead of putting all the work of employees on yourself
Learn to delegate and don’t be afraid of employees making mistakes
Managers allow things to go wrong.
Employees are trusted enough
Work motivation is frustrated
High enthusiasm for work
Positive work attitude
Managers have time to make strategic big-picture plans
Case
Zhuge Liang
The antifragility of Shu is very poor.
In order for the team to achieve sustained and healthy development, the potential of each team member must be stimulated.
You will definitely make mistakes in the process. It should be noted that growth is achieved through continuous trial and error. If you don't make mistakes, you won't find your own shortcomings in all aspects and you won't know how to improve.
Without access to space and opportunities for growth, there is no willingness to take on one's own responsibilities and act independently.
In the process of cultivating talents, the biggest challenge for team managers is to watch employees make mistakes, and it cannot be said that they must give employees room for trial and error, cultivate a sense of responsibility among employees, and make them feel that this matter is related to them. He is involved and needs to find a solution on his own.
Enthusiasm for work is very valuable, and once it is damaged, it will be difficult to make up for it for a long time.
If you want to fully mobilize employees' enthusiasm for solving specific problems, you should let them build their own work system.
If something goes wrong, I will not blame him for perfection. The premise is that I must maintain a serious and responsible attitude, so that I can trust him to do the work and let him quickly grow into a talent who can take charge of his own role.
Three major roles of managers
Managers must use standardized rules to significantly transform the business management model. Only in this way can the company maintain continued competitiveness
Lower level execution
Complete tasks and gain trust
No matter what the situation, the final result must be guaranteed.
middle management
Skills solve problems and create an atmosphere
Comprehensive management capabilities
convey leadership instructions
Break down the overall goal
Coordinate the work of various departments
Performance during assessment stage
.....
With deliberate practice, you can become anything you want to be.
The only way to become a good manager is to practice, practice, and practice again.
upper level leadership
Create an atmosphere and use others to achieve goals.
Consider how any one action will affect the entire team
Excellent managers are masters at creating an atmosphere
As a manager, you should pay attention to your words and actions.
The core principle of creating a team atmosphere is to mobilize employees' willingness to work and stimulate their enthusiasm for work.
When managers create an atmosphere, they should pay more attention to the inner needs of employees, and use practical means to truly engage employees and allow them to truly integrate into the team.
Case
Li Yunlong did not care about gains and losses, created an atmosphere of life and death, and twisted the independent group into a fist.
Haidilao
3. Build a gamified organization to make work interesting
overtake
Making work interesting may be a good way to attract employees to work
Set a clear team vision
Gamify the workflow, that is, use the structure of the game to organize the workflow
Set Hongda’s corporate vision
The vision must be clear and grand enough. It must not be limited to the small field of the corporate team, but should be positioned in a broader scope and integrated with concepts such as human life and world progress.
good vision
Can stimulate employees' enthusiasm
Make company employees and people outside the company feel related to them and willing to participate.
One of the necessary conditions for building an exponential organization
Leverage "leveraged assets"
The best way to sort out the vision is to involve everyone.
The corporate vision is not only the personal will of the manager, but must also be recognized by all members and is the goal of everyone's joint efforts.
Establish clear rules of the game
good case
Uber’s system algorithm
Matthew effect
Handu Clothing House "Starfish Mode"
The popularization of mobile Internet can infinitely amplify personal abilities
The starfish model of turning employees into business sites is the future development direction of Chinese enterprises, and the responsibility of enterprises is to provide employees with clear and attractive rules. Once such rules are determined, companies that implement the starfish model can achieve rapid expansion. In this process, team managers need to continuously optimize the rules, including the team's incentive mechanism, financial settlement methods, and authorization methods, which all need to be continuously improved.
Under the new management method, employees only need to be responsible for the rules of the game and do not need to deliberately try to please managers, and work efficiency will be greatly improved.
Establish a timely feedback system
Few people can resist the urge for instant gratification.
Case
Tencent - If you are not giving out prizes, you are on the way to give out prizes.
Team leaders need to understand human nature, that is, the primitive person inside everyone needs recognition from the group.
Voluntary game mechanics
The last important feature of the game is that you can participate voluntarily and quit at any time, and there is no compulsion.
Enterprise Screener
1. Find people who are willing to participate
Google “Creative Elite”
2. Set expectations for employees
two questions
1. How long do you plan to work in the company?
2. What position do you plan to achieve during this period?
Kazuo Inamori Three kinds of employees
1. Natural type
2. Ignition type
3. Flame retardant type.
China's cruel examination-oriented education prematurely deprives children of the joy of actively pursuing knowledge.
School education changes most people from active personalities to passive personalities. No matter what they do, they will first consider how others will treat them. They can give you a lot of reasons for doing anything.
3. Use the agreement to remind employees at all times
The agreement is not a coercive document, but serves as a reminder.
4. Clarify relationships and create team consistency
overtake
The team should not be called "home", but a team. Everyone comes together to improve and win the final victory. Only in this way can the team be built into an invincible iron army in the fierce business war.
The team is the "team" and the goal is to "win"
The existence of a team is to achieve its mission, which requires the concerted efforts of every member.
When managers deal with less active members of the team, it is still for the better development of the team.
The statement "the team is home" can put managers in an awkward position when dealing with team issues.
As a team, we should advocate "this is our ship" and "we are a team". This formulation is very clear. Everyone comes together to make progress, to win the final victory, and to make the team better. excellent. This goal is the common interest of everyone. In order to achieve this goal, every member must make progress, and some adjustments are completely normal.
Consistency is always a very important topic within a team and cannot be overemphasized.
Create team consistency
Any time an employee needs feedback is a great time to build team alignment.
Two scenarios
1. When an employee resigns
2. When bonuses are distributed
Based on the premise of consistent goals, leaders will achieve twice the result with half the effort in managing their teams, and team members will also demand continuous improvement to avoid lagging behind.
When employee metabolism becomes the norm, leaders will find that the remaining members are the most elite. With consistency guaranteed, the team will grow at the fastest speed and achieve its goals faster.
Cherish the time we spend working together with each other, and make our best efforts to improve the professional skills and professionalism of our employees during the days we work together, so as to build the team into an excellent "team". Even if an employee leaves the team, everyone is still friends and wishes each other the best development.
In the East, every team believes in a group mentality called "harmony is the most important".
Eastern thinking
Send the message that "the team is home"
In the West, the goals of employees must be consistent with the team: as a team, the goal is to win, "game first, friendship second." Each member must do his best for this goal and needs to be a tiger or wolf, not a sheep.
When members all recognize the principle of goal consistency, 1 1 will produce an effect greater than 2.
This consistency can effectively inspire team members to tap into their own potential, constantly push themselves to make progress, and ultimately achieve a "win-win" between team interests and personal interests.
The progress of employees has a lot to do with the strict management of managers. Managers must know that making employees progress is not only their own business, but also the team's greatest achievement and the confidence of the team. As long as the employees continue to improve, the team will make great progress and ultimately win the game.
From now on, manage your employees with confidence!
Turn what you want your employees to do into something they have to do themselves
Let employees realize that it is their own business to strive forward, and then help them from the front, then employees can often burst out with amazing strength
Turn what you want employees to do into something they have to do themselves, and employees will burst out with greater enthusiasm and motivation, and team management will be much smoother.
Three-stage rocket management system
First level:
Strengthen the concept of employees working for themselves.
Help employees see the changes that work brings to them and make them believe in it. Only in this way can we strengthen the concept of employees working for themselves and maximize their work enthusiasm.
second level:
Manage with common goals
We cannot make everyone have common values, but we can only make everyone have common goals.
It is much easier to unite around a common goal than to unite around one person.
Without high salary or high position, elites from all walks of life can always release their passion and energy for collective goals. This is the charm of goal motivation.
We must make employees realize that this is not the goal of the company, this is not the goal of the manager, but the common goal of everyone. Then let employees see the changes that may be brought about after the goal is achieved, so that they are willing to do their best. matter.
Level 3:
Appropriate and effective authorization
Give employees some corresponding rights appropriately, and you will find that their hard work and ability exceed your imagination.
Everyone has unlimited potential, the key is how you develop it.
Former employees are acquaintances, not passers-by
Treat former employees well
1. Serve as an example to existing employees
2. Maintain the company’s reputation
3. Bring new development opportunities to enterprises
How to treat former employees well and bring about business opportunities
1. Build a coalition of former employees
2. Invest in entrepreneurial employees
To become an excellent manager, the first condition is to value people and cultivate them.
5. Use goals to manage people, rather than people to manage people.
overtake:
Goals are the foundation and beginning of all management. For individuals, goals are an indestructible spiritual pillar; for companies, goals are the biggest driving force for corporate development.
Enterprise management, in the final analysis, is management by objectives
What is a goal?
The kind that makes people think about it day and night, dream about it, remember it all the time, and make their blood boil when they think about it.
There is no doubt that goals will generate great driving force, making people work hard and even fight bloody battles to achieve their goals.
Goals and goal management are equally important.
"In the final analysis, business management is management by objectives." -- Peter Drucker, the master of Western management, "The Practice of Management"
Management by objectives runs through all levels of the enterprise and plays a positive role for every member.
Management by objectives is to mobilize the enthusiasm of team members from the goal level to complete a common mission.
Due to the different levels of personnel in the team, the methods of setting task goals are also different.
Three types of team goals
1. Directional goals
Refers to the general direction of team struggle. It is like a beacon, guiding the final direction of the team members' efforts.
This type of goal is vague, but very inspiring. To put it bluntly, it sounds very lofty.
In the long run, what the team compares is direction and planning.
2. Process goals
Refers to the results that the team can achieve in the near future.
Such goals generally have a certain degree of logic and structure.
Such goals are generally formulated by middle-level managers of enterprises based on the correct dismantling of strategic direction goals.
Because process-type goals serve as a link between the previous and the next, and involve the coordinated operation of various links and departments in the enterprise, they are very complex to create.
As the setters of process-oriented goals, middle-level managers need to fully collect all aspects of information for reference, conduct a reasonable assessment of the actual capabilities of each department, clearly divide the areas and types that require authorization, and assess the feasibility of the goals. There are specific plans, etc. These are the details that need to be paid attention to in setting process-based goals.
3. Rational and clear specific goals
Refers to some specific data indicators.
It is generally formulated by grassroots managers and distributed to specific members to guide their daily work.
For grassroots managers, due to limited management areas and limited personnel, the requirements for execution are relatively high.
The goals set should be based on the actual abilities of employees, and every effort should be made to help employees solve the difficulties they encounter at work to ensure that the tasks can be completed in the end.
Summarize
When an enterprise sets goals, the above three types of goals constitute the enterprise's goal management system.
These three goals complement each other and are indispensable.
Directional goals need to be implemented into specific goals to be operable, and each specific goal needs to be consistent with the directional goals related to the overall situation in order to be beneficial to the development of the company.
Process goals are indispensable steps for specific goals to approach directional goals step by step, and are a crucial part of the goal management system.
At this time, the value and significance of team managers are also reflected.
Managers are not only practitioners and promoters of directional goals, ensuring that every employee's behavior is centered around directional goals, but they are also the setters and maintainers of team specific goals, and must ensure that the team's specific goals are consistent with the company's goals. , while ensuring that the specific goal activities set by the team can be effectively carried out and implemented, and by promoting the realization of process goals, the company's directional goals are ultimately achieved.
Summarize
Goal is the vision and soul of an enterprise.
Promoting the completion of the company's directional goals is the meaning and mission of team managers.
A team manager with a sense of mission represents the true soul of the enterprise, and only such a team manager can plan thousands of plans, overcome thousands of difficulties, and move forward step by step towards the company's directional goals.
Only by being guided by the company's directional goals can the entire team's management work be organized, clear and clear.
Four major problems in goal management
1. Members’ participation is not enough and their enthusiasm is not high.
Difficult to reach
The process of setting goals requires the participation of every member.
1. The entire goal management process must be led by team members
2. Adequate goal dialogue must be conducted during the goal management process
3. Managers and employees have equal status in the process of management by objectives
4. It must be confirmed that this goal is recognized by both parties
2. Lack of resources
For the team, the goal may be benefits; for managers, it may be performance; for employees, it may be tasks and pressure.
Instinctively, employees will try to get as many resources as possible for themselves.
While resources are a factor in limiting goal setting, they are by no means the most important
Under normal circumstances, the overall goal of the company must be a goal that exceeds the current strength of the company and employees. It has certain challenges. If it can be easily achieved, it cannot be called a goal.
To a certain extent, resource scarcity basically does not exist now. Resources are everywhere around us. As long as we are creative enough, we can harvest unexpected surprises.
3. Unreasonable splitting of goals
Usually, after managers receive directional goals from upper-level leaders, they need to split them into specific goals and then assign them to each team member.
The manager's task is to ensure that the goals and directional goals of each team member are consistent.
Once there is a problem with goal splitting, there will be situations where the sub-goals are achieved but the overall goal is not. In fact, it is because the sub-goals are far away from the directional goals, which is commonly known as deviation.
Setting goals is a systematic project, and managers need to make specific assessments based on the actual situation and then make reasonable plans.
4. Goals are always changing
After all, there are many uncertain factors in business operations, and both the external and internal environments are changing rapidly. Due to operating pressure, companies can only adjust their directions and goals.
Faced with the above situation and how should team managers respond?
1. Understand corporate decisions
2. Prepare plans in advance
Summarize
Management by objectives, like any other management tool or management system, cannot be perfect. What managers have to do is to dispel employees' doubts, find out the imperfections in the plan, and try to improve it as much as possible. Only in this way can management by objectives exert its maximum function and achieve optimal results.
Clear quantifiable goals are good goals
There is a very famous SMART rule in the field of management by objectives. Through this rule, managers can more easily set scientific, reasonable and achievable goals for team members.
1. S=Specific (clear and specific)
The goal must be clear and specific. Only in this way can team members understand it correctly and know how to operate it.
2. M=Measurable (quantifiable)
You must set a measurable data goal
3. A=Attainable (acceptable, achievable)
If the goals set are not accepted by team members, then the goals set by the manager are just a decoration. If you want all team members to accept this goal, you must ensure two points. First, the goal must be acceptable and achievable. Second, communication must be done well during the communication process.
4. R=Realistic (relevance, reality)
Nothing exists in isolation, not even goals. When formulating team goals, managers must also comprehensively consider factors such as the market, competitors, product competitiveness, and consumer spending habits, and look at the problem comprehensively and objectively to ensure that the goals set are in line with the actual situation.
5. T=Time-limited (with time limit)
Goals must be time-limited. Without a specific time limit, the goal is in vain
Apply formulas to set team goals
Goal writing = verb task indicator goal
1. Verb task
Verb task refers to the means to achieve the goal, that is, what to do to achieve the goal
2. Indicators
Metrics are data indicators that can be measured across a range of work.
For some key indicators, managers should refer to the following process when setting goals:
1. Determine the business focus, that is, determine the business development of the company
2. Determine the key factors for business success
3. Determine key indicators
3. Goal
Goals are the most important part of the entire formula. Once goals are set, efforts will have a direction. Without goals, the entire formula means nothing to employees.
Five characteristics of goals in the formula:
1. Goals vary from person to person
Goals need to reflect each person’s unique skills and abilities
2. Members participate in the whole process
The process of setting goals must be a process in which every member participates in the whole process. Only in this way can employees deepen their understanding of their own goals and realize more deeply that the realization of personal goals is not only related to the individual, but also to the entire team and the entire team. enterprise.
3. Try to set measurable goals
The most important function of goals is to adjust the work direction between managers and employees so that their goals are consistent. This core principle cannot be harmed in order to set goals.
4. Timely feedback and communication
When setting goals, managers should communicate with employees in a timely manner. This will not only help employees self-supervise, but also help managers understand employees in a timely manner, understand their work progress, work needs, etc., so that problems at work can be discovered as early as possible. Avoid some potential losses
5. Goals are flexible and changeable
Goals cannot be rigid and unchanging. Today's employees' working environment and the industry environment in which companies operate are constantly changing rapidly, so the setting of goals also needs to keep pace with the times. If there is a conflict between steps and goals during the implementation process, managers need to make timely adjustments.
Summarize
Some goals often create a sense of pressure on the team.
But in order to better motivate the team, we need to change the way of thinking about the goal. Instead of viewing the goal as an oppression, we should view it as a motivation.
The goal is to encourage employees to complete their work and obtain the tools they deserve to be paid, so that employees can maximize their work capabilities within a limited time. Thinking about it this way, the goal is less painful.
Standardization of management by objectives
Setting reasonable goals for team members does not mean the completion of goal management
The goal management model can help us filter out emotional interference, sort out our personal thoughts, and find the direction of our efforts. Establishing this goal management model can be divided into the following five steps:
1. Use goal writing formulas to write goals
2. List the factors that hinder the achievement of goals
3. List the conditions that can help achieve the goal
4. Write down personal characteristics
It is easy to know people and make good use of them. Personal characteristics refer to outstanding personal qualities, such as intelligence, sociability, and thinking.
5. Make a list of things to do
According to the three roles of execution, management, and leadership, list what they have to do
Summarize
If poor goal management manifests itself in a variety of ways, then successful goal management has something in common, which is what we call a standardized process. Team management is actually such a process
6. Use communication windows to improve interpersonal relationships
overtake:
The information of interpersonal communication is like a window, divided into four quadrants. Effective communication is the organic integration of these four quadrants.
Privacy Quadrant: Communicate positively and avoid misunderstandings
The communication window, also known as the Johari window, is a technique and theory about communication, also known as the "self-awareness discovery-feedback model." The communication window can be divided into four major areas: privacy quadrant, blind spot quadrant, potential quadrant and public quadrant, covering all content of managers’ daily communication.
The first area of the communication quadrant is called the privacy quadrant. In layman's terms, it refers to things that you know but others don't know. As the saying goes, I know that you don't know.
The Chinese meaning of "privacy" emphasizes the subjective aspect of privacy, while the English meaning of "privacy" emphasizes the objectivity of privacy. This reflects the difference between the emotional Eastern civilization and the rational and rational Western civilization.
The content of the privacy quadrant can be partially disclosed. Whether it can be disclosed is related to the degree of privacy of the information, which is divided into three levels:
1. DDS
The privacy quadrant is divided into three levels. The lowest level is called DDS (deep dark secret), which means dark and deep secret. Everyone can have their own DDS, which is a person's birthright.
If there is too much DDS, people will have great mental stress and even suffer from anxiety disorders.
Each of us will have DDS. The most basic etiquette in interpersonal communication is to leave a certain amount of space for others and not to inquire about other people's DDS.
2. Sorry to say
One level shallower than DDS is called Sorry to Say.
Many problems have arisen because managers are embarrassed to say so and employees are unable to realize their shortcomings in their work. If the correction is not made in time, more serious work errors may occur next time.
3. Forgot to say
Forgot to mention means that managers think that employees should know something and there is no need to say more.
These things that employees should know are often just wishful thinking on the part of managers. This is the most important part of team communication and is called the "curse of knowledge." When we know something very well and have a lot of professional knowledge in our minds, we will change the way we express it, so that what we say or do is incomprehensible to others, but we think we have said it clearly. At this point, we are "cursed" by our own expertise.
If you are "cursed" by your own inherent knowledge, you will not understand the wider world and cannot obtain real knowledge.
In fact, past knowledge has made you who you are now, and it also limits you now, making you unable to listen to opinions that are different from your own, and making you unwilling to challenge areas that make you uncomfortable.
People who are "cursed" by knowledge use their original cognition to build an invisible prison and lock themselves in it. In fact, truly successful people are often very open-minded. They are very humble towards any knowledge and do not judge anything based on their own experience.
In addition to being "cursed" by knowledge, people are also "cursed" by love.
The "curse" of knowledge is a very important concept in marketing. One of the purposes of marketing is to break the "curse" of knowledge.
After understanding the "curse" of knowledge, we will find that not everyone has the same high level of knowledge about the same thing as us, and we need to convey our knowledge and ideas to them over and over again. In the daily operations of the company, we also need to take the trouble to convey our common vision to our employees.
User feedback helps us break the curse of knowledge and discover joy and meaning in our work.
It is better to only talk about empty visions and give employees real feedback from customers.
The book "Making Creativity Stickier" lists 6 ways to break the curse of knowledge: simplicity, surprise, concreteness, credibility, emotion and story.
Blind Spot Quadrant: Use Feedback to See Your Limitations
The blind spot quadrant is the second area of the communication window. Simply put, you don’t know it, but others know it.
After the blind spot quadrant expands, people will feel that they are in danger.
If a person has a character flaw, his blind spot quadrant will be very large.
In the daily operations of a company, blind spot quadrants often appear.
It is often difficult for managers to realize the problems when making some major decisions of the company. In this case, if no one else points out the manager's problems in a timely manner, the company will go astray.
Learning the Blind Spot Quadrant has been very helpful to me personally. I often think that there are still some things in my life that, although they really exist, I have no feeling at all.
If you first learn that you are happy when you have heard about it, and you are defeated when you hear about good things, then when team members point out some shortcomings, you will not have negative emotions, and the atmosphere of the entire team will be completely new. From this perspective, managers play a greater role in setting an example. As the saying goes, the power of role models is infinite.
Ask after hearing it, that is, when others point out your shortcomings, ask yourself whether this problem really exists and whether this problem belongs to the blind spot quadrant.
As we grow older, our status and income gradually increase, there are fewer and fewer people around us who are willing to reveal our blind spots, and we are less and less able to gain a correct understanding of our own shortcomings in a timely manner. What's more, even if someone does reveal their blind spot quadrant, they don't pay attention to it, which ultimately leads to serious consequences.
The Blind Spot Quadrant has an important channel for complaints and feedback.
Blind Spot Quadrant. Is it necessarily a shortcoming? This is not necessarily the case.
Flaws in your eyes may be advantages in the eyes of others. In other words, blind spot quadrants may be advantages. They cannot be generalized, let alone blindly corrected.
Potential Quadrant, don’t underestimate the potential of every employee
The third part of the communication quadrant is the area that neither you nor others know, and is called the potential quadrant.
The potential quadrant has the most information among the four quadrants because it belongs to the future and is an unknown possibility.
What is the significance of understanding the potential quadrant for daily management of the team?
In enterprises, team members are restricted by their own limitations and often make some subjective judgments on employees' work abilities. Although managers get along with employees day and night, in fact every employee has huge potential, and it is impossible for managers to fully know the actual abilities of each employee.
Every team manager should not underestimate the ability of any employee, but should try his best to help them stimulate their potential and provide a steady stream of motivation for the future development of the team.
When the number of people in the team is small, the manager's vision is very important. When the number of people is large, the most important thing is for the manager to create a fair competition and positive atmosphere and pay attention to the suggestions of the horse racing mechanism.
As a manager, you need to overcome the bias caused by your own subjective will, treat every member fairly with standardized processes, and allow every team member to enjoy the opportunity to compete fairly. Only in this way can everyone's work enthusiasm and potential be stimulated, so that talented people can stand out.
Managers are asked to think about two major questions:
First, have you fully mobilized the enthusiasm of your employees?
Second, do you provide good planning and training for employees’ ability improvement?
In the book "High Performance Coaching" by British John Whitmer, in Whitmer's view, the prerequisite for being an excellent manager is to believe in the potential of every employee.
One of the core ideas of this book is that a good team is one in which 80% of the people in the team can score 80 points.
In my opinion, if 80% of a team can score 80 points, it proves that the overall quality of the team members is already very high. This team is certainly an excellent team.
This formulation is a huge impact on China's original concept of talent and an important change in team management thinking.
Looking at domestic large and small companies, the requirements for each employee are almost 120 points, requiring them to complete difficult-to-achieve goals. Most employees cannot meet such requirements no matter how hard they try, so they begin to doubt their abilities, slowly become discouraged, hide their enthusiasm for work, and are timid about any job.
But if the goal is 80 points, what everyone has to do is not that difficult. They will actively participate in it and most people will meet the requirements. This greatly stimulates employees’ self-confidence and work enthusiasm. Over time, the overall quality of the team will improve. A big improvement.
Human achievements are contributed by two factors, one is ability and the other is willingness.
Summarize
Managers need to find the source of restraint ability, stimulate employees' potential willingness, and make them willing to use the abilities used in games and singing at work, so as to make positive contributions to the team.
Open the quadrant so that employees respect you instead of being afraid of you.
The last quadrant of the communication window is the information that we know and that others also know, such as name, gender, etc., which is the most important public quadrant in team management.
One of the great benefits of the public quadrant is that it has a strong social impact and creates a sense of trust among people.
The process of personal work is actually the process of continuous enlargement of the open quadrant.
As a team manager, is it better to be feared by members, or to be respected and trusted by members?
In my opinion, behavior that is restricted by members' fear is called management, and behavior that is restricted by members' respect and trust is called leadership.
The core of leadership lies in gaining the respect and trust of members. If a person has a large enough open quadrant, he will have excellent leadership.
How to increase your public quadrant? The answer is to cut some parts from other quadrants and add them to the public quadrant.
1. Convert the privacy quadrant into the public quadrant
Disclose things to employees that you are embarrassed to say or forgot to say;
Telling others about your life experiences is a very good way of self-revelation and a very effective way of communication.
The most important thing for communication within the team is to present a vivid three-dimensional image.
If employees understand the manager's past, it will invisibly shorten the distance between them. If the team manager only works business and does not establish personal relationships with members, they will find it difficult to continue the work.
I suggest that when managers communicate with employees, they should not just limit their work content, but also talk about life hobbies, actively look for topics, and expand the open quadrant. Only in this way can they win the respect and trust of members and create a true iron army.
2. Convert blind spot quadrants into open quadrants
The most common way to convert a blind spot quadrant into an open quadrant is called asking for feedback. At this time, feedback from customers and employees becomes extremely important. Only in this way can managers discover their own problems in time and improve the team's combat effectiveness and cohesion.
Vanke perfectly copies the best sales techniques to every ordinary salesperson, so they seize many sales opportunities.
Where does Vanke’s excellent sales rhetoric come from? The answer is customer feedback. Customer feedback can reveal to a large extent the blind spots of the team's operating system for managers, improve the overall management level of the team, and expand the open quadrant of the enterprise.
7. Learn to listen and create healthy communication channels
overtake:
Listening is the basis of communication, and only those who are good at listening can be good leaders. Listening is more than just listening. In the process of listening, you must analyze the information and give a positive response.
Listen carefully and build employees’ emotional accounts
Listening is the basis of communication. Only those who are good at listening can be good leaders.
Liu Bang was self-aware and knew that he was not strong enough and had poor resources. He was particularly good at listening to other people's advice.
Liu Bang's success cannot be summed up by the word "luck". More importantly, he is very good at controlling his emotions at critical moments and can listen to other people's advice, so he has the last laugh and achieves the great legacy of the Han Dynasty.
The number one most popular quality in managers is being a good listener, and the number one most disliked quality is being a good listener. Black wall it is a blank wall.
When you are with a good listener, you can't help but talk a lot, because he has a way to make you say more, which will greatly improve the efficiency of the conversation and benefit the overall management of the team. Work goes smoothly
The key point of listening is to absorb the other person’s information
People who are good at listening can accept the expressed and unexpressed information of the other party as much as possible, improve the communication efficiency of both parties, build mutual trust, and lay a solid foundation for the smooth progress of management work.
But in fact, there are very few managers in the enterprise who can do this.
Listening can be divided into the following three steps:
1. Take a deep breath
The purpose of deep breathing is to keep the listener emotionally stable and to focus on what the other person is saying. Doing this allows our mind to calm down and focus on the facts of the moment rather than emotions.
This will also allow you to calm down your mind, eliminate emotions, and devote yourself to work in a more objective and rational state.
Only by calming down can we see the world clearly and listen effectively to the inner voices of others.
Take a deep breath before listening, clear out selfish thoughts, let go of prejudices, leave only a calm heart, and prepare for the next listening session
2. Ask questions
Ask some questions in a timely manner while listening, so that the other party will be willing to communicate more
Being good at asking questions while listening will make the other party feel respected and make it easier to win trust. This is the most important basis for leadership, and these can all be achieved through listening.
Beautiful posture is not the most important thing, what is important is real-time feedback
When communicating, just polite responses are not enough. Factual questions are the correct response, which can give the interlocutor invisible encouragement and encourage the conversation to continue.
There are two types of questions, one is closed questions and the other is open questions.
(1) Closed questions
Closed questions are those that can only be answered with a specific answer such as yes or no.
This method of questioning is widely used at the sales level in order not to give customers room to consider. Creates a psychological hypnotic effect.
7yes transaction method is its typical representative
(2) Open questions
Open questions are those that cannot be easily answered with simple words or numbers.
Open-ended questions require the other party to further describe the matter and direct their attention to a more specific aspect of the matter being described. There are no standard answers to open-ended questions. Open-ended questions that start with how... are more likely to get valuable information than those that start with why...
Summarize
Closed-ended questions are like a bright red dot that is very bright but only illuminates one spot, while open-ended questions are like a lamp that lights up the entire room when turned on. A manager who is good at listening must be good at asking various open-ended questions
3. Retell
In communication, we often encounter a problem, the communication funnel.
What managers think in their minds is 100%, but when they express it in words in front of everyone, 20% has been missed, leaving only 80%.
After 80% of the work is taken over by the listener, only 60% remains due to cultural level, knowledge background, etc.
In fact, only about 40% is actually digested and understood by the listener.
By the time employees follow the 40% specific actions they learned, it has become 20%
How to avoid the above situation from happening? This requires a retelling of the information confirmation link
Managers need to develop a habit of asking employees to repeat the information when assigning tasks or agreeing on a time or location to ensure that the information is absolutely correct and avoid serious work omissions.
Body movements are more important than words
The scope of listening includes what is said and what is not said, and the unsaid body movements are a very important component.
A good manager not only listens to words, but also observes behaviors, solves problems, and interprets the importance of body movements. To some extent, it even transcends language itself.
A study in the United States shows that in daily communication, language only accounts for 7% of the information transmitted, and other information such as tone, expression, etc. account for 93%
There are three known ways of communicating information: oral language, written language and body movements. Communicating with body movements was the earliest form of communication used by our primitive ancestors.
1. Written language
Judging from the characteristics of the three languages, written language appeared the latest, its expression is calm and objective, and the content of its expression has been repeatedly verified and confirmed by people, and it is easiest to conceal people's true feelings. Due to the objectivity of the text, it is often used in serious contract documents, legal documents, etc. The so-called instructions in black and white. The language must stand up to scrutiny and be the most accurate.
2. Oral language
The way of expression in spoken language is more direct, with strong subjective color and immediacy, so there is not much modification, and it is more credible than written language.
But there are still some elements of retreat. Spoken language is inflammatory and purposeful
3. Body movements
Body movements are different from the above two in that they are subconscious. Unless deliberately trained, no one can control and modify their body language because it is the most real of the three types of language.
Interpretation of body movements. Managers will have a more accurate understanding of employees' true thoughts, which will be more helpful for managers to listen. Here are 4 body movements that managers need to pay special attention to when listening to employees.
1. Eye contact
2. Gestures
3. Leg movements
4. Spatial distance
When communicating, different distances represent different relationships between the two parties. For example, close distance means that the distance between two people is less than 45cm, which is the distance between ordinary relatives and lovers. If the distance between two people is 46cm to 120cm, they are mostly acquaintances and friends. If it is within the range of 120cm to 360cm, it is a typical social distance, which is used in social situations or work situations. Space distances above 360cm are generally used for public speaking.
Physical distance is actually a reflection of psychological distance
The author also needs to learn to control his body language movements to avoid making the following 9 common mistakes when communicating.
1. Listless
2. Exaggerated gestures or nodding
3. Looking at your watch, fidgeting or fidgeting with your hair while talking
4. Cross your arms or clenched fists
5. Inconsistency between speech and facial expressions
6. Avoid the other person’s gaze
7. Too strong eye contact
8. Roll your eyes
9. Frowning or other unhappy expressions
Use recognition to resolve the other person’s out-of-control emotions
Many managers are good at using KPIs (key performance indicators) for evaluation. The most important reason is their limited ability to deal with difficult conversations. Appearing. When you have a difficult conversation and don’t know what to do?
When managers listen, they often encounter situations where the other party loses control of their emotions. This kind. The most effective way to handle a situation is to "reflect your emotions."
"Reflecting emotions" means to make the other party realize that they are out of control through a series of inquiries when the other party's mood fluctuates.
"Reflecting emotions" is the most important foundation for communicating with others. If we face the other party's loss of control and just repeatedly say calm down, be sensible, be sensible, and do not take care of the other party's emotions at all, then the other party's mood will become worse and worse, and eventually the matter will not be reached. Therefore, the first problem to deal with is emotions, not the so-called serious matters at hand
If the other party says no, it means that his emotions are not what we described, and he needs to change direction and continue to adjust. If the other party says yes, his mood will become better.
However, no matter how emotional you are, if you can say yes and acknowledge your emotions, the atmosphere will calm down.
People's behavior does directly affect their thoughts
There are very clear gender differences in the acquisition of a sense of identity. Women are much stronger than men. Many women’s purpose of talking to others is to seek empathy. In this regard, male managers may wish to learn more from women
Of all the so-called difficult conversations, the hardest part is often the first step, which is recognizing the other person's emotions. If you cannot pass this level, other communication skills will not work. The core is to deal with emotional issues.
This principle is not only very applicable in business management, but also generally applicable to any difficult situation where communication is required
Once managers recognize employees' emotions, they can help employees gain a sense of belonging in the team. This sense of belonging is an important source of team cohesion and a vital component in team building.
8. Provide timely feedback so that employees respect and trust you.
overtake
Incentives can double employee performance, while reprimands can make employees fall into depression. Different feedback techniques have widely varying results. Being able to accept and give feedback is a key ability for managers to maintain a competitive advantage.
Don’t replace performance reviews with feedback
The most important thing in management work is communication with employees, that is, how to talk to employees. A good manager should regard timely feedback as an important part of daily management work. He can confirm employees' past work results, guide future work directions, and keep employees in a positive working state.
Employees need feedback when they do something wrong, and they also need feedback when they do something right. However, in daily operations, most companies have a very bad tendency, which is to use evaluation instead of guidance and communication, and do not pay enough attention to direct communication and feedback.
Why don’t managers pay enough attention to positive communication and prefer formulaic evaluations? In fact, it’s because managers themselves are slacking off and avoiding difficult conversations.
Remember, trying to replace feedback with performance reviews is likely to backfire. As managers, our task is to help employees complete their tasks and provide daily guidance, rather than punishing them when they do not meet the standards and leaving them at a loss.
Performance reviews are part of feedback. The results of performance appraisal can be interpreted in two aspects:
On the one hand, it is the work performance of employees,
On the other hand are the work results of managers.
Poor employee performance means that managers’ work results are also flawed.
Managers cannot simply attribute poor performance appraisals to employee problems, but they must also reflect on whether there are problems with their own management methods.
Replacing work feedback with simple performance appraisals and measuring employees' work with some cold data and indicators will hurt the enthusiasm of employees and sacrifice the development time of the original enterprise, which will do a lot of harm to the enterprise without any benefit.
We need to realize that the responsibility of managers is to help employees grow and complete their work smoothly, not just to formulate various performance appraisal indicators to measure employees, classify them into three, six or nine grades, and make judgments.
If we can put ourselves in the shoes of employees, it is not difficult to find the fact that employees have a very urgent need for guidance and feedback.
Fear is human nature. Human beings will always feel worried and afraid of unknown things.
For employees' work, if managers can give timely feedback and opinions on their work, it will be as good as dew after a long drought for employees.
Employees need to use feedback to summarize the past and guide the future. Managers need to give employees timely feedback to ensure that the team's direction is always consistent.
The results of performance appraisal are the responsibility of both employees and managers.
An ordinary manager will make performance appraisal a nightmare for employees, but a manager who is respected and trusted by employees will make the appraisal results happy for everyone.
Winning the respect and trust of employees is the emotional basis for managers to shape employee behavior. If enough respect and trust are established between managers and employees, management costs will be greatly reduced. Even if the performance appraisal requirements are relatively strict, employees will not mind and will do everything possible to pass the appraisal. If there is not enough respect and trust, performance appraisal will become very sensitive, and management costs will naturally increase greatly.
So, how can we build mutual respect and trust?
That is to cultivate employees' self-esteem through positive feedback and achieve the purpose of making them self-disciplined. In this way, employees will spontaneously work towards the assessment goals without taking up too much time and energy from managers.
Self-discipline and self-esteem are positively correlated. The stronger a person's self-esteem, the higher his level of self-discipline.
Why do we always see other people’s flaws first?
This actually involves human instinct. As good business managers, we must try our best to suppress this instinct and become good at discovering the shining areas of employees, praising and strengthening them.
Employees will clarify their work direction through constant positive feedback and have more courage and strength to bear the results of performance appraisals, which means that management work has achieved gratifying results.
Be wary of the ladder of reasoning to avoid misunderstandings and harm
Generally speaking, feedback is divided into two categories,
One type is called encouraging feedback, that is, positive feedback.
The other type is called corrective feedback and negative feedback.
As the name suggests, encouraging feedback is when an employee does something right. Managers give feedback, commonly known as praise.
Corrective feedback means that when employees do something wrong, managers give feedback and complain about criticism.
In daily life, individuals’ judgments are mostly based on their own subjective understanding rather than facts, which can lead to many misunderstandings.
In the daily operation of an enterprise, managers will also make some subjective mistakes when dealing with employees. This is the reasoning mentioned above. As a manager, you must not make inferences about employees easily. If some wrong reasoning cannot be clarified in time, it will arouse employees' resentment and affect the overall atmosphere of the team.
The root cause of many team conflicts is our habit of using self-reasoning rather than communication to solve problems.
Generally speaking, reasoning has the following three steps, which I call the "reasoning ladder":
1. Collect data.
2. Selective reception of data
As much as we hate to admit it, selective reception is inherent in the way the brain processes information. In the book "Thinking: Fast and Slow", we are not rational people at all, and many decisions are emotional decisions made in a confused state.
Game theory, which advocates rational thinking, is rarely applied in real life.
If you understand this principle, you will understand that everyone's information reception is incomplete, and it is difficult for us to look at a problem objectively and comprehensively.
3. Attribute meaning, draw conclusions, and take action
After we selectively receive data, we will naturally want to give meaning to the data, make various assumptions, draw corresponding conclusions, and then take action. This is the whole process of reasoning ladder in the brain of the brain
Before we make a decision, we must ask ourselves, is it possible that this is just an inference? This is not the case.
This issue is very important for managers, because communication between people is a very complex process. A look or an action from another person may cause us to produce unobjective reasoning in our brains.
The most important role for managers after learning the Ladder of Reasoning is to realize that everyone sees things from different perspectives and the environment they are in. Depending on the situation and emotions you are in, it is easy for cognitive deviations to occur
Before a manager criticizes an employee, he or she must ask himself whether it is possible that this is just my reasoning and that this is not the case. This question is very important for managers.
Changing criticism to feedback means that before the conversation, managers will not make any subjective conclusions about what employees have done, but will only state the phenomena they have seen and their concerns about this phenomenon. In this way, employees will When managers hold some initiative and change from command to negotiation, not only the content of the conversation changes, but also a subtle impact on employees' psychology. Through such conversations, managers and employees can further understand each other's ideas, and management Managers can feel more confident in allowing employees to exert themselves. So can employees. If the manager understands the requirements better, he will be respected accordingly, and his subjective initiative will naturally be greatly improved.
Ignite your team with positive feedback
Feedback is divided into two types: positive feedback and negative feedback.
Among them, positive feedback on employees' work is what we commonly call praise.
Today’s employees value working environment even more than salary.
An important means for managers to retain employees is to create an attractive working atmosphere and do everything possible to maintain and strengthen employees' work enthusiasm. Find the shining points of employees in their daily work and give positive and powerful feedback. It's creation. The only way to create a harmonious team atmosphere
Positive feedback from managers can be divided into three levels:
1. Zero level feedback, indifferent
This is a completely ineffective management method. Not only will it not promote the work of employees, but it will easily make them passive and slow down. The most fundamental reason why indifference is terrible is the gregarious nature of people.
This is human nature. Everyone wants feedback and recognition from the group when doing anything. No one is immune.
Only when he is recognized by those around him will he feel safe and belonging.
If you do not receive the expected recognition, you will have a strong sense of loneliness and lose the sense of security you should have in the group. This kind of tension and anxiety will make him lose his desire to explore outside and become very fragile.
In the same way, if employees fail to receive the feedback and recognition they deserve in time, they will fall into deep self-doubt, feel that nothing they do is meaningful, and naturally they will not be able to devote themselves to their work as before.
There is a lot of repetitive work in what employees do, which in itself makes people prone to burnout. If managers remain indifferent and indifferent to this, it will undoubtedly aggravate this sense of professional burnout, which will cause great harm to the team that needs to devote themselves to work.
2. First-level feedback and praise
Compared with zero-level feedback, open and positive verbal praise will help employees clarify their future work direction and deeply understand the meaning of their work.
Don't link every correct behavior of employees to money. Link all the behaviors to money, but sometimes it may have the opposite effect.
Two important weaknesses of money
1. Attenuation
If money does not continue to increase, people's interest in it will quickly decrease. People always hope to earn more and more money, but will be disappointed if it does not increase. and
2. Corrosion
Money makes many things lose their original meaning. Once a meaningful thing is linked to money, it will smell like copper, and some people who pursue spiritual meaning will automatically stay away.
The root of the rise of outstanding companies is their great vision. These visions stimulate people's deep psychological needs and make each member burst out with a strong spirit of dedication and achieve remarkable results.
A good manager will make employees feel the meaning of work through first-level feedback, stimulate their enthusiasm for work, and achieve the future of the company.
3. Second level feedback, praise him and tell him the reason
The ultimate task of managers is to shape and adjust employees' behavior through various means. However, many managers have little idea of when and how to shape employee behavior. In fact, the best time to shape employee behavior is when employees are doing something right, which requires reinforcement of positive feedback.
The stomach is an organ that is very sensitive to pressure. When a person is angry or feels stressed, problems may occur in the stomach.
Positive feedback is the best time to shape behavior compared to negative feedback
The manager said that if I praise him, he will know that it is the right thing to do and will continue to do so in the future. This way, I have one less thing to worry about
As managers, we need to let our employees know clearly that they will be praised for what they do. However, in our past management experience, we spent a lot of time making employees understand that what they do will be criticized. In this way, employees will be like guinea pigs under great pressure in the laboratory, afraid to take a step beyond the bounds, or even if they take this step, they will inevitably make mistakes, forming a negative cycle
Another function of giving positive feedback to employees is to create unique values and team culture for the team, enhance team cohesion, and prevent the team from falling into disarray even if it encounters difficulties.
In daily work, timely and positive feedback on employees' work performance can create a harmonious team atmosphere, let all members feel respect and trust, and allow employees to find the meaning of their work.
When giving negative feedback, don’t take it personally.
Giving negative feedback to employees is the trickiest part of a manager's job compared to positive feedback.
Sandwich feedback mode
Level 1: Praise employees for their good work
Level 2: Point out the problems that employees have in their current work
Level 3: Tell employees what they will achieve after improvements.
The flaw of this communication method is that employees will selectively accept those words of praise and forget about the issues that really need reflection.
Although unpleasant, negative feedback is an integral part of managers' daily work. Through negative feedback, we can make employees clearly understand the problems they have in their work and help them correct them in order to achieve team goals.
Negative feedback is not terrible. The key to avoiding employee emotional rebound is not the content of our feedback, but the method of feedback. Managers should try to avoid using overtly subjective terms
Know the truth no matter what. Once you bring this. Subjective words will become the subjective feelings of managers, causing employees' emotional rebound.
I have summarized the four major processes of negative feedback for your reference.
1. Prepare the facts
People are always more likely to accept facts than conjectures. At the same time, you should also be prepared for the emotions of talking to employees and the psychological expectations for the consequences of the conversation.
2. Conversation
(1) Set the scene
Setting the scenario is to hope that employees will understand the topic of the conversation as soon as possible to avoid inefficiency of the conversation.
(2) Give feedback
it's here. I recommend a standardized tool for giving feedback to all managers. BIC is the abbreviation of "behavior impact consequence" in English. It means the consequences of facts.
Specifically, it means telling employees the facts, impact and possible consequences of an incident at once, without pausing in between.
When managers give feedback to employees, they can explain the BIC in one breath, which can allow employees to see the negative effects of their own behavior more objectively, and then create a desire for improvement.
(3) Encourage and listen
If an employee expresses intense emotions during the conversation because he is unable to complete the task, we should follow the listening principles mentioned above to calm the employee's emotions first, and then continue the conversation after the mood stabilizes. For such employees, the content of the dialogue between managers and them should tend to be encouraging. Positive feedback methods such as praise can be used to express recognition of his past work and look forward to future work after improvement. In this way, employees will feel understood, which invisibly brings them closer to each other.
When employees have emotional problems, managers need to focus more on encouraging and listening. Sometimes it is right to save the country through curves
(4) Discuss changes
This link should allow employees to express more opinions. Only in this way can he be willing to implement the changes he promised in future work.
In addition, after a good manager ends the conversation, he will attribute the conversation's sense of achievement and achievement to his employees rather than himself. For example, managers will say, this is a great idea and can help the company solve many problems.
Generally, negative feedback can end at this stage. If it involves the overall interests of the team, two more steps need to be added on this basis.
3. Action summary
The so-called action refers to the specific steps to achieve the goal. Only by implementing the goal into specific actions can the goal be achieved. The same goes for negative feedback. Only when the feedback conclusions are implemented into specific actions can the content of the conversation be implemented and not just stay in words. Feedback is for shaping and shaping employee behavior. Managers need to summarize past action experiences to pave the way for the launch of new plans.
4. Follow up plan
A high-quality feedback is more likely to lead to a new course of action. The final step in negative feedback is to follow up with a new course of action.
We need to communicate with employees frequently, supervise the implementation process of the plan, and give reasonable opinions on the current work.
Summarize
Of the two types of feedback, positive feedback. More suitable for shaping and adjusting employees' work behavior. Negative feedback is also an integral part of team management. According to statistics, in the daily management work of the team, the optimal ratio of positive feedback to negative feedback is 4:1. In this case, the overall atmosphere of the team will be particularly harmonious
As a manager, the question you often have to think about is how to build a combative team, attract new people, and retain the old?
In the previous article, we have repeatedly mentioned that the way to build a relationship of respect and trust with employees includes listening carefully, giving timely feedback, and maintaining appropriate intensity of interaction, which is conducive to managers and employees maintaining a relatively close partnership. Build your employees’ emotional accounts and deposit funds from time to time through ongoing positive feedback. Only in this way, when negative feedback has to be given, will it not have a negative impact on employees.
The establishment of respect and trust is a relatively long process, which is why a good team has a higher proportion of positive feedback.
If it is just fun, the team will be very dangerous. The team should be more like a team, working hard for a common goal. This requires managers to create an atmosphere of self-esteem and self-improvement in the team. This is why negative feedback exists.
The normal operation of enterprises requires rules and regulations, and managers also need to use means to continuously strengthen the existence of these systems.
However, a good manager is more inclined to cultivate employees' autonomy, consciousness, and self-discipline.
Self-discipline comes from self-esteem. Where does self-esteem come from?
Self-esteem is gained from the experience of being affirmed again and again. As business managers, we need to constantly give our employees opportunities to gain self-esteem. On the contrary, if you cannot control your critical mind and always remind employees of the mistakes they made at work, your self-esteem will be severely affected, you will have doubts about yourself, you will lower your evaluation of yourself, and you will feel embarrassed at work. Not surprising
In a large amount of work, it is a common problem of many managers to prioritize the shortcomings of others. This is our instinct. Excellent business managers must try their best to suppress this instinct, be good at discovering the shining points of employees, and praise and strengthen them. Employees will clarify their work direction through constant positive feedback, and will have more courage and experience to take responsibility. If each employee can act independently and assume his or her own responsibilities, it means that management work has achieved very good results.
There is no absolute right or wrong in management, only whether it is suitable for your team
I have learned a lot about team building. I hope everyone can adjust their mentality and treat work as deliberate practice again and again. Don’t be too harsh on yourself. If you are under too much pressure, you will not be able to explore as you like and truly discover the path suitable for team building. Team building is a step-by-step process.
In team conversations, it is difficult for us to use many of the tools we have learned at the same time, such as SMART, BIC, etc. But as long as we have begun to use these tools in our work, such as expanding our public quadrants and paying attention to listening, we should be praised. Only by constantly giving positive feedback can we master management skills faster and do better in the future.
People often think that giving negative feedback means offending someone. If managers use subjective thinking to judge employees' work results, of course there will be some such negative results, but as long as a rational and objective attitude is always maintained during the conversation. Reflect employees' true working status like a mirror, always focusing on work discussions. Even negative feedback will win the respect and trust of employees
9. Use time effectively and reject ineffective efforts.
overtake:
Only when managers scientifically arrange the order in which things are processed can it be possible to improve work efficiency. When it comes to team collaboration, managers must have the ability to inspire team members' enthusiasm and entrepreneurship to improve the efficiency and quality of overall decision-making.
Spend time on key tasks
As team managers, we need to get out of this vicious circle of busy work. Our time must be spent on overall planning and solving fundamental problems, and good steel must be used on the blade.
What managers have to do is to train employees to solve specific problems and save themselves from busy work, so that they can stand at a higher place, discover better opportunities, and direct the direction of the enterprise. Only by being separated from specific work and allowing employees to assume their share of responsibilities can business leaders be truly successful. The role of a leader in a team can be summed up in six words: identifying key tasks.
From the perspective of team management, the main task of the manager is to prioritize and find the direction of the team's efforts at the current stage.
Which things are closely related to the company's development prospects and should receive sufficient attention at critical times;
What things seem important can be done slowly when manpower is limited. Only in this way will the entire team seize the best opportunities and continue to make progress. Otherwise, although every member seems very busy and seems to be working hard, there are still things that cannot be done, and the entire team keeps standing still and develops slowly.
As a manager responsible for the future of the team and all members, among the many complex tasks, you must know which one is the key task that you must go all out for at the moment.
If all the work of the entire team is to constantly patch, then the most critical development period will be missed.
In each subsequent development stage, we will continue to look for the key issues at that stage and concentrate on solving them. It now seems that it is precisely because of the accurate understanding and rapid solution of key drugs at each stage that the Fan Deng Reading Club is flourishing today.
Be as careful as using a mirror, don't worry about him before he comes, don't reluctantly keep him when he is gone, only focus on the current things, only in this way can you overcome external pressure and gain a free state in life.
In Buddhist scriptures, pearls represent a person's clear and clear heart, which truly reflects external things and is not restricted or involved by external objects. This is the highest state of team management.
It’s a lot of management work. But they are generally divided into two categories:
One is to manage people,
One is stewardship.
We often overlook the part of managing people. In fact, this is the most important part of management work.
Everyone thinks that managing people is a slow job and is not as direct and effective as being a director. In fact, this is an illusion. Among the four types of time management, managers and directors belong to the categories of important but not urgent, important and urgent respectively.
Management ability is judged by whether employees have grown
The most important task of a manager is to train and lead employees to grow. Only in this way can you have hope of promotion and be able to cope with more complex tasks in the future, and the entire team will also expand and develop rapidly.
Legendary CEO Jack Welch once said that if you think something is important, you must allocate enough time to it. The most important thing in team management is to manage people, but we did not allocate enough time to this matter, which is undoubtedly a mistake. Team management direction
Whether it is team development or personal development, managers do need to change their work focus. Shift from director to management, so as to avoid the intensive occurrence of important and urgent matters. Statistics show that an average professional manager spends 80% of his time dealing with important and urgent matters, while a highly effective professional manager spends 70% of his time doing important but not urgent matters. Whether you are willing to spend more time managing people has also become an important measure of manager effectiveness.
The heart-to-heart talk that managers most easily overlook is precisely the core work content
A very popular efficient work method in the United States is GTD (getting things done), getting things done. The core concept of GTD is that you must record what you want to do, and then organize, arrange and execute it one by one. It can be roughly divided into five steps: collection, arrangement, organization, review and execution.
1. Collect
The key to this step is to record all the tasks you may face in the future.
2. Organize
Classify the items that have entered the to-do list and clear them regularly. Generally speaking, types can be divided into two categories: those that can be completed immediately and those that cannot be completed immediately. For items that can be completed immediately, process and clean up the tasks immediately. For items that cannot be completed immediately, proceed to the next organizational step.
Information related to some reference materials can be marked and stored in categories. 3. Organization
Organization is the core planning step in GTD. It requires managers to comprehensively consider all factors and formulate corresponding plans. The organization of actions can be divided into three parts: action list, waiting list and future list.
1. Action List
It refers to the next specific action. If the next step contains multiple steps, it needs to be broken down into more specific tasks, such as time, location, etc., so that managers will know what should be done.
2. Waiting list
It refers to work that is delegated to others.
3. The future list refers to
Delay processing is a plan that sets a specific completion time.
4. Review
Review refers to the steps of reviewing, checking and updating the list every week to ensure the normal operation of GTD's system and ensure normal operation next week
5. Execution
Get started by following the checklist. GTD's approach is actually to use tools to prevent the occurrence of busy situations.
Summarize:
Since we have arranged the tasks for each period of time in advance and set reminders, we will not miss anything, nor will we worry about not having time to do one thing and affect the normal progress of other things. As Wang Yangming said, there is nothing outside the mind. Cultivate your mind to the point where you can only focus on the things in front of you. It is also very interesting that Eastern and Western cultures blend with each other on this issue.
Say goodbye to boring, inefficient meetings
The Hollywood film industry is very developed, and the key factor supporting it is standardized processes
Brainstorming plays a very important role in team management, especially team meeting management.
When the meeting atmosphere is dull and inefficient. The root cause is that managers did not pay attention to or fully stimulate the creative thinking of team members, nor did they fully encourage them to express their ideas. To solve this problem, brainstorming is our most recommended method and it is also a more effective method.
You must know that human thinking has its own inherent limitations, which are difficult to overcome artificially, and brainstorming can just make up for this.
1. Inertia
We often give up our efforts to find more effective solutions. In other words, the cost of finding a solution is to kill other possibilities for creating better results. This is undoubtedly a very regrettable thing in creative collection.
2. Limitations
Limited by our own growth experience, knowledge level and other factors, our thinking has great limitations, and I fully understand this. I also have a lot of things that I don’t consider well, and it’s far from enough to just rely on my own ideas. When everyone gets together to brainstorm. It is more possible to look at a matter comprehensively and find a better solution. So, what principles should a high-quality brainstorming session follow?
1. Do not criticize opinions or discuss them in depth
When managers organize brainstorming sessions, they should be tolerant of all wild ideas and respect the opinions of all members.
Many ideas that may seem scornful on the surface, but if enough time is given to everyone to state them, the value and significance of these opinions will be discovered.
2. Don’t rush to deny it.
Negate other people's opinions on the spot. The destructive effect on the atmosphere of the meeting is obvious, and brainstorming will not have the desired effect.
The core part of brainstorming is to allow all team members to gain a sense of participation in order to collect more and better ideas. Any behavior that hinders the sense of participation is not worth promoting.
Collecting enough opinions through brainstorming is one of the important ways to improve business management.
But in real environments, many corporate brainstorming sessions are always full of dressing up and bickering.
The brainstorming process is as follows:
First, it is necessary to clarify the specific issues discussed at this meeting. The more specific and detailed the issues, the better;
Second, don’t rush to speak. Everyone should first formulate ideas on this specific issue, think about it, and write down their own thoughts. This recording process gives participants time to think independently, resulting in truly unique reflections.
Third, everyone should state their own thoughts and opinions. Others can only express affirmation or denial, and their opinions are reserved for the time being;
During the presentation process, others have time to continue to improve their own solutions, so that the largest number of solutions is presented.
Summarize:
Only in this way can it be considered a successful brainstorming, and what the manager needs to do is to maintain the order of the meeting so that every participant has the opportunity to participate.
It should be noted that the number of people involved in brainstorming should not be too large, generally no more than 15 people. In addition, it is best to invite an outsider to participate, which often brings fresh perspectives and solutions to the team
How to make decisions correctly and efficiently?
Collecting enough solutions is the first step in brainstorming. Next comes the decision-making phase of the meeting, which is also the most prone to conflicts in the traditional meeting process.
At this stage, team members are usually divided into two categories, those who agree and those who oppose.
There is no absolute right or wrong between these two types of people. They are talents that cannot be ignored in the team, and their opinions have their value.
If I have to say the difference between the two, it would be that those who agree are more optimistic, while those who disagree are more cautious.
British innovative thinking master Edward. Dr. DeBono wrote a book called Six Thinking Hats. In the book, he divides people's thinking into six angles, and each angle is represented by a hat of a certain color.
1. white hat
The white hat is neutral and objective. Wearing the white hat requires focusing on objective data and facts.
When all participating members put on their white thinking hats, everyone needs to calmly analyze the actual situation and correctly evaluate the feasibility of things. There is no need to quarrel when everyone is telling only the facts. The data collection part of this kind of data will be completed soon.
2. Green thinking hat
Green represents the green grass and vitality, and the green thinking hat symbolizes creativity and imagination.
It has functions such as creative thinking, brainstorming, and different thinking.
When all participants put on green thinking hats, they need to think with leaping creative thinking and come up with some new ideas for possible risk factors and difficult situations.
3. Yellow thinking hat
Yellow represents value and affirmation. The yellow thinking hat needs to think about problems from a positive perspective and express optimistic, hopeful and constructive views.
When all meeting members wear yellow thinking hats, they should use optimistic and positive thinking to express the benefits of the project.
Managers must let everyone involved speak out the benefits of the matter, especially those who hold opposing views.
This practice helps managers gather broad information about the benefits of the event.
Another advantage of doing this is that if the thing is approved and can be implemented, a person who is not optimistic about the project will feel that he sees the benefits of the project just like everyone else. Therefore, even if he strongly opposes it, he has participated from the perspective of a supporter. , this sense of participation is very valuable
4. Black thinking hat
The black thinking hat requires people to use negative, skeptical, and questioning views, criticize logically, express negative opinions freely, and find logical errors.
When members of the meeting put on their black thinking hats, they should consider possible risk factors and possible losses in each detail of the project.
5. Red thinking hat
Red is the color of emotion, and the red thinking hat means that people can express their emotions, as well as intuition, feelings, premonitions, etc.
When all participants put on the red thinking hat, they need to express their intuition and judge whether the matter is feasible without explaining the reasons.
6. Blue thinking hat
The blue thinking hat is responsible for controlling and regulating the thinking process. He is responsible for controlling the sequence of using various thinking hats, planning and managing the entire thinking process, and making corresponding conclusions.
In other words, in meeting management, the blue thinking hat represents the commander and manager, and all members must obey his command.
But in the decision-making process of the Six Thinking Hats, they became comrades in the trenches. They would see the advantages and flaws of the project together, and work together to find ways for the successful completion of the project. This not only Arguments are avoided and team cohesion is enhanced.
Summarize:
By repeating the above six thinking hats, the team can have a sufficient understanding of the benefits, benefits, risks and difficulties that this project will bring.
They will also come up with many creative solutions to these difficulties. It is a kind of wrong. Very efficient decision-making method
Most roles in the team meeting room can be identified through 6 thinking hats. This method can effectively shorten decision-making time and improve decision-making efficiency. So, what impact does this way of thinking have on meeting quality? This is specifically reflected in the following four aspects:
1. Reach a consensus
The participating members fully considered all issues, and the final decision was a result that everyone recognized
2. High decision-making quality
Members participating in the meeting jointly participated in decision-making, effectively avoiding the influence of blind spots and inertia in thinking.
3. The meeting atmosphere is harmonious
Participants make corresponding choices according to the order of hats. There is only mutual understanding and no tit-for-tat, which is very beneficial to team building.
4. Effective execution
Because this process allows participating members to fully understand all aspects of decision-making, employees are very willing to implement it.
Summarize:
In addition, some complex large-scale projects often involve various issues in all aspects, which are not easy to discuss. Even after some plans are discussed, it is found that there are still new problems that have not been solved. This requires managers to organize another discussion on specific issues. in order to arrive at the final decision
However, in many team meetings, team members are forced to accept the manager's established thinking model, which limits personal thinking and the overall cooperation of the team, and cannot effectively solve problems. After using the six-point thinking trade decision-making model, team members are no longer limited to a single thinking model, and the thinking hat represents a role classification, a thinking requirement, not the actor himself. The six thinking roles represented by the six thinking hats cover almost the entire process of collective thinking and help team managers make the most correct decisions.