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MindMap Gallery Some thoughts and humble opinions on management
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Some thoughts and humble opinions on management
The importance of young people learning management is reflected in many aspects. It is not only related to workplace relationships, but also has a profound impact on personal long-term development and quality of life. First of all, learning management helps young people plan their study time efficiently and avoid procrastination and waste. By setting clear learning goals and plans, they can learn in a more targeted manner, thereby quickly mastering knowledge and improving their academic performance. Secondly, learning management helps cultivate young people’s independent learning abilities and lifelong learning habits. Mastering learning methods and techniques, learning how to filter resources, organize notes, reflect and adjust learning strategies will make them more comfortable in future study and work. In addition, learning management can also improve young people’s problem-solving skills and innovative thinking. During the learning process, they will encounter various problems and challenges. Through effective learning management, they can systematically analyze problems and propose solutions, thereby developing strong problem-solving abilities. Finally, learning management helps young people achieve all-round personal development. By extensively engaging in knowledge and skills in different fields, they can broaden their horizons, enrich their experiences, and enhance their overall quality and competitiveness.
Edited at 2024-03-23 16:53:39
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Some thoughts and humble opinions on management
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- Outline
Some thoughts and humble opinions on management
Preface
What leaders do is actually a process of allocating resources, and time allocation is particularly important.
Leaders should focus on doing one or two things
clear goal
Employ people to make things happen
What is a clear goal?
Think with business logic, examine from the perspective of customers, criticize from the perspective of the industry, and measure against future standards. We must master competitive advantages such as technological leadership, cost advantages, and competition barriers.
What is employing people to achieve success?
Be able to build a team and lead a team, be responsible and set an example
To employees, managers should give direction, responsibility, trust, motivation and ability.
1. What is leadership?
Be sincere and do your best
1. Differences and commonalities between entrepreneurs and managers
Entrepreneurs have a strong sense of purpose and the ability to seize opportunities. They must create opportunities even if there are no opportunities and are willing to take risks.
Managers are also very capable of seizing opportunities and want to create opportunities even if there are no opportunities, but they are often risk-averse.
Entrepreneurs must face everything with the most optimistic attitude, while managers must face things with a prudent attitude
Inspire
When speaking to the outside world, I think we need to reflect the status of entrepreneurs more.
When working as an internal manager, you need to embody the temperament of a leader
There are different roles in different situations, and different roles reflect different states. Different states and characteristics should be reflected according to specific scenes and specific objects.
2. What is leadership?
Leadership is the ability to lead a team to achieve goals
What is leadership?
The extent to which team members are willing to follow you willingly to achieve an organizational goal
Hierarchical model of leadership
Entrepreneurship stage
Early stage of business
In the early stages of starting a business, there are not many people, so we don’t need too much leadership, but we still need to consciously do self-awareness.
What perceptions?
What must the boss do?
What should management share?
In the entrepreneurial stage, do you need to get involved in the business and do things at the operational level?
Knock on the blackboard
After the company becomes big, it will be a huge waste to do things at the operational level.
What is "getting involved"?
The first thing is to have thinking ability
Secondly, behavioral ability
Why?
Different roles require different abilities. Delivering food definitely requires behavioral abilities, but it does not exclude his thinking abilities.
If people who have reached the highest level are still evaluated based on their behavioral capabilities as the highest criterion, there must be something wrong with this company.
Knock on the blackboard again
Enterprises must have internal and external requirements
First of all, we must meet external requirements. The highest external requirement is to gain market recognition and customer satisfaction.
Market recognition and customer satisfaction require the company's organizational capabilities and employee quality to support it.
management level
There are three levels of leaders in the enterprise: grass-roots, middle-level and senior-level leaders, each of whom assumes different roles and functions.
Grassroots level
Grassroots leaders must provide tactical support and prioritize efficiency.
Grassroots focus
In the implementation of tactics, the vision does not need to be too long. The focus is on operational efficiency and the team, and the organization is reflected in unit efficiency.
Core competencies at the grassroots level
When executing an instruction, whether they can do it right away and whether they can do it to the best is what tests the ability of the grassroots managers.
Criteria for measuring grassroots performance
customer perception
All products and services are determined by front-line employees. Each employee’s attitude towards customers and daily delivery carry customer perceptions.
middle level
Coordination first
The focus of middle managers
Path planning ability, looking at the mid-term, must see the requirements of customers, but also the potential requirements of customers, as well as the understanding of internal organizational resources
Middle managers’ concerns
process management
Adjust the process according to the situation
Core competencies of middle managers
horizontal coordination ability
Generally speaking, there will be conflicts between the manufacturing department and the development department, the purchasing department and the R&D department are inconsistent in their stances, and the customer department, the manufacturing department, and the R&D department have different understandings of one thing. This is the "chimney pipe" of a large enterprise. "How did it stand up?" It is caused by the cognition and interests between various departments.
Criteria for measuring middle management capabilities
organizational efficiency
Product efficiency can be quantified, measured, and compared, but organizational efficiency is difficult to compare.
Knock on the blackboard
Middle managers have different abilities to organize and coordinate resources, but the most important thing is the boss’s structure. Some bosses are willing to use balancing or control techniques. This is actually the continuation of thousands of years of deep-rooted imperial thinking and lacks Respect for contracts and understanding of civilization often backfire on the efficiency and effectiveness of the organization
focus
The middle level determines the competitiveness of an enterprise, and also determines its competitive advantage. This competitive advantage is reflected in innovation, including process innovation, organizational innovation, and product innovation. Innovation means daring to change and making a little progress every day. , is innovation
high-rise
choice
Top management’s focus
The top management is responsible for doing the right thing. To do the right thing, the field of vision must be long-angle. The top management uses a telescope to see things.
The grassroots are responsible for doing things correctly, so they should use a microscope to see things
High-level concerns
Values and corporate culture
The difference between the lower level and the lower level depends on the coordination and discord of the top level. The top level pays attention to a certain matter. What they focus on is not the matter itself, but the guiding role of these matters. It is the direct impact, indirect impact and impact of the matter.
Senior core competencies
strategy
Strategy is a process of making choices, that is, doing something and not doing something. Choosing "not to do" is more difficult than "doing"
Criteria for measuring senior management
The market position of an enterprise is whether it is the first in the market, the top three in the market, or the top 100 in the world. Whether a war can be won or not is decided by the top leaders. Which battle to fight and how to fight it. Whether to win or not is decided by the executive level such as regimental commanders and brigade commanders.
Knock on the blackboard
Being a leader is difficult. The real difficulty is whether you can stand up as a role model. You have to have a judgment about what should and should not be done, and where to draw the line.
3. The value of managers
What is the role of a manager?
Managers must have the concept and pattern of "the organization is different because of my existence". This is the value of managers.
If the team is the same whether there is a manager or not, what is the point of managers existing?
For example
If the industry and environment are compared to rivers
A company is like a boat
Managers are the navigators who guide the team forward
Start a lecture
For grassroots managers, rowing at a speed greater than the average speed is valuable.
If there are ten people in a team, and everyone works towards greater than average speed, the average speed of the entire organization will continue to increase.
For middle managers, the acceleration brought about is greater than zero.
This requires innovation and continuous improvement, at an ever-increasing rate. Once the organizational culture is established, the grassroots will think about changes and optimization every day, so that the acceleration of the entire team will be greater than zero.
Top managers must keep accelerating
Let middle managers always optimize and improve, and continue to improve. Once the team's culture and values are well established and everyone is willing to work hard, acceleration will always exist.
Be independent, proactive and spontaneous, and treat the team's work as your own career
2. Core tasks of senior managers
As a senior executive of an enterprise, you should pay close attention to two things:
clear goal
Employ people to make things happen
Tell 2 stories that everyone knows
Liu Bei was born into a generation of mat weavers and shoe sellers of the declining aristocracy. Because he knew people well and treated them well, he was able to divide the world into three parts.
Tang Seng, a monk who knew nothing but chanting sutras, gathered together a group of demons and monsters with different personalities, and worked hard toward the goal of heading west, west, and west again. In the end, they achieved the true sutra, attained the status of Buddha, Bodhisattva, and Arhat. Everyone was happy.
How can we clarify our goals?
Clear goals are strategic capabilities
① Look at the target from four angles
business logic thinking
How to form a closed business loop?
How are technologies, organizations, products, and services recognized by the outside world?
How to make sustained profits?
See it from the customer’s perspective
What value can it bring to customers?
If you stand from the customer's perspective, you will think more clearly about the advantages and disadvantages of the customer than from your own point of view.
Criticism from an industry perspective
How would it look in an industry comparison?
Compared with competitors, what are your strengths? What are the shortcomings?
When it comes to concrete things from big concepts, it’s completely different.
measured by future standards
The current product or technology may be leading, but can it continue to lead in the future?
Let alone the long-term perspective, can we maintain our lead in the past three or five years?
Only by looking at it from an industry perspective can we make judgments about the future.
② Three key points to form a competitive advantage
Leading technology
Whether technology is strong or not is reflected in gross profit. It is actually a differentiated advantage.
Apple iPhone accounts for 45% of the global smartphone market and operating profit reaches 85%
Cost advantage
There is no explanation for this
Low cost, leading technology, and scary profits, like Apple
The cost is not high, the technology is not leading, and the profit is average, such as Xiaomi
High costs, leading technology, and decent profits, such as Huawei
franchise or monopoly
Franchise or monopoly is a barrier to competition, which is also an advantage
Don’t think about it. Most companies don’t have such conditions.
③ Clarify the six dimensions of goals
No one is stronger than the trend. If you go with the trend, no matter how you go, it will be right. If you go against the trend, no matter how you go, it will not work.
macroeconomic environment
market capacity
Industry development
Evaluate technology trends
Look at competitors
own and organizational capabilities, technology, organizational size, and core members
④ Avoid target misunderstandings
First, whether the technology is strong or not, the person who evaluates it is very important.
You have to do it yourself first
Then someone says you can do it. The key is that the person who says you can do it can do it.
Finally, the person who pays the bill says you can do it
Never sit in a well and look at the sky, just close your eyes and enjoy yourself! ! !
Second, we need orders and even more customers.
Taking orders is important, but it is even more important to maintain good customers.
Customers are living water. Only by maintaining customers well can there be a continuous flow of living water.
Third, sell products, but also sell brands.
Products are important, but brand carrying capacity is even more important
Every company is a brand, and every sales and link of the company is the main carrier of the brand. You can’t rest assured doing business with you, which is reflected in the influence of the brand.
Everyone on the team is a reflection of the team’s brand influence
Fourth, industry judgment should not be too subjective
Reviews within the industry may be good, but what about expanding it?
Be careful when your peers flatter and compliment each other.
How about changing to another circle? Change the circle to be more objective
Upstream and downstream industries or related industries
If you have business dealings with these companies that involve interests, you must also consider them carefully.
Fifth, if you are strong as an individual, you need to be strong as an organization.
The technical ability is very strong, and the ability to work alone is very strong, but how can the organization unleash its power?
A strong individual can only be strong for a while, but a strong organization can continue to be strong.
Inward attribution is a necessary condition for all successful companies. To attribute inwardly, you have to look for the reasons within yourself to have the opportunity to make progress. If you pass the responsibility to others, you will always be left lying on your hands.
How can we use people to achieve success?
① Basic skills of managers
four basic skills
Team up
Lead the team
Responsible
be role model
Team up
Who you start a business with is a teammate
Managers must treat the team’s affairs as their own business
for example?
If you have a technical background, you need to find someone with a production background.
If someone has strong breakthrough ability but weak system ability, he should be matched with someone with strong system ability.
What are the principles for team building?
Same values
People can have different abilities, but their thinking patterns should be the same
Knock on the blackboard
But the abilities are different, otherwise they will be missing or wasted
Be straightforward
Like-minded
ability matching
Smooth communication
Lead the team
For managers, the more others think you are strong, the less likely you are to take action, especially in technology.
Give a chestnut
Technology entrepreneurs are often willing to do it themselves, thinking that it is better to do it themselves than to teach others to do it. The later they get, the harder it is to let go.
Knock on the blackboard
It would be very scary if all the thinking ability of the organization is placed on one person. Managers must get rid of their own professional authority, get rid of dependence on others, and let the people below to operate and grow. In this way Only the team can bring it up
Managers must build a talent echelon and cultivate talents
Responsible
Be responsible and stand firm. If something goes wrong, you must not blame others. You must take the initiative to take responsibility. If the sky falls, you, the tall one, will have to hold it.
Have a clear understanding and commitment to one's own actions, decisions and roles
Be firm in faith, not afraid of difficulties, and have the courage to take responsibilities and risks
If there is a problem, go one-on-one behind closed doors. Praise should be in public and criticism should be in a small scope. Because if you want to achieve the effect of criticism and get others to recognize it, it is best to save enough face for others.
be role model
Influence and inspire others through your own behaviors, attitudes and values, and become an object for others to learn and imitate.
As a leader, this is enough. You must be able to do what you ask of others. You must also do what others cannot do.
If his body is upright, he will act without being told; if his body is not upright, he will not follow orders even though he is told.
No matter what level the leader is, he must maintain a relatively close relationship with the team, but also maintain an absolute distance. He must maintain authority, and at the same time, he must do everything correctly and withstand scrutiny.
Knock on the blackboard
If you make this a habit, even if you are not a leader, you will still be an excellent person, at least an outstanding person.
② The five aspects of managers
Which five gravity?
give direction
give responsibility
give trust
Give motivation
Give ability
give direction
Setting strategies is the unshirkable responsibility of leaders
The direction that the team will discuss together must be better than what you have thought of and tell everyone. It will be clearer, clearer, and more powerful, and the subsequent execution will not be biased.
Why?
Inspire innovative thinking
In collective discussions, different opinions and ideas can come together and collide, which helps to stimulate new thinking and generate more innovative ideas and solutions.
Promote information sharing
Through collective discussion, team members can share their knowledge, experience and information, which helps to make up for personal knowledge blind spots and improve the knowledge level of the entire team.
Enhance problem-solving skills
Brainstorming allows team members to analyze a problem from different perspectives and work together to find the best way to solve it. This kind of cooperation can brainstorm ideas and improve the quality and efficiency of problem solving.
Develop team cohesion
Group discussions help enhance communication and interaction among team members, deepen mutual understanding and trust, and thereby cultivate team cohesion and cooperation spirit.
Improve decision quality
In collective discussions, team members can fully discuss and evaluate decision-making options to ensure that decisions are based on more comprehensive information and deeper thinking. This helps improve the quality and feasibility of decisions
Discover potential problems
During the collective discussion process, different members may raise issues or risks that were previously ignored, which helps the team discover and solve potential problems in a timely manner and avoid subsequent troubles.
Improve personal abilities
People participating in group discussions need to organize language and express opinions in a short period of time, which is a kind of exercise and improvement for personal communication, thinking and expression skills.
Knock on the blackboard
Discuss thoroughly before the meeting and implement it resolutely after the meeting
give responsibility
Responsibility cannot be given directly, some preparation must be made, and its uniqueness must be described.
why?
Ensure the recipient fully understands and values the importance of this responsibility
Let the recipient more intuitively feel the weight and value of this responsibility
Ensure they fully understand and accept this responsibility
Give a chestnut
Author's experience
Meet with clients 40% of the time
Maintain customer relations
Explore customer needs
Listen to customer feedback
40% of the time is spent studying people
Who can do what?
Who can't do what?
Who trains how?
How does anyone get motivated?
Find out his uniqueness
20% of the time is spent doing urgent or routine tasks
In addition, the author talks about the overall situation of the company in front of all employees every time. This is also a report to the employees. After knowing what to do next year, they will know how to cooperate.
Those who share the same desires will win; those who are in the same boat will prosper
Unify thinking, strengthen understanding, and resolutely implement
give trust
The power of trust is infinite, trusting others is also an ability
Why?
Most managers lack such broadmindedness and wisdom
Able to build strong interpersonal relationships and promote team collaboration and innovation
It can eliminate barriers and bring each other closer, making both parties more willing to be honest with each other and share each other's thoughts and feelings.
Knock on the blackboard
Trusting others is not an easy thing. It requires us to have enough wisdom and judgment to be able to identify who is trustworthy and who may be risky
We also need to have enough courage and responsibility to dare to trust others, even in the face of risks and uncertainties
Is humanistic temperament good for innovation?
An interview conversation: My boss believed in me more than I believed in myself. I thought I couldn’t do it well, but he said that you can definitely do it well, and in the end, you really got it done.
What is humanistic atmosphere?
Humanistic atmosphere usually refers to the comprehensive reflection of the humanistic qualities, values, emotional attitudes and interpersonal communication of the team members.
What is the importance of humanistic atmosphere?
Members of a team with humanistic qualities tend to better understand and respect each other's differences, thereby establishing more harmonious interpersonal relationships. In such an atmosphere, team members are willing to share their ideas and insights and actively participate in discussions and collaborations, thereby inspiring more innovation inspiration.
Helps cultivate open thinking and creativity among team members. Team members with humanistic qualities tend to have a broader vision and an inclusive mentality, and are able to think about problems from different angles and levels and come up with novel ideas and solutions. This kind of open thinking and creativity is an important source of innovation.
Helps improve the overall cohesion and centripetal force of the team. When team members jointly follow certain values and moral principles, they are better able to form a consensus and work together toward the team's goals.
Why is trust important?
Subordinates will become very loyal because of your trust and will fully implement your instructions.
Subordinates will be very confident and responsible, and will be full of passion at work. The positive behavior of subordinates will infect the people around them and mobilize the working atmosphere of the entire company. Everyone will work together to make progress together.
Only by giving full play to their initiative and creativity can we win the center of talent, gain team unity, and bring about the rapid development of the enterprise.
Knock on the blackboard
Therefore, bosses should not get involved casually with their subordinates, do not doubt their abilities, and do not make assumptions about what is happening, so as to avoid embarrassing situations where people are panicked and everyone is in danger. The boss should use trust to provide strong support to subordinates, allowing them to boldly go ahead and do whatever they want.
Give motivation
Why are high-speed trains faster than express trains? Because there is power in every section of the train
How to get everyone below to install "engines"?
People don’t just do things if they are given money. Spending money may be positive or negative, but psychological mobilization, emotional mobilization, our attitude towards vision and goals, people’s understanding of value, etc., these All are eternal
Let everyone have desires and fears
What is "having something to desire"?
Desire means that everyone has something to ask for
What does "feeling afraid" mean?
Being afraid means everyone is worried
After you have a clear understanding of "fear and desire", try to explore his "desire" and use "fear" with caution
Give me a chestnut?
Give motivation and praise in time
The scene at that time
Facing the situation of staff turnover, slackness, and failure to meet customer progress
The then managers held meetings every day to criticize
The author's approach
Rely on praise. From a group of people who scored 20-30 points, if there is one who scored 40-50 points, you should praise it.
Not only praise himself, but also praise him in conferences and small meetings, and let him share his experience.
Knock on the blackboard
Everyone wants to perform on the stage, so what they say on the stage will be better than the actual effect. Once they speak on the stage, they will solidify what they said. They will explain it step by step, one person at a time. After a few years, it will become the basic paradigm. , changed himself subtly, and influenced others by setting an example.
Be motivated, be afraid
How to understand?
Give a chestnut
When the author's company sends employees to other places for business trips, the company will ask them to come back regularly. One person did not let him come back after the expiration date, because it was only 6 months before the customer started production, and it was not appropriate to come back at this time. So he explained the situation to his lover face to face, asked for understanding and support, and asked if he had any difficulties and whether his employer could support him.
If you want others to do it, you have to think about other people’s worries.
After the employee completes the task, the company invites the employee's family to have a meal together and praises the employee in front of the employee's family
Another person who was sent to Nanjing failed to come back as scheduled because his child went to Nanjing to attend first grade. When he came back after three years, the child had to transfer to another school, so he had to complete primary school.
You need to take all the difficulties and difficulties of employees into consideration. If you take these into consideration, will he think of anything else? Most likely not
Managers "fear", not employees "fear"
Think about what employees think, worry about their concerns, and relieve them of worries
Give ability
You can’t just let employees do it, you have to think about how to make them do better?
How to give ability?
It depends on training, a lot of training
Not only training technology and skills, but also concepts and values
How to "give capabilities" to different positions?
Training on job skills for the grassroots level
To the middle level
Training management skills
to senior management
Develop their ability to think independently while instilling some basic values
Inspire
The talents cultivated in the original ecosystem will definitely have higher organizational consistency than those you recruit from outside or poach from competitors.
Why?
Talents cultivated in the original environment grow within the organization and are usually more likely to understand and accept the organization's values and culture because they have been in this environment from the beginning and have a deeper understanding of the organization's operating methods and rules.
Can I insert it?
High organizational alignment may also result from external recruitment or talent poached from competitors. These talents may have extensive experience and skills and can quickly adapt to new environments and integrate into the organization. If they can resonate with the organization's values and culture, their organizational alignment is also likely to be high
In addition, they may bring new perspectives and ideas that contribute to the innovation and growth of the organization
Knock on the blackboard
When recruiting talents, organizations should consider a variety of factors, including the candidate's skills, experience, values, and fit with the organization.
Organizations also need to cultivate and enhance employees' organizational consistency through effective training and incentive mechanisms to ensure that they can better contribute to the development of the organization.
We must turn training into a systematic task. Only in this way can we train talents who are consistent with the organization.
Give a chestnut
There is a class in the author's company's new employee training that talks about the company's history and mission.
Why take this class?
The sense of honor comes from the accumulation of history, and cohesion comes from one thing.
First of all, it doesn’t mean that there is cohesion if you give money, and there must be centripetal force if you pay wages on time.
There are many people who get by with money. If you pour cold water on them, they will be like deflated rubber balls.
Inspire
Make the best use of things and make the best use of people's talents
Discover the potential of people with potential, grow with people who have the potential to grow, and become a noble person for those who show signs of becoming a noble person.
Management is about igniting the fire within others
When the fire is set on fire, can it make others feel like they have been injected with chicken blood? This is not to use him as a tool, but to make him capable
Management is about stimulating people's goodwill and potential - Peter Drucker
Employees must have room for development, and companies must provide everyone with room for real development.
The development space of employees is closely related to the growth of the enterprise. The two are interdependent and promote each other. Employees are the company's most valuable resources, and their growth and development are directly related to the company's competitiveness and sustainable development capabilities.
Therefore, companies should actively create real development space for employees to stimulate their potential and achieve the long-term goals of the company
3. Some insights in management
1. Four sentences to managers
Managers are the norms of behavior
Don't look at how the documents are written or how the system is set, but look at the manager's attitude towards implementation.
Documents are written and systems are thought up. There will definitely be deviations when doing the following, but the direction of the deviations must be related to how you do it.
The gap between ideal and reality is as far as the earth to the sun. Unexpected situations may occur at any time during execution. In order to ensure the effect and results of execution, we must monitor at any time and adjust plans and measures in real time.
In reality, implementation deviations are likely to be closely related to managers.
Give a chestnut
The company requires cooperation between departments, but if the leaders of the design department and purchasing department do not deal with it, will the employees below still cooperate with each other?
If the relationship between the two is very harmonious and they can discuss things, can the following employees not cooperate with each other?
Managers are the driving force for improvement
Today is different from yesterday, and tomorrow will be different from today. This is the value and significance of the existence of all managers.
The organization is different because of my presence
Although most of the reality is: "The organization will be the same with or without you."
KPIs are not used in the assessment of high-level and middle-level managers. KPIs are more useful for things that are more standardized and more useful for things implemented at the grassroots level.
For things that require intelligence, there is no way to use KPIs.
Originally I was doing it as a career, but now I am doing it as a benchmark, to get bonuses, and maybe I even look down on myself.
Author's chestnut
The indicators set for each factory are IPI (Industrial Index), how many seconds does the injection molding machine take to inject, how many seconds does it take to demould, etc. process performance
grassroots execution level
Factory inventory, sales, and even profits serve as auxiliary indicators
middle management
The main assessment is the growth rate, how much progress this year has made compared to last year, and who has made more progress.
top management
Managers are leaders of culture
What are culture and values?
How to manifest it?
The biggest value is what should be done and what should not be done
Culture is what you praise and what you criticize
Author's chestnut
When the author goes to the workshop, he must ask questions. It is also required that the general manager of the branch company must go to the workshop every day and must ask questions. Failure to see the problem is the problem of the leader.
At the same time, master the seven points of praise and the three points of correction. This is better than last year and better than last time, but that part needs to be improved and adjusted.
Inspire
The biggest culture in an organization is the kind of people it uses, the kind of people it promotes, and the kind of people it suppresses.
Knock on the blackboard
Whether you promote those who play mahjong with you after get off work, or promote those who dare to speak out, these are different cultures.
Should you hire those who can deliver results or promote those who can flatter you? This is culture.
"What is good at the top will be bad at the bottom." Managers are the weather vane and atmosphere dye of the team.
The characteristics of the people you employ and promote are what you want to promote
Managers are the symbol of the brand
It is not just managers who carry the brand, but all employees
In a phone call with a customer, a service performed, and every product, customers can feel the power of the brand.
The status of making phone calls with customers, daily responses to customer service, and conversations in private meetings are all part of the brand.
2. Be sincere and work hard
Awesome, my pot
Sense of trust, mission, urgency, pride, and true feelings
Learning ability, creativity, cohesion, influence, work hard
sense of trust
The leader has entrusted this business to me, and I must do my best. The customer has entrusted me with this business, and I must do it the best among competitors.
sense of mission
Always find value and meaning in this matter
sense of urgency
Drag and drag, grab and rush, the rhythm and results will be different.
pride
To share the glory of success with everyone, when you take the team to a dinner party, when you go on stage to talk about the things you have accomplished, click and mention the names of your brothers.
Give a chestnut
The author invites all the family members of his subordinate employees to have a meal every year. The highlight is to praise each person for the cost of a meal in front of all the family members, so that the employee can show his pride in his work in front of his wife and children.
Inspire
Don't mess around. On the surface, it looks like it's for the team, but in reality, your time, energy, and ambitions are being wasted.
Sorry, I have no interest in persuading you. I have so much time and energy, so I might as well read some books to improve myself.
The process of an organization or a person interacting with the outside world is a combination of our sensitivity to external changes and the integration of the internal organization.
The most important thing is your learning ability, whether you can keep yourself improving, keep learning, and learn new technologies, new things, and new perspectives on problems.
Creativity always requires some changes. When I come to the earth, what will be different for me?
Cohesion, after all, you are leading an organization, you must reflect the strength and role of the organization
Influence, is it because of where you sit or what you do that is recognized by customers, suppliers, and employees?
If you work hard and do one thing to the best of your ability, the results will certainly be different. I have fought for everything, success or failure does not depend on me. If you lose without a fight, you won’t be able to justify it;
Winning without fighting is a good thing that can only be imagined in a dream.
3. Self-cultivation of managers
Self drive and introspection
Entrepreneurship must be self-driven, not driven by others, and must be self-disciplined, not heterodisciplined.
respect differences
We must respect diversity and respect the existence of various ideas. We must not think in binary terms.
We must overcome duality and black-and-white diode thinking in life.
pursuit of excellence
As much as possible, everything must be done in a state of "dare to be the first and pursue excellence"
Willing to challenge
Be willing to challenge rather than settle for the status quo
Attribution inward
Attribution inward is the starting point for organizational and personal progress
Not everything is someone else's problem. Social science is always more complicated than natural science. Especially technology entrepreneurs need to learn more knowledge about literature, history and philosophy. Real great politicians all study history.
Everything is changing, and the only constant is change itself. Whether it is subjective or objective environment, it is changing at any time.
There is nothing new under the sun. What is happening now has most likely happened at some point in history. Looking at how those smart politicians solved the problem will definitely shed some light on the current situation.
4. Basic thinking of managers
value thinking
What value can you bring to others? Where is your value?
critical thinking
What exists is not necessarily reasonable.
The correct interpretation of "existence is reasonable" is that all things that exist have their own rationality for existence, and anything that does not exist is 100% reasonable.
bottom line thinking
What things are absolutely untouchable? What is the risk limit for something?
When facing complex and ever-changing situations, we must always maintain a clear mind and a high degree of vigilance, enhance our ability to control risks, and continuously improve our ability to cope with challenges.
When thinking and making decisions, we must carefully calculate risks, estimate the worst possible situation, and accept this situation, so as to ensure that we can remain calm and rational in the face of risks and challenges, and make scientific and effective decisions.
Enhance your sense of urgency, prepare for the worst in everything, and strive for the best results, so that you can be prepared, not panic when encountering problems, and firmly grasp the initiative.
logical thinking
Don’t be coerced by emotions. Use logical thinking and deduction, and use emotions to drive. The results will be different.
Emotional decision-making often lacks rational analysis, which may lead to wrong judgments and thus bring adverse consequences.
People who are unable to manage their emotions effectively may have difficulty facing challenges and difficulties, thereby hindering personal growth and development
Comprehensive thinking
What is right today may not be true tomorrow, and adjustments must be made accordingly in different scenarios.
Nothing is eternal, only change
Both personal life and social environment are constantly changing. These changes may be small or significant, but no matter what, they continue to shape our world.
We must accept and adapt to change because change is inevitable. We should view change as an opportunity, not a threat. By constantly learning and adapting, we can continuously improve our abilities and qualities to meet future challenges.
5. Understand the 5 points of power
The power of technology
Technology is not only the starting point of differentiation, but also the fulcrum of the economy
The continuous innovation of technology has enabled many originally tedious and inefficient tasks to be completed automatically and intelligently. This not only improves work efficiency, but also frees up human resources, giving people more time and energy to engage in more innovative and valuable work.
the power of capital
Everyone will realize the power of capital, although these powers are not necessarily positive, so we must think about how to use it well and how to balance it.
Capital has no attributes, and the people who use it endow it with "good and evil"
The power of brand
Brand is very important, whether it is a personal brand or a corporate brand, but few people realize this, especially in the entrepreneurial stage. The founder is to a large extent the brand of the company.
Jobs said he was "calm"
Rebus said, "Very good, very energetic."
organizational power
Don’t rely too much on individuals, trust the organization we have built
Strengthening organizational strength can significantly enhance the competitiveness of an enterprise and make the organization more stable and orderly.
how do I say this?
First, strong organizational strength can improve the organization's execution and decision-making efficiency, ensuring that the organization can quickly respond to changes in the external environment and transform it into motivation that is beneficial to itself.
Secondly, strengthening organizational strength can optimize internal cooperation and communication mechanisms, enhance teamwork capabilities, and thereby improve overall work efficiency.
Inspire
Excellent leaders can effectively enhance the overall strength of the organization by leveraging factors such as their own power base, leadership traits, and organizational capabilities. Therefore, cultivating and selecting high-quality leadership talents is of great significance to improving organizational strength.
the power of culture
Cultural atmosphere is the smell that fills the air when entering your company. It can reflect the status of managers from any employee. This is the power of culture.
6. The meaning and value of life
There is a stele in the Mausoleum of Dayu in Shaoxing, Zhejiang Province. On the back of the stele are engraved nine words - go with the flow, respond to the time, and be in the right place.
When doing things under the general trend, how to do it will be smooth; how to do it at the right time will be appropriate and complement each other.
Chairman Jiang once said: A person's destiny must of course depend on self-struggle, but the process of history must also be taken into consideration!
Both people and society are in the tide of the times. We must clearly see the trend and direction of the times, and at least we must not go against the trend.
The ceiling of an enterprise is the thinking of managers. If the boss does not realize it, he will never be able to do it well. Even if he realizes it, he may not be able to do it, because this is a necessary condition, not a sufficient condition.
The structure of the management determines the upper limit of the team, and the manager’s preferences determine the atmosphere of the team
Most of the problems in the team are due to the incompetence of the manager and have nothing to do with the ability of the subordinates. The reason why the team needs managers is because everyone has flaws. As a leader, you must repair and deal with these flaws in a timely manner.