Personal understanding: Not serious, not pragmatic, not self-disciplined, and random. When the hard times come, no one will care whether you are mentally prepared.
It is not that the crisis itself puts the enterprise into destruction, but that the basic skills of the enterprise do not solidly make the enterprise into destruction. It
is the best blue ocean that does not respect management common sense. It is the best blue ocean to let the enterprise into destruction management. Those who believe in science, believe in management, are willing to lean down to become elementary school students, invest heavily in management, and make great efforts.
Really effective management can improve organizational efficiency and continue to help companies achieve results.
Solid and effective management comes from effective managers. In many cases, the inefficiency and looseness of an enterprise are completely managed by ineffective managers.
The effectiveness of a person has little to do with his intelligence, imagination and knowledge. Talented people are often the most ineffective, because they fail to realize that talent is not a result in itself. They also don't know that one's talents can only produce benefits through organized and systematic work.
If an employer still wears sheepskin gloves at work, his hands and clothes are always clean, and he always speaks like a savior, and he will never have the opportunity to know the real thoughts and feelings of the workers.
Status slack, productive arrogance, power indulgence; not serious, not pragmatic, not self-disciplined, random,
down-to-earth, step by step, organized and systematic work, in order to make management effective and to strengthen the internal power of the enterprise
In the difficult period of the enterprise, the "basic skills" are more precious: the management should not pretend to be more in-depth!
http://www.sohu.com/a/371983257_183012?spm=smpc.author.fd-d.4.15815174459663PYlhwR
After the tide, who did not wear underwear at a glance
This outbreak caused many enterprises to close their doors and shut down. Suspension is not terrible. What is terrible is not knowing how long it will stop. This kind of uncertainty has frightened many people.
Each major crisis is also a watershed moment for the development of enterprises.
Many people are unwilling to accept this cruel fact. Therefore, you will see that in the crisis, many companies use various "chaotic actions" to carry out the so-called "self-help". However, too much chaos (I am talking about chaos), but it will bury more hidden dangers to the enterprise.
But the fact is that when the crisis is over, some companies can take advantage of this, and use this as a singularity to enter the fast lane of development. Some companies have come to an end and say goodbye to this world.
It is not that the crisis itself has brought the enterprise into destruction, but that the basic skills of the enterprise have not solidly pushed the enterprise into destruction.
Since the reform and opening up, a large number of enterprises have surged under the huge market dividend and reform dividend. Blind scale expansion, irrational diversified development, focusing on marketing rather than management foundation construction, focusing on equipment or workshops and not talent investment are almost normal.
I have contacted a lot of companies, there are billions, billions, or even tens of billions of companies. On the surface, everything looks good, but if you look deeper, you will find that they have no talent echelon, no management system, no efficiency ...
They cast big nets, fishing frantically, and then frantically "spent". Time and time again, the company is performing a self-carnival of performances, immersed in all the illusions of mastery, arrogantly defying all common sense and rules, and slowly or unwilling to wake up.
You cannot wake a person who pretends to be asleep, and neither crisis nor disaster, even destruction, is the reason why "every major crisis is also a watershed for enterprise development."
The dividends of the market and reforms are like rising tides, and everyone is swimming naked in it. Entering another turning point from 2019, policy tightening, economic downturn, and market recession. The coronavirus gave us a heavy slap in the face before everyone was relieved.
After the tide, naked swimmers, who did not wear underwear at a glance. The hard times are here, and no one will care if you are mentally prepared.
Only companies that admit that they are not wearing underwear and find their own clothes can survive the test of "cruel reality" and survive.
Already, it's not so easy to live, the era of "easy" passed away. At this point, we will usher in an era of narrow encounters and an era of aggressiveness.
Management is the best blue ocean _
Facing this completely different era, we must have the ability to meet the sword in a narrow path or face the aggressive era in order to survive.
And this ability needs to be completed by management.
Teacher Xiao Zhixing, the founder of Lingjiao Workshop, said in "Overcoming Fear with Love": "Management is the best blue ocean. At the practical level, the final glory must belong to those who believe in science, believe in management, and are willing to lean down to be elementary students Manage companies that invest heavily and invest heavily. "
Management is the best blue ocean! Those who agree can no longer agree.
In the market tide, you can ask the boss around you, or ask yourself whether you are familiar with positioning, market, investment, accounting, branding, marketing and other light vehicles, or even familiar with it; but on strategy, system construction, human resources , Organizational capabilities, operations, etc. are ambiguous, or even completely unknown.
It's time to make up the management class. Only by truly solving management problems can we build organizational capabilities, consolidate the basic skills of an enterprise, and build an enterprise moat.
Why do you say that? Because truly effective management can improve organizational efficiency and continue to help companies achieve results.
Efficiency + results = organizational benefits. Only by asking for benefits from management can we make the enterprise live better and live with more dignity.
Solid and effective management, building solid basic skills, this is the key for enterprises to survive crisis after crisis.
Solid and effective management comes from effective managers.
In many cases, the inefficiency and looseness of an enterprise are completely managed by ineffective managers.
Drucker said in "Outstanding Managers": "It is worth noting that among those in management positions, those who are really effective are rare.
In general, managers are generally highly intelligent, rich in imagination, and have a high level of knowledge. But the effectiveness of a person has little to do with his intelligence, imagination and knowledge. Talented people are often the most ineffective, because they fail to realize that talent is not a result in itself. They also don't know that one's talents can only produce benefits through organized and systematic work.
On the contrary, in every institution, there will always be some extremely effective diligent people. When others are dizzy and busy (the general people often mistakenly think that busyness is the performance of motivation ), those effective diligent people are like fairy tales of the turtle and rabbit , Down to earth, one step at a time, to reach the destination first. "
Most managers are ineffective. This sentence is too absolute, but this is the fact. It is a common phenomenon for managers to stay in the top position without leading the team to improve efficiency and achieve results.
Many managers often regard talents as achievements, positions as facades, and climbing as ends. The more you are promoted, the farther you are from the front line; the more you learn, the more you grow up, the more you look down on your brothers and brothers; the more experienced, the less willing to get your hands dirty.
More than 100 years ago, Taylor, the father of scientific management, said: "If an employer still wears sheepskin gloves at work, his hands and clothes will always be clean, and his speech will always look like a savior, and he will be condescending, and so on. , He will never have the opportunity to know the real thoughts and feelings of the workers. "
Today, however, employers like this are better than others. They have mistresses, luxury cars, and brand-name brands. They enjoy them all, but they still want the horse to run without grazing. The grass-roots employees are arbitrarily placed like a chess piece, have no right to speak, and even do not get the respect they deserve.
Horrible, some management is slowly moving closer to such employers. I think Taylor will be mad if he knows. Although he understood the truth more than 100 years ago, it is still just the truth today.
However, such employers and management fantasize that employees will help them through the crisis! They are sick and expect to give their employees medicine to cure their illness.
Sitting in the office and discussing the world has become the norm for managers. The beautiful woman in a suit and tie has become the standard for managers. Not only that, once they become corporate executives, they often show "status slackness, fruitful arrogance, and power indulgence."
Don't pretend to be a force, let's go to the front line
The indulgence of power is the biggest cancer that leads to ineffectiveness.
The fact is that once the managers of many companies are in position, they start to be bureaucratic, corrupt, indifferent, slow-moving, aggressive, and so on ... This will only make a team inefficient, constrained, and loose.
Lord Acton, a 19th-century historian and politician, said: "Power does corrode people." This is the "power paradox". The good qualities and behaviors we had in order to obtain power, such as: enterprising , Gratitude, humility, empathy, openness, etc. After you have power, you start to become lazy, self-righteous, arrogant, ego, closed, and eventually you become a person who ca n’t listen to opinions and is coquettish If you do n’t do something, you want others to serve you.
Dacher Keltner said in "Even if you have power, you should live a noble life": "Research shows that people who hold key positions in the company interrupt their colleagues and are attentive, improving The probability of speaking in the voice and vulgar in the office is three times that of ordinary employees. "
In the team, you will find that those with higher power have almost the same meaning in doing things. Not serious, not pragmatic, not self-disciplined, and randomness have become synonymous with them. They lost their self-requirements and self-discipline and began to squander and abuse their power until they were destroyed by power.
Don't pretend to be a force, let's go deeper! Don't sit in the office and talk about the world, go to the frontline to be a man who gets his hands dirty. Down-to-earth, step-by-step, organized and systematic work can only make management effective and consolidate the internal strength of the enterprise.
Mr. Kazuo Inamori faced such a dilemma when saving Japan Airlines, allowing a company on the verge of bankruptcy to turn a profit. What did he do? How did he do it? The following video is worth watching a few times in this era of crisis.
In difficult times of an enterprise, solid "basic skills" are more precious, and this must be achieved by effective management by effective managers.
Effective management stems from down-to-earth, step by step, organized work in a systematic and systematic manner.
Author: Li Shunjun, Huaxia cornerstone partner, "new restaurant" management expert, catering investors, researchers and practitioners of change management services; served a total sea fishing shop, assistant general manager of the Beijing-Shanghai Region; former Beijing Jingya Hall Vice President, served as general manager of Beijing Jiuzhou Weiye, Beijing Huoyan Mountain and other companies; management consultants of many well-known enterprises such as Siji Minfu and Huang Taiji
Source: New Era of Management (ID: lsjcn2019)
