Collins, one of the most influential management masters in the world, called them "the right people". Welch called them "stars" and the late Drucker called them "strategists". These management experts talked about the people who really decide the rise and fall of enterprises. What is the secret of the success of these "star" leaders? Studies have proved that the key to a leader's success lies in whether he has specific cognitive abilities, and it is these abilities that form the basis of a new intelligence theory. Intelligence here refers to a cognitive skill needed in a business environment, also known as "decision wisdom".
A famous management expert at MIT believes that as a leader, there are three core abilities in his comprehensive quality, namely, decision-making, employing people and specialty. And the emphasis of these three aspects is different: for leaders, the most important thing is decision-making, accounting for 47%; Followed by employing people, accounting for 35%, and majors only account for18%-Li Huifang, a famous leadership training expert, said that the market is like a battlefield without smoke, and the competition between the same industries has developed to a white-hot level. Whoever is good at planning and foresight in business management decision-making may be one step ahead in the market, seize the commanding heights, and keep the outcome of never falling behind the market. On the contrary, if you are short-sighted, short-sighted and lack long-term thinking and foresight, the result can only be to be a "follower" forever and to be a "follower" behind others forever.
In an emergency, we often lack the boldness of vision and witty decision-making, and embark on a road farther and farther away from the goal, still smugly thinking that this is the right choice to get out of the predicament. We are confused by the complicated world, we can't see the most essential problems clearly, and we only grasp some unimportant details, and the result is of course very bad. Li Huifang, a well-known expert in leadership training, believes that only by grasping the core issues can we prescribe the right medicine and make individuals, teams, organizations and enterprises succeed. Decision-making ability is not innate, and a person's decision-making ability is not produced by accident, nor is it obtained from others. It needs to be cultivated from the environment where we grew up: family, school and workplace.
Everyone is a decision maker, and all aspects of daily life need to make decisions. Especially for the person in charge, the purpose of making decisions is to be able to do things well-to accomplish certain things through others and produce the desired results. If we want to have better results, we need to make better decisions; If you want to make a better decision, you need to think more. In life, people often face many decisions, especially as a leader. The higher the level of leadership, the more important the decision. The more important a decision is, the more far-reaching its impact will be. If there are mistakes in major decisions, it will undoubtedly make the efforts of employees go to waste and make the financial and material resources of enterprises suffer losses. There is a famous saying in management: 100 actions can't save 1 wrong decision. Welcome to the course of scientific decision-making in Li Huifang. She will teach you to make the right business and personal decisions every time.
Decision-making, decision-making, decision-making ... Why can't the best answer always be found? When playing poker, when should I fold and when should I add? Why do most people refuse to bet on 10, but at the same time, many people want to start their own companies at all costs? Why are some people unwilling to give up the deteriorating business projects? What is the relationship between poker games and business decisions? In an uncertain world, how do leaders make decisions? What biases and mistakes do we often make when making decisions? After understanding this, how to apply it to practice and make better decisions? In view of these thought-provoking questions, Li Huifang, a famous expert in leadership training, restores the real art of decision-making through business cases and seeks perfect scientific decision-making.
Professor Robert Simon, the Nobel Prize winner, said, "Management is decision-making". Napoleon said: "The ability to make decisions is the most difficult to obtain, so it is also the most precious." Teacher Li Huifang, a well-known leader training expert, said that business leaders have to make decisions on various problems faced by enterprises every day-in a complex and changeable environment, leaders must make decisions that affect the fate of individuals and enterprises under the condition of insufficient and uncertain information. In this case, the decision-making psychology and behavior of individuals and groups have an intangible and huge impact on decision-making. Identifying the psychological effect of decision-making, jumping out of the psychological trap of decision-making and improving the psychological process of decision-making are the keys to improve the effect of uncertain decision-making
Execution is undoubtedly very important in enterprises, but decision-making is more important. Without correct decision-making, there will be no excellent execution. Life is also full of decisions. Everyone is a decision maker and needs to make decisions in all aspects of work and life. However, "normal" decision makers often make "stupid" decisions. For example, some people say that domestic small and medium-sized enterprises: "The decision of leaders is formed in this way: listen to the opinions of a large number of people, consult with a few people, and make the final decision by themselves." Therefore, no matter senior or middle managers, they participate in, formulate and implement various decisions that are vital to the life and death of enterprises every day. Therefore, we should master the procedures and methods of decision-making and grasp the key links of decision-making.
Herbert simon, a representative of western decision theory school, believes that management is decision-making, and decision-making is the core of management. Its ability requirements for enterprise decision makers are quick judgment, quick response, quick decision-making, quick action and quick correction. Decision-making ability is the minimum quality that leaders must have to maintain the survival of enterprises. Scientific decision-making is the comprehensive embodiment of leaders' knowledge and quality, and it is also the main work of leaders. The level of decision-making has a great influence on the success or failure of enterprises. According to the estimate of RAND Corporation, 85% of the large enterprises in the world go bankrupt because of the leaders' mistakes in decision-making.
From the perspective of a multinational company's operation, Google's game of "exiting the China market" for several months is a disaster. Judging from the whole incident, the decision-makers of this company lack respect for the laws and regulations of the host country, overestimate the market influence of this company, overestimate the determination and ability of the home government to support it in challenging the China government, and overestimate the energy of its fans in China. However, whether it is founders sergey brin and Larry Page or CEO eric schmidt, Google's decision makers have never lacked wisdom. Why did they make such a wrong judgment and decision? The answer may lie in many auras above their heads: being ranked as the top of the list of "the 50 most important people on the global Internet" by Computerworld magazine in the United States; It is the first in the "Top Ten Most Influential People in Science" of Exploration magazine; Ranked third among the top ten companies in the United States by Harris Online Evaluation Company. ...
Google's market share is only half that of Baidu, which has no substantial impact on China's online search market. In addition, we see that sogou and other search engines are taking active actions to fill the market space left by Google. However, the mistakes made by enterprises in other countries, including Google, and their causes deserve our deep consideration. Similar to American society, in recent years, the worship of leaders in China society is quite excessive. Although there is no such title as "the difference between God and Larry Ellision", which desecrates basic social beliefs in order to flatter leaders personally, it is common to flatter leaders unprincipled. However, is this environment really conducive to their growth? Teacher Li Huifang, an expert in business management, thinks that this is worth pondering by every business person.
According to practical analysis, most decision-making mistakes are due to the fact that decision-makers are too emotional, and there is no scientific analysis and procedural restrictions when making decisions, and they only make decisions by patting their heads for inspiration. Although some people may say that his decisions were inexplicably inspired by his temperament and emotions in different periods, he hit the nail on the head many times and achieved good results. This statement may also be true. Compared with one or two decisions, it is not completely impossible to bump your head and tail. It is also possible for gamblers to meet him once, twice or even ten or eight times. But there is no guarantee that it will always be good. It is in this sense that we can't say that making decisions by intuition and inspiration has achieved certain results, so we exaggerate the value and significance of making decisions. Teacher Li Huifang, a famous leadership training expert, said that this gambler-style decision inspired by intuition will eventually lose, but it is inevitable. Recently, I have the following thoughts on decision-making:
1, consider the consequences when making a decision. In the market environment, the decisions of enterprises or organizations often bring a series of social and economic consequences. Leaders' decisions will have an immeasurable impact on their organizational members. Whether a leader's decision is correct or not often determines the rise and fall of an enterprise or an organization. 2. In most cases, enterprises or organizations in the market will be affected by "related parties". For example, there are countless nepotism between parent and subsidiary companies; There is joint liability between the head office and the branch office, which belongs to the related party; There are also close related parties between enterprises and customers ... you will find many related parties in the market. Please be careful, your "related parties" sometimes drag you down intentionally or unintentionally.
In fact, this is exactly what each of us does when making a decision. Someone has made such a metaphor that there are actually many kinds of the same apple: some are sour and some are sweet; Some are crisp, some are noodles; There are red and green ones. It is unfair to a person who likes to eat sweet and crisp "Red Fuji" but has picked up sour "Huang Xiangjiao" and eaten it all his life. For marriage, as some people say, if you choose a tree, you have to give up the whole forest.
Liu Chuanzhi, president of Legend Holdings, invested more than 654.38 billion yuan in FM365 website in 2000 when the Internet was the hottest, and decided to operate the portal website. Li Dongsheng, Chairman of TCL, invested in Thomson in 2005, and Sun Hongbin, Chairman of Sunco Real Estate, decided to expand with the scale of10 billion yuan in 2005. These decisions were later proved to be wrong. Carly, the former president of HP, insisted on acquiring Compaq and transformed the "HP Way". Today, she is far-sighted and correct. This further shows that a successful leader must have the courage and courage to make decisions, the courage and courage to undertake decision-making failures, and the ability and quality to make correct decisions.
Problems in enterprise development are like a tree, with branches on the trunk, branches on the branches and leaves on the branches. The trunk problem is the basic problem of trees. The trunk grows crooked, the branches and leaves follow crooked, the trunk grows straight and the branches and leaves follow straight. If you make a wrong decision in the branches and branches of an enterprise, there will be no big problem. If you make a wrong decision in the trunk of the enterprise, you will lose a lot.
Teacher Li Huifang sees many leaders and plans everything. This kind of work spirit is good, but this method is unscientific and actually impossible, because it is impossible to plan because of the limited energy. I heard a popular jingle among the leaders: "Eat well, have less nutrition; Drink more and eat less; Laugh more and have less fun; Stay in the store more and go home less. " According to Li Huifang, a well-known expert in leadership training, improper decision-making is an important reason. For example, Luo Hong, the boss of Holiland, has done a good job. Zheng Yonggang, the chairman of the shirt group, goes abroad for several months or even half a year every year, and still works efficiently. Mistakes in decision-making are your boss's business. You are exhausted, and you are not good at making decisions. You are looking for death.
This is related to the fact that we are deeply influenced by an old saying. The ancients said, "Everything must be decided before moving." This sentence is unscientific because it doesn't distinguish between big things, middle things and small things. An enterprise has tens of thousands of problems with leaves, thousands of problems with branches, hundreds of problems with branches and few problems with trunks. As mentioned above, the trunk problem is very important, although not many. Therefore, it is better to modify this sentence of the ancients, that is, to "plan before moving" and to "plan before moving". Good is science. Good decision-making is a combination of art and science.
Leaders or managers often need to analyze, judge and make decisions on some things in their work. Many managers pay more attention to efficiency and hope to help enterprises come up with schemes or plans as soon as possible with a resolute style. During Mr. Li's consulting career, I have encountered many cases in which enterprises lost money because of poor planning, and many cases in which they lost market opportunities because of being too cautious. To sum up, these friends basically have two characteristics: First, they put their ideas into practice immediately, but they haven't carefully considered what they are thinking. As the saying goes, impulse is the devil; The second is that it is not good to postpone or not make a decision at all.
American management guru Drucker said: "A strategist should strike a certain balance between the breadth and depth of information. He is like an eagle catching rabbits. The eagle must fly high enough to find its prey with a wide field of vision, and at the same time fly low enough to see the details and aim at the target to attack. Constantly making this trade-off is the task of strategists and a task that others cannot replace. " In view of this, Mr. Li Huifang believes that decision makers must have the ability of "seeing all directions and listening to all directions" and form a good habit of being diligent in thinking and good at making choices in order to be invincible in the market. So, how to improve the accuracy of market decision? Teacher Li Huifang believes that the improvement of the accuracy of market decision-making depends on four things:
1. Market visit of decision makers: decision makers must often go out of the office and get first-hand information to understand why people don't implement it, whether it is the problem of employees or the order itself, and what difficulties have they encountered in the market?
2. Information collection and uploading channels: It is intuitive but not comprehensive to know the first-line situation of the market only by visiting, but more information channels should be established: the worst policy is to set up some market information daily newspapers that may become a mere formality, the middle policy is to set up information platforms, and the best policy is to set up professional information posts.
3. Decision-making: Based on the feedback of all kinds of information, plus the professional judgment of leaders, and perhaps professional data analysis model, the next market or management plan will be produced.
4. Calibration of decision. There are three steps in scientific calibration: authoritative control, parliamentary control and practical verification.
In short, it is not enough to understand the decision-making process, but also to constantly and firmly apply the experience gained in order to really benefit. If you can apply it continuously, every decision you make in the future will be a successful one. But "Man proposes, God disposes". Decision making is sometimes difficult. A lot of things can't always be fully grasped. No matter how carefully you think, there is always a link that you can't figure out and there are always accidents waiting for you. But scientific and meticulous thinking will make you get twice the result with half the effort and get immediate results!