How to manage people older than you? The development of enterprises is inseparable from good management. In the process of management, you will meet all kinds of people, and sometimes you even have to manage people older than yourself. Let me share how to manage people older than you.
How to manage people older than you 1 More and more people over 65 are still working. Here are five ways to make the best use of employees-even those who are more experienced than you.
When I first moved to Boston, I remember taking my young son to a fast food restaurant occasionally. In this fast food restaurant, we are usually served by an old lady in her seventies. Her bright red hair is obviously dyed. If there is anything that inspires me to create wealth, it must be her. The horror of giving others hamburgers in my later years scares me. I remember thinking that no one wants to work at McDonald's after retirement.
But more of us will continue to work after 70. The Wall Street Journal recently pointed out that compared with 2008, the number of people over 65 who are still working has increased by 20%, although the overall employment level has declined. On the one hand, this is because they can still work after the age of 65; People live longer and healthier than before. On the other hand, they need to go to work. Failure to save money-at the personal and national levels-and low-yield investment make the financial situation of many people difficult after retirement.
This means that as a leader, you will manage more and more people older than you. Successful management of people older than you needs to realize the following points:
1, people of different ages are different.
We are all shaped by major events, social trends and attitudes. Baby boomers are not as dazzled by speed and multitasking as Generation X or Millennials (people born after 198 1), but they also demand feedback. Every generation has its advantages and disadvantages, and a good boss will appreciate this difference.
2. Experience is very important.
It's easy to think that technology changes everything, and new business is a brand-new field. However, most business issues, from cash flow to strategic positioning to alliances, are formulated by experienced employees who have worked for many years and provide some opinions on what works and what doesn't. Don't underestimate your own experience just because it's not your own.
3. Old people are not tired.
I have talked to many employees over 60, and they like their jobs. They continue to work, not because they have to; They stand firm, passionate and energetic. What they don't like is the assumption that they can't do it.
4. Age diversity is as difficult to deal with as gender diversity.
But it can also be valuable. Realize the intrinsic value of experience and give more experienced employees the opportunity to teach young people. If everyone plays a role, the connection between old ideas and new ideas can make people do things more efficiently and creatively.
5. Social cohesion is an advantage.
Employees are not really loyal to the company, but employees are loyal to each other. Once the relationship between young employees and older employees is strengthened, the whole company will become more stable. In this way, experience will not slip away from the door and learning will not disappear. If you can successfully strengthen the relationship between young employees and old employees, this is a very clever way.
How to manage people older than you? 2 What are the contradictions in enterprise management?
Quantification and "Enlightenment"
Management is actually a manifestation of culture. China culture is extensive and profound. From the perspective of enterprise management, it is more manifested as a word "enlightenment". Between leaders and employees, between employees, more information is transmitted by "enlightenment". Is it better to express it quantitatively and accurately, or to "realize" that the pace of life in modern society is very fast, and it is necessary to let the other party understand the information you want to convey in the shortest time, so "understanding" is out of date.
Therefore, we should adjust our ideas and habits, convey information as accurately, accurately and quantitatively as possible, and eliminate inaccuracy and interference of information.
To improve efficiency, enterprises must quantify. The so-called quantification does not mean quantification with data, and Arabic numerals do not mean quantification. What is quantification? It should be to let every employee distinguish the information he needs anytime and anywhere.
For example. An MS-DOS operating system is 789 pages thick. When we got the book, everyone laughed. What are you laughing at? Foreigners are so stupid that such a DOS operating system requires 789 pages of books, which is outrageous. Later, I was assigned to a factory to show this book to machine tool operators.
When the machine tool operators who graduated from middle school also learned the DOS system, I was really shocked: China people can simply write a manual and use it as little as possible, and finally no one can understand it, not even themselves.
Planning and cleverness
The plan is not imagined at will, but a forward-looking arrangement made after summarizing, analyzing and summarizing historical data and behaviors.
We often say that "we will cross the bridge when we come to it", relying on cleverness and improvisation, and on this basis, we have created "the plan has not changed quickly", and we have no habit of making plans carefully and recording historical materials in detail.
With only a little information in your mind, you can make plans for tomorrow, next month and next year for yourself or your company. Over time, no one believed in the plan. According to the saying, sometimes we can succeed because we have brains smarter than computers.
However, if we develop the habit of not recording, analyzing, predicting and planning the future life and work, and only rely on cleverness to deal with prepared opponents, then failure will become inevitable.
For example, ask a salesman what his plan is. He said that he would open up 50 users and visit 50 users next month. Ask him why he made such a plan, and he will say, "I think I should do so much." Ask him how much he did last month. He must have said that he was too busy to record. So, our leaders came up with a "plan on the wall", which is to plan for the sake of planning, and it has no guiding significance for tomorrow, next month and next year.
Money and Tao
Is the real accumulation of an enterprise money? Of course it's not money, it's Tao. Tao Te Ching says that "Tao can be Tao, but extraordinary". What enterprises really want to accumulate is the ways and means that enterprises can master, which is what entrepreneurs really need. An enterprise can't just have money. After three or five years, your money may not be money. Therefore, what enterprises really want to accumulate is Tao, without which it is difficult for our enterprises to develop in an orderly manner.
The accumulation of precise management means that enterprises need to accumulate "Tao" and let all employees talk about their excellent ways and means anytime and anywhere. Moreover, these good ways and means can become the "Tao" of enterprises, and this "Tao" should be enjoyed by all employees anytime and anywhere, which is the real accumulation. An American university once held a competition.
Participants include 20 students from Area A and Area B. There are ten students in a group, and * * * is divided into four groups. They are separated from each other and play the same game in different places. The game is to cross a swamp of 100 meters, and there are only ten roads leading to the other side in the swamp. In the process of marching, once you get into the swamp, you have to stop for five minutes and start from the same place. The competition is divided into two forms: one is that ten people cross the swamp at the same time; The other is that ten people go through the swamp one by one in series.
10 people are concentrated in a room with no view of the playing field. After one person arrives, another person can start the game. Those who have finished the competition can't go back to the group station to exchange experiences. The results of the competition are as follows: ten people cross the swamp at the same time, and the average time for group A is 10 minute, and that for group B is 1 hour for 45 minutes; Ten people crossed the swamp in series, and the average time for group A was 1 hour for 20 minutes, and that for group B was 58 minutes.
The result is very interesting. After understanding the four groups of competitions, we can find some problems. In the two groups crossing the swamp at the same time, everyone in group A is more flexible and the average time is short. However, in two groups of ten people crossing the swamp one by one, the first person in group B marked his route through the swamp. Although it took him more than two hours, he created good conditions for others, and they passed the mark made by the first person faster.
This game shows the necessity of teamwork, but it also shows the application value of precise thinking: in the era of rapid development, people have to deal with many complicated things every day, and our brains can't remember everything no matter how smart they are. This requires us to adjust the traditional habit of not recording the current work, accurately record the daily work, make necessary summary and refinement, and prepare for future use.
Finite and infinite
No matter individuals, units or society, resources are always limited; The meaning of work is to create maximum value on such limited resources.
The finite theory clearly warns everyone or group not to try to define themselves as infinite. When they first started the company, the bosses knew very well that they were limited. When the company gets bigger and bigger, they begin to blur their limitations and feel that their abilities are infinite, and not only themselves, but also the society thinks so.
Infinite symptoms are as follows: First, anyone who dares to do anything thinks he can do it. No matter how big the matter is, dare to make a decision without consulting relevant experts; Second, it is also a "crab walk-bullying the market" for society; Third, investment decisions are not restricted. Before the reform and opening up, enterprises run the society, and an enterprise has everything. Nowadays, although many enterprises are small, they dare to invest in anything and do anything. Instead of working hard on your own advantages, make yourself stronger, ignore the limitations, and do everything.
In fact, entrepreneurs have limited energy, experience, financial resources and knowledge. If you use your limited resources indefinitely, the result can be imagined.
The finiteness theory points out that the significance of our work lies in creating maximum value with limited resources, rather than trying to have more resources when it is impossible. Your contribution to society depends not only on your results, but also on how many social resources you have. Evaluation is based on the proportion of your achievements and the social resources you have.
Innovation and destruction
The status quo of the industry is standing still, with little progress on the basis of yesterday, and little progress on the basis of predecessors.
This is mainly because we have no habit of accumulating intangible assets and no experience in accumulating intangible assets through advanced means. There are two ways. The first is to use scientific and modern means to record the road you have traveled in detail, so that you can get it immediately if you want it, and let it automatically and intelligently serve your future.
Second, attach importance to constructiveness and have a scientific understanding of innovation. It is innovation that promotes social progress, but the result of our concept that "smashing an old world is innovation" is mostly retrogression rather than progress.
This concept also makes us develop the habit of not paying attention to the experience and history of our predecessors, and like to be original and start a new stove. Even innovation is a great consumption of social resources. Innovation should be the improvement and enhancement of existing limited resources, which is 5% progress. Small changes are accumulated for big changes, and maximum benefits are obtained for society with minimum resources. This is what our enterprise should especially pursue.
The growth of an engineer depends more on personal efforts, while personal efforts depend more on his intelligence and limited memory. I sampled 300 employees from five IT companies. The first question is: Do you take work notes? There are 2 18 respondents, accounting for 73% of the respondents.
Among them, the records of 176 people may only be understood by himself, but others can't. I asked a person who kept careful and comprehensive records whether he still kept his previous records, and the answer was yes, but when I opened the cabinet where my notebook was stored, there was already a spider web in it.
Asked which notebook was the most useful, he immediately replied that it was the one he was using now, because the previous one was not easy to find, and even if he found it, he didn't understand why he wrote it like this and what it meant. Therefore, our engineer's progress is very slow, and he is promoted by cleverness, not by external forces.
I remember someone asked Einstein what your greatest skill was, and his answer was that he could look up information. Confucius also said that he was "full of words", which shows the role of yesterday's events in today.
Process and result
Process theory tells us that the process determines the result, and the result is the inevitable reflection of the process. Due to the change and uncertainty of society, our understanding of process theory is vague, which makes society pay a heavy price. As a result, the whole society is impetuous, and we constantly publicize the results instead of paying attention to the process.
The process emphasizes truthfulness, preciseness, standardization and research, which requires us to first find laws for our own enterprises and formulate corresponding norms, so that employees can work under such norms first. As long as they follow such norms, they can at least get the results we set, instead of letting employees develop as long as they get the results.
The result is the inevitable product of the process we believe. The development of an enterprise is a unique process of summing up itself, which is the most valuable aspect of an enterprise. Process theory denies our quick success and instant benefit, and requires us to constantly sum up and accumulate our corporate behaviors and shape our special processes in order to maintain our competitiveness in the future competition.
However, we never advocate process. We always think people are stupid and we are smart. But our cleverness is cleverness at best. However, the step-by-step style in Europe and America can improve the intelligence of the whole nation with simple and simple understanding in a foolish way. This is great intelligence. Simple management by fools can make a great enterprise.
Open loop and closed loop
Cybernetics is to make all our behaviors run in a closed-loop state as much as possible, so that we can control the running state anytime and anywhere. Most of our current corporate behaviors are open-loop and uncontrolled, just like people running around the street with their eyes closed, which is very dangerous.
The following phenomena often appear in enterprise management behavior. Not only the president doesn't understand the situation at the grass-roots level, but even the team leader just gives orders without much inspection and guidance, so the current enterprise management has become the unity of layout, inspection and guidance. Therefore, our enterprise always runs in a state of blind walking, which is very dangerous. Always wait until something happens to know the result, and there is little control beforehand. We don't solve the problem of open loop from the mechanism and means, but we repeat yesterday's story piecemeal. However, can "yesterday's ticket board today's passenger ship"?
In enterprise management, people are very important, but system and control are more important. An enterprise must have a way to control all its personnel at any time. If this problem in enterprise management is not solved, how can an enterprise prosper? Recession problem
Many people in today's world are studying executive power and have different opinions. In my opinion, weak execution is a reflection of the decline of enterprises.
Whether Panasonic or Toshiba, its decision-making process is long and its efficiency is extremely low. This surprised me-how can such an inefficient decision make such an efficient enterprise and make such an excellent product? It turns out that Japan is a nation that advocates heroes.
High-level decision-making is very slow because of caution, but once the high-level decision-making is made, the spirit of this decision will quickly spread to all corners of the enterprise, and every executive layer will resolutely implement it without doubt. The spirit and content of enterprise top-level decision-making have not been reduced in the process of enterprise transmission, and 100% has been implemented and implemented.
In our enterprise, the decision-making efficiency is often very high, but when the decision-making of the enterprise is carried out within the enterprise, each layer will be self-centered, judge and treat the decision-making of the enterprise with "I think", and pass on what they understand and agree with to the lower levels.
In this way, when the high-level decision-making information reaches the grassroots level of the enterprise, it will be unrecognizable. Even if 100% is implemented at the grass-roots level, the final result is far from the decision-making will of the top management of the enterprise. Therefore, in order to solve the problem of enterprise execution, we must solve the problem of decline from ideas, concepts and means, and ensure that the decision-making information of enterprises runs smoothly at all levels of enterprises, so as to improve the efficiency of our enterprises and strengthen their execution.