In Larry's statement, we can see that when he first arrived in Honeywell, the company lacked executive culture. He believes that execution should be the most important job of a leader.
Why do you say that? All this stems from his 34 years in GE, and it happens that Jack Welch is the CEO of GE. After Welch took over GE, he began a drastic reform. Including the knownNo. 1 No.2 theory, work out and Claughton Village Leadership Training Center. All this happened during Larry's tenure. We often say who to learn from and who to learn from; Professional managers from a successful enterprise are no worse than this; On the contrary, professional managers who come out of failed enterprises are not much better; The sustained and good development of the platform has virtually shaped and influenced the personality, behavior and mode of managers.
Larry-the original record is as follows: "It started at 199 1, and I was appointed as CEO of William Company. As I am already familiar with the environment of GE, I take it for granted that everyone can turn the plan into practical action, but it turns out that I am wrong. When I arrived at Lian Xin Company, I found that there was actually a big gap between people's plans and their actions, which surprised me. There are many smart and diligent employees in the company, but their work efficiency is very low and they don't pay attention to actual implementation. Keep your word, this is GE's executive culture. In the present words, it is no problem, such as doing, managing, planning, planning and vision. You are not responsible for your eloquent work. But do leaders pay attention to output, results and performance? This is unknown, although each corporate culture is different, but in the final analysis, it still stems from the ideological height of the founder or senior leaders. In order to create a trustworthy management culture, Welch personally conducted one-to-one and one-to-many communication, discussion and lectures for senior leaders of various business departments at the beginning of his tenure, with a frequency of 1-3 months, which is enough to show that he attaches importance to the ideological unity of senior leaders. Through the established leadership college, experts, scholars and senior managers will be selected to continue the rotation training, exchange and discussion for the next-level middle managers; The work style and cultural change of step-by-step implementation, layer-by-layer construction and everyone's implementation have reserved a large number of qualified professional managers for ge's strategic adjustment, management and performance improvement. In the present statement, it is necessary to make great efforts to carry out effective talent echelon construction projects.
Continue to see how Larry's follow-up practices have put Ge's words into practice, including what practical results have been achieved? Larry: After I took office, I immediately organized a new team and led this team to devote themselves to the daily operation of the company. As a result, by the time I retired, the operating gross profit of Lian Xin Company had tripled, almost reaching 15%, and the share capital had also increased from 10% to 28%. The actual return of shareholders is almost nine times that of before. What is the secret? Execute.
Why do you want to lead by yourself instead of fully authorizing it? Because this team has no executive culture, the executive ability as a leader is the most important job. Therefore, it is very important to set an example first. How to bring out an executive organization? First, choose the right person for the organization, then formulate the strategic process, and finally implement the operational process. That is, the tried and tested principles of talent replication: passing, helping and bringing, focusing and copying;
Look at Ram's personal comment: "In fact, few leaders can come up with a brand-new plan for a major department of their company within ten days. More often, people are just having meaningless discussions. This is the difference between a company with executive culture and a company without executive culture. "
How to understand this passage? It is absolutely impossible for a leader to come up with a plan for a major department in just 10 days. Unless its plan fails to achieve its goal; Leaders are far-sighted, "do the right thing", take controlling the strategic direction as the main matter, gain insight into the environment and industry information, and predict the development direction of the situation and other correct things. Planning is the right thing to do, and it belongs to the work to be done by the strategic and executive levels. Whether the plan can be implemented can be measured, which requires the post competence of grass-roots personnel and the support of senior management. If we lead people to meaningless discussions, the essence of the same problem is that everyone is playing hooligans for the enterprise. Because the discussion is not for the purpose of profit, the plan that does not raise key substantive issues is a fake plan, which only exists in the intentional stage and has no specific practical value and purpose.
Ram: "More than 30 years ago, when I noticed that the strategic plans of many enterprises were often not directly reflected in the actual operation of enterprises, I realized that there might be problems in implementation. People often just agree to carry out a plan and then take no meaningful action. According to my nature, I always follow up the implementation immediately after making a decision, so once there is a problem, I will immediately pick up the phone and go directly to the person in charge and ask, "What's the problem? Because I know that execution is a very critical issue. "
How many pits are waiting for enterprises between agreeing to implement the plan and taking meaningful actions? Personally, I think the most powerful and shocking part of WO brainstorming communication technology invented by GE (the main tool for strategy discussion in action learning) is the final town meeting besides the topic selection in the early stage. There are principles and standards for agreeing to implement the plan. This decision is in the hands of the project sponsor. It is a challenge for the sponsors to "question" the key elements in the plan when the project executor team reports the specific methods, rhythms, key points and phased output results. What is a challenge? The simple analogy is that you say that other mountains are dwarfed under the sky. Huangshan Mountain is different from a series of mountains on Mount Tai you mentioned in terms of scenery, location and height. Although they are all in the mountains, although they are all one of the five mountains, the way to form a unified thinking and picture sense is to shorten the altitude difference between the two mountains and the regional traffic difference; The way is naturally, either I climb from Huangshan to Taishan to see you; Or I'll go down from Mount Tai to Huangshan to meet you. The executor has practical experience in scene operation, and the sponsor has soft and hard resources to help the executor improve efficiency. The substantive purpose is the same. It is only their respective angles and levels that determine that there are "ideological differences" in the details of their plans. It is much better to make up for the deviation and unify their knowledge before planning than to mend it after it is too late. What does it mean to extend meaningful actions? In AL action learning, planning is a three-in-one type. What do you mean? Action plan is one of them, which determines the granularity of your stage time from month to week and determines how you can make high output according to your own goals. Second, the communication plan determines that after the division of labor and cooperation within the group or department, due to the different business difficulty and the progress of the solution, it is necessary to coordinate and communicate, correct the situation in time, make up for the shortcomings, and give full play to the maximum effect. The third is the learning plan, including daily business progress sharing, phased best practice case sharing, re-cognition of the core parts of basic business, and supplementary basic content learning to help you master knowledge and skills skillfully in business promotion. Standardized follow-up means based on forms make managers confident, executors have certificates and organizations have certificates.
Increase the AL (Action Learning) cognitive link of the unity of knowing and doing;