The three implementation rules of continuous communication, attentive listening and separation of personnel require us to communicate throughout the work and cover all aspects of the work. There's a saying in China that "sharpening a knife doesn't mistake a woodcutter".
However, under the pressure of work, we often simplify communication, feel unnecessary, or float on the surface without depth. We thought we had expressed it to leaders, colleagues and subordinates, but we didn't really let them know, understand and agree with it. When leaders, colleagues and subordinates expressed to us, we thought we understood, but we didn't get their original intention. The impression of others' past performance always affects the correct understanding of others' present performance.
A good evaluation is inseparable from three elements: openness, clarity and consistency. The specific implementation should focus on organizing the team to discuss the evaluation rules and tools, make clear the expected work results and track the progress, and make clear the personal development goals.
Evaluation is a key step to motivate the team, but we often ignore that evaluation actually starts from the beginning of the project, that is, the determination and decomposition of goals. The above three implementation rules are mainly reflected in this stage.
Defining personal development goals is an easily overlooked rule. The fundamental reason is that we often attach importance to the project itself, but often ignore the team and people who implement the project, ignoring the growth of the team and people, and the growth of the team and people determines the future of the company.
Project teams are prone to problems such as not fully considering the personal abilities and interests of team members, lack of feedback or inadequate feedback, and not caring whether teammates need help. This requires us to pay attention to the three implementation principles of making full use of professional knowledge, performing their duties and giving real-time feedback.
Team roles can be divided into two categories: process class and content class.
The functions of the process include: grasping the overall situation-responsible for the overall operation of the project and the display of results. Planning supervisor-track the schedule and completion of the plan. Communicator-responsible for contacting customers. Faultfinders-make sure all opinions are taken into account. Emotional tentacles-constantly check the morale of the team.
Content roles include: functional experts-responsible for strategy, marketing, finance, operations and other functions. Relationship supervisor-responsible for liaison with external institutions. Experience-Members who have participated in similar projects in the past.
We often don't think about the division of roles as mentioned above. In the final analysis, we only focus on the project itself, ignoring that the team executing the project is more important.
Doing one's own job well means that each project member should take full responsibility for the progress and results of his work. As a project member, you have the right to ask for help, but you have no right to pass the buck. As a project manager, you must trust members and follow up.
Everyone knows the truth of real-time feedback, but it is often ignored when doing it. First, it should be timely, and second, the feedback should be positive and negative, keeping a balance. Be specific, not general. We should reflect the problem from the perspective of specific individuals, not from the perspective of others and everyone. Examples should be used to illustrate the causal relationship and influence. End with a positive outlook and provide direction.
McKinsey's experience tells us that "incentives vary from person to person". So what are the options for incentives?
Money, promotion, appreciation and gratitude, but what do team members want? The first principle of implementation is to determine personalized incentive factors. What is emphasized here is that money and location are the most exciting resources and will always be scarce resources. So, appreciation and gratitude are not important? Important! Good leaders will make good use of it to make up for the scarcity of money and jobs. However, there are always some leaders who often treat their subordinates with contempt and indifference, and the negative effects are enormous. The boss's real money and the incentives brought by his position have been wasted by such leaders.
The second rule is to "positively influence team members", which also helps us to make up for the lack of incentives caused by the scarcity of funds and places. The 5P principle recommended in the book is very reliable: careful preparation: observe the positive behavior of people around you and understand their background. Put others first: this is a universal law to follow in life. Sincere praise: share your findings with others, but don't overdo it and be hypocritical. Don't put pressure on anyone: when interacting, avoid talking about embarrassing topics and being too intimate. Provide value: in order to strengthen your grades, you should try to provide long-term help (the author's favorite way is to send them some reading materials that they are interested in).
The third rule is "Celebrate achievements", which everyone likes, but we should pay attention to it: first, we should be timely; second, we should make an appointment with team members, and don't forget the representatives of partners and customers; third, we should abide by the rules (this rule especially reminds state-owned enterprises).
The first element of the focus is the definition, that is, the correct positioning of the problem. Problem tree is a tool to simplify complex problems. Here, we should keep in mind McKinsey's thinking logic-"Mutual independence and complete exhaustion" (MECE). The mistake we often make is that we don't fully understand the situation, rush on the road without finding the problem, and finally go in the wrong direction and go in the opposite direction. Remember, this time must be spent.
The first rule of concrete implementation is to "clarify key issues". If you want to find the key to the problem, you should ask more why. Ask all stakeholders. For example, the key to finding the direction of human resources can be to ask the management and employees the following questions: How much does the company pay employees? Is there a suitable candidate in the company? How does the company improve employee satisfaction? How does the company ensure that all rules and regulations are observed?
The second rule is "create a problem tree". Problem trees can be divided into two categories: information trees and decision trees. The information tree should summarize "what went wrong" and the decision tree should ask "what can we do".
The third rule is "forming basic assumptions". Hypothesis is a possible answer to a key question. Assumption is the starting point of decision tree. This logical sequence reminds me of one of the seven habits of high-performance people, "starting from the end." If the audience doesn't accept the word "hypothesis", I suggest calling it "prediction".
The main goal of division of labor is to improve both effectiveness (doing the right thing) and efficiency (doing things well). The division of labor must first be based on the correct "definition", otherwise it is meaningless. In essence, the division of labor is to allocate resources and clarify responsibilities in all aspects and links of solving problems.
The first rule is "build an overall flow chart". Fighting always needs a battle map. Let's make it clear in this battle map: what work does it usually need to be done? Who is responsible for the completion? What is the final result? When must it be finished?
The second rule is "make a content plan to test the hypothesis". In the content plan, the team should make clear the priority of its analysis and the method of testing hypotheses. Once the team determines the key problems, it needs to draw a problem tree (information tree and decision tree), establish one or more hypotheses, and then start testing the hypotheses.
Rule 3 is "designing story clues". To put it bluntly, it is to take out the PPT outline of the final report, which reminds me of From beginning to end again.
Collect what? Collect data. Collect data used to prove or falsify assumptions, and collect indispensable data for reporting and making reports.
Rule one is "present necessary data through' sketches'". As mentioned above, the "sketch" is the PPT draft in the final report, and it can also be regarded as the outline of our data collection.
By the way, McKinsey PPT style: the top of the slide is the title that expresses the theme of the slide, followed by the data title, the main part is the data in chart form, and the data source is indicated in the lower right corner. The forms of charts are: bar chart (vertical or horizontal), pie chart (components), waterfall chart (components that make up the whole), time chart (from …… to ……), flow chart (steps) and Gantt chart (chronology of activities and events).
The second rule is "conduct targeted interviews". The preparation before the interview determines the effect of the interview. It is necessary not only to determine the suitable interview candidates, but also to formulate and enjoy the interview outline. The interview process should control the interview time and establish a good relationship. The main experience of the interview must be recorded within 24 hours after the interview, including introduction and reference materials. Of course, it's a good idea to write a thank-you letter, letter or postcard to the interviewer.
The third rule is "collecting third-party data". Mastering the tools for effective use of electronic resources is the basis of data collection. Find your favorite tools and learn how to control them better. Be sure to record the relevant data sources in your chart, which is very important for the reliability (fully supporting the point of view), authenticity (not fabricating facts) and traceability (later traceable to the original data) of the data.
The magic of consultants is that they can sort out the collected information and turn it into opinions that can solve the core problems. The explanation stage is to prove or disprove the original hypothesis. In the interpretation stage, the biggest problem facing the project team is how to form high-quality opinions.
The first rule is "so what", and the most important sentence of McKinsey is "so what" (what does that mean), which means to test the relevance of data collected for specific research. Ask and answer one of the following three questions: "How does it affect the tentative plan of the project team?" "Will it change the analysis direction of the team?" "Will its implementation have a practical impact on customers' operations? "
The second rule is "clarify the enlightenment to the relevant aspects of the project". What relevant aspects should be considered in the consulting project? In essence, there are three main categories: consulting team, customer project team and customer solution implementation team.
The third rule is "record the core ideas in all charts". Mckinsey usually puts the idea in the title position of the slide. When determining and recording the core ideas on each slide, we might as well follow the following suggestions: start as soon as possible, solicit opinions and fully consider the impact on customers. The preliminary statement of the main points should be completed before data collection. Because the process of reaching an opinion is very important, this process can not be completed by one person. Research shows that the diversity of opinions can bring better solutions, so when forming opinions and confirming them with supporting materials, we should actively seek the opinions of other team members. Every project of McKinsey contains the quantification of the potential impact on customers, which is actually part of the company's core task. Usually, this quantification adopts financial indicators such as additional income or cost reduction, and includes clear assumptions and a series of quantifiable impact assessments.
Refining is the link between the final report and the report materials.
The first rule is "solicit opinions and ensure approval". One of the most important prerequisites for the success of the project is the active participation of customers, which is related to the two missions advocated by McKinsey's branches around the world: helping leaders significantly, permanently and substantially improve organizational performance; To provide employees with a good working environment and growth opportunities, which are not available elsewhere. Every customer has a partner who is responsible for customer relations. This partner knows the customer's senior management team and will continue to follow up after the project is completed.
The second rule is "provide specific suggestions for improvement", which reminds us to remember that the primary goal of consultants is to help customers. Give customers more specific plans (generally no more than three), the research results of the project will become the theoretical guidance of these plans, and the proposed strategies may become implementation plans. All the execution steps depend on the information support of "why" and "how".
Team focus mode is like a set of military boxing, which integrates all the basic skills of advanced Wushu. If you learn it, you will be a qualified soldier. If you practice, you will be upgraded to a master.