When he assigned the task, his subordinates said that they would submit the work results on time with good quality and quantity, but in the process, he did not ignore it, but kept pushing the progress. But when the time comes, the things submitted by subordinates are either contrary to the requirements or far from the standards in his mind. It seems that there is no other way but to do it again in anger.
? In order to keep the performance of the department, in the end, he had to do it again by himself, often working all night, which made him exhausted. He often thinks that his job is not as easy and controllable as when he was an employee. At the same time, what bothers him even more is that after several rounds of unpleasant cooperation experience with subordinates, subordinates are also very wronged, feeling that they are working very hard and seriously, or being criticized and working with emotions. His relationship with employees and team trust have also turned red.
? In the above cases, the manager was very angry and the subordinates were very wronged. Then, the work is screwed up. Is there a problem with the execution of subordinates or the management method of managers? In fact, execution is not the ability of employees. In western management, the executive power of employees is closely related to the management ability of bosses. Strong management ability leads to firm execution. If the execution of employees is not strong, it means that the management ability of business owners is not enough.
Because managers and executors are two independent individuals, it is difficult to have the same way of thinking, personality characteristics, cognitive level and mastery of information. In the face of a task, the effect of the manager's task setting and the executor is often different, so the deviation of execution is common and redo is inevitable. At this time, many managers will complain that their subordinates' execution is not enough. In fact, whether the execution is firm or not, in addition to the subordinates' willingness to execute, is directly related to the extent to which the executors accept the instructions, which is inseparable from whether the manager clearly communicates and checks his understanding with the executors.
? An excellent manager or a manager who tries to improve the execution of his subordinates should first realize that the execution of his subordinates is biased, which has a lot to do with his own management style, and then reflect on how to ensure that the other party can receive all the tasks assigned by him.
In a lecture, Professor Bao Zheng, who drafted Huawei's Basic Law, vividly described to us how Japanese enterprises deployed tasks to their subordinates. The most interesting part is: "Japanese big companies stipulate that managers should say it at least five times when assigning tasks to employees." Details are as follows:
? For the first time, the manager said, "Watanabe, please help me with something xx." Watanabe Jun: "Yes!" Turn around and go.
The second time, the manager said, "Don't worry, come back. Please repeat "Watanabe Jun:" You asked me to do xx, right? Can I go this time? "
The third time, the manager said, "What do you think is the purpose of my asking you to do this?" Watanabe Jun: "The purpose of your asking me to do this is probably that we can hold training smoothly this time. Can I go this time? "
The fourth time, the manager: "Don't worry, what accidents do you think you will encounter when you do this?" You should report to me anyway, and you can make your own decision anyway. Watanabe Jun: "There are probably several situations in this matter ... I will report to you in case A, and I will make my own decision in case B ... Are you okay?" "
? For the last time, the manager said, "If you let yourself do it, do you have any better ideas and suggestions?" Watanabe: "If I can do it myself, I can do it at some point ..."
After five times, employees now have plans for various emergencies and scenarios, and then carry them out. In this case, is it better than the effect that the boss only said once, and is it close to the effect that the boss originally set?
When managers deploy work to executives, the five-step questioning process proposed by Japanese companies is the process of guiding executives to think about "why to do it, how to do it, emergencies and innovation" and checking these task breakdown items with managers.
? This method is similar to the teacher's teaching process. Teachers teach students to learn a knowledge point in three ways in order to make them remember it. The first method is to tell students directly what a formula is and remember it. Method two, explain the derivation process and application scope of the formula to students; The third method, based on the formulas learned before, guides students to deduce new formulas and their application scope step by step. The third method must be the best, because what they think and output is the most memorable.
Moreover, the problem setting of five-step questioning method is also closely linked. The first question and the second question let the executor know what the task is; The third problem is to let the executors take over the task, and combine the work scene and the task background to find out why. With a clear goal, planning "how to do it" can be more targeted; Fourth, in the process of planning "how to do it", there will be some unexpected situations or parts that need to be decided. Defining the scope of decision-making with managers in advance is not only convenient for managers to control the process at key points, but also can prevent managers from demanding certain execution details to interfere with the actions of executors out of their own preferences or concerns; The above basic implementation plan has been completed. Finally, the fifth question, guiding the executed person to talk about "his own better suggestions", can not only encourage the executed person to make bright spots and innovations, but also mobilize the participation consciousness and subjective initiative of the executed person.
After listening to my interpretation of five-step questioning method, Xiao Guan couldn't wait to use it. At the end of April, the marketing center of the regional company informed the general manager of the regional company to report the marketing plan for May one week later. As the project leader, Xiao Guan is the reporter, and writing the report is the job of the planning manager. This time, he did not directly assign the work to Xiao Xu, the planning manager, but adopted the task of five-step questioning method communication.
First, think for yourself. In terms of timing, the marketing plan for May will be submitted on May 6th, and the first draft will be needed on May 4th. The purpose of this scheme is to let the leaders of regional companies know the sales performance completed in the early stage of the project, as well as the goals, difficulties and paths reached in May. Further, the report should reassure the leaders of the project team, make them feel that the project management can fully control the project, reflect on the past, have solutions to difficulties, have confidence and methods to achieve the goals, and at the same time urge the leaders to provide more support for the project. To this end, the plan should include the work summary in April and the work plan in May, and the summary in April should include the completion, highlights, shortcomings, market situation and customer situation. May plan should include objectives, difficulties, solutions, required support, etc.
Then, it took Xiao Guan five steps for questioning method to communicate with Xu, the manager of the planning department:
The first step is to clarify what the job is (what). Xiao Guan said: "Xiao Xu, write a marketing plan in June, and draft it on May 3 1 Sunrise." Xiao Xu said, "All right!" Turn around to go;
The second step is to ask subordinates to restate what they want to do. Xiao Guan: "Don't worry, come back first. Please repeat "Xu": "You want me to write the marketing plan for June, with the first draft at sunrise on May 3 1 and the report at sunrise on June 3, right? "
? The third step is to ask subordinates to describe "why". Xiao Guan: "Yes, what do you think is the purpose of my asking you to do this?" Xiao Xu: "The purpose of this report is probably to let regional leaders know the sales performance completed in the early stage of the project, as well as the goals, difficulties and paths reached in June, right?"
The fourth step is to ask subordinates to describe what unexpected situations they will encounter, the scope of their decision-making, and how to report upwards. Xiao Guan: "Don't worry, what accidents do you think you will encounter when you do this? You have to report to me anyway, and you can make your own decision anyway? " Xiao Xu: "There are probably several situations in this matter. For the goal decomposition and implementation actions of each team in June, I will list the outline first, which needs to be reported to you for your final decision. For the work summary in May, I made my own decision, because all the data and events happened. Are you all right? "
The fifth step requires subordinates to think and talk about their better practices or innovative measures (how). Xiao Guan: "If you make your own report and report on behalf of the project, do you have any better ideas and suggestions?" Xiao Xu: "If I do it myself, I can compare the telephone data in May and April to see the changing trend";
Finally, Xiao Guan also summarized and clarified the deviation in understanding. Xiao Guan: "Yes, your suggestion is very good. You have also thought clearly about the purpose and thinking of this report. I want to add two points. "
First, we need the support of the company, because this report, at a deeper level, not only makes leaders feel that project management can fully control the project, but also reflects on the past, has solutions to difficulties, has confidence and methods to achieve goals, and also urges leaders to provide more support for the project.
Second, the summary in May should be instructive to the marketing implementation in June. For example, customer analysis should summarize customer maps, and market analysis should investigate the expected actions of competing products in June. "Xu Pinpin nodded to summarize the situation of Xiao Guan.
? After this communication, the result was unexpectedly good. Xiao Xu's marketing report in June made Xiao Guan turn his attention to Xiao Xu, the planning manager who he thought had poor execution and understanding. The report written by Xiao Xu passed the first draft. Except for some minor details, it completely met the standards in Xiao Guan's mind, and even some innovations exceeded expectations.
? Taking Xiaoguan's workplace as an example, the five-step questioning method works wonders. It is not only suitable for managers and subordinates to deploy tasks one by one, but also used for communication between parents and children, which often brings unexpected results.
In daily life, parents often make the first mistake in communication with their children. The children worked hard to complete the tasks assigned by their parents. When the result of the task is not satisfactory, parents will be very angry and often start to criticize and blame their children immediately. Children will also feel wronged and lost. If this method is used in daily communication with children, it can not only guide children to better complete the tasks assigned by their parents, but also guide them to think independently, improve their ability to solve problems and help them understand their parents' initial intentions, which can be described as killing two birds with one stone.