Time: June 17, 28 11: 3: 49 Author: Wendy Wang
Label: Empathy of Talent Management Personal Ability
Pupils write a composition, and a little boy writes: My ideal is to be a circus clown when I grow up. Teacher China's comment is: Have no ambition. The American teacher's comment is: May you bring laughter to the whole world. A few days ago, in the MBA advanced seminar of the School of Economics of Zhejiang University, Wang Dazheng, a senior human resources expert, explained a truth with vivid cases: different management styles of an organization, just like the different comments of Chinese and American teachers in the above story, will achieve completely different incentive effects. An excellent manager should learn how to unite outstanding talents with better management methods.
the difference between shooting and fighting
"What's the difference between shooting and fighting?" Wang Dazheng explained to everyone that shooting is a professional behavior, a technical behavior and a personal behavior; Fighting is organizational behavior, team behavior and even management behavior.
A good marksman can be a sharpshooter, so can a sharpshooter be a commander? "Not necessarily. What the commander requires is that the comprehensive ability is far higher than the technical ability, for example, inclusiveness, and the grievances can be resolved automatically, which is what people engaged in management must have. Others have scolded you and misunderstood you. You can't quit. " Wang Dazheng said that people who are managers have to get in touch with all kinds of people, so they have to shape a good character and character. The character of people who make products has nothing to do with whether they make products or not. However, management style is related to personality. Therefore, if the sharpshooter is regarded as the commander, it is easy to make mistakes.
Wang Dazheng, for example, said that Lenovo Group made all newly-promoted cadres attend a specific company education, and at the beginning of taking office, there must be someone with them to "get on the horse and help them". Because personal ability is very strong, it does not mean that others' ability can be brought into play. Management requires leadership. "Originally, people's business ability was very strong. As a result, it didn't take long to bring it up. The profession didn't do well and the management didn't do well. In the end, I will lose confidence. "
The ability lies not in drinking too much milk, but in selling too much
"I know a female manager in a foreign company who is very strong and even a little bossy. She is always asking her boss for policies for her department. The boss once jokingly said to her, I found out which department you went to, and that department immediately became important. In fact, in the boss's mind, it is not really the department that the female manager goes to is important, but she is important. If the boss always gives resources to individual departments, it will cause psychological imbalance within the company. "
Wang Dazheng said that some middle-level cadres think that they start a business with their bosses and are used to sleeping on their credit books. In 25, he went to attend the award ceremony of the best employer of the year. Pan Gang of Yili Group, who was only in his early thirties, told him that the average middle-level age was only 26 years old. Some old people complained that they drank more milk than these young people and refused to accept the leadership. "Pan's answer is that Yili only looks at who sells more milk, not who drinks more milk. Your ability lies in how much milk you sell, not how much milk you drink. "
Wang dazheng believes that no one can be the main force forever. But between the main force and the resistance, there is one thing we can play, and that is motivation. "Do what you can, don't kick down the bridge for others, to pave the way for others. The superiors and subordinates should pave more roads, tear down less bridges, communicate more, report less, understand more, be less demanding, reach out more and stretch less. "
Managers should learn to be considerate and put themselves in other's shoes
Wang Dazheng told you a short story in "Pursuit and Excellence": one night, a software engineer overcame a difficulty. The young man is very excited and wants to share the happiness of success with others. In the dead of night, he was embarrassed to call his colleagues. Suddenly he found that the light was on in the office at the top, so he ran in and said to the people inside, "I succeeded!" " This man is the president of the company. He watched the young man dancing and replied with a smile: "We must celebrate!" " He opened the drawer, finally found a banana, divided the banana in half, and two people sat at their desks talking and eating the banana.
"There is no doubt that for this engineer, the president's half banana is the highest reward. This leader knows how to take care of the psychological needs of employees. " Wang Dazheng gave another negative example. A director of an IT company had a conflict with a female employee. The female employee has a 3-year-old boy. One day, her child was ill, and the kindergarten called her to take the child home to avoid infecting other children. The mother is very anxious, because she is usually very busy at work, and sometimes she has to work overtime on Sundays, so she can rarely take care of her children. She took a few days off from the supervisor and wanted to go home and take care of the children. However, during that time, the company happened to be busy, and the supervisor disagreed and said, "Your child is really ill at a bad time." The young mother was very angry and offered to resign.
"whose child do you think is sick?"? This supervisor simply doesn't know how to put himself in the employee's shoes. Who is popular in the team? An understanding person. They know how to understand and care about people and can put themselves in others' shoes. " Wang Dazheng said that in management, this is called "empathy" and "guiding the situation". "Whether a person manages well depends not only on how powerful he is, but also on his personality and character."
Team Motivation in the Growth of Small and Medium-sized Enterprises
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This story tells. The following story is about how the morale of ordinary employees is affected, which leads to the failure of a company.
This is a health care product company. In the early days, the company bought a patent from Chinese Academy of Sciences and put it into the market quickly. The market developed unexpectedly well, and the company's performance quadrupled in the first two years. However, with the gradual expansion of the enterprise, the entrepreneur began to pay attention to how his "property" would not be eroded by others. At the same time, he hired a consulting company to involve various strict rules and regulations for the enterprise. The rules and regulations seem to be very scientific or impeccable, and it seems that every link will not give employees an opportunity to erode the enterprise property. Relatively speaking, the income of employees in the company is relatively high. However, most of the talents recruited by enterprises have resigned within a few months, and some even left the company when they are about to become the backbone of the business. In the words of middle-level ministers, those who stay are often those that enterprises don't want to stay, while those who leave are often those that enterprises don't want to leave. In fact, within three years, nearly 3% of the backbone of the enterprise has gone, and a considerable part of it has been poached by competitors, which constitutes a fatal blow to this company. In less than two years, the market share of enterprises in local health care products has quickly dropped from 3% to less than 1%. In the first quarter of 21, enterprises began to lose money.
These two stories can't reflect all the problems in enterprise human resource management, but they are typical and universal. What is more worth pondering is that the leaders of these two enterprises have a deep understanding of the importance of team spirit, but what they are confused about is why the "team" is so difficult to last.
in fact, just as people attached importance to the division of labor in the early days, "division of labor" is based on the need to improve efficiency. Specialization and effective division of labor are the key to the production efficiency of enterprises. However, with the intensification of the talent war and the increasing variability of the business environment, team spirit has been gradually valued, and many enterprises have begun to attach importance to horizontal coordination, team organization and process-oriented organizational design. However, some enterprises have succeeded, and many enterprises have failed.
Generally speaking, the main reasons for the organization's loss of team morale and decreased willingness to cooperate include the following aspects:
First, the goals of the team or the organization failed to achieve the vision of * * * *.
every individual has his own goals, and the organization itself has its own development goals. Only when the goals are consistent with each other can the team's cooperation and morale reach the best state, and team members participate in decision-making and implementation. The goals are often dismembered and eventually lose their functions because of information asymmetry, members' values and personal interests. Corning Company of the United States is an enterprise that is good at human resource management. In the practice of team operation for more than ten years, it is found that as one of the organizational forms, the probability of completing the goal is only 3%, and the failure reason is that the goal is lost in 51%. What is more worth pondering is that in fact, the reason why many enterprises can't achieve their internal goals is not because their goals are really inconsistent with each other, but because they lack an effective communication mechanism. When the team or organization gradually matures, each individual's own "behavior pattern" begins to have an impact, and at this time, it is precisely when enterprises need to take measures to consolidate and strengthen their "goal awareness". Sadly, there are many things.
second, the contradiction between team "cooperation rules" and "flexibility".
a team or organization has its written or unwritten "rules of the game" after it matures gradually.
The leader of the team hopes that every team member will follow his own customary team rules, but the external environment of the team determines that it must be highly flexible and adaptable, otherwise the team will become rigid. It is an objective fact that team members are quite different, and their motivation, attitude and personality are difficult to agree. In the process of operation, the "hitchhiking" psychology and conflicts between team leaders and members make the attention introverted and slow down the team's response to external information. Only after the team members reach an agreement can the organization have the ability to respond to changes in the external environment, which also delays the ability to influence the external environment. In many cases, due to the lack of an effective mechanism, team leaders overemphasize their customary "team rules" and ignore the needs of other team members, which leads to team crisis. Keeping a balance between "team rules" and team flexibility poses a higher challenge to team leaders. He must learn to grasp what is the most critical, interfere too much, and even worry that the idea of "subordinates" exceeding his own will destroy many excellent teams, especially when team leaders make mistakes in their own positioning. Some team leaders and subordinates are more than "business", such as personnel management compared with the manager of human resources department, capital management compared with the manager of finance department, and production technology compared with the chief engineer, which leads to his loss of control over key issues. Grasping the key points, maintaining full respect for subordinates and giving team members full flexibility and display space are important conditions for retaining team elites.
Third, lack of effective incentives
Team members tend to be separated, and team management is a little unremitting, which ultimately leads to a significant decline in team performance. According to the team management experience of American National Digital Analog Semiconductor Company, leader change, discontinuous plan, reduction of members, improper hero management and discontinuous rules will all impact the team's joint efforts. Without effective incentives, the life of a team or organization will not last long. And effective motivation is the key for enterprises to maintain team morale for a long time. Effective motivation requires giving team members reasonable "interest compensation" and good interest compensation. Interest compensation is often divided into two forms: material conditions, such as money and working environment. The other is psychological benefits, such as a sense of job accomplishment, feeling respect, recognition and friendship.
correctly judging the "interest needs" of team members is a prerequisite for effective motivation. In fact, the interest needs of people at different levels are not exactly the same.