How Should An Entrepreneur Manage His Team?

Many entrepreneurs have become bosses, but how to manage their own team is very hard to solve. This problem is very representative.

As an entrepreneur, the pition from the identity of the former worker to the boss is going through many leaps.

And the leap of management is the core part.

Management is science and art.

The so-called science is that management can be followed by the laws of reproduction. The so-called art is that management has distinct personality characteristics, and it can not be copied from person to person.

For the management of the start-up stage, Wang Ruidong gives several suggestions here.

To change roles from players to coaches, managers are people who achieve their goals through others.

This is the definition of manager in western management.

This definition is vivid and profound.

To understand what a manager is, it is easy to understand what a boss is.

Before going to start a business, no matter what profession you have done, it is past.

Although there are many experiences that can be used, however, as the boss feels, the role of the boss must be only after you really become a boss, can you gradually experience the taste.

The so-called "not in their position", do not seek politics.

So, after being a boss, the first thing to do is to change the role.

This is to change from a partial point of view to a general view, from a player to a coach, from a low head to a cart to turn to look at the road.

At this time, you need to consider not only the business level but also the management of the team.

Two, grasp the key points, step by step, management is a very deep knowledge.

Management books and cases are like vast oceans.

Beginners often get lost and feel helpless.

This is normal.

No one is born with a sense of management and management.

As a newly established boss, the most important thing is to grasp the key points, accumulate slowly, sum up experience, and gradually improve it.

So, what is the focus of management in the start-up stage?

The key is assessment - performance appraisal.

What kind of ways to attract, stabilize and motivate your entrepreneurial team is the priority and priority of every boss.

What kind of performance appraisal method should be adopted?

This is decided by factors such as the size of the specific industry, the size of the company, the structure of the team, and the environment of the company.

As a new boss, the most direct and effective way is to refer to the assessment methods of local peers, and make proper amendments to make use of them.

There is one more point: if you don't have the experience at the beginning, you can try out any assessment method first, stipulate a trial period and make it easy to correct in time. Two, you will not lose your boss's integrity and prestige.

Three, the first and the most important enterprise (company). If we did not establish a strict management system at the beginning, we would not have built a good foundation for the house. No matter how fast your building was built, how high the building would be, sooner or later it would collapse.

There are no rules and no Cheng Fangyuan. Therefore, as a newly established company, first of all, we must establish our own rules, and be strict with the word, laying a solid foundation for future development.

Professor Zhang Weiying describes "scientific management" as four words: "quantitative and strict".

To quantify and be strict is to say four words, but it is very difficult to do it.

First of all, quantitative analysis is not a quantitative measure for every enterprise.

There are several basic elements in quantifying the quantitative factors: first, there are standards to follow.

Two is operable.

The three is to quantify "horizontal to vertical, vertical to the end".

Without quantitative management, there is often no standard management. Without standards, it is easy to be vague.

There is no workability to quantify, it is just a system that is posted on the wall.

Many enterprises' rules and regulations will be discovered, and many adjectives will be found.

Wait.

He wrote essays and poems, and adjectives were like jade.

In business management, if there are adjectives, it often means disaster.

What is more, if quantification can not cover every job, everyone is bound to leave loopholes in management.

For example, in a company, the work of the business department is often quantified, while some administrative posts are often omitted.

For example, the Secretary General Manager, many enterprises believe that such positions can not be "quantified".

In fact, it is not.

Any work in any job can be quantified in the management of enterprises.

For example, if the Secretary presents a wrong word to the general manager's document, giving 10 yuan negative incentive, is it quantified?

The secretary must report to the general manager at least two times a day, including four aspects.

After the guests came, the secretary would come in and pour the tea three times.

It can be quantified.

If we do not achieve "horizontal to vertical" in quantitative management, it means that the management of certain employees in some posts is vague. In other employees' view, the system of enterprises is not "equal to one another", which will breed unbalanced dissatisfaction and bring negative effects to management.

Another is "strict".

Strict is the life of the system.

China is an individual society.

In terms of execution system, managers of Chinese enterprises are always troubled by "dilemma".

Strict, reflected in front of the system everyone is equal; stricter, more reflected in 365 days, such as one day.

Once a tolerance, an exception to a person and a failure to act according to the system, the consequences of 1>365 will be caused.

For enterprise management, strict is like a balloon, any small hole will make the whole balloon deflate.

There are no rules, no Cheng Fangyuan, and rules are not necessarily Cheng Fangyuan.

The key to success is to keep your rules consistent.

Xu Qiyun, editor in chief: