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Efficiency Improvement: Inspiring The Problem Consciousness Of Subordinates

2008/7/31 14:19:00 41773

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The Internet is widely rumored that HUAWEI President Ren Zhengfei once said to his financial controller: "you have made great progress recently, from very poor progress to worse".

Ren Zhengfei's "progress" is a little ridicule, but it shows a simple and unchanging principle, which is constant improvement.

And "improvement" begins with "problem".

In the process of management practice, improvement means solving problems.

If everything is perfect and there is no problem, what is the best way to change it?

To solve the problem, the first thing is to identify problems and identify the direction of efforts.

To find the problem, we must have a certain level of problem awareness.

People who have no problem consciousness are those who usually say "we can't help them when they see the oil bottle falls down".

This kind of person is faced with more or less problems existing in the enterprise organization / team, holding a kind of indifferent attitude of "listen to no one but turn a blind eye".

The so-called improvement is to live better every day.

In 2008, TOYOTA, which plans to produce 9 million 500 thousand cars (the world's first industry), is called "a little progress every day". Haier, which is placed in China, is called "the day of sunrise and the sun is higher."

If we can persist in doing that, then it is difficult to think of excellence.

In our country, many enterprises have started the project of "rationalization of staff rationalization", but the effect is very few.

With daily progress of 1/1000, the progress is 1.44 times in 365 days a year, 6.19 times in ten years, and 38.4 times in twenty years.

This is the effectiveness of "insistence" and the strong effect of "sticking to the right method".

The question now is: how does a manager perceive the problem consciousness, especially how to effectively stimulate the problem consciousness of subordinates, thus forming a good atmosphere for everyone in the team to strive for improvement and mutual promotion, and team and staff grow together?

The problem is scored in two or three ways:

The first is the manager himself.

The manager's perception of the problem directly determines the overall improvement level of a team.

A lot of small and medium sized enterprises which are on the verge of bankruptcy will be able to explain the reason after they have changed their business.

The same is true for enterprises.

It's just that the team managers here have a lot of considerations, that is, the organizational environment of enterprises.

Do managers often cherish the idea of "dissatisfied with the status quo" and have the positive attitude and corresponding actions to "break the status quo" and seek progress?

The emphasis here is on the "demonstration" role, the managers who can not "set an example", propose some original motions that are originally correct to the team members, and can only stay at the level of "emptying guns".

The manager himself has the corresponding method and sufficient mental preparation for training subordinates' consciousness and even developing habits of improvement.

If the answer is negative, we must first learn and improve ourselves.

In short, managers must realize that by cultivating and motivating subordinates' problem awareness, all team members should actively identify problems, analyze and solve problems, thereby promoting team performance improvement.

It is more effective and lasting than using a whip to stand behind them, or to install cameras at the work site of their subordinates.

Secondly, under normal circumstances, what should managers do to their subordinates?

Set goals together: draw good prospects and stimulate subordinates' desire for improvement.

It remains to be seen whether the cake can be filled with hunger.

But Wang Mei can quench thirst.

In the face of team members, managers must have the ability to "hope plum". Of course, I definitely do not want you to go to the team members, "Hu Hu Hai blowing", impractical.

Determine the way to win: without considering the environmental factors of the organization, the progress of the team can only rely on the concerted efforts of all members.

Constantly improving and pursuing a little progress every day is a correct path that has been proved to be entirely feasible by practice.

What managers need to consider is what form, arrangement, content and steps should be taken on this road to ensure that team members are clear.

After the goal and the road are determined, we must let everyone do it.

The main tasks of managers are as follows:

Motivate them.

Mental, physical, and self motivating methods can be used.

Encourage each other to encourage each other.

For example, let small teams compete with each other.

Keep asking questions.

The question here is not a question of accountability, nor a question of accusation, but of an enlightening question, such as "what do you think if this component is placed like this?"

"You had a quarrel with Zhang yesterday. How do you feel now?"

The result of continuous questioning is that if your subordinates take the initiative to ask you some questions about improving the related problems, your subordinates' awareness of problems will be successful.

Support them.

After discovering one problem after another, the impulse to solve the problem rises to the main contradiction.

To solve the problem, we need resources, that is, we need to pay the cost.

At this point, what you need to do is to provide support as much as possible and to shoulder corresponding responsibilities.

If you can't solve the problem nearby, you should also do a good job of communicating with the corresponding subordinates, so as not to attack the enthusiasm of the team members as a yardstick.

Share in time.

Whether we succeed in solving problems, we fail.

All of them should be shared within the team in time.

Third, targeted treatment under special circumstances.

For those special team members, such as those who are unable to arouse their desire for improvement through the work listed in the "second", they need to engage in private communication.

Understand the reasons, experiences, or needs of his unwilling response.

The deeper information that public meetings fail to understand can often be obtained in the context of private communication.

This helps the team managers to solve a few special problems in a targeted way.

When I lead the team, I will constantly convey a concept to the team members in the sharing process: problems are the ladder to progress.

Let us experience together, witness together, in the face of repeated problems, the growth we have experienced together.

In the joint work day after day, our team members began to "talk about the problem of color change" to the present "three days no problem to deal with the brain on the level of anoxia".