Management Story: A Young Monk Struck A Clock.

On this day, a young man came to the temple and asked the abbot to let him become a monk and do whatever he wanted.

So the abbot held a shaving ceremony for him and arranged for him to go to the crash clock.

Every day, according to the temple regulations, each morning and evening will hit each other.

For the first few days, it was quite fresh and fun.

But for a long time, he felt that the work of the clock was too simple and too boring.

So he really hit the clock for a day.

Or is it not loud enough? "

The abbot told him, "the clock you hit is very punctual and loud, but the bell is empty and weak, without penetrating power and charisma, because you do not understand the meaning of the crash bell in your mind.

The bell is not only the yardstick for the work in the temple, but also the awakening of all the people.

Therefore, the bell should not only be loud and clear, but also round, deep, deep and distant.

Without a bell in one's heart is no Buddha; if not pious, how can he serve as a breaker?

But from another point of view, the little monk failed to hit the clock well. Is the temple or temple leader no responsibility?

At least not to bump into the clock for a few months, but somehow to be changed.

Look at the factories and enterprises around us. Employees often quit job or are dismissed or dismissed. Are they really not qualified for this job?

I don't think so.

There must be managers' mistakes.

I remember when I was in the army, I often heard a word from the leader: no soldiers with bad qualities, only soldiers with bad soldiers.

Then, can it be applied to the workplace that employees who do not have bad management will not manage their staff?

When a new employee is recruited, he must first accept the company's induction training. As a human resource department or a direct management department, he must pay attention to this aspect.

Let new employees know about the company's basic situation, production products, social status, company's development goals and vision; in duty training, let him have a clear understanding of what he is responsible for.

Who am I responsible for?

Who is responsible for me?

What is the purpose and meaning of my work?

Only after this kind of pre job training can new employees understand the company and understand their responsibilities, so that they can master their work standards, set up their own career planning and carry out "practice".

In the modern workplace, leaders of many enterprises understand that they have a new role -- "coach".

The leader who can understand this is a wise leader.

Back to the story of the little monk, the fact that the abbot or his direct manager lacks the "coach" mentality and does not well grasp the psychological activities of the little monk.

"Mind decides action, action determines goal."

We know that a "coach" should not only teach students basic vocational skills (or guide professional skills), but also mainly grasp the psychological activities of students, find problems and solve them in time, so that they can always maintain a positive attitude.

I think maybe a few can be said to be very comprehensive.

In individual private enterprises, we often see simple and rude management style, just like the abbot in the story.

If you fail to hit the clock, you will be pferred to the chopsticks immediately.

First, there is simply no minimum communication management procedure.

The emphasis of modern enterprise management is that management is communication.

Obviously, only when communication is in place, can management be in place.

The little monk was pferred to other jobs. His face was bewildered and puzzled. In our current words, "do not know how to die," this is the vivid expression of lack of communication. Second, his leader omitted the proper guidance and training work.

Any person, facing a new environment, new collectives, new jobs, has an adaptation process.

Many new employees are assigned to post or post their positions, and their supervisors are allowed to destroy themselves.

We all know the saying: master leads a door and practices in an individual.

The problem is that such a "master" doesn't bring people into the door at all.

Therefore, many new employees encounter such leadership, that is their misfortune.

Those who are flexible, intelligent and smart are better. If those who are not too flexible and introverted, sooner or later, they will be faced with the task of "chopping firewood or carrying water" or being dismissed directly.

In modern society, from the small department of 35 people to the tens of thousands of group companies, we all emphasize "unity and cooperation", and a harmonious team spirit is the foundation of success.

As a result, many job seekers who have some thoughts do not forget to write "resume harmony with their colleagues, have a good team spirit" and so on when writing their biographical notes.

That's what I say, but what do we see?

Let's see, why did the little monk in the past few months in the crash clock, why did not uncle Shi, brother or so to teach or put forward good suggestions?

It is not hard to imagine how shallow and vulnerable the cooperation and team culture of each monk is to sing "the temple is home and the hospital is proud".

Probably every monk is working on his own business with all his heart.

The little monk who has just entered the temple is not competent for the crash. From a certain point of view, it is also reasonable.

Only in this way can we give full play to the subjective initiative of every employee and avoid the phenomenon of "a monk hitting a day".

If a collective can really do this, where will there be a phenomenon of "a monk hitting a bell"?

Why should we not retain the necessary talents for enterprises?

Of course, everything should be divided into two parts.

It's still the saying: there are no employees who are not good at teaching, but only managers who do not adjust their staff.

If you don't train your staff well, I think it will not be too far away from you.