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The Boss'S Heart Is The Stage Spirit Of The Staff. How Big Is The Stage Material?

2008/11/11 10:48:00 41899

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There is a saying: how big the heart is and how big the stage is.

That's right. It's useful for everyone.

After I changed this sentence slightly today, it became the energy of interaction between the employer and the staff.

Personally, I think such interaction is often more effective.

When almost all trades and professions claim to be short of talent, I have worked as a management consultant for more than ten years. I have been thinking for a long time about the management consultants who have worked with nearly 100 enterprises.

A management guru once said, "all the problems in the enterprise are the problems of the boss".

But when we go deep into reality, we find that it has its reason.

The same is true with regard to talent issues. Bosses, especially SMEs, should reflect on their own problems. Large enterprises can say that "enterprises can not retain talent", while small and medium-sized enterprises must say that "the boss can not retain talent".

I have served clients in all walks of life, including food, beverages, cigarettes and liquor, condiments, medicines, health products, clothing, stores and so on. But in these different enterprises, I found a common problem. Now, it says, if you can give some friends some help, it's really a great pleasure.

When I was consulting a client for a management consultation, he had just resigned from the vice president who had been recruiting for less than three months. But I heard some positive comments from middle level and staff on the vice president, and complained that the boss should not let this person go. He should keep him.

So I looked for a time to chat with the boss and talk with him.

One of his words left a deep impression on me: "it's so hard to understand a person. I also know that people need to trust him, but he needs to know, but he doesn't give me this opportunity. He doesn't understand. Trust starts with understanding."

就是這句話：信任要從了解開始。

Generally speaking, a person who has a certain ability to be entrusted with heavy responsibilities by an enterprise should have a certain understanding before he enters the enterprise.

Including his work performance, experience, personal background information and so on.

The boss will often decide whether to use this information after he knows the information. It should be said that the understanding of this stage has been completed, followed by running in practice.

There is nothing wrong with taking the next stage as a deeper understanding stage, but the boss should be clear that the roles of both sides have changed. The role of the interviewee - candidate has been changed to the boss - the role of the employee.

If you tell employees in too many ways at this time, what do you think he will think if I'm testing you?

In fact, when you decide to hire this person, you have already believed that he is likely to finish his future work. Next, your task is to turn "possibility" into "reality", but not to find more "impossible" factors, because the result is really "impossible".

How can we turn "possibility" into "reality"?

It depends on the bosom and courage of the boss - dare to assume the risk cost of the employer and dare to believe his original decision.

Is it like caring for a new employee like a nanny, or letting him go?

Especially when the enterprise decides to set foot in the new business field, most of the original methods and experience of the enterprise can not be used. The recruited recruits will bring a lot of new thinking and new practices to the enterprises. Some new things may take quite some time to integrate the original ideas of the enterprises, so that they can be recognized and accepted by the management.

What happens to the boss?

Is it going to move ahead with new talent, or because of a far cry from our experience, and gradually feel "out of control"?

Before a qualified person joins an enterprise, the boss's trust in him (agrees to hire him) comes from his initial understanding, and after his entry into the enterprise, the boss's trust in him (letting him do it) is out of broad mind and firm self-confidence.

He must be tolerant, tolerant of certain habits that are different from the inherent habits of an enterprise, tolerant of his arrogance (generally talented people will be a little arrogant) or even containing his mistakes; and when he confidently puts forward a plan that can not predict the future according to the experience of the enterprise, he should be able to stand up to him. If the boss does all this, he may not work for you all his life, but he must do his best in his time for your work, and you will be a mark of respect printed on his mind.

Because the Chinese are most afraid of moving.

On the other hand, what do you think he would think of you if the boss did not dare to take on the cost of the person's risk and put all the possible responsibilities on the new employee?

How will he define your relationship with him?

According to my observation, many enterprises are not without talent, but they are like a common stone in the river.

Why is that so?

Some employers do not dare to assume the risk cost of employment. They do not understand a simple reason: this person chooses to hire himself, and he has to bear at least 50% of the responsibility for all the problems that happen in this person's process.

But I think that this person has a lot of ideas, so I will give you the opportunity to realize your ideas, but you have to take all the responsibilities, because this is your idea.

There are two laws hidden in this logic: the law of exchange and the law of undefeated.

The law of exchange is the pure exchange relationship between enterprises and employees. You work for me, create achievements for me, I give you rewards, and the reason why you create performance for me is that I give you back (or a substantial return).

Under such a premise, can we still talk about employee loyalty? As long as someone offers a higher price, he will sell himself; the so-called undefeated law is more clear: you do things, you are responsible, and made me collect money, you can not do all the responsibilities.

In fact, it is impossible to be undefeated. If a company fails to do something, there will be losses. But the boss always wants to avoid this risk ahead of time and minimize the losses. You know, when you reduce this loss, you are also relentlessly lashing the confidence of talents and business cooperation.

How big the boss is and how big the employee's stage is; the bigger the stage, the more chances the company will make profits.