Enterprises Must Be "Imperfect".

People strive for perfection. They can never achieve nine points.

Many executives also demand this.

Konosuke Matsushita, the founder of Panasonic, is called "Japan".

The 70% principle is to hire talents.

Matsushita preferred more than 70 points of middle and upper class talents, which is related to the development of Panasonic Corp.

At the beginning of Panasonic's pioneering work, the reputation of the company was not large. It could only absorb people who did not want to be a staff member such as Mitsui, Sumitomo and MITSUBISHI.

Matsushita believes that the rapid growth of his career is the result of the construction of those who are regarded as secondary talents.

In fact, "70 talents" has its unique advantages.

They are generally easy to integrate into the team. They have the motivation to pursue the "top" people. They are grateful and loyal to the company.

70% principles to use

The supervisor often has some misgivings when he is employed, because it is not clear whether the person is competent for the job.

Matsushita thinks that the most important thing is whether employees can be competent for a job, and only 30% of the remaining 70% can be found.

If you know that the employee is 70% competent for the job, it is already very good. He should be allowed to do it and check the remaining 30% in the process of doing it.

The 70% principle is to trust employees.

Executives often worry about one or two black sheep in their employees, so they are alert to all employees. They do not trust all employees. They believe that all employees want to steal company secrets and make strict rules to restrain employees from participating in company decisions.

Matsushita believed that the supervisor should have a broad mind, not be unhappy all day for one or two black sheep, and lose trust in all employees.

If 70% of the company's employees are trustworthy, the supervisor should believe in the whole staff.

The 70% principle is to find out the advantages and disadvantages of employees.

A supervisor should know how to appreciate your subordinates. He should look at the advantages of employees with a 70% eye and see the shortcomings of employees with 30% eyes.

Zhong will be the Minister of Wei in the later Three Kingdoms period. When the bell was 7 years old, his father took him and his brother to see Wei Wei Di Cao Pi. His brother saw the majestic emperor and was sweating with fear, but he was calm and calm.

When Wen Di saw him, he asked his elder brother, "Why are you sweating?" his brother replied, "war is panic, sweat is like a pulp."

Once again, Wen Di looked at the clock meeting and asked him, "why don't you sweat?"

Cao Pi marveled at his courage and talent, and fell in love with him.

If Cao Pi saw only the rare ambition of the ordinary man and liked to quibble, then there would be no later bell meeting.

A supervisor should pay attention to the advantages and disadvantages of his employees at the same time. As Wei Yuan, a thinker in Qing Dynasty, said, "I don't know what is short of people, I don't know the length of people, I don't know the length of people. I don't know if people are short or medium length. They can't employ people, they can't teach people."

We may use the 70% principle to divide the boundaries, look at the advantages of employees with 70% eyes, see the shortcomings of employees with 30% eyes, and look at people in the sunlight, instead of standing in dark corners to see people.

70% principles of authorization

The 70% principle is authority, that is, putting 70% and managing 30%.

Matsushita believes that after the authority is authorized, we must not interfere too much and tolerate to 70%.

However, if it is found to be incompatible with the general direction, it should be reminded that otherwise, it will be equivalent to abandoning the talents whom they choose carefully, not paying attention to their growth, and not assuming the ultimate responsibility after the authorization of the director.

So the supervisor should control 30%, otherwise it is a very irresponsible style.

70%, the principle of authorization can enable the appointed person to give full play to subjective initiative and not completely out of control.

70% principles for employee satisfaction

Ten of life's disappointments are six or seven.

This is also true of executives' satisfaction with employees.

Matsushita believes that in general, there are two of 10 subordinates who are very much in favor of us; six or seven of them are in the right direction and are obedient to the general trend; of course, one or two are opposed.

Some people may think that subordinates' objections will affect the development of business.

But in his view, this is more worrying.

Moderate accommodating different views can promote work more smoothly.

Supervisors always want all employees to be satisfied with themselves. This is a good idea, but it is hard to achieve in real life.

In the end, the supervisor becomes a good man, commonly known as "rotten good man", giving people a sense of no sense and can not shoulder heavy responsibilities.

And if all the good people say you are a good person, all bad people will say you are a good person too. You have a problem with this good person.

Therefore, if the work of the supervisor is accepted by 70% of the employees, it will be very good, and the work can be carried out smoothly.