A General Manager'S Resignation Letter

L: Hello!

Today, when I have to write with complex feelings, my heart is full of regrets and regrets.

It's almost my assumption today.

First, reflect on the decision to enter the company.

1., I accepted the appointment because of the reason, not because of the purpose. The first step I took was wrong. After consulting with you and headhunting company, I conducted a three week research on the company. After I submitted the management diagnosis report, I chose to give up.

Two days later, you drove to my house and told me that you have organized a middle-level management team to vote in a unified way, unanimously appointed me to be the general manager, and signed a "military order" to each of them. If one day, because of the new leader's management needs, he or she can not make any objection to the adjustment or withdrawal of them.

I am so moved that I can not feel the hope of Kongming's predecessors. I don't need to worry about it. I also see the great determination of your pformation and tell me to delegate power completely. I can go boldly to do it. Another point is my selfishness. I have been wandering about for twenty years after graduation from University, and the Chinese have a complex of falling back to their roots. My company is just in my hometown, and I accept this appointment because of various complicated reasons.

The problem is precisely this: it is because the reason has accepted the appointment, rather than because of the purpose -- the first step that I took was wrong; and as you, when conditions are not yet complete, especially if you do not have enough thought preparation, you have introduced a general manager hastily.

Two months after entering the company, I realized that the company was too focused on short-term benefits and the authority was far from adequate.

It is your sincerity that once touched me again. Yes, the time came is too short. There is also risk in absolute decentralization. The company can not afford to fail, and the desire of employees and the present situation of management do need to introduce executives from outside. I can not afford to fail too. As a career manager who has worked for many years, he is more reluctant to see his failure easily.

2. what you need is not the general manager, but a general manager assistant or executive deputy chief enterprise. The main way of management is to rule by man.

When the enterprise is more than ten or dozens of individuals, all the situations of the enterprise can be seen at a glance, and the problem can be solved in one sentence. When the scale of the organization extends to hundreds of people, their eyes are far from enough, and everywhere they go, they are full of problems, and ten times and eight times are useless.

Your purpose of recruiting me is not only because I am flying too fast and too fast, but I feel that those old people who are familiar with even their infant names can not keep up with their own thinking and the situation of enterprises. They also hope to get rid of the chronic diseases of the organization by hand, and avoid being Zhu Yuanzhang's leaders who are being shot at the victory building.

Today, there is no fundamental agreement between our two sides.

You want to carry out your management ideas through an outside senior executive. What you need is not the general manager, but a general manager assistant or executive vice president. It is just to promote me to come in and win the name of a general manager, though you have been keeping tabs on it.

But the biggest problem with our cooperation is that your boss wants to change a career manager, but he doesn't realize that the root causes of the system are mostly on himself.

According to the professional manager, it will lead to the end of the game because of dislocation. Instead, trying to change the outcome of the boss is often doomed to failure.

Therefore, when we recruit senior executives, we must know and accept changes.

Two, reflect on the coordination of strategic thinking.

An enterprise's strategy must command the overall situation, and it is the outline of enterprise development.

The strategy is based on the mission of the enterprise, and fully analyzes the comprehensive factors, such as strengths, weaknesses, opportunities and threats, and provides the necessary resources.

Different stages of development of enterprises need to cooperate with different strategies.

1. today's successful experience may be the root of tomorrow's failure. Let's take a look at some of our company's operational indicators and questionnaire data:

(1) several major operational indicators:

In 2008, sales increased by -10.7% compared with last year, and the growth rate was 2.3% in 2009.

Quality aspect: the return rate of supporting products in 2009 was 13.8%;

There is little change in cost.

There is no statistical data on delivery date.

(2) the following is the extract of part of the questionnaire, interviews and records of the data:

The proportion of employees who know the company's strategic planning is 3.8%.

Identify the proportion left by enterprises: 5.1%;

Employee satisfaction: 29.4%;

Skip command universality: 74.5%;

File execution rate: 13.4%.

The reasons for the performance wander in recent years are all here: the operation index is the result, and the survey data are the reasons.

You agree with the diagnosis report, we have passed more than one pass, and the enterprise has grown from rapid growth to stagnation. It has already indicated that the development of enterprises has encountered bottlenecks. The long pain is not as short as the pain. Now that the business benefits are good, the market gives us the opportunity to breathe. We should focus our efforts on the standardized basic management as soon as possible. Otherwise, due to the constraints of technology, personnel quality, management level, execution and many other factors, when the quality and delivery time can not be completely guaranteed, the more risks we supply, the greater the risk will be too late to wait until our brand credibility is out of order.

In fact, shortly after I entered the company, you re adjusted your annual goals for 2010.

The goal is to increase sales by 32.8% over the past three years.

Looking back at the history of our company's development, the development of our enterprises, thanks to your keen market insight and extensive social resources, we are rapidly expanding in the light of the hot industry situation and relying on low-end products and price advantages under the condition that the industry is extremely competitive.

Although you admit that standardized management is the top priority, your heart seems to be more interested in scale effectiveness, bigger and stronger.

But bigger or stronger depends on the stage of enterprise development, not by feeling or patting the head.

Today's successful experience may be the root of tomorrow's failure.

2. the structure of the boss determines the strategy of an enterprise. What kind of strategy will there be? What kind of enterprise will I have done in a fiercely competitive industry, and I will have a deep understanding of what the brutal market competition means.

Compared with the household appliance industry, our survival is a problem even compared with the ordinary competitive industries.

Today, the competition situation of the auto parts industry has entered the Red Sea stage from the blue ocean, but our thinking has not fundamentally changed.

Many elders, including you, do not think so. Is it wrong for an enterprise to make money quickly? Why don't our kids go to work instead of graduating from high school? Instead of making money, they spend tens of thousands of dollars a year!

Perhaps the reason why our thinking is inconsistent is that in the eyes of your boss, business is nothing but a crystallization of your efforts. You treat the company more like your children. Especially with the development of the scale, the worries about the fate of the enterprise can be said to be on the ice and can not tolerate a bit of loss. It leads to the experience and avoid failure in the risk assessment and selection of strategic decisions.

But I have been wondering, what will we do when the industry is rapidly reversing? Where is our core competitiveness?

Rely on technology, management, market resources or value chain? We have no advantage.

The pattern of the boss determines the strategy of an enterprise. What kind of strategy will it have? {page_break}

Three, reflect on the promotion of the next work.

The 80% success of an enterprise lies in its executive power. Excellent executive power can make up for and discover strategic mistakes.

In our company, there is a very strange phenomenon. The same thing happens to different people.

Now, from the basic aspects of the company, what is the problem that we can not effectively promote the work?

The 1. one is a replacement contractor. It is an incredible company to build a tall building with the masons of the original thatched houses. The organizational structure must be subordinated to the overall strategy of the company, and then the job analysis should be carried out according to the needs of the enterprise development, so as to select the right person to the right post.

In our company, the core power layer is the old subordinate who has been following you for more than ten years. If this is not a problem, then the drivers around you can not feel the problems when they have made department managers and deputy general managers. There are many ways to be grateful. If you send them to further education, is it a more responsible way for each other? Of course, maybe the problem is because the treatment matches the corresponding position.

There is a very figurative metaphor in Architecture: only a replacement contractor who wants to build a tall building with a mason of the original thatched cottages is simply an Arabian tale. Unless the quality of the team is improved, or it is subject to unified command, it is difficult to achieve in our company.

2. the boss is not the fire chief.

In the management of corporate ethical management, you are far from aware of the harm of leapfrog command to an enterprise.

Your feelings for the company are unmatched by anyone.

You like to do everything you want to know and know about the enterprise. Even if there is a screw in the corner, you know it; when you see the efficiency of the workers is too low, you can start with your sleeves, or think that you need to adjust them, so you can mobilize resources on the spot.

Efficiency has been achieved, but the result is that even their executives are unaware of the original plan.

Think of your boss, who has been a "firefighter captain" for many years, and the result is that the fire is getting bigger and bigger. The problem is getting more and more like your mobile phone.

You are also aware of the problems, but you think you are in a temper.

3., will every one of the executives be obedient to their management? When the layers can not obey the arrangement, what kind of situation will the enterprise be, the control of the personnel power will determine the authority of a manager.

I have been the general manager of two different types of enterprises. I dare not say what they have achieved, but at least they have made their brands to the top.

I am very aware of the difficulty of change. In thousands of employees, nearly 1/4 is a complex environment for couples.

In our company, the manager of human resources should accept double leadership and personnel adjustment is too difficult.

The appointment of a workshop supervisor in the production system is obviously not suitable according to its performance. I suggest that its direct supervisor adjust it. The supervisor said he wanted to adjust earlier, but this person was appointed by you not long ago, and forced adjustment will bring a series of problems.

I have been through the ditch with you three times, but the final result is personnel changes I have no idea in advance: after the problem, you take it in a rage.

In this way, what is his direct authority? Is it necessary for the subordinates to care about them? Are the managers who are being put up to obey their management? When the layers can not obey the arrangement, what kind of situation will the enterprise be?

You tell me, do not listen to the punishment.

Can fines solve all the problems? What will happen to these sham subordinates when fines bring more difficult cooperation?

The 4. law is no good. From the above, there are only two ways to make a person perform something that he is not willing to do: one is to change his ideas through communication, and the other is to say that if he does not execute it means that the consequences of his fear will come up. Two.

In the process of discipline, in order to effectively implement a series of initiatives of enterprises, I first implemented some measures to win the support of the people, then drafted ten basic norms of enterprises, and organized staff to discuss and revise, fully study, test and rank rewards and punishments, release the date of execution, handle the responsible persons, rank the rate of departmental leaders' violation of discipline, publish regularly, etc. at the same time, in order to effectively promote the implementation, the two powers were divided into checks and penalties, and the new recruits were checked by stages.

Thank you for your support on this point. The actual result is that almost all the fines down the road are some supervisors, and those employees you rely on.

Corporate discipline has also seen an unprecedented improvement.

But behind the question, many people begin to raise objections. Is it important to wear work clothes? Can a mobile phone affect corporate effectiveness at meetings?

In the eyes of the elders, they are the roosters crowding out the sun, and the enterprises are struggling to earn their jobs. They fight together to fight until they finally find that a stranger is sitting on their heads with just the so-called qualifications. They are not only sitting on top of their heads, but also enjoying the treatment that they can not get for the hard part of their business. Their hearts will produce extreme imbalance.

What's more, your attitude is beginning to waver.

Actually, my purpose is to give employees a message - from now on, all the newly issued papers will take this as an example, so as to pave the way for the implementation of the new management system in the future.

In psychology, this is called the "first cause effect" or "first impression".

But...

There is also the construction and conflict of corporate culture and so on.

The above problems, as your boss, are very clear and deep in your heart. You can even grind your teeth against the following small circles.

But in the face of those senators, you want to change and you can't help but try to avoid these difficult problems.

Perhaps the reason is that you are carrying the core of an enterprise's contradiction, not only because of its own rational and emotional contradictions, but also because of the contradiction between its advanced thinking and the original lagging management team, and the conflict with the management ideas and culture of the outside executives, as well as the balance of various contradictions. The result of different power games often becomes the basis for judging the implementation of decisions, and the deeper reason is that the newly recruited people, in addition to being uneasy, always want to see some shadow in their subconscious. They want to control him, operate according to their own ideas, and want him to do well.

A variety of reasons led to pulling or letting go, or collecting and releasing.

Therefore, the pformation of the company must be determined when you are determined! {page_break}

Four, reflect on how to evaluate a manager: our fundamental difference lies in the lack of a unified value judgement standard. There is a very intriguing figure in management, an organization's evaluation of someone. If 30% of employees say good, 50% employees do not understand, 20% of employees say bad, and no one is perfect, this person is not bad. In fact, this proportion brings about the result that nearly 70% of people think that this person is not very good.

The reason is that those who affect the vital interests will spare no effort to publicize how bad someone is, and that those who think good are rarely proactive to correct them, and at last, those who are unaware are naturally inclined to the opinion of the public opinion propagandist.

Now I make a simple comparison with several indicators of the same period last year: 957 per month per month in the same period last year, 1158 per person per month during my tenure, the growth rate of per capita productivity is about 21%, the ratio of production and marketing is 98.7%, and the quality index is also raised to 95.7% from 93.6% of the original total yield.

Per capita productivity, production and marketing rate, quality, cost and other indicators all create the best record of company history.

It should not be a reason to deny my series of measures. In fact, I am wrong.

Our evaluation of a manager is not based on performance figures, but on issues.

I know that your ears are filled with all kinds of voices every day. Do you know that your family meeting has influenced more than the sum of my meetings.

I know that you like to listen to these sounds and listen to them, which is not wrong in itself. But if those who report really want to solve the problem (without complaint), why not directly look for his superiors? And you are always looking for information that supports your beliefs consciously or unconsciously.

I remember discussing N times with you. In this world, there is no absolute right or wrong in any world. It is not a process but a specific purpose or environment.

This is why in reality people regard someone as a war criminal, while others regard him as a national hero. Doing the same thing at a certain stage may be correct, but in another stage, it may be wrong.

Perhaps, our professional manager is just looking at the problem from the perspective of performance. He thinks he is successful when he goes up in performance, and the boss is more concerned about the consequences of a certain decision to the organization, and the evaluation is based on the evaluation of the information carrier.

In dealing with specific problems, professional managers often think that it is necessary to persist in the development of enterprises and reject them in a wrong way. Sometimes, even from the perspective of bosses, they even deny that even if they are aware of the correctness of the practice of professional managers and consider various factors, even if they are sacrificed.

Our fundamental difference lies in the lack of a unified standard of value judgement.

For many years, the experience of foreign enterprises has always prompted me to think about what causes the average life expectancy of domestic enterprises to be less than 2.9 years. At the present stage, most enterprises need not how to create success, but first we need to know how to avoid failure.

This may be the tragedy of China's training industry.

L, this time, I have decided to leave.

I am really tired. I could not do anything in my company.

The implementation of every measure is exhausting, but in the end it is mostly done by halves. In the face of the randomness of policy, I don't know what to do next. First, adapt and change. It's not easy. The slow process makes me afraid of being a company's guilty person someday.

Perhaps as the first general manager outside the office, it was hard to break the curse of short life.

My departure is not to prove who is right or wrong, it is meaningless. There is no theory in management that defines a certain way of thinking.

If the boss is wrong, there can be no success of today's business.

I am only deeply worried about the fate of the company. I hope that through this separation, we can think deeply about each other, which may be beneficial to the steady development of the company.

I have a very complex mood, with the company and your thoughts, hope that the company will become a hundred years of brand good wishes, wrote so many in one breath, not necessarily right, but it is mine.

Thank you for your concern and care for me in the past five months. Your heartfelt kindness, dedication and dedication are my sincere admiration.

In order to avoid causing unnecessary negative effects to enterprises, you can consider a way that is beneficial to the company and let me withdraw.

Thanks again!

Etiquette!