How Many Presidents Are Doing Staff Work?

Fish hooks and spears are a metaphor, which is derived from a classification of security in the 08 Olympic Games. This classification divides events in the Olympic Games into two parts: one is Fishhook incident One category is Spear incident 。

The so-called hook incident is to identify internationally recognized events that we may not necessarily recognize, such as meetings, slogans, slogans, etc. as "hook events", that is, events themselves are not news. The other party is waiting for you to hook up, and then turn a news story into news.

The so-called spear incidents are events that are not recognized by us internationally, such as explosions, assassinations, armed attacks, and so on. The characteristics of such incidents are that the other side has chosen the way of violent attack at the very beginning, which is intolerable to the international community. Since everyone is intolerant, the acts we take are easy to be recognized or sympathized.

With this classification, the security system of the whole Olympic Games has entered the strategic management system. It can be said that from this classification, we have established the "public safety" since the founding of new China. Lean management system "

What is the advantage of this system? Or what is the advantage of strategic management? The simplest answer is, if there is no such a system, what is the government and the top public security officials doing? What is the executives doing with such a system?

If we look at the so-called success and failure from a lifetime perspective, why can we make a great contribution in a similar environment, while others are everywhere? The conclusion is that the so-called successful people are just those who do the right thing at the right time and at the right place, and those so-called losers are mostly those who did wrong in the wrong time, the wrong place.

The right time, the right place, the right thing to do is the strategy. That is to say, our president should know how to deal with fish hooks, not to hook, but to put time on the spear.

In a word, the president should take the time to put on the spear incident. The president should not do what employees do. He must know how to refuse the temptation of hooks and not to be caught by hooks.

I talked with an entrepreneur about this classification. When I finished talking about it, the entrepreneur could not sit still. He said loudly at once: "I was doing my job. I wasted my time. No wonder I didn't have weekends and no breaks. I was caught by" hook ".

"Why do I say so?" I asked.

"I go to the company very early every day, and then I find that people always do something wrong, so I guide everywhere. On the surface, I offer value to these employees, but in fact, they really make the product valuable. They are not me, I am the president. I should set up a strategy and environment to create value for the customer, not to guide someone in detail."

Of course, we do not mean that the president can not guide a certain employee, but if the president always takes time to guide a specific employee, when he arrives at the office, what is the company's strategy, the direction of the company, or other employees?

It can be seen that the president directs an employee to be "hook behavior", and the president guides all employees through strategy, which is the real "pike behavior". Once the president is caught by "hook", when managers spend a lot of time on "hook behavior", not only will the staff lose their ability to work autonomously and independently, but the spear behavior that is really concerned should be ignored.

The question now is why these entrepreneurs or managers tend to be very "strategic" when they start their own businesses. Most of them will choose the right time and the right place to do the right thing. Why did a lot of entrepreneurs or executives tell the fishhook to "catch" after the success?

In the past ten years of business consulting and training, I have contacted thousands of entrepreneurs and senior executives, and have talked with many famous entrepreneurs in China, and some have even become bosom friends. To be fair, all the entrepreneurs or senior executives I have contacted have their excellent places, and the so-called "success has their own reasons".

But there is another sentence, which is that many entrepreneurs have been caught by fishhooks. The saying is: "excellence is often the enemy of excellence" and "success is often a hindrance to success".

Why does excellence become the enemy of excellence? Let's look at an experiment first. The American scholar Anderson and Ross&Anderson conducted a trial that first gave each participant a wrong message and then asked everyone to list reasons for support or opposition. It turns out that those who support more reasons are more inclined to erroneous information after the correct answers are published. {page_break}

This phenomenon is called "BeliefPerseverance" or "OverconfidencePhenomenon" by Norse and Anderson. It means that after success, even if the reality has denied that their successful experience is out of date, they will still believe that their beliefs are correct.

Why is that? The answer is "to add to sin." people tend to look for information that supports their beliefs, and intentionally or unintentionally ignore information that does not support their beliefs. That is to say, "stubbornness of faith," or "overconfidence", is that most successful people will only seek information that supports their beliefs after success, and intentionally or unintentionally ignore information that does not support their beliefs.

In the study of American scholars Norse and Anderson, they found that in the following cases, "belief stubbornness" or "overconfidence" can make the winners feel relaxed and efficient: (1) time is urgent, (2) fatigue, (3) emotional urgency, (4) worries, (5), success is high.

What a vivid realistic portrayal of these words, that is to say, entrepreneurs or executives in this situation are enjoying their "faith stubbornness" and "overconfidence", which will make them easily catch up with hooks.

How to do it? How can entrepreneurs or executives enter? Strategic state Instead of indulging in success and being caught by hooks? I have three suggestions:

　　 First, establish the sense of "original sin" in doing things and establish the strategic thinking of "pike" from the origin. The so-called "sense of original sin" is the famous saying by Soros, a famous investment guru: "I am apt to make mistakes." The meaning of this sentence to entrepreneurs and executives lies in pointing out a fact that we are not willing to recognize, that is, people are really small, self-confidence in difficulties is a virtue, and self confidence after success is mostly a madness. In the face of success, the effective way is to tell oneself: "I will make mistakes" and how to make no mistakes, that is the law of awe, "if God is not in, everything is not".

　　 Second, establish the "empty cup mentality" facing customers. What is "empty cup mentality"? It is said that in ancient times, a man with deep attainments of Buddhism visited an old Zen master. The old Zen master received him very respectfully and made tea for him. But when the water poured, the cup was full, and the old Zen master kept pouring it down. He puzzled and asked, "master, why is the cup already full, and pouring it?" the master said, "yes, now that it is full, why do we pour it?"

In market economy, the most regular rule is customer behavior. Customer demand is the starting point and end result of all competitions. Therefore, in the face of customer needs, dumping all the experiences that we consider successful, leaving some space for our customers, and having the customer value as the "heart leading", it is not easy to catch the hook.

　　 Third, establish a sense of gratitude for rewarding employees. A business enterprise has two origin points, one is customer and the other is employee. The so-called "strategy" is very good in the Analects of Confucius, that is, "you want to stand up and build up people, and you want to reach them." If we want to achieve a career, we should first accomplish the business of our customers and employees. If we want to do things well, we must first make the customers and employees work well.

Therefore, the customer gives us benefits, and the employees are the core of realizing this interest. How to thank employees and return employees? I think the best way is to create a system, organization and cultural environment for employees to grow up! Tigers can only survive in forests, eagles can only fly in the sky, and excellent employees can only survive in good systems and processes. Therefore, the greatest gratitude and reward for tiger is a broader forest. The greatest gratitude and reward for eagle is the wider sky. The greatest gratitude and reward for employees is a more equitable system, organization and cultural environment.