Six Lessons For Leaders

As executive power Leader How can we avoid doing everything personally but still be right? enterprise operation The details are as clear as the palm of your hand. Generally speaking, the following Six subjects You must do it:

　 Know your business and employees.

Leaders' ideas are often divorced from reality. Many leaders look at the reports, while their reports often have inevitable limitations. Therefore, it is recommended that leaders should have an in-depth understanding of your business and employees.

Why is WAL-MART so successful? Because its boss has plenty of time to go down.

At the age of more than 60, Sam Walton, the founder of WAL-MART, was interviewed by a newspaper one day, so the reporter went to his office for an interview. When reporters ran to WAL-MART headquarters, old Walton himself. Finally, the reporter met Walton, who was there for a long time, in the business hall of WAL-MART. At that time, the white haired old gentleman was helping the customer with the bag beside the cash register, and helped the customer carry things to the garage. The reporter was shocked: the boss of one of the world's largest companies was helping his customers. This reporter said to Walton, "Mr. Walton, our appointment is in your office two hours ago." Walton smiled and told the reporter: "I have always thought that this place is my office." The reporter asked him, "now that you are the boss of the world's largest company, why do you do things for the customers and find someone to do it?" Walton's answer is: "I have to work at this place for a fixed time every week. I want to look into the truth, and I will be able to know what customers really want and know the dynamics of their employees.

Walton understands the current situation of enterprises through observation. Another important way is to launch a debate on a problem within an enterprise. Disputes tend to highlight the truth.

　 Set clear goals

Lenovo has a "three heart theory": that is, ordinary employees should have a sense of responsibility; middle-level cadres should be motivated; leaders should have dedication. As for what is responsible and motivated, it is easy to understand. So, what is enterprise? Liu Chuanzhi has a very clear explanation: it means that you have sold the company to the company. You have to stand in the company's perspective to think about problems instead of standing on your own.

If you want to be a good company, business leaders must have a clear goal. They must always think of enterprises rather than personal reputation.

Liu Chuanzhi has always stressed that at any time, don't forget your goals. Always remember what you are doing. Don't get your role wrong.

What needs to be pointed out is that it is not enough to have a target. The key is to set the priority of the target and not to focus too much on the target. Why? Because too many goals have no focus and are easy to reverse. Only by insisting on the key objectives can enterprises deploy the most important resources to the key areas and achieve the best results.

Lucent's main goal in 2002 was to strive for survival. Lucent was heavily indebted at the time, but the loan was mature but unable to repay. Under such a severe situation, the company's primary task is to keep cash in order to minimize receivables and inventories, sell unnecessary assets, outsource production and reduce costs. Second, we need to maintain our customers with all our strength. So Lucent's work at that time had only two main points: retaining cash, lacking cash flow, and maintaining customers because of fear of outflow of orders. Every employee in Lucent knows about these two jobs, which has a significant impact on their daily work attitude. Therefore, when an enterprise clearly tells employees what the priority of their goals is, they always emphasize that all aspects of work are important, which is very dangerous.

Another aspect of defining priorities is that leaders should strive for simplification in all aspects. Executive leaders are usually concise and comprehensive, do not beat around the Bush, do not hypocrisy and pretence. They know how to simplify the situation so that others can assess and carry out practical actions. So simplicity is power. Any solution implemented in the company must be simple, simple and simple. Because if your employees can't see anything, how can he perform it well?

　 Follow up

Even if there are simple and clear goals, if no one takes it as one thing, it is useless. There are many plans for enterprises that fail because they can't follow up. Therefore, executive ability is the most important thing. We know that executive force model includes five major aspects: plan, tool, process, advancing time and process control. Follow up is part of process control. Why do we need to talk about process control? Because only the process is controllable, and the result is uncontrollable. If you want to control the result, you must start from the process. Otherwise, you won't be able to see the results you want. {page_break}

　　 Reward according to sb.'s deserts

There is a saying in China that there must be brave men under the heavy reward. But today, many enterprises often fail to make good contributions, which makes little correlation between performance and reward. These companies have no way to distinguish employees who are superior in performance and fish in troubled waters. This will fundamentally attack excellent employees and reduce the enthusiasm of the team, resulting in a serious decline in team competitiveness.

Mengniu's Niu Gensheng once said: the essence of an enterprise is the issue of redistribution. Niu Gensheng told all employees: you are working for yourself, not for others. Because you do well and earn well, you may not even have enough to eat. What is the fundamental reason for Mengniu's success? Its distribution structure can arouse everyone's enthusiasm. When your distribution mechanism is reasonable, everyone is willing to follow you.

Therefore, we should review the distribution system first. Is there any merit in evaluating merit and reward? What is the basis for evaluating advanced, increasing wages, promotion, or even rewarding housing? Is it based on performance management as a key link?

　 passing on your wisdom

Leaders' work is somewhat like a missionary in some aspects, and should be based on experience imparting. Facts have proved that 80% of human knowledge accumulation and ability comes from daily work and life. Therefore, every supervisor and leader in an enterprise should be well versed in the way of teaching. How many companies still have an excellent tradition today? There must be a master to bring the new employee into the company. If the workshop master takes an apprentice, is there any master worker in the functional department? In fact, any new employee in any department should have a designated Teacher to bring it. This is our excellent tradition of doing business in China, but unfortunately, we have thrown it away.

Self understanding is the key that enables you to learn from practice and constantly enrich and grow.

　 How can we achieve self understanding?

First, self-discipline. If you can't control yourself, how can you be an excellent leader? In fact, there are many business leaders today who are strict, strict and strict with others. They are liberalism, indulgence, indulgence and indulgence. This is the taboo of enterprise management.

The second is sincerity. Sincerity is the mask of truth, hypocrisy, consistency, and no disguise. Only honesty can have equality; only equality can have communication; only communication can exchange truth. You know, employees are willing to accept your leadership, not because of your authority, but because of your sincerity.

The third is modesty. "Modesty helps people to progress and pride leads people behind". This is a truth that is hard to win. If a leader is too proud, he will despise subordinates and always think he knows everything, so his attitude towards subordinates will become increasingly arrogant. How can arrogant people win the respect of others? How can they tell you the truth if others do not respect you in the heart?

Liu Chuanzhi said a sentence. What kind of person is the most stupid person? It is a person who falls here and has no memory. He will wrestle here next time. A smarter person who falls here, sums up his experiences and lessons, won't wrestle again next time, though I may still wrestle somewhere else. The cleverest person is someone who has fallen here. We are not going to gloat over it. Instead, we are going to sum up experience and lessons, hoping that we will not wrestle in this place. That's what Liu Chuanzhi said. Lenovo did the same.

In short, the correct decision stems from the grasp of the real situation, and to grasp the truth, as a business leader, we must start with knowing ourselves.