What Kind Of Spirit The Manager Needs To Cultivate

For Chinese executives, there are no problems in business skills, and the environment is also very adaptable, but it is difficult to make decisions in terms of decision-making, values, identity and spirit at four levels.

These four levels also come from the NLP personal growth model.

In fact, it is very simple to say that only when people establish their own spirit will they agree with their identities, confirm their identity, establish their own values, and establish their values to determine their own strategies and influence them from top to bottom.

The simplest example is the attitude of the babysitter facing the washing machine.

If she thinks she will not, and she doesn't understand the drying function of the washing machine, even if she is forced to learn how to use it, she will not think it is her job responsibility.

This is entirely due to her recognition of her identity.

At the highest level, it reflects the relationship between human beings and the world. In work and life, it reflects whether you are "depending on human beings" or "depending on human beings".

Even if the husband and wife may regard each other as a thing, once they regard each other as a thing, their emotions may get out of control. A wife's concern will also make the busy and distracted husband take the opportunity to vent.

The mentality of "depending on human beings" is that once the person feels good, he feels that this person is of value, but if he regards human beings as his own, he will feel grateful and appreciate the difficulties of the other side, even if he or she does not buy it.

In China, training companies pay more attention to the three abilities of leadership training, namely, technical skills, interpersonal skills and conceptual skills; and from four directions, namely, attitude, thinking, behavior and will.

Willpower can not be trained by training companies, but depends on the hardships of work and life.

Attitude is the starting point for a leader to act. The best outcome is triple win, that is, organization win, leader win and leader win, and the most fear is power and tactics, which is very harmful to the organization.

Behavior is how leaders motivate employees.

Thinking is an important part of the training of conceptual skills, including how to solve problems, formulate strategic decisions, and guide directions in uncertainty.

Senior leaders especially pay attention to

An interesting phenomenon is that many managers rely on the skills of adapting to the environment when they start their business, but after they reach the top level, they start to look for their beliefs and talk about spiritual matters.

In fact, in this position, I also understand that many things are not within the scope of their control, so it is better to establish their own spirit, identity and values, so that members of the team will recognize you. Once the values are recognized by employees, they will try to do well what leaders want to do.

Values can affect people's behavior. Therefore, it is better to cultivate the attitude of "depending on human beings" as early as possible.

Although financial data can be used as a criterion to measure the success of a company, it can not really create Starbucks's success. At least, I don't think so.

As a person

CEO's shock

In 2007, Starbucks began its own decline.

Because we are obsessed with growth, we move away from the company's operation and share our core values.

It can not be attributed to a resolution, a strategy or a person. The decease happened quietly and gently. Like a sweater, it began to collapse inch by inch from the loose needle.

One after another decision, one store after another, and a group of customers, Starbucks has been losing its bright spot for survival.

What is even more frightening is that the problems we create and the vicissitudes of the external environment are entangled in some ways.

This is a daunting challenge for any company.

When it came to Starbucks, I walked on thin ice and kissed my own strength.

Starbucks is my life. It's part of my body. I can't afford to let it collapse.

This company is condensed by many people's efforts, and keeps giving back to its employees and investors. Moreover, over the years, it has continuously provided customers with superior products and enjoyed mellow enjoyment.

As chairman, I must take responsibility for problems caused by my own reasons.

Although I do not yet know how to deal with all kinds of external pressures imposed on us, I understand that if there is no control over the daily operation of the company, it will basically be powerless to prevent Starbucks's peril.

So, in January 2008, my re appointment as CEO was a shock to many people.

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"Let's take action."

On a Tuesday afternoon in February 2008,

Just a few weeks ago, I sat in my office in Seattle and held a continuous meeting to discuss how to solve the increasingly innumerable problems within the company.

A team pointed out a feasible solution: immediate action and retraining 135000 baristas in the short term to ensure that they were able to cook espresso coffee accurately.

Cooking espresso is a door art that requires baristas to focus on the characteristics of beverages.

If the barista mechanically completes the action, because it does not work hard to create too light or too bitter the inferior espresso, then Starbucks has lost the essence of forty years' persistence: inspiring human inspiration.

I understand that this mission is too lofty for a cup of coffee, but this is what businessmen should do.

We inject new life into things like mediocrity like a pair of shoes, a knife and a cup of coffee, and firmly believe that what we create is capable of decorating the life of others because it lightens our life first.

Though Starbucks is far more than coffee in its field, we lose the reason for existence without top coffee.

"We screened all the options," the group members sitting around me said, "we need to complete all retraining before March. We have no other choice but to close our stores at the same time."

I sat back in my chair.

This is a great statement. No retailer ever dares to do such a thing.

"Is this a bold idea???

I muttered, weighing the pros and cons.

It is inevitable that Starbucks will lose millions of dollars in terms of sales and labor costs.

Competitors will also make full use of our closing doors to lure our customers.

Critics will gloat, and cynics will laugh at themselves, and constantly changing public opinion will humiliate us.

On Wall Street, our stock price will fall to the bottom.

Worst of all, this massive retraining will make people feel that we recognize that Starbucks is no longer perfect.

But if I face myself honestly, I will say, this is a fact.

I sipped my lips and looked at them and said, "let's take action."