Management Skills: Priorities

Drucker said, " effective Of Controller We must constantly review their work with their colleagues. plan They will ask, "if we haven't done this work, should we start the work now?"

Knowing that not doing this job is more advanced than knowing that it is necessary to do this job. When most managers encounter problems, the first thing they want to do is how to solve the problem. The first thing that effective managers think is laziness. In our culture, advocating diligence is virtue, how can we not do it? How can you be lazy? Diligence is virtue. But objectively speaking, Drucker is right. As he said, "managers should do the right thing first and then do things in the right way".

But what are important things? Is the boss arranging something important? Is it important for subordinates to seek help? Is it important for government officials to visit? Everyone has different understanding of important things, and the effect of natural work is different.

In HUAWEI, there were provincial and ministerial officials who visited HUAWEI and waited for Ren Zhengfei's story at the door. Obviously, HUAWEI thinks that the government is coming, this is not a big deal, but some enterprises are opposite. In fact, there is no right or wrong here. The key is the culture of different enterprises. HUAWEI eats with its own skill, and develops the whole country and even the global market in obscurity and low profile. Therefore, it is not important to visit a government official. If he receives government units all day, Ren Zhengfei will not do anything serious, and HUAWEI will be done. For real estate developers, the visit of a small member is a major event. If a small member fails to grant land grant or pick fault, he may kill the developer. Aren't there any good words in our education sector? A small secretary of the Ministry of education, like a small person, went to a university to investigate, a 20 year old girl, alerted the Vice Chancellor, lined up to welcome, those are her grandparents. I don't know what the little girl thinks, and I don't know how thick the headmaster is.

So what is important is also related to the nature of the enterprise. The person who controls your lifeline is a person, no matter what his job is. The thing that matters is what matters. Secondly, it is a matter of great economic benefits after it has been done. Or do not do later, resulting in a lot of economic losses, that is also important.

The first thing to do is to follow the following four steps when doing something. First of all, I want to simplify this work. Secondly, I want to redefine this work. Third, I want to rearrange the work. Fourth, I want to see if the subordinates can finish the work. The reason for the so-called authorization is in it. This is especially like management in factories. The workers in the workshop shovel coal with shovels, and ask if they can be shoveled. Can they use more efficient tools such as grab and scoop coal to merge into other processes?

In short, effective managers should be valuable in doing things. They do not start immediately, but stand at a higher level than this. This is the merger, deletion, reorganization and rearrangement advocated in the IE project.

Hao Zhiqiang said, "knowing not doing is more important than doing well. A manager's time is limited, and he must put it on something really important. "