How To Conduct Walking Management In Garment Enterprises

Managers have lost contact with their employees and their customers.

What I mean by maintaining contacts and contacts does not mean contacting or communicating with computers through printed documents or endless meetings, but rather sincere and heartfelt communication and communication.

Customer, innovation, staff and leadership.

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Paying attention to customers, continuous innovation and staff motivation are the three most important aspects of "walking around" management. Instead, leaders lead these three aspects together by walking management, so that they can produce huge overall effectiveness.

When leaders walk around management, that is, to visit customers (at least 25%), continuous innovation (25%) and motivate employees (25%), activating these innovative variables can release the potential of organizational continuous innovation.

Another 25% of the time was arranged for dinner parties.

When a leader is always good at using symbols, paying close attention to, shaping all levels of heroes and conducting effective visits, it can greatly enhance the efficiency of the organization.

It can solve some problems that need a long period of time in a timely manner, greatly reduce market risks and seize market opportunities; side and positive understanding of employees' working methods and living environment, achieve immediate incentives, enhance employee confidence and sense of belonging; can train employees with unpleasant work skills, train one to one, further infect other employees, and consciously improve their learning ability;

However, in practice, due to the mandatory stipulation of market time, ignoring the calm analysis and centralized meeting to make scientific decisions, many problems also follow:

When visiting customers, they can not give customers preferential policies or better market operation proposals, which often make customers feel disgusted and suffer from cold shoulder. Managers can easily evaluate customers in another way. Once customers' performance drops, they will show unreplaceable instructions. Replacing customers frequently will bring incalculable losses. When managers are in the market for a long time, they will naturally have little communication with other functional departments of headquarters. In addition to the regulations, it is difficult to coordinate some practical problems, such as production, distribution, planning and so on. When managers arrive in a region, they will always let the managers in charge of the area know ahead of time, so false data and fake customers will follow.

Managers may not believe in the tabular data reported in the office, but the probability of reference to the "Grass-roots" and "real" data is greatly improved.

And the consequences of such data can be imagined.

Different levels of managers and deep market levels also bring different problems.

The author thinks that walking management is "walking" instead of "moving".

What is not "moving"? First of all, goals and goals remain unchanged.

No matter what happens, we can change the plan, but we must never shake the target.

Secondly, customers should not move at will.

Employees know best about customers, and assessment is only a means. They will veto customer rights and implement them fully.

Besides, the grass roots staff do not disturb.

A person can visit the terminal to understand the sales situation, but he can not assess employees. He should summarize the problems and direct his direct leaders to solve the problem within a time limit.

Finally, there is no agitation in innovation.

We should not be tempted to go back on our feet.

In a word,

In order to avoid making decisions behind closed doors and making mistakes.

Wrong decisions are better than no decisions.

Therefore, in the process of using the garment enterprises, relevant training should be carried out for walking management, so as not to result in counterproductive results.