It Is A Good Leader To Help The Subordinates To Build Roads.

< p > as a manager, we should not only plan goals and give orders, but also learn to "build roads", because improving systems is more important than goals.

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< p > "I don't care about the process. What I want is the result!" < /p >

< p > "if you want to work hard, who can produce 1000 pieces in this month, and the bonus will be more than 500 yuan..."

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< p > "the quantity and quality of work can not reach the standard, and we must deduct the bonus of that month."

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< p > we often hear the managers say this at the meeting. When they talk with their employees, it is said that when they say "a href=" http://www.91se91.com/news/index_s.asp "subordinate" /a "temper, it is a result of the result that no matter what the process is, it seems to be a manager's meditation.

But, let us think, is there any unreasonable place in this kind of mantra? < /p >

< p > under simple production conditions, employees must improve their performance without any special skills and access, nor do they have complicated programming interfaces, so long as they are willing to work hard.

Therefore, this stimulation often achieves the desired effect.

But this method is effective, as you say to those who have never been to Beijing: "I will give you 50 yuan in Xizhimen within an hour."

He had no idea how Xizhimen had gone, and even Xizhimen had not heard of it. How could it arrive on time? "/p".

< p > of course, if everyone in the organization is Roman Tam lieutenant in the letter to Garcia, everyone has no excuse, in short, everyone is qualified subordinates, the above requirements should not be excessive.

However, the reason why Roman Tam is worth learning is also the reason why things are scarce. It shows that our subordinates are too few like Roman Tam.

Therefore, as a manager, we should not only plan goals and give orders, but also learn to "build roads", because improving systems is more important than goals.

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< p > the most important thing for a company is people. It sounds good. As long as there are no problems with his employees, there is no problem with the company.

As long as everyone makes more contributions and works harder, the company's problems will be solved.

The actual situation is: everyone's work can not be spontaneous, and not so high planning ability, personal performance goals are excellent, the company will not necessarily perform well, the pursuit of personal performance maximization, personal performance does not necessarily equal to the company's appearance.

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< p > for example, a farmer who has contracted an acre of land to grow wheat will not double his wheat yield. If you want to double his yield, he will have to do something else to increase production.

It can be seen that the management system is capable of limiting, and the system determines most of the results. If there is no proper path selection, it is not feasible to have empty goals and requirements.

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< p > < strong > responsibilities of the director: setting goals, setting candidates, "repairing roads", < /strong > /p >

< p > as a supervisor, in addition to putting forward goals and requirements, in addition to providing the necessary resources (Financial Rights), in addition to selecting the right person (right), the rest is "road repair", aiming at the path to complete the task (also called procedure).

Just like in sales management, the access is very important, and there are even paths for precision farming and access control.

In management, there is also the principle of road ploughing and channel winning.

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< p > of course, different scales and management levels have different ways to describe the path.

"I need qualified products, but I can't increase the cost and increase the equipment."

This is the requirement of the highest decision maker.

At this point, the channel has been set to ensure product quality by means of management and technology without increasing input.

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< p > "tomorrow will produce qualified products, director of workshop is responsible, technical assistance."

This is the requirement of the production manager.

At this time, the access is: the technical department coordinates the production workshop to solve the quality problems.

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< p > "tomorrow to assist the workshop to produce qualified products, first of all, let's see what problems we have in our work instruction book, make a record of improvement, and make adjustments if necessary."

This is the requirement of the technical section chief to the technician. At this time, the access is also clear: the quality of the product can be guaranteed through auditing and adjusting the operating procedures.

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< p > If a way is changed, from top to bottom is a requirement -- qualified products, let subordinates find their own access.

So all the < a href= "http://www.91se91.com/news/index_p.asp" > Leadership > /a > are all good, but the effect is hard to say unless you can ensure that your subordinates are "Roman Tam".

Otherwise, when the task is not completed, such a supervisor will say, "I have asked, but they just won't listen!" the implication is that the supervisor himself has qualified himself to do his duty, and his subordinates are not "Roman Tam".

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< p > < strong > good at "road building" is the embodiment of execution culture < /strong > < /p >

< p > of course, the so-called passages usually do not need to be explicit, at least not necessarily orally, but in the daily management of supervisors.

Some habits are formed by the way of seeing and hearing, others are seen in the system and process of organization, and even some paths are determined by the corporate culture. The corporate culture itself stipulates a number of models and habits to solve problems.

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< p > for example, a supervisor who is usually good at analyzing problems often guides subordinates to analyze problems when they encounter problems, and carries out in-depth homologous mapping and causal induction analysis of some superficial problems, finds out the root causes of problems, and then solves problems from the root.

In this way, when subordinates encounter problems, they will naturally get used to analyzing problems.

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< p > process design is a basic problem of organization, and the process regulates the way to solve the problem.

Usually through the process of planning the way, it will save a lot of "guide" trouble.

Only when the leader has worked out the daily work path with the process, can he spare more time to deal with some accidents or consider management improvement.

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< p > the essence of corporate culture is values and the customs and habits determined by them. The path prescribed by corporate culture can be regarded as the "default path" of employees' daily behaviors.

For example, enterprise culture advocates innovation, while subordinates will dare to innovate and take responsibility when they are developing their work. Enterprise culture advocates conservatism (some enterprises take the wrong number to evaluate performance), and employees will rather "push away" in their normal work, because the more responsibilities of "blocking", the greater the chance of making mistakes.

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< p > as a supervisor, the normal road is repaired, and the key time can be ordered.

Why is the supervisor a trainer? In fact, it is the supervisor's "road repair" function.

If you do not invest normally and build roads, you can not prepare for the rainy day, but you can only cram at the crucial moment. As a result, you can imagine that there is no way to get to the front of the mountain, but complain that the subordinates are not Roman Tam.

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< p > especially for a href= "http://www.91se91.com/news/index_h.asp" > Management > /a > problem solving and management improvement process, access is particularly important.

Because the improvement of management often involves the change of original habits of thinking and habits of action and even the state of mind. Especially when this change is passive, if it does not provide proper access (including psychological access), subordinates will be more or less at risk.

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< p > for example, in the process of implementing performance appraisal, if the examiner feels that it is binding on him when setting the assessment index, such assessment is often difficult to achieve good results.

At this time, we must clearly and unify the objectives of departments and personnel, so that the examiners really feel that the goals they have to achieve are based on the completion of a set of assessment indicators.

With such access, it is conducive to the implementation of the assessment and to ensure the effectiveness of the assessment.

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< p > "interest premise" is also a way to manage roads.

When some companies are carrying out the process reengineering, due to the lag effect of this activity, we have designed some "rewards and punishments" as a psychological access in the process of activities.

In fact, when the efficiency was really improved, the new habits were really developed, and they also benefited from it, we found that the original design was correct.

But if we hadn't designed this access, we would have encountered more resistance.

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