The Boss Commanders The Ten Commandments Of Managers And Senators.

No matter how big the scale is, no matter whether the airborne manager or veteran is really big, the real decisive role is obviously the boss. And in the puberty of the enterprise, most of them want to change and innovate. risk The most important personality is the boss. So, in order to achieve a virtuous linkage with managers and the elderly in the puberty enterprises, the boss is duty bound. However, a lot of bosses are just a hot blooded and wishful thinking. They can't make up their minds at last, but they may not understand the rules they must follow and the commandments to avoid.

If the boss can do the following ten things, it is a great blessing for the adolescent enterprises.

　　 Introducing matching managers

The boss mainly considers the following two points: first, the ability to introduce professional managers should be compatible with the stage of enterprise development. Many business owners often "consume high" when they first introduce professional managers. They must introduce the famous managers of well-known enterprises. This is sheer wishful thinking. In fact, the standard of the introduction of managers is high grade, for example, your business has a 2 billion sales scale, and a manager who has experienced an enterprise from 2 billion to 5 billion can be introduced.

The two is the introduction. Occupation Managers should match their cultural styles. Never deviate from the corporate culture style. Do not introduce it. Managers come in not to work with the boss alone, but to work with all their employees. If the boss introduces professional managers, he must conform to the characteristics of professional managers. Some bosses follow the sales thinking mode during the pioneering period, introduce professional managers to the standards of the business representatives, and introduce the professional managers with the boss's standards. These two criteria are unable to recruit suitable professional managers.

　 Enter professional institutions

In the process of introducing professional managers, the introduction of friends can also be done, but it is better to use professional institutions to operate. In particular, when a certain scale is beyond the boss's original circle of social relations resources, professional service institutions, including professional headhunting institutions, professional back up agencies and professional talent assessment agencies, must be established. Please do not believe in the strange words of the birth and death, the disagreement of the physiognomy and the inconsistency of faces.

　　 First, there is a general price.

Can say clear Try to be clear and not clear. For example, pay structure, contract years and so on. For example, the shares can not be determined, do not explicitly say yes, it can be said that there may be. Many managers are confused with their bosses because they are not able to cash in on their promises, or because their understanding of a sentence is different. For example, if you take three years to get 2% of the shares: in the manager's view, you should give the shares only if you have worked for 3 years, but in the boss's opinion, it is only necessary to get 2% shares, 3 years, and other conditions such as performance. However, when young private enterprises introduce professional managers, they often do not speak clearly or obscure because of these performance conditions, so they end up with contradictions.

　　 Understand how to truly care for Managers

The mistake that employers often introduce to managers is high profile, with the purpose of showing off: who we have introduced to the background, who we have introduced, and so on. There is also a manager to urge the elders. For example, when a manager has just done something, he praises and says how he is doing. But the contrast between managers and veterans is equivalent to creating antagonism. The correct approach should be: low-key introduction, low-key to pass the probation period. Even during the probation period, we can gently criticize the professional managers, which can arouse the sympathy of the elders, and at the same time, we should do a good job of comforting the managers. This will help create a relatively relaxed environment for professional managers.

Be pleased with the new and never tire of the old.

After introducing managers, the boss often has a honeymoon period. During the honeymoon period, bosses and managers are very close and often estranged from their elders. And the old man was excluded from the manager's entry. After introducing the boss, he communicated with the manager more often and unconsciously alienated the elder. Therefore, after introducing managers, managers and elders should be kept equal distance, so that senators feel at least in form and in the past, they can not have a sense of distance and alienation.

　　 Informal interaction between manufacturing managers and veterans

When some bosses introduce managers, managers and senior officials meet in addition to work or work, apart from meetings or meetings. As long as work and meetings are held, conflicts arise easily. So as a boss, we should take the initiative to create opportunities outside of work, so that managers and elders can get in touch with each other, such as dining together, playing entertainment games together, organizing tourism at a certain level, including fitness. When creating these activities, let managers and elders have separate time to communicate and find more resonance and common ground between them. In addition to arranging work outside communication and interaction, it also carries out effective work exchange and interaction, and consciously guides benign interaction. This quickly deepens communication between managers and senators.

　　 Continuous recruitment manager

Puberty enterprises are in a period of rapid development, and professional managers should not introduce the great leap forward. However, they can be introduced into professional batches in a number of batches and a small number of professional managers. Of course, the premise is that enterprises really need so many professional managers. Such managers and senators are not very clear, and the proportion of managers is increasing. The proportion of senior citizens is becoming smaller and smaller, and the proportion structure has changed, and the nature will change accordingly. Most of the enterprises that successfully walk out of adolescence are following the same way: introducing professional managers and even a batch of professional managers. This is a good constraint and encouragement for the elders and other managers. Of course, the cost is very high, but the cost of internal friction is far less than that of managers and senators.

　　 The runway is for competition.

Whether senior or professional managers, there must be clear performance goals, and can not be achieved. There must be no special staff in the enterprise, otherwise the business will die. Maybe you have run many hundred meters champion, but you must run like a new manager every year, and you can't win the same standard if you don't run well. Take a rest while resting, do not occupy the runway rest. The responsibility of the boss is to put the veteran and the manager on the same starting line, compete with the same standard, eliminate the lagging behind, run slowly and do not work hard, and punish those who do not obey the rules and make a secret of it.

Culture should be nurtured every day.

No matter how arrogant professional managers are, they must receive cultural training after entering, and receive regular cultural training. The boss should let the corporate culture go deep into every employee's work idea and daily behavior. This is very important. The key for every enterprise to survive is to have a clear cultural orientation. And this culture is not decided by the boss, it is the idea and behavior standard that all the staff led by the boss can provide the best service for a customer group in the market. This is the vitality of corporate culture. Enterprises adapt to the market and enterprises can survive. Employees can adapt to the corporate culture and their employees can survive. The market environment of enterprises has changed, and the corporate culture must change. There are no exceptions, including managers and senators.

　　 Ways of distribution should be diversified.

Allocation is the most difficult thing. Puberty enterprises have a certain economic foundation, and they can use various distribution leverage to do well in the distribution work. Managers may be very competent, but the newly introduced managers have not made any contribution after all. At this time, they can appropriately tilt the distribution of veterans who have contributed in the past, so that the elderly are moderately balanced mentally. In this way, both the elderly and the managers can be appease. When the end of second is awarded according to the result of the competition, it should be treated equally. As for the distribution form, it can be varied, either in the current period, or in the medium term, or in the long run. The forms of rewards can also be varied. There are real and virtual; definite and uncertain.