The Efficient Rule Of Female CEO

CEO is usually perfectionist, and has high requirements for the executive and work quality of himself and his subordinates.

How can they be ready to become "flying trapeze" every day? How can they achieve the balance between work and life? Obviously, this requires both the coordination of business management mechanisms and the wisdom of managers themselves.

Efficiency is a habit.

And listen to the decomposition of several female CEO.

Yan Xiaoyu: can't be kidnapped by subordinates.

Yuxin company was founded by my classmates. Up to now, it has been 14 years, and the annual turnover is about 200 million yuan. I am responsible for managing and managing the board of directors. He is chairman of the board.

All of the company's daily operations are under my control. He mainly maintains government relations and big client relations.

I am a finance major. I have worked in TCL for a long time. I have worked in finance, business management, sales of major clients, purchasing, marketing and human resource management.

Four years ago, when I first arrived at the new rain work, my time was almost occupied by my colleagues - not in the office interview, in the conference room, but in meetings with a bunch of colleagues.

I am very clear that as a leader, we must not be abducted by subordinates, and we should have enough time to think and learn.

Executives are part of the organization. To solve this problem, we must make systematic adjustments.

In order to change this situation, I have taken three steps: first, readjust and improve the organizational process.

There are too many arguments, which show that the process is not smooth.

Second, church teams plan and fully delegate.

Making plans is my habit in TCL.

On this basis, I will never accept what my subordinates can do.

There is a Harvard classic case - "do not carry monkeys for subordinates", meaning that subordinates should do what they should do, and leaders should make up their hands to do what they should do.

Third, we must carefully examine the plan and grasp the executive power.

The discount on the execution of the plan shows that the company's business objectives are on sale, so I will never compromise.

Now, I work very easily, and my personal time can be freely dispatched.

Company meetings, I only attend regular meetings and sales meetings, project meetings to allow me to participate, have to make an appointment with me.

I personally have detailed monthly plans and weekly plans, which work well and efficiently.

In 2002, my friends and I brought all our belongings to Shenzhen to develop, and a subsidiary of a family business in Longgang was established.

The branch achieved about 20000000 yuan in that year.

Seeing that our performance was so good, the branch office was taken back.

This change did not kill us, but made us work harder.

In October 2003, we registered our brand, adhered to the concept of design professional innovation, strictly controlled the quality of construction, the company's brand was not plug-in, the construction team did not outsource, and did not take the quantity of performance.

Years of hard work have gained many fruits. Good word-of-mouth has brought us many returns.

Last year, there were five star hotels in our customers. This year, we added four star hotels in Yonghe, Zengcheng. We have our villa in Guangzhou, and we have a high share of high-end villas in Shenzhen Longgang and Fenggang.

In our industry, many companies outsource construction in order to reduce costs.

But I think my own construction team has a better understanding of the design. Seamless docking can ensure the quality and efficiency of the project in the implementation of the project.

Of course, the gang is a very personalized designer, a group of very emotional construction workers, these two kinds of extreme personnel to form a team is not easy.

My approach is: to the construction workers, with emotion as the link and quality as the criterion, designers pay attention to professional training, trust and let them independently complete the design plan, arrange the time appropriately, let them go everywhere to pick up the wind, and replenish new energy for them.

I am deeply influenced by Buddhism. I believe that people should have great love and be conscientious in their work. They should not only pursue their so-called "quantity" and "do their conscience", but do everything they want to do.

I believe that we will serve the customers with the most sincere heart, and our customers will also give us the most sincere return.

I do not do anything at all levels of execution, but only to fully decompose tasks and maximize support for effective implementation of teams.

In my opinion, for CEO to improve work efficiency, we must first fully empower the subordinates to give full play to their subjective initiative in their work and carry out creative work.

Second, clarify the responsibilities of each job so that every employee knows clearly which part he should do and what risks he should take.

I am engaged in creative industries, and it is difficult to quantify the work results.

How to improve the efficiency of the whole team? My approach is: first, let all employees do what they are best at.

When employees enter the company, the company spends a lot of time to understand each employee's interest points and expertise.

Two, set up a working system.

All projects will enter the system project system after launching. The project system allows me to know what each department does every day. I am used to paying attention to the normal working progress of the team for second days in advance. The whole team also follows this control. This method enables the whole company to advance efficiently for a goal, and does not affect the collective start up of several projects.

Three, pay attention to the use of tools.

In the whole work, the company will try its best to provide the staff with the best tools.

The employees in my team must be the top Apple computers, and creativity can be achieved immediately, not only improving efficiency, but also enabling employees to enjoy their work.

Lin Liming: tutors with disciples, graded training

Our company specializes in hardware sales. There are more than 9000 kinds of products.

After our purchase, we sell it to all parts of the country, and now there are more than 10 stores in Shenzhen.

As a simple sales company, we consider efficiency directly, that is, performance.

Everyone's energy is limited, and where your strength is, so that employees work hard and work efficiently, the company's strategic goals can be achieved.

Every shop manager is recruited and trained by myself. On the first day of my entry, I will show him the process so that he can understand what he is doing every day, how to accomplish it and how to achieve it.

Other employees in the company, including drivers, have systematic training in the first 3 months or even six months of their entry, so that they know what kind of problems they will encounter and when and when to do them.

Tutors are the most common way to adopt them. We will give the old employees a certain amount of incentive fees so that they can be happy to pass on their experience and knowledge to new employees so that new employees can get started as soon as possible.

In addition, in order to improve the company's work efficiency, we have also formulated a series of rules and regulations, for example, the office does not allow the QQ.

For myself, every morning, I will use my notepad to make the day plan on my cell phone. I need to prioritize, do the most important and urgent things in advance.

In addition, clear workflow, hierarchical management, shop manager staff can not solve the problem to find me.

This gives me plenty of time to think and deal with other things besides my work.

Our company was founded in 2009 by a technical expert and I am engaged in R & D and sales of brushless motor driver.

Our high-end products are even used in pilotless aircraft.

In the past 4 years, the slow development is the question of efficiency.

My partner is an excellent technical lunatic who has an almost fanatical challenge to new products, but there is almost no concept of time in the development process.

Because we do have excellent technology, we have taken many new products related orders and become a fully developed enterprise.

At that time, when we made a product, we gave all the original information to our customers.

Finally, we found that we didn't have our own products, and we all worked hard for the market, but we had no independent direction and market position.

In the second half of 2010, we began to rethink the positioning of the company. We could not be kidnapped by the market and controlled by our clients.

Therefore, a brushless motor controller for remote control of the industry is selected.

At present, our technology in this field is in the forefront of the industry, and has a certain brand awareness.

My partner is still a technology leader, and I am running and managing at the front end.

Our time to make our own brand is relatively short. Before a product can be successfully developed to the market from its research and development to the market, it is now going to speed up. From the start of the product, we will fully delegate it to the business manager and the project manager. The project will evaluate the product cost and the project completion time. The business manager will formulate the market strategy and discuss the feasibility and the market heat of the project.

At present, efficiency has been significantly improved.

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