What UNIQLO Employees Have A Sense Of Responsibility?

Why do other people's employees work efficiently? Why do others' employees feel so worried? Why do others' employees feel responsible?

According to the world clothing shoes and hats net, Japan

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It is the business of other people's homes in our mouths. Its employees are employees of other families in our mouths.

So how did it do it? After research, we summed up the following points.

First, share goals and responsibilities.

1, only by repeatedly conveying goals can we share our goals.

The work is done by teamwork.

Only team members can work together to achieve results.

Therefore, for a team, the first thing to do is target sharing, that is, let all members know what their team is aiming at.

If this is not clear, team members will not understand what they are working for, so their work will become a mechanical operation, and it is unclear whether they have achieved their goals and whether they have contributed to the company.

In such a state, it is impossible for members to work vigorously.

We can often see similar things in the sports world. Some sports teams feel that their hearts are scattered. Every member of the game is self governed, lazy and lazy.

Such a team can not defeat the opponent.

Moreover, even if we lose, no one will feel upset. If we push the responsibility onto someone's head, we will be accountable.

In fact, business is the same.

If there is no consistent goal, the company will become the same as the sports team.

Therefore, in order to build a good team, leaders must strive to identify the common goals of the team and share them with each member.

Some people have misconceptions about goal sharing. They just convey their goals at the beginning of the year or at the very beginning of their careers, and then put them on the wall and ignore them.

Some people merely read the target mechanically and did not turn it into their own language.

Unfortunately, this is not consistent with the objectives of all members.

No one can really understand it just by listening to it once.

Of course, at that instant, he might think he did understand, but when he was busy with his daily work, he would forget it.

Therefore, in order to achieve target sharing, we need to tirelessly convey to members, until all members can understand the common goal of the team.

When team members are able to describe this goal enthusiastically to others in their own language, or when they spontaneously start action to achieve their goals, we can say: "we have truly understood the goal".

Only by doing that can we achieve target sharing.

To achieve this, we can only rely on leaders' repeated communication, and there are no other shortcuts.

Jack Welch, the former CEO of Ge Corp, once said this:

Throughout the day, I will emphasize the company's goals again and again, sometimes even annoying me.

Jack Welch, known as "master of management", has worked so hard to share the goals of team members.

For those who aspire to be an operator, of course, they need to pay several times or even dozens of times more than him.

It can be said that Welch had won the "master of management" because he had insisted on this practice until retirement.

2, responsibility must be clear to individuals.

It does not mean that the goal is consistent.

The foundation of team operations is that each member should shoulder their responsibilities.

In this regard, the use of sports shows that it may be well understood.

For example, baseball's second baseman always makes mistakes, or pitchers can't throw good balls and always throw four bad balls.

If you can't do well in your division of labor, don't expect to win.

Other players are not willing to fight with you.

All members must shoulder their responsibilities.

This is the basis for team operations.

Therefore, every member must start with a strong sense of responsibility and must be clear about his responsibilities.

The most important thing is to define "who is responsible for this job".

A clear responsibility is called "one person one responsibility".

It is undesirable for a team to be responsible.

Even if a team does a job together, it is necessary to define who is the main body of responsibility.

Without accountability, the final result is the unaccountable system.

Only when responsibility is defined to individuals can responsibility be truly taken.

People are like this. If a few or dozens of people do it together, no one will feel this is their responsibility.

All responsibility, team responsibility, sounds good, but the consequence is that no one will work with a strong sense of responsibility.

It can be said that without responsibility, there will be no fruit.

3. Let me think about how to work. It is the source of responsibility.

How can we get members to work with a sense of responsibility?

The way is to let him think and let him do it himself. This is very important.

Others give instructions, do what others say, deploy jobs above, and deploy them according to the above deployment.

No one will really think of it as a job.

No one in the world will be happy to do other people's work.

Unless he thinks this is his own job, he will neither be serious nor have a sense of responsibility.

To do what really belongs to you is the motive force for people to work actively.

With the motive force, people will naturally make efforts and produce the determination to accomplish them with high standards.

However, if we do not understand the nature of people or organizations, we will fall into the misunderstanding of management.

In order to manage better, all work should be directed by the above, and even the working method must be decided by above.

At first glance, it seems that the efficiency is very high, but in fact, it can not arouse the enthusiasm of the staff, so employees do not want to pursue more efficient work methods, so the efficiency will be lower.

Without sense of responsibility, we will not pursue higher goals.

In the end, there will be no efficient output.

Therefore, it would be better to let me think freely and delegate power to him as much as possible.

Because he will do his job as a job and be liable for accountability.

Because he feels this is his job and has a strong sense of responsibility for his work. Therefore, even if he is held accountable for problems, he will take an unyielding force and try every means to remedy it, and he can make persistent efforts to get the result that his boss can see.

If the leader wants the members to have a sense of responsibility, it should be entrusted to him in such a way.

After achieving the goal, the easy problem is neither decentralization nor accountability.

Or pursue responsibility, but not delegate power.

It is impossible to create a team that striving to achieve the goal in this incomplete way. Please remember this.

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Two, commit and evaluate the work.

1, people will work hard only if they regard their work as their own.

A good company is a company that all employees regard their work as their own.

A bad company is a company where all employees regard work as someone else's business.

In order to become a good company, leaders must let team members think for themselves.

It is also important to listen to members' opinions as much as possible in their work.

If members' ideas are fundamentally wrong, they can not be adopted.

At this time, we must tell him clearly that is wrong.

But if the members' idea is not wrong, it is also a correct way of thinking. The members' plan is also feasible, and the leader's plan is also feasible.

In this case, if the leader's plan is only a little better, let the member do his own plan.

If a leader always holds the idea of "doing this thing" or "my plan is better than yours", if you ask the members to do everything you want to do, the enthusiasm of the members will be reduced.

"Work achievement = ability * motivation".

No matter how tall you are and how creative you are, if the executive is not motivated, you will not get good grades.

Can be free to play according to their own ideas, can deal with all aspects of their work, can plan their own, to complete their own.

Only in this case can people achieve self actualization and self growth.

This is the most fun way to work.

In the end, it may fail.

But even if it is done according to the leader's idea, it may not succeed, so the probability of failure has not increased.

Moreover, if members regard their work as their own business, even if they fail, they can learn from failure and turn failure into their own valuable asset.

In this way, members can grow up in failure.

However, if a member takes his job as someone else's business, he will make an excuse when he fails.

Such failure experiences will only gradually depress members.

Speaking of failure, let members face failure earlier and experience some minor setbacks, so that they can learn a lot from them in order to avoid future fatal failures.

This is actually a way of cultivating talents for members.

In addition, leaders should encourage members: "failure is okay, have me, do it boldly and boldly", and constantly let the members do it.

2. No excessive command of members.

Once the work is entrusted to the members, we must have the courage to turn a blind eye.

That is to say, be patient.

Although you may have a lot to say in the process, but since you have said to your subordinates, "please do the work according to your own ideas and practices before a month", then the leader must be patient and must let the members last.

Of course, as Mr. Konosuke Matsushita said, "let go and not let go."

That is to say, letting go is not the same as letting sheep go. They can't let go. They should pay close attention to each other and listen to their members when necessary.

If members are found to have deviated from our basic goals or standards, we should make amendments to them in the form of suggestions or guidance.

However, if members do not deviate from the fundamentals, there is no need to interfere with him too carefully. This is very important.

If you do not understand this problem, then after letting go, it will inevitably be a member of the work of the fingers, let him do this for a while, let him do that, such an excessive command will make members lose their willingness to work.

If you interfere too much, the more excellent members will leave you.

"Letting go" is important, but the way to let go is equally important.

3, before letting go, we must share the vision of our goals.

Here, I would like to talk about matters needing attention when letting go.

Before letting go, leaders must communicate with members repeatedly so that members know what goals they want members to achieve and what standards to implement.

Leaders must keep this in mind.

If members are not clear about the goals and standards required by the leaders, they must continue to communicate until the two sides reach a consensus.

Otherwise, members must not be allowed to do so.

Of course, as we have already mentioned before, we should also confirm this after letting go.

If we deviate from the goals and standards, it is difficult for the members to achieve the desired results, even though the members themselves are working hard.

This is a misfortune for both sides.

It should be noted that some members seem to be listening to the leader, but in fact they do not listen to them. They seem to have understood the requirements of the leaders, but in fact, they do not really understand them.

As a leader, it must be very sensitive.

Once you feel that someone is trying to understand something, you have to repeat it until he understands and understands it.

No compromise can be made in matters that cannot be compromised.

If you want to let the Department go down, you can't be vague in this respect.

You think you have made the work clear, and he already understands what you want him to do, but he doesn't really know it, so the final results will deviate.

In this way, the trust relationship between the two sides may also cause a crack.

4, after letting go, we must accurately convey the evaluation.

Finally, after letting the members do the work, the leaders must evaluate the members' work so as to draw a conclusion to their "letting go".

It is very important for a leader to seriously evaluate his or her work if he or she is entrusted with it, and to inform members of it in daily communication or in finding the right time.

When members get good results, don't forget to praise him for "doing well." if you find a member doing something wrong, tell him to do something wrong or not enough.

If this is not the case, many people will not realize that they have not done enough, done wrong or failed, but that they have been doing very successfully.

If members are allowed to do so without serious assessment, the working standards of members can not be improved.

Of course, if members can be praised when they achieve results, they will be more energetic and will surely work harder.

Letting go of members and making serious evaluations is a very important factor in making people grow up.

On the contrary, the worst case is that, as a leader, it can not be clearly evaluated.

This way not only does not enable members to grow, but also makes them feel that leaders do not care about themselves.

In this way, members will begin to muddle through their work and drift away from their leaders.

Just let go and finish the evaluation.

To accomplish this step, the work of "letting go" is finished.

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