Workplace Management: Why Is Zhang San And Li Si Different?

John Tanplton, a famous investment expert, drew an important conclusion by observing a lot of studies: "the law of one ounce": people who achieved outstanding achievements did almost the same work as those who achieved moderate achievements. Their efforts made little difference.

But this tiny difference will make your job very different.

This is the truth of the workplace classic "potato story".

Are you "Chang three" or "Li Si" in the workplace?

Zhang San and Li Si were employed in a store at the same time.

After a period of time, Zhang three went straight to the top, but Li Si stood still.

Li four can't figure out why the boss is so partial.

Li Si

The boss said, "Li Si, are you going to the fair now to see if there are any potatoes selling this morning?"

A moment later, Li four came back and said, "only one farmer has sold a car of potatoes."

"How many?" asked the boss.

Li four did not ask, so he hurried back to the market and then told the boss, "there are 40 bags."

"What about the price?" "you didn't ask me to inquire about the price."

Li four declared wrongfully.

Zhang San

The boss called Zhang San again: "Zhang three, you go to the fair now to see if there are potatoes selling this morning."

Zhang San quickly came back from the market. He reported to his boss at one go: "only one farmer in the market today sells potatoes, a total of 40 bags, and the price is 2 cents 5 cents a Jin.

I looked at them. The quality of these potatoes was good and the price was cheap. So I brought back one for you to see. "

Zhang three said, "take out potatoes." I think such cheap potatoes can make money. According to our past sales, 40 bags of potatoes can be sold in a week or so.

And if we buy it all, we can get a better discount.

So, I brought the farmer. He is waiting outside for your reply. "

Seeing this, Li Si lowered his head in silence.

In the workplace, people who are able to give full play to their initiative and have strong executive power can often win opportunities and grow rapidly.

Many times, the gap between people and people lies in "think more" and "do more".

This principle is absolutely no problem for employees' self-education.

Learn to accomplish tasks creatively. After completing the tasks assigned by the leaders, follow the requirements, stand at the other side's perspective and think about what else can be done.

To accomplish leadership is to achieve oneself.

You can save it to your friends circle.

But for managers, if they only look at employees and expect them to be conscious, it is not only unrealistic, but also a kind of management dereliction of duty.

Because there are two factors that affect the executive ability of employees: one is the employees themselves, the other is the direct superiors of the employees. Two.

Managers have an inescapable responsibility for improving the executive ability of employees.

For example, Li Si in the story, push, take a step, but the problem is all on him? "Boss" management responsibility has at least the following points.

For example, Li Si in the story, push, take a step, but the problem is all on him? "Boss" management responsibility has at least the following points.

Instructions unknown

At work, when leaders praise employees, they like to use "high understanding" and "good understanding", but in fact, the emergence of these "praises" just illustrates a problem: the instructions of leaders are unclear.

Because of the unknown, employees need to think about it.

It is based on this consensus that the SMART principle, namely goal management, has been praised by excellent managers for more than 60 years since its inception.

It emphasizes that performance indicators must be specific, measurable, accessible, proven and observable, with a definite deadline.

The implementation of this principle will help employees work more clearly and efficiently, and also set targets and assessment criteria for future performance appraisal.

Nowadays, with the improvement of organization and management level, there is no room for survival.

Single management behavior

First of all, we must make clear the concept that managers' main role is to provide support and help to their subordinates so as to enable them to achieve their organizational goals more efficiently.

Therefore, employees have employees' performance tasks, managers' management activities should also produce performance, and Ta management performance is ultimately reflected in the growth of subordinates.

You can save it to your friends circle.

Therefore, in the contingency theory of leadership, managers should emphasize different leadership behaviors according to their maturity, development stages and working environment, so as to stimulate employee performance.

Specifically, managers need to understand the different needs, aspirations and abilities of employees, define their tasks and provide the necessary guidance training for different maturity levels.

Zhang San and Li four have different personalities, one is divergent thinking, the other is active, and the other is step by step.

From the leadership behavior, Zhang San's instructions may be reached, and Li four needs to be specific and definite.

And ability, for different maturity, clear the tasks they can undertake, and provide the necessary guidance training.

Zhang San and Li four have different personalities, one is divergent thinking, the other is active, and the other is step by step.

From the leadership behavior, Zhang San's instructions may be reached, and Li four needs to be specific and definite.

From the perspective of growth desire, Lee four is also there.

With the widening gap between Zhang San and Li Sixian, he was dissatisfied. Later, he realized the difference of thinking by buying potatoes. He was convinced that he was not stubborn and narrow-minded.

For such a willing and progressive employee, if managers can timely feedback or guide their work in slow, half done or not, they will not cause Lee four to be unaware of it for a long time.

In the long run, maybe two people still have a gap, but Li four is at least a state of continuous progress.

Today, the ability to stagnate, inefficient, and for enterprises, is it not a waste of human resources? After this incident suddenly realized the crux of the problem, even though it shows that low personal understanding, but also managers dereliction of duty.

You cannot use talents.

"There are no bad soldiers, only bad generals". To the specific organization and management, there are no bad employees, only bad managers.

Professor Chen Chunhua gave an example:

A manager has a strong opinion of an employee in a department and feels that every time he criticize the other party, he has a lot of reasons to justify himself.

Later, the HR Consultant of the company found that the staff had strong understanding and persuasion ability and suggested that they should be pferred to the customer service department.

The staff performed very well in the new department.

Only by employing talents rather than employing them can we maximize the ability of individuals and make management activities most efficient.

The reason for this example is very simple, but it is often neglected in management practice. Marketing and other work obviously play Zhang San's role, and data management, data management and so on may be better done by Li Si.

Management is a kind of distribution. After a reasonable allocation of jobs and appropriate allocation of resources, employees will have performance before they can participate in the final benefit distribution.

The performance of employees is determined by managers.

From this we can see that the poor executive ability of employees, many problems are not just on the staff, in addition to their own level of consciousness, ability, attitude and so on, it is possible to improve: managers fail to effectively define common goals, work arrangements fail to use personnel, or lack of leadership and consensus.

Therefore, when employees perform poorly, managers should first check themselves.

Is it clear whether a clear mission objective is to guide the direction? Has a shared and shared mechanism been established to stimulate the vitality of each member, to complement each other's strengths and to cooperate with each other? Whether we have mastered the necessary management skills, designed a smooth communication channel, and effectively fulfilled the management responsibilities?

Sam Walton, the founder of WAL-MART, once said, "share everything you know with your employees; the more they know, the more concerned they will be; once they are concerned, there is little power to stop them."

Therefore, when employees perform poorly, managers should first check themselves.

Is it clear whether a clear mission objective is to guide the direction? Has a shared and shared mechanism been established to stimulate the vitality of each member, to complement each other's strengths and to cooperate with each other? Whether we have mastered the necessary management skills, designed a smooth communication channel, and effectively fulfilled the management responsibilities?

Sam Walton, the founder of WAL-MART, once said, "share everything you know with your employees; the more they know, the more concerned they will be; once they are concerned, there is little power to stop them.