Enlightenment cases of successful managers

A good manager does not rely on a metal gray face and a mysterious mind, but on the power created by knowledge and experience, a kind and sincere heart for people and the principle of equality for all. Prestige, prestige and reputation are the key, and reputation has its own prestige. The following are the enlightenment cases about successful managers that I have compiled for you. Welcome to read!

Enlightenment cases of successful managers 1:

1. Basic information of the project: 1. Company: A group company includes printing and dyeing company (output value 1 100 million) and shoes and clothing company. 2. Source of opportunity: It was excavated at a friend's party.

A man heard that a company was considering ERP software system, but the details were not clear. He can only give me the company name. There are many ways to find business opportunities.

2. Sales process:

1. Pre-understanding: collect company information at the first time, such as business model, company strength, boss's management style, etc. Judging from the collected data,

To sort out, the company was a private enterprise in the early days, and now it has grown into a group enterprise. The company has a history of 10. The boss attaches great importance to the management culture of the enterprise, and the company's development pace is very steady without too many twists and turns.

Good behavior and other information. With such a good development history and performance, I must hope to choose professional good software.

2. Establish contact: After you have a basic understanding of the company, start to contact the company. This process is trivial and tortuous. At first, I hoped to find a specific manager.

Understand the progress and demand of this project in this company. Dialed N calls and transferred to several departments, and the other party told me: We have decided on this project, so the software company should leave me alone. Although this situation is not very good,

Fortunately, an accountant of this company told me the name and contact information of an executive in charge of this project. In addition, this company really wants to go to this system, and also touched on several reasons why this company went to this system.

(I used another company's financial+invoicing system in the early days. Due to some problems in use, I hope to re-select suppliers). You must find the right person to get real customer information. ) The people below can't handle it.

It seems that it is necessary to contact the executive of this company directly (it was later learned that this executive is the son of the chairman). Before making this call, I thought for a long time what to say and how to say it. However, it happened that his secretary answered the phone.

I am emotional and rational, but I still can't talk to this executive directly, so I can only leave my contact information and tell him for me. In desperation, I had to think of other ways. After waiting all day, the other party didn't call me.

I had to call the company's front desk again and cheated the executive's mailbox. Immediately, I wrote a short message (the contents of the letter are no longer listed) and sent it to him, hoping that he could read it.

(sometimes with the help of e? E-mail communication will have unexpected effects), and the next day before work, I received a phone call from this company, which mainly means: entrusted by this executive to handle this matter,

I hope to see our products one day. After answering the phone, I was relieved and glad.

3. Meeting for the first time: I killed this company with my prepared ppt and notebook. Unfortunately, they were in a meeting, and I waited for more than half an hour. After their meeting, I was taken to a small conference room.

I exchanged business cards with several people inside, but I couldn't find the name of the executive. I've only met some executives. So the demonstration began. For these people, I am concerned about the ease of use and flexibility of the software.

Can bring help to your work, etc. About 20 minutes after the demonstration, a man came in in a hurry, wearing very ordinary clothes. But I observed that as soon as this man came in, others immediately quieted down. I think,

I think the key person has arrived. I decided to take a gamble, adjusted the previous demonstration ideas, and began to focus on the management ideas of the demonstration software and take the initiative to attack. I asked a few sharp questions, and I saw that the faces of several middle-level people were getting ugly.

The eyes of the executive also began to think. Maybe those middle managers now regret letting me come here to point out their shortcomings. It's time for me to describe the bright future of their company. In the process of speaking,

I think the executives are a little excited. At this time, I will definitely tell you here that our solution is the best choice to realize this future. At the end of the presentation, the man gave me his business card.

I guessed right. I hope to give him two days to think about it and then make another exchange. (Different strategies should be adopted for different presentation objects. To be good at grasping the key needs of customers, for top managers,

More attention is paid to the management value that software can bring. Through this contact, I initially feel that this person is more rational and has great authority in this company.

There won't be much problem if the main direction is here. (judging each other's personal style)

4. Second communication: Two days later, I got a call from the senior executive secretary, hoping to arrange another meeting. The secretary didn't know what to talk about. I think, this time should be? Get rid of buying other software? For the purpose.

To this end, I invited an implementation consultant to go to the appointment with me, and the communication effect was very good. The executive told the whole story of his ideas, some of which were not clear to the middle level below.

This person talked about the desired effect, some of which my software can't solve. At the same time, I also learned from him which companies are competing with us. I didn't give him an answer right away. These needs can be met.

Those are impossible to achieve. Just agreed that I would provide a written solution. Through this round, I feel that I have taken the lead, competitors use products to promote sales, and I use management ideas to sell. I want to:

If the price factor in the later business is excluded, I have an 80% chance of winning this list.

5. Repeated solution: After the second communication, I sorted out his needs in detail, focusing on the points he mentioned (functions that cannot be realized by the software at present). I wrote detailed plans, those that can be achieved, those that can be implemented flexibly,

Those are things that we can't solve, including prices and so on. Then I told him that the plan was delivered to him by express. Why not avoid those functions that can't be realized? Mainly because,

Competitors can't solve these problems. I want to give him an honest impression. (Take the initiative to tell customers what they can't solve in order to gain the trust of the other party) Within a few days after submitting the proposal,

I haven't waited for the other party to reply. I'm beginning to doubt some of my previous judgments. Is there a problem? I've been very upset these days and I've been thinking about this project. My experience of being able to go tells me,

You can't rush it. If you push too hard, the advantage of the previous period will be easily lost. I feel that this matter is being discussed within the company at this stage, and it takes a cycle. I decided to wait a few days.

About 10 days after the proposal was submitted, I was almost overwhelmed and wanted to take some measures to promote it. I got a call from this executive secretary and asked me to come over and bring a technician.

I'm so happy. I'm not far from signing the bill. I discussed with technical engineers in the early stage, mainly explaining some: those functions can be done, and those requirements are resolutely not done. Seeing this supervisor again,

He also called the IT director of his company and began to discuss the function of this software. The meeting was very intense, and the main contradiction focused on some functions that the software could not realize, but the company felt it was necessary.

In order to realize these functions, there is a great debate about which side should do it. The meeting lasted several hours, both sides made concessions and the plan was basically passed. But at the same time, the executive began to ask me for a price discount.

Typical local style, a penny for a penny, take out the prices of other families to lower prices. My opponent's quotation is ridiculously low, but because they have no advantage in the relationship between products and customers, I really can't accept his quotation.

His price is beyond my authority, and I am not prepared to talk about the price, which is my negligence. At the end of the meeting, he said, I hope I can go back and discuss it with my boss.

And talked about many reasons for us to reduce the price. I told him clearly at that time that although I really wanted to make this list, we had never made this price, and basically we didn't have to tell the boss.

Even if you report it, you will be rejected. This exchange ended like this.

6. Business negotiation: After I came back, I began to ponder how to clinch the price. Just to be an executive face, I have reasonable profit margin. At this time, a friend advised me to make a special offer.

The boss will definitely approve it and sign the bill as soon as possible. I don't think it's appropriate. If we can arrange a meeting between the two bosses, the price problem will be solved soon. ? How to arrange two bosses to meet in a proper way? This question,

This matter bothered me for another day. Finally, I thought of a way to invite this executive to visit our company (branch) on the spot. As a result, the two bosses drank a cup of tea and talked about romance.

The list was signed at a compromised price.

Project experience:

1, the analysis of the project background is very important.

2. Grasp the main needs of customers and establish advantages.

3. Find problems, guide customers and expand customer needs (customer needs can be solved by us).

4. Grasp the key figures and concerns.

5, grasp the rhythm, step by step.

6. Do something wrong.

Enlightenment from successful manager case 2:

Zhang Ruimin summed up Haier's management model as 12:? Not stick to one pattern, innovation is self-contained? . In Haier's slope circle theory, the basic management named after OEC is the stopping force of enterprise management and development. Many enterprises visit and study in Haier, hoping to learn the management mode of OEC, but few can succeed. The reason is that these enterprises only learn management system, but they don't realize that the success of OEC management system must be based on corporate cultural values.

Haier's OEC management system is a successful model of enterprise site management and detail management, which embodies the essence of western scientific management. This management system requires employees to strictly abide by the system and absolutely obey the management. Due to the cultural differences between China and the West, according to the psychological principle of social interaction, employees' absolute compliance and implementation of OEC system must be based on management. Ren? On the basis of.

Haier's OEC management system is not independent, which embodies Confucianism? Ren? The combination of other values and practices ensures the implementation and maintenance of the monotonous, boring and strict OEC management system.

In Haier, reflection? Ren? The practice of values includes the following contents.

1.？ Ping Fan incident? And the 80/20 rule

1July, 995 12, Haier washing machine co., ltd announced a decision: quality inspector fan ping was fined 50 yuan because of his poor sense of responsibility, which led to the wrong selection switch and missed inspection. Haier executives are keenly aware of the philosophical proposition revealed by Ping Fan's omission: contingency contains inevitability. Ping Fan missed the inspection by accident, but if the product quality was as good as that of American GE products, the accident would not have happened. And then what? Inevitably, what is it? The answer is: management loopholes! Haier newspaper in July 1995 took the lead in creating momentum and named it:? What responsibility should Ping Fan's superiors bear? This incident caused a great shock in the whole company, and everyone commented one after another, and finally reached the understanding that the key to the development of enterprises lies in talents, and the key to people lies in the level and style of cadres. What is leadership? Leaders must assume leadership responsibilities? To assume leadership responsibility is not to talk verbally or criticize yourself innocently, but to be serious and have a feeling of immediate pain. At the end of this incident, the quality director fined 300 yuan and made a profound written inspection, which further laid an important principle in Haier culture: the 80/20 principle (that is, managers should bear 80% responsibility for any fault of the enterprise); For the broad masses of workers, the concepts of "you have me and I have you", "cooperation" and "sustainability" in enterprise management have also gained an image and essential understanding.

The key minority restricts the minor majority. Managers account for 20%, which is a minority and a key minority. The management should pay attention to the key minority and the system, so that the whole enterprise can operate effectively. How to really manage 80% through 20%? Most importantly, when employees have responsibilities, managers should also bear 80% of the responsibilities. Pass? Julian? , so that managers always keep close monitoring of subordinates.

In the TV series Interpretation of Haier, Yang Mianmian, then executive vice president of Haier Group, was interviewed in the film. How does she explain this? Workers make mistakes and cadres are punished? Yes She said:? When I disagree with manager Zhang, I will listen to him; Similarly, my subordinates, such as Chai Yongsen, and I sometimes disagree. As a subordinate, I still do what I have to do when I don't figure it out. If something goes wrong, the superior should be responsible and make a mistake. If I don't take responsibility, how will he do what I do in the future? I always push it to him, which is irresponsible. Pushing his leader above and his subordinates below, then what he has done, he is meaningless. ?

Because of the interaction theory of social communication in Confucian culture, it often causes buck passing in the process of work. What is the general treatment method? 50 boards each? . Haier's "80/20" principle requires managers to assume leadership responsibility and main responsibility, not only to be beaten, but also to be beaten 80 times. Haier's strict OEC management will not be resisted by employees because the middle managers of Haier have to bear greater responsibilities and face more uncertain factors (caused by the faults of subordinate employees).

2.？ Three hearts and one mind? And problem-solving books

Zhang Ruimin likes to quote an old saying:? The person who wants the same thing wins. ? Business leaders must think hard and care about people. Is Haier particular? Three hearts and one mind? :? We should solve our sufferings enthusiastically, criticize our mistakes sincerely, and do our ideological work with care? In exchange for employees going to the enterprise? Iron core? .

Enthusiastic

Haier has an operating system to help employees solve practical difficulties in life in time. The company organized a rescue team in the form of self-help and mutual rescue. Employees have a troubleshooting manual. If there is any difficulty, just fill in a card or make a phone call, and the troubleshooting team will send someone to solve it at any time.

cordial

10 for many years, Haier has implemented a red and yellow card system for middle-level and above cadres. At the monthly appraisal meeting of middle-level cadres, we should judge the best and worst cadres, the best red card (praise) and the worst yellow card (criticism), and analyze the situation in detail, so that the criticized cadres can clearly understand where they are wrong and the direction of their efforts. In Haier, interpersonal relationships are transparent and the assessment system is open.

close

Intimacy is embodied in establishing various systems, understanding what employees think and what they want enterprises to do.

(1) The workers' congress system is held once every six months. Let employees know about the enterprise, fully express their opinions and participate in the democratic management and supervision of the enterprise. Major decisions involving the vital interests of employees must be discussed and approved by the workers' congress before implementation. Workers participate in the evaluation of leading cadres, and the proportion of cadres and workers in the judges shall not be less than 1/3 at a time.

(2) Various forms of forum system. The Group stipulates that all business divisions shall hold symposiums twice a month, and symposiums of companies, branches and workshops shall be held at any time. Employees and leaders, be open and speak freely.

③? Heart bridge project? . Develop with Haier people? Heart bridge project? Column, through which you can reflect what you don't want to say in public.

Haier has three hearts and one heart? With what? Solve the problem? The thought and practice of "Confucianism" has the outstanding characteristics of oriental Confucian cultural values and is a typical embodiment of family culture.

3. Shame culture and 6S footprint

? 6S big footprints? This is Haier's original method to strengthen production site management. There are two big footprints in Haier's production workshop before and after class. What are they called? 6S big footprints? . If anyone violates any of the 6S (sorting, rectifying, sweeping, cleaning, safety and literacy), he/she should stand on these two footprints in front of everyone at the after-work meeting and reflect on himself. The person in charge should explain the situation and make educational criticism. After the meeting, everyone will leave, and the person representing 6S can only leave after obtaining the permission of the person in charge. This management system based on shame culture and psychology effectively regulates employees' behavior through negative incentives.

The improvement of enterprise management level depends on the performance and quality of managers and managed people. In addition to grasping the quality of cadres according to the 80/20 rule, 6S big footprint management has a great role in promoting the standardization of employees' professional behavior, the improvement of employees' quality and the strengthening of enterprise basic management. This management method is effective, because this system is based on the unique cultural psychology of China employees.

Cultural concept

Zhang Ruimin, president of Haier, believes that the main task of enterprise leaders is not to find talents, but to establish a mechanism that can produce talents and keep this mechanism running healthily and permanently. This talent mechanism should give everyone equal competition opportunities, change static into dynamic, change horse racing into horse racing, and fully tap everyone's potential. Talents at all levels should be supervised, and pressure and motivation should coexist to meet the market demand.

Successful managers' enlightenment case 3:

There is no obvious difference between excellent managers and ordinary managers in management ability, often just? See the difference in nuance? .

Some ordinary things in real life actually contain very rich management philosophy. The average manager might? Turn a blind eye? Good managers can often learn a lot from it. This may be the biggest difference between excellent managers and ordinary managers.

On June 5438+1October 65438+1October 2006, the author published a paper entitled "Management Thinking Caused by Several Cases", which was well received. The author of this paper analyzes, summarizes and thinks about several cases again, hoping to bring us new enlightenment.

Keywords: management skills of managers

? Nothing is difficult in the world, if you put your mind to it? , that is to say? Do you have a heart? Often can find a solution to the problem, and finally succeed.

As managers engaged in modern enterprise management, they often encounter all kinds of complicated and thorny management problems to be solved, so there should be more managers? Do you have a heart? .

If our manager can make one from time to time? Do you have a heart? , you can often learn very useful management knowledge from some ordinary cases, so as to better perform your job functions.

On June 5438+1October 65438+1October 2006, the author published a paper entitled "Management Thinking Caused by Several Cases", which was well received. Below, the author once again analyzes and thinks about five cases he has learned and experienced, hoping to bring us new enlightenment.

( 1)? Kite? Enlightenment from ...

Example description: We may all fly kites ourselves, or at least see others fly kites. Some people can fly kites very high and control them well, but some people can't fly kites at all. Some people even let the kite get out of control and fly without a trace. Through observation, we can easily find that people who can fly kites very high and control them well all know how to fly (while running), but the other end of the kite string must be firmly controlled in their own hands; People who can't fly kites in the sky tend to fly kites for a long time at a time (whether the kites have been released or not); People who can't fly kites very high often only know how to run blindly when flying kites, but they don't know how to set the line when running, so as long as people stop, the kites will fall from the sky immediately.

Revelation: The same is true of managers' work authorization. What if the manager does not depend on the nature of the matter and the ability of the authorized person? Authorization? The authorized person will be at a loss, either the work can't be carried out at all or things can't be done well (like a kite that can't fly); What if the manager won't? Decentralize? Things done by managers themselves will go smoothly, but once they are too busy or neglected, things will turn sharply (like kites that can't fly high); Managers need to learn proper authorization, know how to authorize gradually, know when to authorize, and don't forget after authorization. Proper control? In this way, things will be solved faster and better (just like a kite flying high and well controlled); What if the manager authorized it but didn't carry it out? Necessary control? Things will face great risks (just like a kite getting out of control).

Managers, what does this example tell us? Good authorization? It plays an important role in giving full play to the team's potential and not making the state out of control.

(2)? Bison herd? Enlightenment from ...

Case description: We know that when bison herd runs or migrates collectively, a cow? Play a key role, the cow's movements are absolutely obedient? A cow? what's up Leadership? What if? A cow? If something goes wrong, the whole bison herd will be at a loss and even face extinction. So, clever hunters usually concentrate on destroying them first? A cow? In this way, other bison can only do nothing. Hunters can easily kill a large number of bison by taking advantage of this characteristic of bison herd.

Revelation: As a team leader, we must never become? A cow? Types of leaders. First of all, we need to have an open mind to cultivate subordinates (some managers are afraid that the cultivated subordinates will threaten their authority or status, but this kind of worry is purely unnecessary. Because if your boss is a wise leader, he will never bury your contribution or even give you a promotion; If your boss chooses to let your subordinates take your place, it has little to do with such a boss. Secondly, you should know how to train subordinates. Only by cultivating the ability of our subordinates can they complete part or all of our work instead of throwing it away when necessary? A cow? Leading bison herd).

We must understand that a leader with superior ability can only be one at best if he is unable or unwilling to train subordinates? Super player? Team performance depends only on his personal ability. Managers need to be good at cultivating subordinates and let them create performance together with themselves, so as to maximize team performance.

Managers, what does this example tell us? Unwilling or unable to train subordinates? Team performance will be very limited.

(3)? The geese are flying? Enlightenment from ...

Example description: In the sky, we often see geese flying. Geese usually queue up for a long migration time? Formation? (for example? People? Font) and change it if necessary? Formation? A: of course? Formation? Will reduce the labor load of goose migration). Goose will have it, too. A goose? But there is one fact that we may not know: mastery? Navigation right? what's up Head geese? Will constantly change (that is? Head geese? Tired of flying, right? Navigation right? To another goose), so it keeps changing? Navigation right? It can make geese fly farther and farther.

Revelation:? The geese are flying? What does it bring us? Bison herd? The enlightenment brought to us is similar in a sense. As a team leader, you must not? Take all the power and turn a blind eye? This will only make you very tired and have little performance; What if we could be like? Head geese? Let team members have the opportunity to get exercise and training, and be good at delegating some work to subordinates, so managers will not? Too tired? At the same time, the team performance will be better.

What does this example tell us? Actively cultivate subordinates and flexibly authorize subordinates? This will greatly improve our management performance.

(4)? Sharks? Enlightenment from ...

Example description: Friends who have been to the aquarium must have seen the sharks kept (they are often bigger than what we see in movies? Man-eating shark? Much smaller). We may take it for granted that sharks in the aquarium will grow very big? Man-eating shark? Finally, they had to be released into the sea. In fact, our judgment is wrong. There is always a proper proportion between the shark and its living environment. If the water area is limited, the size of sharks will also be limited (that is, sharks will not continue to grow up when they reach a certain size).

Revelation: The same is true of people in enterprises. If the working and development environment provided by our enterprise is limited, the growth speed and ability level of employees will also be limited. The limited working and development environment will lead to two possible outcomes: one is that employees' ability is stagnant, and the other is that employees choose to leave. As managers, we need to strive to create a good and sustainable environment for employees, so that employees' abilities will be continuously enhanced and enterprises will have more hope.

Managers, what does this example tell us? Good at creating a good working and development environment for employees? It is a powerful move for subordinates to grow continuously and rapidly, thus continuously improving team performance.

(5)? Forest? Enlightenment from ...

Case description: Have we all met? Woods? Or? Forest? . There is a phenomenon I don't know if you have noticed (what do I see? Woods? Or? Forest? , almost without exception), that is, if one piece? Woods? Most of them are small trees, but few are excellent? Big tree? ; What if one piece? Woods? Most of them are big trees, but there is almost no obvious detachment. Little tree? If you don't believe me, you can pay attention to it next time.

Revelation: The same is true for enterprise teams. A team, if everyone's ability or business level is generally low, it is difficult to have people with superior ability in the team (unless temporary recruitment? Airborne troops? ); If everyone's ability or business level in the team is generally high, people with lower ability are good.

What does this example tell us? A rising tide lifts all boats. Managers need to consciously cultivate the overall strength and ability of the team, so as to cultivate more and better talents in the team.

Being good at paying attention to some seemingly ordinary examples sometimes brings us a feeling of excitement. ? Can you find extraordinary truth or experience behind ordinary examples? This may be the best interpretation of the difference between people.