Part 9 Yu Chaoling "Just Do It"

Around a book, output reading notes according to the content and reading rhythm. This article is the ninth part of the article.

The difference between excellence and excellence lies in whether the company has its own values ??and beliefs, that is, whether the company has its own cultural system

A good cultural system can Guiding the company's future development direction can enhance the company's organizational vitality and help the company survive life and death crises.

From the aspects of the importance of culture, where culture comes from, and how to refine culture, we will explain how to establish and implement team values.

"A billion-dollar company relies on sales, a 10-billion-dollar company relies on products, and a 100-billion-dollar company depends on culture."

Enterprises at different stages of development require different competitive advantages. At the highest level, the competition is culture.

The ceiling of enterprise growth

When an enterprise develops to a certain stage and the team reaches a certain number of people, no matter how it sets goals and pursues the process, it will be difficult for the business to achieve breakthrough development, and the performance will decline. Stagnant or even declining

Based on the basic management system, the company has formed the same values ????and mission vision for the entire team. Use mission and vision to drive organizational development. Shift from "doing things right" to "doing the right things".

The implementation of culture requires a mass foundation

It comes from the cultural genes that support the development of enterprises.

Cultural genes

No matter how big or small an enterprise is, as long as it exists, there must be some memorable memories, some laughter and tears, victories and failures in its development process.

The spirit of continuous development that supports an enterprise through every ups and downs and allows the enterprise to survive is the essence and core essence of culture.

The formation of a new culture is more about refining and sublimating the genes of an enterprise from the hardships, ups and downs and struggles of the past years.

New leaders must not speak ill of their predecessors. It is more about finding, digging, and refining valuable things, so that they can catch every baton and let others Excellent genes persist and are inherited.

First, extreme idealism and extreme realism must be integrated

If an enterprise wants to develop, it cannot just fall in love, not get married, and not run a business for the purpose of profit. Playing hooligan.

The second is to allow employees to achieve their goals or see the hope of achieving their goals

If an employee can achieve his goals with you, he will be more motivated to continue to contribute

As the company develops faster, employees will gain more. It's a positive cycle.

Third, corporate culture needs to grow from the business and grass-roots employees and become viable

The pain and joy of actual business and grass-roots employees are the most common scenes in corporate operations.

Only the culture extracted from suffering and happiness has a mass base, can arouse the enthusiasm of most employees, and allow everyone to practice it.

The culture defined by managers often exists in their idealism, lacks mass foundation and specific scenarios, and lacks vitality.

Fourth, culture needs to evolve to the front of the enterprise and lead the enterprise to develop to a higher level

If an enterprise wants to develop, it needs to lead thinking, and culture needs to be one step ahead of our business to explore the future. Support the next step of the company's development.

On the one hand, culture originates from the company’s past experience, and on the other hand, it must also be combined with future development.

The economic base determines the superstructure, and the superstructure reacts on economic development, and the same goes for enterprises.

If you find that culture cannot lead the development of the enterprise, you need to iterate the culture.

The concept of culture

Culture comes from the cultural genes that support the development of enterprises

Four key factors in the formation of culture

●Extreme Idealism and extreme realism must be integrated

●Let employees achieve their goals or see hope of achieving them

●Corporate culture needs to grow from the business and grassroots employees. Only in this way can it be viable

●Culture needs to evolve to the front of the enterprise and lead the enterprise to develop to a higher level

Culture must be refined into words that can be spread quickly

Draw your voice, establish actions, find stories, and create a manual.

1. Draw your own voice

Focus on the working atmosphere that meets customer needs and employees’ desires, and write down the values ??that employees think are most important.

Values ??are the code of conduct within a company and the rules of the game

What kind of team culture do we want, and what is our ideal working atmosphere in order to provide such a team culture? , What behaviors are needed to create such an atmosphere?

Summarize and refine the words proposed by everyone into concise words.

The final total number of items cannot be too many, there must be choices, refinements, and sublimations. Generally, it is best to have 6 to 9 values.

2. Establish behavior

Establish the behavioral standards behind values, that is, what behaviors are promoted and what behaviors are opposed.

He must be told clearly what he can and cannot do.

3. Find stories

Collect classic stories behind the behavior. Clarify the standards of conduct and think about how to disseminate them widely and in an easy-to-understand manner.

The story should be easy to understand and can be understood at a glance.

When choosing a story, you should pay attention to the fact that the story must first conform to the concept of advocacy, and then take place within the organization, so as to arouse everyone's ***

4. Success Manual

Develop values ??assessment rules and standards and form a cultural manual

After extracting values, determining behavioral characteristics and classic stories to spread, the next step is to edit them into a manual and output the system things for practical implementation.

The three elements contained in the culture manual

(1) The extracted mission, vision, values, as well as the meaning and classic stories behind them should be written in.

(2) The high-voltage line system clearly identifies the red lines in values. Once touched, employees will be fired immediately.

(3) Assessment standards. Values ??must also be assessed.

4 steps to refine your team culture

Draw your own voice and write down the values ??that employees think are most important around the work atmosphere that meets customer needs and employees’ desires

Establish behaviors and establish the behavioral standards behind values, that is, what to promote and what to oppose

Find stories and collect stories behind behaviors

Develop a manual and formulate values ??assessment rules and regulations Standards, forming a cultural manual

The origin and refinement are all verbal or on paper. When it comes to implementation, it must be put into practical actions and time and energy spent

Use Plant a Tree Plant culture the way trees do

1. Plant trees in spring.

"Planting trees in spring is alive, planting trees in summer is dead, and planting trees in winter is like a dream."

The spring of an enterprise is when its development is relatively stable and it has not yet encountered performance bottlenecks or crises. . At this time, when the new culture is implemented, employees will have more confidence, and orders issued by superiors are often easier to implement.

2. Do not encourage seedlings to grow.

The implementation of culture is a gradual process and is not achieved overnight.

When carrying out cultural changes, we must be gentle. Governing a big country is like cooking small delicacies. We must do it step by step. We must not be greedy for success and rush for success.

You can start changing things from small things and correct them from details.

3. Do it realistically.

The experience of leadership, culture, and employee growth is imaginary. People’s inner experience must be implemented through real things, and valuable experiences and feelings can be accumulated in the business.

First, cultural implementation must be combined with business.

Second, cultural implementation must be linked to real interests.

Loose soil stage, cognitive stage, trial stage and habituation stage.

Loose soil stage

Cultural implementation must first loosen the soil and eliminate the rigid old ideas and old atmosphere in the team, so that new things can be absorbed.

Some entertainment-oriented, life-oriented, and non-work-oriented small actions are needed to loosen the cultural soil

In the loosening stage, we cannot rush for success. We must wait until everyone's understanding is in place. Proceed to the next stage of work.

Carry out some attempts at cultural implementation, plant saplings into the hearts of employees, and allow employees to form an understanding of the new culture.

Cognition stage

Make an attempt to implement the culture, plant saplings into the hearts of employees, and allow employees to form an understanding of the new culture.

There are three steps in the cognitive stage

1. Mobilize employees to participate extensively, establish a communication platform, and enhance employees’ enthusiasm and sense of ownership.

2. Widely disseminate classic benchmark stories, establish role models, and enable employees to establish correct cultural concepts.

3. Training. Only when the founder pays attention and takes action can the culture move forward.

Trial stage

Officially promote the new cultural concept and take root

Create an atmosphere through various activities and ceremonies to allow all employees to participate and Take action

Fixed activities and rituals are needed to continuously deepen the understanding of values

In this process, managers must play a role and lead by example, and cannot promote culture. Leave it to HR

Habitual stage

The vast majority of members gradually begin to naturally and unconsciously act in accordance with the new *** values. The system agreement has been deeply rooted in people's hearts and formed a psychological contract.

We must continue to discover model cases, conduct regular ritual activities, and continue to raise the temperature.

For example, there should be performance appraisals, reviews, high-voltage lines and positive and negative incentives, so that those who comply will receive corresponding rewards, and those who violate them will be punished accordingly.

Proper authorization is required to allow the following people to implement it.

How to implement the new culture

Master three mental methods

●Plant trees in spring

●Don’t pull seedlings to encourage them to grow

●Facts and fiction

Four stages of cultural implementation

1. Loose soil

●Eliminate the rigid old ideas and old atmosphere in the team, so that Only new things can be absorbed

2. Cognition

●Mobilize employees to participate extensively, establish a communication platform, and enhance employees’ enthusiasm and sense of ownership

● Widely disseminate classic benchmark stories, set an example, and let employees establish correct cultural concepts

●Do training

3. Try

●Through various Activities and rituals to create an atmosphere and allow all employees to participate and take action

●Managers must play a role in this process and lead by example

4. Habits

●The vast majority of members gradually began to act naturally and unconsciously in accordance with the new *** values. The system agreement has been deeply rooted in the hearts of the people and formed a psychological contract

The fighting culture in an enterprise is that within an enterprise, between departments A healthy competitive atmosphere and mechanism established between time and employees.

1. Accelerate performance growth.

Through the implementation of combat culture, the organization and employees' awareness of danger can be strengthened, the inertia mentality can be eliminated, and the company can move forward proactively, thereby pushing performance to new heights and allowing enterprises to survive in the fierce competitive environment.

2. Let the organization develop.

Through PK within the organization, a horse racing mechanism is formed to train elite soldiers and nurture good generals, so that more good seedlings can come out and the abilities of all employees can be tempered in the most real way.

For organizations, only through fierce and intense battles can systems, processes, and products be verified, and only then can problems be discovered and iterated and improved.

3. Let the culture be implemented.

The implementation of culture requires "virtual implementation", and the best "real implementation" scenario is combat. Integrate culture into combat, and experience hardships together in the battle

Seeing the truest form of each other in hardships.

A culture that can still be adhered to in a difficult environment is the real corporate culture.

Combat culture is one of the core methods of performance fission.

First, many companies tend to focus on performance when competing in PK, ignoring the aspect of team growth and failing to cultivate the true through falsehoods, but the growth of the team is the essence of a fighting culture

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Secondly, there is a lack of system and methodology in the implementation process. I don’t know how to prepare in the early stage, and the actions during the process are not clear, resulting in the participating employees being unclear and at a loss; at the same time, there is also a lack of tricks, the same type of Too frequent PK and incentives will cause employees to lose interest.

Thirdly, if there is no aftermath after the battle, the losing party will easily become depressed and become resistant to PK.

A complete system consists of five major elements, three major links, four treasures of activation, and five methods of supervising operations.

Build PK system organizational structure, build guarantee mechanism, business resource inventory, build battle scenes, visual and status transmission

1. Build PK system organizational structure

It is divided into two parts, one is the combat department, and the other is the preparatory committee.

For the combat department, it is necessary to establish an organization similar to the military establishment, and set up as many groups as possible on the basis of ensuring per capita output and personnel costs.

The actual business needs of the enterprise can be divided into large areas and small areas, which are finally managed by the person in charge of the business department or the general manager.

Preparatory Committee

Only with a good division of labor within the committee can the results be truly achieved, and it is clear who is the commander-in-chief of the battle, who is responsible for the logistics support, and who is responsible for creating the atmosphere Etc.

At the same time, a data team is required to ensure that progress data is summarized at any time, so that the next action can be decided based on the current situation.

2. Build a guarantee mechanism

Design a "full employee incentive system" and a "customer promotion policy."

Incentive system for all employees

Under heavy rewards, there must be brave men.

Establish a special incentive pool based on the financial department and the completion of annual targets

The incentive system is a kind of sales rhythm control and a breakup of sales targets

The incentive system is the baton in PK, which can boost morale and guide the direction of action

In terms of award setting, it can be divided into individuals and teams. Individuals mainly focus on large orders, number of customers, speed and personal total. Performance, reaching a record high, the team focuses on the egg-breaking rate, year-on-year improvement in performance, total team performance, record-breaking per capita production capacity, etc.

Incentives must be announced first and then implemented, and the sooner they are cashed in, the better the effect.

Customer Promotion Policy

To achieve higher performance, without special policies, customers will have no motivation and employees will have no confidence

There must be more than usual Vigorous event promotions stimulate the market

The three most important points in formulating promotional policies are: clearly stating the plan in one sentence can increase the flop rate (increase the number of customer visits), and the method must be feasible copy.

3. Inventory of business resources

When fighting, the troops and horses have not moved, but the food and grass go first.

The same goes for enterprise PK. Before PK, resources must be inventoried.

The inventory of resources should follow the following three principles:

(1) Put the easy ones first and then the difficult ones.

The key point is to recruit old customers. First, lay the groundwork for the customers who can be dealt with. When the war begins, you can have a good start immediately. This will not only increase the employee’s confidence, but also the confidence of the entire team.

(2) First, first, second.

First harvest those customers who have a core influence on performance completion. Do not waste time on those customers who are willing but have no conditions. This is a taboo.

(3) Near first and then far.

Time is the most precious thing during the war. Get the results from the nearest place instead of wasting time to deal with customers who are too far away.

The manager counts all customers according to the node and customer level at the signing time

4. Set up a battle scene

A big battle is divided into battles There are three scenes before, during and after the war. The construction of the scene mainly includes the strategic preparation meeting, the battle start meeting, the phased review summary meeting, the hero awarding and celebration meeting, etc.

There must be a strategic preparation meeting before the operation, dismantling according to business goals, forming a business strategy based on sales policies, and using virtual project teams to divide work, assign positions, and assign responsibilities to members who can participate.

Pre-war preparations must be done in advance, and as much time as possible should be reserved for the preparation stage. Various logistics support systems need to be fully communicated at the strategic preparatory meeting.

During the operation, there must be a battle start-up meeting, with all team and individual target oaths, military orders, war drums, banners, posters, display racks, etc.

The same is true for periodic review meetings It is very important and must not be ignored

Warfare often has three stages, one is prosperity, the next is decline, and the third is exhaustion.

During the battle, only by dividing the entire battle cycle into two or three nodes and conducting temporary summaries, reviews, sorting out and strategic adjustments can employees continue to charge towards the target and the overall battle status be maintained.

After the battle, there must be a celebration and summary meeting, where the final results will be sorted out through the data department, merits will be awarded, the results will be announced to the world, and a vigorous hero awarding and celebration party will be held.

5. Visual and status transmission

From the firing of the first shot to the final victory of the entire event, various props used to create the atmosphere must be systematically prepared.

In terms of visual stimulation, wall posters, banners, slogan stickers, armbands, and even logos, totems, and signatures forming the theme of the event

should be formed to give the PK battle a sense of ritual.

Visual transmission is the most direct way, so some items need to be arranged to convey the "winning" status, such as impressive banners, dream achievement walls, hero lists, battle logs, email signatures, challenge letters, etc. , can stimulate the team's creativity.

In the final stage of the sprint, gongs and drums will be placed in the company. Employees who successfully sign orders that day will sound a gong when they return.

Before the War

Completely reveals how an excellent commander leads his soldiers to win a battle.

Before a war, it is necessary to plan and prepare every aspect of the war in detail and hold various preparatory meetings.

The most important thing about holding hierarchical meetings is to release task indicators and convey the belief of winning, so that everyone in the team can see the "win" together

Target.

1. Psychic trigger.

Managers must be able to pull the psychological trigger of team members and let team partners win the battle from their hearts.

Commonly used methods are to watch motivational videos, ask family members to help, do expansion activities, break down goals, lock in honors, and give strength and blessings.

2. Strengthen confidence.

The best way is to find partners of the same type, speak out from their own experience, and teach them personally

Adopt local and off-site integration methods to allow past benchmark heroes to compete on a larger stage Present and maximize your impact.

3. Instill skills.

Provide everyone with systematic capabilities to achieve their goals, including functional explanations of the latest products, product professionalism, in-depth analysis of promotions, close matching of customers, etc.

"One A meter wide must be drilled a hundred meters deep, and a steel ruler must be used to measure to the end." This ensures that each partner has sophisticated weapons and sufficient bullets on the battlefield.

4. Atmosphere creation.

When the war starts, you must push the atmosphere to the extreme, promote excitement and comparison at the same level, and have the courage to make breakthroughs.

Such as the public oath to declare goals, pairwise PK, superior-subordinate betting, team collective flag presentation, core management issuing military orders, etc.

When the battle begins, not everyone may be fully committed immediately. There will be about 20 pioneers, 70 onlookers, and 10 slackers. How to get spectators to join the battle as quickly as possible is very important.

In the war, after the battle officially begins, partners are fighting on the front line. As a manager, you cannot take it lightly.

1. Drive the rhythm.

There are relatively large rewards for the "first quick shooter" (the first person to successfully sign the contract), which stimulates everyone to act quickly and quickly brings the atmosphere to a climax

Continue When you get down, you have to fight for "Everyone Breaks the Egg" and "Nuclear Bomb".

"Everyone breaks the egg" means that every group member generates an order, and we will also provide corresponding incentives to make the group members realize that they are a collective and must exert their collective strength.

The "nuclear bomb" is a super big order, which is more able to boost team morale. When clues that may lead to a big order are discovered, managers should pay enough attention and help team members detonate the "nuclear bomb".

2. Supervision and inspection.

Managers should always pay attention to the progress of each war zone, city, and team, observe real-time data broadcasts, keep an eye on teams with slow progress, personally inquire about progress, and review and summarize experiences in a timely manner.

3. Set a benchmark.

For teams and individuals that are making rapid progress, they should be organized into offline and online benchmark posters and interview soft articles as soon as possible to form an overwhelming interactive effect. They should be shared live across the country in a timely manner and do everything possible to make them Benchmarks are set.

4. Employee care.

Be tough to the core, be gentle to the heart, fight desperately on the front line, and care for every detail in the rear

Through important festivals, such as birthday parties and Christmas , the winter solstice, or the first heavy snowfall, the first egg-breaking day for all members, etc., timely delivery of delicious food and warm little gifts, so that you can have happiness and peace in the fierce battle. Warm elements

Hold family mobilization meetings and organize some activities with employees’ families, because only when the rear is stable can the front run faster.

5. Cultural body protection.

Have a pair of eyes that discover beauty and ugliness, discover and promote the beauty in the war, and find that behaviors that affect the "customer principle", employee unity, and company interests must be promptly intervened, stopped, and guided.

After the war

In the hero commendation meeting after the war, the honor must be honored in time, and it must be vigorous and everyone knows it.

The winning side will receive flowers, applause, honors, and rewards.

The losing side will find the team’s shortcomings in the failure as important improvement points for the next stage.

Will compare with the historical data of previous teams and individuals, discover the shining points of year-on-year data improvement, and provide point-to-point encouragement and affirmation within the team

What is important is growth and improvement. Find benchmarks from success and summarize methods from failure

First, use the "fake" of contact to repair the "true" of performance

Second, use the "fake" of achieving performance Cultivate the "truth" of team growth

Third, use the "fake" of team growth to cultivate the "truth" of personal growth

Use fakes to cultivate the real, borrow things to cultivate people, and borrow people to cultivate self.

The "truth" of a team has several meanings

First, form a complete mechanism and process.

A proven process mechanism is reliable.

Second, cadre reserve.

We must focus on cultivating talents who stand out from the battle.

Third, brotherhood.

Only in this difficult battle will our emotions become more sincere, and we have experienced these difficult years together

Fourth, cultural values.

In the process of this kind of war, we can find out whether the cultural values ????have been adhered to.

A team should actually be a dojo, and this dojo should truly support the growth of employees.

Let employees feel their own growth, so that they can devote themselves to fighting again and again.

What managers need to consider is what employees can gain in this battle, what are the bonus incentives and honor incentives, and what skills training should be focused on.

Regardless of whether it is successful or not, we must conduct a review afterwards to find out what we gained through this battle, what experiences can be replicated, whether the brotherhood has deepened, and whether there is anything new in our hearts. Realize and feel.

Combat culture requires years of fighting to be successfully implemented. It cannot be done with just one or two simple investments

Managers need to repeat, practice, and summarize in order to master it. Essence.

How to create a fighting culture

Three functions of building a fighting culture

●Grow performance

●Let the organization develop

●Let culture be implemented

Three manifestations of the importance of fighting culture

●In the external market, the company itself is in a fiercely competitive environment. If the company If there is no sense of competition internally, it is easy to die in the fierce market competition

●In terms of internal organization, combat culture can strengthen the sense of urgency of departments and employees, eliminate the inertia of employees, and thereby enhance work enthusiasm. , work efficiency and performance output

●Fighting culture is also an important means to test strategy execution, department collaboration and personal performance in the process of enterprise development. Through PK within the organization, a horse racing mechanism is formed to train elite soldiers in the running. , cultivate good generals, so as to create an invincible iron army in a rapidly changing environment

Factors affecting the establishment of a fighting culture in enterprises

●When PK, focus on performance and ignore to the level of team growth

●There is a lack of system and methodology in the implementation process, and there is a lack of tricks in PK and motivation

●After the war is over and there is no aftermath, the losing party will be easily depressed. , thus creating resistance to PK

Build a complete system of combat culture

Five major elements

●Build a PK system organizational structure (combat department, that is, sales department; Preparatory Committee)

●Build a guarantee mechanism (incentive system for all employees, customer promotion policy)

●Inventory of business resources (three principles: first easy, then difficult, first priority, then second priority) (Close first, then far)

●Build battle scenes (strategy preparation meeting, battle start-up meeting, periodic review summary meeting, hero award ceremony and celebration meeting)

●Visual and status Delivery

Three stages

Before the war

●Detailed planning and preparation for all aspects of the war and various preparatory meetings

●Activate the four treasures (spiritual trigger, consolidate confidence, inculcate skills, create atmosphere)

In the war

●Five methods of supervision (drive rhythm, supervise and inspect, set benchmarks, and care for employees , cultural body protection)

After the war

●Hero commendation meeting, so that honors can be realized in time

●Review the unsatisfactory results with the team as soon as possible Summary

The main reason for the failure to implement the fighting culture: Failure to use fakes to cultivate oneself

The three meanings of using fakes to cultivate oneself

●Using fakes to cultivate oneself, borrowing "to fight" Use "fake" to cultivate the "real" of performance

●Use the "fake" of achievements to repair people, and use the "fake" of achievements to repair the "real" of team growth

●Use people to cultivate yourself and borrow the team The "fake" of growth cultivates the "true" of personal growth

The "true" of a team has four meanings (perfect mechanisms and processes, cadre reserves, brotherhood, and cultural values)

The above is the last chapter of "Just Do It: Nine Keys to Performance Growth".