Military Order Poster-Part9 Yu Chaoling "Just Do It"

The plot synopsis of "Nightclub Beijing 2 The True Colors of the Goddess"

In "Nightclub Beijing 1", a true love military order poster between KAV Ye 1 actor and Ma Qiang Ye 1 actor attracted the attention of Manchuria People are looking for true love. For a time, the slogan on the poster: "Who said there is no true love in nightclubs" became popular in major nightclubs, and many touching love stories also happened in major nightclubs. VICS's Ma Qiang and KAV are looking for it. When it comes to true love, another nightclub, TrueCOLOR TrueCOLOR's Goddess Restricted Area, was also disturbed by the true love poster, triggering a touching journey of finding true love.

Li Wenjun and Pan Jun fell in love at first sight with True COLOR nightclub during their love-seeking journey.

Lea, the best goddess in the forbidden area of ????COLOR nightclub, could not extricate himself. As Pan Kangnai, he is not afraid of the differences in life, let alone the various rules and obstructions in the nightclub community. He moved several other goddesses around the top goddess Leah with his sincerity. With the help of the Goddess Gang and his friend Zhang Xiaoning, he successfully transformed and instantly became the love song prince in the Gongti Nightclub District.

After gaining the favor of the goddess Leah and getting the goddess invitation card to successfully enter the goddess' restricted area, I thought my courtship would be successful. Unexpectedly, they were obstructed at all levels by the evil goddess, the ultimate enemy of the goddess, Tian Shao, a wealthy young man from the workers' sports club, and Brother Xiaojun, the leader of the workers' sports nightclub. Due to misunderstandings between the Pankeng lovers, the project ended in failure.

Just after the goddesses left Beijing and flew to the TrueCOLOR bar in Guangzhou, Pan Qochai immediately waved her crab card and chased her old classmate Zhang Xiaoning to Guangzhou. After many twists and turns, she returned to Beijing with the goddesses. With the help of various people in the Gongti nightclub area, Pan Jochai finally played and sang a moving song at the place where he met the best goddess for the first time, moved the goddess, and found his true love. Part9 Yu Chaoling "Just Do It" | Refining Culture: The highest realm of business management

Focus on a book and 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 perspective 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 enterprise relies on sales, a 10-billion enterprise relies on products, and a 100-billion enterprise relies on culture.”

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

The ceiling of enterprise growth

After 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. Stagnated or even declined

The company formed the entire team based on the basic management system

The same values ????and mission vision

. Use mission and vision to drive organizational development.

Transform from "doing things right" to "doing the right things".

The implementation of culture requires a mass foundation

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

Cultural Gene

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

, but more importantly

find, dig, and refine valuable things

p>

Only in this way can we be able to catch every baton, and only in this way can we continue and inherit excellent genes.

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< /p>

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

Third, corporate culture needs to grow out of the business and grassroots employees and become viable

The actual business and grassroots employees’ pains and joys are the most common scenes in corporate operations.

Only the culture extracted from suffering and joy 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

For enterprises to develop, they need 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 we have vitality

●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 behaviors, find stories, and create a manual

1.

Draw your voice

A work atmosphere that focuses on meeting customer needs and employee wants , 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?

Do summary and refinement, and summarize the words proposed by everyone into concise words.

The final total number of articles 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 enthusiasm

4. Success manual< /p>

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 cultural manual

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

(2) High-voltage line system, clarify what red lines are in the values, and once touched, they will be fired immediately.

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

Four steps to refine your team culture

Draw your own voice

Write out what employees think about the working atmosphere that meets customer needs and what employees want. The most important values

Establish behavior

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

Find stories

, collect the stories behind the behavior

into a manual

formulate values ??assessment rules and standards, and form a cultural manual

The origin and refining process are all oral or paper On the surface, when it comes to implementation, we must take practical actions and spend time and energy

Plant culture by planting a tree

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. Managing a big country is like cooking small delicacies. We must do it step by step. We must not be greedy for success or 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.

The loosening stage, the cognitive stage, the trial stage and the habitual stage.

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

You cannot rush for success in the loosening stage. You 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

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 allow employees to establish correct cultural concepts.

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

Trial stage

Formally implement the new cultural concept and take root

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

It is necessary to have fixed activities and rituals 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 the hearts of the people and formed a psychological contract.

We must continue to discover model cases, conduct regular ritual activities, and continue to heat up.

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

●Do not pull seedlings to encourage them to grow

< p>●Facts and reality

The 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, establish role models, and allow employees to 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, and the institutional agreement has been deeply rooted in the hearts of the people, forming 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. Increase performance.

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.

Cultural implementation requires "virtual implementation", and the best "practical" scenario is combat. Integrate culture into combat, and experience hardships together in combat

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.

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

Firstly, 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 fighting culture

p>

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, causing the participating employees to be 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, and finally they are managed by the person in charge of the business department or the general manager.

Preparatory Committee

Only when the division of labor within the committee is done well 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 the "

Incentive system for all employees

" and "

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

< p>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, a record high, the team focused on the egg-breaking rate, year-on-year improvement in performance, total team performance, record-high 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:

State the plan clearly in one sentence, which can increase the flop rate (increase the number of customers) number of visits), the method must be replicable.

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 taken into account.

The inventory of resources should follow the following three principles:

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

The key point is to turn over 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 scenes mainly includes

strategy preparation meeting, battle start meeting, staged review summary meeting, and hero award ceremony and celebration

Wait.

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, leaving as much time as possible to the preparation stage, and various logistics support systems need to be fully communicated at the strategic preparatory meeting.

There must be a battle start-up meeting during the operation, and all team and individual target oaths, military orders, war drums, banners, posters, display racks, etc. are all available

The phased review meeting is also It is very important and must not be ignored

Wars often have 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, it is necessary to form wall posters, banners, slogan stickers, armbands, and even logos, totems, and signatures that form the theme of the event

Wall, let

The PK battle has a strong sense of ritual

Visual transmission is the most direct way, so some items need to be arranged to convey the "winning" status

For example, there are Awesome banners, dream performance 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 come back.

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 all aspects 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.

The common method is 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 Make presentations to maximize your impact.

3. Instill skills.

Give everyone the systematic ability 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.

For example, public oaths to report goals, pairwise PK, betting between superiors and subordinates, 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% waiters, 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, we cannot take it lightly.

1. Drive the rhythm.

There is a relatively large reward 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 every effort should be made to make them Benchmarks are set.

4. Employee care.

Be tough to the core, be gentle to the heart, fight tooth and nail on the front line, and be considerate of managers at 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., deliver delicious food and warm little gifts in a timely manner, so that you can have happiness and peace even in the fierce battle. Warm elements

Convene 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 deficiencies of the team in the failure as an important improvement point in the next stage.

Compare with the historical data of previous teams and individuals to find 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 Cultivation of the "truth" of team growth

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

Use the fake to cultivate the real, borrow things to cultivate people, borrow people to cultivate self.

The "truth" of the 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.

Our emotions will be more sincere in this difficult battle. 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 observed.

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.

No matter 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 implement successfully. 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 build a fighting culture

Three functions of building a fighting culture

●Grow performance

●Let the organization develop

p>

●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 thus enhance work enthusiasm. , work efficiency and performance output

● Combat 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, thereby creating 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, the losing party will be easily depressed if there is no aftermath. , thus creating resistance to PK

Building a complete system of combat culture

Five elements

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

●Build a guarantee mechanism (all-staff incentive system, customer promotion policy)

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

●Build a battle scene (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, employee care , cultural body protection)

After the war

●Hero Commendation Ceremony