Why should we kill moths?

If the force in one direction reaches the maximum, only those who will make the force in the opposite direction will walk away; In order to make a ship travel farther and exist longer, only moths in the hull can be removed.

The same is true for enterprises. In order to give full play to our value, we must not only try our best to respect those who are capable, but also get rid of those who are incapable and add trouble to the enterprise.

Classic case:

The success of General Electric is unmatched by every enterprise. The reason why it can create one miracle after another in such a long time is because there is such a person, that is, Jack Welch, former chairman of General Electric in the United States.

Jack has many unexpected leadership skills in shaping the spirit of enterprise unity and cohesive enterprise strength, and one thing is aimed at enterprise employees.

When Jack just took over the post of President of General Electric, in order to shape the team spirit of the enterprise, unite the strength of the enterprise, avoid the influence of bureaucracy and improve the competitiveness of the enterprise, Jack took many unexpected measures, such as reforming the internal management system, reducing the management level, replacing senior managers, cutting off some industries and selling some assets, and the rest were mainly aimed at the employees of the enterprise.

Jack once said, "The job of a leader is to recruit the best talents from all over the world every day." They must love, embrace and inspire employees. Jack has his own secret to deal with enterprise moths in shaping enterprise cohesion, which is his own famous "vitality curve". The "vitality curve" divides the people in the enterprise into three categories, among which 20% are the best, 70% are in the middle level, and others 10% are the worst; However, the worst person mentioned here is not only the worst performance, but mainly the influence of an employee on a team. Of course, the measurement of personnel is not fixed, but dynamic. As a qualified leader, we must always know all the detailed information of 20% and 10% employees in the enterprise. We will get a 20% return. If we don't reward them, their enthusiasm will be damaged. For 10% employees, we must take punishment measures. If we can't get good incentives and changes, the worst employees will have to leave.

Jack's action also made GM's sales reach $25 billion when it was first mastered. After Jack's joint shaping of the enterprise, the sales revenue of 1999110 billion exceeded $65,438.

This is Jack's famous "vitality curve". While maintaining the vitality and creativity of employees, the most important thing is to shape the spirit of corporate unity. Only employees in the enterprise are concentric employees, not employees who destroy a team.

It is not easy for every enterprise to unite as one. If the moths in the team are not eliminated, it is impossible to shape the cohesion of the team.