How to be a boss? -Common mistakes made by business owners in southern Fujian

(Author: Chen Hongming, Vice President of Aaron Group (Fujian) Co., Ltd.) At present, the market is full of training materials or courses such as "How to be an excellent professional manager". The starting point of these teachers or textbook writers is to educate professional managers into excellent employees, which is undoubtedly necessary and beneficial for the promotion of the mixed professional managers. However, I found that there are few textbooks or courses in the market to educate business owners to become excellent bosses, which is particularly important for Minnan, where the private economy is developed and there are many private enterprises, because the achievements made by Minnan private enterprises with the initiative of "fighting to win" are obvious, but the bosses of Minnan private enterprises have a common shortcoming, that is, the cultural foundation is relatively weak. In the initial stage of an enterprise, a weak cultural foundation is not a bad thing, but an advantage. It is because of their low culture that they dare to take risks. Without the foresight of scholars, they are timid and expect that "making money is the last word" Now that the enterprise has begun to take shape, the business environment of the enterprise has undergone tremendous changes, and this cultural shortcoming has a growing impact on the survival and development of the enterprise. The boss is the helm of the enterprise and the head of the family for private enterprises. If we only emphasize improving the quality of employees without improving the quality of bosses, "the soul can't keep up with the pace", this kind of investment is mostly ineffective, because "a good bird chooses a good wood to live in, and a good talent chooses a talented person to do things". In the end, high-quality employees will definitely leave the enterprise and find another job. This paper tries to talk about what mistakes the boss will make from the perspective of a professional manager, but the boss who doesn't make or makes less of the following mistakes can be called excellent and worth emulating, hoping to play a role in attracting jade. First, I don't know how to respect employees. The bosses of Minnan enterprises are not doing well in this respect, but this is exactly the most important thing that excellent bosses need to do. Maslow's hierarchy of needs theory tells us that respecting needs includes not only personal feelings about achievements or self-worth, but also others' recognition and respect for themselves. Many enterprises take "people-oriented" and "employee satisfaction and customer satisfaction" as their business purposes, but in the end they are just empty words hanging on the wall, because they can't do the most basic respect for employees. Where can we talk about people-oriented? How can we satisfy employees? Without employee satisfaction, will customers be satisfied? Respect for employees is reflected in all aspects of work. Now some business owners are still at the level of "nouveau riche", and they look arrogant when they have money. Disrespect for employees is common, as follows: 1, reprimanding employees at will regardless of the occasion. This phenomenon can be attributed to the boss's ignorance of leadership methods. Some bosses think that the louder they scold employees, the happier they are, which seems to show the great power of the boss. The smaller the boss, the bigger his temper, which is actually reasonable. If he can be a big boss, his emotional intelligence is generally high and his emotions will not be easily revealed. People with low emotional intelligence generally can't achieve great things. I saw with my own eyes that in a real estate company, the boss criticized the sales manager in front of everyone because the central air conditioner didn't cool. A professional manager helped the boss decorate his villa, from drawing design to material confirmation and on-site tracking. It can be said that he gets up in the dark and tries his best. However, when purchasing floor tiles, he called the manager "an idiot" in front of the contractor and the seller because of the price problem, and the people present could not stand it. Afterwards, he comforted the professional manager and said, how can your boss be such a person? The implication is self-evident. More than once, I heard the manager complain that the boss cursed and didn't pay attention to the occasion. In front of outsiders, if you think I did something wrong, just tell me privately or call me to remind me. The boss's thunderous reprimand in public will not only damage his image, but how can I face them in the future? After all, I have self-esteem. Even in front of my subordinates. I made a mistake. You called me to the office and scolded me for striking the table. You called me a loser in front of my subordinates. What prestige do I have to care about them? Excellent professional managers know how to maintain the good image and dignity of the company and the boss. Similarly, a good boss knows how to maintain the prestige and self-esteem of managers. When the boss gets angry, the consequences will be serious. But don't scold your mother! The three-word mantra of cursing mother in Minnan language is a mantra that many people talk about. It is said that it sounds very cordial among acquaintances and friends, but it involves personal attacks and personal insults when Yan Long is furious. This is unacceptable to anyone. A friend of mine had a big fight with the boss like this. Although the boss repeatedly explained that this was a mantra and apologized, my friend still tossed his head. 2. Take up too much personal time of employees. Strictly speaking, when employees sign labor contracts with enterprises, they agree on working hours. During working hours, employees' time is reasonably controlled by the enterprise, but once they get off work, the time is controlled by the employees themselves. In other words, after work, the boss is out of control and employees can do whatever they want. But the reality is that too many bosses like to occupy employees' free time. Maybe it's not easy to do business in southern Fujian, and it needs too much entertainment. Many bosses have a particularly rich nightlife, and they are busy until three or four in the morning in hotels, KTV and saunas, so their schedules are different from those of their employees. Often the boss comes to the company, which is the time for employees to get off work. At this time, many managers waiting for the boss to make a decision and sign are waiting in line at the boss's door. What's more, some bosses just like to hold meetings at this time, and some bosses can hold meetings until eleven or twelve in the evening. How can a hungry manager have the heart to have a meeting? I'm just waiting for the meeting to end quickly so as to fill my stomach. What is even more ridiculous is that some bosses stipulate that the manager's mobile phone must be turned on 24 hours a day. A friend of mine told me that his boss often called him after eleven o'clock in the evening, and he would be criticized for answering the phone late, which made him unable to sleep. In western countries, taking up employees' personal time requires not only a lot of overtime pay, but also employees' willingness. 3. Take the local dialect (Minnan dialect) as the internal communication language of the company. It is understandable to speak the local dialect among the local people. The problem is that some bosses suddenly communicate with local cadres in the local language during the meeting, inadvertently and artificially drawing a line between local cadres and foreign cadres, depriving foreign cadres of their right to know. You can forgive occasionally. Too many times. Foreign cadres said that local people can have meetings in the future. Why did they call us? Second, the lack of integrity. Honesty is the cornerstone of enterprise survival. Simple words are hard to do. The lack of honesty has brought great credit crisis to China society and economy. Not only enterprises, but also the integrity and credibility of the government have been tortured by the public. For example, the tiger photo incident in South China, Shaanxi Province, which was intervened by local government departments, was heated by the media, so that the public was skeptical about the authenticity of the first photo of China Chang 'e satellite landing on the moon. For business owners, honesty is not only needed by customers and consumers, but also by their own employees and suppliers. Being in southern Fujian and being a manager, "ass decides head", so I pay more attention to the latter two issues. 1. Be loyal to employees. As a boss, we should keep our promises, but some bosses often make promises casually regardless of their own reality, seal official vows, draw cakes to satisfy their hunger, treat employees as fools, and employees will deny or become angry with their bosses' promises. This is actually a big taboo for being a boss. In the minds of employees, the boss's words are "imperial edict". What the boss promised will be done. When you can't do it, don't make promises casually. If you break your promise to employees, the result is that no employees will believe your "nonsense" in the future. There is a joke in a company: the boss likes to give the manager an official position. He has a "classic" famous saying: as long as he doesn't get a raise, he can be the chairman. A manager told me that when she joined the company, the boss said to her, "Work hard, work with the company for ten years and give you a house." Now more than ten years have passed, and the company has grown into a large-scale enterprise, but the house is gone. "Well, I bought a house myself a few years ago. If I had listened to the boss, I really couldn't afford a house at the current house price. " She said to me. When she told her colleagues about it, some colleagues told her that what the boss promised was not fulfilled. A boss wanted to hire a technician for his job, but the price was too high. The boss didn't want to make such a high price, so he came up with a clever "delaying tactic" and sent a text message to tell the other party what the price was in the first year and what the price was in the second year. The other party agreed, but when the next year arrived, the boss refused to raise his salary and denied that he had agreed to the second condition. I didn't expect that the other party almost went to court to save the news. Later, although the boss wanted to honor his promise, both sides were very unhappy. After a knot in my heart, the technician left soon. 2. I like to be in arrears with suppliers. If you talk to your local boss about "supply chain management", you will be kicked out of the door. The phenomenon of defaulting on suppliers' payment is very common, and some people even call it "supplier financing" smugly. The financing of suppliers is based on the premise of not damaging the reputation of enterprises. For example, if both the supplier and the supplier accept the settlement once every three months, then after three months, the buyer should pay off the payment for the first three months. If the buyer can't fulfill the payment obligation for special reasons, he should inform the supplier in advance to gain understanding and maintain the good reputation of the enterprise. But now most enterprises attach great importance to the bank's credit record, because the credit is not good, they can't get the loan next time, but the phenomenon of defaulting on the supplier's payment is becoming more and more serious. Now most commodities are buyer's markets, and suppliers are in a relatively weak position. The thinking of most bosses is: if you don't let me owe, others will let me owe; I owe it to your family. I will find another one. Some payments are delayed from monthly settlement to three or four months, and some are not paid for seven or eight months. Cows who beg for money and don't owe money, suppliers have to pay for their smiles carefully every day. There is an enterprise that bothers to discuss the source of debt collection every day, stipulating that the doorman is not allowed to enter without the consent of the boss. It is not small enterprises and small processing plants that spoil the reputation of enterprises, because their status is relatively weak compared with suppliers, and suppliers may not supply goods. Large enterprises have large orders, stronger bargaining power, but poor credit. The final result is: either the price is much higher and the wool is on the sheep; Either suppliers cut corners and constantly reduce the quality of raw materials, thus affecting the quality of products, and the grades of suppliers are getting lower and lower. At a manager's salon, a purchasing manager complained that his salesmen were afraid to give the name of the company when they went out to buy things, because many suppliers shook their heads and refused to do your business. Otherwise, the quotation is outrageous, because the supplier knows that it will be in debt for a long time. In fact, many suppliers say that it doesn't matter if they owe a few months, but they must pay it back when it expires, and they can't delay it. For reputable enterprises, suppliers are scrambling to do business, unlike asking people to help us. Third, it cannot be properly authorized. Reasonable authorization is the cleverness of excellent bosses, and it is also a necessary condition for excellent managers to exert their abilities. The average boss can't do this. In addition to the lack of trust, there are also many problems in the quality of professional managers. But for excellent professional managers, they can't fully display their talents without authorization, just like vases, just for display. Many bosses like to take care of everything carefully, and everything can only be implemented after asking for instructions and reporting. They are used to letting monkeys pester themselves with "questions", so they are busy from the moment they arrive at the office, signing autographs, having meetings and listening to reports, so busy that they don't even have time to eat or go to the toilet. In the end, many people died young like the chairman of Zhejiang Junyao Group. But a large group of professional managers with high salaries are happy to be at leisure, and "monkeys" will never stop on them. As Dr. Yu Shiwei said: Many business owners are so tired that they vomit blood, while managers sing "Tomorrow will be better" in KTV every day. Many bosses don't know what to do once they stop. It seems that power is around, and a sense of loss arises spontaneously. In fact, if the boss can't get out of the complexity of the business and think strategically, there will be great uncertainty in the sustainable development of the enterprise. "Heroes are useless", which eventually leads to excellent managers seeking other development. The system construction that can reasonably authorize its subsidiaries must be done well, such as Wang Shi of Vanke. Fourth, regardless of the actual situation of the enterprise, I am keen on making cards. Brand building is a long-term accumulation process, which cannot be achieved overnight. In the wave of reform and opening up, Minnan enterprises have made brilliant achievements in brand building, with well-known trademarks and China famous brands ranking first in the country. However, many enterprises lack innovation consciousness regardless of the actual situation of their own enterprises. From brand naming, LOGO design, marketing model to the overall reproduction of terminal construction, we can see that many similar and ridiculous brands and logos were born in the same place, and CCTV Channel 5 became Jinjiang Channel. In the terminal market, the rent of shops in prime locations has been speculated by Minnan enterprises for ten or twenty times. What's more, in order to achieve the goal of making brands quickly, many enterprises have embarked on the road of counterfeiting, using false materials for "judicial appraisal" and obtaining so-called well-known trademarks. This kind of quick success, putting the cart before the horse, is tantamount to drinking poison to quench thirst. Without solid internal management as the cornerstone, the castles in the air of the brand were overthrown at the moment when the financial crisis rushed out, and many enterprises' cash flow was broken, and their operations were in trouble or on the verge of bankruptcy. Five, there is no clear corporate vision and strategic planning. Vision is a dream to stimulate potential. Without a vision, an enterprise has no engine to stimulate employees' work passion, and strategic development planning is the guarantee to realize their dreams. Most business owners in southern Fujian have no clear corporate vision and strategic planning, and stay at the level of small processing plants. Making money is the only purpose. They do whatever it takes to make money. They only know to pull the cart with their heads down, but they don't know to look up at the road. Like the China Men's Football Team, they can play football anywhere they want. For grass-roots employees, whether wages can be paid in full and on time and whether wages are high or not may be their primary concern. For managers, the primary concern is whether they can realize their own value in this enterprise, take their career to a new height and achieve something. Without clear goals and specific action plans to achieve them, they can't be called excellent. Sixth, lack of a strong sense of time. As mentioned above, many bosses are busy with social activities, and their schedules are different from the normal schedules of employees. That's understandable. Bosses have their own difficulties and the freedom to be bosses, and no one cares when they want to go to work. However, some bosses have a poor sense of time. They are often late for appointments, and their schedules are changed again and again, leaving their subordinates at a loss. The boss has such a concept of time, and over time, his subordinates become fritters, and all the work is dragged on. A friend is the assistant of the boss. He said that because of the change of itinerary, the cost of ticket change and refund will cost tens of thousands of yuan a year. Money is a trivial matter. Sometimes a guest is finally invited, and he will be late or cancel, leaving a very bad impression. He quipped that the boss said "right away" means half an hour, and "wait a minute" means 2-4 hours. Seven, do not pay attention to the development and construction of human resources. Although human resource management has been promoted to an unprecedented strategic height from a global perspective, human resource management in most places still stays at the operational level of traditional personnel management. Most enterprises in southern Fujian are mainly manufacturing, especially labor-intensive industries. The boss's work focuses mainly on sales. Li Dongsheng of TCL once said, I can't agree. He said: "The most important thing for SMEs is not strategy, human resources or standardized management. What matters is how to sell products and services. If products and services cannot be sold, everything is nonsense, so the most important thing for SMEs is sales. " No wonder TCL has been going downhill in recent years. Chairman Li seems to have forgotten that the sales work is actually done by people. Without an excellent sales team, how can sales be done well? Isn't that more bullshit? Eight, the internal and external relations are unbalanced. Of course, the internal relationship refers to the relationship with employees, and the external relationship includes government departments, suppliers, customers, media and so on. When the enterprise is small, the relationship between the boss and the employees should be relatively harmonious. They can often drink and chat together, and they can also be brothers when the wine is warm. Once the enterprise becomes bigger, the boss will disappear, and many employees don't even know what the boss looks like for a year or two. Bosses pay attention to dealing with foreign relations, mostly because they want to use government relations to strive for favorable conditions for the survival and development of their own enterprises. No wonder some people say that most of them are not only "entrepreneurs" but also "politicians". They know how to get motivation or create motivation to attract attention. They even use the visible hand of the government to control the invisible hand of the market. But no matter how favorable the conditions are, all advantages are only temporary. Relying too much on government relations implies huge "political" risks. As the saying goes, "Success is harmonious, and failure is harmonious", such as Hu Xueyan, a red-topped businessman who was very popular in the late Qing Dynasty. Only by paying attention to the internal relationship of employees and their work and life can we really stimulate their subjective initiative, make suggestions and contribute to the development of enterprises. Many bosses socialize with external relations all day, but rarely talk to managers and care about their work and life or go to employees to listen to their opinions or suggestions. Being aloof will only cause the gap between employees and bosses, the communication channels are not smooth, and the system construction is not perfect. The boss will never know the situation at the grassroots level. Nine, lack of incentive mechanism. For professional managers, the company is a platform for personal value, a platform for big companies and a platform for small companies. The growth of the company will inevitably lead to the "rising tide lifts all boats" of the platform, and then realize the value-added of professional managers themselves. Therefore, excellent managers hope that the company will provide a good platform for displaying the eighteen martial arts, and at the same time, they also hope to get corresponding rewards. In this regard, an effective incentive mechanism is very important. However, many Minnan business owners want horses to run and not eat grass. In their eyes, they only see how much managers have taken away, but they can't see how much managers have created for the enterprise, and whether the value created and the price paid are reasonable. They would rather not do such a win-win performance appraisal scheme and adopt an "egalitarian" distribution method. In this way, all departments have done a good job, and if they don't, they will only make the boss lose his temper and get a scolding. After a long time, people with strong ability will find another way out, leaving behind people who follow the rules and are willing to be conservative. In fact, I think that the success of an entrepreneur is not judged by his personal wealth, but by the number of millionaires, multimillionaires and even billionaires he owns. I believe that wealth gathers but people scatter, and wealth scatters and people gather. X. Failure to establish a corresponding corporate ethics system. To put it bluntly, the ethical system of an enterprise is the hierarchical management within the company. Although the flat management mode is popular now, there are still corresponding levels within the company. We advocate that all people are created equal, but we should also follow the ethical system within the enterprise during working hours, otherwise the decision of the enterprise will not be implemented in place. Some bosses are so "approachable" that anyone can report their work in the boss's office and ask for remuneration. At the same time, I also like employees to report to them, regardless of details. I also like this kind of employee who will "report" from the heart. If the boss is like this, the employees will be less interested and the enterprise will have no ethics. Finally, the boss is the manager's job and the manager is the employee's job. The authority of each position in the company will become blurred and the responsibilities will be staggered. Tai Chi will prevail in the office selection committee. It is not difficult to establish enterprise internal ethics. What is difficult is whether the boss has this consciousness. Eleven, did not handle the contradictions within the family. The internal contradiction of family members is the eternal pain of family business. In the initial stage of the enterprise, all members of the family can help each other in the same boat and tide over the difficulties together. Once an enterprise grows, the contradictions among its members will inevitably emerge. If there is only one power center within the enterprise, it will be much easier to deal with the contradictions within the family, and everything is still under control. There are not many enterprises in southern Fujian that can consciously or unconsciously form power centers. Many enterprises will develop two or more power centers headed by nuclear family members in the process of development and growth. Each power center embarks from its own interests and conflicts with each other. To paraphrase a Minnan dialect, "shit refuses to accept shoes." In a well-known food enterprise in Jinjiang, the two brothers are at odds and often have conflicts. It is said that two brothers (a chairman and a general manager) fought in the company and fought from the second floor to the third floor. In this way, for enterprises, the efficiency and benefit of decision-making will be greatly reduced, and for professional managers, they will be at a loss. They don't know who to listen to, and they can't always please both sides. Finally, the managers changed one crop after another. In fact, no matter how big the contradiction between family members is, it is also a matter within the family. If there is no way to vote according to the size of the shares, and no one can convince anyone between the parties, we must consider withdrawing from the mechanism and leaving a power center. Fighting can't solve the problem, even fighting can't be played in the company. Twelve, not good at learning. Learning is very important for anyone. It is never too old to learn. Peter. 6? 1 Shengji's management theory of establishing a learning organization is highly praised by major enterprises. As the leader of an enterprise, if the boss always refuses to take part in the study on the grounds that he is busy with work and has no time, his concept will not change, and the result will be as mentioned at the beginning of this article. In my opinion, if Minnan bosses can avoid making the above mistakes, they can be called "excellent" and worth emulating. It may be biased and may be too demanding of some bosses. I hope that the majority of managers will write to discuss. My experience in human resource management for many years is that the current employees are completely different from those in the past. Rigid management is necessary, but flexible management is more necessary. Only by combining rigidity with softness and paying attention to morality can we ensure the stable and healthy development of enterprises. Maybe some bosses will say, if I want to do this, I won't be a boss, just be an employee. Who works for whom? Really don't say that, the purpose of employing people in enterprises is to let employees create wealth for enterprises. Only excellent employees can guarantee the Excellence of enterprises, and only excellent bosses can guarantee the Excellence of employees.