A general manager talked about 1 1 management experience.

A general manager talks about 1 1 management mistakes.

In management, some traditional practices are wrong, and we should avoid making these mistakes. The following 1 1 are common errors.

1

Refuse to take personal responsibility

Once, when a job went wrong, the chairman called me in and scolded me. I said to the chairman, "This is my fault!" I never say whose fault it is in front of the chairman. Back in the office, I called several vice presidents. I told them at the first sentence that I didn't mention any of your names when I was scolded by the chairman just now. I provoked all the responsibilities in front of him alone, but you made such a mistake for me.

If I say this is vice president Xu's fault in front of the chairman, it is vice president Zhao's fault, and the chairman will only say: General manager, I invited you for nothing. If it is all their fault, what are you doing? If he said that about me, I would be ashamed to stay any longer. So in front of the chairman, I shoulder the responsibility, which is called taking responsibility. Why should I put the blame on others? The most important thing is to admit your mistakes boldly, and then find a way to solve the problem and learn from it.

Effective managers always take personal responsibility for the result of things and will not easily pass on the trouble to others. American President Truman once hung a striking slogan at the door of his office: "The bucket ends here!" " It means that the problem is solved and will not be passed on to others. Every supervisor should take this sentence as his motto.

There are two kinds of people in the world, one who tries to explain and the other who keeps showing. As a supervisor, you should try your best to show, explain less and dare to take responsibility. If something goes wrong, let's see if it's our own fault. When you are ready to ask your boss for advice, ask yourself first, have you shouldered your responsibilities, and is it necessary for you to enter the boss's door? In short, we should always remember the words of Steven Brown, a famous American management consultant: "Managers must be brave enough to take responsibility if they want to exert their management effectiveness."

A general manager talks about 1 1 management mistakes.

2

Don't motivate subordinates

The so-called inspiration refers to education with people anytime and anywhere. Whenever you see that your subordinates are wrong, you can motivate them, but many supervisors are often reluctant to talk. Once, I saw a clerk write an envelope incorrectly. I immediately called the others together and said, Look, the envelope should be as big as "General Manager Liu", and the words "General Manager" should not be lowercase, as if people were not worthy to be general managers; It is wrong to change the name to uppercase. The name should be small. It is wrong to write Qi Jing at the back. Qi Jing respectfully opened it. Why do people open it respectfully? It is polite to write to the general manager, such as Daqi, Qi Jun or Chyi Chin.

This is called opportunity education. I spent a lot of time on education in the company, but it was all difficult before it was easy. Don't forget that your subordinates depend on you for 70% of their education. But some people say that education is the business of human resources department, which is wrong. A supervisor should take 70% responsibility for educating his subordinates, and only 30% responsibility depends on the human resources department, which only cares about basic education. What a real supervisor should do is professional education, not "herding cattle", but seizing any opportunity to inspire your subordinates.

three

Only emphasize the result, not the thought.

People should have thoughts first, then ideas, touches, and finally become behaviors, and after a long time become habits. Behavior is hard to become a habit. Writer Chen has a saying in the book Reflection on Cambridge: A lot of history can cultivate a little tradition, and a lot of traditions can cultivate a little culture.

It can be seen that culture is a habit for many years, and it is not a simple matter to form a habit. For example, the concept of punctuality is an idea and an action. If it becomes a habit, it will form a culture. World powers have a strong sense of time.

Many bosses like to say: don't tell me the process, I just want the result. This sentence sounds very handsome, very personal and elegant. If you are a commander or a division commander, you can order your subordinates and brothers to attack that hill for me, and don't tell me how much blood has been shed; Don't tell me how many people died. I just want to occupy that mountain before noon today. Yes, the concept is emphasized in the army, and many bosses like this style. However, today we are doing business, not telling our subordinates to die. We should emphasize our thoughts. It's no use saying 100 times if you don't change his mind. If your subordinates follow you, their thoughts don't improve, and they leave the same way, you won't be a successful supervisor, and they will hold a grudge against you. The ideas of subordinates are responsible for education and indoctrination, and a supervisor should educate them like his own children. If you don't teach him ideas, he won't have ideas, he won't be moved, he won't develop behavior without being moved, and he won't develop habits without behavior.

A general manager talks about 1 1 management mistakes.

four

The management method of equal treatment.

Everyone has different backgrounds, personalities and experiences. No two people in the world are exactly the same. How should we educate them? That is to refuse to treat management equally. A key can only open one lock, but not all the locks. For example, when criticizing people, you can criticize thick-skinned people in public; Face-saving people should be called to the office to talk alone.

A supervisor should spend some time to study your subordinates and understand and judge them from their behaviors, actions, eyes, language and thoughts. If he likes money very much, let him do sales; He is very careful, so he can do design work; Seeing only the people on the ground is suitable for keeping the warehouse; People who eat with calculators should be accountants; Mother-in-law's people go to engage in customer service; If you can't sit still, let him go to other places. This is called employing talents. As a supervisor, you should pay attention to these problems. I have a manager under me. He attaches great importance to power and has no great demand for money, so I give him the company seal, stamp it in the office every day, and put his position in the middle of the office so that everyone can look at him and give him a sense of power. As a result, he was very happy.

For people with simple ideas and high obedience, we can give him work instructions, give him efficiency requirements, give him budget control and implement top-down linear management; For those who have received higher education, are sensitive, have seen the world, have complicated experiences, and emphasize team spirit, they should be involved, pay attention to two-way management, and do not engage in one-way street. There is no complete formula for the company's methods, some emphasize the system, and some attach importance to human management. It is useless for a company to rely on a personnel rule. Every company has personnel rules, which are similar. Therefore, management should be adapted to the target, and should not be treated equally.

A general manager talks about 1 1 management mistakes.

five

Forget the lifeblood of the company: profit.

One day, the president of a company had lunch in a restaurant. Halfway through the meal, four familiar voices came from the next wing. The discussion among those people was so heated that he couldn't help eavesdropping and found several executives talking proudly about his department.

The chief engineer said, "No one can compare with me. The department that contributes the most to the company's success is the production department. If you don't have a decent product, it doesn't mean anything. " The sales manager scrambled to say, "Wrong! The best product in the world is useless unless you have a strong sales department to sell it. " The vice president in charge of internal and public relations of the company also has the opinion: "If the company doesn't have a good image, the fiasco is absolute, and no one will buy a product he doesn't trust." "I think your views are too narrow," the vice president in charge of human resources slammed. "We all know that the strength of the company lies in its employees. If we fire capable and willing employees, the company will immediately come to a standstill. "

Four ambitious young people continue to discuss and fight for their departments. The discussion was not over until the president finished lunch. When he left the restaurant, he stopped at the door of that wing. "Ladies and gentlemen," he said, "I couldn't help listening to your discussion. I'm glad that you are proud of your department, but I have to say that experience tells me that none of you are right. No department of any company can be responsible for the success or failure of the company. If you go deep into the core of the problem, you will find that managing a successful company is like a stuntman keeping five balls in the air, four of which are white, respectively: products, sales, the relationship between enterprises and the public, employees, and the other is a red ball. At any time, people who play stunts should remember that no matter what happens, the red ball must not fall to the ground, because there are two words written on it: Li. " The president's words are absolutely correct. Without profit, even if the company has the most perfect products, the best image, the most capable employees and the most eye-catching financial foundation, it will soon get into trouble. Managers have four responsibilities: creating profits for shareholders, seeking employment for society, seeking welfare for employees and seeking quality for consumers. The most important thing is the first one. It is the primary responsibility of all executives to create profits and make the company develop. The head office evaluates you, and the top supervisor evaluates you. Just ask: Is there a profit? Of course, our so-called pursuit of profit does not mean making money by hook or by crook, but taking the pursuit of profit as a responsibility and a goal, and always keeping it in mind.

six

Only see the problem, not the target.

As a supervisor, you should pay attention to your goals. If a supervisor focuses on small problems, he will forget his goals and lose creativity. Many executives seem to be busy. In fact, they spend 90% of their time every day, and their contribution to the company is only 10%. One of the main reasons for this inefficiency is that they only pay attention to small things. Act according to the general principles. Do the most important and urgent things well before going to work every day, and put aside other unfinished things. One can't cover everything, there will always be endless things to do. We emphasize that we should look at the goal, not that we should not look at the problem. Be sure to look at the problem and look carefully, because the problem is the opportunity. But only by looking at the problem from the height of the goal can the problem become an opportunity. Therefore, the supervisor should not say that I have a problem, but that I have an opportunity, which has a different meaning. If you focus on trivial matters, it is difficult to see real problems and opportunities. If you can't do this, your competitors will beat you to it, because there is a famous saying in marketing: whatever you can't think of, your competitors will help you think of it.

seven

Don't be a supervisor, just be a buddy.

The supervisor should have his own dignity and not violate the company's regulations. Once the subordinate's feet step on your shoulders, the next step is to step on your head. We should love, support and reward our subordinates, but they can't talk on your head, which violates the rules. If the supervisor indulges his subordinates, it will be difficult to manage in the end, and the punishment will begin at the first violation. If there is no punishment, he will become a "role model", the company's standards will be destroyed, and things will be difficult in the future.

It is difficult for many executives to do this because they often want the support of everyone in the company. When he is not stable enough, he often makes friends in the company and pulls everyone over with his buddies, but then his speech will be dignified. What's the reason? Because he didn't pay much attention to the company's requirements and discipline, but paid more attention to personal feelings and personal utility. As a result, he got emotional and treated everyone as his buddies. People are like this sometimes. He doesn't appreciate your kindness to him, but thinks that people like you can be casual.

A general manager talks about 1 1 management mistakes.

In our company, I have a problem with male employees patting female employees on the shoulder. It is not allowed for male employees to tell dirty jokes. This is called breaking the rules. Once in the warehouse, I overheard a male employee telling a female employee a dirty joke, and the female employee laughed. I immediately went over to the man and said, "Go back and tell this joke to your mother and your sister. If you think you can't tell it, neither can our staff. This is called corporate ethics. " As soon as I said this, they looked confused and embarrassed. I mean, companies should also have rules. If I laugh with them at this time, it is equivalent to treating them as buddies, which will break the rules and bring trouble to management.

Therefore, my subordinates are with me, and no one can make fun of me casually. Don't think too much about layoffs. Very fierce. Dare to do this, because I usually don't treat them as buddies, I don't owe them human feelings, and I don't have to shed a tear when chopping people. I am relaxed today, because I really love my subordinates, but I just don't want them to think of me as my brother, so I have to abide by the company's regulations in the company.

eight

There is no set of standards.

There is a company in Britain that specializes in making world-famous cups and plates, and their products are even more broken than qualified ones. There was once a designer who specialized in throwing vegetables. Every 10, six were broken, and only four were qualified, but the order was out of stock after three years. The company is not afraid of falling, and all the broken plates are included in the cost of other plates. It's so hard to buy, why? That's a good product. The company has high standards and dignity.

The code of conduct of a company is to let the company have dignity and let the employees have dignity. The company has no standards, and if a manager can't design standards, the company will be disgraced. If you enter a company, people will ask how you got in. You said it was not easy to get into the exam. You need a written test, an oral test and a layer of skin. On the other hand, if it's easy for you to say, go in. People will think that this company is not worth staying. It has not been screened and has no strict standards. Everyone has this kind of psychology: the more you have standards of behavior and performance requirements, the more he feels dignified.

The so-called standard is actually a token, a dignity and a quality. Like Mercedes-Benz in Germany, what do you think of when you see Mercedes-Benz in the street? That's a kind of dignity. Why do rich people like to buy Mercedes? If the manufacturer doesn't have that standard, will you buy its car? By the same token, whoever has the standard of Mercedes-Benz will have dignity. The company has standards that make employees feel it is an honor to work in such a company. When all relevant people regard standards as an oath and a quality requirement, self-esteem will become stronger and stronger in the company and management will become easier and easier. Therefore, supervisors should not only implement standards, but also set standards. Only with management standards can we have high management performance.

A general manager talks about 1 1 management mistakes.

nine

Indulge a person with insufficient ability

Some executives like to look for love in the office and find love from subordinates. It's actually wrong. Management is not competition. Let's see who loves it best. Don't be a good person. I often say a word in the company: don't be a man (that is, a person who doesn't talk about principles and is just a loach) and don't be a man if you do things. If you can't do this, you can give up your seat and let those who are willing to be bad. Today the company gives you a task, and I hope you can finish it. And you're afraid of offending this and that, so don't do it at all. Han Feizi, an ancient legalist, had an incisive exposition on this. In today's words, a supervisor can only suppress himself, which is called fear; A supervisor can only correct himself, which is called chaos; A supervisor can only help himself. That's meanness. There is no need for the supervisor to tell himself not to do this or that, correct it here and there, and always leave a way out for himself. If you have the ability, you are in a mess, everything is normal under your command, you entertain customers outside every day, and the company is safe. This is called awesome. If you dress up beautifully all day long, the desk lamp works late into the night according to your lonely back, and finally you vomit blood, which is called meanness. Why? Management is like a pyramid. If it's just a little rotten on the top and stable on the bottom, nothing will happen. If the bottom is broken, even the best top will crumble. So you should strictly manage your subordinates, correct your hands and ask your organization to save you. If the supervisor only demands himself, it is tantamount to conniving at people with insufficient ability.

Other bosses like to find a person who is worse than themselves as a deputy, and the deputy also finds a person who is worse than himself as a subordinate. In this way, his ability is getting worse and worse, so the supervisor always says that his subordinates are not good, but it is actually his own fault. China people have a local concept of employing people, and they like to use people who are close to their geographical relationship or popularity, even if their ability is poor. These are people who are incapable of conniving. It is unfair to others to indulge those who are not competent enough to stay in the organization, so everyone has no energy, and the result is poor, and finally the organization is dragged down.

10

I only have superstars in my eyes

Don't just watch superstars, but emphasize team spirit. Just like a team, it's hard to win if you only emphasize the superstar and don't emphasize everyone's efforts. There is a saying in McDonald's that there is no manager in our company, and the manager recruits outsiders. The manager of McDonald's also wants to order food for the guests, which is the rule of the company headquarters. McDonald's employees all over the world, regardless of their positions, have to order food for their guests. They realize that the success of today's company depends on all employees, not any superstar.

If you invite all the top people in your field to your company, at the end of that year, only one person can earn the first position. Why? Because so many top players don't exist, and even if they exist, there is only one "first", and everyone else gets the title of "loser". There are few real superstars in a company, and most of the business of the company is done by ordinary people. Focusing only on superstars will reduce management performance and company performance.

Even if there is a superstar in the company, you should downplay his contribution. If you are a superstar, you should have this kind of mind. The supervisor should put 90% love on 90% people, not 10% people, which is unfair to the other 90% people. Anyone who contributes to the company should be regarded as a hero of the company, so that the company becomes a team.

Many companies have hired some celebrities and asked them to be superstars, but we often hear that they will go their separate ways soon. Why? Because some superstars won't be grateful, they think that being here today is the result of their own efforts, not the result of company training; They don't fit in. They think they stand out in the company and don't compromise. When they encounter difficulties in the company, they are often unwilling to wronged themselves. Apart from demanding a high salary, they made little contribution to the company. Therefore, the boss should not only have superstars in his eyes, but also pay attention to training his subordinates and turning them into stars.

A general manager talks about 1 1 management mistakes.

1 1

Form opposition within the company

Once, I asked the chairman: What are they doing? The chairman looked at me seriously: Who are they? Our maintenance man downstairs, I said. He asked me this question at that time, but I didn't respond. Another time, I asked: Their project ..., "Who are they?" Before I finished, he interrupted me and asked. Then I remembered the same experience last time and immediately realized what the problem was. I admit to the chairman that I was wrong. The chairman said, "Mr. Yu, there are only us here, not them." This incident taught me a profound lesson. Inside the company, in front of customers, don't say "they", say "we".

As a supervisor, don't underestimate the difference of this word. For example, when I worked for JAL, I went to Tokyo Airport for training. I once passed by a nearby supermarket and bought a box of almond tofu. I went back to eat it. It was broken. The next day I passed by and went in to tell the salesgirl that the almond tofu I bought yesterday was bad. Not good? Did you bring it? The young lady asked. I said, that's worthless. I threw it away. It doesn't matter. Don't misunderstand me. I'm not here for the money. No, no, no, this is a big deal. Wait a minute. She said that and ran upstairs, and soon ran down, accompanied by a man with a bag in his hand. He came up to me and said, sir, here are five boxes of almond tofu, which are guaranteed to be fresh. Take it and eat it. This is the money you bought yesterday. We'll return it to you.

It is a shame for us to sell such tofu in our shop, but we have already called and the supplier will come to the meeting next week. We need to study why this happened. Sir, if you pass by here again and again next week, if you are interested, you can come to me and I will tell you where we went wrong. After that, when I pass there, I will go shopping. Why? I believe in it, and they will be responsible for anything I buy there in my life. In fact, it wasn't the lady who sold me things, nor was the manager, but they didn't say: I didn't handle this properly, it was the fault of the supplier, the fault of the lady yesterday, and your own fault. They just said, this is our fault!

The supervisor should always emphasize the concept of "we". If someone does something wrong, it's our fault, and then we will review what went wrong. This concept should be established from the beginning of career, and it will become a habit over time. Finally, there will be no opposition within the company, and the company or your department can truly unite as a whole.