Skills Of Leading, Employing And Managing People

Mr. Tan Xiaofang realized that in the "court yuan - know human nature", Zhu Geliang put forward seven ways to investigate talents: to see their ambition through handling the right and wrong things; to investigate their contingency ability through debate and challenge; to observe their knowledge through consultation; to tell him whether it is difficult to observe whether it is brave or not; to make sure that they are incorruptible by making them drunk; to see whether they are honest or not by looking at their interests.

In addition to personal qualities, Zhu Geliang also proposed to select talents for functions and expertise, which coincides with the recruitment of talents in modern enterprises.

In recent years, Mr. Tan Xiaofang has done many private businesses.

In fact, dialectically speaking, for private enterprises, even when the scale is small, cronyism can even play a role in stabilizing organizations and promoting morale.

However, when a company is doing a fairly large scale, a lot of things involve organizational intelligence and expertise, which requires professionals to deal with.

Once appointed, some important jobs, especially the special jobs related to the survival of the enterprise, are occupied by those who are not very suitable for the post, so it is bound to cause irreparable damage to enterprises.

Take last week's invitation to a private hospital in Fujian. For training professional courses, this is a private hospital developed by a private clinic. On scale, though it has changed from "clinic" to "hospital", it has also changed from "doctor" to "hospital director". However, in terms of management consciousness, it is still a sense of smallholder and family management.

Through mergers and capital injection, hospitals are also cronyism rather than merit. Some important jobs, such as finance, cash collection, procurement, administration, etc., are all "self".

Seeing these situations, I can not help but sigh that it is a way for private hospitals to change their minds to appoint men of merit instead of cronyism. Hospitals without talent are no future hospitals, and hospitals without talent are also impossible to make money.

We often see that the first development of every industry will always leave the reputation of "Whampoa military academy" in the industry.

These enterprises are following the same path: they develop because of talent, because more talents are developed, and unfair distribution of interests leads to brain drain and collapse due to brain drain.

The brain drain is not a new business, but for others.

Can domestic enterprises want to be bigger and stronger?

Tan Xiaofang, a lecturer in corporate training, believes that if a private enterprise cronyism is a distrust of "outsiders", then the practice of some state-owned enterprises is purely selfish.

The employment system of state enterprises generally exists this phenomenon. As an old saying goes, "once the emperor, a courtier", it seems that he does not build up his own gang of "trusted followers". He does not give up his own backroads (including his children's future sources). Their thinking is not about the production of enterprises, but rather the "guarantee" for each other to build up the "future" backing. This ultra selfish behavior jeopardizing the development of the entire enterprise! {page_break}

Let's think about this: Why are Taiwan enterprises under the rule of Chinese people only small Taiwan?

Because they have made great changes in the distribution of interests and the concept of employment.

Mr. Tan Xiaofang has heard that if the boss of Taiwan finds out the talents of the migrant workers, he must try to put him under the banner, or give him a share, or open a new company and let him run the business, in short, make it a powerful helper and never let him become an opponent.

Persist in "appointing people to be wise" and oppose "cronyism".

This is the basic criterion for the party to select cadres according to the criteria of both ability and integrity, but in the process of implementation, it is often impossible to do so.

Why?

Some leading cadres are worried about their high positions. They are afraid that more virtuous and talented people will push themselves down to the political stage, so that they even have the idea of "Pai Yin".

Just imagine, how can this employing system fail to cause its own prosperous enterprises to decline slowly?

Here, Mr. Tan shared with you a case: the most important reason for the failure of Wang An company is not its lack of human resources. In --l984, the company's turnover amounted to 3 billion 300 million US dollars, employing 24 thousand and 800 employees, but it was strong enough. It lacked social capital and lacked the social foundation for the cohesion of employees in the company.

Influenced by Chinese traditional culture, Wang An himself is not trusting and distrust the top executives of the family outside the United States.

Therefore, when the external competition environment changed, he handed over the company's power to his son, and the American manager who should have inherited the power was neglected. As a result, many talented managers left the company at the critical moment, which made the company's performance fail.

As is known to all, Chinese and foreign enterprises are facing difficulties when selecting successors.

The former solves the problem of loyalty and reliability, relates to the survival of enterprises, and the latter's ability to solve problems is related to the future of enterprises.

For high-level successors, on the one hand, it is not reliable or unfaithful. This is like a coordinate system of two dimensions, ability and loyalty.

I have always thought that senior leaders should not completely deny cronyism.

Kinship does not necessarily mean blood, but also refers to the recognition and acceptance of culture and loyalty to enterprises.

The selection of leaders should be based on morality and energy.

Red Jinlong has a well-known slogan: "how far can you go?"

"There are also a classic line in the three central CCTV advertisements:" how big the heart is and how big the stage is.

"Tan Xiaofang here calls on entrepreneurs to give talent a stage, they will give you a wonderful! Here are some things that leaders should master.

First, the combination of spiritual encouragement and material reward.

It is necessary to establish a sales team that has a fighting capacity and a high material reward.

Two, the management system is in harmony with the corporate culture.

A good team relies on rules and regulations on the one hand and team culture on the one hand.

A soft hand is hard for a sales team with high quality members. Team culture is more important than soft stuff.

Three, right and wrong, wise and careless.

Are leaders wiser or better?

Is it good to be friendly or to govern by doing nothing?

Mr. Tan suggested that leaders should keep sober on the issue of right and wrong and try to keep their eyes closed.

A man is too cheap to have friends.

Leaders should treat each member equally in personality, and individualize management according to the characteristics of each person.

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Five, grace and mercy, punishment and punishment.

Leaders should be strict but not full of blame. Though generous, they are not allowed to let themselves go.

Six, the maintenance of prestige and error will be reunified

Leaders must maintain their prestige, speak their words and make decisions. They must fulfill their commitments and not make changes.

Seven, knowing others is good at first.

It is not easy to select suitable and excellent talents. It is even harder to dare to delegate power.

Try to keep your eyes open before selecting, especially through scientific and rigorous procedures.

Eight, emphasize the result and emphasize the process at the same time.

Sales work emphasizes results, and good results must be achieved for good results.

Leaders should attach importance to process management and do not wait for good results like waiting for a rabbit.

Nine, encourage competition and maintain overall balance.

Team management can not pursue harmony, harmony and harmony.

The most important thing is to be fair, just and open, especially in policy support.

Ten, pay attention to the actual effect of performance, but not eager for quick success and instant benefit.

Sales work pays attention to performance, team management pays attention to actual effect, but everything must proceed from reality, and we must not aim high and aim for quick success.

Finally, Mr. Tam stressed: leaders and employees need to understand each other, and remember that only strict demands and proper guidance can lead to a good team building.