---
title: "Small Bosses Manage Tasks, Big Bosses Manage People: How Should Distributors Use Mechanisms to Manage Their Enterprises?"
description: "This article outlines the five core fatal flaws of private enterprises, explains why enterprises need to establish mechanism systems, and details the ultimate purpose, ten core principles, 21 principles, five channels, and ten contents of mechanisms, as well as the differences between mechanisms and systems. It emphasizes that big bosses manage people while small bosses manage tasks, and provides a mnemonic for implementing mechanisms."
author: "王兆树"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
telephone: "+8615854817671"
published: "2017-07-03"
categories: "Dealer Operations, Management & Methods"
language: "en"
canonical: "https://xinjignxiao.com/en/articles/small-bosses-manage-tasks-big-bosses-manage-people-how-should-distributo-f9986070/"
markdown: "https://xinjignxiao.com/en/articles/small-bosses-manage-tasks-big-bosses-manage-people-how-should-distributo-f9986070.md"
original_source: "https://mp.weixin.qq.com/s/H7fYxES6vxXoegpbX8bwig"
translation: "https://xinjignxiao.com/zh/articles/%E5%B0%8F%E8%80%81%E6%9D%BF%E5%9C%A8%E7%BB%8F%E8%90%A5%E4%BA%8B-%E5%A4%A7%E8%80%81%E6%9D%BF%E5%9C%A8%E7%BB%8F%E8%90%A5%E4%BA%BA-%E7%BB%8F%E9%94%80%E5%95%86%E5%A6%82%E4%BD%95%E7%94%A8%E6%9C%BA%E5%88%B6%E6%9D%A5%E7%AE%A1%E5%A5%BD%E4%BC%81%E4%B8%9A-f9986070.md"
attribution: "New Distribution — https://xinjignxiao.com/en/articles/small-bosses-manage-tasks-big-bosses-manage-people-how-should-distributo-f9986070/"
citation: "王兆树. “Small Bosses Manage Tasks, Big Bosses Manage People: How Should Distributors Use Mechanisms to Manage Their Enterprises?.” New Distribution, 2017-07-03. https://xinjignxiao.com/en/articles/small-bosses-manage-tasks-big-bosses-manage-people-how-should-distributo-f9986070/"
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---

# Small Bosses Manage Tasks, Big Bosses Manage People: How Should Distributors Use Mechanisms to Manage Their Enterprises?

> This article outlines the five core fatal flaws of private enterprises, explains why enterprises need to establish mechanism systems, and details the ultimate purpose, ten core principles, 21 principles, five channels, and ten contents of mechanisms, as well as the differences between mechanisms and systems. It emphasizes that big bosses manage people while small bosses manage tasks, and provides a mnemonic for implementing mechanisms.

I. Five Core Fatal Flaws of Private Enterprises
1. The company lacks people who can take charge independently, and there is no effective team combat effectiveness; 80% of the company's performance is achieved by the boss alone.
2. The boss lacks a system for identifying talent, eventually appointing people by favoritism, and ultimately being used by others.
3. The company lacks practical corporate culture, guiding principles, and values.
4. The company lacks various management processes, standards, and systems.
5. The enterprise leader, the boss, lacks higher spiritual pursuits and has no realm, becoming an obstacle to the enterprise's further development.

II. Why Should Enterprises Establish Mechanism Systems?
All kinds of enterprise problems lie with the boss; it is because the boss has not led well.
1. All the confusion and problems in enterprise departments are due to not leading everyone to generate wisdom and not leading everyone to establish effective mechanisms.
2. Managing an enterprise is managing people: managing people's motivation and resolving people's resistance.
3. The purpose of establishing mechanisms is to use them to pull employees' motivation. A true boss is a leader of employees, using his wisdom to guide each employee to do things, rather than fighting alone. Therefore, many bosses are always dealing with enterprise problems, spending all day solving problems instead of finding a good state to ignite employees' motivation to work. Enterprise problems will never be fully solved. Big bosses manage people; small bosses manage tasks.
The term "mechanism" originates from Greek, originally meaning the structure and operating principle of a machine. In fact, from a single person, a company, to a society, nation, or country, everything can be regarded as a machine. They are driven by mechanisms, which are a set of procedures that drive the orderly operation of an organization. Therefore, the greatest innovation is mechanism innovation.

III. The Ultimate Purpose of Establishing Mechanisms:
1. Make the excellent rich.
2. Make the ordinary move.
3. Make the laggards panic.
4. Make the enterprise self-operate.
5. Liberate the boss.

IV. Ten Core Principles of Mechanisms
1. When there are two or more people, a mechanism must be established.
2. From the bottom up.
3. Low standards, strict requirements.
4. Use a third party.
5. Leaders must support it.
6. Use the wisdom of the masses to solve the problems of the masses.
7. Mechanisms are everywhere.
8. Mechanisms must be innovative.
9. Mechanisms must be followed up intermittently.
10. Mechanisms must be born at any time and die at any time.

V. 21 Principles for Formulating Mechanisms:
1. When encountering problems, generate mechanisms; when problems arise, look for mechanisms.
2. The core of a mechanism lies in formulating it in advance: how to do it, and how to distribute after completion.
3. Aim to solve problems or prevent problems from occurring.
4. At one meeting, only formulate one mechanism.
5. Whoever uses the mechanism formulates it; whoever participates formulates it. Relevant personnel must participate, everyone has the right to speak, and whoever executes benefits.
6. Participants must be voluntary.
7. After anyone raises a question, do not argue, judge, or explain; the minority obeys the majority, and a democratic vote is taken; the minority obeys the majority, and it passes with a majority.
8. Clarify what to do if it is done and what to do if it is not done: how to reward if completed, how to punish if not completed; first be strict, then be lenient.
9. The formulated mechanism must be concise and to the point. It must be operable, implementable, quantifiable, and digitized.
10. Assign a dedicated person to record, print it out, in black and white, sign and seal it.
11. After formulating the mechanism, there must be third-party supervision.
12. It must be executed and implemented according to the formulated mechanism.
13. The formulated mechanism must be honored and fulfilled, and the fulfillment time should be shortened as much as possible so that employees can feel it.
14. Mechanisms must always benefit "others" (benefit the third party: the company, oneself, and customers).
15. Mechanisms should start from pilot units. Always run on a trial basis; if good, continue to use; if not suitable at the moment, modify or delete.
16. As many as there are, count them; add one when there is one; do not seek perfection.
17. Clearly define the start and end time of execution.
18. Must view problems from the overall perspective of the company, requiring healthy development and conforming to the overall situation.
19. Always let some people get rich first.
20. Must not violate national laws or folk customs.
21. The data under the mechanism must be open, transparent, and clearly calculated.

VI. Five Channels of Mechanisms
1. Only the first.
2. Set up benchmarks.
3. Have PK (competition).
4. Have promotion.
5. Have distribution.

VII. Differences Between Mechanisms and Systems
Mechanism | System
When problems arise, look for mechanisms; eliminate problems by mechanisms; if no mechanism, build one | Handcuffs and shackles; if you can't control, then "send off" (i.e., dismiss)
Pulls people's hearts | Controls people's bodies
Stimulates potential, ignites the other party | Requires the other party to do something
Motivation | Freezing force: condensing agent
Catalyst | Freezing agent: reducer

VIII. Ten Contents of Mechanisms: Salary, promotion, recruitment, division of labor, assessment, competition, caring, retaining people, happiness, and learning.
1. Establish a complete salary system through mechanisms to satisfy those who seek profit rather than fame, but the salary system must also create absolute differentiation to stimulate employees' motivation, sort out role models, and clarify the power of role models.
2. Establish a complete promotion system through mechanisms to satisfy those who seek both fame and profit, but the salary after promotion must create absolute differentiation, combining the motivation of fame and profit to stimulate those with ambition.
3. Must establish a mechanism of rising and falling to let the enterprise and employees jointly obtain benefits. "Rising" means a mechanism to increase operating revenue and profit; "falling" means establishing a saving mechanism.
4. Define the enterprise's red line, yellow line, and bottom line. These three lines are equivalent to national laws, while mechanisms are equivalent to national policies.
5. Create a strong business culture atmosphere.
6. Use PK mechanisms to stimulate employees' wildness; only with PK can employees continuously generate motivation.
7. Unify quantification, unify standards, unify procurement, unify distribution, unify dress, and unify management. Only with unification can a brand image be created. If the brand falls, the enterprise will surely fall.
8. Enterprises must rely on three affinities: blood affinity, emotional affinity, and work affinity.
9. Must keep learning.

IX. Mnemonic for Mechanism Implementation:
If you want the horse to run, you must feed it grass;
If you want employees to work, the mechanism must be complete;
The mechanism lies in distribution; only by distributing money can you distribute responsibilities;
Difficulties in implementation are all because of money;
The first fatal point of implementation: distributing fame but not profit;
The second fatal point of implementation: not willing or not voluntary;
The third fatal point of implementation: wanting to distribute but not daring;
Mechanisms should benefit three parties (employees, platform, customers); only with true benefit can they be implemented;
How to formulate it depends entirely on your state of mind;
If your realm does not improve, the mechanism is in vain.
-END-


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## Citation metadata

- Publisher: New Distribution
- Author: 王兆树
- Published: 2017-07-03
- Canonical: https://xinjignxiao.com/en/articles/small-bosses-manage-tasks-big-bosses-manage-people-how-should-distributo-f9986070/
- Original source: https://mp.weixin.qq.com/s/H7fYxES6vxXoegpbX8bwig

## Copyright and AI use

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